Management Development Competency Assessment Report For

Putting you in control of performance improvement decisions Presented By:

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The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

The Management Development Competency Assessment 03-AUG-2004

Performance Report - Strengths The Management Development Competency Assessment Integro Learning Company Pty Ltd David Smith 03-AUG-2004 STRENGTHS
The following behaviours have been identified as your greatest strengths. The lists are in descending order, ie they show the top rating behaviours at the top of the list.

Self
Performance 5.00: Self-Confidence(1-4) 5.00: Trustworthiness(2-1) 5.00: Responsibility(2-2) 5.00: Optimism(2-3) 5.00: Results Orientation(2-4)

Manager
Performance 5.00: Emotional Awareness(1-2) 5.00: Realistic Self-Assessment(1-3) 5.00: Responsibility(2-2) 5.00: Optimism(2-3) 5.00: Results Orientation(2-4)

Peers
Performance 5.00: Self-Confidence(1-4) 5.00: Responsibility(2-2) 5.00: Commitment(2-5) 5.00: Planning(7-1) 5.00: Prioritising(7-2)

Direct Reports
Performance 4.50: Trustworthiness(2-1) 4.50: Planning(7-1) 4.50: Prioritising(7-2) 4.50: Coordinating With Others(7-3) 4.50: Managing Interruptions(7-4)

Internal Customer
Performance 4.50: Self-Confidence(1-4) 4.50: Responsibility(2-2) 4.50: Optimism(2-3) 4.50: Planning(7-1) 4.00: Trustworthiness(2-1)

Performance Report - Opportunities The Management Development Competency Assessment Integro Learning Company Pty Ltd David Smith 03-AUG-2004 OPPORTUNITIES
The following behaviours have been identified as your opportunities. The lists are in ascending order, ie they show the lowest rating behaviours at the top of the list.

Self
Performance 2.00: Receptivity To Feedback(5-3) 3.00: Mgnt-Leadership Balance(10-1) 3.00: Facilitates Change(9-3) 3.00: Encourages Innovation(9-2) 3.00: Commitment To Diversity(6-5)

Manager
Performance 2.00: Follow-Through(9-4) 2.00: Facilitates Change(9-3) 2.00: Behavioural Awareness(1-1) 3.00: Visionary(10-5) 3.00: Dev Leadership In Others(10-3)

Peers
Performance 1.00: Commitment To Diversity(6-5) 1.50: Awareness Of Diversity(6-1) 2.00: Receptivity To Feedback(5-3) 2.50: Counselling Skills(8-3) 2.50: Appreciation Of Others(4-1)

Direct Reports
Performance 1.50: Empathy(6-4) 1.50: Awareness Of Diversity(6-1) 1.50: Supportiveness(3-5) 2.00: Mgnt-Leadership Balance(10-1) 2.00: Mentoring Skills(8-5)

Internal Customer
Performance 1.00: Dev Leadership In Others(10-3) 1.00: Commitment To Diversity(6-5) 1.50: Willingness To Follow(10-4) 1.50: Inspires Others(10-2) 1.50: Encourages Innovation(9-2)

Development Notes for Management Development Competency AssessmentTM

Self-Awareness
1-1

Behavioural Awareness: Displays awareness of the impact their behaviour has on others.
Desired Behaviour: Makes comments about own behaviour e.g. I think I may be talking too much or I may have been abrupt with my response. Accepts and acknowledges feedback about their behaviour without being defensive or justifying. Is willing to apologise when they recognise their behaviour has been inappropriate. Asks for feedback when they think their behaviour is being perceived as inappropriate. Development Recommendations: Take time out each day to think about how people have responded to you in the interactions you ve had. Were they listening to what you said? Did they appear to be impatient with you? Did they go silent on you or back off? Identify what aspect of your behaviour might have been perceived positively or negatively by the response you got. Solicit feedback from others about the impact of your behaviour. How am I coming across lately? Can you give me some feedback?

1-2

Emotional Awareness: Behaves appropriately when experiencing potentially disruptive

emotions. Desired Behaviour: Is aware of situations, which tend to trigger emotional reactions. Has developed coping skills for managing emotion, rather than giving in to the emotion and behaving inappropriately. Is open to discussing their emotional reactions, and apologising for inappropriate behaviour. Development Recommendations: Establish behavioural standards for yourself what you believe to be appropriate and inappropriate reactions. Be willing to apologise if you behave inappropriately. Ask yourself what thinking or belief is behind your emotional reactions perhaps your thinking or beliefs need re-examining to see if they are rational. Take responsibility for your emotions & behaviours don t be a victim to them.

1-3

Realistic Self-Assessment: Acknowledges feedback about strengths and limitations.

Desired Behaviour: Demonstrates a realistic awareness of strengths and limitations. Is receptive to constructive feedback about how performance can be improved. Does not react defensively to negative feedback, but shows a genuine effort to understand the reasons for the feedback by asking questions. Accepts compliments with a thank you!

2 Development Recommendations: Practice saying thank you when someone pays you a compliment. Don t attempt to rationalise with It was nothing! Make a realistic assessment of your strengths and limitations. Get feedback from other team members about what you contribute to the team as well as where you can improve. When receiving feedback, restate what you believe the other person is saying in your own words to ensure you have comprehended what they are saying. When receiving feedback, ask yourself What is the opportunity here? What can I learn from this situation? 1-4

Self-Confidence: Displays confidence when expressing their thoughts and feelings.

Desired Behaviour: Demonstrate confidence in their beliefs and opinions by expressing them in an appropriate way. Is receptive to others thoughts and feelings as well as being comfortable expressing an alternative view. Does not have to wait for others to express their opinion before sharing their own thoughts and feelings. Is willing to speak up even when they believe their ideas may not be well received by others. Development Recommendations: Find someone you are comfortable sharing your ideas with initially who you know will give you a good hearing, until you have built up more confidence in your opinions. Challenge others thoughts and opinions with questions such as What led you to that conclusion? Don t get drawn into debates or arguments where you are not sure of your facts again ask questions to help you clarify whether you believe your own position to be correct. Try saying no sometimes in a clear and assertive manner the next time someone asks you to do something that you don t want to do.

1-5

Behavioural Adaptability: Uses different styles of behaviour with different people.

Desired Behaviour: Demonstrates the ability to adapt behaviour to deal appropriately with different people and situations. Observes others behaviour and pays attention to their pace (faster or slower), and adapts their own pace to create more comfort for the other person. Observes others reactions to them and adapts their approach when the response is not what they are looking for. Development Recommendations: Focus on the other person s behaviour to get an understanding of where they are coming from. Make a realistic assessment of your own behavioural style in which situations it is appropriate and in which situations it is not. Review the information about the needs of the different styles in the DiSC Behavioural Model and think about how you can relate to each style in a way that would better satisfy their needs. Focus on satisfying mutual needs rather than just what you want.

Personal Responsibility
2-1

Trustworthiness: Demonstrates high standards of honesty and integrity that are not negotiable.
Desired Behaviour: Has established a set of personal standards of honesty and integrity, which are not negotiable. Tells the truth, without diminishing others in the process. Demonstrates a commitment to the organisation and other team members that can be relied upon. Will address a lack of honesty and integrity in others in an appropriate way.

3 Development Recommendations: Establish your own personal standards of honesty and integrity that you are not prepared to compromise. Discuss your expectations with other team members and agree on standards for team behaviour. Be willing to speak up when you see others operating below the standards of honesty and integrity that the team has agreed to operate by. 2-2

Responsibility: Accepts responsibility for his or her own performance.

Desired Behaviour: Demonstrates a willingness to accept responsibility for their own performance whether it is good or bad. Does not focus on blaming when things go wrong they focus on identifying the problem and looking for the most effective solution. Sees problems and mistakes as an opportunity to learn how to improve performance. Development Recommendations: Recognise the situations in which you tend to avoid taking responsibility, and ask yourself how you could respond to it in a Self-Directed way. Stop blaming others or circumstances when things don t go right. Look for solutions instead. Ask yourself: What can I learn from this situation? or What are the opportunities that this situation creates?

2-3

Optimism: Has a positive outlook, and does not allow problems or setbacks to deter them from achieving their goals.
Desired Behaviour: Expresses a strong belief that things will work out well for them. Accepts setbacks graciously. Sees mistakes or failures as temporary setbacks rather than permanent obstacles to their success. Demonstrates a high degree of persistence and a determination to achieve their goals. Development Recommendations: Identify situations in which you have a tendency to give up, where some persistence and optimism may be all that is needed to succeed. Focus on making choices about what you do rather than feeling that you have to . Make your decisions knowing that you are responsible and that you can accept the consequences regardless of the result. Recognise that only when you have learned to accept responsibility for your decisions can you have any optimism about the outcome you are in control of your destiny.

2-4

Results Orientation: Works toward continually improving personal and team performance.
Desired Behaviour: Sets goals and develops plans for achieving them. Involves others in the goal setting and planning for team goals. Demonstrates a willingness to revise goals along the way if circumstances change or new opportunities arise. Is committed to continuous improvement. Development Recommendations: Establish or review your own personal goals and determine whether they are SMART goals: Specific; Measurable; Attainable; Reaching (or Stretching) and Time-framed. Create a discussion with your team about what you think the team is really capable of, and what the roadblocks are to achieving that? Set aside time at all regular team meetings to review progress and identify barriers to the team achieving what it is capable of.

Comments Report The Management Development Competency Assessment Integro Learning Company Pty Ltd David Smith 03-AUG-2004

Question 1 - Self-Awareness - Behavioural Awareness Displays awareness of the impact their behaviour has on others. Peers Is often oblivious to the impact he is having on those around him. Direct Reports Often moody, rude or disdainful of people yet totally surprised when his behaviour is pointed out to him. Internal Customer Sometimes David takes no notice of people's body language requests that it's time to shut up.

Question 2 - Self-Awareness - Emotional Awareness Behaves appropriately when experiencing potentially disruptive emotions. Peers Quite often blows his stack. When David is moody everyone else knows to keep out of his way.

Question 3 - Self-Awareness - Realistic Self-Assessment Acknowledges feedback about strengths and limitations Direct Reports Tends to shrug off feedback as unimportant Internal Customer Not open to negative feedback.

Question 4 - Self-Awareness - Self-Confidence Displays confidence when expressing their thoughts and feelings Manager Sometimes is hesitent when expressing ideas.

Smith - 2

Peers I don't think he is always as confident as he comes across.

Question 5 - Self-Awareness - Behavioural Adaptability Uses different styles of behaviour with different people. Manager Is more relaxed and confident with some people and guarded with others Peers Has really improved in this area lately. Internal Customer He always seems the same to me no matter who he is talking to. No good at slowing down for those more reserved than he.

Question 6 - Personal Responsibility - Trustworthiness Demonstrates high standards of honesty and integrity that are not negotiable. Peers Unquestionnable integrity.

Question 8 - Personal Responsibility - Optimism Has a positive outlook, and does not allow problems or setbacks to deter them from achieving their goals. Peers Is often quite negative Direct Reports Occasionally talks negatively - when he does you know things are not going as well as planned.

Question 9 - Personal Responsibility - Results Orientation Works toward continually improving personal and team performance. Peers More his own performance than others.

Smith - 3

Direct Reports I don't feel that David thinks his own performance needs improving. Internal Customer More concentration on individual accomplishments.

Question 10 - Personal Responsibility - Commitment Demonstrates commitment to the goals of the team and organisation. Peers David is very committed to the team.

Question 11 - Managing Change - Communicates Change Clearly communicates the facts of the situation and does not leave people uninformed as to what is happening. Peers Could do a little more of this. Internal Customer I am often left out of the loop in knowing what is going on.

Question 12 - Managing Change - Flexibility Deals with unpredictability and unplanned change in a positive and constructive manner. Internal Customer He often gets defensive when things change.

Question 13 - Managing Change - Versatility Readily adapts his or her behaviour to do things differently when the needs of the situation require it. Direct Reports Does not readily adapt behaviour to any situation. Internal Customer Again, I don't see much adaptability.

Smith - 4

Question 15 - Managing Change - Supportiveness Demonstrates understanding and empathy for others as they move through the change process. Peers Sometimes lacks empathy, but when it is really needed it is there. Does not seem to be in tune with what others are feeling. Direct Reports Shows no understanding of what other people may be experiencing - they should just get on with it! He is more likely to create stress than display empathy. Internal Customer Very impatient with others.

Question 18 - Interpersonal Skills - Conflict Resolution Resolves disputes effectively. Manager Avoids disputes that seem too hot to handle. Works effectively to resolve disputes when there's no perceived threat. Peers Doesn't always listen to both sides of the argument. Direct Reports Don't know of many disputes but feel it would depend on the person/s concerned.

Question 19 - Interpersonal Skills - Trust Building Ability Builds and maintains trust relationships with others. Direct Reports Again depends on the person/s concerned.

Question 23 - Communication Skills - Receptivity To Feedback Encourages others to give feedback to him or her. Peers David doesn't encourage feedback often, and is sometimes defensive when given feedback.