Developmental 360 – Identifies 22 leadership behaviors being used by individual leaders
Role Expectations – What behaviors will be required in a specific role
New Hire Assessments – Presents the results of an evaluation as part of a candidate selection process
Strategic Directions – Defines leadership requirements – use for Succession Planning
Leadership Culture – What leadership practices are currently used, accepted and rewarded
Individual Directions Inventory (IDI)– Measures the emotional satisfaction and energy of an individual
Examples of Assessments
Here is an example of an individual, 360 leadership assessment.
It provides information to executives, directors, managers/leaders concerning their perceptions of their management and leadership practices, perspectives and behavior. These perceptions are compared with those of significant stakeholders (boss, peers, direct reports) and the expectations of the organization. Feedback is provided on 22 leadership dimensions grouped into six functional areas.
The Leadership Assessment Process
- An initial meeting with the stakeholders.
- A discussion with the boss to ascertain candidates short term and long term goals, strengths and leadership developmental needs.
- Introductory meeting with the candidate to understand, from his/her perspective, their goals and developmental needs. We would then create a 360 observer list consisting of the boss, 3 – 5 peers and 4 – 7 reports.
- Candidate would complete the Leadership Effectiveness 360 Self Assessment.
- Observer group would complete the 360 Leadership Effectiveness Assessment for observers.
- Feedback session (approximately 2 hours) with Candidate. Preparation for this meeting requires an in-depth analysis of data from each assessment and includes integration results for presentation to candidate. (Preparation time 2-3 hours)
- Two follow-up sessions of approx 1.5 hours with candidate to define specific developmental areas from their perspective and to prepare candidate for the meeting with boss and HR.
- A two hour meeting with candidate, boss and HR for an executive summary of results and agreement on a specific development plan. Discuss potential coaching assignment which can be facilitated internally or with a Lifocus coach.|
The Value of Role Expectations Assessment
Developing Consensus for Success
The challenge: to insure that everyone who is interviewing candidates for a key executive position is using the same selection criteria.
It is typically easy to reach consensus on the functional knowledge, skills and experience required for key positions. But most final hiring decisions are made on soft criteria: interviewing, reference and background checking, fit with the team, organization, and leadership style.
The Role Expectations Assessment facilitates discussions on these criteria for an executive position and insures that all interviewers will be using the same soft criteria. The assessment uses the same 22 variables as the Leadership Effectiveness Analysis and can be used in conjunction with the LEA.
The Role Expectations Assessment can be used in:
- Developing an executive for a promotion
- Guarantee that the executive and his or her boss are defining the future role with the same characteristics.
- Ensuring the success of an executive new to the organization or to the role
- Develop a common vision among the executive, his or her boss, boss’s boss, and other parties including peers, to insure rapid integration and success in the new role.
- Establishing a common position description for a group of executives
- Ensure that there is common understanding with all executives about the job and ensure each is evaluated on the same criteria.
- Develop consensus among internal and external candidates on the requirements for the position to ensure everyone is interviewing for the same position and reducing recruiting costs.
- Succession Planning
- Define the requirements of the position and, when combined with the LEA, evaluate the strengths and development needs of the candidates.
This Candidate Assessment Report presents the results of an evaluation as part of a candidate selection process . It is based upon the completion of an assessment instrument measuring approach to leadership. This report is organized into sections:
Assets and Potential Challenges
Based on this individual’s assessment results, this section presents a narrative summary of this candidate’s assets as well as some of the potential challenges the candidate may encounter in fulfilling the responsibilities of the role.
This section presents several interview questions that can be used to further explore this candidate’s profile in more depth.
The candidate completes the Leadership Effectiveness Analysis (LEA) questionnaire which measures how a person approaches the leadership role in terms of 22 characteristics. The section provides this individual’s LEA results against the role requirements of the position. The individual’s scores on each of the 22 dimensions are shown. The role requirements for the position are shown by a shaded range.
Caution: The Candidate Assessment should be considered as only one component of the selection process. In reviewing the results of this assessment it is extremely important to consider all factors when evaluating the candidate including: Prior Work History, Job Interviews, Relevant Life Experiences, Education, References and other relevant job information.
Strategic Directions Assessment
The organization of today is facing an unparalleled series of challenges that have, and continue to create constant and often turbulent change. In order to succeed and fulfill its potential, an organization needs to align its resources more closely than ever before. The strategies that the organization drafts to build the business and overcome challenges, and the speed, efficiency and effectiveness with which it can execute these strategies make up the foundation of the organization’s performance, growth and success.
It is not surprising that organizations know that leadership factors are crucial to their success, because ultimately it is the people within the organization who must translate strategy and goals into action. Organizations differ greatly in terms of what they require to succeed in the future and the culture and climate they choose to create as part of their evolution. Thus, individuals within your organization need to clearly understand what the organization’s goals are for both what it wants to achieve and how it wants to accomplish that achievement to be able to contribute most constructively to the success of the organization. Ideally your employees will become the champion of both the goals and the culture and will influence others to move enthusiastically toward realizing the organization’s vision. This is the essence of leadership. This is the role your organization is asking its leaders, managers and individual contributors, at all levels to play.
The Leadership Effectiveness Analysis (LEA) Strategic Directions is a process designed to help create the link between business objectives and leadership practices. The objectives of the LEA Strategic Directions process are to: Identify the critical leadership practices that will be necessary to support and achieve the organization’s strategic goals and objectives;
- Establish a common language and clear expectations for leadership;
- Provide a framework your organization can use to communicate this information throughout the organization, facilitating the development of a shared, constructive leadership culture;
- Clarify developmental priorities for the organization’s leaders and establish criteria for training and development initiatives;
- Identify action steps for the senior management team needed to support the development of the desired leadership culture
The ultimate objective of the LEA Strategic Directions process is to help you and your team to determine which leadership practices will be most important to achieving your organization’s business goals and objectives and build your organization’s leadership strength by both creating alignment and allowing for diversity of approach where needed.
LEA Leadership Culture Assessment
An organization needs an objective assessment of its current strengths and weaknesses as the foundation for development, just as an individual does. The Leadership Culture process can provide such an assessment. By focusing on the way results are actually accomplished, the Leadership Culture methodology can help management determine whether the prevailing leadership practices within the organization are enhancing or detracting from the achievement of corporate goals.
The LEA Leadership Culture™ questionnaire is designed to measure the existing leadership culture in an organization and/or one of its components. Questionnaires are completed by a representative sample of the group being surveyed, and the results are used to assess the prevailing leadership practices of the group at the present time. The LEA Leadership Culture™ Questionnaire asks respondents to describe how people are currently operating in order to fulfill the leadership aspects of their roles.
Examples of some question stems from the LEA Leadership Culture™ Questionnaire include: “To be successful in this organization, a leader needs to…” “This organization values leaders who are…” “This organization’s leaders accomplish results by…”
The LEA Leadership Culture™ process can be used:
• In conjunction with the Strategic Directions process to determine the gap between the desired and current leadership cultures;
• In mergers and acquisitions to determine similarities and differences on the two leadership cultures;
• In large organizations to assess the variety of leadership cultures that exist throughout the organization;
• In assessing an organization’s current leadership culture to prepare for a major organizational change initiative.
When using the LEA Leadership Culture™ assessment, it is critical to identify a representative sample of individuals from the organization, being careful not to limit the sample to leaders and managers.
Individual Dimensions Inventory (IDI) Assessment
The Individual Directions Inventory™ (IDI) assessment measures 17 key motivational dimensions reflecting the areas of emotional satisfaction and energy for an individual. Focusing on the whole person, the IDI highlights the connection between motivation and behavior, offering a deeper understanding of what drives an individual. Used in tandem with our Leadership Effectiveness Assessment™ (LEA), these tools illuminate how the motivational energy of an individual relates to the leadership behaviors necessary to achieve desired outcomes. Additionally, the IDI pairs well as a valuable compliment to any number of other assessments and development tools.
POSITIVE IMPACTS FOR THE INDIVIDUAL:
• Reveals subtle drivers that the individual is often unaware of
• Re-ignites fading energy • Illuminates opportunities for new direction
• Assists in adjustments to organizational change • Identifies characteristics of an individual’s ideal environment
• Helps build a roadmap for most efficient use of motivational energy
• Inspires the use of motivation to support business objectives
• Helps strengthen team dynamics
AN INVALUABLE TOOL FOR THE COACH:
• Helps illuminate things that wouldn’t be seen otherwise or would take a long time to see
• Allows you to take the conversation to a deeper level
• Reveals hidden motivational dynamics that drive behavior patterns
• Assists in getting pragmatic solutions in place faster
• Helps facilitate trust in a team environment
• Provides instrument continuity from selection through development
- Customized to fit the needs of the client. If you would like more information on our services or would like to set up an informational meeting, please call S. Thomas Wharton, Managing Partner at 401.884.7959, Ext 301, or email firstname.lastname@example.org