Grow through change canvas plus management audit 05

Assentire

Helping Organisations and People Grow Through Change

GrowThroughChange Canvas

Designed for:

Designed by:

On:

Day

Iteration:

PurposeandLeadership

Co mm uni cat ing Per for ma nce and Ch ang e

What are the basic goals of the organisation?

What is the strategy for achieving these goals?

What are the fundamental issues facing the organisation?

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Month

Year

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PURPOSE

Int Gr ra a ou nd p D Int yn er am ic

Culture

al son ic Per nam Dy

Personal Dynamics

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Leadership

Intra and Inter Group Dynamics

Motivation

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Cultural Dimension

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What is the preferred culture?

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Is the organisation organised in a way to support these goals, issues and culture?

Motivation www.growthroughchange.com

Copyright Assentire Ltd

www.assentire.net

(Inspired by www.businessmodelgeneration.com)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Unilateral Control Model Assumptions

Strategies

q I understand the situation; those who see it differently do not q I am right; those who disagree have questionable motives q My feelings are justified

q Advocate my position q Keep my reasoning private q Don’t ask others about their reasoning q Ease in q Save face

q Achieving my goals through unilateral control q Win, don’t lose q Minimise expressing negative feelings q Act rational

q Misunderstanding, unproductive conflict and defensiveness q Mistrust q Self-fulfilling, self-scaling processes q Limited learning q Reduced effectiveness q Reduced quality of work-life

Core Values

Consequences

Mutual Learning Model Assumptions

Strategies

q I have some information; others have other information q Each of us may see things the others do not see q Differences are opportunities for learning q People are trying to act with integrity given their situations

q Test assumptions and inferences q Share all relevent information q Use specific examples and agree on important words q Explain reasoning and intent q Focus on interests, not positions q Combine advocacy and inquiry q Discuss undiscussables q Use a decision-making rule that generates the commitment needed

q q q q

q Increased understanding, reduced unproductive conflict and defensiveness q Increased trust q Reduce self-fulfilling, self-sealing processes q Increased learning q Increased effectiveness q Increased quality of work-life

Valid information Free and informed choice Internal commitment Compassion

Core Values

Consequences

Assentire Limited Innovation - Change - Facilitation Helping Organisations Grow Through Change

Assentire

Helping Organisations and People Grow Through Change

GrowThroughChange Canvas

Designed for:

Designed by:

On:

Day

Iteration:

PurposeandLeadership

Co mm uni cat ing Per for ma nce and Ch ang e

What are the basic goals of the organisation?

What is the strategy for achieving these goals?

What are the fundamental issues facing the organisation?

ge han gC n i nag Ma

Month

Year

No.

e anc rm rfo e P and

PURPOSE

In Gr tra a ou nd p D Int yn er am ic

Culture

al son Per amic n Dy

Personal Dynamics

e ang Ch nce a ing nag form Ma d Per an

Pe Co rfo mm rm an unic a ce an ting dC ha ng e

Leadership

Intra and Inter Group Dynamics

Motivation

© Assentire Ltd

o ral C ate Unil

n

Mu

l

ode

M trol

Cultural Dimension

tua

l Le

arn

What is the preferred culture?

Is the organisation organised in a way to support these goals, issues and culture?

ing

Mo

del

Motivation www.growthroughchange.com

Copyright Assentire Ltd

www.assentire.net

(Inspired by www.businessmodelgeneration.com)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

From the evidence-based research, ‘Resistance to Change, a Leaders’ Perspective’ we are able to provide further insight for Project and Programme Management practice. We have found that many people working in the practice of change management have not had access to knowledge within the domain of Psychological Levels. Psychological Levels enable us to map and assess at what level we are exploring a particular topic and our relationship with it.

The first five Psychological Levels are 1:Environment: The places and physical contexts (When & Where) someone operates within. 2:Behaviour: What someone actually does. 3:Capability: How someone can do what he or she does as a function of his or her skills. 4:Beliefs: The principles someone holds about their life and how it should be lived. This is the why we do what we do. 5:Identity: Whom someone believes himself or herself to be and what else might be possible in this world.

Assentire Ltd developed the ‘GrowThroughChange’ framework as an outcome of its research into Resistance to Change. This provides a ‘lens’ to explore any change initiative exploring eight different dimensions. The dimensions are, Purpose, Leadership, Culture, Motivation, Communication, Change Dynamic, Group Dynamic and Personal Dynamic. If we now combine these two areas of insight we can develop the 5-3-1 Change Matrix Audit. This is a fast and effective way to check for both strong and not so strong aspects of any change programme.

If you are not sure you would benefit from this audit, you might want to consider trying the ‘High Level Check Step’, at the end of this document. All you do is enter a value of between 1 and 10 for each given statement. There are only 10 statements. The higher the score, the better positioned your organisation’s change programme is, the lower, the more likely you will perceive ‘Resistance to Change’ GTC Audit Process Summary 07.docx

Rod Willis - Assentire Ltd © Page 1 of 7

How to use the ‘The 5-3-1 Change Matrix Audit’ Step 1: Decide on the dimension you want to assess, consider one of the following; Purpose, Leadership, Culture, Motivation, Communication, Change Dynamic, Group Dynamic and Personal Dynamic.

Step 2: Now go through all the Psychological Levels detailed 1 thru 5 exploring the Root Statements provided after the table. Score at each intersect to represent how strongly you agree with the statement posed. Do this for each intersect; insert a score of 5, 3 or 1. Enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1. Once completed for the dimension, then total the score for the dimension and add the total into the column on the right of the table ‘Dimension Total’. The maximum for any dimension is 30 and the minimum is 6.

Step 3: Repeat for all other dimensions, once the whole table is completed, sum each column and put each column total in the appropriate intersect in the row ‘P-Level Score’. The maximum for any P-Level is 40 and the minimum is 8.

The 5-3-1 Change Matrix Audit

1 Where & When

2 What

3 How

4 Why Do you think it is it right?

5 Possible Can this really work for you

Dimension Total

Purpose Leadership Culture Motivation Communication Change Dynamic Group Dynamic Personal Dynamic P-Level Score

Root Statements for the “The 5-3-1 Change Matrix Audit” Bring to mind the change programme you wish to audit. This is best done if you think about the change, reflect on how your feel about it and consider the behaviours of yourself and others in relation to the change. It can sometimes help if you imagine the whole change programme as if it were a documentary on TV. You will see and hear what is occurring and you are likely to have some feelings and an intuitive sense as you fully engage with the documentary. By taking these steps first of all, you will more likely enable your creative thinking to complement your traditional insights.

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Purpose, bring to mind your understanding of the purpose of the organisation, now contrast with the purpose of the change programme, you are now ready to proceed…

1. I sense the change programme aligns to the purpose of the overall organisation.

2. I sense the behaviours of those impacted by and/or working with the change programme support the purpose of the change programme.

3. I sense the capabilities of those impacted by and/or working with the change programme are able to support the purpose of the change programme.

4. It is my belief supporting the change programme that it is the right thing to do,.

5. I feel the change programme is appropriate, even if I am adversely impacted by the purpose of the change programme.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

Leadership, bring to mind the leadership of the organisation, now contrast with the leadership of the change programme, you are now ready to proceed…

1. I sense the leadership of the change programme aligns to the leadership of the overall organisation.

2. I sense the behaviours of the change programme leadership are appropriate, supporting the transfer and transition of Knowledge, Enabling Technology, Process and People.

3. I sense the capabilities of the change programme leadership are able to support the transfer and transition of Knowledge, Enabling Technology, Process and People.

4. It is my belief that those leading the change programme are supporting the transfer and transition of Knowledge, Enabling Technology, Process and People.

5. I feel the change programme is being appropriately led, supporting the transfer and transition of Knowledge, Enabling Technology, Process and People, even if the change programme adversely impacts me.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

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Culture, bring to mind your experience of the culture of the organisation, ‘the way we do things around here’, now contrast with your experience of the change programme, you are now ready to proceed…

1. I sense the organisation’s culture will support the change programme, able to take into account the needs of key aspects of the organisation, Knowledge, Enabling Technology, Process and People.

2. I sense the behaviours of the change programme are aligned to the organisation’s culture, able to take into account the needs of key aspects of the organisation, Knowledge, Enabling Technology, Process and People.

3. I sense the capabilities available to the change programme are aligned with the organisation’s culture, able to take into account the needs of key aspects of the organisation, Knowledge, Enabling Technology, Process and People.

4. It is my belief that the change programme is aligned with the organisation’s culture, able to take into account the needs of key aspects of the organisation, Knowledge, Enabling Technology, Process and People.

5. I feel the change programme is aligned to the organisation’s culture, able to take into account the needs of key aspects of the organisation, Knowledge, Enabling Technology, Process and People, even if the change programme adversely impacts me.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

Motivation, bring to mind your experience of how motivated you are within organisation, now contrast with the change programme, you are now ready to proceed…

1. I sense the leadership of the change programme understand what motivates those involved in or impacted by the change programme.

2. I sense the behaviours of the leadership of the change programme are motivating those involved in, or impacted by the change programme.

3. I sense the capabilities of the leadership of the change programme, are able to motivate those involved in, or impacted by the change programme.

4. It is my belief that those leading the change programme are motivating those involved in, or impacted by the change programme.

5. I feel the change programme is being appropriately led, motivating those involved in, or impacted by the change programme, even if the change programme adversely impacts me.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

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Communication, meaning two-way not ‘broadcasting’. Now bring to mind your experience of the communications regarding the change programme, you are now ready to proceed…

1. I sense the communication regarding the change programme is appropriate, being shared in context, in the right place, at the right time on an on-going basis.

2. I sense the behaviours of the communications process regarding the change programme have appropriate substance and content given the circumstances.

3. I sense the capabilities of the communications process regarding the change programme are able to provide appropriate substance and content given the circumstances.

4. It is my belief that the communications process regarding the change programme has appropriate substance and content given the circumstances.

5. I feel the communications process regarding the change programme has appropriate substance and content given the circumstances, even if the change programme adversely impacts me.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

Change Dynamic, bring to mind your experience of how the organisation as a whole is responding to the change programme, you are now ready to proceed…

1. I sense the change leadership understand what parts of the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative, consciously taking into account, the “Change-Cycle”.

2. I sense the behaviours of the change leadership demonstrate understanding of what parts of the organisation are impacted, and the implications of the change, both positive and negative and that the organisation has the capacity for change.

3. I sense the capabilities of the change leadership are able to understand what parts of the organisation are impacted, and the implications of the change, both positive and negative and that the organisation has the capacity for change.

4. It is my belief that the change leadership demonstrate understanding of what parts of the organisation are impacted, and the implications of the change, both positive and negative and that the organisation has the capacity for change.

5. I feel the change leadership understand what parts of the organisation are impacted, and the implications of the change, both positive and negative and that the organisation has the capacity for change, consciously taking into account the “Change-Cycle”.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

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Group Dynamic, bring to mind your experience of how different groups, including the one you belong to are responding to the change programme, you are now ready to proceed…

1. I sense the change leadership understand how different groups within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

2. I sense the behaviours of the change leadership demonstrate understand of how different groups within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

3. I sense the capabilities of the change leadership can understand how different groups within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

4. It is my belief that the change leadership demonstrate understanding of how different groups within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

5. I feel the change leadership understand how different groups within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

Personal Dynamic, bring to mind your experience of how different individuals including yourself are responding to the change programme, you are now ready to proceed…

1. I sense the change leadership understand how different individuals within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

2. I sense the behaviours of the change leadership demonstrate understanding of how different individuals within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

3. I sense the capabilities of the change leadership can understand how different individuals within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

4. It is my belief that the change leadership demonstrate understanding of how different individuals within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

5. I feel the change programme leaders understand how different individuals within the organisation are impacted, when and how they are impacted and the implications of the change, both positive and negative.

In the table ‘The 5-3-1 Change Matrix Audit’, enter 5 if you strongly agree, 3 if you partially agree and 1 if you disagree. You may like to think of traffic lights Green=5, Amber=3 and Red=1.

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High Level Check Step, bring to mind your experience of the organisation, ‘the way we do things around here during change programmes’, you are now ready to proceed…

Score

The change leadership team…

1 to 10 per statement 1. Ask open questions and invite participation in problem solving

2. Actively listen and acknowledge employee perceptions 3. Offer choices within structure including the clarification of responsibilities 4. Provide sincere, positive feedback that acknowledges intuitive and factual, non-judgmental feedback 5. Minimise coercive controls such as rewards and comparisons with others 6. Develop talent and share knowledge to enhance competency and autonomy 7. Actively look for conflict of interests without judgment or blame and negotiate the change 8. Integrate monitoring and support for both the Change-Cycle and Individual's Transition Continuously monitor and control the Assimilation demand, holding change back where required Consider ‘Resistance to Change’ as a form or organisational data, and do not perceive people always resist change.

Total Maximum score is 100, minimum score is 10.

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Assentire Limited

Innovation - Change - Facilitation Helping Organisations Grow Through Change

Specification for the Management Team Strategic Audit Purpose Assess your senior management team; understand the gaps in terms of where you need to be, and how to get there. Using the Management Team Strategic Audit, we conduct a thorough and valid audit of your team’s leadership style and competencies. Establishing meaningful key performance indicators and a mutually agreed game plan.

Who it is for The senior management engaged in strategic behavioural planning, responding to the future needs of the market and the organisation.

Objectives 1.

2.

3.

4.

Engage the senior management in discussions, reflecting on how they can best utilise the audit results.

All members of the senior management team to complete the online audit, exploring where they see themselves today and where they need to go to support the organisation tomorrow.

Review the audit findings and gain consensus on the gaps, establish new targets that members are signed up to deliver against.

Develop a high-level action plan, showing how the team will deliver against the targets identified during the audit review process.

1: Audit On-line questionnaire‌ Participating senior management will receive an email invitation with instructions detailing how to access the audit system. This will comprise of a number of different systems providing a triangulation function having three different and complementary perspectives of your management team. When results are available, the gap between current reality and vision is highlighted. This focuses the conversation immediately on those aspects of the management team roles, styles and capabilities needing attention.

Participants should allow 60 minutes of uninterrupted time to complete the full audit. Once the results are in, we will prepare a technical report that will be shared with you during the next stage.

2: Engage the senior management‌ This is a two-hour meeting with the sponsor and ideally the rest of the senior management team that will be participating to introduce what the audit covers and the process we will follow. The overall process will be shared and any questions about the audit and or process will be dealt with at this time. We share some high level insights into the difference between leading from a Problem-Reactive and an Outcome-Creative Orientation, so the team can consider what they have today, and how they would like to be in the future.

3: Review the audit findings…

This is a half-day session where we will go through the various perspectives and as necessary explore the key dimensions to gain a thorough understanding of the audit structure. See how your organisation tracks against your desired outcome detailed within the report. This is about achieving understanding and consensus so the team knows and agrees where it is going and later, what it has to do to get there.

4: Develop a high level action plan…

A further half-day session takes place once you have identified where you are, and where you want to go.

You next define an action plan of how you can go about making these plans a reality. This may require introducing new members into the team with specific leadership style and capabilities. It may result in ongoing development of one or more of the current members of the team, maybe even suggesting new roles for some of these members. The bottom line, it is all about realigning leadership and management teams to best support the organisation’s strategic direction.

The on-line tools used to create your audit The Management Team Roles, current, and what you say you need.

What we explore; ‘Clarifying’ the goals, ‘Analysing’ issues, ‘Innovating’ by generating options, ‘Campaigning’ and selecting the solution, ‘Harmonising’ by involving others, ‘Exploring’ and trialling different solutions, ‘Conducting’ by planning and implementation and finally, ‘Activating’ by taking action.

A Measure of the Teams Entrepreneurial Tendencies (META) Entrepreneurship is the genesis of business innovation and growth. All entrepreneurial activity starts at the individual level and some individuals have much more potential for it than others. META identifies entrepreneurial potential in order to help businesses identify, nurture and retain their entrepreneurial talent.

Measuring Leadership We provide two options; the one best suited to your specific needs will depend on the principle focus of your audit.

Path A. A two dimensional approach, exploring the teams unique Personality Traits analysed using seven ® domains of leadership, using the Leadership Primary Colours system.

Path B. A three dimensional approach, providing the ’litmus’ tests of your leadership culture. It tells you how the leadership team view the current leadership culture, and compares this reality to the optimal culture desired to deliver against future objectives using The Leadership Cultural Survey. This process is ® based upon The Leadership Circle model, enabling a follow-on, in-depth measurement system to be commissioned when it is time to explore the specific characteristics of individual leaders using a combination of Self-report and feedback from others. By measuring your actual and desired leadership culture, then later followed by the individual profile, you get one of the most powerful combinations in the market today. In our experience, this framework enables leaders to become aware of optimal adjustments desired to better support the culture of the organisation as a whole. However, to be able to adjust, we need to first become aware. This system excels at enabling you to measure where the team is, where it needs to be and how individual members of the leadership team need to adapt to support the overall team and the organisation.

If you have a high-stake situation, we strongly recommend Path B Contact us if you would like to know more

Rod Willis is an APECS Accredited Executive Coach Assentire Ltd, PO Box 4481, Maidenhead, SL60 1FY, UK May 2013 www.assentire.net

T: +44 (0) 1628 632 340 M: +44 (0) 7788 457 202 rod.willis@assentire.net

Assentire Limited

Innovation - Change - Facilitation Helping Organisations Grow Through Change

Management Team Strategic Audit Arguably one of the most challenging times in any business is when the management team realise the current high performing team may need to flex and adjust to meet the needs of external forces. This is particularly difficult if you are, or have been the market leader. Why can this be so challenging? The reason is simple, what got you here will not get you there. You may well have read this before, more typically when reviewing ones own career projection. It turns out this is equally valid for the management team as a whole.

If this situation is ignored, you will ultimately experience Strategic Drift, this is when your alignment to your customers has slowly drifted further apart than you had realised, and is now starting to impact your market share.

Most management teams have become successful by working hard day after day in the business. Has your management team been so busy running the business, that you have the classic blind spot? This is when the management team have not realised they need to reconfigure their collective behaviours, and as a result positively impact the performance of the overall organisation. So how to overcome this challenge? You will need a detailed management team behavioural review to better understand what has made you successful so far, and what you need to do moving forward to achieve your overall strategy.

Our role is to help you assess your senior management team, understanding the gaps in terms of where you need to be, and how to get there. Using a unique combination of leading profiling systems, we conduct a thorough audit of your team’s entrepreneurial tendencies, the Ideal Team as defined by your own organisation, what role each member is performing today and an in depth exploration of the leadership style and competencies of the senior team. This process engages managers at every level from start to finish, establishing meaningful key performance indicators and a mutually agreed game plan.

From this audit you can see if there is a need to enhance or alter certain aspects of the leadership style and competencies or roles of the team members. By working in a collaborative manner with the management team, they become even more motivated to take on the challenge as you prepare to take the organisation to the next phase of the life cycle. The more aligned, motivated and confident the management team, the greater the performance your team will deliver.

Typical challenges: Retaining key talent, ensuring a highly motivated team during a significant time of change, selecting new members (internal or external) and know how they will fit, targeting specific leadership development needs to grow the potential of the management team overall. Do all this before you are forced to respond; and you inherently increase the performance of your organisation, keeping one step ahead of the competition!

Contact us to learn more Rod Willis is an APECS Accredited Executive Coach Assentire Ltd, PO Box 4481, Maidenhead, SL60 1FY, UK Dec 2013 www.assentire.net

T: +44 (0) 1628 632 340 M: +44 (0) 7788 457 202 rod.willis@assentire.net

Your organisation - dedicated to business growth

Management Cultural Audit Conclusions The management team engaged with the online audit tools, used to assess several characteristics of the management team.

First, we explored what Management Team Roles the group considered are important for the way ahead. Then we explored what roles the team members are performing today to check the level of alignment between the desired and actual situation.

Secondly, we explored the entrepreneurial tendencies of all team members, exploring initially the collective view of the team. Understanding which team members are more aligned to entrepreneurial activity is beneficial, allowing the team to consider, are the team members in their most effective roles as one consider the strategic direction of the company.

Thirdly, we considered the Primary ColoursŠ Leadership report, exploring initially the collective view of the team. By doing so, we develop a better understanding of three leadership domains, Strategic, Operational and Interpersonal.

Management Team Roles .................................................................................................... 2 Management Team Roles (The team overview of what occurs today) ................................... 2

META (The model) ................................................................................................................. 3 META (The team overview)...................................................................................................................... 3

The Primary ColoursÂŽ Leadership Model ..................................................................... 4 Leadership Colour Profile (The team detailed view) ...................................................................... 4

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Management Team Roles Management Team Roles (The team overview of what occurs today) The results of the Managing Team Role indicator MTR-i for the collective team are displayed below. Based on the scales, ‘balance’ is when all scales are reporting a value of 25%. If a score is materially lower than 25%, then it may represent a potential ‘blind-spot’ for the collective team. In this instance, there will also be results detailing areas greater than 25%. In Management(Team(Role(Indicator((Team(view)( the illustration we can see that the collective team has a distinct bias towards the bottom left area of the chart.

Sensing( 45%( 40%(

Sensing1Thinking(

35%(

Sensing1Feeling(

30%( 25%( 20%( 15%( 10%(

5%(

Thinking(

0%(

Feeling(

Intui7on1Thinking(

Team(MTR1i( Team(ITPQ(

Intui7on1Feeling(

Intui7on(

Assentire(Confidential

16/12/2013

Conclusion The results suggest the team is well aligned in what it believes represents the ‘Ideal Team Profile’. When this is contrasted with what roles the current team members perform today, there may be a ‘blind-spot’. The team would benefit from being more able to operate within the roles associated with the ‘Sensing’ and ‘Feeling’ aspects of this model when necessary. Indeed it is possible the team already does this when required and this is a good item to discuss during the feedback session. This possible ‘blind-spot’ corresponds to four roles highlighted in colour below. Only the team will know if the ‘blind-spot’ is with all four roles or a subset.

‘Clarifying’ the goals, ‘Analysing’ issues, ‘Innovating’ by generating options, ‘Campaigning’ and selecting the solution, ‘Harmonising’ by involving others, ‘Exploring’ and trialling different solutions, ‘Conducting’ by planning and implementation and finally, ‘Activating’ by taking action.

Roles highlighted in red are potential ‘blind-spots’

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META (The model)

Measure of Entrepreneurial Tendencies and Abilities (META)

META (The team overview) If a business wants to innovate and grow in the modern world economy it must embrace entrepreneurship. The recent explosion of competitive start-ups and the growing rate of new products and services have made innovation the global currency in business. The war for talent is the war for entrepreneurial talent and companies that have more of it will outperform their competitors and grow. In short: entrepreneurship is the very reason why some businesses grow and others falter. The basic model of META is illustrated here, where we can see there are four individual dimensions explored and the overall META score.

Conclusion The META results suggest that the team does have a member with identified Entrepreneurial skills and that other members have essential skills in other areas of the business such as the Manager, supplying order and systems and/or the Technician supplying the output of the organisation.

A question the management team would benefit from exploring: Are these strengths clearly understood by the team members and are the members deployed in team role(s) that play to their strengths?

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The Primary Colours® Leadership Model Leadership Colour Profile (The team detailed view) The illustration details the seven leadership tasks, Setting Strategic Direction, Creating Alignment, Planning and Organising, Building and Sustaining Relationships, Team Working, Delivering Results and Leading, also with their associated and sub-tasks where applicable.

Conclusion The collective view of the seven leadership tasks, suggests the overall team are reporting effectively at the mid point of the ‘norm’ group.

When we consider at the sub-task level, we do see that there are four sub-tasks that may benefit from further exploration. Three are clear strengths and one may be a potential vulnerability for the team.

Clear Strengths Setting Strategic Direction in terms of how you articulate your views when contributing to the strategic debate.

Delivering Results through energy and determination – this includes your drive to succeed, your pace of working, and your willingness to take the lead and push others to deliver.

Leading while learning and reflecting without allowing learning and reflection to drift into ‘paralysis by analysis’.

Possible vulnerability Delivering Results and your response to pressure – how you respond to pressure and change will impact not only on the faith and trust your team have in your leadership but also on your own well-being and capacity to remain productive.

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Alan Sample Ltd - dedicated to business growth

Management Cultural Audit Report Thank you for your time in completing the online audit tools. These have been used so we can assess several characteristics of your leadership team.

First, we explore what Management Team Roles the group considers are important for the way ahead. Then we explore what roles the team members are performing today to see the level of alignment between the desired and actual situation.

Secondly, we explore entrepreneurial tendencies of all team members, exploring initially the collective view of the team. Understanding which team members are more aligned to entrepreneurial activity is beneficial, allowing the team to consider, are the team members in their most effective roles as one consider the strategic direction of the company.

Thirdly, we explore the Primary ColoursŠ Leadership report, exploring initially the collective view of the team. By doing so, we develop a better understanding of three leadership domains, Strategic, Operational and Interpersonal.

Management Team Roles .................................................................................................... 2 The Ideal Team Role (The way you perceive your path ahead) .................................................. 3 Management Team Roles (The team overview of what occurs today) ................................... 4 Management Team Roles (The individuals today) .......................................................................... 5

META (The model) ................................................................................................................. 7 META (The team overview)...................................................................................................................... 8 META (The individual overview) ............................................................................................................ 9

The Primary ColoursÂŽ Leadership Model .................................................................. 11 Leadership Colour Profile (The team overview) ............................................................................ 16 Leadership Colour Profile (The individual overview) .................................................................. 17 Leadership Colour Profile (The team detailed view) .................................................................... 19 Leadership Colour Profile (The individual detailed view) .......................................................... 19

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Management Team Roles Those interested in team development recognise the need to address additional factors, such as the need to meet business objectives, satisfy customer expectations, or provide tangible improvements in financial performance.

The key challenge is to provide a coherent, integrated and holistic approach to team assessment and development. This has been achieved by using a powerful underlying theory from which can bring the necessary coherence and depth.

We focus on the three key ‘domains’ encapsulated in Figure 1. With three domains, the result is eight different roles, ‘Clarifying’ the goals, ‘Analysing’ issues, ‘Innovating’ by generating options, ‘Campaigning’ and selecting the solution, ‘Harmonising’ by involving others, ‘Exploring’ and trialling different solutions, ‘Conducting’ by planning and implementation and finally, ‘Activating’ by taking action.

Figure 1 Copyright © Profiling for Success 2006 & S P Myers 2006; ITPQ, Ideal Team Profile Questionnaire, MTR-i, Management Team Roles - indicator, the wheel and the eight team role names are trademarks or registered trademarks of S P Myers in the UK, US and other countries.

Our objective is to shift the mind-set from ‘who I think I am’ towards ‘how do I adapt appropriately.’ By doing so, it becomes easier to address how individuals and teams can develop their flexibility without losing their identity.

This approach has its theoretical basis in the psychology of C.G Jung who developed a theory for understanding how people were different and how they adapt to the world. It is important to note that Jung himself was far more interested in adaptation than he was in classification. The MTR-i was developed over a four-year period using both Internet research and practical development with teams. Nearly 20,000 people were involved in the trialling and refinement stages, which went through the rigours of factor analysis.

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The Ideal Team Role (The way you perceive your path ahead) Within your individual folders, you will have your own personal view of how you identified what represents your perception of the ‘Ideal Team’ (ITPQ). The scores in the report identify a person's hierarchy of roles rather than how much or little he/ she does in comparison to someone else.

The format of the illustration in Figure 2 is the same format used throughout this summary audit report. Once you have explored this report, it is recommended you explore you individual detailed reports in your personal folders. One of the objectives of the collective feedback session is to ensure the method of linking the individual reports back to the collective reports is fully understood.

Staff A Staff B

Figure 2

In Figure 2, it is desirable for the team to have the ability to offer a balance in terms of how it as a collective perceives and makes decisions. Based on the scales detailed, ‘balance’ is when all scales are reporting a value of 25%. If a score is materially lower than 25%, then it may represent a potential ‘blind-spot’ for the collective team, and in this instance, there will also be results detailing areas greater than 25%. In the above illustration we can see that the collective team sees the need for a balanced mode of operating and in fact each individual is reporting only a minor difference in focus.

Conclusion The results suggest the team is well aligned in what it believes represents the ‘Ideal Team Profile’. The next task is to contrast this with what roles the team members are actually performing today to enable insight into, how well the team is aligned to the current needs of the organisation.

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Management Team Roles (The team overview of what occurs today) The results of the Managing Team Role indicator MTR-I for the collective team are displayed in Figure 3. This illustration is using the same scale basis as already discussed in the prior section to enable direct comparison.

Management(Team(Role(Indicator((Team(view)( Sensing( 45%( 40%( Sensing1Thinking(

35%(

Sensing1Feeling(

30%( 25%( 20%( 15%( 10%( 5%( Thinking(

0%(

Feeling(

Intui7on1Thinking(

Team(MTR1i( Team(ITPQ(

Intui7on1Feeling(

Intui7on(

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Figure 3

Based on the scales detailed, ‘balance’ is when all scales are reporting a value of 25%. If a score is materially lower than 25%, then it may represent a potential ‘blind-spot’ for the collective team. In this instance, there will also be results detailing areas greater than 25%. In the above illustration we can see that the collective team has a distinct bias towards the bottom left of Figure 3

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Management Team Roles (The individuals today) The results of the Managing Team Role indicator MTR-i for the individual team members are displayed in Figure 4. This illustration is using the same scale basis as already discussed in the prior section to enable direct comparison.

Staff A Staff B

Figure 4

We can see that there are distinct differences between the team members; this is what we typically see with an effective team, a blend of complementary roles to create the ‘whole’ team. In Figure 5 we now overlay the ITPQ results and we can now consider and identify potential ‘blind-spots’

Staff A Staff B

Staff A Staff B

Figure 5

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Conclusion The results suggest the team is well aligned in what it believes represents the ‘Ideal Team Profile’. When this is contrasted with what roles the current team members perform today, there may be a ‘blind-spot’. The team would benefit from being more able to operate within the roles associated with the ‘Sensing’ and ‘Feeling’ aspects of this model when necessary. Indeed it is possible the team already does this when required and this is a good item to discuss during the feedback session. This possible ‘blind-spot’ corresponds to four roles highlighted in colour below. Only the team will know if the ‘blind-spot’ is with all four roles or a subset.

‘Clarifying’ the goals, ‘Analysing’ issues, ‘Innovating’ by generating options, ‘Campaigning’ and selecting the solution, ‘Harmonising’ by involving others, ‘Exploring’ and trialling different solutions, ‘Conducting’ by planning and implementation and finally, ‘Activating’ by taking action.

Roles highlighted in red are potential ‘blind-spots’

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META (The model)

Measure of Entrepreneurial Tendencies and Abilities (META) Entrepreneurship is the genesis of business innovation and growth. All entrepreneurial activity starts at the individual level and some individuals have much more potential for it than others. META identifies entrepreneurial potential in order to help businesses identify, nurture and retain their entrepreneurial talent.

Why should your business care?

If a business wants to innovate and grow in the modern world economy it must embrace entrepreneurship. The recent explosion of competitive start-ups and the growing rate of new products and services have made innovation the global currency in business. The war for talent is the war for entrepreneurial talent and companies that have more of it will outperform their competitors and grow.

In short: entrepreneurship is the very reason why some businesses grow and others falter. The basic model of META is illustrated in Figure 6 where we can see there are four individual dimensions explored.

Figure 6

Individual META Dimensions Creativity: The ability to generate innovative business ideas Opportunism: The tendency to spot new business opportunities Vision: the ability to be strategic and see the bigger picture Proactivity: the energy and willingness to get stuff done straight away

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META (The team overview) Over 200,000 people, in 10 languages, have completed META across 25 countries. This wealth of information is used to calculate the scales used within the META profiling system. The scale is based on ‘T-scores’; this is where the spread of results have been used to statistically contrast the respondents within the ‘norm’ group. This means we are able to contrast your own results with these of the ‘norm’ group as well as with the individual members of the team.

Figure 7

The collective result of the META profiles can bee seen in Figure 7. A result between 30 and 70 represents a score within +/- 1 SD of the ‘norm’ group, this representing 68% of the population of that group. Those reporting below 30 are ‘Low’ and those reporting above 70 are ‘High’ when contrasted to the ‘norm’ group. In this illustration we show the four individual dimensions alongside the overall calculated META score.

The collective team is showing it is biased towards and in some instances over the upper boundary of the ‘norm’ group for ‘High’. It is important to note that both ‘High’ and ‘Low’ scores have strengths and challenges for any team and the organisation as a whole and high-level summary are provided in Table 1 below.

Scale

Low Scores

High Scores

Opportunism

Predictable, realistic, not curious

Venturesome, knowledgeable, optimistic

Proactivity Creativity Vision

Cautious, unassertive, reserved Traditional, practical, focussed Pragmatic, detail orientated, pessimistic

Enthusiastic, confident, go-getter Imaginative, inquisitive, original Strategic, idealistic, inspirational

Table 1

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META (The individual overview) In the next illustration Figure 8, we detail the individual META results of the team members. From a statistical standpoint, we are looking for results that are either in the “High” or “Low” bands when contrasted with the ‘norm’ group.

Staff A Staff B

Figure 8

From these results it would suggest one member of the team is more aligned to entrepreneurial activity than any of the other team members. It becomes extremely important now that we consider the needs to have balance within the management team overall. If we only had Entrepreneurs within the team, we probably would not have a very effective functioning team.

There are many complex organisation team models that are used in the world today. The one we have found most accessible to our clients is a model that talks about three principle skills needed within an organisation, required to build the business.

The Technician, that supplies the output The technical personality is the doer. Things are to be taken apart and put back together again. Things are not supposed to be dreamt about, they're supposed to be done.

The Manager, that supplies order and systems The managerial personality is pragmatic. Without the Manager there would be no planning, no order, no predictability.

The Entrepreneur, that supplies the vision.

The entrepreneurial personality turns the most trivial condition into an exceptional opportunity. Often people who are skilled at what they enjoy doing, and who figure they’d rather work for themselves than for someone else.

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General comments: There is nothing more productive than having someone perform a task on a long-term basis that is aligned to his or her natural and developed strengths and preferences. We all understand there are times when we need to tackle items that we are not well suited to, the organisation that allows this to occur only in exceptional circumstances, is the one that will have the upper hand.

Just to make the point that Entrepreneurial capabilities alone are not sufficient, please consider the implications if the ‘High’ band score characteristic as detailed in Table 1 are over-done. All of us have the potential in high pressured situations of doing what we do best, even more so when under pressure. Think of this like a great piece of music you like, played through a high quality sound system. You are enjoying it so much that you keep turning the sound up, in fact so load that the system starts to distort and finally fails you. This is what can happen to anyone of us, overdoing what we are good at.

To be successful, we need to understand how to fully exploit our strengths and not be tripped up by them when our context starts to alter. One example where this can occur is in your Exit Planning Strategy formation. So how to avoid this potential risk, work with someone skilled in this domain and outside of your own ‘organisational system’. You will always be surprised that people outside of your own organisation can often see ‘organisational’ system issues, often way before those within the very ‘organisational system’ itself. This is a welldocumented phenomenon and we can share more here if you have an interest to dig deeper.

Conclusion The META results suggest that the team does have a member with identified Entrepreneurial skills and that other members have essential skills in other areas of the business such as the Manager, supplying order and systems and/or the Technician supplying the output of the organisation.

A question the management team would benefit from exploring is: Are these strengths clearly understood and are the team members deployed in team role(s) that play to their strengths?

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The Primary Colours® Leadership Model This report aims to enhance your understanding of how your personality helps and hinders you in developing leadership competence. It explores your appetite for leadership, the style of leadership thinking to which you are temperamentally most suited, and how aspects of your natural style can increase or reduce both your general effectiveness as a leader and your potential effectiveness in dealing with specific leadership tasks.

To help make sense of your personality data from a leadership perspective, the Primary Colours® Leadership Model (Pendleton & Furnham, 2012) has been used as an organising framework. Edgecumbe’s research and consulting experience of working with leaders over more than twenty-five years indicates that there are three domains in which leadership operates: the strategic, operational and interpersonal domains.

Figure 9

The strategic domain is the head: it makes sense of what is going on, envisages the organisation’s future and creates plans to take it forward.

The operational domain represents the hands and legs: it gets things done, achieves results and drives the organisation forward. Its principal capability is determination or willpower.

The interpersonal domain is the heart: it is where feelings reside and relationships are maintained. Its principal capability is the ability to form and sustain relationships: it is occasionally called emotional intelligence.

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The structure of this section follows what is used in your individual Primary Colour Profile®, located in your personal folder. We have extracted high-level definitions to discuss with you as a team so we can share some collective results.

IMPORTANT It is important to note that the very nature of this report explores some personal characteristics of each and every individual whom has taken part.

It is not best practice, appropriate, ethical or effective to share the specific detail of the individual results in a group setting unless all parties have expressly pre-agreed in a willing and open manner. It is therefore our Company Policy not to explore individual result of this report in a group setting unless the above conditions have been met before the feedback session has been agreed.

Introduction This report aims to enhance your understanding of how your personality helps and hinders you in developing leadership competence. It explores your appetite for leadership, the style of leadership thinking to which you are temperamentally most suited, and how aspects of your natural style can increase or reduce both your general effectiveness as a leader and your potential effectiveness in dealing with specific leadership tasks.

The report has been jointly created by Hogrefe Ltd and the Edgecumbe Consulting Group. Hogrefe is the publisher of the UK version of the NEO PI-R. The Primary Colours Leadership Model was created by David Pendleton and is a registered trademark of the Edgecumbe Consulting Group.

The NEO Personality Inventory Personality is mainly genetic but can be influenced by environmental events. By adulthood, it is fairly well established and is unlikely to change much as you get older. The personality questionnaire that you completed is known as the NEO PI-R. It is one of the most valid, rigorous and globally accepted personality metrics on the market. It measures the five broad factors that underlie personality: • • • • •

Extraversion – the amount of energy you direct outwards into your environment and your need for external stimulation Emotional Resilience – how much pressure you feel and your level of emotional stability or reactivity Openness – how open you are to new experiences of various kinds Agreeableness – the role you adopt in relationships; how receptive you are to the perspectives of others Conscientiousness – your strength of purpose and drive to goal accomplishment.

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Each of the five factors comprises six personality traits; hence there are thirty personality traits in total.

These traits are generally acknowledged to be the building blocks that influence how people typically behave: their attitudes to themselves and other people; how they typically understand the world and operate within it; how they arrive at decisions; how they deal with people and tasks; and their pattern of emotions. Throughout the report, we have compared your scores on the different personality traits with ‘UK Working Population (broad sample)’. Thus your report will give you a sense of how your personality compares with this group.

Description of your individual report The report in your personal folder has three sections: Section 1: A snapshot of your leadership appetite, contribution and effectiveness Analysing your scores on the five factors of personality, we can give an indication of how strongly oriented you are to leadership, the leadership contribution your personality is best suited to, and the way your personality may increase or reduce your effectiveness as a leader.

Section 2: Your personality and leadership We discuss the extent to which your personality predisposes you to becoming effective in performing the seven leadership tasks contained within the Primary Colours Leadership Model, and how well you are likely to cope with pressure and the stresses and strains of leadership.

Section 3: Next steps Here we encourage you to consider the implications of your personality for you as a leader, for the teams in which you work, and for your organisation.

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Section 1: Your appetite for leadership (1.1 in your report) In this section of your individual report explores Extraversion, Assertiveness, Friendliness, Sociability, Pace and Positive outlook and what implications this may have for yourself and your fellow team members. The principle questions to consider here are.

With what sorts of people and in what situations might it be advantageous to hold back more than usual?

With what sorts of people and in what situations might it work better for you to take a more central role than usual?

Your leadership contribution (1.2 in your report) The Primary Colours Model can be cut according to two dimensions, which help to highlight your leadership contribution: • •

Future/generic (high openness) vs. present/specific (low openness) Task orientation (low agreeableness) vs. people orientation (high agreeableness).

Openness Strategist

Influencer B

A Implementer

Relationship Builder

Agreeableness

•

The Strategist looks to the future, challenges the status quo and is typically creative, long-term focused and ‘big picture’ in outlook.

•

The Implementer is delivery oriented, focuses on achieving today’s results, challenges others to deliver and injects pace and urgency into performance.

•

The Relationship Builder is people oriented, seeks to build networks and communities, and tends to form relationships easily.

•

The Influencer looks to the future, remains conscious of the strategy for the business and uses interpersonal skills to persuade and influence others to secure their buy-in and commitment to the strategy.

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Your likely effectiveness as a leader (1.3 in your report) We can get a sense of how effective a leader you are likely to be by considering how conscientious you are and how emotionally resilient or reactive.

Conscientiousness is the differential between the potential to achieve and actual achievement. Highly conscientious leaders have a strong sense of purpose and are driven to accomplish results. Low conscientiousness is associated with lower levels of accomplishment. Being conscientious, in the sense defined and measured here, is not just about ‘putting in the hours’ or approaching tasks in a systematic way. It is also about being oriented to particular goals, wanting to succeed and having self-belief. In these ways, high levels of conscientiousness can enhance your effectiveness as a leader.

Emotional resilience or reactivity indicates a person’s likely threshold for experiencing pressure and how they are likely to react emotionally and behaviourally. As defined and measured here, this dimension is a continuum from higher resilience at one end to higher reactivity at the other. People with higher emotional resilience tend to be more able to ‘take things in their stride’.

People with higher emotional reactivity more frequently experience a range of emotions such as anxiety, despondency or self-consciousness (among others), which have in common that they arise from negative interpretations of events or situations. Higher levels of emotional reactivity don’t always detract from effective leadership but can mean that effective leadership comes at a greater emotional or physical cost. An important first step in managing such emotions is recognising them when they occur.

Section 2: The Seven Leadership Tasks Within and overlapping of the three domains (Strategic, Operational and Interpersonal) there are seven tasks that leaders are typically required to do: 2.1 Setting Strategic Direction – defining the purpose and direction of an organisation, the unique activities that the organisation will carry out, and/or unique approaches to delivering those activities. This involves deploying either deductive, analytical processes, or creative and inductive processes, to address longer-term and organisation-wide issues. Strategic thinking also concerns radical and original thinking and sound analysis of contextual issues in addressing the organisation’s future.

2.2 Creating Alignment – securing understanding of and commitment to the organisation’s vision, mission and strategy. The same task may also relate to the building of commitment to programmes and initiatives. This is a matter of influence and persuasion whether individually, in teams, or in larger groups.

2.3 Planning and Organising – putting in place structures, plans and processes that keep people focused on priorities and clear about how to deliver the organisation’s goals. This includes establishing and using follow-up and review processes and mechanisms for dealing with unexpected events, balancing the integrity of the plans and processes with flexibility in the face of potential threats.

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2.4 Building and Sustaining Relationships – forming robust and effective relationships with all key stakeholder groups. This includes building and maintaining trust, credibility and goodwill.

2.5 Team Working – working well and getting things done in teams. Teams include hierarchical teams of manager and subordinates, peer groups and ad-hoc working parties, and project teams. At a senior level, this task includes creating and disbanding teams and helping them work effectively.

2.6 Delivering Results – driving individuals, teams and organisations to deliver the results they need to achieve. This involves overcoming opposition and injecting pace and urgency into performance. It has a hard edge of insistence and assertion and a strong will to succeed.

2.7 Leading – creating the conditions for the organisation, teams and individuals to succeed. Leadership may be demonstrated through: inspiring confidence, trust and commitment; focusing efforts; enabling individuals and groups; reinforcing the right behaviours; and helping individuals and groups to learn. Leading is most importantly ensuring the right leadership contribution is made in the current and changing circumstances. This may well involve allowing others to take a lead when their leadership abilities in a specific area are stronger than one’s own.

Leadership Colour Profile (The team overview) The collective result of the seven leadership tasks can bee seen in Figure 10.

Result between 30 and 70 represents a score within +/- 1 SD of the ‘norm’ group, this representing 68% of the population of that group. Those reporting below 30 are ‘Low’ and those reporting above 70 are ‘High’ when contrasted to the ‘norm’ group. In this illustration we show the seven leadership tasks as an aggregate of the individual team members self-report.

Figure 10

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In Figure 11 we can now see how the individual team members self-report against the seven leadership tasks. Within this audit, we would anticipate results between the 30 and 70 boundaries. If any results, collective or individual report below 30, then this represents a potential risk. If any report above 70 and will remain within the organisation, then this represents a potential premium position the leadership team has overall.

Leadership Colour Profile (The individual overview)

Staff A Staff B

Figure 11

There is one final view that has been extracted from the Primary Colour速 Leadership report, see Figure 12 and Figure 13 which details the next level down from the seven tasks of leadership where some of the tasks have subtasks.

Dimension with breakdown 2.1 Setting Strategic Direction i. Your openness to the potential inherent in new ideas and ways of doing things; ii. How you deal with complexity and ambiguity; iii. How you articulate your views when contributing to the strategic debate.

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2.2 Creating Alignment i. Impact – the energy, enthusiasm and diplomacy with which you express yourself; ii. Clarity – how effectively you organise your thoughts into an understandable business case; iii. Interaction – how you engage people, including how you respond to resistance or disagreement.

2.3 Planning and Organising 2.4 Building and Sustaining Relationships Effective at forming robust relationships Effective at maintaining robust relationships 2.5 Team Working 2.6 Delivering Results i. Energy and determination – this includes your drive to succeed, your pace of working, and your willingness to take the lead and push others to deliver; ii. Scheduling and follow-through – this includes your capacity to be organised, methodical and self-disciplined in working towards your goals and objectives; iii. Response to pressure – how you respond to pressure and change will impact not only on the faith and trust your team have in your leadership but also on your own well-being and capacity to remain productive.

2.7 Leading i. inspire people without overwhelming them; ii. focus on prioritising and planning without being rigid; iii. enable people to take initiative – without appearing to abdicate responsibility, and reinforce and sustain good performance without creating a climate where external rewards are seen as the primary motivation for working; iv. learn and reflect without allowing learning and reflection to drift into ‘paralysis by analysis’.

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Leadership Colour Profile (The team detailed view) Extracted from the Primary Colour速 Leadership report, this is the next level down from the seven tasks of leadership where some of the tasks have subtasks

Figure 12

Leadership Colour Profile (The individual detailed view)

Staff A Staff B

Figure 13

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Conclusion The collective view of the seven leadership tasks, suggests the overall team are reporting effectively at the mid point of the ‘norm’ group. The seven leadership tasks are, 2.1 Setting Strategic Direction, 2.2 Creating Alignment, 2.3 Planning and Organising, 2.4 Building and Sustaining Relationships, 2.5 Team Working, 2.6 Delivering Results and 2.7 Leading.

When we consider at the sub-task level, we do see that there are four sub-tasks that may benefit from further exploration. Three are clear strengths and one may be a potential vulnerability for the team.

Clear Strengths Setting Strategic Direction in terms of how you articulate your views when contributing to the strategic debate.

Delivering Results through energy and determination – this includes your drive to succeed, your pace of working, and your willingness to take the lead and push others to deliver.

Leading while learning and reflecting without allowing learning and reflection to drift into ‘paralysis by analysis’.

Possible vulnerability Delivering Results and your response to pressure – how you respond to pressure and change will impact not only on the faith and trust your team have in your leadership but also on your own well-being and capacity to remain productive.

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