Leadership Development Survey LTP Name: V. Example Date: August 17, 2016 LTP BV 2016. All Rights Reserved. Your responses will be processed with utmost care to produce a fair and correct assessment of your qualities and competencies. LTP takes no further responsibility for use of the results presented in this report or for the conclusions based on the outcome of the report.
Content Introduction Leadership impact Focus, Involvement, Trust Leadership profile Personal profile Development path 1 of 13
Introduction This is your Leadership Development Survey report. The report is a personal document which will provide you with constructive support as you embark on your leadership development. The results are based on the 360 Feedback Inventory, which you and your work circle completed, and on the outcome of your personality and motivation questionnaires. The results are intended as input to your own reflections and to determine your development themes. Take your time when reading through the report possibly making use of the reading guide on page 4 and add your own thoughts and experiences. This report offers you insight into: The degree of your own and your coworkers Focus, Involvement and Trust. Your leadership behaviour in fact puts you in a position to strengthen Trust and to create Focus and Involvement on the part of your coworkers (see the figure on the next page in which the theoretical background of Focus, Involvement and Trust is presented). Your leadership styles and the degree to which they contribute to your coworkers Focus, Involvement and Trust. Your personal characteristics and how your manager, colleagues and coworkers perceive you. Lastly, the people in your work circle have taken the time to give you some personal development advice. It is important that the results of the Leadership Development Survey be looked at in combination with other information regarding your daily functioning. We advise you to discuss the contents of this report in the context of a personal meeting between yourself and an HR or a training advisor. Prior and/or after this meeting, you can fill in the details of your development plan. 2 of 13
Introduction The condition of the organisation: Focus, Involvement, Trust An organisation that is in good condition is characterised by a particular work atmosphere. It is an organisation in which people know what their job and role is, they know what they have to do and what is expected of them, and how they can contribute to the organisation s success. In addition, they are motivated, they are dedicated, they take the initiative and work effectively together. In other words, there is direction and dedication, there is Focus and Involvement. The LTP model for the Condition of the Organisation: Focus, Involvement, Trust. In times of rapid, uninterrupted change people have a particular need of leadership, leadership that connects people and provides direction, so that the organisation can be kept in condition. This is a matter of having managers who are credible role models, because they are consistent and truly walk the talk. It is they who, by providing effective direction and recognition, are able to motivate coworkers to produce exceptional performances. And effective leaders are the ones who win people s trust. This calls for an attitude that is consistent and involved. In essence Trust is the firm expectation that people have that the other will treat them positively. The other therefore needs to show both consistency as well as positive intentions or involvement. It is a matter of simultaneously providing businesslike direction and personal attention, of distance and proximity. These are dilemmas that are inextricably bound up with the managerial role. 3 of 13
Introduction Reading guide To begin with, leaf through the whole document. Check out what information you can find in it, and where. Then go through the document, section by section. The last section, the development path, is still blank: this is the section where you can annotate your findings and follow-up actions. The impact on coworkers Your leadership is an important determinant of how your coworkers experience Focus, Involvement and Trust. In Section 1 you will find the experience of the coworkers in these areas. You can consider the outcome to be the result of your leadership; it constitutes an important indication of your effectiveness as a leader. Leadership profile What kind of leadership style do you have? The second section deals with the manner in which you fulfil your role as leader. The results show which general leadership styles seem to be most suited to you. The styles are connected to Focus, Involvement and Trust, and thus provide insight into which element you can easily naturally strengthen in relation to your coworkers. Your Personal Profile What are your personal characteristics? Using the insight into the underlying personal characteristics, you can yourself explore how these affect your daily functioning and your effectiveness as a manager. The information comes from the questionnaires you completed. In the second section of your personal profile you will find the strong and relatively weak points that you indicated, as well as the reactions of the people from your work circle including, among others, what they said in response to the open questions in the Feedback Inventory. Take your time to examine the description of your personality: What seems right? What raises questions in your mind? Then, turn to the strong and relatively weak points: What kind of feedback does your work circle give you, and what is the connection with your personality? Draw up a summary for yourself of the points that most strike you. Development path Your Leadership Development Survey report constitutes the beginning of your further development as a leader. It is important that all the findings be integrated and that concrete follow-up actions be defined. The development path is intended to help you reflect about the results and to establish follow-up actions. 4 of 13
Leadership impact Focus, Involvement and Trust Your leadership is an important determinant of how your coworkers experience Focus, Involvement and Trust. This section presents you with the perception of your coworkers in these areas. You can consider the results to be an indication of your effectiveness as a leader. The scores of your coworkers are shown in blue, while your own scores are in red. Focus Definitions Clarity about objectives: The degree to which the organisation's and department's objectives are clear to the coworkers, and the degree to which they understand why these objectives are important. Strength of focus: The degree to which coworkers are, during the course of their work, constantly focused on realising the established objectives, on performing the associated tasks, and on subordinating other matters to these objectives and tasks. N.B. The coworkers score (blue) indicates the impact of your leadership; your own score (red) is also presented for comparison. Involvement Definitions Emotional involvement: The degree to which people want to make an effort because that is what they desire, because they feel personally attached to the organisation; the organisation s fortunes affect them personally. Trust Definitions Competence: The degree to which coworkers feel that the manager possesses the right qualities to successfully lead the department. Intention: The degree to which coworkers feel that the manager will be completely dedicated to the department, and will have the best intentions with regard to them. Trust in the organisation: The degree to which the coworkers feel that the organisation will achieve success, and that there is a meaningful place for them in this. Trust in the bank Intention Competence 5 of 13
Leadership profile The leadership styles are connected to the attainment of Focus through Performance Leadership (Direct, Give Feedback), Involvement through People Leadership (Inspire and Connect), and Trust through Personal Leadership (Role Model and Resilience). Performance Leadership The Performance Leadership style is characterised by behaviours that ensure that coworkers have focus. Giving Direction is one part of this; the manager is able to translate the organisation s objectives into daily practice, is clear about the results that are expected, regularly discusses progress and knows how to adjust direction. Furthermore, the manager Gives Feedback; he/she takes the time to confront coworkers about their functioning and gives them indications for possible points of improvement. Performance Leadership is a matter of the manager s conveying to coworkers the long-term objectives of the organisation, and translating these in terms of the short term and the immediate work context. Personal Leadership The Personal Leadership style is characterised by behaviours that ensure that coworkers have trust in their manager. The manager is a Role Model for coworkers and colleagues; he/she is consistent in what he/she says he/she aspires to; he/she walks the talk, meets commitments and places the organisation s interests before his/ her own. In addition, the manager demonstrates Resilience; he/she deals well with set-backs, stays positive and energetic in difficult situations, remains constructive following criticism, keeps offering perspective. Personal Leadership constitutes the foundation for trust, and also plays an important part in the demonstration of effective Performance Leadership and People Leadership. In addition to being a Role Model and having Resilience, there are other factors that have an influence on trust and could be said to be part of Personal Leadership. Take, for example, being transparent and objective in decision-making, dealing fairly with others, being clear about one s own norms and motives, showing self-insight by being open about one s own strengths and development points, etc. But the complexity of leadership is revealed in critical situations, in which the manager has to be able to be flexible and switch roles without losing credibility. In situations, for example, in which business-like direction is given at the cost of involvement, or at times when the manager, from the perspective of the coworkers, is not being consistent thus apparently not being a role model because the coworkers are not up-to-date on the latest developments. People Leadership The People Leadership style is characterised by behaviours that ensure that coworkers are involved. To bring this about, the manager will have to know how to Connect people; he/she ensures that others can express themselves, shows interest in others, recognises their successes, takes care that work is shared. The manager 6 of 13
also knows how to Inspire others; he/she has impact, communicates in an inspiring manner, and knows how to enthuse coworkers, even when circumstances are less inspiring. He/She also inspires coworkers to be successful. 7 of 13
Leadership profile In each managerial role Performance Leadership and People Leadership are important, if you are to create Focus and Involvement in your team or department. The precise way in which you fulfil your roles has to be suited to who you are. By means of your Personal Leadership you can maintain and strengthen your coworkers Trust. In this section you are presented with the feedback from your work circle in these areas. For purposes of comparison, your own assessment is also shown Performance Leadership Performance Leadership refers to the translation of the vision and strategy into concrete actions, when it comes to giving direction and addressing coworkers. Not applicable Strongly applicable Direct Self Peer Give feedback Direct Report Manager Direct Give feedback Being clear in assigning tasks and responsibilities. Giving direction to achieve results. Addressing coworkers constructively and clearly about their functioning. Personal Leadership Personal Leadership refers to the demonstration of behaviour upon which coworkers can build and model themselves. Giving an example, offering perspective, on the basis of own strength. Not applicable Strongly applicable Be role model Self Peer Resilience Direct Report Manager Be role model Resilience Being a role model for coworkers and colleagues. Being consistent in behaviour. Being good at dealing with set-backs; not becoming, or letting coworkers become, discouraged. People Leadership People Leadership refers to the constructive communication with coworkers, to the strengthening of collaboration; bringing out the best out in others. Not applicable Strongly applicable Connect Self Peer Inspire Direct Report Manager Connect Inspire Knowing how to bring people together, thereby strengthening the collaboration. Motivating coworkers to give the organisation the best of themselves. 8 of 13
Personal profile You have completed two questionnaires which focussed on your personal characteristics and motives. A profile sketch of your personal characteristics has been put together on the basis of the results. This sketch throws light on the underlying aspects of your personality that can have an influence on the way you lead. A. Profile sketch Dealings with others You can come across as someone who is closed, and not quick to show his/her feelings and emotions. You certainly have these feelings and emotions, but you generally keep them to yourself. For this reason you are probably difficult to gauge. You can give others the impression that you have little time for and interest in their feelings. It takes a relatively long time before you really let others come close. Establishing contacts is an effort for you. You are at your best in solo roles, involving relatively little commotion. Work style In your approach to your work you are usually sufficiently goal-oriented. Most of the time you have a clear picture of what you want to achieve. If someone points out a particular opportunity, or if you chance upon it, then you are capable of jumping on it. Perhaps people will find you flexible on the one hand, but, on the other, this could make you somewhat lose sight of the long-run. This does not take away from the fact that, all in all, people will find that you are sufficiently resolute. Compared to others you attach less importance to details. Rather, you stress the big picture and have the tendency to work in a pretty ad hoc manner. From the perspective of others you therefore probably do not always work in a sufficiently systematic and careful manner. They can perceive you as nonchalant, for example, when it comes to meeting commitments. But you do show a certain amount of flexibility, and are good at adapting yourself to changing circumstances. You have little trouble carrying out different tasks or projects simultaneously. On the other hand, it is sometimes difficult for you to find the discipline to quickly finalise work that you find less pleasant or tedious. In conclusion, you are instinctive by nature and you have a tendency to be swayed in your thinking and behaviour by your emotions or those of others. Under difficult circumstances in which you experience a lot of pressure, you have trouble keeping your emotions under control and continuing to react in a composed manner. You then require time to put out of mind matters that have affected you emotionally. You can in such situations be perceived by others as being rather emotional, vulnerable and insecure. Motivation You are not very deeply concerned with showing the outside world that you are successful. However, you do find it rather pleasant when your contribution to the result is apparent. You yourself feel less of a need to deliver work of outstanding quality. You will not readily make an extra effort to deliver high quality. Work that meets the requirements of the organisation is good enough for you. Openness and development readiness You think it is important to be able to build upon the knowledge and skills that you have made your own through practice in the past. But you also value the existence of personal and professional growth and development opportunities. To you, it is a matter of balancing further growth and development on the one hand, with the possibility of being able to apply previously acquired knowledge and skills on the other. In conclusion, you are practically inclined and, when solving problems, opt for a tested approach based on existing and concrete intellectual frameworks. You focus on solving problems as quickly as possible, and are less concerned with coming up with new ideas. When working with others, you are not someone who readily stands up for his/her opinions or ideas, rather, you follow those of others. You easily go along with the majority in the way they want to deal with things, and you feel little need to be critical of them. 9 of 13
Personal profile B. Personal Ranking In order to get the most out of your work, it is important that you make use of your talents and that you be conscious of your pitfalls. Having insight into what your strengths, development points and irritations are can help explain why you feel strong in certain situations, while other situations require a lot of effort from you. You have yourself indicated what you consider your qualities and development points. These have also been assessed by the people in your work circle. They have communicated the degree to which they believe these points are relevant, and, in their open answers, also indicated what they value in your leadership and what recommendations they would like to make to you. These reactions are shown on the next page. Take your time to closely consider the answers, and relate them to your personal characteristics. Can a connection be made with those things that irritate you? What do you recognize? What surprises you? The first two tables below show the qualities and development points you selected, followed by the feedback on these from your work circle. The third table contains the irritations that you indicated. Qualities Manager Peers Direct reports Rationality Less present Less present Present Strategic insight Present Less present Present Broad-mindedness Present Less present Less present Progressiveness Present Less present Present Independence Less present Less present Less present Development points Manager Peers Direct reports Creativity Present Less present Present Originality Less present Present Present Cheerfulness Present Present Less present Friendliness Present Present Present Helpfulness Present Present Less present Irritations Conflicting interests Selfishness Cynicism Conservatism and rigidity Insufficient appreciation of involvement 10 of 13
Personal profile C. Work circle qualitative answers Below, you will find your answers and those of the people from your work circle to the open questions. What do people value in your leadership, what development possibilities do they recommend to you? The people in your work circle have, in open answers, indicated what they value in your leadership and what they would like to suggest as development possibilities. Take your time in reading these reactions carefully, and again try to relate them to the personality traits you were presented with in the first part, and to the qualities and development points that you yourself provided. Qualities In your leadership, others most value: ik waardeer mij eigen leiderschapstijl zeer Waardeer Development points Others indicate that you could do more or less of the following; they indicate that you could develop with regard to the following points: alles moet ontwikkeld worden Advies 11 of 13
Development path You have now examined your personal report, which hopefully has given you insight into who you are, and into the nature of your strengths, development potential and pitfalls. You have invested time in going through the Leadership Development Survey in a concentrated fashion, and the people from your work circle have made an effort to let you know how they perceive you. They have shown you what they think of your leadership competencies and styles, and have also offered you their personal feedback. All these elements together offer you a special opportunity to employ this report as a mirror, to use it as a basis from which to ask individuals in your work circle for deeper insights and, most of all, to concretely get to work armed with these insights. We all know how difficult it is, amidst the daily commotion, to find time to address this important development issue. The development path contains a number of questions intended to assist you in making optimal use of your Leadership Development Survey, with a view to setting your results in a framework. In this regard, the Leadership Development Survey is only the beginning; the new experiences and adventures you will go through from now on will be worthwhile recording. By keeping track of your development path, you will remain connected to your development horizon and challenged to experiment. The pages that follow are intended to build the bridge to daily, practical implementation. Reflection Take your time to go through the report, section by section, and answer the questions below. What are you proud of? What surprises you? What would you have liked to see, but that didn t appear in the results? 12 of 13
Development path Reflection Take your time to go through the report, section by section, and answer the questions below. What would you like to develop/strengthen? What points would you like to discuss with your manager, coworkers and/or colleagues? Action Draw up your development plan by answering the questions below. What are your development objectives for the next 6 months (SMART)? Do you need help in achieving your objectives? If so, from whom? What will you begin with tomorrow? 13 of 13