TYPES OF ASSESSMENTS

TYPES OF ASSESSMENTS

PART I: DATA SUMMARY
The participant’s comprehensive Data Summary is presented at the beginning of the data report. The participant’s five highest and lowest leadership strengths and weaknesses are identified.This synopsis provides the participant with a big picture of their results.

PART II: BEHAVIORS
Managers are assessed across 96 specific behavioral areas.These 96 Behaviors, presented in full-color pages, are analyzed and displayed in statistical and graphical form.The analysis of the 96 Behaviors allows the participant an opportunity to identify their managerial strengths and weaknesses as observed by those with whom they work.

PART III: LEADERSHIP DIMENSIONS
The 96 behaviors comprise 21 Leadership Dimensions.These Dimensions include critical attributes such as Communicator, Coach, Team Builder, Change Agent, Innovator, Customer Focused, Balanced Ego, Strategic Thinker, Delegator, etc.The 21 Dimensions are ranked from strongest to weakest according to the responses from direct reports, peers, boss(es), self, and customers.This assists leaders in building effective action plans improving their own effectiveness in essential areas of leadership.

PART IV:TOP TEN CRITICAL ITEMS
Out of the 96 Behaviors, evaluators select the ten most important attributes in an “ideal leader,” allowing the participant to learn which behaviors are most important in the eyes of their associates. TheseTopTen lists enable the participant’s highest valued aspects of management to be compared with the management behaviors most valued by his or her bosses, peers, direct reports, and customers.

PART V: VERBATIM RESPONSES
Verbatim Responses on the strengths and weaknesses of the participants are also included. Written by the participant’s boss(es), direct reports, peers, and customers, these revealing responses provide insightful data leading to personal improvement.

PART VI: COACHING TIPS
Based upon the participant’s weakest five Leadership Dimensions, customized CoachingTips are provided for immediate on-the-job application. Consequently, managers will know the specific areas they need to improve and how to accomplish it.

PART VII: TAKING ACTION
Research is clear that feedback alone does not change behavior. It changes when feedback is translated into measurable and realistic actions. We have provided two worksheets to aid you in reviewing your feedback and setting goals.The Developmental Learnings worksheets allow you to make notes while you read through your data. The Personal Development Plan (PDP) can be used to synthesize your Developmental Learnings and create an action plan. We strongly advise that you use a coach or mentor to facilitate and provide follow up during this process.