Competeny Assesment Report 3

8/6/2019 Competeny Assesment Report 3

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Management Development

Competency Assessment

Report For

Putting you in control of performance

improvement decisions

Presented By:

PO Box 6120, Frenchs Forest DC NSW 2086 Tel: (02) 9453 4555

2/123 Camberwell Road, East Hawthorn VIC 3123 Tel: (03) 9811 6801

www.integrolearning.com


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The Management Development Competency Assessment

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Performance Report - StrengthsThe Management Development Competency Assessment

Integro Learning Company Pty LtdDavid Smith03-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 l ist.

Self

Manager

Peers

Direct Reports

Internal Customer

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)

Performance

5.00: Emotional Awareness(1-2)

5.00: Realistic Self-Assessment(1-3)


5.00: Optimism(2-3)

5.00: Results Orientation(2-4)

Performance



5.00: Commitment(2-5)

5.00: Planning(7-1)

5.00: Prioritising(7-2)

Performance


4.50: Planning(7-1)

4.50: Prioritising(7-2)

4.50: Coordinating With Others(7-3)

4.50: Managing Interruptions(7-4)

Performance



4.50: Optimism(2-3)

4.50: Planning(7-1)



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Performance Report - OpportunitiesThe Management Development Competency Assessment


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

Manager

Peers

Direct Reports

Internal Customer

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)

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)

Performance


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)

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)

Performance

1.00: Dev Leadership In Others(10-3)


1.50: Willingness To Follow(10-4)

1.50: Inspires Others(10-2)

1.50: Encourages Innovation(9-2)


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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 orI 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

youve had. Were they listening to what you said? Did they appear to be impatient with you? Didthey 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 disruptiveemotions.

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 yourselfwhat 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 & behavioursdont 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 thereasons for the feedback by asking questions.

Accepts compliments with a thank you!


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Development Recommendations:

Practice saying thank you when someone pays you a compliment. Dont attempt to rationalisewith It was nothing!

Make a realistic assessment of your strengths and limitations. Get feedback from other teammembers 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 yourselfWhat 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 alternativeview.

Does not have to wait for others to express their opinion before sharing their own thoughts andfeelings.

Is willing to speak up even when they believe their ideas may not be well received by others.


Find someone you are comfortable sharing your ideas with initially who you know will give you agood 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?

Dont get drawn into debates or arguments where you are not sure of your facts again askquestions 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 dosomething that you dont 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 theyare looking for.


Focus on the other persons 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 appropriateand 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.


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Establish your own personal standards of honesty and integrity that you are not prepared tocompromise.

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 integritythat 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 goodor 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.


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 dont 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 fromachieving 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.


Identify situations in which you have a tendency to give up, where some persistence and optimismmay 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 regardlessof the result.

Recognise that only when you have learned to accept responsibility for your decisions can youhave 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 newopportunities arise.

Is committed to continuous improvement.


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 teamachieving what it is capable of.


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Comments ReportThe Management Development Competency Assessment


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.

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.

Acknowledges feedback about strengths and limitationsDirect Reports

Tends to shrug off feedback as unimportant

Internal Customer

Not open to negative feedback.

Displays confidence when expressing their thoughts and feelingsManager

Sometimes is hesitent when expressing ideas.

Question 1 - Self-Awareness - Behavioural Awareness

Question 2 - Self-Awareness - Emotional Awareness

Question 3 - Self-Awareness - Realistic Self-Assessment

Question 4 - Self-Awareness - Self-Confidence


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Peers

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

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.

Demonstrates high standards of honesty and integrity that are not negotiable. Peers

Unquestionnable integrity.

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.

Works toward continually improving personal and team performance.Peers

More his own performance than others.

Smith - 2

Question 5 - Self-Awareness - Behavioural Adaptability

Question 6 - Personal Responsibility - Trustworthiness

Question 8 - Personal Responsibility - Optimism

Question 9 - Personal Responsibility - Results Orientation


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Direct Reports

I don't feel that David thinks his own performance needs improving.

Internal Customer

More concentration on individual accomplishments.

Demonstrates commitment to the goals of the team and organisation. Peers

David is very committed to the team.

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.

Deals with unpredictability and unplanned change in a positive and constructive manner. Internal Customer

He often gets defensive when things change.

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 - 3

Question 10 - Personal Responsibility - Commitment

Question 11 - Managing Change - Communicates Change

Question 12 - Managing Change - Flexibility

Question 13 - Managing Change - Versatility


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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.

Resolves disputes effectively.Manager

Avoids disputes that seem too hot to handle. Works effectively to resolve disputes when there's no perceivedthreat.

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.

Builds and maintains trust relationships with others.Direct Reports

Again depends on the person/s concerned.

Encourages others to give feedback to him or her.Peers

David doesn't encourage feedback often, and is sometimes defensive when given feedback.

Smith - 4

Question 15 - Managing Change - Supportiveness

Question 18 - Interpersonal Skills - Conflict Resolution

Question 19 - Interpersonal Skills - Trust Building Ability

Question 23 - Communication Skills - Receptivity To Feedback

Documents

Competeny Assesment Report 3