Should internal employees (from Human Resources or Training and Development) deliver developmental feedback based on the assessment results? As we wrapped up our conversation, we agreed on one thing: no matter the tool or the process, great care should be taken with the use of leadership assessments. What have you experienced with leadership assessment tools—either as a feedback coach, or as the feedback recipient?
In my experience I’ve also found that some higher level executives will focus on a number from an assessment as if that, alone, holds the answer as to who should be hired or promoted. Thought whilst on this Blog, which I enjoy and have tagged under favorites I would make short comment re my my experience with assessments. Situational Leadership® II (SLII) is recognized as both a business language and a framework for employee development that transcends cultural, linguistic, and geographical boundaries. Bringing together highly engaging classroom activities with pre- and post-tools helps reinforce, measure, and cement learning. Emotionally compelling videos, leveraging Hollywood talent, draw learners into character challenges, helping link content to practice and showing them the painful ramifications of not using SLII.
Learners are taken to the edge of their comfort zone and participate in challenging activities that require them to demonstrate their familiarity with SLII content and teach them how to integrate material into their own personal leadership style.
A self-study, momentum building video called The Power of SLII drives excitement and anticipation on the front end of learning and managers can use it as a refresher with team members so that everyone can learn the language of SLII.
Access to videos, game cards, conversation starters, and streamlined participant materials include a new 12-module SLII Challenge, SLII Fitness Test, Goals Worksheet, SLII Worksheet, and One on One Worksheet.
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ProSpective Assessment Anand Kumar Rajanas Assessment ResultsDemonstrating Personal Flexibility: Blind Spots (Contd) • Keep learning – Getting better and better at something you’re already good at does not grow you as fast as pushing past your comfort zone and entering unfamiliar terrain. ProSpective Assessment Anand Kumar Rajanas Assessment ResultsFocusing on the Bottom Line: Blind Spots (Contd) keeping a team effort on track and closely coordinated. ProSpective Assessment Anand Kumar Rajanas Assessment ResultsSelf-Centered: Problem Areas (Contd) “good listener, facilitator, collaborator, and encourager” to your repertoire. ProSpective Assessment Anand Kumar Rajanas Assessment ResultsToo Narrow: Problem Areas (Contd) solution might be hiding just out of sight. There’s skepticism about the feedback process— people in our company feel this type of activity is best left to corporate psychologists. If a company is going to expect its internal staff to deliver this type of developmental feedback, then it should also invest the proper time training its employees in the proper coaching delivery methods. In addition to determining which internal employees might be suited to act as coaches, the company should also overlay its corporate culture onto the process. If a vendor can’t explain the means by which the assessment is constructed, and how reliable and valid it is, then the client should look elsewhere. Miller is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 United States License.
Its foundation lies in teaching leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the needs of the person. Short, fast-paced learning scenarios using real work problems capture learners' attention. The SLII Diagnosis App for smart phones and mobile tablets enables diagnosis and coaching in real-time and can be shared with team members.
And you are in tune with your audience.You adjust your message and delivery appropriately for the audience. Seek out classes, opportunities to cross-team, or even lateral moves that will allow you to exercise new muscles and break up your routine. However, we want to arm you with as much information as possibleabout the roots of success as well as known causes of derailment. Additionally, reputable publishers of assessments offer certifications; companies should also ensure that employees have this training as well. Some companies are into the do-it-yourself model of professional development, others prefer to seek assistance from outside experts. I have seen cases where a very well-respected senior-level manager has been trusted to give feedback to executives and it’s worked well.
A self assessment can give you insight on potential areas for self improvement, however, askingothers for their input by doing a network assessment will give you far greater insight on your blind spots.
A self assessment can give you insight on potential areas for self improvement,however, asking others for their input by doing a network assessment will give you far greater insight on yourhidden strengths. Through studying the career trajectories ofthousands of individual contributors, managers, and executives, we’ve identified the five most common barriersto career success. Feedback during post evaluation sessions of many programs participants also reported that they were seldom able to differentiate which elements of actual learning program was actually intended to help them with feedback re a or b? If you suspect one or more of these areas is a problem for you, the section below will provideinitial steps toward improvement.Self-CenteredWho can argue with ambitiousness and self-esteem? When someone on the team is overdriving or dominating the effort, the fabric of the team begins to fray. Challenge yourself to read journals from outside your area of expertise and watch for interconnections across systems (culture, demographics, economics, etc.). You take time to check in and see how they are doing.You are not afraid to show kindness and compassion. You effectively inform, persuade, coach, and inspire.Understanding the BusinessYou have earned a seat at the table. Your grace in the face of such challenges and your ability to get back on the horse will communicate your resilience. Despite all of the tasks and challenges vying for your attention, you sortthrough competing priorities and stay focused.
This will lead to unexpected insights in your own field and help you anticipate what’s coming around the corner.Doesnt Deliver ResultsOne of the most fundamental insights we’ve gleaned from years of researching career successand failure is that no one is immune to the age-old pressure of getting stuff done.
You recognize that you can be both astrong, respected leader and a caring, compassionate person. You have regular interaction with senior executives, andthey see you as a credible partner.
But most bosses knowthat a happy employee is an employee who spends time with friends, writes an occasionallimerick, and reads stories to his or her kids.

You have your favorite tricks for doingthis—setting aside blocks of time, finding ways to minimize interruptions, making decisionsquickly. The mostsuccessful individual contributors all the way up to the most successful CEOs share oneimportant trait in common: they deliver quality results on time. Identifying problems is an important part of any job, but looking deep into the heart of a problem and coming up with a recommended course of action is what separates the truly nimble from the rest of us.Focusing on the Bottom LineRegardless of your level, and no matter how strategic your role, the mandate to deliver results,hit deadlines, and work within a budget never ceases.
But in the absence of real self-awareness,your efforts at self-promotion could be backfiring on you. Youbalance caring and confidence as complementary leadership qualities.Managing UpYou relate well with higher management. With your high levelof acumen, you are able to analyze and speak intelligently about customers, competitors, andbusiness strategy. In the long run, forgoing these things will likely decrease, not increase, your overall productivity. Part of being an effective leader islearning how to maintain efficiency in the face of complexity, ambiguity, and change. Your concentrated focus producesmeaningful accomplishments.Getting OrganizedYou are steady and calm in situations that others find overwhelming.
Bringing self-awareness into the mixmeans paying close attention to your strengths and your weaknesses, opening yourself up tolessons and insights from others, and sharing wins with everyone who contributed along theway. Now forthe hard part: in this new role, you’re expected to do things that make little or no use of yourspecialized skills—managing people and projects, collaborating with other departments,hustling for resources, making strategic decisions, and solving operational problems. When you are faced withever-increasing demands, when you are under pressure to keep up the pace, you approachyour work with focused attention and careful planning. A little humility can help you tone down the potential negative effects of healthy self-confidence. Take a cue from the world’s most productive, successful people and give yourself room to be pretty darn good most of the time. Letting go of your need to impress others will have the paradoxical effect ofincreasing your overall likability. Challenge yourself to break away from your comfort zone and focus on broadening yourskill set. With increased awareness of personal leadership style, you will learn how to adjust your approach to become even more effective leaders. You are proactive in positioning yourself—your career aspirations andinterests—to leaders who will influence your career trajectory.
This means you’ll get almost everything done by the end of the day and still have time for a quick round of Ping-Pong®.
Plus, when others know what you’re up to, they may offer ideas or flag barriers that could help you be more effective.
You havethe ability to call upon the appropriate resources at a moment’s notice in order to advance theproject or deliverable.
Holding on to a self-centered approach with others can taxyour relationships and ultimately slow or stall your career progress. Finding ways to continuously learn about things outside your field will give you freshinsights and augment your contribution at work.
You do not hesitate to takeadvantage of opportunities that showcase your skills to higher management. Holding on too tightly to what you know canmake you seem narrow and rigid and will likely slow or stall your career progress. This requiresconfidence, but gaining support of your boss and senior leaders makes the risk worth it to you.Relating SkillsMost people would say that you are a likable person. Don’t be afraid to pull the trigger, exit a situation of diminishing returns, or make a best-guess decision when information is limited or ambiguous.
Serving as backup for one another can take the pressure off when you really need a break.Demonstrating Personal FlexibilityClearly, our world is in constant flux. Think back on all the doors that were opened, thoughts shared, and even extra grunt work done that helped push that ball toward the goal. What this communicates is your ability to function effectively in an entirely novel context.
This part of France consisted of plots of land that farmers separated with hedgerows rather than fences. If moving out of the country isn’t on your list of things to do, reaching across departments or cross-teaming with experts from other functional areas can also stretch and grow you in ways that will pay off across the board.
The hedgerows were made of two to three feet of packed soil at their base and topped off with several feet of brush and vines.When the Sherman tanks attempted to go over the top of the hedgerows, the front of the tank popped up, exposing its thin underbelly to Nazi anti?tank fire. As it turns out, Allied military planners had spent so much time planning for the D?Day landings that they hadn’t fully considered the problems troops might encounter in hedgerow country. And younaturally build relationships by inquiring about people’s interests, priorities, and perspectives.After spending time with you, people feel like they matter.
The Sherman tanks’ vulnerability caught everyone by surprise.At first, the Americans tried blasting the hedgerows open so the Sherman tanks could then progress through the holes created by the explosions. You might be charismatic and bright and talented and assertive, but unless you have the real support of others, your personal brand may be suffering.
Unfortunately, the explosions only served to give the Nazis advance warning of where the tanks were going. Nearly a month after D?Day, the Allies were falling behind schedule primarily because of the problems created by the hedgerows and the Nazi defense.An unexpected solutionOne day, in a discussion between officers and enlisted men, the idea arose of mounting saw teeth on the front of the Sherman tank. Culin, a cab driver from Chicago, immediately designed and built a hedgerow-cutting device made from pieces of steel rail that the Nazis had strewn across the beaches to slow down an amphibious attack.
When tested, the new device easily sliced through the hedgerows.It wasn’t long before the Sherman tanks mounted with Culin’s device were branded “Rhinos” by the soldiers because they made a Sherman tank look like a rhinoceros. In short order, he attended a demonstration of the Rhino tank and immediately ordered 500 of Culin’s devices. With the Rhinos, the First Army were able to proceed through the hedgerow country in time to crush the Nazi army.Now it’s up to youCurtis Culin’s innovation might not have occurred had it not been for a chain of command consisting of Gens. Marshall, each of whom gave soldiers under his command the freedom to share and test ideas.As a leader, one of the most powerful things you can do is demonstrate that you are willing to listen. Stallard speaks, teaches and provides consulting serves on leadership and organizational health.

He speaks and teaches at a wide variety of business, government, healthcare and education organizations. He is a faculty member of the Institute for Management Studies.Michael and HRDQ-U are hosting a free webinar on August 12th at 2pm. Training professionals resist the idea of being put into “order-taking” roles, but many have a hard time moving beyond this approach to find a more comprehensive, results-based approach. It can be challenging to include consulting and measurement on top of your already busy schedule of training development.
What training professionals need is one streamlined process that helps weigh their priorities to determine what really must be done in order to achieve real business results.The webinar attendees were more Instructional Designers than Performance Consultants.
There were a fair amount of participants that were both, though.Handshaw began talking with a discussion about the Cost Vs. Simply stated, his personal Handshaw model becomes flexible when you weight the COST of doing a step vs the RISK of not doing a step. From there, it is important to know the difference between proactive and reactive consulting.
That behavior is flawed.Often times, developing a training to solve a problem is not what is needed.
If so, then click here to watch the recorded session.Sign up today to make sure you don’t miss the next free webinar! Atwood’s background includes radio announcer, newspaper columnist, television anchor, stand-up comic, association executive (which she defined as another version of a stand-up comic), and Universal Studios tour guide (which taught her to point to her left and right). For over two decades now she has focused her efforts on creating learning opportunities — and doing so while “linking laughter and learning.” Her rationale? We always remember a joke longer than a lecture.She’s the best-selling author of five business and training books, which have been translated to both Japanese and Chinese, and are used in universities from the United States to Korea and Lebanon.
She’s coordinated skills development systems and the sharing of knowledge within organizations ranging from governmental agencies and municipalities, corporate and retail organizations, associations, and nonprofits.Close to 400 people signed up to listen to this webinar live. Basically, if you were good at what you did, you were promoted to something you weren’t good at doing. And we wonder why we developed so many workplace challenges?Unfortunately, common sense is not as widespread as we once thought.
What are the biggest challenges that you and your managers face?The answers that flooded in were very similar.
We reviewed traits of good leaders and talked about challenges and skills that are necessary when added together to be a good manager.Another important topic was performance reviews. Both parties should have time to prepare for their appraisals and nothing that comes up there should be new.There are many principles that govern management. Even if you can talk and text, that behavior gives off the appearance that the phone is more important than the conversation.Be aware of phrases that make people angry (like buzz words) or raise red flags.
Know your audience and do not try to impress them with big words – use words they can understand.
Think about how you present an idea or approach a topic and change your delivery or inflection if need be. All of these and more can help your management style.Want to learn more about how to be a better manager or make your manager better? The systems incorporate both documented knowledge and the wisdom that is housed exclusively in the minds and practices of experienced employees.
To be effective, a KM system should be organization-wide, both in its contributors and in its users. When the system is in its early development phase, engaging broad support may be a challenge because of organization members natural resistance to new directions and initiatives.This resistance may stem from fear of not being able to understand and use this new KM system. It may be connected to the idea that documenting the knowledge they have in their heads will replace the need to keep them in the organization. Its also a step out of the comfort zones that they’ve been operating in, even if that comfort zone was inefficient and outdated. The term itself can cause confusion and link your effort to the failures that may have happened in earlier KM efforts. Instead, create your program as an answer to a current challenge, linking it directly to organizational goals to counter potential resistance and gain acceptance.Create a steering committee with representatives from across the organization.
An effective KM system ultimately must address the needs of all departments, even if it begins with a focus in a limited area. If the system will include a customer service component, get input from current customers.Request input from the information technology department early in the process. Planning with that growth in mind ensures that the selected input and user formats will make the eventual transition seamless.Start small and expand incrementally. She’s coordinated skills development systems and the sharing of knowledge within organizations ranging from governmental agencies and municipalities, corporate and retail organizations, associations, and nonprofits.Christee and HRDQ-U are hosting a free webinar on July 22th at 2pm. Click here to watch it now!“Enjoy these educational session as they are time-user friendly.”“Great topic and great speaker.
I really enjoyed this one.”In this interactive webinar, Vernon demystified what emerging female leaders need—with respect to mentoring, coaching, and skill development—in order to be competitive and succeed in more senior leadership positions. In reality, pay equity is just one piece of retaining high potential women.Here is another example of an assumption. A champion or a sponsor, on the other hand, actively helps emerging leaders.Do you have a mentor or a champion?
Are you fortunate enough to have both?As for the assumptions, they are not always wrong, but they are certainly not the full story. It is not like telling a child to brush his or her teeth or telling a hotel guest to reuse their towels. If you said yes to any of those questions, click here now and the answers will be revealed.Sign up today to make sure you don’t miss the next free webinar!

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