COMPLEAT CONSULTANT Feedback Results Sample, Joe … · Page 5 Model Design The Roles of the...

COMPLEAT CONSULTANT Feedback Results

Sample, Joe

May 2016

Report format © Copyright 1997 - 2016 Assessment +, Inc.

Introduction

In 1653 Izaak Walton published The Compleat Angler, or The Contemplative Man’s Recreation. Through this charming book about the art of fishing, the word “compleat”— though now rarely used — was coined to mean “that which can be characterized as having wide-ranging skill or proficiency.”

So it is that the Compleat Consultant is presented. This model describes the variety of consulting roles performed by Human Resource and Organizational Development professionals, from the hard-nosed focus of the “Business Driver” to the reflective emphasis of the “Insightful Observer.” It also describes the “wide-ranging skills and proficiencies” that the “compleat consultant” brings to each of these roles.

This report is divided into four sections:

• Part I, The Compleat ConsultantTM Model, explains how the Compleat Consultant is designed.

• Part II, the Interpretive Guide, explains what you should be considering when examining your report results.

• Part III, Your Results, with respect to the consulting roles and competencies.

• Part IV, the Individual Development section, assists you in analyzing your scores and forming an Individual Development Plan.

Please read through each section carefully so as to allow you to gain the maximum development possible.

PART I

The Compleat Consultant ModelTM

The Compleat Consultant ModelTM Using meaningful language, the Compleat Consultant enables Corporate Development professionals to shape and direct their behavior to better drive organizational goals. Based on the practical experiences of the authors, observations of other consultants’ practice, and research undertaken by Linkage, Inc., the Compleat Consultant helps individuals clarify their consulting roles and target their development efforts.

InsightfulObserverInsightfulObserver

Committed PartnerCommitted Partner

ChangeLeaderChangeLeader

Grounded ExpertGrounded Expert

TrustedAdvisorTrustedAdvisor

Business DriverBusiness Driver

• Rigorous Inquiry

• Systems Thinking

• EngagementManagement

• ResultsOrientation

• HR/OD Expertise

• Business ProcessExpertise

• Powerful Facilitation

• OrganizationalInfluence

• ServiceOrientation

• CollaborativeOrientation

• Confident Presentation

• Authentic Communication

CompleatConsultantCompleat

Consultant

Model Design

The Roles of the Compleat Consultant

The Compleat Consultant model focuses on the six primary roles people play when they work as consultants. Each role characterizes and describes a focused set of activities and work outputs produced by consultants. (Work outputs include tangible products such as reports, manuals, and graphic displays. Other outputs may be less tangible, such as relationships, processes, or vision statements.)

The model is grounded in the belief that consulting is not one role. Different roles are important in different circumstances, depending on factors such as the client, the nature of the project, and the consultant’s own style. The more able a consultant is in each of the roles — the more “compleat”— the more likely he or she is to succeed over time.

The Competencies and Behaviors of the Compleat Consultant

Each role is characterized by two competencies, clusters of knowledge, skills, and/or values critical to success in that role. In turn, each competency includes five behaviors that demonstrate the competency in action.

Roles, by nature, are inclusive of many different behaviors. Although the roles detailed in the Compleat Consultant are each characterized by two competencies, these competencies are by no means the only methods of defining the role. Instead, the competencies allocated to each role are the best determinants of effective behaviors within that role.

Please turn the page for a breakdown of the Compleat Consultant, followed by a description of its roles and competencies.

Role

CompetencyCompetency

BehaviorsBehaviors

Compleat Consultant

Trusted Advisor

Key Outputs: Purposes, principles, values, rules

for engagement, rationales evaluations, recommendations,

messages, speeches, declarations

• Confident Presentation • Authentic Communication

Business Driver

Key Outputs: Coordinated action, organization, risks

goals, projects requests, promises business impacts,

measures

• Engagement Management

Key Outputs: Effective teams, leaders, innovations, re-designs, conversational networks,

aligned organizations, alliances, coalitions

Change Leader

• Organizational Influence

• Powerful

Committed Partner • Service Orientation • Collaborative

Key Outputs: Partnerships, relationships,

agreements, resolutions, common ground,

shared accountability, i

Insight-ful

• Rigorous Inquiry

Key Outputs: Situational assessments,

diagnoses, interpretations, models, theories,

assertions, new knowledge, kill

Grounded Expert • HR/OD Expertise • Business Process

Key Outputs: Strategies, tactics, plans, programs,

applications, interventions, processes,

systems

Roles and Competencies

Each of the roles utilized by the Compleat Consultant is comprised of two primary competencies as follows:

GGrroouunnddeedd EExxppeerrtt

HR/OD Expertise Business Process Experience

TTrruusstteedd AAddvviissoorr

Confident Presentation Authentic Communication

BBuussiinneessss DDrriivveerr

Engagement Management Results Orientation

IInnssiigghhttffuull OObbsseerrvveerr

Rigorous Inquiry Systems Thinking

CCoommmmiitttteedd PPaarrttnneerr

Service Orientation Collaborative Orientation

CChhaannggee LLeeaaddeerr

Powerful Facilitation Organizational Influence

.

Roles and Competencies – Definitions

Grounded Expert: The Grounded Expert possesses a depth of technical/functional and general business knowledge and the ability to make that knowledge accessible and easy to understand. The outputs of this role include business and HR strategies; plans, tactics, and interventions for specific people-related problems; program designs and implementations; HR applications; and business processes.

• HR/OD Expertise: The possession and appropriate use of relevant knowledge regarding the design and implementation of Human Resource systems, consulting interventions and methodologies for assessment.

• Business Process Expertise: The possession and appropriate use of knowledge regarding generic business practices, client business practices, and how business processes translate into financial measures or other terms.

Trusted Advisor: The Trusted Advisor gives quality advice and counsel. The Advisor has established credibility through consistently kept commitments and a track record of useful prior advice. The outputs of this role include purpose and value statements, guiding and operating principles, speeches, evaluations of past performance, visions of future performance, recommendations for action, and reductions in client uncertainty.

• Confident Presentation: Exudes self-assurance, poise, emotional clarity, conviction, and verbal skills that are compelling, convincing, and reassuring; and, in turn, inspires a commensurate calm, confidence, and sense of security in the client.

• Authentic Communication: Demonstrates clear and visible principles and values that create openness and trust among people and promote the generation of valid information, informed choices, and internal commitment to action.

Business Driver: The Business Driver understands how the business produces customer value and measurable results, and shows an unrelenting, unstoppable drive to achieve success. The outputs of this role include business goals, coordinated action, roles and commitments, calculated risks, project plans, measurement systems and data, and business results.

• Engagement Management: Controls the quality of outputs delivered to the client through articulation of commitments, accurate specification of performance standards and requirements, and disciplined management of accountabilities.

• Results Orientation: Demonstrates a consistent and persistent focus upon setting challenging objectives, doing things better, improving the quality of results, and achieving significant business impact.

Insightful Observer: The Insightful Observer shows great skill in perceiving, organizing, and communicating an understanding of the recurring patterns and problems found within the client’s organization. The outputs of this role include situational assessments, diagnoses of problems and causes, interpretations of events and processes, models, theories, hypotheses, and new knowledge for the client.

• Rigorous Inquiry: Creates mutual learning and understanding by promoting rigorous use of language, surfacing assumptions, thinking creatively, and continually searching for valid information in order to produce meaningful conclusions and useful results.

• Systems Thinking: Rigorously and systematically connects information, processes, and events by organizing divergent information and searching for common themes, patterns, and causal connections.

Committed Partner: The Committed Partner communicates clearly, helps others express themselves, and challenges the client in order to serve and promote the client’s best interests. The outputs of this role include partnerships, relationships, agreements, resolved conflicts, communication, shared accountabilities, and active emotional expression.

• Service Orientation: A consistent focus on serving the needs, concerns, objectives, and aspirations of others that shows in a strong positive regard toward clients.

• Collaborative Orientation: A consistent focus on building effective partnerships with clients and others by creating trust and mutual respect, and helping people to meet their needs and interests through mutually beneficial relationships.

Change Leader: The Change Leader is willing to challenge the status quo, influences others to take action towards a new future, and gives the client a sense of clarity in the chaotic circumstances that often surround change. The outputs of this role include effective teams and leaders, innovations, breakthroughs, redesigned processes and systems, new networks across the organization, momentum for change, and new alignments of interests in the form of coalitions or other groupings.

• Powerful Facilitation: Enables effective working relationships and efficient interactions by coaching individuals, work groups, teams, and larger organizational groups to coordinate collective tasks, enhance collective relationships, create collective results, and generate self-directed and self-managed learning and change.

• Organizational Influence: Builds momentum for, and influences the direction of, changes in the client system by directly guiding, counseling, and persuading individuals and by building networks of support for client goals and objectives.

PART II

Interpretative Guide

Reading and Interpreting Your Results

Your Compleat Consultant report has been carefully designed to detail your results in a simple, easy-to-read fashion that offers an analysis of your consulting roles and competencies across several levels. Whether examining scores on a very specific or very general level, you should find that the results generalize to a variety of situations.

When examining your results, remember that your performance scores are represented (in both graphic and numerical fashion) with respect to each competency and each role. The scale for each is 1 (lowest) to 4 (highest). More specifically, the scale, as indicated on the Compleat Consultant, is as follows:

4 = Very Descriptive 3 = Largely Descriptive 2 = Partially Descriptive 1 = Not at all Descriptive

Similarly, the importance ratings also are on a scale of 1 (lowest) to 4 (highest). More specifically, the importance ratings are:

4 = Critical/Constant 3 = Important/Frequent 2 = Somewhat Important/

Occasional 1 = Unimportant/Infrequent

Most of the results pages will detail both the overall group rating as well as your own self-rating. The overall group rating averages the scores from your manager, peers, and direct reports, but does not include your self-rating. This comparison between self and group scores will enable you to evaluate your overall performance while highlighting gaps between the various groups’ perceptions of your consulting behaviors.

Report Sections A Role Summary This section averages all item ratings within a role by the self and all rater responses. The N signifies the total number of responses received for all items in each respective competency. B Role Summary by Rater Group This section averages all item ratings within a role for each rater group. The N signifies the total number of responses received for all items in each respective competency. C Competency Summary This section averages all item ratings within a competency for each rater group. The N signifies the total number of responses received for all items in each respective competency. D Item Results Graphical and numerical data regarding ratings for each specific item are depicted by rater group. E Importance Item Results Graphical and numerical data regarding ratings for each specific importance item are depicted by rater group. F Comments Comments from your raters are categorized by rater group. Comments will not appear on aggregate reports. G Self Gaps Items in which the ratings between the Self rating and the average ratings of other groups are greater than 30% are listed here. The gaps are provided for each rater group. H Highest and Lowest Rated Items The items with the highest and lowest ratings from all raters are provided in this section. The number of items listed is determined as a percentage of the total number of items in the assessment instrument. If the average is within the highest 20% of the scale, the item will not be displayed as a low rating. If the average is within the lowest 20%, the item will not be displayed as a high rating.

Rater Response The numbers below represent the number of completed surveys submitted by each rater group prior to the deadline. Please note that these numbers do not necessarily reflect the number of responses you received on each item as some individuals may not have given you feedback on every item. These figures only represent completed, submitted assessments.

Report N

NominatedN

Response Rate

Self (Sample) 1 1 100.00%

Manager 1 1 100.00%

Direct Reports 5 5 100.00%

Peers 5 5 100.00%

Customers 3 3 100.00%

Others 5 5 100.00%

TOTAL 20 20 100.00% For non-anonymous rater groups such as Self, Manager, ratings will be shown if at least one assessment has been submitted. To preserve anonymity, our processing program will not display responses from anonymous rater groups (e.g., Direct Reports, Peers, Customers) with fewer than three submitted surveys. If fewer than three surveys have been received from a rater group, their ratings will be combined with those of another rater group. Your report will indicate which groups have been combined. For any single item with fewer than three responses in a rater group, “Insufficient Responses” will appear for that item in lieu of data.

How to Read Your Report

1 Role Heading – This is the role into which the items are grouped. In this example, “Grounded

Expert” is shown. 2 Symbol Key – This key will be useful in determining the meaning of different symbols used

throughout the report. The horizontal arrows indicate significant gaps, either positive or negative, between the Self rating and the average rating from any other rater group.

3 Scale – In the above example, the rating scale used is a 4-point scale ranging from “Not at all

descriptive” to “Very descriptive.”

4 Item Results – This graph shows the results by rater group for a specific item. This and other similar items create a category.

5 Rater Groups – These titles depict the different rater groups that provided feedback. In this

example, responses from the participant’s Manager, Direct Reports, Peers, Customers, and the participant (labeled as Self) are shown.

6 Mean Bar – The bars graphically depict the average of the ratings for each rater group. In this

example, the average of the ratings from Direct Reports is 3.25 for the item. The vertical line indicates the Self rating. This line is included so that participants can easily see the differences between their Self rating and the ratings of others.

7 Distribution – The numbers above each mean bar show the number of ratings provided for each

point on the rating scale for that particular rater group. In this example, four Direct Reports responded to the item. Of those, three provided a rating of “Largely descriptive” and one a rating of “Very descriptive.”

1

3

4

5

7

2

6

PART III Your Results

Compleat Consultant

Competencies and Roles

Role Summary

Section ASample, Joe

Norm. Avg.Positive GapNegative Gap

Symbol Key

1Not

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2Part

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3La

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4Very

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GROUNDED EXPERT

Self

Overall

Avg. Norm.2.92 2.83

2.71 3.34

TRUSTED ADVISOR

Self

Overall

Avg. Norm.3.33 3.30

2.76 3.50

BUSINESS DRIVER

Self

Overall

Avg. Norm.3.08 3.04

2.76 3.39

INSIGHTFUL OBSERVER

Self

Overall

Avg. Norm.2.67 2.90

2.81 3.28

COMMITTED PARTNER

Self

Overall

Avg. Norm.2.75 3.17

2.68 3.49

CHANGE LEADER

Self

Overall

Avg. Norm.2.75 2.95

2.75 3.40

© 1997-2016 Assessment+, Inc.

Role Summary by Rater Group

Section BSample, Joe


Symbol Key

1Not

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2Part

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3La

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4Very

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GROUNDED EXPERT

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.92 2.83

2.75 3.17

2.63 3.55

2.63 3.16

2.94 3.35

2.71 3.34

TRUSTED ADVISOR

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.33 3.30

3.00 3.69

2.77 3.47

2.67 3.44

2.81 3.53

2.76 3.50

BUSINESS DRIVER

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.08 3.04

2.50 3.39

2.90 3.53

2.72 3.25

2.69 3.40

2.76 3.39


Role Summary by Rater Group

Section BSample, Joe


Symbol Key

1Not

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2Part

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desc

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3La

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4Very

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INSIGHTFUL OBSERVER

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.67 2.90

2.75 3.27

2.73 3.44

2.85 3.13

2.89 3.28

2.81 3.28

COMMITTED PARTNER

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.75 3.17

2.33 3.60

2.73 3.56

2.62 3.39

2.83 3.49

2.68 3.49

CHANGE LEADER

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.75 2.95

2.92 3.43

2.82 3.54

2.75 3.27

2.58 3.39

2.75 3.40


Competency Summary

Section CSample, Joe


Symbol Key

1Not

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2Part

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3La

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4Very

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GROUNDED EXPERT

HR/OD Expertise

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.17 2.69

2.83 3.12

2.70 3.45

2.53 3.10

3.17 3.32

2.75 3.28

Business Process Expertise

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.67 2.98

2.67 3.22

2.57 3.65

2.73 3.21

2.72 3.37

2.67 3.40

TRUSTED ADVISOR

Confident Presentation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.17 3.33

3.17 3.67

2.87 3.49

2.67 3.47

3.06 3.55

2.86 3.52


Competency Summary



Symbol Key

1Not

at all

desc

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2Part

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desc

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3La

rgely

desc

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4Very

desc

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Authentic Communication

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.50 3.27

2.83 3.71

2.67 3.45

2.67 3.41

2.56 3.50

2.65 3.47

BUSINESS DRIVER

Engagement Management

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.17 3.05

2.33 3.48

2.77 3.61

2.63 3.32

2.61 3.44

2.65 3.46

Results Orientation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.3.00 3.03

2.67 3.31

3.03 3.46

2.80 3.18

2.78 3.35

2.87 3.33


Competency Summary



Symbol Key

1Not

at all

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2Part

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desc

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3La

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4Very

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INSIGHTFUL OBSERVER

Rigorous Inquiry

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.50 2.93

2.67 3.31

2.63 3.41

2.70 3.12

2.89 3.29

2.71 3.28

Systems Thinking

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.83 2.86

2.83 3.24

2.83 3.46

3.00 3.14

2.89 3.27

2.90 3.29

COMMITTED PARTNER

Service Orientation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.83 3.24

2.67 3.63

2.87 3.59

2.70 3.42

3.11 3.53

2.85 3.53


Competency Summary



Symbol Key

1Not

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2Part

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3La

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4Very

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Collaborative Orientation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.67 3.10

2.00 3.56

2.60 3.54

2.53 3.36

2.56 3.45

2.52 3.46

CHANGE LEADER

Powerful Facilitation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.67 2.98

3.00 3.51

2.73 3.54

2.80 3.33

2.50 3.44

2.73 3.45

Organizational Influence

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. Norm.2.83 2.92

2.83 3.34

2.90 3.53

2.70 3.21

2.67 3.34

2.77 3.36


GROUNDED EXPERT

Section DSample, Joe


Symbol Key

1Not

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2Part

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3La

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4Very

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Competency: HR/OD Expertise

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.17 0 2 1 3 2.69

2.83 0 2 3 1 3.12

2.70 0 12 15 3 3.45

2.53 0 18 8 4 3.10

3.17 0 6 3 9 3.32

2.75 0 38 29 17 3.28

Skillfully uses knowledge of design and implementation of key HR systems (e.g., workforce planning, selection, work design, performance management, training, and compensation).1

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.95

3.00 0 0 1 0 3.39

2.40 0 3 2 0 3.47

2.40 0 3 2 0 3.18

3.33 0 1 0 2 3.58

2.64 0 7 5 2 3.41

Displays useful knowledge of design and implementation of methods for measuring individual, team and organizational performance.13

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.75

3.00 0 0 1 0 3.35

2.40 0 3 2 0 3.37

2.80 0 1 4 0 3.13

2.00 0 3 0 0 3.33

2.50 0 7 7 0 3.29

Uses knowledge of design and implementation of HRD and OD interventions to improve individual and organizational effectiveness.25

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.47

2.00 0 1 0 0 3.00

3.40 0 0 3 2 3.32

2.80 0 3 0 2 3.13

3.33 0 1 0 2 3.10

3.07 0 5 3 6 3.17


GROUNDED EXPERT



Symbol Key

1Not

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Scans the environment to deepen his/her understanding of how HR/OD can support the organization.37

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.60

2.00 0 1 0 0 3.06

2.60 0 2 3 0 3.44

2.40 0 4 0 1 3.04

3.67 0 0 1 2 3.19

2.71 0 7 4 3 3.21

Strategizes, plans, and anticipates the challenges of implementing new HR/OD systems or policies, to minimize negative impacts.49

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.70

3.00 0 0 1 0 2.87

2.80 0 2 2 1 3.53

2.80 0 2 2 1 2.96

3.00 0 1 1 1 3.27

2.86 0 5 6 3 3.23

Displays useful knowledge of best practices around the design and implementation of effective roles, structures and management systems for an HR/OD function.61

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.66

4.00 0 0 0 1 3.00

2.60 0 2 3 0 3.54

2.00 0 5 0 0 3.13

3.67 0 0 1 2 3.40

2.71 0 7 4 3 3.33


GROUNDED EXPERT



Symbol Key

1Not

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2Part

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3La

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4Very

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Competency: Business Process Expertise

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.67 0 3 2 1 2.98

2.67 0 4 0 2 3.22

2.57 0 17 9 4 3.65

2.73 0 12 14 4 3.21

2.72 0 8 7 3 3.37

2.67 0 41 30 13 3.40

Displays a credible understanding of the organizational environment and industry context (i.e., industry issues and trends, competitors, suppliers, customers, regulators, etc.).2

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.88

2.00 0 1 0 0 3.35

2.40 0 3 2 0 3.65

2.40 0 3 2 0 3.12

2.33 0 2 1 0 3.39

2.36 0 9 5 0 3.38

Displays a thorough understanding of the business or functional mission, strategic positioning, and current initiatives.14

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.08

2.00 0 1 0 0 3.26

2.40 0 3 2 0 3.83

2.40 0 3 2 0 3.25

2.00 0 3 0 0 3.50

2.29 0 10 4 0 3.50

Carefully considers the business operating context (i.e., structures, systems, cultural patterns, etc.) when diagnosing issues and planning interventions.26

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.03

4.00 0 0 0 1 3.20

3.20 0 2 0 3 3.54

3.40 0 1 1 3 3.20

3.00 0 1 1 1 3.35

3.29 0 4 2 8 3.35


GROUNDED EXPERT



Symbol Key

1Not

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2Part

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3La

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4Very

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Displays a credible understanding of the primary work processes through which the business creates value.38

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.96

4.00 0 0 0 1 3.10

2.60 0 3 1 1 3.65

3.00 0 1 3 1 3.31

3.33 0 1 0 2 3.30

3.00 0 5 4 5 3.39

Displays effective understanding of how the business measures operating performance (financial measures, productivity measures, customer satisfaction, etc.)50

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.92

2.00 0 1 0 0 3.05

2.40 0 3 2 0 3.69

2.80 0 1 4 0 3.16

3.00 0 0 3 0 3.45

2.64 0 5 9 0 3.40

Appropriately uses the client's language, idioms, and slang for communicating about the business or function.62

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.98

2.00 0 1 0 0 3.35

2.40 0 3 2 0 3.52

2.40 0 3 2 0 3.25

2.67 0 1 2 0 3.26

2.43 0 8 6 0 3.35


TRUSTED ADVISOR



Symbol Key

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Competency: Confident Presentation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.17 0 2 1 3 3.33

3.17 0 1 3 2 3.67

2.87 0 11 12 7 3.49

2.67 0 17 6 7 3.47

3.06 0 4 9 5 3.55

2.86 0 33 30 21 3.52

Speaks with conviction, self-assurance and clarity when communicating with client.3

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.46

3.00 0 0 1 0 3.80

3.00 0 2 1 2 3.77

3.00 0 2 1 2 3.68

3.33 0 0 2 1 3.71

3.07 0 4 5 5 3.73

Projects a calm, reassuring manner that puts others at ease and builds credibility.15

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.32

4.00 0 0 0 1 3.65

3.00 0 2 1 2 3.38

3.20 0 2 0 3 3.36

3.00 0 1 1 1 3.45

3.14 0 5 2 7 3.42

Displays comfort and confidence in interacting with people at all levels of the organization.27

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.51

3.00 0 0 1 0 3.75

2.60 0 2 3 0 3.63

2.40 0 3 2 0 3.65

2.67 0 1 2 0 3.67

2.57 0 6 8 0 3.66


TRUSTED ADVISOR



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Inspire others' confidence by speaking easily, clearly and knowledgeably about a topic.39

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.33

3.00 0 0 1 0 3.65

2.80 0 2 2 1 3.56

2.20 0 4 1 0 3.50

3.67 0 0 1 2 3.63

2.79 0 6 5 3 3.57

Exhibits poise, clarity and self-control in stressful, ambiguous, or emotionally demanding situations.51

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.20

4.00 0 0 0 1 3.50

2.80 0 2 2 1 3.40

2.60 0 3 1 1 3.42

3.33 0 0 2 1 3.50

2.93 0 5 5 4 3.45

Deals with project problems or interpersonal issues by taking responsibility for his/her own mistakes or shortcomings, and by confronting those of others.63

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.14

2.00 0 1 0 0 3.68

3.00 0 1 3 1 3.23

2.60 0 3 1 1 3.22

2.33 0 2 1 0 3.34

2.64 0 7 5 2 3.30


TRUSTED ADVISOR



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Competency: Authentic Communication

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.50 0 0 3 3 3.27

2.83 0 2 3 1 3.71

2.67 0 15 10 5 3.45

2.67 0 11 18 1 3.41

2.56 0 9 8 1 3.50

2.65 0 37 39 8 3.47

Conveys personal beliefs and values having to do with openness, directness and trust in order to encourage meaningful dialogue.4

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.40

4.00 0 0 0 1 3.85

3.00 0 2 1 2 3.45

2.60 0 3 1 1 3.47

2.33 0 2 1 0 3.62

2.79 0 7 3 4 3.54

Expresses a coherent set of principles which guide difficult choices about when to compromise and when to take a stand.16

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.08

2.00 0 1 0 0 3.63

2.40 0 3 2 0 3.48

2.80 0 1 4 0 3.35

2.33 0 2 1 0 3.36

2.50 0 7 7 0 3.42

Strives for integrity and authenticity by promising only what can be delivered.28

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.54

2.00 0 1 0 0 3.84

2.20 0 4 1 0 3.63

2.60 0 2 3 0 3.59

2.67 0 1 2 0 3.67

2.43 0 8 6 0 3.65


TRUSTED ADVISOR



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Strives for consistency between his/her actions and values.40

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.63

3.00 0 0 1 0 3.95

3.20 0 1 2 2 3.59

2.80 0 1 4 0 3.57

3.33 0 0 2 1 3.67

3.07 0 2 9 3 3.64

Uses an awareness and understanding of one's own beliefs, values, emotions and sensitivities to remain open when communication with others.52

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.31

3.00 0 0 1 0 3.70

3.00 0 1 3 1 3.48

2.40 0 3 2 0 3.33

2.33 0 2 1 0 3.51

2.64 0 6 7 1 3.47

When working with others, describes how his/her own needs, skills or biases could affect perceptions, diagnoses, or recommendations for action.64

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.63

3.00 0 0 1 0 3.22

2.20 0 4 1 0 3.03

2.80 0 1 4 0 3.12

2.33 0 2 1 0 3.10

2.50 0 7 7 0 3.10


BUSINESS DRIVER



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Competency: Engagement Management

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.17 0 1 3 2 3.05

2.33 0 4 2 0 3.48

2.77 0 10 17 3 3.61

2.63 0 14 13 3 3.32

2.61 0 11 3 4 3.44

2.65 0 39 35 10 3.46

Seeks to establish specific quality requirements for the outputs of a consulting engagement.5

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.96

2.00 0 1 0 0 3.55

2.80 0 1 4 0 3.49

2.60 0 2 3 0 3.38

2.33 0 2 1 0 3.40

2.57 0 6 8 0 3.44

Evaluates the outcomes of consulting engagements against the specific quality requirements defined with the client at the outset.17

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.58

3.00 0 0 1 0 3.21

2.40 0 3 2 0 3.55

2.20 0 4 1 0 3.17

2.00 0 3 0 0 3.32

2.29 0 10 4 0 3.33

Reaches clear agreements about the respective responsibilities of consultant and client.29

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.01

3.00 0 0 1 0 3.35

2.80 0 1 4 0 3.59

2.60 0 2 3 0 3.29

2.33 0 2 1 0 3.47

2.64 0 5 9 0 3.44


BUSINESS DRIVER



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Holds self and others accountable for doing whatever is needed to meet the commitments made around project outcomes.41

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.36

2.00 0 1 0 0 3.90

3.00 0 0 5 0 3.75

2.60 0 2 3 0 3.45

2.00 0 3 0 0 3.60

2.57 0 6 8 0 3.63

Periodically assesses progress against project commitments, time lines, and quality requirements.53

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.17

2.00 0 1 0 0 3.32

2.80 0 3 0 2 3.57

3.20 0 1 2 2 3.38

3.33 0 1 0 2 3.38

3.00 0 6 2 6 3.43

When commitments are not kept, moves quickly to assess what's missing and what actions are needed.65

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.21

2.00 0 1 0 0 3.53

2.80 0 2 2 1 3.67

2.60 0 3 1 1 3.25

3.67 0 0 1 2 3.47

2.86 0 6 4 4 3.47


BUSINESS DRIVER



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Competency: Results Orientation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 2 2 2 3.03

2.67 0 2 4 0 3.31

3.03 0 8 13 9 3.46

2.80 0 14 8 8 3.18

2.78 0 6 10 2 3.35

2.87 0 30 35 19 3.33

Seeks to design and execute projects that result in measurable business value.6

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.19

3.00 0 0 1 0 3.30

3.40 0 1 1 3 3.71

2.60 0 3 1 1 3.32

3.00 0 0 3 0 3.60

3.00 0 4 6 4 3.52

Anticipates personal and environmental obstacles to reaching business objectives and plans accordingly.18

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.00

2.00 0 1 0 0 3.10

2.40 0 3 2 0 3.40

3.20 0 1 2 2 3.14

2.33 0 2 1 0 3.40

2.64 0 7 5 2 3.29

Takes reasonable and calculated risks to accomplish the objectives.30

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.93

2.00 0 1 0 0 3.12

2.80 0 1 4 0 3.51

2.60 0 2 3 0 2.98

2.67 0 1 2 0 3.24

2.64 0 5 9 0 3.23


BUSINESS DRIVER



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Consciously balances the need for rigor, thoroughness, and continuous learning with the need for timely action.42

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.10

3.00 0 0 1 0 3.40

3.60 0 0 2 3 3.35

2.40 0 4 0 1 3.25

3.00 0 1 1 1 3.35

3.00 0 5 4 5 3.32

Maintains a clear focus on business impact despite breakdowns, disruptions, or other possible distractions.54

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.07

3.00 0 0 1 0 3.35

3.00 0 2 1 2 3.69

3.20 0 2 0 3 3.31

3.33 0 0 2 1 3.43

3.14 0 4 4 6 3.47

Seeks to continuously improve his/her personal competence by regularly asking for feedback on his/her own behavior or impact.66

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.90

3.00 0 0 1 0 3.55

3.00 0 1 3 1 3.05

2.80 0 2 2 1 3.05

2.33 0 2 1 0 3.08

2.79 0 5 7 2 3.11


INSIGHTFUL OBSERVER



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Competency: Rigorous Inquiry

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.50 0 4 1 1 2.93

2.67 0 3 2 1 3.31

2.63 0 16 9 5 3.41

2.70 0 12 15 3 3.12

2.89 0 6 8 4 3.29

2.71 0 37 34 13 3.28

Asks questions based upon various mental models, theories and points of view in order to thoroughly understand a given situation.7

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.85

3.00 0 0 1 0 3.20

2.00 0 5 0 0 3.32

2.40 0 3 2 0 3.14

2.67 0 1 2 0 3.43

2.36 0 9 5 0 3.29

Seeks out data to test out ideas, assumptions, and hypotheses, and changes his/her views when appropriate.19

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.92

2.00 0 1 0 0 3.25

2.40 0 3 2 0 3.30

2.40 0 3 2 0 2.93

2.33 0 2 1 0 3.19

2.36 0 9 5 0 3.15

Uses a creative combination of intuition, imagination, logic and critical analysis to promote understanding and learning.31

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.07

4.00 0 0 0 1 3.26

2.80 0 3 0 2 3.49

2.40 0 3 2 0 3.13

3.33 0 1 0 2 3.37

2.86 0 7 2 5 3.32


INSIGHTFUL OBSERVER



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Challenges others to surface the beliefs, assumptions, or data underlying their thoughts or actions.43

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.86

3.00 0 0 1 0 3.37

3.00 0 1 3 1 3.43

3.00 0 1 3 1 3.18

3.33 0 0 2 1 3.26

3.07 0 2 9 3 3.30

Promotes mutual understanding by offering data, evidence, and reasoning that led to his/her conclusions, recommendations, or actions.55

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.10

2.00 0 1 0 0 3.35

2.40 0 3 2 0 3.57

2.60 0 2 3 0 3.18

2.33 0 2 1 0 3.33

2.43 0 8 6 0 3.36

Produces new knowledge, perspectives, or skills for him/herself and the client through joint inquiry and exploration of ideas, concepts, and points of view.67

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.78

2.00 0 1 0 0 3.42

3.20 0 1 2 2 3.37

3.40 0 0 3 2 3.19

3.33 0 0 2 1 3.15

3.21 0 2 7 5 3.26


INSIGHTFUL OBSERVER



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Competency: Systems Thinking

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.83 0 2 3 1 2.86

2.83 0 2 3 1 3.24

2.83 0 12 11 7 3.46

3.00 0 11 8 11 3.14

2.89 0 6 8 4 3.27

2.90 0 31 30 23 3.29

Describes situations as the product of interrelated processes, structures, systems, and individual behavior.8

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.94

4.00 0 0 0 1 3.11

3.00 0 2 1 2 3.50

3.40 0 0 3 2 3.13

2.33 0 2 1 0 3.42

3.07 0 4 5 5 3.32

Forms coherent interpretations of the dynamics of a situation based upon multiple sources of information.20

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.08

2.00 0 1 0 0 3.20

2.40 0 3 2 0 3.46

3.00 0 2 1 2 3.17

2.67 0 1 2 0 3.24

2.64 0 7 5 2 3.28

Identifies patterns and causal connections underlying seemingly unrelated and distinct events.32

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.76

3.00 0 0 1 0 3.33

2.60 0 3 1 1 3.43

3.20 0 2 0 3 3.00

3.00 0 1 1 1 3.25

2.93 0 6 3 5 3.25


INSIGHTFUL OBSERVER



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Diagnoses problems by connecting symptoms to root causes.44

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.03

3.00 0 0 1 0 3.47

2.80 0 3 0 2 3.50

3.00 0 2 1 2 3.25

3.33 0 1 0 2 3.29

3.00 0 6 2 6 3.37

Links actions and events in one part of the organization to consequences and effects in other parts of the organization.56

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.86

2.00 0 1 0 0 3.25

3.00 0 0 5 0 3.40

2.20 0 4 1 0 3.19

3.00 0 0 3 0 3.33

2.64 0 5 9 0 3.30

Generates theories, hypotheses, or models that clarify and simplify the relationships within a large body of data or information.68

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.48

3.00 0 0 1 0 3.06

3.20 0 1 2 2 3.48

3.20 0 1 2 2 3.06

3.00 0 1 1 1 3.05

3.14 0 3 6 5 3.20


COMMITTED PARTNER



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Competency: Service Orientation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.83 0 2 3 1 3.24

2.67 0 3 2 1 3.63

2.87 0 11 12 7 3.59

2.70 0 12 15 3 3.42

3.11 0 5 6 7 3.53

2.85 0 31 35 18 3.53

Demonstrates a strong commitment to serving clients and others by finding opportunities to meet, and exceed, their stated and implied needs.9

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.53

2.00 0 1 0 0 3.65

2.80 0 2 2 1 3.75

3.00 0 1 3 1 3.48

4.00 0 0 0 3 3.73

3.07 0 4 5 5 3.65

Seeks to serve the client's organization through behavior and actions that are respected in the client's culture.21

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.37

3.00 0 0 1 0 3.70

3.80 0 0 1 4 3.75

2.60 0 2 3 0 3.44

3.00 0 1 1 1 3.52

3.14 0 3 6 5 3.59

Shows genuine positive regard and respect for the thoughts, feelings and aspirations of the client.33

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.53

2.00 0 1 0 0 3.72

2.60 0 2 3 0 3.52

2.80 0 2 2 1 3.52

3.33 0 1 0 2 3.65

2.79 0 6 5 3 3.57


COMMITTED PARTNER



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Conveys a commitment to the well-being of clients by actively listening to their personal and professional concerns and offering unconditional support.45

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.15

2.00 0 1 0 0 3.55

2.60 0 2 3 0 3.41

2.20 0 4 1 0 3.42

2.67 0 1 2 0 3.52

2.43 0 8 6 0 3.46

Follows engagements through to completion in accordance with his/her understanding of the client's needs.57

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.22

4.00 0 0 0 1 3.85

3.20 0 1 2 2 3.67

3.00 0 1 3 1 3.44

3.00 0 1 1 1 3.55

3.14 0 3 6 5 3.58

Helps clients to discover and express their true needs by challenging their initial definition of the problem and by surfacing deep concerns.69

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.63

3.00 0 0 1 0 3.32

2.20 0 4 1 0 3.43

2.60 0 2 3 0 3.23

2.67 0 1 2 0 3.16

2.50 0 7 7 0 3.28


COMMITTED PARTNER



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Competency: Collaborative Orientation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.67 0 3 2 1 3.10

2.00 0 6 0 0 3.56

2.60 0 15 12 3 3.54

2.53 0 14 16 0 3.36

2.56 0 9 8 1 3.45

2.52 0 44 36 4 3.46

Positions consulting engagements as a partnership between the client and the consultant, in which each party contributes to achieving a shared goal.10

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.23

2.00 0 1 0 0 3.70

2.40 0 3 2 0 3.65

2.40 0 3 2 0 3.36

2.67 0 1 2 0 3.43

2.43 0 8 6 0 3.51

Identifies and articulates the values, concerns, beliefs and aspirations shared with the client.22

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.15

2.00 0 1 0 0 3.60

2.60 0 2 3 0 3.53

2.40 0 3 2 0 3.46

2.00 0 3 0 0 3.46

2.36 0 9 5 0 3.50

Builds collaboration by encouraging trust, mutual respect, and a shared purpose among all participants in an engagement.34

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 3.49

2.00 0 1 0 0 3.84

3.20 0 2 0 3 3.55

2.60 0 2 3 0 3.46

3.33 0 0 2 1 3.65

2.93 0 5 5 4 3.58


COMMITTED PARTNER



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In conflict situations, enables the parties involved to develop "win-win" solutions that include the interests, needs, and concerns of everyone.46

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.03

2.00 0 1 0 0 3.35

2.60 0 2 3 0 3.49

2.80 0 1 4 0 3.22

2.67 0 1 2 0 3.31

2.64 0 5 9 0 3.34

Talks explicitly about the mutual benefits of a partnership, and the need for collaboration in producing a quality product.58

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.97

2.00 0 1 0 0 3.53

2.40 0 3 2 0 3.61

2.40 0 3 2 0 3.41

2.67 0 1 2 0 3.50

2.43 0 8 6 0 3.51

Emphasizes how people complement each other's strengths and weaknesses.70

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.73

2.00 0 1 0 0 3.35

2.40 0 3 2 0 3.40

2.60 0 2 3 0 3.23

2.00 0 3 0 0 3.29

2.36 0 9 5 0 3.31


CHANGE LEADER



Symbol Key

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rgely

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desc

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Competency: Powerful Facilitation

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.67 0 3 2 1 2.98

3.00 0 2 2 2 3.51

2.73 0 12 14 4 3.54

2.80 0 11 14 5 3.33

2.50 0 11 5 2 3.44

2.73 0 36 35 13 3.45

Influences individuals and groups to create the conditions that support effective working relationships across the organization.11

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.27

4.00 0 0 0 1 3.55

3.40 0 1 1 3 3.54

2.80 0 2 2 1 3.25

3.00 0 1 1 1 3.38

3.14 0 4 4 6 3.41

Helps individuals and teams to articulate the goals, key roles, integrated work process, and individual competencies required for success.23

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.95

2.00 0 1 0 0 3.45

2.20 0 4 1 0 3.58

3.00 0 2 1 2 3.25

3.00 0 0 3 0 3.44

2.64 0 7 5 2 3.43

Skillfully facilitates meetings and work sessions with work groups and teams so that they can solve problems more efficiently and effectively.35

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.94

2.00 0 1 0 0 3.58

2.80 0 1 4 0 3.40

2.60 0 2 3 0 3.38

2.00 0 3 0 0 3.31

2.50 0 7 7 0 3.39


CHANGE LEADER



Symbol Key

1Not

at all

desc

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2Part

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desc

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3La

rgely

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4Very

desc

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Coaches individuals, work groups, and teams to develop competencies, tools, and conversations needed to promote self-directed change and development.47

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.93

3.00 0 0 1 0 3.40

2.40 0 3 2 0 3.50

2.60 0 2 3 0 3.13

2.00 0 3 0 0 3.38

2.43 0 8 6 0 3.34

Works comfortably with groups crossing various organizational boundaries.59

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.36

3.00 0 0 1 0 3.80

2.80 0 1 4 0 3.73

2.60 0 2 3 0 3.52

2.00 0 3 0 0 3.60

2.57 0 6 8 0 3.64

Skillfully leads meetings and sessions with very large groups (50 individuals or more).71

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.41

4.00 0 0 0 1 3.28

2.80 0 2 2 1 3.48

3.20 0 1 2 2 3.50

3.00 0 1 1 1 3.55

3.07 0 4 5 5 3.48


CHANGE LEADER



Symbol Key

1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

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3La

rgely

desc

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4Very

desc

riptiv

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Competency: Organizational Influence

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.83 0 2 3 1 2.92

2.83 0 2 3 1 3.34

2.90 0 9 15 6 3.53

2.70 0 14 11 5 3.21

2.67 0 8 8 2 3.34

2.77 0 33 37 14 3.36

Influences key organizational players by educating them about how to manage the positive and negative impacts of change.12

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.4.00 0 0 0 1 2.94

2.00 0 1 0 0 3.50

3.00 0 1 3 1 3.38

2.80 0 3 0 2 3.02

2.67 0 2 0 1 3.23

2.79 0 7 3 4 3.24

Regularly offers counsel to people at all levels across the client organization, about how to effect change.24

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.97

3.00 0 0 1 0 3.21

2.60 0 2 3 0 3.45

2.20 0 4 1 0 3.13

2.33 0 2 1 0 3.27

2.43 0 8 6 0 3.28

Uses an understanding of "how the organization really works" to generate momentum for the "change agenda".36

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.79

3.00 0 0 1 0 3.26

2.60 0 3 1 1 3.56

2.80 0 2 2 1 3.19

3.33 0 0 2 1 3.40

2.86 0 5 6 3 3.37


CHANGE LEADER



Symbol Key

1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e

Stays in touch with key organizational "players" to cultivate the relationship, gather information, and identify opportunities.48

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.03

2.00 0 1 0 0 3.35

2.60 0 2 3 0 3.64

2.40 0 3 2 0 3.35

2.67 0 1 2 0 3.46

2.50 0 7 7 0 3.47

Proactively seeks out project sponsors and stakeholders to persuade them to support initiatives for change.60

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.65

3.00 0 0 1 0 3.15

3.60 0 0 2 3 3.51

3.00 0 1 3 1 3.19

2.67 0 1 2 0 3.21

3.14 0 2 8 4 3.29

Builds a network of relationships, coalitions and alliances across the client system.72

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.13

4.00 0 0 0 1 3.55

3.00 0 1 3 1 3.66

3.00 0 1 3 1 3.37

2.33 0 2 1 0 3.42

2.93 0 4 7 3 3.49


Importance

Section ESample, Joe


Symbol Key

1

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Competency: Importance

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.67 0 4 8 0 3.16

2.83 0 4 6 2 3.44

2.78 0 25 23 12 3.44

2.63 0 30 22 8 3.34

2.69 0 17 13 6 3.30

2.71 0 76 64 28 3.37

Offers relevant knowledge regarding the design and implementation of Human Resource/Organizational development systems, applications, tools, and consulting interventions.I1

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.81

3.00 0 0 1 0 3.12

3.00 0 2 1 2 3.03

2.60 0 3 1 1 3.21

2.33 0 2 1 0 3.19

2.71 0 7 4 3 3.14

Offers relevant knowledge regarding standards business practices, creating customer value, and how results are measured in financial or business terms.I2

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 2.89

3.00 0 0 1 0 3.25

2.00 0 5 0 0 3.48

2.60 0 2 3 0 3.25

2.33 0 2 1 0 3.11

2.36 0 9 5 0 3.28

Promotes comfort, security, and trust among clients by exuding self-assurance and poise.I3

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.41

4.00 0 0 0 1 3.85

3.20 0 1 2 2 3.59

3.00 0 2 1 2 3.55

2.67 0 2 0 1 3.60

3.07 0 5 3 6 3.61


Importance



Symbol Key

1

Unimpo

rtant

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infreq

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2

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4

Critica

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is

Communicates a clear set of personal principles and values to reinforce trust among clients, to promote quality interactions, and to generate commitments to actions.I4

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.27

3.00 0 0 1 0 3.75

2.40 0 3 2 0 3.49

2.40 0 3 2 0 3.40

2.33 0 2 1 0 3.35

2.43 0 8 6 0 3.45

Defines commitments, accurate performance specifications, and clear statements of accountability in order to manage quality outputs.I5

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.28

4.00 0 0 0 1 3.50

2.60 0 3 1 1 3.39

3.20 0 1 2 2 3.46

3.33 0 0 2 1 3.35

3.07 0 4 5 5 3.41

Maintains a consistent focus on high-impact results by setting challenging objectives and continuously improving methods and practices.I6

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.09

3.00 0 0 1 0 3.30

2.60 0 2 3 0 3.51

2.60 0 2 3 0 3.32

2.67 0 1 2 0 3.32

2.64 0 5 9 0 3.38

Fosters mutual learning between him- or herself and the client via rigorous conversation, sharing multiple perspectives, and questioning underlying beliefs and assumptions.I7

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.04

2.00 0 1 0 0 3.35

2.80 0 2 2 1 3.38

2.20 0 4 1 0 3.36

3.67 0 0 1 2 3.07

2.71 0 7 4 3 3.28


Importance



Symbol Key

1

Unimpo

rtant

/ mus

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infreq

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2

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3

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frequ

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4

Critica

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Rigorously organizes and evaluates data, and produces information based upon common themes, patterns, and/or causal connections.I8

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 2.79

2.00 0 1 0 0 3.00

3.40 0 1 1 3 3.20

2.40 0 3 2 0 3.11

3.00 0 1 1 1 2.94

2.86 0 6 4 4 3.08

Maintains a consistent focus on serving the needs and aspirations of clients through the belief that client service is a primary consulting goal.I9

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.23

2.00 0 1 0 0 3.65

3.20 0 2 0 3 3.54

3.40 0 1 1 3 3.33

3.00 0 1 1 1 3.35

3.14 0 5 2 7 3.43

Builds effective partnerships with clients by creating trust and mutual respect, and by fulfilling commitments.I10

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.2.00 0 1 0 0 3.79

2.00 0 1 0 0 3.90

2.80 0 1 4 0 3.74

2.20 0 4 1 0 3.59

2.67 0 1 2 0 3.65

2.50 0 7 7 0 3.69

Enables effective work processes and relationships by coaching others to acquire new mastery in coordinating collective tasks, relationships, and results.I11

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.08

3.00 0 0 1 0 3.25

2.80 0 1 4 0 3.47

2.60 0 2 3 0 3.23

2.33 0 2 1 0 3.35

2.64 0 5 9 0 3.34


Importance



Symbol Key

1

Unimpo

rtant

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t

infreq

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2

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impo

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3

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frequ

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4

Critica

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tantly

do th

is

Builds momentum for changes in the client system by directly guiding, counseling, and persuading all relevant parties (i.e., individuals, employee networks, and key stakeholders).I12

Self

Manager

Direct Reports

Peers

Customers

Overall

Avg. N1 N2 N3 N4 Norm.3.00 0 0 1 0 3.14

3.00 0 0 1 0 3.30

2.60 0 2 3 0 3.47

2.40 0 3 2 0 3.21

2.00 0 3 0 0 3.27

2.43 0 8 6 0 3.32


Comments

Section FSample, Joe

If you could give this person one piece of advice – one that would help him/her if followed – what would that advice be?C1

Self

No comments submitted.

Manager


Direct Reports


Peers


Customers


Are there any other comments you would like to share, such as things that you really appreciate about this person?C2

Self


Manager


Direct Reports


Peers



Comments

Section FSample, Joe

Are there any other comments you would like to share, such as things that you really appreciate about this person?C2

Customers



Positive Self Gaps: Manager

Section GSample, Joe

1Not

at all

desc

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e

2Part

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desc

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3La

rgely

desc

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4Very

desc

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Item appears in other high lists in this section

Avg. Self Gap

38

Displays a credible understanding of the primary work processes through which the business creates value. [Business Process Expertise]

2.002.004.00Self Avg.

31

Uses a creative combination of intuition, imagination, logic and critical analysis to promote understanding and learning. [Rigorous Inquiry]

2.002.004.00

71Skillfully leads meetings and sessions with very large groups (50 individuals or more). [Powerful Facilitation]

2.002.004.00


Negative Self Gaps: Manager


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e

Item appears in other low lists in this section

Avg. Self Gap

25

Uses knowledge of design and implementation of HRD and OD interventions to improve individual and organizational effectiveness. [HR/OD Expertise]

-2.004.002.00SelfAvg.

53Periodically assesses progress against project commitments, time lines, and quality requirements. [Engagement Management]

-2.004.002.00

65

When commitments are not kept, moves quickly to assess what's missing and what actions are needed. [Engagement Management]

-2.004.002.00

9

Demonstrates a strong commitment to serving clients and others by finding opportunities to meet, and exceed, their stated and implied needs. [Service Orientation]

-2.004.002.00

34

Builds collaboration by encouraging trust, mutual respect, and a shared purpose among all participants in an engagement. [Collaborative Orientation]

-2.004.002.00

23

Helps individuals and teams to articulate the goals, key roles, integrated work process, and individual competencies required for success. [Powerful Facilitation]

-2.004.002.00

12

Influences key organizational players by educating them about how to manage the positive and negative impacts of change. [Organizational Influence]

-2.004.002.00


Positive Self Gaps: Direct Reports


1Not

at all

desc

riptiv

e

2Part

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desc

riptiv

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3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

6Seeks to design and execute projects that result in measurable business value. [Results Orientation]

1.402.003.40Self Avg.


Negative Self Gaps: Direct Reports


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

23


-1.804.002.20SelfAvg.

61

Displays useful knowledge of best practices around the design and implementation of effective roles, structures and management systems for an HR/OD function. [HR/OD Expertise]

-1.404.002.60

49

Strategizes, plans, and anticipates the challenges of implementing new HR/OD systems or policies, to minimize negative impacts. [HR/OD Expertise]

-1.204.002.80

39Inspire others' confidence by speaking easily, clearly and knowledgeably about a topic. [Confident Presentation]

-1.204.002.80

53Periodically assesses progress against project commitments, time lines, and quality requirements. [Engagement Management]

-1.204.002.80

65


-1.204.002.80

9

Demonstrates a strong commitment to serving clients and others by finding opportunities to meet, and exceed, their stated and implied needs. [Service Orientation]

-1.204.002.80


Positive Self Gaps: Peers


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

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Avg. Self Gap

71Skillfully leads meetings and sessions with very large groups (50 individuals or more). [Powerful Facilitation]

1.202.003.20Self Avg.


Negative Self Gaps: Peers


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

61


-2.004.002.00SelfAvg.


-1.804.002.20

52

Uses an awareness and understanding of one's own beliefs, values, emotions and sensitivities to remain open when communication with others. [Authentic Communication]

-1.604.002.40

42

Consciously balances the need for rigor, thoroughness, and continuous learning with the need for timely action. [Results Orientation]

-1.604.002.40

4

Conveys personal beliefs and values having to do with openness, directness and trust in order to encourage meaningful dialogue. [Authentic Communication]

-1.404.002.60

65


-1.404.002.60

34

Builds collaboration by encouraging trust, mutual respect, and a shared purpose among all participants in an engagement. [Collaborative Orientation]

-1.404.002.60

25

Uses knowledge of design and implementation of HRD and OD interventions to improve individual and organizational effectiveness. [HR/OD Expertise]

-1.204.002.80


Negative Self Gaps: Peers


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

49

Strategizes, plans, and anticipates the challenges of implementing new HR/OD systems or policies, to minimize negative impacts. [HR/OD Expertise]

-1.204.002.80SelfAvg.

40Strives for consistency between his/her actions and values. [Authentic Communication]

-1.204.002.80

66

Seeks to continuously improve his/her personal competence by regularly asking for feedback on his/her own behavior or impact. [Results Orientation]

-1.204.002.80

12


-1.204.002.80


Positive Self Gaps: Customers


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

37Scans the environment to deepen his/her understanding of how HR/OD can support the organization. [HR/OD Expertise]

1.672.003.67Self Avg.

1

Skillfully uses knowledge of design and implementation of key HR systems (e.g., workforce planning, selection, work design, performance management, training, and compensation). [HR/OD Expertise]

1.332.003.33

38

Displays a credible understanding of the primary work processes through which the business creates value. [Business Process Expertise]

1.332.003.33

31

Uses a creative combination of intuition, imagination, logic and critical analysis to promote understanding and learning. [Rigorous Inquiry]

1.332.003.33

33Shows genuine positive regard and respect for the thoughts, feelings and aspirations of the client. [Service Orientation]

1.332.003.33

36

Uses an understanding of "how the organization really works" to generate momentum for the "change agenda". [Organizational Influence]

1.332.003.33


Negative Self Gaps: Customers


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

4


-1.674.002.33SelfAvg.

52


-1.674.002.33

66


-1.674.002.33

12


-1.334.002.67


Negative Self Gaps: Overall


1Not

at all

desc

riptiv

e

2Part

ially

desc

riptiv

e

3La

rgely

desc

riptiv

e

4Very

desc

riptiv

e


Avg. Self Gap

52


-1.364.002.64SelfAvg.

23


-1.364.002.64

61


-1.294.002.71


-1.214.002.79

4


-1.214.002.79

66


-1.214.002.79

12


-1.214.002.79


Highest Items: Overall

Section HSample, Joe

Avg. SelfQuestion Role

26Carefully considers the business operating context (i.e., structures, systems, cultural patterns, etc.) when diagnosing issues and planning interventions.

GROUNDED EXPERT 3.29 4.00

67Produces new knowledge, perspectives, or skills for him/herself and the client through joint inquiry and exploration of ideas, concepts, and points of view.

INSIGHTFUL OBSERVER 3.21 3.00

54Maintains a clear focus on business impact despite breakdowns, disruptions, or other possible distractions. BUSINESS DRIVER 3.14 3.00

68Generates theories, hypotheses, or models that clarify and simplify the relationships within a large body of data or information.


21Seeks to serve the client's organization through behavior and actions that are respected in the client's culture.

COMMITTED PARTNER 3.14 3.00

57Follows engagements through to completion in accordance with his/her understanding of the client's needs.


11Influences individuals and groups to create the conditions that support effective working relationships across the organization.

CHANGE LEADER 3.14 3.00

60Proactively seeks out project sponsors and stakeholders to persuade them to support initiatives for change.

CHANGE LEADER 3.14 3.00


Lowest Items: Overall

Section HSample, Joe

Avg. SelfQuestion Role

14Displays a thorough understanding of the business or functional mission, strategic positioning, and current initiatives.


17Evaluates the outcomes of consulting engagements against the specific quality requirements defined with the client at the outset.

BUSINESS DRIVER 2.29 3.00

2

Displays a credible understanding of the organizational environment and industry context (i.e., industry issues and trends, competitors, suppliers, customers, regulators, etc.).


7Asks questions based upon various mental models, theories and points of view in order to thoroughly understand a given situation.


19Seeks out data to test out ideas, assumptions, and hypotheses, and changes his/her views when appropriate.


22Identifies and articulates the values, concerns, beliefs and aspirations shared with the client.


70Emphasizes how people complement each other's strengths and weaknesses.



PART IV

Development Plan

Development Planning

Development planning will ensure that your current insights will actually help you to further develop as an HR/OD professional. This final step will allow you to use what you’ve learned to plan to address your development needs and leverage your strengths.

Follow the directions below to complete the “Addressing Development Needs” and “Leveraging Strengths” sections on the last two pages of this report.

Directions:

1. Write your goals in the first column. These should be based on the your high and low scores, differences between rater groups, and differences between your self evaluation and others’ evaluation of your performance and role importance scores.

• Target no more than three goals for addressing development needs and three goals for leveraging strengths. More goals than that will hinder your ability to focus on all of them.

• Be as specific as possible in writing your goals. For example, “Improve my ability to deal with tension between team members from different functions” is much more useful than “Improve my facilitation skills.”

2. In the second column, explain why each goal is important to you. Having a clear sense of why your goals are important should help you maintain your focus on achieving them.

3. In the third column, explain the actions you will take to achieve each goal.

• What you’ll do/change now: The specific things you can do or start immediately to begin achieving your development goals. They may involve, for example, further self-awareness exercises or resolutions to immediately change specific behaviors.

• Other developmental activities: These are the longer-term activities and changes that you plan to make. They may, for example, involve books to read, courses to take, projects to attempt, or coaching you would like to receive.

You may have received or purchased the Compleat Consultant Development Guide along with this self-managed assessment. If so, use it as a reference for development planning. It suggests daily practices, activities, and self-study resources for developing each of the Compleat Consultant competencies and roles.

4. In the fourth column, explain what support you need from others in terms of time and/or resources. What, specifically, will you ask for?

Note: Having a coach you trust and respect may be the single most important factor in achieving your development goals. A coach can support you with regular check-in meetings or periodic feedback on an as-needed basis. He or she may also be able to provide resources such as time off for training, access to experts, and so on. The coach may be your manager or someone else with whom you have a good relationship and who can help you reach your development goals.

5. Finally, think about the obstacles you will encounter in reaching your goals and what you can do to avoid or overcome them. Two of the most common are:

• Lack of time. If time is a problem, you might try to identify certain time-efficient “practices” you can use on an everyday basis. You might also try setting aside a regular block of daily, weekly, or monthly time that you will spend working toward the goals you have set.

• Lack of support. The best remedies in this case are to identify a coach, as discussed above, and/or colleagues who have similar goals and want to work together to achieve them.

Sample Plan for Addressing Development Needs

Development Goals

Why the Goals Are Important

Actions I Will Take to Achieve Them

Support Needed

Improve my ability to facilitate teams, especially my ability to deal with tension and conflict among members from different functions.

The redesign team for the performance management system kicks off in three weeks, and there will probably be problems between the line people and those from staff. Unfortunately, I scored relatively low on powerful facilitation.

What I’ll do/change now: Ask Jack to start coaching me immediately on how he manages teams. Other activities and completion dates: Read Getting to Yes by end of month. Attend the next available conflict resolution training from Conflict Resolution Consulting.

Approval of time and funding for attending training.

Improve my understanding of the manufacturing side of the business.

I’d like to take on a generalist assignment in Manufacturing within the next 12 months.

What I’ll do/change now: Start reading the Wall Street Journal regularly. Other activities and completion dates: Look into the possibility of spending a day or so a month on the line. Consider taking some targeted business courses locally. Get coaching from Ellen about what courses to take and where.

Tuition reimbursement for courses?

Obstacles to Reaching Goals Steps to Overcome Them Lack of time!

Discuss with Ellen the possibility of temporarily reducing to 32 hours/week and/or offloading the assessment project.

Sample Plan for Leveraging Strengths

Goals for Leveraging Strengths



Support Needed

Coach others about techniques for assessing the impact of training and development of technical professionals.

We’re hiring lots of IS people right now, especially in tech support. Because of the shortage of IS people in the market, we’re forced to lower our selection standards. But our internal technical training group is inexperienced and may not be able to keep up with the demand.

What I’ll do/change now: Speak with Jack in Technical Training about coaching some of his people. Other activities and completion dates: By the end of May, I will conduct a full audit of formal training and development programs and make suggestions for improvements.

Jack’s willingness to bring me in as a coach. Approval of time and funding for sitting in on the training sessions.

Act as a mediator between departments that are being merged (managers are competing for resources).

The organization is going through a lot of change right now. As departments merge, there is competition for time, people, space, and supplies. To make sure these mergers go smoothly, we need someone to help facilitate the process.

What I’ll do/change now: Have informal conversations with the managers of the departments being merged to discover their needs and concerns. Other activities and completion dates: Create a formal schedule that walks managers through the entire merger process and details what actions they need to take. Work through the schedule together to help facilitate the merger.

Cooperation of the affected managers.

Obstacles to Reaching Goals Steps to Overcome Them Lack of desire to change existing relationships/processes.

Candid discussions with primary stakeholders to win their support.

Development Plan: Addressing Development Needs

Development Goals



Support Needed

Obstacles to Reaching Goals Steps to Overcome Them

Development Plan: Leveraging Strengths

Goals for Leveraging Strengths



Support Needed

Obstacles to Reaching Goals Steps to Overcome Them

Compleat Consultant Report Index

Section A - Self / Overall Super Category Summary 15

Section B - Super Category Summary 16

Section C - Category Summary 18

Section D - Body 22

Section E - Importance Body 46

Section F - Comments 50

Section G - Self Gap High/Low 52

Section H - Average High/Low 62

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