Leadership Report

GAPPS4

Confidential Report

GAPPS4 Leadership Report

Report for: Tarry Tester Assessment Submitted: 15 Sep 2011 09:06
SA1

Thank you Tarry for submitting your GAPPS4 Assessment. Your report is a comprehensive and detailed report on your leadership character, competencies and your effectiveness as a leader. Your Reports included here are: Leadership Lid and Effectiveness Report Leadership Potentiality Report Summary of Leadership Character and Leadership Competency scores against your chosen benchmark Top3 Strengths and Development Priorities Report

Please note that your GAPPS4 Report shows your scores against a successful leadership profile. i.e. you are not being compared with a global average, but compared with leaders who are successful. For your report, you chose the :S Asia SMB Entrepreneur Senior Manager as your comparison.

Icons used in the report

i The information icon is a web link to further information about the item. Click on the icon to view the webpage and understand more about the theory behind the report. The Green tick is used to highlight an area where you show a strength as a leader. Click on the icon to learn how to leverage your strength and further develop it. The yellow exclamation mark highlights that you are on target in this area. Click on the icon to follow the link to learn how you might develop further in this area. The red cross highlights an area where you are not on target in this area. Click on the icon to follow the link to learn how you should develop in this area. Blue words or sentences are hyperlinks - click on them to follow the link. But not this one.

Summary Charts and bar charts to show strength use a traffic light colouring.

Summary Chart shows where you score compared to the benchmark.

Development priorities and full descriptive reports show bars to represent your score on a scale of 0 to

ReportID 48348 Printed 08/10/2011

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Leadership Summary Report

GAPPS4

Confidential Report

GAPPS4 Leadership Effectiveness Report

Tarry Tester SA1 An L3 People focussed Manager of managers. - characteristic of a 'Craftsman Leader'- Develop your coaching and i mentoring skills As an L3 Leader, people follow you because you have achieved results for the organization, review the' Five Levels of i Leadership' and raise your leadership to L4. Your current behaviour is indicative of the 'Team Voice' role in a leadership team. In your current leadership role You are co-operative, averting friction while supporting team mates and are discerning and objective. This also means that you may be indecisive and may be seen as uninspiring or slow-moving.

Leadership Credibility and Effectiveness

10
9 Leadership Competency 8 7 6 5 4 3 2 1

Leadership Credibility & Effectiveness Leadership Lid

10

Leadership Character

Leadership Effectiveness 60% Leadership Multiplier Effect -10% Your behaviour could be undermining the team or organizations leadership effectiveness. See next page for more information Review: Becoming a Person of Influence Prioritization Multiplier effect 30% You maintain an acceptable work/life balance, though you prioritize your work tasks - some re-alignment would be even better. Review these laws: Law of Influence, Law of Priorities, Law of Respect Your career motives may not support this development. Review these motives to develop: Desire to win and desire to share Predominant Leadership Characteristic - Craftsman Leader The 'Craftsman Leader' likes a smooth-running business where they can constantly and continuously improve i aspects of their business in incremental steps. They approach their area of expertise with panache and very high quality. 'Craftsman' can be viewed as frustrating to others (especially Conquerors) when they want perfection rather than 'good enough' Craftsman Leaders include: Gordone Bethune, Andy Grove, Sandy Weill

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Leadership Summary Report Tarry Tester Leadership Levels

GAPPS4

Confidential Report

True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little timeeither to increase your level of influence with others or to undermine it. Your leadership level will be different with each person. Your Leadership level is predominantly at level 3 At this level, people follow you because you have achieved results for the team, the company or the organization and they like to be associated with someone who gets things done. Be careful though that you do not become too much of a task master or people will choose to follow someone else. Your level of influence is higher that we would expect in a C-Level Manager role. So it should be pretty easy for you. Leadership Lid A persons leadership ability determines his or her level of effectiveness. The lower an individuals ability to lead, the lower the lid on his potential. The higher the individuals ability to lead, the higher the lid on his potential. For example, if your leadership rates an 8, then your effectiveness can never be greater than a 7. If your leadership is only a 4, then your effectiveness will be no higher than a 3. Your leadership lid is 6, which is pretty decent if you are leading in the middle of the pack. Though this means that you will be firmly in the middle of the pack and probably facing many challenges. We would anticipate a higher leadership lid for a C-Level Manager Leadership Effectiveness Your effectiveness as a leader is determined by your competencies to DO leadership, and your leadership character or how you BE a leader. You know from your Leadership Lid, above, that your skills as a leader place a lid on your effectiveness, so too does your character. It is the total of these that determine your effectiveness as a leader and hence, give us a score. Do take note that your effectiveness is also affected by the multiplier and prioritization effects shown below. Your leadership effectiveness is shown at 60% Your leadership effectiveness is weak. First focus on developing your strengths and master the discipline of developing deliberately daily. Multiplier Effect You can increase your effectiveness as a leader by multiplying leaders. When you develop followers, you increase their effectiveness in their role. But to increase your own effectiveness you need to develop other leaders (because they will add value to your leadership, and develop followers or leaders too). Your leadership multiplier effect is showing at :-10% This means you are not doing enough on your own! You may be disempowered and feel as though it is not your role to develop others. It is your role. It is every leaders role. Firstly take control of your own development and then begin developing others. Prioritization Effect Leaders never get to the point where they can stop prioritizing. A leader must be disciplined to continue to think ahead and see how everything relates to the overall vision. It is tough work, but it keeps the work of others focused and purposeful. Your Prioritization effect is at 30% You are prioritizing effectively. Doing enough to use your skills. Think how you might be more effective than now.

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Leadership Summary Report

GAPPS4

Confidential Report

Individual Summary Leadership Character Report

Tarry Tester Benchmark: S Asia SMB Entrepreneur Senior Manager Fit Func Values
SA1

You know your own values and have articulated the key things for you. You have established specific and measurable goals and they are likely to be realistic. You understand your visions of your goals and values though you may have some difficulty communicating it to others. You put in considerable effort to achieve your goals and seek the necessary resources asking for additional resources when necessary. Some days are effortless, others you find you have to push yourself. You react to circumstances and difficulties balancing optimism and pessimism. You rely on your legacy of achieving results as a means of influencing others. You are driven, seen to be hard-working and do not dwell on the negative. You build deep, meaningful relationships and show a genuine care for others by guiding and helping them. You need to be well rewarded for undertaking tasks and likely use additional rewards to motivate others. You have discovered a balance in managing your tasks and outcomes effectively with other aspects of your life. You know what you do well and ensure that others know what they can do and cant do. But make little deliberate attempt to learn for mistakes. You assess the achievements of your team and yourself comparing this with the intended outcomes or goals.

Goal

L e a d e r s h i p

Vision

Alignment

Attitude

Influence Level

C h Nature a r a Network c t e Motivation Level r Outcome Review

Evaluation

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Leadership Summary Report

GAPPS4

Confidential Report

Individual Summary Leadership Competency Report

Tarry Tester Benchmark: S Asia SMB Entrepreneur Senior Manager Fit Func Critical Analysis and Judgment Vision and Imagination You gather some relevant information, use critical faculty and make reasonable judgment. You exhibit some imagination or innovation in your work and have some clarity of vision of the future . You can rise above the situation and sometimes see the wider issues, sensitive to the impact of your decisions across the organisation. You sometimes communicate with enthusiasm, and may engage others and win their support. You plan effectively and efficiently, and establish objectives and give feedback to staff. You know your team quite well and encourage them to solve problems and develop their own vision. You believe that others have some potential, currently investing little time in coaching them. You are willing to take some risks to achieve business gains, selecting activites giving acceptable benefit. You have awareness of your own feelings with the capability to manage or control your feelings. You are able to perform fairly consistently under pressure and adapt your behaviour somewhat appropriately. You show resaonable drive or energy to achieve results and make an impact. You show awareness of the needs and perceptions of others when arriving at decisions. You can sometimes influence others to change their viewpoint . You display some commitment to a course of action in the face of challenge. When presented with incomplete or ambiguous information, you can perceive some of the key issues to arrive at clear decisions.

Strategic Perspective Engaging Communications Managing Resources

C o m Developing p e t Achieving e n c Self Awareness y Emotional Resilience

Empowering

Encouraging

Interpersonal Sensitivity

Persuasiveness

Conscientiousness

Intuitiveness

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Leadership Potentiality Report

GAPPS4

Confidential Report

GAPPS4 Leadership Potentiality Report

Tarry Tester SA1 i Craftsman - Develop your coaching and mentoring skills An L3 People focussed Manager of managers. - characteristic of a 'Craftsman Leader'- Develop your coaching i and mentoring skills As an L3 Leader, people follow you because you have achieved results for the organization, review the' Five i Levels of Leadership' and raise your leadership to L4. Most of the time you behave as a 'Team Voice' though you prefer the role of 'Professor'. You are single-minded, professionally dedicated and are creative, and bring up new ideas solving difficult problems. This also means that you may be limited in interests and are likely to be weak on follow-through. Your leadership character may be more suited to Administration i

10 9 8 7 6 5 4 3 2 1 1

0 0 0 0 0 0 0 0 0 0 2

0 0 0 0 0 0 0 0 0 0 3

0 0 0 0 0 0 0 0 0 0 4

0 0 0 28 24 20 16 0 0 0 5

0 0 0 35 30 25 20 0 0 0 6

0 0 0 42 36 30 24 0 0 0 7

0 0 0 0 0 0 0 0 0 0 8

0 0 0 0 0 0 0 0 0 0 9

0 0 0 0 0 0 0 0 0 0 10

0 0 0 0 0 0 0 0 0 0

Current Leadership Role Preference Zone Leadership Role Preference

Leadership Effectiveness 60% Fit to preferred Leadership Role Your indicated leadership role preferences are comfortably within your current leadership effectiveness. Potentiality - C You are in your zone and could grow - develop your influence. Check Mindset and develop attitude. Review these laws: Law of Influence, Law of Priorities, Law of Respect Your career motives may not support this development. Review these motives to develop: Desire to win and desire to share Career Motives Primary Motive: Service - dedication to a cause You feel the need not only to maintain an adequate income, but to do something meaningful in a larger context. You are actively service oriented and interested in careers that provide solutions in areas such as product safety, overpopulation, discrepancy between rich and poor and the environment. Secondary Motive: Entrepreneurial creativity Your motive is characterized by the overarching need to build or create something that is entirely your own product. People with this anchor find that none of the other anchors completely matches with their key motives and values, but that there is a degree of overlap with several of the anchors, ie. Autonomy, managerial competency, freedom to exercise special talents, and a desire to build wealth for security.

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Development Priorities Report

GAPPS4

Confidential Report

GAPPS4 Leadership Character Strengths Report

Tarry Tester Benchmark: S Asia SMB Entrepreneur Senior Manager
SA1

Your Leadership Character Strengths - work on these reccommendations to quickly gain more advantage. Network GGGGGGG 7 G 2 Functional Strength What vulnerabilities could you reveal to connect better with others and demonstrate faith in their ability to help? You add value to your relationships deliberately and may even be a true 'go-giver'. Make sure that you arent just adding value for the sake of it and feeling de-motivated when people do not reciprocate.

2 Leadership Apps to build on your strengths: "GLA29 Trust your Spirit" "TM9 Today's Relationships give me Fulfilment" Outcome GGGGGGG 7 G Strength What will happen if you do not take action now? You show a high Outcome score suggesting that your prioritization is good and you are working in your strength zone. If it's too high, you may be suffering stress, in which case review the Law of priorities.

2 Leadership Apps to build on your strengths: "Hab4-6 Trade-Offs" "Hab4-6 Trade-Offs"

Values Strength GGGGGG 6 G Who have you spoken up for who had no voice? High values shows that you know what is important to you and hold fast to those principles. In the modern world and many organizational environments, maintaining such values may be increasingly difficult. It is worth reviewing your values to be sure that these are supporting your goal achievement.

1 Leadership Apps to build on your strengths: "Hab3-13 Life Sentence"

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Development Priorities Report

GAPPS4

Confidential Report

GAPPS4 Leadership Competency Strengths Report

Your Leadership Competency Strengths - work on these reccommendations to most easily raise your leadership lid. Empowering GGGGGG 6 G 3 Functional Strength What examples do you have of creating leadership in others? You know your team well and encourage them to solve problems and develop their own vision.

7 Leadership Apps to build on your strengths: "REALR2 Add ValueTo peopleTo helpThem reachTheir full potential" "ECFC9 Connectors Inspire People " "360LA2 Practice to Lead Across 2 Put completing fellow leaders ahead of competing with them" "GLA19 Let go to keep control" "LG21 Influence Should Be Loaned but Never Given " "GLA34 Strategic Perspective Strength GGGGGG 6 G How do you ensure those you lead work according to their strengths? You rise above the situation and see the wider issues, sensitive to the impact of your decisions across the organisation.

5 Leadership Apps to build on your strengths: "GLA1 Rocket Ship for Life" "Hab2-12 Lightning Rods" "TM10 Today's Generosity gives me Significance" "GLA32 Keep your eye on the prize" "TM2 Today's Priorities give me Focus" Intuitiveness Strength GGGG 4 G If tomorrow you were to demonstrate greater self-leadership to the people you lead, what would you be doing that you havent done before? When presented with incomplete or ambiguous information, you can perceive the key issues to arrive at clear decisions. High Strategic Perspective, lower Intuitiveness - if there's no ambiguity in your strategy, good but it probably won't break new ground. High Empowering, lower Intuitiveness - a little more faith in people could backfire, make sure you have systems in place to monitor and trust your instincts more.

2 Leadership Apps to build on your strengths: "BAPOI3 Faith in People" "REALL2 Lead others successfullyTo where you have gone and beyond"

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Development Priorities Report

GAPPS4

Confidential Report

GAPPS4 Leadership Character Development Report

Tarry Tester Benchmark: S Asia SMB Entrepreneur Senior Manager Leadership Character Development Priorities - work on these reccommendations leveraging the strengths above. Alignment Develop R R R 3 R Who helps you manage your blind spots? High vision, lower alignment - you may be at the effect of circumstances happening to you rather than choosing to be at cause. Time to address and overcome the obstacles. Review Modes of Alignment. High attitude, lower alignment - you see the obstacles and turn on a happy face. That's great, but how about addressing the issues? Review the Law of the Lid, you are capable of more. High Influence level, lower Alignment - you are putting a lot of energy into influencing others, check your mode of alignment and get into Pull Mode. High Nature, lower Alignment - you are most likely in Push Mode to overcome obstacles, could you use the external forces to help you? High Network, lower Alignment - you are probably in PushMePullYou Mode, trying to leverage your contacts but sometimes drifting. High Motivation level, lower Alignment - you do like to be seen to be busy dont you? How much more could you achieve if you truly aligned your efforts and strengths to achieve your goals? High Outcome, lower Alignment - You are firmly in Push Mode. You may be wasting energy - get into Pull Mode. High Evaluation, lower Alignment - you're measuring your speed of achievement, and your effectiveness but not making the adjustments to improve. 4 Leadership Apps to build on your strengths: "21Laws4 The Law of Navigation" "21Laws16 The Law of the Big Mo" "360LM1 The Position Myth" "Hab3-11 Gorillas in Hawaii" Goal Develop R R R R 4 R What evidence supports that you are in control your destiny? High vision, lower goal - you talk a good talk but where are you really heading? Review your SMART goals and ask for what purpose you want them. High attitude, lower goals - you are more happy go lucky than happy go somewhere - sorry, time to grow up and take responsibility. Review 360 Leaders Challenges. High Influence level, lower goal - you find it fairly easy to influence others though may lack direction. Work on clarifying your SMART goals. High Nature, lower goals - you are trying to walk your walk, but where are you going?High Network, lower Goal - you have a lot of contacts but for what purpose? Your network will be more effective when you have a shared goal. High Motivation level, lower Goal - you seem to be happy with what you are doing and where you are going, but do you really know where you are going?High Outcome, lower Goals - you are probably very 'busy' without clear long term objectives. This is a high stress situation. Make sure that you are doing the tasks that achieve your long term objectives. High Evaluation, lower Goal - you know what you are achieving but is it the goal you originally wanted? 2 Leadership Apps to build on your strengths: "Hab3-4 Bit Market" "GLA2 SMART Goal - Sensory"

Review At Benchmark Y Y Y Y 4 Y How do you encourage others to see failure as a learning experience? High vision, lower review - take care here, is your vision really stretching you to grow? Review the law of explosive growthHigh attitude, lower review - a good attitude is part of being effective, another part is the competencies to deliver. Review the Law of the Lid. High Influence level, lower Review - the best leaders continually reflect on how they effectively lead. Time for some honest feedback. High Nature, lower Review - are you repeating the same mistakes? Re-inventing the wheel each time? Learn and make adjustments. High Network, lower Review - a lot of your network add little value. Focus on developing your inner circle. High Motivation level, lower Review - a tough call for you reflect on what is making you happy. High Outcome, lower Review - are you reinventing the wheel every time? Prioritize Thinking Time. High Evaluation, lower Review - do you measure your effectiveness daily?

2 Leadership Apps to build on your strengths: "Hab2-7 The Velvet Covered Brick" "17Laws4 The Law of Mount Everest"

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Development Priorities Report

GAPPS4

Confidential Report

GAPPS4 Leadership Competency Development Report

Your Leadership Competency Development Priorites - work on these reccommendations to address your leadership competency gaps leveraging the strengths above. Achieving R R R 3 R -5 Develop How are you being challenged at work? High Strategic Perspective, lower Achieving - leaders who dont at least occasionally, lead by example, rarely earn the right to lead. High Managing Resources, lower Achieving - you're great at controlling the budget, but you don't have to? High Empowering, lower Achieving - are you abdicating responsibility for certain tasks that you dont like? High Resilience, lower Achieving - if you dont go for it you won't be disappointed? You'll also achieve very little. High Sensitivity, lower Achieving - you may be more concerned that people like you and thus not pushing quite as hard as you should. Maybe time to think about what you want too.

2 Leadership Apps to build on your strengths: "GLA44 There is no failure, only feedback" "360LD7 Practice to Lead Down7 Reward for results" Conscientiousness Develop R R R 3 R What have you done that has maximised your potential? High Strategic Perspective, lower Conscientiousness - Your strategy may be clear and stretching - you may need to create shorter term milestones to see progress. High Managing Resources, lower Conscientiousness - you likley organize others to complete the task that you started. High Empowering, lower Conscientiousness - when you delegate, make sure that you follow-up with them. High Resilience, lower Intuitiveness - avoiding ambiguity may help you cope, but could you learn to trust yourself? High Sensitivity, lower Conscientiousness - you may be overly focused on making others like you and neglecting to follow through on your own work.

2 Leadership Apps to build on your strengths: "GLA16 Keep on keeping on" "ECFC5 Connecting Is More Skill Than Natural Talent " Critical Analysis and Judgment Develop R R R R 4 R When was the last time someone failed in your team? You gather relevant information, good use of critical faculty and make sound judgment. High Strategic Perspective, lower CAJ - do you gather enough information to be sure that the strategy will work? High Empowering, lower CAJ - You readily empower others though may do so indiscriminately. A little more details analysis might help.

2 Leadership Apps to build on your strengths: "GLA13 Modes of Alignment" "PYDTTT3 The Reality Question "

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