1. LEADERSHIPPOTENTIAL INDICATORLeadership Assessment and DevelopmentTurn on your sound

2. 16/01/2013 MySkillsProfile 2012 2Contents Purpose Applications Development approach Concept model What the scales measure Scoring approach Feedback report Technical properties 3. 16/01/2013MySkillsProfile 2012 3Purpose Individual. Assess management and leadership style andcompetencies and provide recommendations for performanceimprovement. Corporate. Benchmark group competencies and providerecommendations for organizational development. 4. 16/01/2013MySkillsProfile 2012 4Applications Selection interviews Assessment centers Executive education Coaching Team building Training needs analysis/metrics 5. 16/01/2013MySkillsProfile 2012 5Development 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 6. 16/01/2013 MySkillsProfile 2012 6Concept Model Planning &Managing Change Interpersonal Skills Organizing Results OrientationLeadership 7. 16/01/2013 MySkillsProfile 2012 7 LPI ScalesMANAGEMENT AND LEADERSHIP COMPETENCIES1 Managing ChangeCompetency Requirements1.1 Initiating ActivityShows initiative, has positive attitude, self starter1.2 Taking Risks Takes risks, challenges accepted practice, bends rules to make progress1.3 Creating & InnovatingOriginates change, makes things better, produces creative ideas and solutions1.4 Adapting to change Adapts quickly to change, responds flexibly to people and situations2 Planning and OrganizingCompetency Requirements2.1 Analyzing & Interpreting Analyses situations carefully, makes rational judgments and logical decisions2.2 Making Decisions Decides quickly, displays confidence, acts independently when necessary2.3 Planning & PrioritizingPlans and prioritizes work activities, manages time effectively2.4 Monitoring Quality Takes pride in work, does job well, gets the detail correct3 Interpersonal Skills Competency Requirements3.1 CommunicatingExpresses views clearly, makes impact with presentations3.2 Listening & Supporting Sensitive to peoples needs, involves people in plans and decisions3.3 Relating & NetworkingDevelops strong working relationships, builds rapport quickly3.4 Team Working Strong team player, works effectively with people 8. 16/01/2013 MySkillsProfile 20128More LPI ScalesMANAGEMENT AND LEADERSHIP COMPETENCIES4 Results OrientationCompetency Requirements4.1 Achieving GoalsSelf motivated, driven to get ahead, prepared to do whatever it takes4.2 Meeting Customer Needs Applies customer concepts, focuses on quality and service4.3 Focusing on the Business Focuses on bottom line, controls costs, sets ambitious targets4.4 Learning & DevelopingExploits opportunities for self development, energetic, self aware5 Leadership Competency Requirements5.1 Persuading & Influencing Has presence and authority, enjoys being in charge, takes lead5.2 Motivating & EmpoweringEmpowers and motivates team members, delegates tasks effectively5.3 Coaching OthersCoaches and develops team, gives regular feedback5.4 Coping with Pressure Handles pressure and stress, stays calm and in control 9. 16/01/2013MySkillsProfile 2012 9Scale DescriptionSCALE 1.1. INITIATING ACTIVITYHigh ScorerCompetence LevelOriginates activities, tasks or managerial actions.Example scale itemI act independently when it is necessary.Moderate ScorerCompetence LevelDisplays as much initiative as the average manager.orDisplays initiative in some situations but not others.Low ScorerProcrastinates or waits for others to originate activities, tasks or managerial actions.Example scale itemI dont usually take the first step.Relationships with Other Scales PositiveStrongest correlations with Persuading and InfluencingLearning and DevelopingMaking Decisions 10. 16/01/2013 MySkillsProfile 2012 10Scoring ApproachStenPercentile MeaningLevel CompetenceA score of 8 is higher than aboutVery well-developed competency/key strength to8-10 590% of the comparison groupcapitalize on A score of 7 is higher than about74 Well developed competency/emerging strength 75% of the comparison group A score of 5 is higher than about Moderately well developed competency/mid- 5-6 3 40% of the comparison group range skill A score of 4 is higher than about42 Less developed competency/embryonic skill 25% of the comparison group A score of 3 is higher than about 1-3 1 Least developed competency/possible flaw 10% of the comparison group 11. 16/01/2013MySkillsProfile 2012 11Feedback Report1.Introduction2.What the scales measure3.Executive summary4.Leadership level5.Developing the vision6.Sharing the goals7.Gaining support8.Delivering success9.Development advice 12. 16/01/2013MySkillsProfile 2012 12Leadership Level Level Core Competencies Outstanding leader who delivers exceptional performance through a combination of well- 5 developed skills and competencies in management and leadership. Effective leader who possesses many well-developed skills and competencies in 4 management and leadership. Competent manager who possesses moderately well-developed skills and competencies 3 in management and leadership. Junior-level manager with some moderately well-developed skills and competencies in 2 management and leadership and some weaker areas and gaps. Individual contributor who needs to boost management and leadership skills and 1 competencies in order to join the management ranks. 13. 16/01/2013 MySkillsProfile 2012 13Developing the Vision Originators Modernizers Come up with new ideas for research orChallenge the old order and its way of technology or production for thedoing things organization... Managing Change Traditionalists Implementers Are more comfortable in stableAre skilled at setting up, scheduling and organizations that utilize tried and tested tracking projects technologies Planning and Organizing 14. 16/01/2013 MySkillsProfile 2012 14Sharing the GoalsPresentersDirectorsHave strong oral communication skills Build understanding and ownership ofand make good public speakers and the organizations vision and objectiveschairpersons Interpersonal Skillsthrough a blend of strong leadership andcommunication skills...Followers RegulatorsOperate best in team positions withoutAre strong on setting the direction ofmanagerial responsibilitiestravel and exercising control but Leadership 15. 16/01/2013 MySkillsProfile 201215Gaining Support ExplorersCatalysts Thrive on change and enjoying venturing Increase the rate of change in an into new territories... organization because they are people- oriented innovators... Managing Change DefendersAdaptors Tend to be slightly more resistant to newAre people managers who are most ideas and initiatives particularly those comfortable implementing change brought about by new technology programmes initiated by othermanagers... Interpersonal Skills 16. 16/01/2013 MySkillsProfile 2012 16Delivering Success Individual ContributorsCorporate Managers Operate best outside or on the fringes ofAre used to operating in large traditional management structures organizations where new initiatives tendto be planned by groups of people Results Orientation Steady Workers Planners Work reliably and steadily and makeSpecialize in scheduling the systematic progress towards their goalsimplementation of new business over a long period of timeprocesses and systems Planning and Organizing 17. 16/01/2013 MySkillsProfile 201217LPI Profile Chart (extract)John SmithScale 1 2 3 4 5 6 78910 High Score MeaningShows initiative, has positive attitude, self-Initiating Activity < ->starterTakes risks, challenges accepted practice,Taking Risks< - >bends rules to make progressOriginates change, makes things better,Creating and Innovating < ->produces creative ideas and solutionsAdapts quickly to change, respondsAdapting to Change < ->flexibly to people and situations 18. 16/01/2013 MySkillsProfile 2012 18Development Tips1.1 Initiating ActivityFirst-level a Read HBRs 10 Must Reads on Managing Yourself (HBR Onpoint Collection) b Demonstrate a sense of urgency for achieving goals and resolving problems c Talk to your boss and mentor about behaviors that demonstrate drive and initiative d Act quickly when problems arise or circumstances change e Review whether your performance is suffering from too much multitaskingMiddle a Read HBRs 10 Must Reads on Managing Yourself (HBR OnPoint Collection) b Present proposals for change and improvement to your bosses c Encourage the team to demonstrate a sense of urgency for achieving goals and resolving problems d Use peers as a sounding board for ideas and proposals for change e Volunteer for new responsibilities and assignmentsSenior a Read HBRs 10 Must Reads on Managing Yourself (HBR OnPoint Collection) b Encourage the people you are responsible for to take the initiative and be proactive and inventive c Consider how the organization could make a greater contribution to the community d Identify potential candidates for additional responsibilities and assignments e Coach and mentor others in the behaviours that demonstrate enterprise and resourcefulness 19. 16/01/2013MySkillsProfile 2012 19Technical Properties Median scale reliability is 0.71 Median correlation between LPI scales and job performance ratings is0.25 Median correlation of 0.77 between LPI scales and markers fromEmotional Competence Framework Norms based on international group of 20,000 respondents with equalnumbers of men and women 50% of respondents from the United States, about 20% from theUnited Kingdom, about 16% came from Canada, Australia and NewZealand Mean age of the sample is 38 years 20. 16/01/2013 MySkillsProfile 2012 20Further Information Download the User Manual--click here Have a look at an example feedback report--click here View a video presentation about the LPI--click here Purchase an individual assessment--click here Open an account to test a group--click here More questions--email us