Sample ®Leadership 360
Coaching Report
Chris Williams
ABC Company
© Management Research Group® 51500027
Sample
Chris WilliamsABC Company
Coaching Assessment
This Leadership Coaching Report presents the assessment results and coaching suggestions for
Chris Williams at ABC Company. It is based on the completion of assessment instruments
measuring motivations and approaches to leadership. This report is organized into the following
sections:
INTRODUCTION
Assets and Potential Challenges
Based on the assessment results, this section presents a narrative summary of assets as well as
some of the potential challenges Chris Williams may encounter in fulfilling the responsibilities
of the role. As with all multi-rater assessments, it is common to find some observer perceptions
that differ from the self perceptions of the individual leader as well as some that differ from the
perceptions of other observers. While there are many reasons for these differences in
perceptions, the most common reasons include variations in observer experiences with the
individual leader, variations in observer expectations, and behavior variations the individual
leader demonstrates because of the different relationships he/she has with observers.
This section presents several Coaching Suggestions that can be used to help Chris Williams
develop in key areas of leadership. To be successful in sustaining any change, it is important to
ultimately narrow the developmental focus to incremental shifts on just one or two leadership
dimensions. Many suggestions are presented as options in this report in order to provide a variety
of choices for the individual leader.
Coaching Suggestions
Role Profile
Chris Williams, along with observers, completed the Leadership Effectiveness Analysis (LEA)
questionnaire, which measures how a person approaches the leadership role in terms of 22
dimensions. This section shows the individual and observer scores on the 22 Leadership
Effectiveness Analysis (LEA) variables.
Leadership Requirements Match
This section summarizes the information presented in the LEA profile by identifying those
dimension scores which fall within the targeted leadership requirements range as well as those
dimensions that fall below the targeted leadership requirements range.
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Chris WilliamsABC Company
Coaching Assessment
ASSETS
Based on the profile for Chris Williams, the following characteristics are likely to contribute to
potential effectiveness in the role:
Potential Assets from Self and All Observer ratings:
1. Keeps others enthused and engaged; builds emotional commitment; can be dramatic and inspiring;
operates with energy and intensity; can inspire emotional expression in others
2. Persuasive and convincing; likely to try to influence others’ points of view; uses language to build
commitment for ideas; can be an effective advocate for ideas or initiatives
3. Assertive and competitive; pushes to achieve results; can be forceful in the face of obstacles; works
well in a challenging environment; does not shy away from conflict or debate
4. Works hard and sets high standards for achievement for self and others; emphasizes the importance
of being serious about goals; strong work ethic; ambitious and willing to work hard to achieve
success
5. Friendly, sociable and outgoing; has an easy and informal way with others; socially skilled; likes to
establish a friendly atmosphere in teams; easy sense of humor; at ease in social situations
Potential Assets from All Observer ratings:
6. Strong identification with the leadership role; comfortable taking charge and leading and directing
the efforts of others; addresses conflict and comfortable making decisions; seeks to be influential
7. Practical, concrete approach to work; likes to be hands-on and is alert to the need for action as it
presents itself; has a preference for practical, simple solutions; can respond quickly
Potential Assets from Self, Peer and Direct Report ratings:
8. Very direct and straightforward; provides frank and direct feedback; let’s people know where they
stand; quick to clear up ambiguity; does not shy away from delivering difficult messages
Potential Assets from Boss and Peer ratings:
9. Delegates; allows others’ freedom to make mistakes; gives people a chance to try out their own
ideas; enlists the talents of others to get things done; asks for help when needed
Page 2©2012 Management Research Group
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Chris WilliamsABC Company
Coaching Assessment
Potential Assets from Self and Direct Report ratings:
10. Takes own counsel; highly independent thinker; works well with autonomy; trusts own instincts;
confident in own opinion; self-directed
11. Persistent, follows-up; stays on top of tasks and goals until they are complete; strong
follow-through efforts; keeps promises; not easily discouraged; will not give up easily; needs little
external motivation for self-discipline
Potential Assets from Self only ratings:
12. Responsive and supportive to those in positions of authority; will turn to more senior resources for
direction, decisions and information; likely to be loyal to the organization; conscientious and
generally willing to follow the organizational rules
Page 3©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
Based on the profile for Chris Williams, the following characteristics may potentially reduce
performance and potential in the role:
POTENTIAL CHALLENGES
Potential Challenges from Self and All Observer ratings:
May sometimes demonstrate more enthusiasm, emotion or energy than is useful in the situation;
may be less effective when there is a need to be the calming influence in a situation; being
constantly on the go may unintentionally create some degree of chaos
1.
May attempt to persuade and convince when listening would be the better approach; may
occasionally come across as self serving or calculating; may come across as overly invested in own
ideas
2.
Tendency to be less organized; less attentive to details; less systematic in work methods; can be too
vague in providing guidelines; less careful in following procedures
3.
Less attention to long-term implications of issues and actions; less time spent on analysis and
planning; may be too reactive or too short-term focused; may not think ahead; may not anticipate
problems or consequences
4.
Little effort invested to keep emotions in check; less likely to be reserved especially under stress or
in a highly emotional situation; may sometimes say things that would be better left unsaid; may
respond too quickly when waiting would be wiser
5.
Less focused on helping others; less willing to compromise; may not accommodate to support team
goals; may pursue own priorities without considering the needs of the team; less likely to go along
for the sake of harmony
6.
May fail to review and learn from past practices; may take longer to learn from mistakes; may be
less cautious regarding risk; may take less time to evaluate consequences; may be less attentive to
upholding organizational traditions
7.
Potential Challenges from All Observer ratings:
Less likely to thoroughly present or explain ideas and viewpoints or to pass along information; may
be less precise or clear in setting expectations; may communicate only on a need-to-know basis;
inadequate communications may cause frustration with others
8.
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Chris WilliamsABC Company
Coaching Assessment
Potential Challenges from Self, Peer and Direct Report ratings:
May come across as too aggressive and overbearing; may unnecessarily take an adversarial
approach; may see too many things in terms of win/lose outcomes; may argue when discussion
would be more constructive
9.
Less emphasis placed on building and using expert knowledge; may not take the time to develop
specialized skills; may be less effective when working with colleagues or customers who expect
greater expertise; may risk not staying up-to-date in industry or area of expertise
10.
Potential Challenges from Boss and Peer ratings:
Less attentive to monitoring progress toward goals; less emphasis on follow-through activities; may
sometimes be too loose in setting deadlines; may start more activities than can finish; may pay less
attention to the later phases of projects or more complex tasks
11.
May have difficulty taking independent positions; may be too reliant on the opinions of others; may
be less effective when working independently; may not feel confident taking action without
validation or confirmation
12.
Potential Challenges from Boss and Direct Report ratings:
Less likely to seek opinions of others; may not get the input needed to make the best decisions; may
have difficulty building commitment if others’ ideas are excluded or rarely solicited; may be
reluctant to learn from others
13.
Potential Challenges from Peer and Direct Report ratings:
May sometimes come across as too controlling; may fail to let others take the lead; may be less
open to the influence of others; may come across as too power oriented
14.
Potential Challenges from Self and Direct Report ratings:
May sometimes become too demanding or have unrealistic expectations; may not effectively
balance people needs with results orientation; may overwork self and others, potentially have a
negative influence on quality
15.
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Chris WilliamsABC Company
Coaching Assessment
Potential Challenges from Self only ratings:
Hesitant to consider new ideas or approaches; less open to taking risks; less concerned with
challenging outmoded assumptions and methods; less likely to respond as quickly in fast changing
environments
16.
Less concerned with immediate responses and quick reactions; may be less attentive to the
day-to-day activities; may have less of a sense of urgency; may tend to be less hands-on and
sometimes generate somewhat impractical solutions
17.
Potential Challenges from Boss only ratings:
May sometimes act too quickly without thinking through implications; may oversimplify some
complex problems; may become more focused on immediate needs and lose sight of the longer term
goals
18.
Less likely to be influenced by those in authority; less attentive to organizational mandates and
rules; may take on the role of the “devil’s advocate”; comfortable challenging the organization and
more senior colleagues
19.
Potential Challenges from Peer only ratings:
May sometimes appear too friendly and gregarious; may be taken less seriously in more formal
environments; at times may be overly social and take longer to get down to business
20.
Page 6©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
COACHING SUGGESTIONS – STRATEGIC
Chris Williams scored lower on Strategic, indicating somewhat less emphasis placed on taking
a long-range, broad approach to solving problems and decision-making. This may result in
spending less time in objective analysis, thinking ahead, and planning than is ideal. This may
reduce effectiveness when the role requires this individual to:
• Be future and long-term oriented
• Anticipate challenges, risks, interdependencies, and opportunities
• Be effective at strategic planning
• Utilize strong analytical thinking skills
By first determining the context (situations, relationships, projects, etc.) where the expanded use
of Strategic will add value, experimenting with one or more of the following coaching
suggestions will help Chris Williams become more effective in the use of Strategic in the
leadership role:
1. Identify the strategic objective – A leader employing Strategic is anchored in outcome and
purpose. Questions such as: What are we trying to accomplish? What does success look like?,
How is this aligned with our strategy?, are examples of questions that help keep the leader and
others focused on following courses of action that support key outcomes.
2. Assess the long-range picture – Keep looking forward with the intention of doing the best to
anticipate the long-term consequences and opportunities to potential ideas, solutions and course
of action. Regularly ask: Where will this lead us in one year, two years, or three years from
now?
3. Understand the implications - Actions always have a ripple effect. Assess the broader
implications of ideas and actions by exploring the answers to questions such as: What is the
implication on customers, suppliers, investors, etc.? What supporting conditions do we need for
this to be successful? Who has to be convinced for this to be approved? How does this fit in to
the other three initiatives we're working on?
4. Develop plans – Indentify the major steps needed to successfully achieve the final outcome,
such as interim goals, time frames, resources needed, etc.
5. Anticipate the future – Make time to look forward and anticipate the future. Stay on top of
trends and shifts in the industry, market, and customer patterns. Engage others in this
forward-thinking focus by asking questions such as: What challenges and/or opportunities might
come up in the near and longer term? What will our customers want? Where is the industry
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Chris WilliamsABC Company
Coaching Assessment
headed? How might changes in the economy impact us?
6. Analyze the strengths and weaknesses of solutions and potential actions – Analysis does
not have to be exhaustive to provide valuable insights. Take the time to determine the type and
depth of analysis needed to help ensure decisions are well thought-out before moving forward.
7. Continually remind self and others of the links between tactical activities and strategic
objectives – In fast-paced environments, it is easy to get lost in the process of tactical activities
and lose sight of the strategic intent. Make time in one-on-one meetings, group meeting, and
written communication to remind people about the ultimate goals and objectives for the
organization, unit, or project.
Page 8©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
COACHING SUGGESTIONS – STRUCTURING
Chris Williams scored lower on Structuring, indicating somewhat less emphasis placed on
ensuring things are well organized and orderly. This may result in spending less time ensuring
things are done in a precise, methodical manner than is ideal. This may reduce effectiveness
when the role requires this individual to:
• Organize tasks and activities
• Increase efficiency through structured, systematic approaches
• Provide very clear and specific instructions
• Ensure that rules and processes are established and followed
By first determining the context (situations, relationships, projects, etc.) where the expanded use
of Structuring will add value, experimenting with one or more of the following coaching
suggestions will help Chris Williams become more effective in the use of Structuring in the
leadership role:
1. Systemize tasks to ensure consistency– Develop a step-by-step process for important and/or
repeated tasks to ensure they are done thoroughly and consistently.
2. Document processes, policies, procedures, and guidelines for tasks – Write these down
and store in accessible places. Have more structured colleagues review and critique these
written documented processes on a regular basis to guide and structure activities.
3. Emphasize the importance of doing things right the first time - While fixing mistakes,
redoing tasks, and creating several versions of something are all considered acceptable, it
reinforces the tendency to be less attentive to detail and accuracy the first time through.
Increasing expectations of doing things right the first time reinforces the need to be more
organized and methodical.
4. Take a methodical approach to tasks and activities – A slower, more careful pace allows
for time to check details and thoroughness. Slow down the process of action long enough to
ensure the output has a high level of detail and is well organized.
5. Organize work surfaces and physical and electronic files – There are many tips, tools, and
products designed to make it easier to organize our physical environment and both our paper
and our electronic documents. Begin experimenting with these to find those that work best for
you and the environment and materials you are trying to organize. Make time daily and weekly
to keep your physical environment organized.
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Chris WilliamsABC Company
Coaching Assessment
6. Learn from colleagues who have become more organized and structured – While there
are valuable tips and ideas to be learned from colleagues who are more naturally structured,
some of the best ideas for increasing your use of Structuring can come from colleagues who
were once less organized and have developed their own mechanisms for increasing their
effectiveness in this area.
7. Use technology tools to support organization – Online calendars, reminder systems, task
organizers, etc. all are easily available tools to help organize in an increasingly electronic world.
Experiment with organizational tools available on your computer, smart phone, and/or tablet.
Page 10©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
COACHING SUGGESTIONS – RESTRAINT
Chris Williams scored lower on Restraint indicating less emphasis placed on maintaining a
low-key, understated demeanor. This may result in sometimes coming across as less reserved or
formal than is ideal. This may reduce effectiveness when the role requires this individual to:
• Remain calm in stressful situations
• Take time to respond rather than react quickly
• Avoid dramatic or emotional reactions
By first determining the context (situations, relationships, projects, etc.) where the expanded use
of Restraint will add value, experimenting with one or more of the following coaching
suggestions will help Chris Williams become more effective in the use of Restraint in the
leadership role:
1. Stay calm and reserved in communications – Choose words carefully, use fewer words,
and eliminate words or phrases that suggest elevated emotion.
2. Develop a calming practice – Take a walk, meditate, keep a journal, talk to someone outside
the work environment, or practice deep breathing. The use of Restraint comes best from being
calm and reserved. Develop a practice or set of practices that helps you come back to this state.
3. Use smaller, more limited gestures and facial expressions - Speak in quieter tones. The use
of Restraint is largely signaled by these reserved, non-verbal indicators.
4. Speak and move more slowly – A calmer, slower pace of movement and speech is one of the
keys to Restraint. Practice slowing down your speech and movement below your normal pace
and observe the impact both on yourself and on others.
5. Diminish emotional expressions – Assess where you are most likely to express emotions
more dramatically or intensely. These represent good opportunities to practice a more reserved
expression of your emotions. Practice stating your emotions directly (e.g.. "I am getting
frustrated.") rather than acting out your emotions. Seek feedback from others on your initial
attempts.
6. Take time to respond and think things through before talking – Delay responding to
written or verbal communication until you are calm and are ready to communicate in a more
reserved manner.
7. Stay focused on the more business-oriented, less emotional aspects of a topic or
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Chris WilliamsABC Company
Coaching Assessment
exchange – A key in the use of Restraint is the practice of placing more emphasis on the
business-oriented aspects than the emotional aspects in the situation. Practice distinguishing the
emotions from the business content and responding in ways that prioritize the business content.
Page 12©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
COACHING SUGGESTIONS – COOPERATION
Chris Williams scored lower on Cooperation, indicating less emphasis placed on being
accommodating to the needs and interests of others. This may result in being seen as less helpful
and less willing to compromise than is ideal. This may reduce effectiveness when the role
requires this individual to:
• Be helpful and accommodating to colleagues
• Be willing to compromise
• Put own interests aside for the common good
• Go along for the sake of harmony when needed
By first determining the context (situations, relationships, projects, etc.) where the expanded use
of Cooperation will add value, experimenting with one or more of the following coaching
suggestions will help Chris Williams become more effective in the use of Cooperation in the
leadership role:
1. Put the team's interests first – Determine where your interests and the interests of the larger
body are different, and increase the number of times you choose to support the larger body's
interests over your own.
2. Be willing to compromise, seek common ground – As soon as you become aware of
differences in opinions with others, begin to look for ways that you can modify your position to
facilitate compromise.
3. Seek opportunities to be helpful – Look for instances where people are struggling to
complete activities and offer your efforts to assist in moving to successful completion.
4. Promote cooperation within the team – Communicate and reinforce the expectation that
members of a team will help each other, look for opportunities to accommodate each other, and
seek to compromise when they encounter differences.
5. Be willing to defer personal objectives to help colleagues – Increase the number of times
you put others' objectives ahead of your own. Look for ways to delay your objectives in favor of
offering needed resources and priority to your colleagues' objectives.
6. Respond quickly and convincingly to requests for help – When others seek help, respond
quickly and wholeheartedly with your assistance.
7. Let others know you are available to provide assistance – At the beginning of initiatives,
Page 13©2012 Management Research Group
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Chris WilliamsABC Company
Coaching Assessment
let people know you are available to help. Let people know the type of assistance you can
provide. Make sure to restate your offers for assistance as projects proceed.
Page 14©2012 Management Research Group
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Chris WilliamsABC Company
Coaching Assessment
COACHING SUGGESTIONS – CONSERVATIVE
Chris Williams scored lower on Conservative, indicating somewhat less emphasis placed on
being cautious and prudent in decision making. This may result in repeating past mistakes or
being less careful than is ideal. This may reduce effectiveness when the role requires this
individual to:
• Carefully manage risk
• Thoroughly evaluate alternatives to find a more cautious option
• Respect and repeat what has been done in the past
• Assess the limits and risks associated with change
By first determining the context (situations, relationships, projects, etc.) where the expanded use
of Conservative will add value, experimenting with one or more of the following coaching
suggestions will help Chris Williams become more effective in the use of Conservative in the
leadership role:
1. Expand understanding of historical practices - Learn organizational and departmental
history, understand what has been done before (both more and less successfully), and build a
solid understanding of the values and beliefs that are important to the organization's history.
When possible, align your actions and decisions to these historical practices and beliefs.
2. Expand understanding of lessons learned from the past - Take time to reflect on lessons
learned from experience, incorporate these lessons into decisions and actions, and share the
lessons you have learned with others.
3. Conduct more thorough assessments of risk - Take time to reflect on lessons learned from
experience, incorporate these lessons into decisions and actions, and share the lessons you have
learned with others.
4. Define the safer, more prudent alternatives - Asking questions such as: Can we do this at a
slower pace? Is there an option that has less risk? Is there an alternative that does not involve as
much change? will help define more cautious and moderate alternatives.
5. Thoroughly investigate before taking action - A leader employing the Conservative
dimension carefully assesses all elements of what is needed to avoid risk or failure before
moving forward. What are all the elements needed to be successful and avoid risk?
6. Use solutions that have been found to work in similar situations - the proven solution.
The Conservative dimension is intended to support a cautious approach to moving forward.
Page 15©2012 Management Research Group
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Chris WilliamsABC Company
Coaching Assessment
The newer the course of action, the greater the unknown factors, the greater the chance of
increased risk. Solutions that have worked in similar situations provide a more "tried and true"
course of action.
7. Test new ideas carefully before fully implementing - Run simulations, focus groups, and
pilot projects to test ideas before they are fully implemented. This helps to ensure that potential
risks and problems are identified while the scope of the execution is still limited.
Page 16©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
COACHING SUGGESTIONS – COMMUNICATION
Chris Williams scored lower on Communication, indicating somewhat less emphasis placed on
setting clear expectations and keeping others well informed. This may result in being less clear
and providing less information than is ideal. This may reduce effectiveness when the role
requires this individual to:
• Ensure that expectations are clearly understood
• Keep others well informed on a regular basis
• Express thoughts, ideas and viewpoints clearly and thoroughly
By first determining the context (situations, relationships, projects, etc.) where the expanded use
of Communication will add value, experimenting with one or more of the following coaching
suggestions will help Chris Williams become more effective in the use of Communication in
the leadership role:
1. Explain thoughts, ideas and expectations thoroughly - Communicate messages so that the
listeners understand, rather than just delivering the message thoroughly enough to confirm your
own understanding. Provide details, give examples, draw a picture - use mechanisms like this to
ensure your message is delivered to your listeners completely.
2. Keep constituents well informed - Find ongoing ways to keep people updated. Schedule
regular electronic and/or in-person updates. Remain focused on the ongoing communication that
follows the initial communication.
3. Practice repeat communications - Messages are more apt to stay in listeners' minds when
they receive or hear them multiple times. The more important the message and/or information,
the greater the need for repeat communications.
4. Check for understanding - Ensure the listener has taken in the information as intended. Ask
the listener to summarize the message, or you can summarize and review key points at the end
of written and verbal communication and/or send a follow-up message after a communication to
confirm understanding.
5. Use multiple forms of communication - Use individual discussions, meetings, presentations,
email, etc. to reinforce messages. Consider creating a shared electronic site to post updates and
relevant information for projects, etc.
6. Clarify the information others need to meet expectations - Ask questions such as: What
information do you need to start this project? and What information is needed to fix this
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Chris WilliamsABC Company
Coaching Assessment
problem? The better you understand the information needs of the listener, the more likely you
will provide the information needed to ensure the listener completes the task or project as
expected.
Page 18©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
Leadership Effectiveness Analysis™
Creating a Vision10 6020 30 40 50 70 80 90 96+
LOW LOW-MID MID-RANGE HI-MID HIGH
5 15 25 35 45 55 65 75 85 95
Conservative ™ Æ £ ¯
Innovative ™ Æ £ ¯
Technical ™ Æ £ ¯
Self ™ Æ £ ¯
Strategic ™ Æ £̄
Developing Followership10 6020 30 40 50 70 80 90 96+
LOW LOW-MID MID-RANGE HI-MID HIGH
5 15 25 35 45 55 65 75 85 95
Persuasive ™ Æ £ ¯
Outgoing ™ Æ £ ¯
Excitement ™ Æ £ ¯
Restraint ™ Æ £ ¯
Implementing the Vision10 6020 30 40 50 70 80 90 96+
LOW LOW-MID MID-RANGE HI-MID HIGH
5 15 25 35 45 55 65 75 85 95
Structuring ™ Æ £̄
Tactical ™ Æ £ ¯
Communication ™ Æ £ ̄
Delegation ™ Æ £ ¯
Following Through10 6020 30 40 50 70 80 90 96+
LOW LOW-MID MID-RANGE HI-MID HIGH
5 15 25 35 45 55 65 75 85 95
Control ™ Æ £ ¯
Feedback ™ Æ £ ¯
Achieving Results10 6020 30 40 50 70 80 90 96+
LOW LOW-MID MID-RANGE HI-MID HIGH
5 15 25 35 45 55 65 75 85 95
Management Focus ™ Æ £ ¯
Dominant ™ Æ £ ¯
Production ™ Æ £ ¯
Team Playing10 6020 30 40 50 70 80 90 96+
LOW LOW-MID MID-RANGE HI-MID HIGH
5 15 25 35 45 55 65 75 85 95
Cooperation ™ Æ £ ¯
Consensual ™ Æ £ ¯
Authority ™ Æ £ ¯
Empathy ™ Æ £ ¯
£
= Self
= Boss(es) = Direct Reports
™Æ
¯ = Peers
North America n=91964 (Jan2012)
LEA SD Ranges for Samples
Page 19©2012 Management Research Group
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Chris WilliamsABC Company
Coaching Assessment
CREATING A VISION
Conservative: Studying problems in light of past
practices to ensure predictability, reinforce the status quo
and minimize risk.
Innovative: Feeling comfortable in fast-changing
environments; being willing to take risks and to consider
new and untested approaches.
Technical: Acquiring and maintaining in-depth
knowledge in your field or area of focus; using your
expertise and specialized knowledge to study issues in
depth and draw conclusions.
Self: Emphasizing the importance of making decisions
independently; looking to yourself as the prime vehicle
for decision making.
Strategic: Taking a long-range, broad approach to
problem solving and decision making through objective
analysis, thinking ahead and planning.
DEVELOPING FOLLOWERSHIP
Persuasive: Building commitment by convincing others
and winning them over to your point of view.
Outgoing: Acting in an extroverted, friendly and informal
manner; showing a capacity to quickly establish free and
easy interpersonal relationships.
Excitement: Operating with a good deal of energy,
intensity and emotional expression; having a capacity for
keeping others enthusiastic and involved.
Restraint: Maintaining a low-key, understated and quiet
interpersonal demeanor by working to control your
emotional expression.
IMPLEMENTING THE VISION
Structuring: Adopting a systematic and organized
approach; preferring to work in a precise, methodical
manner; developing and utilizing guidelines and
procedures.
Tactical: Emphasizing the production of immediate
results by focusing on short-range, hands-on, practical
strategies.
Communication: Stating clearly what you want and
expect from others; clearly expressing your thoughts and
ideas; maintaining a precise and constant flow of
information.
Delegation: Enlisting the talents of others to help meet
objectives by giving them important activities and
sufficient autonomy to exercise their own judgment.
FOLLOWING THROUGH
Control: Adopting an approach in which you take
nothing for granted, set deadlines for certain actions and
are persistent in monitoring the progress of activities to
ensure that they are completed on schedule.
Feedback: Letting others know in a straightforward
manner what you think of them, how well they have
performed and if they have met your needs and
expectations.
ACHIEVING RESULTS
Management Focus: Seeking to exert influence by being
in positions of authority, taking charge, and leading and
directing the efforts of others.
Dominant: Pushing vigorously to achieve results through
an approach which is forceful, assertive and competitive.
Production: Adopting a strong orientation toward
achievement; holding high expectations for yourself and
others; pushing yourself and others to achieve at high
levels.
TEAM PLAYING
Cooperation: Accommodating the needs and interests of
others by being willing to defer performance on your own
objectives in order to assist colleagues with theirs.
Consensual: Valuing the ideas and opinions of others and
collecting their input as part of your decision-making
process.
Authority: Showing loyalty to the organization;
respecting the ideas and opinions of people in authority
and using them as resources for information, direction,
and decisions.
Empathy: Demonstrating an active concern for people
and their needs by forming close and supportive
relationships with others.
Page 20©2012 Management Research Group
Sample
Chris WilliamsABC Company
Coaching Assessment
The following table illustrates how Chris Williams scored on dimensions identified as
leadership requirements.
LEADERSHIP REQUIREMENTS MATCH
Boss Peer Direct ReportSelf
Below RangeStrategic Below Range Below Range Below Range
In/Above RangePersuasive In/Above Range In/Above Range In/Above Range
In/Above RangeCommunication Below Range Below Range Below Range
In/Above RangeFeedback Below Range In/Above Range In/Above Range
Below RangeManagement Focus In/Above Range In/Above Range In/Above Range
In/Above RangeProduction In/Above Range In/Above Range In/Above Range
In/Above RangeConsensual Below Range Below Range Below Range
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Chris WilliamsABC Company
Coaching Assessment
ADDITIONAL NOTES:
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Chris WilliamsABC Company
Coaching Assessment
Page 23©2012 Management Research Group
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