Leadership Assessment and Development

MYSKILLSPROFILE © 2012 2 Contents • Purpose • Applications • Development approach • Concept model • What the scales measure • Scoring approach • Feedback report • Technical properties .

MYSKILLSPROFILE © 2012 3 Purpose • Individual Assess management and leadership style and competencies and provide recommendations for performance improvement • Corporate Benchmark group competencies and provide recommendations for organizational development .

MYSKILLSPROFILE © 2012 4 Applications • Competency based selection • Organization development programs • University executive education • Coaching • Team building • Training needs analysis/metrics .

MYSKILLSPROFILE © 2012 5 Development Approach • Review of literature on management and leadership • Analysis of existing organizational competency • • • • • • frameworks Development of concept model Generation of items for scales Online trial of draft questionnaire Reliability and factor analysis Revision of items and scales Generation of norms .

MYSKILLSPROFILE © 2012 6 Concept Model Leadership competencies Management competencies Strategic and creative thinking Implementing and improving Leading and deciding Communicating and presenting Developing and changing Relating and supporting .

2 3. get buy-in for creative ideas. review and improve financial performance.3 3. set financial targets. Keep up with advances in business area.1 1. develop business relationships in other countries. Competency Requirements Help new employees get up to speed quickly.3 1. monitor people’s performance. Competency Requirements Start tasks right away. set personal development goals. give timely coaching. Adapt quickly to new situations. Provide people with assignments to develop their skills.4 3.1 2. trust capable people to do their work. act as a role model of inclusive behavior. be ready to go the extra mile. benchmark performance against industry leaders. Define acceptable workplace behavior.4 1. Sell the benefits of change. model the change expected of others.1 3. seek advice from experts. have the courage to take tough decisions. challenge bias and intolerance. keep composure in difficult circumstances. Communicate high expectations of people.MYSKILLSPROFILE © 2012 7 What the Scales Measure Leadership/Transformational Competencies 1 1. celebrate team achievement. consult people and take their views and ideas into account. Read and interpret financial reports. See the big picture.4 2.3 2.2 2. act as a role model for development. . review and analyze the business unit's strategy. get things done quickly. act decisively. handle stress successfully. Help people to think differently about a problem. give people challenging job assignments. say no when necessary.5 2 2. show a sense of humor and perspective. Seek feedback. pick up changes in the marketplace. review the company's position. Assess options and risks.5 3 3. Do what is right despite personal risk. turn novel ideas into reality.5 Strategic and Creative Thinking Thinking and managing globally Developing strategy and acting strategically Managing knowledge and information Creating and innovating Managing costs and financial performance Leading and Deciding Attracting and managing talent Motivating people and inspiring them to excel Coaching and developing people Managing culture and diversity Making sound decisions Developing and Changing Displaying initiative and drive Showing courage and strength Learning and developing continuously Managing and implementing change Adapting and coping with pressure Competency Requirements Keep up to date with global trends. establish roles and structures to support change.2 1.

Set high standards for customer service.4 4. write effectively for different audiences. communicate with self-assurance. Promote views and ideas. Encourage debate. help team members work well together. give effective presentations to groups. use networks to get things done.5 6 6. build rapport and keep others in the loop. give consistent messages. to groups Produce clearly written reports. Gather information from a wide variety of sources. bring disagreements into the open.1 Implementing and Improving Executing strategies and plans Competency Requirements 4.3 4. obtain resources to carry out projects.4 5.5 5 5. manage critical dependencies and risks. Develop bold plans. exceed customer expectations. handle other people’s feelings and emotions sensitively. Put people at ease.2 4. resolve customer issues quickly. delegate responsibility to the appropriate people. Set the team's direction and priorities. pay attention to their feelings and emotions.2 5. negotiate effectively.MYSKILLSPROFILE © 2012 8 What the Scales Measure Management/Transactional focus 4 4. . Relating and Supporting Relating and networking Listening and showing understanding Building trust and modeling integrity Identifying and resolving conflict Cultivating teamwork and collaboration Competency Requirements Work effectively with other people.1 5. exchange information with the team.2 6. Speaking with confidence and presenting Demonstrate presence.3 6. brainstorm possible solutions with others. Act in accordance with values and principles. improve business processes.5 Improving processes and systems Managing customer relationships and services Analyzing issues and problems Managing plans and projects Communicating and Presenting Facilitating and improving communication Influencing and persuading people Managing feelings and emotions Provide direction and support.3 5. learn lessons from process breakdowns. Allocate responsibility for improvement. edit other people's written work Writing and reporting skillfully. Competency Requirements Create a climate where people share views and ideas. bosses and stakeholders. keep promises.1 6. Know which emotions you are feeling and why. influence people by addressing their needs and priorities. review the team's successes and failures. listen without interrupting. address and resolve conflict early. approach problems from different angles.4 6. hold people accountable for delivery.

1. Relationships with Other Scales Strongest correlations with Positive Managing knowledge Developing strategy Managing money . Or Has some knowledge and understanding of how to manage a global business but needs more experience. Thinking and managing globally Competency Description Keep up to date with global trends. Moderate Scorer Competence Level Demonstrates average/moderate level of competence. Low Scorer Has little knowledge and experience of how to operate and compete globally. review the company's position. develop business relationships in other countries. Example scale item Discussing global business trends.MYSKILLSPROFILE © 2012 9 What the Scales Measure Scale 1. Or Is fairly confident about ability to think globally. High Scorer Competence Level Much more competent than the average manager in the comparison group.

MYSKILLSPROFILE © 2012 10 Scoring Approach Sten Percentile Meaning A score of 8 is higher than about 90% of the comparison group A score of 7 is higher than about 75% of the comparison group A score of 5 is higher than about 40% of the comparison group A score of 4 is higher than about 25% of the comparison group Level Competence Very well-developed competency/key strength to capitalize on Well developed competency/emerging strength Moderately well developed competency/midrange skill 8-10 5 7 4 5-6 3 4 2 Less developed competency/embryonic skill 1-3 A score of 3 is higher than about 10% of the comparison group 1 Least developed competency/possible flaw .

Leadership profile summary 4. Task/conceptual versus people/social focus 7. MLQ30 competency framework 3. Introduction 2. Leadership level 5. Next steps . Management versus leadership focus 6. Management and leadership competency scorecards 9.MYSKILLSPROFILE © 2012 11 Feedback Report 1. Situational leadership effectiveness 8.

2 3 4 5 .MYSKILLSPROFILE © 2012 12 Leadership Level Level 1 Core Competencies Highly capable individual who makes productive contributions through talent. Competent manager who organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Effective leader who catalyzes commitment to and vigorous pursuit of a clear and compelling vision. Contributing team member who contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting. knowledge. skills and good work habits. stimulating higher performance standards. Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will.

MYSKILLSPROFILE © 2012 13 Management versus Leadership .

MYSKILLSPROFILE © 2012 14 Task versus People Approach .

MYSKILLSPROFILE © 2012 15 Situational Leadership Effectiveness .

MYSKILLSPROFILE © 2012 16 Competency Scorecards Strategic and Creative Thinking .

e Investigate the strategies of your competitors in other countries. b Find out more about the company’s international strategies. Review and refresh the company’s international strategies. d Build contacts with colleagues working in other countries.1 Thinking and managing globally First-level a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave. . Act as a mentor/coach on how to do business in other countries. Senior a b c d e Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave. Forecast how international developments and trends will affect the organization’s position. c Attend a course or conference on how to do business overseas. Review the organization’s image and reputation in other countries. e Investigate the organization’s global market position. b Look for a position or project that will give you international experience. d Identify colleagues who can coach/advise you on doing business overseas.MYSKILLSPROFILE © 2012 17 Development Tips Strategic and creative thinking 1. Middle a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave. c Research business practices in other countries.

.22 to 0.36 Standardization sample has roughly equal numbers of men and women. Submitted to Buros Center for Testing for review.MYSKILLSPROFILE © 2012 18 Technical Properties • Reliabilities range from 0. Registered test with BPS Psychological Testing Centre (PTC). The mean age of the sample is 37 years.86 Correlations with job performance range from 0. No need for separate norms for men and women.92 and the median scale • • • • reliability is 0.78 to 0. or for managers at different levels or different age groups.42 with a median correlation of 0.