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Диагностика ценностей лидера - LVA (Eng)

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 Barrett Values Centre
Leadership Values Assessment John Leader Prepared by Barrett Values Centre 2 Leadership Values Assessment John Leader alues stand at the very core of human decision making. Becoming conscious of them and examining them, helps to ground us in our understanding of how we interact with the world and people around us. This assessment provides an opportunity for you to examine your values and how others perceive you. The report contains eight Sections. 1. Strengths: These are your stated strengths and the strengths that people see in you. Notice the similarities and explore the differences. 2. Values Distribution: Your chosen values show if there are concentrations or gaps at particular levels and what these may indicate about you and your style. This section examines to what extent your values have an individual focus, a relationship focus, an organisational focus, and a societal focus.
3. Values Matches and Differences: This section examines the values that are similar and different between you and your assessors and what key themes are present in these values. 4. Alignment and Distribution of all Values: Here you will note the alignment between the values that you and your assessors chose, as well as the distribution of all of the values that they have chosen for you across the seven levels. 5. Areas for Improvement: In this section, you can see how your stated areas for improvement are similar to or different from those your assessors would like to see you work on. 6. Entropy: The Entropy section examines the extent to which any potentially limiting values chosen by you or your assessors may be impacting your effectiveness. 7. Direct Feedback: This section contains the direct feedback that your assessors wanted you to have, either with their names attached or anonymously. 8. Recommendations: The Recommendations section is provided to help guide you in developing an action plan and determining your next steps. V 3 Section 1: Strengths John Leader YOUR ASSESSORS’ VIEW OF YOUR STRENGTHS Your assessors were asked to describe your strengths as a leader. This list represents the areas of consensus from the comments of your assessors:
These are the strengths that you have noted for yourself: • 1. Abilty to analyse situations clearly and make sense of things • 2. Being able to connect strategy that is intuitive to financial outcomes • 3. Being able to keep things simple • 4. Really caring about individuals • 5. Loving this business and what we do for people What similarities do you see in the lists? Where do you see differences? What surprises do you find? • Caring • Decisive • Results oriented • Business insights • Forward thinking • Intelligent • High standards • Commitment • Business knowledge and understanding • Sets a clear direction • Gets things done • Analytical • Problem solver • Provides clarity • Loyalty • Inspiring • Strategic thinking • Supportive 4 Section 2: Values Distribution John Leader VALUES CONCENTRATION This plot of your chosen values shows their distribution across the seven levels of leadership and indicates where there are areas of concentration and where there are gaps. Your values are distributed across five of the seven levels of consciousness with concentration at: Level 7 - Wisdom/Visionary Level 4 - Facilitator/Influencer Level 7 leaders are motivated by a need to serve the world. They act with humility and compassion. They take a long-term perspective and are committed to social responsibility. Level 4 leaders empower their staff and encourage accountability. They focus on team building and innovation. They enjoy a challenge. Does this reflect your perception of your leadership style? If so, what resonates with you? If not, think about what differences you note and why this description does not fit with how you see yourself. HEALTH INDEX: PL The Health Index shows the number of positive (P) to potentially limiting (L) values that you have chosen for yourself. 10-0 shows no potentially limiting values in your list. VALUES GAPS When values are missing in a level, this could mean that 1) you already display a high level of competence at that level; 2) this is a blind spot or an area in need of attention; 3) this is the next step in your leadership evolution, or 4) it may be a combination of the aforementioned, e.g. the level is partly handled, but there also may be blind spots or areas for development. Levels 1 through 3 address the fundamental issues of financial needs, the ability to relate to people and the focus on managing performance and processes. Level 4 reflects a leader’s willingness to change and invite employee participation. Levels 5, 6 and 7 speak to a leader’s ability to inspire others and to build a team that demonstrates ownership and cohesion. These upper levels also reveal the attention placed on working in partnership with others, whether internally or externally, and on serving a greater good. Leaders who learn to master the needs of each level are the most resilient and successful leaders because they have the ability to respond appropriately to all internal challenges and external issues Level YOUR CHOSEN VALUES
7 6 5 4 3 2 1 PL= 10-0 | IROS (P)=5-3-2-0 | IROS (L)=0-0-0-0 customer satisfaction 2(O) ease with uncertainty 7(I) empowerment 4(R) excellence 3(I) generosity 5(R) humility 7(I) innovator 4(I) shared values 5(O) teamwork 4(R) vision 7(I) 5 Section 2: Values Distribution John Leader while taking advantage of opportunities for the organisation to grow and develop. You selected no values at: Level 1 - Crisis Director Level 6 - Mentor/Partner Level 1 leaders understand the importance of a strong bottom line, and maintaining the health and welfare of its employees. Level 6 leaders strive to make a difference in the world. They are servant-
leaders who care about their people and seek ways to help employees find fulfilment in their work. They collaborate with customers and suppliers to create win-win situations. What do you think is the reason behind your empty level(s)? IROS – Balance of Values Each of the values you chose can be classified as either an “Individual”, “Relationship”, “Organisational” or “Societal” type value – this gives us the IROS index. IROS (P) = 5-3-2-0 IROS (L) = 0-0-0-0 This indicates you see most focus on your individual capabilities. A concentration of “individual” type values indicates that you are focused on your individual accountabilities and success. A concentration of “relationship” type values shows that your leadership style is centred on the way in which you connect with others. A concentration of “organisational” type values reveals a focus on managing performance and processes that support the success of the organisation. “Societal” type values show the attention you give to supporting the greater good. What do you see in this distribution, and is this how you see yourself in terms of personal focus, focus on your relationships, focus on business practices and focus on societal issues? 6 Section 3: Values Matches and Differences John Leader VALUES MATCHES Your assessors chose one of your values. People see these values as an integral part of your leadership style: VALUE (VOTES) customer satisfaction (6) ADDITIONAL VALUES YOU DEMONSTRATE Your assessors selected ten values / behaviours that are not on your list. These are values that they see in you: VALUE (VOTES) decisiveness (11) results orientation (11) demanding (8) accountability (7) aiming high (7) commitment (6) controlling (5) honesty (5) making a difference (5) profit (5) What do you find surprising in the values that you see in this list? Do these resonate with you? HEALTH INDEX: PL The Health Index as viewed by your assessors, 9-2, shows two potentially limiting values in your list. Demanding can be potentially limiting when a person dictates rather than discusses what needs to be done. It may also reflect a desire to reach high standards or an unreasonable expectation of the amount of work to be produced. Controlling implies a lack of trust in systems or people. Controlling actions block innovation, creativity, accountability, and entrepreneurship. KEY THEMES • You are ambitious, purposeful and focus on meeting your objectives • People see that you show dedication in your endeavours and take ownership of your actions • You strive to make a positive change for others and are open with them in your exchanges • It is important to you to meet client expectations and improve business finances Level 15 Assessor's Top 11 values 7 6 5 4 3 2 1 PL= 9-2 | IROS (P)=4-1-4-0 | IROS (L)=0-2-0-0 decisiveness 11 3(I) results orientation 11 3(O) demanding (L) 8 2(R) accountability 7 4(R) aiming high 7 3(I) commitment 6 5(I) customer satisfaction 6 2(O) controlling (L) 5 1(R) honesty 5 5(I) making a difference 5 6(O) profit 5 1(O) 7 Section 3: Values Matches and Differences John Leader YOUR VALUES NOT CLEARLY DEMONSTRATED These are the values that you chose, which were not in your Assessors’ Top Values list: VALUE (VOTES) empowerment (2) innovator (2) teamwork (2) vision (2) excellence (1) humility (1) shared values (1) ease with uncertainty (0) generosity (0) Examine what these values mean to you. Is it important to you to have these values better recognised by others? If so,why? If not, why not? If you want your values to come across more strongly: Tell your assessors that you have determined that these values are important to you and ask for their help in identifying behaviours that reflect these values. Invite people to tell you when your behaviours are not in accordance with these values. 8 Section 4: Alignment and Distribution of Values John Leader Wisdom/Visionary Mentor/Partner Integrator/Inspirer Facilitator/Influencer Manager/Organiser Relationship Manager Crisis Director
VALUES CONCENTRATION Your assessors see your values focused at Level 3 - Manager/Organiser , which is not aligned with the values you have chosen. Level 3 leaders are managers of performance. They build systems and processes to create order and efficiency. They embrace excellence and want to be the best at what they do. Your assessors see top positive values in six of the seven levels. They did not choose top positive values in: Level 7 - Wisdom/Visionary Why do you think values are missing from these levels? The distribution of all values chart shows you the percentages of values at each level chosen by your assessors. When we look at the distribution of all of the values chosen by your assessors, we also see concentration at: Level 3 - Manager/Organiser The Manager/ Organiser focuses on excellence and uses metrics to manage performance. Leaders at this level build systems and processes that create order, efficiency, and enhance productivity. They think strategically and are rational decision- makers. They want to be successful and they want to be the best. When manager's needs for self-esteem are driven by subconscious fears, they become hungry for power, authority, or recognition, and will work long hours to get the status they think they deserve. IROS – Balance of Values Your assessors see your values types as: IROS (P) = 4-1-4-0 IROS (L) = 0-2-0-0 This is somewhat different to your score of: Level YOUR CHOSEN VALUES
15 Assessor's Top 11 values DISTRIBUTION OF ALL ASSESSORS’ VALUES 7 6 5 4 3 2 1 PL= 10-0 | IROS (P)=5-3-2-0 | IROS (L)=0-0-0-0 PL= 9-2 | IROS (P)=4-1-4-0 | IROS (L)=0-2-0-0 Positive Values Potentially Limiting Values 5%
6% 9 Section 4: Alignment and Distribution of Values John Leader IROS (P) = 5-3-2-0 IROS (L) = 0-0-0-0 You assessors see that the way you connect with others is having a negative impact on how you lead. They also see more focus on meeting business needs than you do. 10 Section 5: Areas for Improvement John Leader YOUR DEFINED AREAS FOR IMPROVEMENT These are areas you would like to develop: • 1. Over-reacting too quickly and jumping in to provide solutions or correct people • 2. Making people feel intimidated • 3. Spend more personal time with people Why are these areas important for you to strengthen? What would they add to your leadership style? ASSESSORS’ SUGGESTIONS FOR IMPROVEMENT These are areas where there is consensus from your assessors on how you can strengthen your leadership style: 1. Take the time to listen to others. There is a perception that you try to take control instead of showing more respect for the knowledge and experience of those around you. Try to be more inclusive and open-
minded. 2. Avoid being overly critical and putting people down either publically or behind their backs. On occasions people see you as a bully, which can lead to them saying what they think you want to hear. Be sensitive as to how you come across, and the destructive impact this can have on others. 3. There are suggestions that you show too much tolerance for people who are not performing. 4. People want to see more of you. They want you to increase your visibility and spend more time in the different areas of the business. 5. Celebrate successes more. Your praise is highly thought of so ensure you take the time to give positive feedback more often. Sometimes criticism can be difficult to hear. What areas are you surprised by, if any? What is different about what your assessors have said and what you have said? What is similar? Are there points you disagree with? If so, think about why these issues may have come up for people around you. 11 Section 6: Entropy John Leader ENTROPY TABLE Your level of personal entropy as seen by your assessors is compromising your personal integrity and your ability to achieve your objectives and those of your organisation (17%). Your behaviours and actions are adversely affecting the people around you, your decision-making processes and/or your sense of work/life balance. Identify what steps you can take to overcome the negative qualities that stand in the way of achieving the results that you want and take appropriate action to reduce your level of personal entropy. What surprises do you find in this table? What do these words and behaviours indicate to you about your leadership style?
YOUR ACTIONS FOR CHANGE This is what you say you are doing to improve. • I am trying to exercise more pateince! I am trying to explain things better and avoid coming across as intimidating when all I am trying to do is help. How will these improvements support you? How might they address the improvements that your assessors have suggested? Entropy is calculated by determining the percentage of votes by your assessors for potentially limiting values. Potentially limiting values are found only at levels 1, 2 and 3. Level 1 Level 2 Level 3 controlling (5) ruthless (2) short-term focus (1) demanding (8) blame (4) avoiding tough conversations (2) arrogant (3) long hours (1) Votes for Potentially Limiting Values and Percentage of Total 26 out of 150: 17% of total votes
8 out of 18: 5% of total votes 14 out of 22: 9% of total votes 4 out of 40: 3% of total votes 12 Section 7: Direct Feedback John Leader Here is the feedback your assessors wanted you to read. • Encourage debate more. I think he thinks he does this but the debate does not flow. People do not have discussions, people tend to make statements, they often also say what they think he wants to hear He can be a very strong leader and motivate people to deliver more.He needs to focus on their strengths and encourage them to build on that. He has a very strong persponality, is very credible and could move from being a good leader to a brilliant leader. Thank people for the hard work they have done. Not everyone is motivated only by money. People want to feel appreciated for their hard work. Saying thank you is a small but powerful tool. • STRENGTH 1. Decisive 2. Results orientation 3. Visionary 4. Humility 5. Courage AREAS TO IMPROVE 1.. More trusting of leadership group 2. create an environment that reduces fear / fear of failure 3. Less tolerance for people who aren't competent for roles they hold, or aren't team players. . • Now is the time to get rid of passengers - after the one on ones - you have too many layers, and have dysfunctional behaviour - accept that this current structure is unworkable . Spend more time thinking about the operating model implications of structural change, patient with change, it takes more time than one thinks Follow through on fewer initiatives for longer with more rigour. • Clear decision making Deep understanding of the group, it's place in the market and it's rightful market share An ability to annualise details and an ability to extract the appropriate information to inform decisions Perception of distance from people Develop softer skills, i.e eye contact, listening / talking ratio Balance between firmness and fairness. • These are my verbatim comments above: Strengths -aiming high -results orientation -committment to the company and to results -
concern and care for the company and for individual people he respects Areas to improve - be more inclusive - bring others in and not do it all himself - stop his occaisional lapses into very negative or overly critical comments, which can be more destructive than constructive to people around him and not just the person they are directed at - emphasise and celebrate the positive more. • John does not inspire people to break plates with him - he forces rather than leads and can be very derogatory about people. Seldom does he give any recognition and he runs the business like a dictatorship. A business under this type of siege spends all its effort in defense mode which does not create an enviroment conducive to innovation and growth. He needs to bring people with him by supporting and inspiring and making the company a place people want to work. • Your business knowledge is really appreciated and also the way that you share the information and communicates. I also really like the way that you are clear on direction and on follow-up. You really build a team, which is great. I would appreciate some more time with you also to ensure the dialogue and understanding. • Incisive and insightful on both financial and people issues. Needs to be patient to give people time to catch up on the business side and 13 Section 7: Direct Feedback John Leader circumspect on concluding and communicating on people issues. • I see John building a strong team of capable and committed people. I also see him more and more listenting to their ideas instead of just directing. I hope we reach a stage where indidvidual team members are bringing the initiative to the table and that the team is taking responsibility for setting the targets we want to deliver on. At the moment we're still at the vague disucssion, followed by John making a decision. We all need to participate in driving this change, but John could require his team more publicly to set direction and require the team to solve issues. • John it is a pleasure working with you, I like the direct nature of our interactions and how empowered I am to get on with the job. Your continued support has been and will continue to be critical to the change programme’s success. I rely on and trust your clear business focus, detailed knowledge, insight and comprehensive understanding of our business and the markets, this ensures I am on track and able to deliver what the business needs. I know that I am learning a significant amount from you and that is enabling me to become a better leader in this business. I am pleased that the Exco are starting to focus on common values and I want to continue to work with you on bringing the team together with a common shared vision and goals. • Think about the impact your manner as well as your words have on others. • John has an enormous drive and work capacity. He gets things done. The business is in a lot better shape thanks to him. Deep understanding of the business. Demands the same from his people. He does not accept second best. He wants to win. He supports people when they need it. We are all fighting hard would be great if he could help us celebrate some of the small successes we do have on our journey to become a great company. • John is an inspiring leader with an amazing ability to think strategically and broadly, yet where required get into the detail. He has strong integrity, wisdom and vision. He is decisive and effective. He gets things done Be aware of the impact you have on others - your praise is highly regarded - areas for improvement may need to be delivered in a sensitive fashion. • I think John can be extremely inspirational, supportive and engaging. He can bring a really positive intent and contribution to issue resolution, strategy debate, etc. He is also very straight talking, and I like his direct style. His experience of the business and industry is great, and bringing this to the home and International market context is something that the Group should have done years go. John absolutely sees the big picture and thinks in the longer term dimension. He can be the kind of person that people really want to work for. • I see many of John's strengths as areas for improvement too. I think John's unpredictability is not good, and in my experience of John I don't normally know which 'John' will pitch up - the one that I describe under 'strengths' or the other John - critical, unsupportive, dismissive, unengaged, sometimes patronising, even sometimes trending towards a style that can be perceived as a bit of a 14 Section 7: Direct Feedback John Leader corporate bully. This is not all of the time, or even most of the time. Just occasionally. I think it would really help the business if John could stop some of these behaviours as I don't think people want to follow a leader that behaves in this manner from time to time. I think that John needs to improve his self awareness, as while I think he is aware of his impact, I don't think he realises just how negatively this can be perceived and the knock-on implications that is has. 15 Section 8: Summary and Recommendations John Leader SUMMARY John, you have one values match with your assessors. This shows that you are walking your talk and demonstrating authenticity in this area. This shows that the majority of your values are not coming across and that people are not experiencing what is most important to you. Your values, as identified by your assessors, are concentrated at Level 3 - Manager/Organiser, showing that you demonstrate strength in managing performance and building systems and processes to create order and efficiency. People see that you are determined and dedicated in your efforts to deliver against targets and meet customer needs. You take ownership of your actions and focus attention on making improvements for others. Your assessors recognise your truthfulness and ability to make quick decisions. You focus attention on the bottom line of the business. Your level of personal entropy as seen by your assessors is compromising your personal integrity and your ability to achieve your objectives and those of your organisation (17%). Your behaviours and actions are adversely affecting the people around you, your decision-making processes and/or your sense of work/life balance. Identify what steps you can take to overcome the negative qualities that stand in the way of achieving the results that you want and take appropriate action to reduce your level of personal entropy. In terms of strengthening your leadership style, you and your assessors are both calling for you to spend more time in the business and see the importance of you allowing others the space to make their own contributions. Your assessors would like to see you be more sensitive as to the impact you have on others, particularly in respect of making criticisms in public, while at the same time acting to deal with poor performance. People would also like to see you take time out to celebrate and recognise when things go well. From your own comments it seems that you are aware that at times you are “intimidating” others. If this is in fact an attempt to help, consider how you might approach this in a different way. Your assessors experience this as ‘controlling’ behaviour. Look at your values that received few or no votes from your assessors. How might you be able to better demonstrate ‘empowerment’ and ‘teamwork’, as this might help you start to build the trust that people feel they lack from you. What can you do to let go more and help encourage others to feel able to be more open with you? RECOMMENDATIONS Now that you have seen this report and talked about it with the person who delivered it to you, take some time for appreciation. You have shown courage in stating what is important to you and in inviting people to help you examine how you come across as a leader. • Reflect on what people have asked you to improve, and look to the strengths both you and they have noted to determine what you can use to develop and deepen your journey as a leader. • Determine your action plan. What is one thing that you can do today that will be the first steps on your path? • Find a way to acknowledge the people who have taken the time to help you with this journey. You might tell them about the surprises you found and how their comments have impacted you. • Share this report with someone significant in your life that supports you and can help you foster some of these changes in your life. 16 The Seven Levels of Leadership Consciousness John Leader DISTRIBUTION OF CONSCIOUSNESS There are seven well-defined levels of leadership that correspond to the seven levels of organisational consciousness. Each level of leadership relates to the satisfaction of the needs of the organisation at the corresponding level of consciousness. Leaders who learn to master the needs of every level of organisational consciousness operate from full-spectrum consciousness. Our research shows that these are the most resilient and successful leaders. The principal focus of the lower levels of leadership consciousness is on creating a financially stable organisation with a strong customer base that has efficient systems and processes. The principal focus of the transformation level of leadership consciousness is to promote a climate of continuous learning and employee empowerment so that the organisation can be responsive and adaptable to changes in its internal and external environment. The principal focus of upper levels of leadership consciousness is to create a vision, mission and values for the organisation that builds internal and external connectivity through strategic alliances and makes a contribution to society. The seven levels of leadership are described below in detail. LEVEL 1: THE CRISIS DIRECTOR Leaders at Level 1 understand the importance of financial stability and/or shareholder returns, and look after the health and safety of employees. One of the most important attributes of these leaders is the ability to handle crises. They are calm and decisive in the midst of chaos and danger. The potentially limiting aspects of this level are generated from fears about not having enough control or stability. When these fears predominate leaders quickly lose the trust and commitment of their people. The greater their fears, the more demanding and risk-averse these leaders become. LEVEL 2: THE RELATIONSHIP MANAGER Relationship managers handle conflicts easily and invest time in building harmonious working relationships, both internally and externally. They use their relationship skills to handle difficult interpersonal issues and their 17 The Seven Levels of Leadership Consciousness John Leader communication skills to build loyalty with their employees and customers. The potentially limiting aspects of this level stem from fears about not being liked, and/or not being able to deal with their own or others’ emotions. Consequently, they avoid conflicts, resort to manipulation to get what they want and protect themselves by blaming others when things go wrong. LEVEL 3: THE MANAGER/ORGANISER Managers focus on excellence and use metrics to manage performance. They build systems and processes that create order, efficiency, and enhance productivity. They are logical and rational decision-makers. They think strategically and move quickly to capitalise on opportunities. They want to be successful and they want to be the best. When managers’ needs for self-esteem are driven by subconscious fears, they become hungry for power, authority, and/or recognition. They build bureaucracies and hierarchies to demonstrate their authority. Their need for self-esteem can lead them to work long hours. Image and status are important to them and they will play office politics to get what they want. Note: there are no potentially limiting values in levels 4 to 7. LEVEL 4: THE FACILITATOR/ INFLUENCER
Facilitators seek advice, build consensus and empower their staff. They research and develop new ideas and embrace continuous learning. They become enablers of others, encouraging them to express themselves, share their ideas and be accountable for their actions. They encourage innovation and focus on team building. They enjoy challenges and are courageous and fearless in their approach to life. Facilitators are in the process of shifting from becoming a manager to becoming a leader. LEVEL 5: THE INTEGRATOR/ INSPIRER The integrator/inspirer builds a vision and mission for the organisation that inspires employees and customers alike. They promote a shared set of values and demonstrate congruent behaviours that guide their decision-making. By creating an environment of openness, transparency and fairness, they build trust and commitment. The culture they create brings out the best in people by unleashing enthusiasm, passion and creativity. They are focused on the common good. They are honest and truthful and display integrity in all of their endeavours. LEVEL 6: MENTOR/PARTNER Mentor/partners are motivated by the need to make a difference in the world. They are true servant-leaders. They care about their people, seeking ways to help employees find fulfilment through their work, and are active in building a pool of talent for the organisation by mentoring and coaching their subordinates. They collaborate with customers and suppliers to create win-win situations. They are active in the local community, building relationships that create goodwill and recognise the importance of environmental stewardship. LEVEL 7: WISDOM/VISIONARY Wisdom/visionary leaders are motivated by the need to serve the world. They have a long-term perspective. They are concerned about the state of the world and about the legacy they are leaving for future generations. They are committed to social responsibility. They act with humility and compassion. They are generous in spirit, patient and forgiving by nature. They are at ease with uncertainty and can tolerate ambiguity. They enjoy solitude and can be reclusive and reflective. Level 7 leaders are admired for their wisdom and vision. 
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