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Global Leadership Assessment

Report Analysis for PUT NAME HERE

Communication: R&R Self All Raters Strength Develop

 Demonstrating Integrity
 Encouraging Constructive Dialogue
 Creating a Shared Vision

Engaging People

 Developing People
 Building Partnerships
 Sharing Leadership

Boundary-less Inclusion
 Empowering People
 Thinking Globally
 Appreciating Diversity

Assure Success
 Developing Technological Savvy
 Ensuring Customer Satisfaction
 Maintaining a Competitive Advantage

Continuous Change
 Achieving Personal Mastery
 Anticipating Opportunities
 Leading Change

Use the overview hereunder as an aid to analyze the report effectively in order to articulate 1-2 areas for leadership

Global Leadership Assessment by Marshall Goldsmith

Competency Definition Survey Items Remarks

 Demonstrates honest, ethical

behavior in all interactions
Lead self, others, culture through:
 Ensures that the highest
 Role modeling honesty, ethical
standards for ethical behavior are
behavior and organizational
practiced throughout the
Demonstrating  So that (s)he can be trusted to
 Avoids political or self-serving
Integrity lead people in the right direction
 While respecting people in the
 Courageously "stands up" for
what he/she believes in
 Ensuring a constructive
 Is a role model for living our
organizational culture
organization's values (leads by

 Asks people what he/she can do


Consistent communication sharing to improve (feedforward)

leadership by:  Genuinely listens to others
 Asking questions to solicit  Accepts constructive feedback in
feedback, feedforward, new ideas a positive manner (avoids
 Listening with an open mind defensiveness)
 Accepting constructive feedback  Strives to understand the other
 Putting yourself in someone person's frame of reference
else’s shoes (empathy)  Encourages people to challenge
the status quo

 Creates and communicates a

Creating a vision trough:
clear vision for our organization
 Getting input from others
 Effectively involves people in
 Creating momentum and
decision making
Creating a inspiring others
 Inspires people to commit to
Shared Vision  Supporting the vision with
achieving the vision
 Develops an effective strategy to
 Defining roles and priorities
achieve the vision
 Clearly identifies priorities

Global Leadership Assessment by Marshall Goldsmith

Dimension Definition Survey Items Remarks

 Consistently treats people

with respect and dignity
 Asks people what they need
Engage high-impact performers through: to do their work better
 Training, coaching (feedback /  Ensures that people receive
feedforward), the training they need to
 Showing respect and dignity succeed
 Rewarding and recognizing  Provides effective coaching
achievements  Provides developmental
 Creating a thriving environment feedback in a timely manner
 Provides effective
recognition for others'
 Treats co-workers as
partners, not competitors
 Unites his/her organization
into an effective team
 Building trust  Builds effective partnerships
 Proactively focus on a positive agenda across the company
Building  Forging partnerships and alliances  Discourages destructive
Engaging People

Partnerships across the organization comments about other

 Creating networks outside the people or groups
organization  Builds effective alliances
with other organizations
 Creates a network of
relationships that help to get
things done
 Flattening organizations with matrix
structures, partnership alliances and
business process outsourcing result in
wide & deep dispersion of expertise,
power, authority and decisions in the  Willingly shares leadership
organization laterally and vertically. with business partners
 Building a team of leaders through:  Defers to others when they
 Management (teams) need to have more expertise
create a broader base of senior  Strives to arrive at an
management experience, expert outcome with others (vs. for
knowledge, complementary others)
strengths  Creates an environment
 Leaders must know their limitations where people focus on the
and defer to their talents / experts larger good (avoids
 Collaboration focused on trust suboptimization or "turfism")
building to deliver on a common
agenda / vision
 Moving away from ‘one right way’ to
‘the best way at this time’

Global Leadership Assessment by Marshall Goldsmith

Competency Definition Survey Items Remarks

 Build confidence through training

on functional skills
 Take calculated risks by  Builds people's confidence
providing opportunities for  Takes risks in letting others make
application and growth decisions
 Give freedom by letting go of the  Gives people the freedom they
process step by step to give need to do their job well
people space to be empowered  Trusts people enough to let go
 Create trust through encouraging (avoids micro-management)
achievement using a trusted

 Technology advancement has

created a borderless  Recognizes the impact of
interconnected global globalization on the business
environment.  Demonstrates the adaptability
 Leading to: required to succeed in a global
 Higher standards in customer environment
Boundary-less Inclusion

Thinking service, innovation, etc.  Strives to gain the variety of

Globally  Alliances between governments, experiences needed to conduct
industries and organizations global business
 Balancing global consistency with  Makes decisions that incorporate
local cultural needs global considerations
 Having a global perspective with  Helps others understand the
multicultural experience in impact of globalization
different businesses

 Embraces the value of diversity in

people (including culture,
ethnicity, gender, generational,
 Be interested to understand, be
personality and thinking styles)
comfortable with and appreciate
 Effectively motivates people from
 the differences as a result of
different cultures, ethnicities,
culture, religion, gender,
genders, generations,
personality, educational
Appreciating personalities and thinking styles
background, age / generation and
Diversity  Recognizes the value of diverse
thinking styles
views and opinions
 Leverage differences to gain new
 Helps others appreciate the value
of diversity
 Learn to differentiate in
 Actively expands his/her
motivating people
knowledge of other cultures
(through interactions, study,
travel, etc.)

Global Leadership Assessment by Marshall Goldsmith

Competency Definition Survey Items Remarks

 Strives to acquire the

technological knowledge needed
Understanding how the application
to succeed in tomorrow's world
Developing of technology will increase people
 Successfully recruits people with
Technological productivity and business
needed technological expertise
Savvy effectiveness to succeed in
 Effectively manages the use of
tomorrow’s world
technology to increase

 Inspires people to achieve high

levels of customer satisfaction
 Views business processes from
Ensuring collaboration among the ultimate customer perspective
functions / teams to deliver quality (has an "end-to-end" perspective)
services / products and inspires  Regularly solicits input from
people to continuously achieve customers
Assure Success

higher levels of customers  Consistently delivers on
satisfaction commitments to customers
 Understands the competitive
options available to his/her

 Communicates a positive, can-do

Effectively lead the continuous sense of urgency toward getting
improvement of: the job done
 Producing better results faster  Holds people accountable for
 Mobilizing intellectual capital in their results
Maintaining a
the organization  Successfully eliminates waste
 Eliminating waste and and unneeded cost
unnecessary cost  Provides products/services that
 Delivery of products and services help the company have a clear
 Achieving long-term shareholder competitive advantage
value  Achieves results that lead to
long-term shareholder value

Global Leadership Assessment by Marshall Goldsmith

Competency Definition Survey Items Remarks

 Deeply understands his/her own

strengths and weaknesses
Leaders are improving their
 Invests in ongoing personal
leadership effectiveness ‘inside out’
 Involves people who have
Achieving  Heightened self-awareness
strengths that he/she does not
Personal around behaviors, motivators,
Mastery personal preferences, etc.
 Demonstrates effective emotional
 Management of their emotions
responses in a variety of
and behaviors
 Filling in gaps in competencies
 Demonstrates self-confidence as
a leader

 Invests in learning about future

Continuous Change

 Investigating future trends  Effectively anticipates future

 Anticipating future opportunities opportunities
 Looking to the future  Inspires people to focus on future
 Develops ideas to meet needs of opportunities (not just present
new environments objectives)
 Develops ideas to meet the
needs of the new environment

 Sees change as an opportunity,

not a problem
 Challenges the system when
 Change is an opportunity
change is needed
 Leadership versus management:
 Thrives in ambiguous situations
Leading challenging the status quo
(demonstrates flexibility when
Change  Flexibility
 Encouraging creativity
 Encourages creativity and
 Translating ideas into results
innovation in others
 Effectively translates creative
ideas into business results

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