Management & Leadership Model by Research Communication Int. P/L

RESEARCH COMMUNICATION INTERNATIONAL RCI’S PEAKS PROFILE

management and leadership competency model LEADERSHIP BENCHMARKING FOR EXCELLENCE

ESPECIALLY FOR:

Demo Person

RESEARCH COMMUNICATION INTERNATIONAL PTE. LTD. 20 Cecil Street, Equity Plaza, #15-01 Singapore 049705 Tel: (65) 62362760 Fax: (65) 62362762 HTTP://WWW.RESEARCHCOMMUNICATION.COM 232-2785-FLT

PEAKS for Peak Performance: a strength-focused approach in training and profiling to build leaders at all levels of corporations

Dear Demo Person,

This Psychometric profile is a validated prediction of your natural disposition based on the well researched Five-Factor personality model and resilience studies. The PEAKS profile gives you reflections of your potential to peak perform, it is not an appraisal of your current performance. Ideally, contextual study is necessary to establish norms for specific groups, organisations or communities. However, very often, rough and ready patterns are required to give directions to development and planning. The predictions in these reports/profiles are therefore educated estimates and do not describe behavior. These predictions are accurate in identifying behaviors that are most natural for a person with certain personality traits and are best used as guided by a trained PEAKS certified consultant. Truly, there is beauty in every nature! Every personality disposition has its strengths and weaknesses. Through this profile, we hope you will gain a better understanding of yourself, and how you can peak perform in your personal and professional pursuits. We hope you will find this profile meaningful in your individual development and we wish you every success as you use this profile to climb towards personal, interpersonal and professional fulfillment. Dr Shirley Lim President Research Communication International Pte. Ltd.

Research Communication International Pte. Ltd. 20 Upper Circular Road #02-21 - The Riverwalk Singapore 058416 Tel. (65) 65570321 - Fax: (65) 65570189 http://www.ResearchCommunication.com email:support@researchcommunication.com

DISCLAIMER

The content of this report is provided â&#x20AC;&#x153;as isâ&#x20AC;? without any warranties of any kind including warranties of merchantability, or fitness for a particular purpose. The information provided in this report is provided for guidance purpose and it is not an appraisal of current performance. It is recommended to consult a trained certified consultant regarding the usage of the information included in this report. Although Research Communication International Pte. Ltd. (RCI) uses reasonable efforts to maintain the accuracy and currency of the content of this report, RCI makes no warranties or representations as to its accuracy or currency. This report may contain typographical errors and technical inaccuracies. RCI Assumes no liability or responsibility for any errors or omissions in the content of this report. To the extent permitted by law, neither RCI nor any of its related bodies corporate or their respective officers or employees will be liable in any way (including for negligence) for any loss, damage, cost or expense suffered or incurred by you or claims made against you through your use of this report. RCI reserves the right to update and/or modify the information contained in this report at any time and without notice.

LIMITATION OF LIABILITY

In no event will RCI., its agents, employees, consultants or other third parties mentioned in this report be liable for any damages whatsoever (including, without limitation, damages resulting from lost profits, loss of prospective economic advantage, lost data or business interruption) arising out of the use, inability to use, or the results of use of this report, any resource related to this report, or the content contained on any or all such reports, whether based on warranty, contract, tort or any other legal theory and whether or not advised of the possibility of such damages, or for any claim by another party. If your use of the content on this report results in the need for servicing, repair or correction of equipment or data, you assume all costs thereof.

“Leading People in the third millennium involves learning about one’s PEAKS of excellence and how they are leveraged to propel powerful peak performing leadership” Dr Shirley Lim

Demo Person Research Communication International Pte. Ltd. 20 Cecil Street, Equity Plaza, #15-01 Singapore 049705 Tel: (65) 62362760 - Fax: (65) 62362762 http://www.ResearchCommunication.com email:support@researchcommunication.com

Distributed Leadership Competencies Research Communication International has projected a Management Profile based on the following descriptions found to be appropriate for management and leadership development.

Self Management

48 - Medium

55 - High 1. Achievement Drive A desire to improve performance by setting and reaching challenging goals, making decisions which will improve measurable business results, taking risks which will enhance results, driven to commit resources in the face of uncertainty.

Some behavioural indicators: - - - - - -

Sets measurable objectives for self and others Demonstrates concern for meeting performance standards Takes calculated risks to reach challenging goals Evaluates and prioritises ideas, actions, projects and customers in terms of profitability, costs and benefits Commits resources in face of uncertainty Views self as personally accountable for results

60 - High 2. Initiative Does things that will improve results without being asked to do so. Acts decisively when presented with an opportunity or problem; takes personal action which anticipates problems or opportunities.

Some behavioural indicators - - - - - -

Recognises and acts upon present opportunities or problems Demonstrates willingness to do more than is assigned Quickly begins tangible action when confronted with opportunities or problems Exhibits extraordinary effort to accomplish results Anticipates opportunities two plus years ahead and acts to create opportunities or avoid problems Gives unsolicited support and advise

54 - Medium 3. Self confidence A belief in oneâ&#x20AC;&#x2122;s own capabilities and a willingness to test those capabilities in challenging situations. Willingness to make decision in face of opposition.

Some behavioural indicators - - - - - - -

Expresses confidence in own authority and ability to make decisions Acts in spite of disagreement with others States own position clearly and confidently and takes strong action in conflict situations Volunteers for challenging assignments Analyses own performance to understand failures and corrects problem Sees opportunities in problems Views self as a prime mover

63 - High 4. Flexibility The ability to see the merits of differing situations; to change plans and modify behaviour and approach in the light of conflicting evidence as and when necessary.

Some behavioural indicators - - - - -

Modifies a strongly held position in response to contrary evidence Shifts strategy or approach in response to the demands of a situation Sees the merits of differing positions or opposing view points and changes behaviour accordingly Adjusts easily to changes at work Works around obstacles that prevent the completion of projects or achievement of a goal

Distributed Leadership Competencies 5. Tenacity 34 - Very Low Keeps working systematically and tirelessly to meet or exceed a stated goal. Repeated and enduring efforts to overcome obstacles and to complete tasks given.

Some behavioural indicators

- - - - - - -

Takes persistent, repeated actions to overcome obstacles Does not quit after meeting rejection Sticks with a problem until it is resolved Repeatedly pushes others to do something Keeps trying to achieve a goal despite encountering obstacles Sees obstacles as ‘challenge’ and enjoys overcoming them Demonstrates unflagging energy in pursuing a problem

6. Self control 35 - Very Low Maintains consistent performance and emotional control when faced with opposition, pressure, hostility from others, and / or stressful conditions.

Some behavioural indicators

- - - - - - -

Keep own emotions from interfering with work Works effectively under short deadlines Refrains from impulsive behaviour Maintains consistent work style when under deadlines, tired or opposed on a point Stays calm in the face of others’ anger or lack of control Does not give up or abandon own position or ideas even when others appear to hold opposite opinions on an issue Displays a professional manner by tone of voice, attitude, or comment when handling stressful transactions

35 - Very Low 7. Concern for order (Attention to detail) Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small.

Some behavioural indicators

- - - - - - - - - - -

Provides accurate, consistent numbers on all paperwork Provides information on a timely basis to others who need to act on it Provides information in a usable form to others who need to act on it Maintain a checklist, schedule, calendar, etc., to ensure that small details are not overlooked Double checks the accuracy of information and work product Carefully monitors the details and quality of others’ work Expresses concern that things be right, thoroughly, or precisely Follows policies, procedures, and security measures in using various equipment Completes all reports and documents according to procedures and standards Maintains properly equipped work area Work requires little or no checking

Distributed Leadership Competencies Problem solving 1. Technical expertise

50 - Medium 48 - Medium

Ability to sort out and work out issues and patterns when faced with an abundance of technical details and information. Utilises multiple sources to generate conclusions (technical and non technical).

Some behavioural indicators

- Recognises discrepancies, trends and patterns in data - Draws inferences from observations - Talks about the ‘big picture’ or what is generally happening in the market place - Identifies issues not obvious to others - Detects connections and underlying patterns across multiple sources of information

2. Analytical ability

31 - Very Low

Breaks problems into their components and considers organising them in a systematic way. Thinks through the consequences of situations, events or actions. Sets priorities on a rational basis.

Some behavioural indicators

- Capable of breaking down moderately complex problems into their components parts - Prioritises tasks and uses simple if … then outcome inferences - Specifies a logical sequences of actions or conditions required to achieve desired outcome - Notes consequences of actions or situations and possible alternatives

3. Conceptual thinking

63 - High

Recognises connections or patterns between situations that are not obvious to others, and identifies the key or underlying issues in complex situations.

Some behavioural indicators

- Sees connections or patterns that are not obvious to others - Rapidly identifies key issues in a complex situation - Finds ways to condense a large amount of information to a useful form - Develops and uses vibrant and clear analogies in speech and writing - Sees relationships between complex data in different areas - Recognises and reconciles discrepant data - Sees similarities between a new situation and past situations of a different type - Identifies inconsistencies or discrepancies that are not obvious

Distributed Leadership Competencies Managing for results

58 - High

1. Influence strategy 67 - Very High Strategises and acts to have an impact on others to influence or persuade. Effectively utilises actions that are calculated in advance, selecting and revealing information, assembling coalitions, using third-party experts to achieve results.

Some behavioural indicators

- Lobbies key people to get agreement - Identifies different needs of key people and adjust strategies to influence - Switches tactics in changing situations to convince others - Works with ‘formal’ and ‘informal’ systems to influence situations - Formulates and presents persuasive arguments - Uses third parties or experts to influence outcome - Calculates how actions will influence others

them

2. Relationship building 57 - High Able to establish rapport with people easily, developing and maintaining a network of contacts that can provide information, help, and access to others.

Some behavioural indicators

- Ability to work with people easily - Develops and effectively uses networks, both inside and outside the organisation - Liked and respected by peers and co-workers - Demonstrates interest in helping others solve problems and achieve work objectives - Establishes a climate of trust, confidence and mutual respect

3. Organisational awareness 60 - High Demonstrates a comprehensive sensitivity to power and influence relationships in one’s own organisation. Able to identify key people who influence particular decisions. Some behavioural indicators aware of and able to use the right people and corporate policies in order to achieve desired impacts, change, or results - Knows how to use the organisation’s ‘informal system’ to get things done - Ability to identify key influential people who can help to achieve one’s goals - Able to predict how new events or situations will affect individuals and groups within the organisa tion. Uses the most appropriate channels and cost-effective means in communications within and between departments / divisions and to achieve results - Build informal alliances within an organisation and uses these alliances to impact results

- Is

4. Interpersonal understanding 52 - Medium Understands, interprets and responds to others’ concerns, motives, feelings and behaviour.

Some behavioural indicators

- Listens attentively to what other people are saying - Sees things from others’ viewpoints - Understands unspoken thoughts, concerns or feelings of others - Able to interpret non-verbal behaviours and - Expresses to others an understanding of their viewpoint or situation Copyright (c) 2013 Research Communication International Pte. Ltd. - Unauthorized reproduction in any form, whole or part, is prohibited.

Distributed Leadership Competencies 5. Results orientation 55 - High Focusing attention on key objectives, to ensure achievement of effective outcomes.

Some behavioural indicators

- Sets specific goals for self and others - Establishes a clear focus and directions

for unit and communicates clearly and concretely the results to be achieved - Organises and brings resources together to help achieve an objective - Delegates tasks to ensure that the job gets done and keeps own and othersâ&#x20AC;&#x2122; activities focused on key objectives - Keeps people informed about what needs to be done in the light of changes in the organisation, business situation etc. - Takes appropriate action to achieve objectives - Applies experience and expertise to achieve objective

66 - Very High 6. Direct persuasion Uses appropriate interpersonal styles, methods and convincing arguments to convince others to accept an idea, plan, activity or product.

Some behavioural indicators

- Points out benefits to others of desired actions for the purpose of gaining their - Uses factual information effectively to support a position - Draws on reason and logic in supporting a case - Offers several different arguments to support a position or gain acceptance - Anticipates and prepares for how people will react

acceptance

47 - Medium 7. Information seeking Gathers critical information from various key sources and uses them to solve problems.

Some behavioural indicators

- Asks questions, consults available resources to obtain needed information - Gathers key information to diagnose a problem, probes for sensitive, strategic information - Verifies information to ensure its accuracy or reasonableness - Seeks critical data to test hypothesis - Gathers information from key sources to fully understand the cause of a problem - Involves others who might not normally be involved in providing information

Distributed Leadership Competencies Group management

53 - Medium

1. Team leadership 55 - High Ability to develop co-operation, teamwork and collaborative effort while leading a group of people, working toward solutions which generally benefit all parties involved.

Some behavioural indicators

- Solicits the input of group members and encourages their participation - Demonstrates concern for treating people fairly and equitably - Gives credit and recognition to others who have contributed - Identifies and pushes for solutions in which all parties can benefit - Maintains communication to keep team members informed - Acts to promote friendly climate, good morale and co-operation (holds get-together),

and creates

symbols of group identity

2. Teamwork 47 - Medium Demonstrates an understanding of the link between one’s own job responsibilities and overall organisational goals and needs, and performs one’s job with broader goals in mind.

Some behavioural indicators

- Helps and supports fellow employees in their work to contribute to overall company - Works beyond the minimum job requirements and does whatever is necessary

success

Is available and willing to work overtime when required for opportunities for improving work methods and outcomes to the overall benefits of the company - Looks beyond the requirements of one’s own job to offer suggestions for improvements of overall company operations - Uses company resources, such as equipment, paper supplies, materials, etc … with the same care and efficiency as one’s own possessions - Follow up on inquiries and requests from peers and co-worker - Looks

47 - Medium 3. Developing others Strives to improve the skills and competencies of subordinates or others by providing clear, behaviourally specific performance feedback, effective coaching and mentoring, and development experiences and opportunities.

Some behavioural indicators

- Gives encouragement to others to improve their motivation - Reassures subordinates after setbacks and failures - Takes extra time to assist and provide specific and detailed follow-up - Takes time to listen to subordinates’ problems - Gives subordinates assignments and training to develop their abilities - Provides necessary coaching and counselling

Distributed Leadership Competencies 59 - High 4. Directing others Develops and uses effective strategies and interpersonal styles to endorse rules, confront subordinates about problems and tell subordinates what they must do toward the accomplishment of identified objectives and goals.

Some behavioural indicators authority and responsibility to subordinates, allowing them to use their abilities and talents effectively - Confronts subordinates about problems - Specifies what must be done to achieve goals - States expectations or boundaries for subordinates - Delegates

Customer orientation

57 - High

57 - High 1. Customer services Demonstrates initiative and tenacity in striving to meet customer’s needs. This includes taking the customer’s side, keeping in mind that it will result in a long term benefit to the company. Some behavioural indicators - Takes full responsibility for solving customer service problems; monitors response to assure resolution - Makes self fully available to customer (and internal clients, e.g. …. Sales) especially during critical periods for

the customers

these to the company’s products and services; and

- Maintains clear communications with customers regarding expectations - Seeks information about real underlying needs of the customer beyond those expressed initially and matches - Manages customer expectations to prevent disappointment

Demo Person

Competency Fit Estimate 1 of 4 The Competency Fit Estimate aids in matching personality-driven work competencies to job demands. This is to be used as an aid in understanding how gaps between performance and a job ideal might be reduced: -If the individual's actual profile fits the infrastructure within 10 points, that is a natural fit that can be developed. -If one's profile fits the infrastructure between 10 and 20 points, that is a stretch fit requiring more than just development. Create support structures. -If one's profile is more than 20 points off the ideal infrastructure, that is an unnatural fit; development difficult. Use compensation and delegation strategies to advantage. WARNING! These estimates should not be confused with a performance evaluation. These are estimates of probable performance, not observations of actual performance. They are intended to be used in combination with a 360-degree feedback instrument. Competency:

Score and Fit:

Recommended Strategy:

Able to Initiate Effectve Marketing/Adv Techniqs

3 - Natural

Developmental

Able to Maintain Confidentiality

23 - Unnatural

Compensatory

Able to Subordnt Pers Needs to Team Success

17 - Stretch

Developmental with Support

Accepting Responsibility

15 - Stretch

Developmental with Support

Action Oriented

9 - Natural

Developmental

Adding Value, Personally

21 - Unnatural

Compensatory

Adherence to Industry Guidelines

18 - Stretch

Developmental with Support

Alliances/Partnerships, Supporting

18 - Stretch

Developmental with Support

Ambiguity & Paradox, Comfort with

7 - Natural

Developmental

Ambition

5 - Natural

Developmental

Analytical Thinking

12 - Stretch

Developmental with Support

Approachability

12 - Stretch

Developmental with Support

Bends Policy When Appropriate

8 - Natural

Developmental

Boss Relationships

24 - Unnatural

Compensatory

Brings Out the Best in People

18 - Stretch

Developmental with Support

Broad Business Knowledge, Seeks

4 - Natural

Developmental

Building Team Spirit

13 - Stretch

Developmental with Support

Business Acumen

21 - Unnatural

Compensatory

Change, Comfort with

3 - Natural

Developmental

Comfort around Top Management

11 - Stretch

Developmental with Support

Comfort Executing Collection Procedures

15 - Stretch

Developmental with Support

Compassion

17 - Stretch

Developmental with Support

Competitiveness

15 - Stretch

Developmental with Support

Composure

21 - Unnatural

Compensatory

Conceptual Thinking

4 - Natural

Developmental

Demo Person

Competency Fit Estimate 2 of 4 Competency:

Score and Fit:

Recommended Strategy:

Conflict Management

14 - Stretch

Developmental with Support

Conflict Proneness

3 - Natural

Developmental

Consistency

23 - Unnatural

Compensatory

Control (vs. Impulsivity)

25 - Unnatural

Compensatory

Courage with People

17 - Stretch

Developmental with Support

Creativity

4 - Natural

Developmental

Criticism, Is Open to

14 - Stretch

Developmental with Support

Customer Focus

12 - Stretch

Developmental with Support

Customers, Knowledge of Key

13 - Stretch

Developmental with Support

Deadlines, Meeting

24 - Unnatural

Compensatory

Decision Quality

22 - Unnatural

Compensatory

Decision-Making Skills

5 - Natural

Developmental

Detail, Comfort with Repetitious Attention to

29 - Unnatural

Compensatory

Diplomatic;Mntns Gd Rel's w Variety of People

20 - Unnatural

Compensatory

Diversity, Comfort with

12 - Stretch

Developmental with Support

Easy to Work With

18 - Stretch

Developmental with Support

Effort, Discretionary; Focus on Priorities

13 - Stretch

Developmental with Support

Emotions, Full Range of

6 - Natural

Developmental

Enjoys Coordinating Social Activities

18 - Stretch

Developmental with Support

Entrepreneurial

11 - Stretch

Developmental with Support

Error Avoidant

24 - Unnatural

Compensatory

Ethics and Values

25 - Unnatural

Compensatory

Expertise Sharing

26 - Unnatural

Compensatory

Facilitation

17 - Stretch

Developmental with Support

Feedback, Seeks and Uses

24 - Unnatural

Compensatory

Flexibility

8 - Natural

Developmental

Follow Policy, Prone to

29 - Unnatural

Compensatory

Follow Through

25 - Unnatural

Compensatory

Functional/Technical Skills

29 - Unnatural

Compensatory

Future Needs, Anticipating

17 - Stretch

Developmental with Support

Handles Complaints w/o Passing the Buck

12 - Stretch

Developmental with Support

Health Proneness

24 - Unnatural

Compensatory

Humor

3 - Natural

Developmental

Impact and Influence

9 - Natural

Developmental

Independently, Comfort Working

13 - Stretch

Developmental with Support

Informing

21 - Unnatural

Compensatory

Initiative

9 - Natural

Developmental

Innovation

5 - Natural

Developmental

Demo Person

Competency Fit Estimate 3 of 4 Competency:

Score and Fit:

Recommended Strategy:

Integrity, Acts with

28 - Unnatural

Compensatory

Intellectual Horsepower*

16 - Stretch

Developmental with Support

Interpersonal Savvy

7 - Natural

Developmental

Intrapersonal Savvy

12 - Stretch

Developmental with Support

Is Insightful; Sees from New Angle

5 - Natural

Developmental

Keeping Co-Workers Informed

21 - Unnatural

Compensatory

Leadership, Basic

14 - Stretch

Developmental with Support

Learning on the Fly

7 - Natural

Developmental

Listening

28 - Unnatural

Compensatory

Locus of Control/Internality

13 - Stretch

Developmental with Support

Making a Difference, Commited to

28 - Unnatural

Compensatory

Mistakes, Learns from

20 - Unnatural

Compensatory

Mntns Accurate and Timely Records/Files/Rpts

23 - Unnatural

Compensatory

Mntns Gd Relats w Variety of People;Diplomatic

20 - Unnatural

Compensatory

Morningness

24 - Unnatural

Compensatory

Multiple Priorities, Handling

9 - Natural

Developmental

Negotiating

14 - Stretch

Developmental with Support

Numerical Accuracy

27 - Unnatural

Compensatory

On-Stage Presence

4 - Natural

Developmental

Optimistic Outlook

13 - Stretch

Developmental with Support

Order, Concern for

21 - Unnatural

Compensatory

Organizational Awareness

14 - Stretch

Developmental with Support

Organizational Commitment

26 - Unnatural

Compensatory

Organizing

29 - Unnatural

Compensatory

Patience

29 - Unnatural

Compensatory

Peer Relationships

18 - Stretch

Developmental with Support

Performance Focus

10 - Stretch

Developmental with Support

Perseverance

24 - Unnatural

Compensatory

Personal Disclosure

12 - Stretch

Developmental with Support

Personal Learning

16 - Stretch

Developmental with Support

Perspective/Range of Interests

3 - Natural

Developmental

Planning & Organizing Ability

25 - Unnatural

Compensatory

Political Savvy

17 - Stretch

Developmental with Support

Presentation Skills

11 - Stretch

Developmental with Support

Pressure, Works Well under

17 - Stretch

Developmental with Support

Priority Setting

10 - Stretch

Developmental with Support

Proactivity

12 - Stretch

Developmental with Support

Problem-Solving Ability

11 - Stretch

Developmental with Support

Demo Person

Competency Fit Estimate 4 of 4 Competency:

Score and Fit:

Recommended Strategy:

Process Management

17 - Stretch

Developmental with Support

Procrastination (Other than Decisions)

5 - Natural

Developmental

Product Knowledge

31 - Unnatural

Compensatory

Propensity to Max Rev, Net Inc, Cash Flow

21 - Unnatural

Compensatory

Recognition, Giving

26 - Unnatural

Compensatory

Responsiveness--emergencies, 24 hr. resp

18 - Stretch

Developmental with Support

Results Orientation

11 - Stretch

Developmental with Support

Risks, Courage to Take

7 - Natural

Developmental

Safety

27 - Unnatural

Compensatory

Sales Profile, Resemblance to Ideal

14 - Stretch

Developmental with Support

Self Knowledge

11 - Stretch

Developmental with Support

Self-Assessment

13 - Stretch

Developmental with Support

Self-Confidence

18 - Stretch

Developmental with Support

Self-Control

28 - Unnatural

Compensatory

Service Orientation

17 - Stretch

Developmental with Support

Sizing Up People

14 - Stretch

Developmental with Support

Speedy Decision-Making

5 - Natural

Developmental

Standing Alone

18 - Stretch

Developmental with Support

Strategic Agility

2 - Natural

Developmental

Teamwork & Cooperation

20 - Unnatural

Compensatory

Technical Learning

29 - Unnatural

Compensatory

Time Management

21 - Unnatural

Compensatory

Understanding Others

12 - Stretch

Developmental with Support

Urgency, Sense of

11 - Stretch

Developmental with Support

Verbal and Writing Skills=Newsletter, Reports

13 - Stretch

Developmental with Support

Willingness to Accept Direction & Responsibility

34 - Unnatural

Compensatory

Work/Life Balance

13 - Stretch

Developmental with Support

Written Communications

13 - Stretch

Developmental with Support

RESEARCH COMMUNICATION INTERNATIONAL RCI’S PEAKS PROFILE

Project Management Profile LEADERSHIP BENCHMARKING FOR EXCELLENCE

ESPECIALLY FOR:

Demo Person

RESEARCH COMMUNICATION INTERNATIONAL PTE. LTD. 20 Cecil Street, Equity Plaza, #15-01 Singapore 049705 Tel: (65) 62362760 Fax: (65) 62362762 HTTP://WWW.RESEARCHCOMMUNICATION.COM 232-2785-FLT

“PEAKS identifies our Personality DNA to help us develop by choice, not by chance” Dr Shirley Lim

Dear Demo Person,

DISCLAIMER

LIMITATION OF LIABILITY

“To reach the PEAK,we must Plan or Purpose, Energise and Affirm, but most of all, Know what we are, what we want and how to get there in a way that Sustains excellence.” Dr Shirley Lim

[FLT] Demo Person Research Communication International Pte. Ltd. 20 Cecil Street, Equity Plaza, #15-01 Singapore 049705 Tel: (65) 62362760 - Fax: (65) 62362762 http://www.ResearchCommunication.com email:support@researchcommunication.com

PEAKS Project Manager Profile The PEAKS Project Manager Profile outlines the core functional competencies of a Project Manager. This Profile provides a project management template for self actualisation in your leadership and management of projects. Your scores are approximations of your natural, personality-driven propensities toward the specified competency and does not necessarily reflect your current performance. It does however mirror your deep level potential to excel natural under the appropriate supportive environments and given the necessary skills. The labels of “EXCEL” (ie, you have the natural potential to excel in this competency), “READY” (ie, you are ready to flow comfortably in exercising this competency) and “DEVELOP” (ie, you are less natural in this competency but can certainly develop excellence if you deliberately do so) are general indicators for peak performance in your Project Management journey.

Overall Project Management Index

52 - Ready

I. PROJECT LEADERSHIP

54 - Ready

1. Champions a vision: Dares to Soar

61 - Excel

Presents and models a compelling vision

2. Cultivates positive outcomes: Persistence

57 - Excel

Ensures positive outcomes through deliberate efforts

3. Communicates intent: Challenge

59 - Excel

Clearly articulates and shares vision-directed intentions

4. Collaborates with others: Teamwork

60 - Excel

Works with others toward a common good

5. Cares for others: Values

50 - Ready

Constantly looks to the needs of others to ensure their well being.

6. Confronts wrongdoing: Integrity

61 - Excel

Challenges assumptions that are wrong and speaks up against what is not right

7. Changes for the better: Determination

52 - Ready

Has the propensity to improve and change for the better by learning from mistakes

8. Creates structures: Enterprise

41 - Develop

Sets up structures and systems for others to work within effectively

9. Celebrates excellence: Positive Attitude

52 - Ready

Affirms and celebrates what is seen as successful and excellent

10. Continues learning: Creativity

52 - Ready

Adopts a ”forever learning” attitude and works toward continuous improvement.

PEAKS Project Manager Profile (Page 2 of 5) II. MANAGING ORGANIZATION EXPECTATIONS

52 - Ready

Focus on profitability and general management philosophy

64 - Excel 63 - Excel 41 - Develop

See realistically the place of project management in the organisation

44 - Develop

Balance project team and organization needs

51 - Ready

Know the mission, structure and functions of the organization Relate to key personnel in the organization

III. MANAGING PROCESS FUNCTIONS

42 - Develop

Balance technical solutions with business and interpersonal factors

47 - Ready 50 - Ready

Develop and adhere to appropriate processes for accomplishing work

41 - Develop

Obtain necessary approvals for project parameters such as costs and schedules

38 - Develop

Monitor progress and manage deviations

38 - Develop

IV. MANAGING TECHNOLOGY Be objective in selecting appropriate technology

48 - Ready 54 - Ready

Balance technology advancement needs with business results

53 - Ready

Assess the quality of technical decisions and recommendations

39 - Develop

Focus on information communication technology

42 - Develop

Utilise and leverage all supporting technology

52 - Ready

Coordinate development of plans, estimates and budgets in a comprehensive and realistic way

V. MANAGING INFORMATION

46 - Ready

Gather information systematically from several sources

49 - Ready

Think broadly when problem solving

60 - Excel

Collect appropriate quantity of data for decision making

45 - Ready

Draw accurate conclusions from quantitative data

25 - Develop

Collect appropriate qualitative data for decision-making

54 - Ready

Make decisions objectively considering all options

44 - Develop

PEAKS Project Manager Profile (Page 3 of 5) VI. MANAGING TEAM FORMATION AND MOTIVATION

52 - Ready

Involve the right people at the right time

54 - Ready 50 - Ready

Foster development of common goals and vision

55 - Excel

Consider personality-driven skills, values and interests in task assignment

55 - Excel

Define clearly roles, responsibilities and performance expectations

44 - Develop

Use leadership strategies appropriate to stage of team development

54 - Ready

Foster collaboration among team members

42 - Develop

Provide and articulate clear direction and priorities

51 - Ready

Remove obstacles to team progress and passion

49 - Ready

Celebrate diverse achievements of team members

58 - Excel

Allow team members appropriate amount of freedom

54 - Ready

Offer opportunities for professional growth

52 - Ready

Provide for training and support when needed

48 - Ready

Give credit generously when due

56 - Excel

Seek to understand what drives individuals

62 - Excel

Give timely, specific and constructive feedback

48 - Ready

Inspire involvement and engagement

VII. MANAGING RELATIONSHIPS

58 - Excel

Use power and influence in relationships effectively

64 - Excel 63 - Excel

Bring out the best in others

59 - Excel

Influence others without being coercive

67 - Excel

Negotiate and creating win-win situations

51 - Ready

Affirming strengths in others, especially team members

49 - Ready

Relate appropriately to different personalities

PEAKS Project Manager Profile (Page 4 of 5) VIII. MANAGING COMMUNICATION Communicate consistently in a targetted way

50 - Ready

Establish two-way communication by listening attentively

43 - Develop 42 - Develop

Build and leverage formal and informal networks

57 - Excel

Communicate progress and results regularly

53 - Ready

Influence and persuade team and stakeholders effectively

55 - Excel

Communicate in an organised and systematic way

42 - Develop

Be optimistic and positive

50 - Ready

Be energetic and enthusiastic

63 - Excel

Communicate simply and clearly

40 - Develop

Communicate with impact by using metaphors and examples

67 - Excel

Communicate regularly in formal meetings and in writing

38 - Develop

Communicate often informally in casual settings

68 - Excel

Repeat ideas to ensure reception

35 - Develop

Be forthright and clarify perceived inconsistencies

53 - Ready

Communicate through emblematic conduct- Lead by example

56 - Excel

IX. MANAGING STAKEHOLDERS

53 - Ready

Understand and anticipate stakeholder needs

57 - Excel

Translate stakeholder wants to what they need Build and nurture strong stakeholder relationship

65 - Excel 45 - Ready

Respond to stakeholder issues, concerns and queries

60 - Excel

Strive to exceed stakeholder expectation

46 - Ready

Manage stakeholder expectations

50 - Ready

PEAKS Project Manager Profile (Page 5 of 5) X. MANAGING RISKS

45 - Ready

Understand concept of risk against return for decision making

54 - Ready 43 - Develop

Be objective in assessing risks

40 - Develop

Be resilient and tenacious when issues arise

47 - Ready

Take responsibility for risk mitigation

41 - Develop

Identify risks with foresight

XI. MANAGING CHANGE

55 - Excel

Be personally ready for constant change

65 - Excel

Create environments ready for change

53 - Ready

Ensure there are dedicated resources for change management

67 - Excel

Create change and learn from the change journey

57 - Excel

Measure success and create short term wins

50 - Ready

Involve people in the change

58 - Excel

Develop change agent network

59 - Excel

Recognize that resistance is natural

45 - Ready

Train managers in the principles and tools of change

50 - Ready

Understand people and their responses to change

50 - Ready

XII. MANAGING CONTROL AND CLOSURE Ensure the creation of value

50 - Ready 41 - Develop

Focus on qualitative and quantitative analyses

53 - Ready

Record and archive documents, experiences and findings

35 - Develop

Learn from lessons and observations

55 - Excel

Project into the future

62 - Excel

Steer culture of excellence

58 - Excel