LEADERSHIP SKILLS INVENTORY — 360° - Personal · PDF file ·...

Phone:604-852-0566Fax:604-850-3003http: //[email protected]©2016,CRGConsultingResourceGroupInternationalInc. Allrightsreserved.Thismaterialisprotectedbylawandmaynotbereproducedinanyformwithoutthepermissionofthepublisher.

LEADERSHIPLEADERSHIPSKILLSINVENTORYSKILLSINVENTORY—360°—360°Manage le s s and le admoreManage le s s and le admore bypinpointingthespecificskillsyouneedtodevelopinordertoincreaseyourleadershipeffectiveness.

NameofParticipant:Sample ReportSample ReportDateofAssessment:Jan26 , 2016Jan26 , 2016

byTerryD.Anderson,Ph.D.,andKenKeis,Ph.D.

2/23LeadershipSkil lsInventory360°SampleReport

©2016,CRGConsultingResourceGroupInternationalInc. Allrightsreserved.Thismaterialisprotectedbylawandmaynotbereproducedinanyformwithoutthepermissionofthepublisher.

TableofContents

Introduction 2

ExecutiveSummary 3

TransformingLeadershipPrinciplesInterpretation 4

ProfessionalDevelopmentandPlanningSection 5

StepsandTimelinestoConsiderinYourSkillsDevelopmentJourney 6

SectionOne:Self-Management(Mastery)Skills 7

SectionTwo:InterpersonalCommunicationsSkills 9

SectionThree:Coaching,Counseling,andProblem-ManagementSkills 11

SectionFour:ConsultingSkills 13

SectionFive:VersatilityandOrganizationalDevelopment 15

TransformingLeadershipSkillsrankedhighesttolowest-SELF 17

TransformingLeadershipSkillsrankedhighesttolowest-OTHERS 19

LeadershipDevelopment:YourReasonstoImprove 21



IntroductionTheLeadershipSkillsInventoryisbasedontheresearchinappliedbehavioralscienceandleadershipeffectiveness.Itfocusesprimarilyonhelpingyoudevelopyourabilitytomanage“self”andthe“people”sideofleadership.Theresearchonemotionalandorganizationalintelligencecontinuestosubstantiatethevalidityofleadershipskillsinthisinventory.

This360(LSI360°)isbasedonacondensedandstreamlinedversionofourbookTransformingLeadership(http://www.crgleader.com/books/transforming-leadership.html).ItwillprovideyouwiththetheoreticalandresearchbackgrounduponwhichtheLSI-Selfinstrumentisbased.Completingthislearningtoolwillpositionyoutomanagelessandleadmore,byguidingyoutopinpointthespecificskillsyouneedtodeveloptoincreaseyourleadershipeffectiveness.Thistoolalsosupportsthosewhoarereadingthebook(alsoco-authoredbyDr.Anderson),EveryOfficerIsALeaderavailableathttp://www.EveryOfficerIsALeader.com(http://www.EveryOfficerIsALeader.com).Thesameskillsareinfocusinbothbooks.

Note:TheLSI360°wasnotdesignedtoassessyourabilityintechnicaloroperationalmanagerialareas.

TheLSI360°willhelpyougaininsightandformulateasolidleadershipdevelopmentplan.

Howtousethisreport

CRGassessmentsarefordevelopmentpurposesthereforetheseresultsarebestusedbyyoutoadvanceyourleadershipcapabilitiesinwhatevercontextthis360°wascompleted.Thisisachievedbythefollowing.

1. Confirmyouaregenerallyinagreementwiththe12TransformingLeadershipPrinciples.IfyouarenotinagreementwithTLPrinciplesthenfurtherdiscussionshouldtakeplacetoconfirmifyouarereadyandwillingforleadershipdevelopment.

2. Reviewtheexecutivesummaryofyouroveralltotalscoresbothselfandothersineachsection.ThiswillprovideyouageneralviewofhowyouandothersviewandexperienceyourleadershipinthefiveTransformingLeadershipskillsets.

3. Examineeachskillsectionindetailtodeterminewhatyouaredoingwell,areasofpotentialimprovement,agreementand/ordisagreementbetweenyouandyourobservers.

ForthepurposeofthisreportwhenOthersandSelfbothscored7.0orhigherthenthatskillisidentifiedasaStrength.Pleasenotethatscoresof9to10reflectthatyounotonlyreliablyperformthatskill,butcanteachitanddemonstrateittoothers.Ifboth,OthersandSelfscored5orless-thenthatskillhasbeenidentifiedasaDevelopmentOpportunity.The360°GapappearsbesideanyskillswheretheSelfandOthersscoredifferby2ormorepoints.Whengapsoccurwerecommendthatyouinvestigateandlearnfromothersthepotentialreasonsforthesegaps.Itiscriticaltoconfirmperceptionsandtohavearealitychecktoknowhowourbehaviorsareaffectingandinfluencingothers.

4. UsingtheinsightsgainedfromthisLSI360°report,outlineanddocumentaplantodeveloptheleadershipskillsthatareimportanttoyoursuccess.

ThroughtheLSI360°,youcanbecomemoreconfident,betterequipped,andmoreeffectivewithawiderrangeofindividuals,teams,andorganizations.



ExecutiveSummaryTotalscoresof96orhigherineachsection,indicateyouhaveahighdegreeofconfidenceinyourabilitytoperformtheskillsofaparticularsection.Ifyouhavelessthan96inoneormoresections,thatindicatesyouwouldlikelybenefitfromsometypeofcoachingortraininginsomeofthespecificskillsofthatsection.

YourGrandTotalScoreallowsyouapre-post-comparisonofyouroverallscoreandalsohelpsestablishbenchmarksandnormsforgroups,teams,andorganizations.YoucanusetheGrandTotalScore(oranyoneofthefivesectiontotals)tocompareyourpre-coaching/trainingscorewithyourpost-trainingscore.

TransformingLeadershipPrinciplesSelf

Low Moderate High

120

12 24 36 48 60 72 84 96 108 120

Self-ManagementSkillsSelf

Others

Low Moderate High

97

86.8

12 24 36 48 60 72 84 96 108 120

InterpersonalCommuncationSkillsSelf

Others

Low Moderate High

96

77.5

12 24 36 48 60 72 84 96 108 120

Coaching,Counseling,andProblem-ManagementSkillsSelf

Others

Low Moderate High

90

71.8

12 24 36 48 60 72 84 96 108 120

ConsultingSkillsSelf

Others

Low Moderate High

88

76.8

12 24 36 48 60 72 84 96 108 120

VersatilityandOrganizationalDevelopmentSkillsSelf

Others

Low Moderate High

90

74.6

12 24 36 48 60 72 84 96 108 120

GrandTotalSelf

Others

Low Moderate High

461

387.5

60 120 180 240 300 360 420 480 540 600



TransformingLeadershipPrinciplesInterpretationIfyouhaveatotaloflessthan72onthispage,youwilllikelyfindTransformingLeadershipeitherneworcontrarytoyourpresentorpreferredwayoffunctioning.Ifyouhaveatotalofmorethan96,youwilllikelyfindyourselfmovinginthedirectionofTransformingLeadershipasyourpreferredapproachtopeopleandorganizations.

TransformingLeadershipPrinciplesSelf

Low Moderate High

120

12 24 36 48 60 72 84 96 108 120

# Score Principle

1 10 Everypersonineverysituationishavinganimpact,forbetterorworse,onthepeopleandthecurrentsituations.

2 10 Learningtoobservethisimpactalertsustotherealityofpositiveornegativeleadershipopportunitiesandevents.

3 10 Everyonecanchoosetoworktowardmakingapositivedifference,ateachmoment,witheachperson.

4 10 Theuseofpositiveandrespectfulpowerandinfluenceisnecessaryforleadershiptohaveenoughimpacttobeeffective.

5 10 Individualsdeterminewithinthemselveswhattodo,howtoact,andhowtotreatpeople.

6 10 Leadershipistheunderstandingandmeetingofthedeeperneedsofthepeoplebeingled/served.

7 10 Leadershiphasamoralcomponentthatiscentrallyimportanttoallotheraspectsofleadership.

8 10 TransformingLeadershipunderstandsandinvolvesothers,sotheycangainacriticalsenseofbelongingandalsoexperienceamutualsenseofrespectandtrust.

9 10 Thereisopportunityforleadershipineveryenvironment,interaction,situation,andmoment.

10 10 Long-termimpactandlong-termdevelopmentismoreimportantthanjustimmediateresults.

11 10 Leadershipbeginsdeepwithinaperson'sbeliefandvaluestructures.

12 10 Therecouldalwaysbeadeeperunderstandingofrealitybeyondwhatiscurrentlyunderstood.



ProfessionalDevelopmentandPlanningSectionWhyBecomeaTransformingLeader?

SkilledLeadersarecriticaltothesuccesslevelofanyventure,bothprofitandnon-profit.ThiswasvalidatedintheresearchJimCollinsandhisteamconductedforhisbook,GoodtoGreat.TheyconfirmedthatthemostsuccessfulorganizationshadskilledTransformingLeadersatthehelm.(JimCollinscalledthemLevel5Leaders.)Ourresearch,however,hasshownthatfewerthan1in10professionals(asobservedinvideo-tapedassessmentsessions)havecompetencyinthewholerangeofskillstoLevel4competency(scoresof7to8).Andevenfewerindividualshavetheabilities—Level5competency,scoresof9to10—toteachotherstheskillsoutlinedintheLeadershipSkillsInventory.ThisconfirmswhythereissuchaLeadershipvacuumgloballyinorganizations,fromgovernmenttobusiness;theysimplydonothavetheTransformationalLeadershipSkillstoachievesuccess.

Fortunately,theoldadageleadersarebornnotdevelopedisnottrue.Effectiveleadershipbehaviorscanbeobserved,learned,andtransferredtoothers.Thesebehaviorscanbebrokendowninto“micro-skills”anddemonstrated,practiced,andrefined.Competencycanbedeveloped.Wemustpointout,however,thatskillsarenotwisdom.Howyougoaboutintegratingthevariousskillsintoyourpersonalleadershipstyleisamatterofyourindividualcreativityanditrequiresmuchintentionalpracticeanddevelopment.

TheLeadershipSkillsInventorydocumentsacomprehensiveandintegratedmodeltodevelopversatile,skilled,andappropriateTransformingLeaders.TheLeadershipSkillsInventoryandthebookTransformingLeadership(http://www.crgleader.com/books/transforming-leadership.html)arewrittenanddesignedontheoryandsupportiveresearchinself-development,communication,coaching,problem-management,small-groupfacilitation,andorganizationaldevelopment.Whenleadersareperformingattheirbest(andsuccessfully),theyarebydefinitionimplementingthecompetenciesandskillsoutlinedinthisresearch.Therefore,theTransformingLeadership(http://www.crgleader.com/books/transforming-leadership.html)bookandtheLeadershipSkillsInventorycanhelpindividualspinpointthespecificskillssetandpracticesthatpeopleneedtohelpthemdevelopintomoresuccessfulleaders.

RealisticExpectations:HowQuicklyCanYouDevelopYourLeadershipSkills?

Mostpeoplewhoaspiretobeeffectiveinleadershiprealizethecomplexityofthetask.Theyunderstandthatdevelopmentdoesnotcomequicklyorovernightorfromacourseorabook.BecomingafullycompetentLevel5TransformationalLeadertakestime.Thatmightbeonereasonwhywefoundsofewfullycompetentleadersinourresearch.Competencyrequiresacommitmenttolong-termdevelopment.Peoplewhobelievethereisaquick-fixmethodaremisleadingthemselves.Andthequick-fixnotionisnotreflectiveofthethinkingofaTransformationalLeader.

Theskillsinthehighersectionscanliterallytakeyearstomaster.OfcoursethetimelineforbecomingatrueTransformingLeaderisnodifferentthanthetimelineformasteringotherskillssets,frommedicinetoathletics.



StepsandTimelinestoConsiderinYourSkillsDevelopmentJourneyStepsandTimelinestoConsiderinYourSkillsDevelopmentJourney

Belowwehavesimplyoutlinedpotentialtimelinesandconsiderationstohelpyoureviewyourownskillsdevelopment.Obviouslythesecanvary,dependingonyourcurrentlevelandstartingpoint,andtheinherentspeedatwhichyoucanlearnandmasteranewskill.

Knowledgeaboutconceptsandskillscantakeafewhourstoafewweekstointernalize.Understandingandacquiringworkingknowledge(abilitytotrytheskillsonyourownwithoutsupervision)cantakeamonthortwo.Competency(theabilitytoperformreliablyatwill)islearnedthroughmentoring,training,coaching,andmakingunpleasantmistakesaswellasenjoyingsuccesses.Forsomeofthemorecomplexskills,thisstagemaytakesixmonthstotwoyears.Dynamiccreativityintheapplicationofskillscomesaftermanyyearsofpracticeandexperience.Abilitytomentorandtrainotherscomeswhenyourownskillssetsarewellestablishedandyouareabletobeunconsciouslycompetentinawiderangeofskills.Thisisamaster’slevel,whichusuallytakesyearstodevelop.

Asyouproceedintoyourprofessionaldevelopmentplanningsection,pleasekeepinmindtheabovetimelinesforeachlevelofcompetency.Disillusionment,frustration,orgivinguponyourdevelopmentcanoccurwhenyousetunrealisticexpectationsonthespeedatwhichyoudevelopyourleadershipskills.Keepinmindtherearerarelyunrealisticgoals,onlyunrealistictimelines.Wealsowanttopointoutthatexperienceandmaturityarenotlinkedtoaperson’sleadershipcompetency.Inotherwords,olderdoesnotalwaysmeanwiser;itmaysimplymeanolder.

ProfessionalDevelopmentandPlanningSection

Onthefollowingpages,youwillbegiventheopportunitytorevieweachskillineachsection,makesomeplanningnotes,andrecordyourskilldevelopmentgoals.Pleaselistanyskillsyouthinkyouneedtodeveloptofulfillyourroles,responsibilities,orobjectives.

BecauseLeadershipSkillsaredeveloped,wesuggestyouretaketheLSI360°afteraperiodoftimeand/orafteratrainingsession.Byexaminingthedifferencebetweenthebeforeandtheafterscores,youcandetermineifyourdevelopmentplanisbeingeffectiveorifyouneedtoconsidernewskillsdevelopmentstrategies.

AcompleteanddetaileddiscussionofeachskillisfoundinourTransformingLeadership(http://www.crgleader.com/books/transforming-leadership.html)book.YoucanorderthebookfromCRGConsultingResourceGroupInternational,Inc.



1.

2.

3.

4.

5.

SectionOne:Self-Management(Mastery)SkillsEachsetofskillsinasectionbuildsontheprevioussetsofskillsandeachsectionprogressesinskills-setscomplexity.Thissectionisabouttheskillsformanagingyourself.Beingabletobeincontrolofselfiscriticalbeforeyoucanachievesuccessintheskillsinthenextsections.SeveralotherCRGassessmentscanassistyouinthedevelopmentofyourSelf-Managementskillssets.ThePersonalStyleIndicator,ValuesPreferenceIndicator,StressIndicatorandHealthPlanner,JobStyleIndicator,andLearningStyleIndicatorcanhelpyouinyourdevelopmentjourney.

OurbookWhyAren’tYouMoreLikeMe?DiscoverTheSecretstoUnderstandingYourselfandOthers(http://www.crgleader.com/books/why-arent-you-more-like-me.html)willprovideanin-depthunderstandingtoyournaturalstyleandtheimplicationstoleadingandworkingwithotherssimilaranddifferentthanyou.IfyouareneedingadeeperunderstandingofyourpurposeaccessourbookTheQuestForPurpose™(http://www.crgleader.com/books/the-quest-for-purpose-paperback.html),ajournalingprocesstohelpyouclarifyyourpurpose.

Self-ManagementSkillsSelf

Others

Low Moderate High

97

86.8

12 24 36 48 60 72 84 96 108 120

Grounding:Controlmyattentiontofocusinthepresent(notinthepastorfuture)

Self

Others

8

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

Centering:Maintainclearawarenessofselfinthecontextofexternalevents

Self

Others

9

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

BeliefsClarification:Expressandliveoutaclearandconsistentsetofbeliefs

Self

Others

10

6.81 2 3 4 5 6 7 8 9 10

-

360°GAP

PurposeSpecification:Identifyandliveoutapersonalstatementofpurposeformylife

Self

Others

9

6.81 2 3 4 5 6 7 8 9 10

-

360°GAP

ValuesIdentification:Identify,prioritize,andlivewithinasetofpersonalvalues

Self

Others

9

6.81 2 3 4 5 6 7 8 9 10

-

360°GAP



6.

7.

8.

9.

10.

11.

12.

LifePlanning:Formulateanintegratedplantoliveanintentionallifestyle

Self

Others

7

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

EducationalGoal-Setting:Specifyandliveagoal-drivenplanforlife-longlearning

Self

Others

7

7.01 2 3 4 5 6 7 8 9 10

STRENGTH

-

CareerGoal-Setting:Setandimplementmotivatingandrealisticcareergoals

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

TimeManagement:Planandimplementthebestprioritizeduseoftime

Self

Others

7

6.81 2 3 4 5 6 7 8 9 10

-

-

StressManagement:Applyeffectivestress-managementmethodstodailylife

Self

Others

7

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

HealthPractices:Getoptimumnutrition,exercise,deeprelaxation,andrestfulsleep

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

PositiveMentalAttitude:Control“self-talk”andbuildmysenseofself-worth

Self

Others

8

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

MyPersonalPlanningNotes:Pleaseidentifykeyareasyouwouldl iketodevelopand/orimproveinthissection



13.

14.

15.

16.

17.

SectionTwo:InterpersonalCommunicationsSkillsMuchofthecommunicationthatoccursbetweenpeopleisone-way,withouteitherpartytrulyunderstandingtheother’sfeelingsorthoughtsorthereasonsbehindthosefeelingsorthoughts.Infact,ourmoderncultureteachesmanypeoplenottohavetwo-waycommunicationbecauseitistoopersonalandimposing.Yetlackofunderstoodandmeaningfulcommunicationsbetweenleadersandstafforteammembersisalwayscitedasoneoftheirgreatestfrustrations.

TheskillsoutlinedinSectionTwoarefoundational;theyarerequiredbyeveryoneinanyleadership,supervisory,andmanagementpositionorrolethatinvolvesothers.Theseinterpersonalcommunicationskillsapplyequallytoallyourpersonalrelationshipswithsignificantothers,family,andfriends—butonlyifyouwanttobeaneffectiveTransformationalLeader.

InterpersonalCommuncationSkillsSelf

Others

Low Moderate High

96

77.5

12 24 36 48 60 72 84 96 108 120

Self-Disclosure:Revealmythoughts,beliefs,andfeelingsappropriatelytoothers

Self

Others

9

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

ImageManagement:PositivelymanagetheinternalimagesIcreateofselfandothers

Self

Others

8

6.01 2 3 4 5 6 7 8 9 10

-

-

ImpressionManagement:Appropriatelymanagemylanguage,dress,anddecorum

Self

Others

9

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Attending:Controlandfocusmyundividedattentionrespectfullytowardothers

Self

Others

7

5.81 2 3 4 5 6 7 8 9 10

-

-

Observing:Objectivelycheckmyperceptionsandavoiddistortionsorjudgments

Self

Others

8

5.51 2 3 4 5 6 7 8 9 10

-

360°GAP



18.

19.

20.

21.

22.

23.

24.

Suspending:Wiselywithholdemotions,prematurejudgments,andadvice

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Questioning:Askpowerfulquestionsthatbringperspectiveandinsight

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Listening:Checkforthemeaningothersintendtoconvey,toavoidprejudgments

Self

Others

8

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

Responding:Conveyaccurateunderstandingofothers'feelingsandcircumstances

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Assertiveness:Speakhonestlyandkindlyandavoid“put-downs”toothers

Self

Others

7

6.81 2 3 4 5 6 7 8 9 10

-

-

Confrontation:Provideconstructivefeedback,direction,andpositivesupport

Self

Others

7

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

Challenging:Helpothersseestrengthsandopportunitiesandmovetowardpositivechange

Self

Others

9

6.81 2 3 4 5 6 7 8 9 10

-

360°GAP




25.

26.

27.

28.

29.

SectionThree:Coaching,Counseling,andProblem-ManagementSkillsTheskillsoutlinedbelowareattheheartofeffectivecoaching,mentoring,andproblem-management.Theycanbeusedwithself,otherindividuals,orwithindividualsingroups.Theseskillsarecriticalformovingpeopletowardgreaterself-understanding,self-responsibility,andperformance.Everyleaderneedstodeveloptheseskillsandencourageotherstodevelopandrealizetheirpotential.

Theseskillsfocusonyourabilitytoholdothersaccountablefortheiractionsandperformancewhilebeingabletooutlinethestepstheyneedtoimplementtoachievetheagreedoutcomesandobjectives.

Coaching,Counseling,andProblem-ManagementSkillsSelf

Others

Low Moderate High

90

71.8

12 24 36 48 60 72 84 96 108 120

AdvancedEmpathy:Showaccurateunderstandingofdeeperfeelingsandproblems

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

ProblemExploration:Exploretheimplicationsofinternalorexternalproblems

Self

Others

6

4.81 2 3 4 5 6 7 8 9 10

-

-

ProblemSpecification:Specifythenature,causes,andimplicationsofaproblem

Self

Others

8

4.81 2 3 4 5 6 7 8 9 10

-

360°GAP

ProblemOwnership:Specifyandfacilitateappropriateownershipofaproblem

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Goal-Setting:Identifyrealisticandmotivatingscenariosandtimelines

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP



30.

31.

32.

33.

34.

35.

36.

GoalOwnership:Specifyandfacilitatewhoistomakecommitmentstotakeaction

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

ActionPlanning:Explorespecificpathwaysandstepsforgoalachievement

Self

Others

7

6.81 2 3 4 5 6 7 8 9 10

-

-

ImplementingActionPlans:Increasesuccessratethroughfollow-upandcoaching

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

Confrontation:Facilitateselfandotherstoidentifyself-defeatingbehaviors

Self

Others

5

5.01 2 3 4 5 6 7 8 9 10

DEVELOPMENTOPPORTUNITY

-

Self-sharing:Helpothersseeproblemsinanewlightbysharingmyownstory

Self

Others

9

6.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Immediacy:Pointouttypicalproblembehaviorsinothers'currentactions

Self

Others

5

5.81 2 3 4 5 6 7 8 9 10

-

-

Referral:Makeaneffectivereferraltoaprofessionalhelper

Self

Others

10

6.81 2 3 4 5 6 7 8 9 10

-

360°GAP




37.

38.

39.

40.

41.

SectionFour:ConsultingSkillsThissectionemphasizesyourabilitytohandlemorecomplicatedsituationsthroughanincreasinglycomplexsetofresponses.SectionFourrequiresthesuccessfulimplementationoftheskillsidentifiedinthefirstthreesections.TheskillsinSectionFourarerequiredandnecessaryforyoutobeabletoassessandfacilitatesuccesswithagroup,team,ororganization.

Thedynamicsandskillslevelsessentialtosuccessfullyleadagroupofindividuals(ateam)arenotasimplemultipleof,oradditionto,thepreviousthreeskillssections.Successinthissectionreflectsanexponentialgrowthinyourabilities.OurresearchhasidentifiedthatveryfewpeoplearecompetentintheSectionFourskillssets,whichmeansthatmostpeoplecompletingtheLSI–360°willneedtoseriouslyconsiderlearningthoseskillssetsasadevelopmentalopportunity.Becausesofewindividualsarecompetentintheseskillssets,therewillbesignificantcareerandleadershipopportunitiesforpeoplewhocommittodevelopingtheseconsultingskills.

ConsultingSkillsSelf

Others

Low Moderate High

88

76.8

12 24 36 48 60 72 84 96 108 120

Assessneeds,wants,problems,andfearsbyconnecting,communicating,andtalkingtopeople

Self

Others

7

5.81 2 3 4 5 6 7 8 9 10

-

-

Assessneeds,wants,andproblemsthroughsurveys,research,andinformationsystems

Self

Others

7

5.81 2 3 4 5 6 7 8 9 10

-

-

Facilitateeffectiveproblem-managementbyhelpingovercomeresistancetochange

Self

Others

8

7.01 2 3 4 5 6 7 8 9 10

STRENGTH

-

Clarifytheneedforchangeinalanguageotherswillunderstandandaccept

Self

Others

6

5.81 2 3 4 5 6 7 8 9 10

-

-

Explorereadinessforchangeandovercomeblockstoconstructivechange

Self

Others

6

5.81 2 3 4 5 6 7 8 9 10

-

-



42.

43.

44.

45.

46.

47.

48.

Exploreandfacilitateteamspiritandsynergythroughvaluesalignment

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

Facilitateconsensusabouttheorganization'smission,vision,andpurpose

Self

Others

9

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

Facilitateconsensusregardingobjectives,goals,andactionplans

Self

Others

9

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

Designandimplementsteps,timelines,andresponsibilitiestoachieveobjectives

Self

Others

9

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

-

Evaluateandreporttheimpactofactionprogramsandteamefforts

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Leadoperationalteamstowardcontinuouslearningforcontinuousimprovement

Self

Others

6

5.81 2 3 4 5 6 7 8 9 10

-

-

Installaccountabilitysystemssoeveryoneexperiencesagreementbetween/amongpeople

Self

Others

5

4.81 2 3 4 5 6 7 8 9 10


-




49.

50.

51.

52.

53.

SectionFive:VersatilityandOrganizationalDevelopmentThissectionemphasizesandassessesyourabilitytohandlethemostcomplexofsituationswithanarrayofappropriateresponses.Notonlyareyourequiredtoimplementalltheskillsmentionedinthepreviousfoursections,younowareengagingyourskillsattheorganizationallevel.Thissetofskillsisrequiredforgainingcredibilitywithothersandforadaptingtothepermanentstateofchangeinwhichmostindividualsandorganizationfindthemselves.Theseskillshelpyoutoworkmoreeffectivelyonyourorganization,notjustinit.

VersatilityandOrganizationalDevelopmentSkillsSelf

Others

Low Moderate High

90

74.6

12 24 36 48 60 72 84 96 108 120

Assessthepredominantstyletendenciesofanotherperson,group,ororganizationtobetterapproachandinteractwiththeirenvironment(people,tasks,situations,andtime)

Self

Others

10

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

360°GAP

Shiftintotheappropriatestylebehaviorsthatmatchthestylesofothers

Self

Others

10

7.81 2 3 4 5 6 7 8 9 10

STRENGTH

360°GAP

Assesswhetheritismoreappropriatetousethecommunication,coaching,orconsultingroleorskillswiththepersonandsituation

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

Shiftintotheappropriaterolethatmatchestherequirementsofthesituation

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

Assesswhichskillswouldbemostappropriatetouseinvarioussituations

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-



54.

55.

56.

57.

58.

59.

60.

Shiftintoappropriatecommunication,coaching,orconsultingskills,asrequired

Self

Others

8

6.81 2 3 4 5 6 7 8 9 10

-

-

RecognizethefivestagesofgroupandorganizationdevelopmentStateOne:Design,Orientation,Consensus,andCommitmentStageTwo:MakingtheTransition;OvercomingResistanceandObstaclesStageThree:DoingtheWorkoftheGroupStageFour:TransitioningfromEntrepreneurialLeadershiptoProfessionalLeadershipStageFive:LearningfromFeedbackandCelebratingAchievements

Self

Others

5

4.81 2 3 4 5 6 7 8 9 10


-

Facilitateagroupororganizationthroughthefivestagesoforganizationaldevelopment,asdescribedaboveinitem55

Self

Others

5

4.81 2 3 4 5 6 7 8 9 10


-

Facilitateacross-functionalcontinuous-improvementteamtoprocessallproblemsandleverageallopportunitiesintheorganization

Self

Others

6

4.81 2 3 4 5 6 7 8 9 10

-

-

Assessotherleaders'skillsandhelpthemplanfortheirdevelopment

Self

Others

8

5.81 2 3 4 5 6 7 8 9 10

-

360°GAP

Coachotherleaderstobecomemoreeffective

Self

Others

7

5.81 2 3 4 5 6 7 8 9 10

-

-

Leadenvironmentalscanningandinitiatepro-activeresponsestoensurethefuturesuccessoftheentireorganization.

Self

Others

7

5.81 2 3 4 5 6 7 8 9 10

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TransformingLeadershipSkillsrankedhighesttolowest-SELF-1of2

Self Others Question

10 7.8 Assessthepredominantstyletendenciesofanotherperson,group,ororganizationtobetterapproachandinteractwiththeirenvironment(people,tasks,situations,andtime)

10 7.8 Shiftintotheappropriatestylebehaviorsthatmatchthestylesofothers10 6.8 Referral:Makeaneffectivereferraltoaprofessionalhelper10 6.8 BeliefsClarification:Expressandliveoutaclearandconsistentsetofbeliefs9 5.8 ImpressionManagement:Appropriatelymanagemylanguage,dress,anddecorum9 6.8 Challenging:Helpothersseestrengthsandopportunitiesandmovetowardpositivechange9 7.8 Designandimplementsteps,timelines,andresponsibilitiestoachieveobjectives9 7.8 Facilitateconsensusregardingobjectives,goals,andactionplans9 7.8 Facilitateconsensusabouttheorganization'smission,vision,andpurpose9 6.8 Self-sharing:Helpothersseeproblemsinanewlightbysharingmyownstory9 7.8 Self-Disclosure:Revealmythoughts,beliefs,andfeelingsappropriatelytoothers9 6.8 ValuesIdentification:Identify,prioritize,andlivewithinasetofpersonalvalues9 6.8 PurposeSpecification:Identifyandliveoutapersonalstatementofpurposeformylife9 7.8 Centering:Maintainclearawarenessofselfinthecontextofexternalevents8 5.8 Goal-Setting:Identifyrealisticandmotivatingscenariosandtimelines8 7.8 Grounding:Controlmyattentiontofocusinthepresent(notinthepastorfuture)8 6.8 ImplementingActionPlans:Increasesuccessratethroughfollow-upandcoaching8 7.0 Facilitateeffectiveproblem-managementbyhelpingovercomeresistancetochange8 6.8 Exploreandfacilitateteamspiritandsynergythroughvaluesalignment8 5.8 Evaluateandreporttheimpactofactionprogramsandteamefforts8 5.8 ProblemOwnership:Specifyandfacilitateappropriateownershipofaproblem8 6.8 Shiftintotheappropriaterolethatmatchestherequirementsofthesituation8 6.8 Assesswhichskillswouldbemostappropriatetouseinvarioussituations8 5.8 Assessotherleaders'skillsandhelpthemplanfortheirdevelopment8 6.8 Shiftintoappropriatecommunication,coaching,orconsultingskills,asrequired

8 6.8 Assesswhetheritismoreappropriatetousethecommunication,coaching,orconsultingroleorskillswiththepersonandsituation

8 6.8 GoalOwnership:Specifyandfacilitatewhoistomakecommitmentstotakeaction8 4.8 ProblemSpecification:Specifythenature,causes,andimplicationsofaproblem8 5.8 Suspending:Wiselywithholdemotions,prematurejudgments,andadvice8 5.8 Questioning:Askpowerfulquestionsthatbringperspectiveandinsight



TransformingLeadershipSkillsrankedhighesttolowest-SELF-2of2


8 6.0 ImageManagement:PositivelymanagetheinternalimagesIcreateofselfandothers8 7.8 PositiveMentalAttitude:Control“self-talk”andbuildmysenseofself-worth8 6.8 CareerGoal-Setting:Setandimplementmotivatingandrealisticcareergoals8 6.8 HealthPractices:Getoptimumnutrition,exercise,deeprelaxation,andrestfulsleep8 7.8 Listening:Checkforthemeaningothersintendtoconvey,toavoidprejudgments8 5.5 Observing:Objectivelycheckmyperceptionsandavoiddistortionsorjudgments8 5.8 AdvancedEmpathy:Showaccurateunderstandingofdeeperfeelingsandproblems8 5.8 Responding:Conveyaccurateunderstandingofothers'feelingsandcircumstances7 6.8 ActionPlanning:Explorespecificpathwaysandstepsforgoalachievement7 7.8 StressManagement:Applyeffectivestress-managementmethodstodailylife7 7.0 EducationalGoal-Setting:Specifyandliveagoal-drivenplanforlife-longlearning7 7.8 LifePlanning:Formulateanintegratedplantoliveanintentionallifestyle7 5.8 Assessneeds,wants,problems,andfearsbyconnecting,communicating,andtalkingtopeople7 6.8 TimeManagement:Planandimplementthebestprioritizeduseoftime7 7.8 Confrontation:Provideconstructivefeedback,direction,andpositivesupport

7 5.8 Leadenvironmentalscanningandinitiatepro-activeresponsestoensurethefuturesuccessoftheentireorganization.

7 5.8 Assessneeds,wants,andproblemsthroughsurveys,research,andinformationsystems7 5.8 Coachotherleaderstobecomemoreeffective7 6.8 Assertiveness:Speakhonestlyandkindlyandavoid“put-downs”toothers7 5.8 Attending:Controlandfocusmyundividedattentionrespectfullytowardothers6 5.8 Leadoperationalteamstowardcontinuouslearningforcontinuousimprovement6 5.8 Clarifytheneedforchangeinalanguageotherswillunderstandandaccept6 5.8 Explorereadinessforchangeandovercomeblockstoconstructivechange

6 4.8 Facilitateacross-functionalcontinuous-improvementteamtoprocessallproblemsandleverageallopportunitiesintheorganization

6 4.8 ProblemExploration:Exploretheimplicationsofinternalorexternalproblems5 4.8 Installaccountabilitysystemssoeveryoneexperiencesagreementbetween/amongpeople5 5.8 Immediacy:Pointouttypicalproblembehaviorsinothers'currentactions5 5.0 Confrontation:Facilitateselfandotherstoidentifyself-defeatingbehaviors

5 4.8


5 4.8 Facilitateagroupororganizationthroughthefivestagesoforganizationaldevelopment



TransformingLeadershipSkillsrankedhighesttolowest-OTHERS-1of2


9 7.8 Self-Disclosure:Revealmythoughts,beliefs,andfeelingsappropriatelytoothers8 7.8 Grounding:Controlmyattentiontofocusinthepresent(notinthepastorfuture)

10 7.8 Assessthepredominantstyletendenciesofanotherperson,group,ororganizationtobetterapproachandinteractwiththeirenvironment(people,tasks,situations,andtime)

9 7.8 Designandimplementsteps,timelines,andresponsibilitiestoachieveobjectives9 7.8 Facilitateconsensusregardingobjectives,goals,andactionplans7 7.8 Confrontation:Provideconstructivefeedback,direction,andpositivesupport8 7.8 Listening:Checkforthemeaningothersintendtoconvey,toavoidprejudgments9 7.8 Facilitateconsensusabouttheorganization'smission,vision,andpurpose7 7.8 StressManagement:Applyeffectivestress-managementmethodstodailylife8 7.8 PositiveMentalAttitude:Control“self-talk”andbuildmysenseofself-worth10 7.8 Shiftintotheappropriatestylebehaviorsthatmatchthestylesofothers7 7.8 LifePlanning:Formulateanintegratedplantoliveanintentionallifestyle9 7.8 Centering:Maintainclearawarenessofselfinthecontextofexternalevents8 7.0 Facilitateeffectiveproblem-managementbyhelpingovercomeresistancetochange7 7.0 EducationalGoal-Setting:Specifyandliveagoal-drivenplanforlife-longlearning9 6.8 Self-sharing:Helpothersseeproblemsinanewlightbysharingmyownstory8 6.8 ImplementingActionPlans:Increasesuccessratethroughfollow-upandcoaching8 6.8 Shiftintoappropriatecommunication,coaching,orconsultingskills,asrequired7 6.8 ActionPlanning:Explorespecificpathwaysandstepsforgoalachievement8 6.8 Exploreandfacilitateteamspiritandsynergythroughvaluesalignment

8 6.8 Assesswhetheritismoreappropriatetousethecommunication,coaching,orconsultingroleorskillswiththepersonandsituation

8 6.8 Shiftintotheappropriaterolethatmatchestherequirementsofthesituation8 6.8 Assesswhichskillswouldbemostappropriatetouseinvarioussituations10 6.8 Referral:Makeaneffectivereferraltoaprofessionalhelper8 6.8 GoalOwnership:Specifyandfacilitatewhoistomakecommitmentstotakeaction9 6.8 ValuesIdentification:Identify,prioritize,andlivewithinasetofpersonalvalues8 6.8 CareerGoal-Setting:Setandimplementmotivatingandrealisticcareergoals7 6.8 TimeManagement:Planandimplementthebestprioritizeduseoftime8 6.8 HealthPractices:Getoptimumnutrition,exercise,deeprelaxation,andrestfulsleep7 6.8 Assertiveness:Speakhonestlyandkindlyandavoid“put-downs”toothers



TransformingLeadershipSkillsrankedhighesttolowest-OTHERS-2of2


9 6.8 PurposeSpecification:Identifyandliveoutapersonalstatementofpurposeformylife9 6.8 Challenging:Helpothersseestrengthsandopportunitiesandmovetowardpositivechange10 6.8 BeliefsClarification:Expressandliveoutaclearandconsistentsetofbeliefs8 6.0 ImageManagement:PositivelymanagetheinternalimagesIcreateofselfandothers8 5.8 Evaluateandreporttheimpactofactionprogramsandteamefforts6 5.8 Leadoperationalteamstowardcontinuouslearningforcontinuousimprovement7 5.8 Coachotherleaderstobecomemoreeffective9 5.8 ImpressionManagement:Appropriatelymanagemylanguage,dress,anddecorum8 5.8 Assessotherleaders'skillsandhelpthemplanfortheirdevelopment

7 5.8 Leadenvironmentalscanningandinitiatepro-activeresponsestoensurethefuturesuccessoftheentireorganization.

7 5.8 Attending:Controlandfocusmyundividedattentionrespectfullytowardothers8 5.8 Responding:Conveyaccurateunderstandingofothers'feelingsandcircumstances8 5.8 Questioning:Askpowerfulquestionsthatbringperspectiveandinsight8 5.8 AdvancedEmpathy:Showaccurateunderstandingofdeeperfeelingsandproblems8 5.8 Goal-Setting:Identifyrealisticandmotivatingscenariosandtimelines8 5.8 ProblemOwnership:Specifyandfacilitateappropriateownershipofaproblem7 5.8 Assessneeds,wants,problems,andfearsbyconnecting,communicating,andtalkingtopeople5 5.8 Immediacy:Pointouttypicalproblembehaviorsinothers'currentactions6 5.8 Explorereadinessforchangeandovercomeblockstoconstructivechange8 5.8 Suspending:Wiselywithholdemotions,prematurejudgments,andadvice6 5.8 Clarifytheneedforchangeinalanguageotherswillunderstandandaccept7 5.8 Assessneeds,wants,andproblemsthroughsurveys,research,andinformationsystems8 5.5 Observing:Objectivelycheckmyperceptionsandavoiddistortionsorjudgments5 5.0 Confrontation:Facilitateselfandotherstoidentifyself-defeatingbehaviors8 4.8 ProblemSpecification:Specifythenature,causes,andimplicationsofaproblem6 4.8 ProblemExploration:Exploretheimplicationsofinternalorexternalproblems5 4.8 Facilitateagroupororganizationthroughthefivestagesoforganizationaldevelopment5 4.8 Installaccountabilitysystemssoeveryoneexperiencesagreementbetween/amongpeople

5 4.8


6 4.8 Facilitateacross-functionalcontinuous-improvementteamtoprocessallproblemsandleverageallopportunitiesintheorganization



LeadershipDevelopment:YourReasonstoImproveIfyouarecompletelysatisfiedwithyourLeadershipSkillsLevel,wecongratulateyou.Youarepartoftheminority.Ifyouarepartofthemajority(over90percent)whodonothavethefullleadershipskillscompetencyandyouwanttoimprove,pleaserespondtothetwoquestionsbelow.

ChangeanddevelopingTransformingLeadershipskillsarenevereasy,respeciallyifapersonhasnottakenthetimetoidentifyanddocumentthereasonsand/orbenefitsfordoingso.Manyhaveidentifiedtheskillsandcompetenciestheywantedtoimprovebuttheydidnotstaythecourse.Why?Theyhaveforgottenorlosttheirfocusabouttheirreasonsandthebenefitstothemselves,iftheyweretomaketheeffort.

Whyisitimportanttoyou(ifitis)toimproveanddevelopyourleadershipskillsandcompetencies?

Ifyouaresuccessfulindevelopingandincreasingyourleadershipskillscompetencies,whatwillbethekeybenefitstoyou?



DesigningYourPlantoIncreaseYourLeadershipEffectivenessandSkillsTheoutlinebelowprovidesyouwiththeopportunitytobrieflysummarizewhatyouhavelearnedaboutyourselfthroughtheLeadershipSkills360°.

Writeyourresponsesbelow.

Whatareyourtopthreeareasofdevelopmentandimprovementineachofthefivesections?

Whatspecificactionstepsorstrategiesdoyouplantotaketoachievesuccessineacharea?

SECTIONONESelf-ManagementSkills SpecificActionsStepsorStrategies

SECTIONTWOInterpersonalCommuncationSkills SpecificActionsStepsorStrategies

SECTIONTHREECoaching,Counseling,andProblem-ManagementSkills SpecificActionsStepsorStrategies

SECTIONFOURConsultingSkills SpecificActionsStepsorStrategies

SECTIONFIVEVersatilityandOrganizationalDevelopmentSkills SpecificActionsStepsorStrategies

LEADERSHIP SKILLS INVENTORY — 360° - Personal · PDF file ·...

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