TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDF

PDI NinthHouse GLOBAL LEADERSHIP SOLUTIONS

TALENTVIEW® OF LEADERSHIP TRANSITIONS

Individual Score ReportPersonal and Confidential

DONNELLY, Steve

Target Level: Senior Level Leader

The Wills Group, Inc.

24-Apr-2013

PROTOTYPE REPORT

This report format is under development. Every care is taken to ensure the contents of this report are complete and

accurate. Please report errors, concerns, or recommendations to [email protected]. Format and content

of this report is subject to change without notice. This report is NOT YET AVAILABLE for general use.

DONNELLY, Steve | Target Level: Senior Level Leader

TalentView of Leadership Transitions compares your career interests, experience and leadership styles to those of thousands of successful senior level leaders. Your results will give you insight about how well prepared you are to make the transition to a senior level leadership role and can help you identify areas where additional experience or development will provide the most benefit.LEADERSHIP INTEREST

g Leadership Aspiration

g Career Drivers

g Learning Orientation

g Experience Orientation

LEADERSHIP EXPERIENCE

g Business Operations

g Handling Tough Challenges

g High Visibility

g Growing the Business

g Personal Development

LEADERSHIP FOUNDATIONS

g Problem Solving

g Intellectual Engagement

g Attention to Detail

g Impact/Influence

g Interpersonal Engagement

g Achievement Drive

g Advancement Drive

g Collective Orientation

g Flexibility/Adaptability<continue to work on any secondary issues identified in your TalentView results

DERAILMENT RISK FACTORS

No meaningful derailment risks identified

Key

g Optimal for senior level leaders.

g Somewhat Above or Below optimal for senior level leaders.

g Considerably Above or Below optimal for senior level leaders.

Your TalentView results are summarized below. Additional details about the interpretation and

possible implications of your results can be found in the body of this report.


Copyright © 2011, Personnel Decisions International Corporation.

d.b.a. PDI Ninth House. All Rights Reserved.

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TalentView of Leadership Transitions compares your career interests, experience and leadership

styles to those of thousands of successful senior level leaders. Your results provide insight about

how well prepared you are to make the transition to a senior level leadership role and can help you

identify areas where additional experience or development will provide the most benefit.

COMPARISON GROUP | The senior level leaders you are being compared to typically manage a

heterogeneous business unit (e.g., a plant or region), or an entire business, group or enterprise.

These leaders come from a wide variety of industries and geographies. Typical senior level leader

job titles include General Manager, Managing Director, SVP, EVP, and President. C-level leaders

(CEO, CFO, etc.) are not included in this group. Senior level leaders typically have responsibility

for most or all parts of the value chain and are accountable for the full P&L of a business or

business unit. The primary focus for senior level leaders is to provide strategic direction for the

region or business, to help shape corporate strategy and to balance the short- and long-term needs

of the business. Senior level leaders work internally and externally and are often the face of the

organization to external partners, suppliers, community, investors, shareholders, and local or

regional government.

TRANSITION CHALLENGES | The primary challenge of transitioning to a senior level leader

role is to shift your focus from the needs of a single function to managing the often competing

needs of a group of functions (e.g., sales, engineering, operations) or people (employees,

shareholders, the board) while also managing a P&L. As a senior level leader your role shifts from

executing to shaping strategy. You play less of a role in solving organizational problems and are,

instead, called upon to define or frame the problems, issues or opportunities needing attention or

focus. The primary business question shifts from "can we make it happen" to "will we make

money if we make it happen" and your activities take on the flavor of a cheer leader / juggler as

you seek to align and integrate diverse business units and functions and encourage them to work

together for the common good of the broader organization. Your TalentView results will help you

identify areas where additional attention will increase the odds for an effective transition.

INTEREST | Your interest, energy and passion for a more challenging leadership role compare

favorably with that of successful senior level leaders and should contribute to your transition into a

senior level role or position.

EXPERIENCE | Your leadership experience to date compares favorably with that of successful

senior level leaders and positions you well for an uneventful transition into a senior level

leadership role.

FOUNDATIONS |Your leadership styles and predispositions are well balanced and should

contribute to a smooth, uneventful transition into a senior level leadership role or position.


YOUR TALENTVIEW RESULTS SUGGEST

YOUR REPORT

SENIOR LEVEL LEADERSHIP

Copyright © 2011, Personnel Decisions International Corporation


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DERAILERS | Your results suggest little risk of derailment as you transition to a senior level

leadership role or position.

Your TalentView results do not suggest any pressing or immediate development needs. But this

does not mean you won't benefit from continued development. There are two things you should

consider. First, continue to work on any secondary issues identified in your TalentView results.

Second, prepare for the transition to a senior level role by focusing your development on the gaps

between your current skills and abilities and the competencies most relevant to successful

performance as a senior level leader in your organization.

Key

Indicates little need for additional development before transition

Development recommended prior to transition

RECOMMENDED DEVELOPMENT PRIORITIES

Copyright © 2011, Personnel Decisions International Corporation


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LEADERSHIP INTEREST

NOT A DEVELOPMENT PRIORITY | Every transition brings its own issues and challenges and

the transition to senior level leader is no exception. Your TalentView results suggest you have the

focus and drive needed to overcome these challenges and that you will find the role of senior level

leader engaging and rewarding. As a result, Leadership Interest is not a development priority at

this point in your career.

LEADERSHIP EXPERIENCE

NOT A DEVELOPMENT PRIORITY | As you transition into a senior level leadership role you

will find yourself increasingly facing high visibility situations. Situations where your actions and

success are visible to people beyond your immediate team and peers. Success or failure in these

situations can be critical for your career. Being known as the leader who managed a crisis or who

was the driving force behind a significant strategic rollout can enhance your success. Under

performing in a highly visible situation can be career limiting. In many ways, the challenges you

will face as a senior level leader are not all that different than those you have mastered to this

point in your career. But don't underestimate the additional challenge of performing in the

spotlight. Having an audience adds pressure and greatly increases the difficulty of performing at

your best even for otherwise simple task and activities. You report as much or more experience in

the areas most relevant to the transition to senior level leader as is typical for leaders at your level.

Acquiring additional experience is not likely to impact your transition.

LEADERSHIP FOUNDATIONS

NOT A DEVELOPMENT PRIORITY | Leadership foundations refer to your leadership styles and

predispositions. These are the attributes that make us who we are and influence the ways we

behave and our reactions to new situations or unexpected events. When it comes to leadership

styles, balance and moderation are key. A repertoire of styles creates versatility by allowing you to

draw upon the style or styles that are most effective for a given situation. Effective leaders use a

variety of styles and are careful not to over rely on a single style.

BUT | While your leadership styles are sufficiently balanced that leadership foundations is not a

primary development priority for you there is room for some improvement and your results

suggest there are some things you can do to enhance your effectiveness. If you are interested in

further developing your leadership foundations, the attributes where attention is most likely to

enhance your effectiveness are listed below.

= COLLECTIVE ORIENTATION | Your commitment to the team or organization may result in

your being too ready to accept the status quo or "the way we do things here" and may lead you to

take an excessively democratic approach to your leadership.

DERAILMENT RISK




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NOT A DEVELOPMENT PRIORITY | Derailers are tendancies or predispositions that left

unchecked or allowed to take on a life of their own may undermine your credibility, erode peoples'

trust in you, and that have the potential to interfer with or even derail your transition to more

challenging leadership roles. Your results suggest little or no derailment risk as you transition to a

senior level leadership role.

DEVELOPMENT PLANNING

Development takes time and effort and is only worth the time and effort if it focuses on things that

increase your effectiveness and prepare you for whatever your career holds in store. As a result, it

is important to spend time identifying the specific development areas that will most benefit your

career. The following steps will guide you through the process of identifying, validating and

narrowing the focus of your development efforts.

1) IDENTIFY ALL POTENTIAL DEVELOPMENT NEEDS | The first step is to identify all the

areas where development might help. The Development Planning Guide at the back of this report

lists all the potential development needs identified by your TalentView results. But don't overlook

other sources of information such as a self-assessment of your skills and development needs,

feedback from your manager or recent performance reviews, or 360 or other forms of more formal

assessment.

2) VALIDATE EACH POTENTAL DEVELOPMENT NEED | It is tempting to deny, ignore, or

explain away feedback that is not flattering or that conflicts with our self image. A common and

quite natural reaction to parts of your TalentView results may be to think - That's just not true. If

your TalentView results suggest that something is true of you, odds are it is true or that there are

elements of your interest, experience or style that are likely to impact your transition to senior

level leader. At the same time, assessment is not a perfect science and while TalentView results

are generally very accurate, there may be times they miss the mark. So, if your TalentView results

indicate a development need, it is always a good idea to validate the need before investing time

and effort in development.

Find the Development Planning Guide at the back of your TalentView report. Check the box for

each valid development need. At the end of the day, whether a particular development need is

considered valid or not is a judgment call that only you can make. Keep in mind that TalentView

results are very accurate. If you find yourself deciding that many or most of your TalentView

results are not valid, you should stop and reconsider whether you are simply dismissing results that

you would prefer not to believe. Use the following steps to validate each development opportunity.

< Does it "feel" true? | The first step in validating a development need is to see how it "feels" to

you. Does it seem true of you? Is it something you already know (or suspected) about yourself or

does it seem very surprising and not at all like you?

< Have you received similar feedback before? | A second check is to compare TalentView results

to feedback you have received from other sources. The more consistent your TalentView results

are to previous feedback the more valid they are likely to be.



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< Does it impact your current performance? | A third check is to consider the impact on your

current performance. Many of the development needs identified by TalentView may impact your

current performance as well as provide insight about issues related to your transitions to a more

challenging role or position.

< What would a friend or trusted colleague say? | Finally, consider what a trusted colleague might

say if you shared your TalentView results and asked your colleague what they think.

3) IDENTIFY THE ROOT CAUSE | Once you have determined a particular area is a valid

concern, the next step is to understand why it is an issue - to identify the root cause. Is it because

it's not all that important to you, because you lack a skill or knowledge, because your are

insufficiently practiced or are you simply struggling to hold yourself accountable? Knowing the

root cause of a development need is an essential first step in building an effective development

plan. The five most common root causes of development needs are listed below. Check the box for

the most likely root cause for each valid development need on your Development Planning Guide

at the back of this report.

<INSIGHT | Many development opportunities stem from a lack of insight as to how some aspect

of our interest, experience or style impacts our job performance. Your TalentView results should

clear up most issues related to insight - that's exactly what TalentView is meant to do; give you

insight into issues likely to impact your successful transition into a more challenging leadership

role.

<MOTIVATION | Motivation results from the tension we feel when there is a gap between where

we are and where we want to be. If you don't feel motivated it is most likely because you are not

feeling this tension - either because you don't see a gap between where you are and where you

want to be, or because you don't think that focusing on the development opportunity will move you

closer to your goal. TalentView identifies aspects of your interest, experience and leadership styles

that are directly related to making the transition to a more challenging leadership role. If you

identify motivation as a root cause of a development opportunity you should stop to consider if the

lack of tension results from a more challenging leadership role not being a primary goal for you.

<CAPABILITY | Once you know something is a development need and have decided that

focused development will increase the chances of attaining your goals and objectives, the next

most common development need is skill or knowledge. You know what is needed, you are

motivated to take action, you just don't know what to do next or how to get started. If this is the

root cause of one of your development opportunities, what you need is training. Find a course that

is related to your development opportunity or talk to your coach or manager or HR department to

get advice. The PDI Ninth House Successful Manager's Handbook is a great source of practical

development advice for many issues related to leadership effectiveness.



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< PRACTICE | There is a big difference between knowing what you are supposed to do and being

able to do it with skill and ease. The term that best describes this difference is practice. Leadership

is like any other skill, you get better with practice. Often the root cause of a development

opportunity is just the need to practice, practice, practice. If you identify practice as the root cause

for one of your development opportunities you know what you need to do. Keep in mind that

practice works best when done in a safe environment (where errors or failure don't have major

consequences) and in an environment that provides the frequent, credible, concrete feedback we

need to adjust and improve our skills.

< ACCOUNTABILITY | If you have insight, are motivated to change, have the skill or

knowledge you need, and have had ample opportunity to practice but are still struggling, the root

cause is likely to be a lack of accountability.

4) NARROW YOUR FOCUS | Development is most effective when it is focused on just one or

two things at a time. If your TalentView results suggest more than two areas needing attention you

will need to pick the one or two where you have the most motivation to change, or that will have

the greatest impact on your transition to senior level leader. Use the Development Planning Guide

at the end of this report to identify your one or two development priorities. If there are more than

two that meet this criteria, pick the ones that hold the most interest for you and, all other things

being equal, focus your efforts on areas where less development is needed to make the change.

5) CREATE A PLAN | Use the space below to sketch out a plan to accomplish your development

goals. Meet with your manager, a trusted colleague or mentor to review and refine your plan.

Based on my TalentView results, my development focus will be to …

I will know I have been successful when …

My goal is to accomplish this no later than …

The barriers or challenges I may face include …

Resources or support that will help me succeed include …

The steps I will take to accomplish my goal include …

a)



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b)

c)

d)

6) GET STARTED | There is no better time to start your development than now so get out there

and get going. Review and update or revise your plan periodically to keep it fresh and to update

your progress. Good luck and best wishes for a successful leadership career.



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DEVELOPMENT PLANNING GUIDE

Potential Development Opportunity Root Cause


Copyright 2001, Personnel Decisions International Corporation.


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SECONDARY DEVELOPMENT OPPORTUNITIES

Your TalentView results do not indicate any secondary development opportunities.




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