Leadership Development

Leadership Effectiveness 360

The Leadership Effectiveness 360 Assessment is based on eight leadership abilities that are demonstrated by outstanding leaders. The Leadership 360 survey is a powerful and significant tool that will help you improve your leadership effectiveness. It measures your current attitudes and abilities in eight major leadership abilities.

  • Communication Skills – The art of using words effectively to impart information or ideas in ways that resolve conflicts. Conducts constructive meetings. Expresses facts and ideas in an understandable and convincing manner. Listens well and considers other’s opinions before coming to conclusions. Does not interrupt others. Master of self-awareness and self-management in coping with stressful situations. Mastery of self-awareness and self-management in coping with stressful situations.

  • Decision Making – The process by which one makes a conscious selection of a course of action from among available alternatives that is based on the best information available. Such a selection or decision is done in a timely manner appropriate to the challenge at hand. Important characteristics of good decision-making include influencing others of a wise course of action, carrying through on the course of action identified, and sound logic.

  • Promotes Innovation and Change – To create a work environment that encourages creative thinking and justifiable risk-taking. Being open to change and new information. Adapting behavior and work methods in response to new information, tolerating ambiguity, changing conditions, or unexpected obstacles. Identifying opportunities to develop new products and services.

  • Working Relationships – Creates an environment that encourages input and feedback by attentive listening. Positive responses and openness to alternative concepts by valuing diversity of ideas and cultural differences. Fostering an environment in which people can work together cooperatively and effectively in achieving organizational goals. Establishing and maintaining good working relationships with direct reports, peers, supervisor, and outsiders, as well as internal organizational units.

  • Leadership Skills – Creates a vision or goal for one’s work unit and communicates it in a way that motivates others to implement it. Empowering people by sharing power, authority, and delegating responsibility. Actively builds staff’s trust and commitment by mentoring, fostering good working relationships, and acting selflessly and with integrity.

  • Coaching Skills – Seeks out the very best of “what is” in terms of another’s values, beliefs, and behaviors to help ignite “what might be.” Helps people clarify their career goals and actively develop skills needed to achieve those goals. Continually challenges people to improve performance, while providing frequent and helpful development discussions and feedback.

  • Utilizes The Strengths of Others and Self – As discussed on page 2, leaders focus most of their time developing and using their strengths, and a smaller portion of time trying to overcome their shortfalls. Of course, you still have to work on strengthening your shortfalls, particularly those that have a significant impact on your productivity.

  • Team Development – Has the ability to influence a group of diverse individuals, each with their own goals, needs, and perspectives, to work together effectively for the good of the team. Insures that team members understand their roles and responsibilities, while encouraging mutual accountability for successes and failures. Works cooperatively with other parts of the organization by building trust, creating synergy, and recognizing successes.

If you are a leader or executive, you will benefit from reassessing the leadership qualities that brought you to your current position. As a supervisor or mid-level leader, you’ll identify your current strengths and the areas where you need to improve. As a new and developing leader, you’ll have a clear set of guideposts on which to base your growth. The Leadership360 can be both a catalyst and a road map for change, awareness, and development of your personal leadership qualities.

CLICK HERE for a sample report

Change Management Effectiveness

The only constant in today’s business environment is… change. How you handle change will determine if you become a victim or the victor! When you hone your “change agent” skills you are seen as a visionary leader that others are compelled to follow. You become an adaptive, charismatic professional that people want to follow. You can rise to the top of any chosen profession; earning the respect of clients and colleagues alike.

The nature of change has many forms. Sometimes change is highly personal and can be related to a significant shift in circumstances and perspective about people or your environment. At other times, change is initiated by an organization. Change may be small-scale affecting only individuals or pieces of the organization or it can roll in like a tsunami impacting an entire organization.

The key is to be ready and proactive as possible. This assessment will help you through the process of managing change in any form.

The Change Management Effectiveness Profile will help you master seven skills:

  1. Proactive Thinking

  2. Organization for Change

  3. Involving Others

  4. Visualizing the Future

  5. Communicating Clearly

  6. Breaking from the Past

  7. Consolidating New Learning

Workplace Motivators

Motivation is objectively the most important element in driving performance. Our motivator assessment will help you understand an individuals underlying drivers and how to maximize performance by achieving better alignment as a manager or leaders. The Motivators Assessment combines the research of Dr. Eduard Spranger and Gordon Allport into what drives and motivates an individual. The seven values show an individuals motivators that drive them to utilize their talents in the unique way they do.

The Assessment measures seven dimensions of motivation:

  • Aesthetic – a drive for balance, harmony and form.

  • Economic – a drive for economic or practical returns.

  • Individualistic – a drive to stand out as independent and unique.

  • Political – a drive to be in control or have influence.

  • Altruistic – a drive for humanitarian efforts; help others altruistically.

  • Regulatory – a drive to establish order, routine and structure.

  • Theoretical – a drive for knowledge, learning and understanding.

Management Effectiveness

Effective managers continually hone their skills in many diverse areas. It stands to reason that an effective manager or supervisor must be skilled in a number of critical competencies if the manager is to help the organization achieve its goals. The Management Effectiveness Profile can help a manager identify personal strengths and weaknesses within 12 specific competency areas.

A manager’s effectiveness is tied to the following competencies:

  • Managing Your Job - Managing and Prioritizing Time, Setting Goals and Standards, Planning and Scheduling Work

  • Relating to Others - Listening and Organizing, Giving Clear Information, Getting Unbiased Information

  • Developing the Team - Training, Coaching, and Delegating, Appraising People and Performance, Counseling and Disciplining

  • Thinking Clearly - Identifying and Solving Problems, Making Decisions and Weighing Risk, Thinking Clearly and Analytically

EQ Emotional Intelligence

The newest research indicates that an individuals emotional intelligence is a better predictor of success than an individual IQ, in predicting performance. It is a better predictor than employee skill, knowledge or expertise. High EQ creates the ability to relate positively and constructively in both personal and professional settings. Emotional Intelligence may be defined as the awareness of feelings; ability to define them; recognition of their causes; and the controlling of these emotions to elicit optimal effectiveness. The major core skills are perception, understanding, definition, application, and management. These skills are vital to both intrapersonal and interpersonal engagement. Individual, team and organizational performance all improve with development and enhancement of these critical abilities.

“In the fields I have studied, emotional intelligence is much more powerful than IQ in  determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional Intelligence can.” —– Warren Bennis

Emotional intelligence can be learned and improved. Effective training and coaching create enhanced performance at all levels. By implementing a coherent growth plan throughout an organization, significant improvements can be made. This growth is measurable and sustainable. The EQ system produces the organizational climate and culture of peak performance and long term success.

Communications Effectiveness

Most of us take the art of Communication for granted. And why shouldn’t we? After all, we take part in dozens of conversations each and every day. It ought to be something we’re relatively good at! The truth is that most of us are not as good at two-way communication as we think we are.

Great leaders and effective managers have mastered the ability to listen effectively as well as communicate clearly.

Our success or failure to communicate effectively shapes and perhaps determines whether or not we achieve our personal and professional goals. It affects our self-esteem and our sense of well-being and the contributions we make to our families, our jobs, and our communities. Good or bad communication can even affect our health.

Effective communication is based on several fundamental principles… all common sense, really. If we understand these basic skills and then practice and refine them so that we are able to put them to use regardless of the situations we find ourselves in, we will become quite adept at the art of communication.

Research has shown that there are seven factors that contribute to good (or bad) communication.

This online assessment measures all seven:

  • Empathizing

  • Receiving the Message

  • Clarifying

  • Understanding

  • “Reading” Non-Verbal Clues

  • Giving and Receiving Feedback

  • Transmitting Your Message

Diversity and Cultural Awareness

An organization’s success rests heavily on how well it harnesses the array of skills and experiences of its employees while they remain a part of its workforce. How good is it at fostering teamwork? Does it bring together people of diverse backgrounds and styles in order to enhance creativity, solve problems more effectively, and discover new approaches to old issues?

The organization must do all these things if it wants to achieve its goals and hold on to its best and brightest workers.

The Diversity and Cultural Awareness Profile looks at the individual’s awareness of differences among people in the organization and assesses their level of commitment to such diversity. This is done by examining the individual’s views and understanding about diversity, as well as their perspective regarding the organization’s awareness and commitment to a culturally diverse workplace.

Because Diversity and Cultural Awareness is such a broad subject, this assessment breaks it down into six competency areas. Individuals completing this questionnaire will be assessed in each of the six competency areas:

  • Awareness and Climate

  • Levels of Inclusion

  • Levels of Tolerance and Understanding

  • Degree of Empathy

  • Degree of Adaptation and Change

  • Persistence and Commitment

Many researchers and industry experts believe that the organizations that excel at these things have six characteristics in common-six sets of actions or attitudes that form the foundation of a successful team of people who take pride in together achieving greater levels of success.