Confidential Report - Bluepoint Leadership Development

Transcription

Confidential Report
The Leader as Coach Inventory
Coaching is one of the most critical elements for today's leaders. Helping others significantly increase their performance and
accelerate their careers is universally considered an essential competency for leaders at all organizational levels. Bluepoint
research has shown that the leaders who excel at coaching distinguish themselves by having great expectations for all
others with whom they work and consistently demonstrate three dimensions in their interactions with others. They:
1.
Earn the right to coach others by being clear on their personal values and acting in ways that are consistent with
these values, exhibiting a unique blend of confidence and humility gained from a high level of awareness of their
personal strengths, and managing their interpersonal needs to ensure that all coaching is done in the service of
the person being coached. (Earning the Right to Coach)
2.
Establish unique relationships in which others are appreciated for
their very best attributes, confronted with their current situation
and possibilities, and held accountable to perform at their very
best. (Perfect Partnerships)
3.
Engage in conversations that focus on exploring aspirations,
values and the current situation, generating new possibilities and
opportunities, and forging new action plans and accountabilities.
(Dangerous Conversations)
The Great Expectations Coaching Model
The good news is that becoming a good coach is within the grasp of all leaders. It is an attitude, a perspective and a set of
learnable skills that all can master, and the Leader as Coach Inventory (LCI) has been created to help you do just this. The
LCI is a confidential, anonymous assessment that will tell you how others perceive you as a coach. This report details how
frequently others see you engaging in practices that are directly related to coaching effectiveness. It also presents their
commentary on how you have functioned in a coach-like manner and how you might better use your natural talents to
become a better coach.
Your Observers
The observers that you selected to provide feedback are categorized as follows:
• Manager (MG)
• Direct Report (DR)
• Co-worker (CW)
• Other (OT)
Scoring Scale
• 1 = Almost Never
• 4 = Often
• 2 = Seldom
• 5 = Almost Always
• 3 = Sometimes
Copyright © Bluepoint Leadership International. All rights reserved.
2
Part A: LCI Report Summary
The following charts present summaries of your LCI scores. The first chart compares your scores (Self) with those of the
average of all observers (AVG). The second chart shows the total scores received from each observer. Scores can range
from 10 to 50.
Self vs Observer Scores
Earning the Right SELF
AVG
to Coach
48
A Perfect
Partnership
SELF
AVG
50
Dangerous
Conversations
SELF
AVG
48
47
46
46
Scores from Individual Observers
CW CW CW CW CW MG
OT
Earning the Right
To Coach
40
48
50
45
49
50
50
A Perfect
Partnership
40
42
50
46
50
50
50
Dangerous
Conversations
40
46
50
42
48
50
50
3
Part B: Ranking of Observed Leadership Behaviors
This chart presents a ranking of all leadership behaviors according to the frequency these are observed (most frequent to
least frequent).
Ranking Leadership Behavior
1.
Encourages action when appropriate.
2.
Relates well to others.
3.
Helps others excel.
4.
Acts consistently with his or her stated values.
5.
Is honest and straightforward.
6.
Acts with humility.
7.
Challenges others to take personal responsibility for their performance.
8.
Expects high levels of performance from others.
9.
Treats others with dignity and respect.
10.
Expects others to invest in their future.
11.
Promotes breakthrough thinking.
12.
Engages in thoughtful conversations.
13.
Promotes partnerships.
14.
Seeks feedback.
15.
Makes time to have important conversations.
16.
Questions the status quo.
17.
Demonstrates courage in confronting the truth.
18.
Expresses confidence in others.
19.
Facilitates action planning.
20.
Encourages innovative solutions.
21.
Helps others gain new perspectives.
22.
Seeks the underlying causes of problems.
23.
Asks the difficult questions.
24.
Sacrifices his or her interests for the success of others.
25.
Demonstrates that he or she cares deeply for others.
26.
Holds others accountable.
27.
Encourages others to find their own unique solutions.
28.
Expects others to continually improve their performance.
29.
Reminds others of their unique strengths and talents.
30.
Accepts responsibility for his or her mistakes.
#
27
16
19
7
1
10
20
2
28
21
18
6
29
4
30
17
11
5
24
15
12
9
3
22
25
26
23
14
8
13
Dimension
SELF AVG diff
Conversations
5
4.86 0.14
ETR to Coach
5
4.86 0.14
ETR to Coach
5
4.86 0.14
ETR to Coach
5
4.86 0.14
ETR to Coach
5
4.86 0.14
ETR to Coach
5
4.86 0.14
Partnership
5
4.86 0.14
Partnership
5
4.86 0.14
ETR to Coach
5
4.86 0.14
Conversations
5
4.71 0.29
Conversations
5
4.71 0.29
Conversations
5
4.71 0.29
Partnership
5
4.71 0.29
ETR to Coach
5
4.71 0.29
Conversations
5
4.71 0.29
Partnership
5
4.71 0.29
Partnership
5
4.71 0.29
Partnership
5
4.71 0.29
Conversations
5
4.57 0.43
Conversations
5
4.57 0.43
Conversations
5
4.57 0.43
Conversations
5
4.57 0.43
Conversations
3
4.57 -1.57
ETR to Coach
5
4.57 0.43
ETR to Coach
3
4.57 -1.57
Partnership
5
4.57 0.43
Partnership
5
4.57 0.43
Partnership
5
4.57 0.43
Partnership
5
4.57 0.43
ETR to Coach
5
4.43 0.57
4
Part C: LCI Dimension - Earning the Right to Coach
This page presents your summary and detailed scores for the Earning the Right to Coach dimension of the LCI.
Summary Scores - Earning the Right to Coach
SELF
AVG
48
MG
DR
CW
OT
50
47
0
46
50
10
Almost Never
20
30
40
Seldom
Sometimes
Often
50
Almost Always
Detailed Scores - Earning the Right to Coach
Leadership Behavior
SELF AVG
CW CW CW CW CW MG OT
1. Is honest and straightforward.
5
4.9
4
5
5
5
5
5
5
4. Seeks feedback.
5
4.7
4
5
5
4
5
5
5
5
4.9
4
5
5
5
5
5
5
5
4.9
4
5
5
5
5
5
5
Accepts responsibility for his or her
5
mistakes.
4.4
4
4
5
4
4
5
5
7.
Acts consistently with his or her
stated values.
10. Acts with humility.
13.
16. Relates well to others.
5
4.9
4
5
5
5
5
5
5
19. Helps others excel.
5
4.9
4
5
5
5
5
5
5
22.
Sacrifices his or her interests for the
5
success of others.
4.6
4
5
5
3
5
5
5
25.
Demonstrates that he or she cares
deeply for others.
3
4.6
4
4
5
4
5
5
5
28.
Treats others with dignity and
respect.
5
4.9
4
5
5
5
5
5
5
5
Part C: LCI Dimension - A Perfect Partnership
This page presents your summary and detailed scores for A Perfect Partnership dimension of the LCI.
Summary Scores - A Perfect Partnership
SELF
AVG
50
MG
DR
CW
OT
50
46
0
45
50
10
Almost Never
20
30
40
Seldom
Sometimes
Often
50
Almost Always
Detailed Scores - A Perfect Partnership
Leadership Behavior
SELF AVG
Expects high levels of performance
5
from others.
4.9
4
5
5
5
5
5
5
5
4.7
4
4
5
5
5
5
5
Reminds others of their unique
strengths and talents.
5
4.6
4
4
5
4
5
5
5
11.
Demonstrates courage in
confronting the truth.
5
4.7
4
4
5
5
5
5
5
14.
Expects others to continually
improve their performance.
5
4.6
4
4
5
4
5
5
5
5
4.7
4
4
5
5
5
5
5
20.
Challenges others to take personal
5
responsibility for their performance.
4.9
4
5
5
5
5
5
5
23.
Encourages others to find their own
5
unique solutions.
4.6
4
4
5
4
5
5
5
2.
5. Expresses confidence in others.
8.
17. Questions the status quo.
26. Holds others accountable.
5
4.6
4
4
5
4
5
5
5
29. Promotes partnerships.
5
4.7
4
4
5
5
5
5
5
6
Part C: LCI Dimension - Dangerous Conversations
This page presents your summary and detailed scores for the Dangerous Conversations dimension of the LCI.
Summary Scores - Dangerous Conversations
SELF
AVG
48
MG
DR
CW
OT
50
46
0
45
50
10
Almost Never
20
30
40
Seldom
Sometimes
Often
50
Almost Always
Detailed Scores - Dangerous Conversations
Leadership Behavior
3. Asks the difficult questions.
SELF AVG
3
4.6
4
4
5
4
5
5
5
6.
Engages in thoughtful
conversations.
5
4.7
4
4
5
5
5
5
5
9.
Seeks the underlying causes of
problems.
5
4.6
4
4
5
4
5
5
5
12. Helps others gain new perspectives. 5
4.6
4
5
5
4
4
5
5
15. Encourages innovative solutions.
5
4.6
4
5
5
4
4
5
5
18. Promotes breakthrough thinking.
5
4.7
4
5
5
4
5
5
5
5
4.7
4
5
5
4
5
5
5
5
4.6
4
4
5
4
5
5
5
21.
Expects others to invest in their
future.
24. Facilitates action planning.
27.
Encourages action when
appropriate.
5
4.9
4
5
5
5
5
5
5
30.
Makes time to have important
conversations.
5
4.7
4
5
5
4
5
5
5
7
Part D: Comments from Observers
1.
Consider the relationships this person has formed. Describe how he or she has formed
relationships that are coach-like in nature, that is, relationships that facilitate the
learning and development of others.
She has formed open relationships, whereby I feel I can ask questions and challenge tasks. She has done this by forming
a personal relationship, not just focused on work-related topics.
Strong relationship builder with an easy, but professional, style that encourages learning and development.
She is very driven and motivated, she could utilize this passion and energy to get people to take action and get results. She has
high expectations of people and will drive them hard to perform.
She is able to see strengths in others they may not see in themselves. She encourages her team to grow as individuals and to
respect the ideals of others.
She is able to identify opportunities that challenge. She does not micromanage but will provide assistance when asked. She
stresses the importance of continued learning.
She gives constructive feedback which helps me to reflect on how I carry out tasks.
8
2.
Consider how this person typically engages in conversations with you and others.
Describe how these conversations have had a positive impact on your learning and
development and that of others.
She speaks very persuasive, make everybody recognized well. He is very good at simplifying complex problems, It can
make people stick out a mile.
She has open conversations with her team on all matters and is prepared to give guidance to each team member. She works
with her team to help them come to decisions about what they need to do in particular situations.
I think being focused and making decisive decisions for the long-term betterment of the team is critical for being effective. I feel
that her focus is sometimes lacking, and we tend to be driven by whichever of our stakeholders is shouting the loudest, rather
than sticking to what we know will work.
She is full of positive energy,which make me learn how to live and work better.
She forms long-term relationships. People always remember her as happy, energetic and honest.
She is a good listener. Every conversation I have with her is an exchange and not a one-way discussion. This allows her to
help lead people to new insights and make decisions in a collaborative way.
She is very approachable and always willing to try to find an answer, even if it's not easy to do. I think this has made a positive
impact on my learning & development as I feel comfortable going to her with doubts and questions, knowing that she will be
open to listen.
9
3. Consider this person's natural interpersonal and leadership talents. How can he or she
best utilize these talents in the future to maximize his or her effectiveness as a coach?
She is open to new ideas and brings new ideas to the table. Works well in a changing environment. If there is a
question, she is not afraid to ask.
She challenges me intellectually and has encouraged me to stay focused and do everything to the best of my ability. She has
created such a great environment at the office and she has a great open door policy. She is very approachable and this, in
turn, has encouraged me to do the same.
-She is a straightforward person. She is a very good listener and only talks when she has something to say. She can build trust
with people easily.
She is approachable and is candid in providing feedback. These are good traits as she is able to provide constructive feedback
naturally when coaching others.
Outgoing personality, friendly, easily engages others - thereby making a person comfortable and at ease while coaching them.
She is able to show to their employees how important they are and what has to be done. She goes directly to the point, which
makes the situation clearer and it helps to find the solution for a problem.
She is very structured and process minded. She produces solutions promptly and is always open to dialogue that could result
in better ways of preventing recurrence of unwanted disruptions.
10
Part E: Comparison with Other Leaders
On this chart, your scores are compared with the scores of all other leaders who have taken the LCI. This is presented as a
percentile ranking. For example, if you score at the 60th percentile, this means that 40% of others would have scored higher
than you and 60% would have scored lower.
100
Earning the Right
to Coach
A Perfect
Partnership
Dangerous
Conversations
90
80
70
60
50
40
30
20
10
0
Self
Average
Manager
Direct Report
Co-worker
Other
11
Part F: My Learning
Your LCI Report can be a potent resource in helping to accelerate your personal development when used in conjunction with
thoughtful reflection. It likely highlighted some of your strengths as well as your development needs. You may have been
aware of some of these, however, there may also have been some surprises. As you reflect on your report, you are
encouraged to consider:
1. Gaps in perception: between a) you and others, b) observer categories, and c) individuals within observer
categories. Note that some of these gaps will be due to your behavior and some will be due to the differing
expectations others have of you.
2. Themes, patterns and inconsistencies.
3. Specific areas of strength and development opportunities noted in the observer comments.
12
Use the following chart to summarize your learning from the LCI Report.
13
Part G: Next Steps
To ensure that your good intentions are translated into enduring changes in behavior, it is important that you plan and
commit to some specific actions.
1. Strengths
a. What are your most important strengths, talents and abilities?
b. What feedback in the LCI Report supports your assessment?
c. In what ways can you develop these strengths further?
14
Part G: Next Steps
2. Development Opportunities
a. What are your most significant development opportunities?
b. If you do not change, what is the potential impact on your performance and/or career?
c. What actions will you take immediately?
15
Part G: Next Steps
3. Connecting with Others
The feedback that you received in your LCI Report is based on how others perceive you and your behavior. You
can often accelerate your development by discussing your report with them and exploring the feedback you
received in more depth. Make note below of the issues that you plan to discuss:
a. with your manager:
b. with your direct reports:
c. with your colleagues:
d. with others:
16

Confidential Report - Bluepoint Leadership Development

Transcription

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