U.S.PATENTNO.7,121,830
forthePublicSector
PATSAMPLE
POWERED BY January 2020
U.S.PATENTNO.7,121,830
forthePublicSector
PATSAMPLE
TIMEINCURRENTJOB
0 YEARS, 6 MONTHS
FEEDBACKFROM15TOTALOBSERVERS
M Manager(1)
O OtherSuperiors(2)
P Peers(4)
D DirectReports(8)
LeadershipVersatilityIndex,version5.0 U.S.PatentNo.7,121,830
Allrightsreserved
Publishedby KaiserLeadershipSolutions,LLC info@kaiserleadership.com www.kaiserleadership.com
TheLVI’smethodofassessmentwasdevelopedby BobKaplanandRobKaiseratKaplanDeVriesInc.
MANAGERIALEXPERIENCE: 13 YEARS, 3 MONTHS
INTENDEDUSE
TheLeadershipVersatilityIndex isintendedtoprovide feedbackforthepurposeofraisingself-awarenessand guidingthedevelopmentofmanagersintobetterleaders.It wasnotcreatedtoprovideinformationformaking decisionsabouthiring,promotion,compensation,or terminationandshouldnotbeusedasthesolesourceof informationforsuchdecisions.
THISREPORTISCONFIDENTIALANDSHOULD NOTBEDISTRIBUTEDWITHOUTPERMISSION.
NORMS
Forthepurposeofcomparison,normsarepresentedfromasampleofpublicservantswiththefollowingcharacteristics:
OBSERVERS
DEMOGRAPHICS
Age(years)
Managerialexperience(years)
Timeincurrentjob(years)
VISUALIZATIONOFNORMS
Normsarepresentedforcertainscoreswiththefollowing graphic:
ASSESSMENTFRAMEWORK
Versatilityistheabilitytoreadandrespondtochanging conditionswithafullrangeofmotion,unrestrictedbya biasinfavorofsomeapproachesoragainstothers.
TheLeadershipVersatilityIndex(LVI)measuresversatility ontwopairsofleadershipdimensions.Eachpairisa combinationofopposingbutcomplementarybehaviors thatreflectthetensionsandtrade-offsthatmake leadershipabalancingact.
Themodeldistinguisheshowyouleadintermsofyour styleofinteractingwithpeoplefromwhatyouleadin termsoftheorganizationalissuesyoufocuson.
HOWYOULEAD
FORCEFUL
assertingpersonaland position power
•TakeCharge
•Decisive
•Demanding
ENABLING
involvingothersand bringingouttheirbest
•Empowering
•Participative
•Supportive
WHATYOULEAD
STRATEGIC
positioningtheorganization forlong-termsuccess
•Direction
•Improvement
•Innovation
Expandingyourversatilityisnotjustaboutstrengthening lessdevelopedareas;itcanalsoinvolvecalibrating strengthsthatyoumayoverusefromtimetotime.
Ratherthanevaluatingyouas“goodorbad,”feedback ontheLVIadvisesyouwhichbehaviorstoemphasize moreandwhichtoemphasizelesstobetterreconcilethe competingdemandsofleadership.
Howmuchofabehavioristoolittle,therightamount,or toomuchdependsonthesituation.Forinstance,cultural valuesandnorms,thebusinesschallenge,andtheneeds ofthepeopleyouworkwithhelpdeterminehowmuch
WRITTENFEEDBACK
focusingtheorganizationon thedetailsofexecution
•Execution
•Efficiency
•Order
ofaparticularbehaviorisappropriate.
Yourbehaviorwasratedonauniquescale.Unlikethe typicalratingscalewhere“higherscoresarebetter,”the idealscoreisinthemiddleofthisscale,0,the“Right Amount."
Attheendofthereport,youwillfindqualitative,writtenfeedbacktosupplementthequantitativeratings.Thewritten commentsoftenelaborateandfurtherclarifywhattheratingsmean.Theymayalsoraisesomethingsnotcoveredbythe ratingitems.
OVERALLPROFILE
YOUROVERALLVERSATILITY
Theseresultssummarizetheoverall,360viewfromthe15observersacross the4ratergroupsthatprovidedyoufeedback.(Theseresultsdonot includeyourself-ratings.)Thescoresarecomputedasthegrandmean:the overallaverageoftheaveragescoresforeachofthe4ratergroups.Thus, eachratergroupcontributesequallytothe360view.
Youroverallversatilityscoreisshowntotheright.Thepercentage representshowcloseyourprofileapproximatesaperfectlywell-rounded circle.Ascoreof100%meanseverythingwasrated“therightamount;” scoresarelowerthan100%totheextentthatsomeitemswererated"too little"or"toomuch."
HOWYOULEADSUMMARY
FORCEFUL-ENABLING VERSATILITY
extenttowhichyouareableto bothusepowerpersonallyand toempowerothers
FORCEFUL assertingpersonalandposition power
ENABLING involvingothersandbringing outtheirbest
Take Charge & Empowering
Takes charge--in control of his/her area of responsibility
Empowers people--gives them latitude to decide how to do their job.
Assumes authority--makes it clear that he/she is in charge.
Delegates authority--gives people plenty of room to show initiative.
Gives direction--tells people what todo.
Hands-off--lets people do things their way.
Steps in--gets personally involved when problems arise.
Stands back--trusts people to handle problems in their area.
Decisive&Participative
Takes a strong position--lets people know where he/she stands.
Asks for input--wants to know what others think.
Speaks up--assertive in making his/her point.
Listens--takes what others have to say seriously.
Decisive--makes up his/her mind quickly.
Participative--includes people in making decisions.
Defends his/her position--doesn't back down easily.
Open to influence--can be persuaded to change his/her mind.
& Supportive
Conveys a sense of urgency-pushes people hard.
Shows empathy--is sensitive to peoples’ feelings.
Expects a lot from people--has high standards.
Develops talent--takes the time to coach people.
Provides critical feedback--tells people when their work isn't good enough.
Provides positive feedback--shows appreciation for peoples’ contributions.
Holds people accountable--firm when they don't deliver.
Believes in people--gives them a chance to fix performance problems.
FORCEFUL
ENABLING
HOWYOULEADRIGHTAMOUNTRATINGS
The following counts indicate how often you were rated “the right amount,” indicating that the rater thought you tend to use the behavior to the right degree and in the right situations.
FORCEFUL
ENABLING
WHATYOULEADSUMMARY
STRATEGIC-OPERATIONAL VERSATILITY
extenttowhichyouareableto bothenvisionthefutureand executetomakeithappen
STRATEGIC
positioningtheorganizationfor long-termsuccess
OPERATIONAL
focusingtheorganizationonthe detailsofexecution
Jumps on problems--quick to react to day-to-day issues. Direction&Execution
Thinks strategically--spends time on long-term planning.
Head-down--focused on getting things done.
Zooms out--leads from a highlevel, big-picture perspective.
Zooms in--gets involved in the tactical details of execution.
Externally aware--keeps up with developments outside the organization.
Internally focused--concerned about meeting the needs of internal stakeholders, processes, and standards.
Looks ahead--anticipates the need to change direction.
Scores flagged with an * are averages based on a mix of "too little" and "too much" ratings and may be misleading. See pages 20-21 for an explanation of these scores.
WHATYOULEADDETAILEDITEMRESULTS
Willing to make bold moves--takes risks.
Plays it safe--conservative about taking risks.
Ambitious to improve the quality ofthe organization's services.
Practical about change--careful about how much to take on at one time.
Entrepreneurial--jumps on new opportunities.
On task--keeps the organization focused on established priorities.
Willing to invest in resources to develop the organization for the future.
Cost-conscious--limits spending and minimizes expenses.
with
WHATYOULEADDETAILEDITEMRESULTS
Questions the status quo--makes the case for change.
Sticks to the tried and true--relies on what has worked in the past.
An early adopter--quick to embrace the latest and greatest.
Disciplined--has everything under control.
Creative--introduces new and original ideas.
Structured--thorough in organizing projects and work flow.
Encourages innovation--creates a safe environment for trying new things.
Follows up--checks in regularly to see how things are progressing.
Scores flagged with an * are averages based on a mix of "too little" and "too much" ratings and may be misleading. See pages 20-21 for an explanation of these scores.
STRATEGIC
WHATYOULEADRIGHTAMOUNTRATINGS
The following counts indicate how often you were rated “the right amount,” indicating that the rater thought you tend to use the behavior to the right degree and in the right situations.
STRATEGIC
RANKORDEROFITEMS
7 Decisive
8 Doesn'tbackdown
3 Internallyfocused
9 Pushespeoplehard
5 Takesaposition
6 Speaksup
5 Conservativeaboutrisk
10 Expectsalot
2 Involvedintacticaldetails
1 Head-down
6 Practicalaboutchange
7 Focusedonpriorities
10 Disciplined
1 Incontrol
4 Stepsin
9 Reliesonwhatworks
2 Assumesauthority
8 Containscosts
3 Givesdirection
12 Givespeopleachance
11 Providescriticalfeedback
9 Questionsthestatusquo
4 Jumpsonproblems
11 Structured
7 Entrepreneurial
6 Improvestheorganization
11 Showsappreciation
3 Hands-off
7 Participative
9 Showsempathy
10 Coachespeople
12 Followsup
2 Delegates
4 Standsback
2 Big-pictureperspective
5 Asksforinput
6 Listens
3 Externallyaware
8 Investsresources
12 Holdspeopleaccountable
5 Takesrisks
11 Creative
4 Looksahead
1 Empowers
12 Encouragesinnovation
10 Earlyadopter
1 Thinksstrategically
8 Opentoinfluence
+3.00 +1.72 +3.00 +1.50 +1.50 +0.88 +3.00 +1.62 +3.00 +1.00 +1.50 +1.00 -1.00 +1.22 +2.00 +2.00 +0.50 +0.38* +1.00 +1.16 +1.00 +1.00 +1.25 +1.38 +3.00 +1.00 +2.00 +0.50 +0.75 +0.75 +2.00 +0.95 +2.00 +0.50 +0.67 +0.63 0.00 +0.84 +2.00 +0.50 +0.50 +0.38* +3.00 +0.78 +1.00 +0.50 +0.50 +1.13 +3.00 +0.78 +1.00 +0.50 +1.00 +0.63
+2.00 +0.75 +1.00 +0.50 +0.75 +0.75 0.00 +0.75 +1.00 +0.50 +0.75 +0.75 +2.00 +0.60 +1.00 +0.50 +0.50 +0.38 +2.00 +0.60 +1.00 0.00 +0.75 +0.63
+0.53 +1.00 0.00* +0.75 +0.38
+0.44 +1.00 +0.50 0.00 +0.25 0.00 +0.44 0.00 +0.50 +0.50 +0.75 +1.00 +0.22* 0.00 +0.50 +0.75 -0.38
+2.00 +0.19 0.00 0.00 +0.25 +0.50
-0.10 0.00 0.00 -0.25 -0.13* 0.00 -0.12* +1.00 0.00 -1.00 -0.50 0.00 -0.16* +1.00 -0.50 0.00 -1.13 0.00 -0.19 0.00 0.00 -0.25 -0.50
-0.75 -2.00 0.00 -0.50 -0.50
0.00 -0.84 -1.00 -1.00 -0.75 -0.63 0.00 -0.88 -2.00 -0.50
-0.94 -2.00 -0.50 -0.50 -0.75
-0.94 -1.00 -0.50 -1.25 -1.00 +2.00 -0.94 -1.00 -1.00 -0.50 -1.25 0.00 -0.94 -1.00 -0.50 -1.25 -1.00
Scoresflaggedwithan*aredifficulttointerpret;theyarebasedonamixof"toolittle"and"toomuch"ratings. Seepages20-21foranexplanationofthesescores.
BEHAVIORTHEMES
Itemsaresortedbyscoresfortheoverall360view.Itemshigheroneachlistwereratedcloserto0,the"rightamount" (Strengths)orinthemoreextremerangeof"toomuch"(StrengthsOverused)or"toolittle"(Shortcomings).Thispagedoes notincludeitemsforwhichsomegroupsindicated"toolittle"andothers"toomuch."
Itemtextiscolor-codedtoindicatewhetheryourself-ratingwasTooLittle,TheRightAmount,TooMuch ornotapplicable
FORCEFUL
Decisive
Doesn'tbackdown
Pushespeoplehard
Takesaposition
Speaksup Expectsalot
Incontrol
Stepsin
StrengthsOverused
Givesdirection Givespeopleachance
Strengths
Holdspeopleaccountable Opentoinfluence Empowers Asksforinput Listens Standsback Delegates Coachespeople Participative Showsempathy Hands-off Showsappreciation
Shortcomings
Thinksstrategically Earlyadopter Encouragesinnovation Looksahead Creative Takesrisks Externallyaware Invests resources
Big-pictureperspective Improvestheorganization Entrepreneurial
Internallyfocused
Conservativeaboutrisk
Involvedintacticaldetails
Head-down
Practicalaboutchange
Focusedonpriorities
Disciplined
Reliesonwhatworks
Containscosts
Jumpsonproblems
Followsup
Structured
Therewasconflictingfeedbackfromdifferentobserverratergroupsonthefollowingitems,whereoneormoregroup indicated"toolittle"andoneormoreindicated"toomuch."Thesearetheitemsonwhichthe360scoreshavebeenflagged withan"*".
Therewasconflictingfeedbackfromratersinthesameratergrouponthefollowingitems,whereaquarterormoreindicated "toolittle"andaquarterormoreindicated"toomuch."Theseitemsareindicatedwithboldorangefontforthenumberof ratings"toolittle"(TL),"therightamount"(RA),and"toomuch"(TM).Theyaretheitemsonwhichtheratergroupscores havebeenflaggedwithan"*"inearliersectionsofthereport.Resultsfortheotherratinggroupsarealsopresentedforthe purposeofcomparison.
EFFECTIVENESSASATEAMLEADER
Leadershipinvolvesgettingthingsdonethroughotherpeople,andallgreatachievementsaretheresultofpeopleworking together.Therefore,theperformanceofyourteamisanimportantindicatorofyoureffectivenessasaleader.Team performancecanberepresentedbytwodimensions:
Productivity referstothequantityandqualityoftheteam’soutput.
Vitalityreferstohowteammembersfeelabouttheworkandworkingwitheachother.
Youandyourobserversratedtheteamforwhichyouaredirectlyresponsibleonathree-itemmeasureofProductivityanda three-itemmeasureofVitality.Thescalerangedfrom1to5,wherehigherratingsindicatemoreoftheattributeinquestion. Belowaretheoverallresults;resultsforthespecificitemsappearonthenextpage.
EFFECTIVENESSASATEAMLEADER
SCALESCORES
1. WhatarePatSample'smajorstrengthsasaleader—whatdoyoumostappreciateorrespect abouthim/her?
Y
M
Responsesarepresentedexactlyassubmitted.Eachtextblockrepresentsadifferentrespondent.
Iamhonestandethicalwithhighprinciples.Itakemyresponsibilityasaleaderveryseriously.Igiveeverythingto myjob.AndIhavedeeptechnicalexpertiseinmyfunctionalareawithalotofexperience.
Patisatake-chargemanagerwhoreallyunderstandstheoperationalsideofthebusiness.Intentongettingresults. Sheisveryclearwhereshestandsonissuesandspeakshermind.Andsheisareliable,go-tomanager;youcan countonhertogetthejobdone.
O Shehasgrownupinthiscompanyandknowsherbusinessverywell.Sheisn'tafraidtostepupandtake responsibilityforfixingproblemseither.
Patisknownasahard-chargerwhowillgotheextramiletogetresults.Shehaswhattheycallmanagerialcourage. Shealsohasdeepexperienceinmanufacturing.
P Understandshowthebusinessworks,atanintimate,detailedlevel.Sheisanaturalleaderandpresseshardfor results.Hasabigpresence.
Willingtounderstandanytrouble(bigorsmall)oractivityandbeinvolvedtolearnmorefromit.Patisreallygood atunderstandingproblemsatadetailedlevel.Sheisquicktoestablishaclearviewofalternatives.
Sheknowswhatshewantsanddoeseverythingtoachievehergoals.Sheisalsoagreatsparringpartnertohelp someonebetterunderstandcomplexsituations.Sheisnotafraidofmakingdecisions.Sheshowscourageinher management.
Whenadecisionismade,shetakesdetailedcareinitsimplementation.Verygooddriveforresults.Makessureher voiceisheard.
D Asenseofurgencyanddriveforresults.Patwilldowhateverittakestodeliver.
Patisanaturalleader,whoknowsexactlywhereshewantsherteamtogoandnevergivesupuntilshereachesher targets.Shehastremendousdriveandfocusonresults,andshereallyknowsherstuff.
Greatwithnumbers,reallyquickonherfeet,amasterfulproblemsolver.Veryanalytical.
Patisveryknowledgeableinherareaofexpertise;shehasaverydeepunderstandingofoperationsandthesupply chain.
Patisahands-onleaderwhoreallyknowsthebusiness.Shealsohasdeeptechnicalsmartsduetoherexperience.
Patisveryclearaboutwhatshebelievesshouldbedone.Shealwaystakesapositionandisquicktoletyouknow whereshestands.
Patispragmatic,fast,andfocusedonresults.Shepushespeopletoperformatahigherlevel.
Oneofthebestimprovisersandproblem-solversIhaveevermet!Shealsohasaverystrongworkethicandstands upforwhatshebelievesin.
2. DoesPatSampleoverdoanyofhis/herstrengths?Brieflyexplainhow,bytakingthemtoan extreme,the"strengthsbecomeweaknesses."
Y
Responsesarepresentedexactlyassubmitted.Eachtextblockrepresentsadifferentrespondent.
Icanputtoomuchpressureontheteaminordertodeliverresults.Verydemanding,whichcanbringsomelossof confidencefromcoworkers.Speedcanbecomeimpatienceandtoomuchpressure.IhavealsolearnedthatIcan comeonstrong,andshutotherpeopledown.Canbedefensiveattimes.
M Patleadswithheropinionandcomesontoostrong.Shewillraiseanissue,thenproceedtosaywhatshethinks shouldbedone.Iadmireherinitiative,butsometimesshe'stooquicktospeakup.Onceshelocksontoaposition, itishardtogethertoseeotherperspectives.Sheintimidatessomepeoplewithherassertiveness,insteadof influencingtheminmoresubtleways.Shecanalsobeverycriticalofpeoples'ideas.
O Patisabitimpatient—impatienttomeetherobjectivesortheobjectivesofherunit.Sheisclearlyresults-oriented. Thisorientationcouldputhighpressureonthemembersofherteam.Itcouldbeariskofover-management.
Sheisveryknowledgeable,butcanbesometimesseemabitopinionated.Shereliestoomuchonheroperational knowledge.
P Sometimestoodetail-oriented.ThinksshecanmanagewithanExcelfileandafewactionplans.More communicationanddialogueisneeded,notjustmorenumbers.
SometimesPatcanbealittlebittooaggressiveduringdiscussion.
Becausesheisaquickandintelligentperson,somepeopleonherteammightnotfollowhermindasfastas expected.Theyfeelfrustratedduetothefactthattheydon'tunderstandwhatPatsaysanddon'tdaretoaskfor explanations.Patshouldbemorecarefulinthissituationandensurethateverybodyunderstandsherpoint.
Patwantstoachievehergoalsandhasdifficultiesacceptingothers'pointsofview.Shecanbeverydogmaticifshe thinkssheisright.
D Veryprincipledbutsometimesinflexible.Patalsohashighstandards,butoftenexpectstoomuchfrompeople.
Canbeveryarrogant,especiallytowardweakpeople.Shethinksfromanoperationalperspective,canbelimitedin herabilitytoseethingsfromasalesandmarketingperspective.
Sheisverysmart,butcanalsojumptooconclusions,withoutconsideringalltherelevantfacts.Thiscouldbe perceivedasastrengthturnedintoaweakness.
Asresults-oriented,shecanbeabitnarrow-mindedandshort-sighted.Forinstance,shesometimessaysnoto goodideasandnewapproachesbecausetherewillbealearningcurve.
Patisreallystronginoperations,butshealsohasatendencytoswoopinandtakeoverontacticalmattersthatare franklybeneathher.
Tooimpatient—changesarenotsoeasilyaccomplishedintherealityofthatonthespreadsheet.Couldburn peopleout.
Patcansometimesbeaggressivetowardherteaminherwillingnesstogetthebestoutofthem.
Sheisagreatproblem-solverandknowsthetechnicalsideofthebusinessinsideandout;however,shetendsto gettooinvolvedinsolvingtechnicalproblems,tothepointofmicromanagingsometimes.Shetypicallydoesthis intheoperationalarea.Ihaveneverseenhermicromanageinotherareas.
3. DoesPatSamplehaveanyshortcomings—areaswherehe/sheneedstobestrongerordo more?
Y
Responsesarepresentedexactlyassubmitted.Eachtextblockrepresentsadifferentrespondent.
Ineedtospendmoretimeplanningahead.Ihavelotsofideasforwheretotakethisunit,butneedtospendless timereactingandmoretimeonstrategicplanning.Itisdifficultbecausesomuchofourresultsdependon execution.Andthereisalotofpressuretodeliverinthenearterm.Icouldalsodelegatemore.Icouldalsobe moreopentootherpointsofview.
M Patneedstoshowmoreinterestinotherpeople'sideas,amongherpeersandespeciallyonherteam.Isometimes thinksheleavesmoneyonthetablebyteeingupanissueandofferinghersolutionsandideasoutofthegate.If shecouldslowdown,introduceaproblem,andsolicitinput,shewouldhavegreaterbuy-inandprobablybetter qualitysolutions.Thisisespeciallysoinareasoutsideherrealmofexpertiseandexperience.
O Patshouldbemorestrategicinherapproach.
Patcouldgetmoreoutofherpeople.Sheshoulddrawthemoutmore,invitetheirideasandparticipationmore. Herorganizationiscenteredaroundherandthislimitshowmuchherpeoplecancontribute.
P I'mnotsurethatPatisastrategicthinker.Mostofherconcernsareminute-by-minute.Isometimesthinkshe sacrificesthelongtermforshort-termresults.
Collaboration.Sheistoofocusedonherteamandshowslittleinterestinlateralteams.
Patcouldsharpenherpeopleskills.Shecouldespeciallybeabetter,moreactivelistener.
Patsometimesdoesn'tknowwhatshedoesn'tknow.Sometimesshecouldbemorehumbleandseekmore informationratherthanappearlikeshehasalltheanswers.
D Idon'tthinkPatfullyunderstandsthebusiness,especiallythesalesandmarketingfunctions.Shehaslittle experienceintheseareasandtendstoavoidthem,tothepointofbeingoutoftouch.
SometimesIwonderifPattrustsus.Shedoesn'tdelegateasmuchassheshould.Sheisalsonotalwayswillingto tryotherpeoples'ideas.
Sheisnotveryinclusive.Shedoesn'tinvolvepeopleinthemajordecisionsthataffectthem.
Patcouldbemorerealisticaboutwhatcanandcan'tbedone.Herexpectationsaretoohighandthishasher issuingtoomanypriorities.Amorerealisticappraisalofwhatisfeasiblewouldgiveusgreaterfocus.
Itsometimesfeelsasifshedoesn'tappreciatethewayabusinessfunctions.ItisobviousthatshefavorsOpsandis notinterestedinthemarketingside.
Patisn'taverygoodlistener.Sometimeswhenyouraiseanissue,youcantellhermindissomewhereelse.
Patcouldbemorepatient.Herurgencyisappreciated,butsometimesshechargesonwithoutalltheinformation. Sheisalsotoobusydoingtothinkaboutwhatwearedoing.
Patsometimesseemsriskaverseandunwillingtochange.Sheisnotreceptivetofreshideas.Patiskindofaloner inthatshedoesn'tseekinput.Shecouldalsoshowmoreappreciation.
4. PleaseratePatSample’soveralleffectivenessasaleaderonaten-pointscalewhere5is adequateand10isoutstanding.
PleaseexplainwhatiseffectiveaboutPatSample'sleadershipandwhatitwouldtaketogeta higherrating.
Responsesarepresentedexactlyassubmitted.Eachtextblockrepresentsadifferentrespondent.
Y 6.50Becauseofspeed,reactivity,strongfocus,andgoodresults.Increasingtrustanddelegationwouldenableme todomoreandbringmoreeffectiveness.Icouldbemoreopen-minded,andperhapslessdefensiveand outspoken.
M 7.00Patisadriverandpushesforresults,whichareusuallygood.Shecoulddobetteratformingpeer relationships.Sheneedstolearnhowtobebetteratgiveandtake,andnotalwayshavetowinthedebate.Pat needstobelessreactive,andmorestrategicabouthowshespendshertime.Shealsoneedstolearnhowtowork throughateam.
O 7.50Goodinitiative,driveforresults,andexperience.Bemorecollaborativeandstrategic.
8.00Withherbusinessknowledgeandherpeopleskills,sheiseasilyacceptedbytheteamandcanfocusonreal issuesratherthanonconflicts.Togetahigherrating,sheneedstothinkmorestrategicallyandlesstactically.I'd liketoseeheranalyzewhetheraninitiativeshouldbedone,ratherthanhowitcouldbedone.
P 7.00Bemoreconstructiveandcooperativewiththerestofourteam.Bemoretrustingofherownteam,clarifythe groundrules(whodecideswhat,basedonwhatinformation,forwhataimorobjective),andcontrolyourfeelings moreinpublic.Also,manageusingcriticismandpraiseatrighttime(praiseinpublicand,critiqueinprivate).
8.00Patisoverallagoodmanager.Toimprove,shewillhavetogetawiderpictureandlearntomanagehigh-level people.
8.00IthinkPatisalreadyafarbetter-than-averagemanager.Shestillneedstocreatesomedistancefromher team'sworkinordertobetterempowerherstaff.Itwouldhelpalotwithherpeerstobemoreopenandless defensive.
7.50Achallengingleaderthatwillhelpustoprogressinmanyfields.Couldreachthesameresultsbymore consensualways.Bemoresupportivewhenpeopleareintrouble.Letthemhavetimetoworkontheissues: additionalreportingdoesn'thelptosolvetheproblems.
D 8.00Becausesheisabletorunherbusinessineveryaspectofit.Shecouldincludepeoplemoreandbemore opentootherwaysofthinking.
7.00Becausesheissointenseandkeenondeliveringandsheknowsalotaboutthebusiness.Sheneedstofocus onfewerprioritiesanddoinglessherselfanddelegatethings.
7.50Togetahigherrange,Pathastoimproveherwayoftreatingpeopleandhastolearntosometimesbemore patientforherdirectreportswhoarenotalwaysassmart/quickassheis.
8.50Sheisagreatoperationalleader.Shecouldsoftenupabitandshowmoreappreciationforeveryone'sefforts.
6.00Ithinkshecouldincreasehereffectivenessbyshowingmoreinterestineveryfunctionalarea,especiallysales andmarketing.
7.50Patdoesn'ttreatpeoplewiththerespecttheydeserve.Shepusheshard,butcouldgetmoredonewithless churnifsheusedasoftertouch.
8.00Patisaverygoodmanager.Efficiency,rapidity,andcouragearehergreateststrengths.Shecouldlearnmore aboutotherpartsofthebusiness.
8.00IthinkPatisagreatleaderasis.Weneedmoreofherkindofdriveandrelentlesspursuitofresults.
5. WhatwordsofencouragementdoyouhavetoofferPatSample?
Y
Responsesarepresentedexactlyassubmitted.Eachtextblockrepresentsadifferentrespondent.
Trustmyselfandlightenupabit.Learntotrustothersandstepback.
M Pathasherheartintherightplace.Sheismakingstridesintherightdirection.Myadviceistoseekfirstto understand,thentobeunderstood.
O Hanginthere.Youhaveachievedalotalready,andcanachieveevenmore.
Patcontinuestobesomeonewecancounton.Justknowthatwebelieveinyou,Pat.
P IlikeworkingwithPatandthinksheaddsalottoourteam.
Taketheleapoffaith,Pat:takeachance,trustpeople,andseewhathappens.You'llbesurprisedbyhowmuch peoplecandoifyoushowyoubelieveinthem.
Trustyourpeers,Pat.We'reonyourside.
Pathasalotofgifts,andIadmireherdeepknowledgeofoperations.
D
IhavealotofrespectforPat.SheknowsmorethanIwilleverknowaboutthisbusiness.
IhopePatisn'tdiscouragedbythisfeedback.Itmaynotallbepositive,butifyoucantakeitin,you'llbethe strongerleaderforit.
Justrememberwhatyoualreadyknow:treatpeoplelikeyouwanttobetreated.Youalreadyhaveourrespect.
Trustyourself,Pat.Youknowwhatyouaredoing.
Youhavehelpedmeraisemygamebychallengingme.Thankyou.
IthinkPatisoneofthebestleadersinthecompany.Keepitup!
Pathasaverybrightfuture.Ifshecanaddonthestrategicandpeople-skillspieces,shewillbeanextraordinary leader.
Pat,youdon'thavetoalwaysknoweverything.Wealreadyknowyouknowalot!