GAPPS3 ExampleFull Report

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GAINMORE™ Advantage Potential to Performance Profile System3

of 17 Copyright CELSIM 2009 Report Printed 12/11/2009

GAPPS3 Profile Report

Senior Manager norm and target profile.Your profile report shows your assessment benchmarked against the

Private and [email protected]

Testing Guinea Pig at CELSIMReport #43991 Prepared for: Tarry Tester

Top Leadership Attributes - Strengths

Nature ReviewTop Leadership Abilities - Strengths

6 6

77

Emotional Resilience InfluencingKey Leadership Attribute development areas

Vision NetworkKey Leadership Ability development areas

6 6

44

77

Gauge LegendClick Here

Self-Awareness IntuitivenessYour assessment shows that:You are walking the talk, both communicating what you will do and demonstrating personal commitment to the required work to achieve the goal.You are likely at the unconsciously competent stage of your learning. Reflecting on this now, you will likely di th t k dj t t t b h i d f ti l ith t h ff t

6 6

44

4 5

77

You network to build real relationships though not all will be deep relationships.

It also suggests areas of improvement, currently:

Your clarity of values is probably not well communicated in your vision. You measure achievements against your own values, what about other objective measures? Your goal could be better communicated as a full, rich-

discover that you make adjustments to your behaviour and performance continuously without much effort.

You likely have an idea of what your goals and values look like but find it difficult to communicate this clearly.

sensory vision. You maintain a good priority over what is important in the longer term, over urgent shorter term tasks. Your attitude suggests that you could easily raise your level of motivation. You can readily use your level of influence to better align your resources. Your habitual behaviours suggest strongly held values which you may not be consciously aware of. You learn effectively, perhaps you can stretch yourself more. You continuously learn from experience and become more efficient and effective. You appear to be very standards focussed, you may need to be seen to be keeping busier.

GAPPS3 Full Report 43991 Tarry Tester

Page 1 of 17 Copyright CELSIM 2009 Report Printed 12/11/2009


Your GAINMORE Development profile shows your self assessment against your chosen CXO benchmark.

GAINMORE™ Development Profile - Attributes

GAPPS3 Profile report for: Tarry Tester

4466

Your attribute strengths Nature Review Values Goals

Consider development Attitude Influence Level Evaluate Motivation Level4555

4466

Develop these attributes Vision Network Alignment Outcome

5744

4555

4466

Your clarity of values is probably not well communicated in your vision. You measure achievements against your own values, what about other objective measures? Your goal could be better communicated as a full, rich-sensory vision. You maintain a good priority over what is important in the longer term, over urgent shorter term tasks. Your attitude suggests that you could easily raise your level of motivation. You can readily use your level of influence to better align your resources. Your habitual behaviours suggest strongly held values which you may not be consciously aware of You learn effectively perhaps you can stretch yourself more You continuously

Summary GAINMORE™ Profile for Tarry Tester:

Tarry Tester's self-assessment shows key leadership attribute strengths in:

Nature

R i

not be consciously aware of. You learn effectively, perhaps you can stretch yourself more. You continuously learn from experience and become more efficient and effective. You appear to be very standards focussed, you may need to be seen to be keeping busier.

You are walking the talk, both communicating what you will do and demonstrating personal commitment to the required work to achieve the goal.You are likely at the unconsciously competent stage of your learning. Reflecting on

Review

Values

Your self-assessment suggest high priority development in:

Vision

Network

You are likely at the unconsciously competent stage of your learning. Reflecting on this now, you will likely discover that you make adjustments to your behaviour and You are clear about your values, what is important and why and how they impact your decisions.

You likely have an idea of what your goals and values look like but find it difficult to communicate this clearly.

You network to build real relationships though not all will be deep relationships.Network

Alignment

You may also consider development in these areas:

Outcome

Motivation Level

You network to build real relationships though not all will be deep relationships.

You put in considerable effort to achieve your goals and seek the necessary resources asking for additional resources when necessary.

You undertake tasks or projects out of necessity or because you are told to do so.

You are motivated by other people and given rewards. You do things because you will receive praise or reward for doing them.

EvaluateYou assess the achievements of your team and yourself comparing this with the intended outcomes or goals.



High Strength

GAPPS3 Profile - GAINMORE Developemnt Profile Report for: Tarry Tester

How clear you are about personal values and how strongly these are aligned to your goals.

6

Values

You allow your performance to be considerably affected when under pressure. You very rarely like to pre-judge others or the situation. You consider it somewhat important to adhere to the prevailing ethical norms in your business decisions. You consider it very important that others buy into your views on overall direction and goals. Your personal commitment to a decision or course of action is important to you. Adhering to the prevailing norms f b h i i h i f I i l i f hi h d hi l f

You are clear about your values, what is important and why and how they impact your decisions. You show some flexibility to do much better.

6

High Strength

of behaviour is somewhat important for you. It is mostly important for you to set high and stretching goals for yourself.Your commitment to success is largely important for you. Ethical behaviour at work is generally important for you.

The manner and definition of personal and organizational goals.

6

High Strength

Goal

You sometimes continue to maintain your performance when under pressure. You are able to be forceful with others to achieve goals. You have strong views on overall direction and goals. You generally adapt your

You have established SMART goals for yourself and others. You show some flexibility to do much better.

6

6

How well you communicate and articulate your personal goals and values.

g g g g y p ybehaviour to ensure necessary adjustment to achieve your goals. You make considerable efforts to gain agreement to goals and overall direction. You occasionally set high, stretching goals for others.You can occasionally accept average performance from your team. Your own goals are very moderately high and stretching. No matter how difficult to do, you usually work to achieve your goals.

6

6

Develop in this area First priority

Vision

How well you communicate and articulate your personal goals and values.

You likely have an idea of what your goals and values look like but find it difficult to communicate this clearly. You show great flexibility to do much better.

4

6

6

You mostly communicate the importance of high levels of contribution to projects.Others often listen to and take account of your observations and comments. You communicate your views on overall direction and goals persuasively. You generally adapt your communication base on your understanding of those you are dealing with.You are mostly consistent in moving towards your vision. Your vision is generally supported by logic and facts.

4

6

6

4

6

6



Development Advised First priority

GAPPS3 Profile - GAINMORE Developemnt Profile Report for: Tarry TesterYour organization of the use of available resources efficiently and effectively. Your preparations to achieve objectives in steps that achieve optimum levels of

You put in considerable effort to achieve your goals and seek the necessary resources asking for additional resources when necessary. You show great flexibility to do much better

4

AlignmentYou show great flexibility to do much better.

You sometimes deliberately maintain control over your moods. In the face of opposition, you are somewhat uncomfortable to press your case. You mostly align solutions and your decisions to the needs of others. You easily gain support from colleagues. You align your resources to commit to achieving goals or objectives. You change others viewpoint to align the resources you need to achieve the goal. You re-align yourself to maintain effectiveness in a range of situations.

4

Strength

Some days are effortless others you find you have to push yourself You

Your approach to everyday situations from optimistic to pessimistic. Your approach to different circumstances and typical behaviours you exhibit in

5

4

Attitude

Some days are effortless, others you find you have to push yourself. You react to circumstances and difficulties balancing optimism and pessimism. You show considerable flexibility to do much better.

You mostly produce high levels of contribution to projects.You make a quick and positive impact on others when first meeting them. You enthusiastically communicate your views on overall direction and goals. You demonstrate personal commitment to achieving a course of action.When faced with disappointment, your performance is virtually unaffected. You are positive and forward looking. You encourage others readily. You

5

4

Strength

p y p g g ymaintain and exude good levels of energy. You show commitment to succeeding. You often do what you say you will do.

Your level of influence with others, both internal and external.

5

4

Influence Level

You rely on your legacy of achieving results as a means of influencing others. You show very great flexibility to do much better - you should be able to perform consistently better than you have assessed yourself here.

You often take the feelings of others into account when making decisions. You mostly gain acceptance of your leadership taking charge of situations. You mostly influence others through gaining agreement on the overall direction and goals You occasionally challenge others to achieve high stretching goals You usually modify your

5

5

4

direction and goals.You occasionally challenge others to achieve high, stretching goals. You usually modify your ideas and views in the light of feedback from others. You establish good levels of rapport with others easily. You often influence others with your suggestions when discussing problems.



High Strength

You are walking the talk, both communicating what you will do and demonstrating personal commitment to the required work to achieve the


Your habitual behaviours and demonstrated character.

7

Nature

demonstrating personal commitment to the required work to achieve the goal. You show considerable flexibility to do much better.

You are occasionally prepared to make judgements based on incomplete information. You listen to others without pre-judging. You are quite receptive to others views. You are quite flexible in modifying your views and ideas fare feedback from others. You invite others views when making decisions and determining actions quite readily.

7

Development Advised First priority

Your relationships with other people, both internal and external.

7

Network

You network to build real relationships though not all will be deep relationships. You show great flexibility to do much better.

You find it easy to adjust to new situations and circumstances. You rarely pre-judge others rather than listening to their communication. Others often listen to and take account of your observations and comments. You make a quick and positive impact on others when first meeting them Others notice a few changes in your behaviour

4

7

How and at what level you motivate yourself and others to achieve outcomes.

a quick and positive impact on others when first meeting them. Others notice a few changes in your behaviour when you are under pressure. You show others your personal commitment to a course of action so that they accept it. You encourage others readily. You seek others support in your areas of weakness.

4

7

Strength Secondary priority

Motivation

You are motivated by other people and given rewards. You do things because you will receive praise or reward for doing them. You show very great flexibility to do much better - you should be able to perform consistently better than you have assessed yourself here.

y y

4

4

7

When making decisions, you mostly take others feelings into account. Your performance is considerably affected when under pressure. You prefer taking charge of situations and getting your leadership accepted.You easily motivate colleagues to support you. You are quite receptive to others views. You mostly adapt your behaviour according to the situation. You usually can persuade others to change their viewpoint, motivating them to do so. You often seek feedback and input from others to modify your views and ideas. You show quite high levels of personal motivation to achieve tasks. You encourage team members. You are often motivated to do what you say you will do.

4

4

7




Your short term goals or milestones and how much you focus attention on immediate tasks.


You undertake tasks or projects out of necessity or because you are told to do so. You show great flexibility to do much better.

4

Outcomeg y

You are committed to achieve goals and objectives. You are driven to complete tasks effectively and/or efficiently. You often accept responsibility for achieving outcomes. You continue to perform somewhat effectively under pressure. You often ensure the completion of tasks or projects. You effectively achieve your outcomes in a range of situations.

4

High Strength

How effectively you learn and develop from experience and reflect on your learning.

You are likely at the unconsciously competent stage of your learning7

4

Review

You find it easy to learn to adjust to new situations and circumstances. Others often listen to and take account of your observations and comments. You sometimes reflect on your own moods and how they affect your dealing with problems and issues.You know that sometimes, under pressure, you change your behaviour and others notice You know from experience how to effectively change others viewpoints in difficult circumstances You

You are likely at the unconsciously competent stage of your learning. Reflecting on this now, you will likely discover that you make adjustments to your behaviour and performance continuously without much effort. You show some flexibility to do much better.

7

4

The effort and importance you place on measuring achievements for yourself and others against outcomes and goals.

notice. You know from experience how to effectively change others viewpoints in difficult circumstances. You reflect and maintain mostly consistency in approach dealing with differing tasks. You reflect on your own strengths and weaknesses. You often review on your own conduct to ensure it reaches your standards.

7

4


Evaluate

You listen to others communication before judging. You establish a few measures to stretch goals. You are a

g g

You assess the achievements of your team and yourself comparing this with the intended outcomes or goals. You show very great flexibility to do much better - you should be able to perform consistently better than you have assessed yourself here.

5

7

4

little happy making decisions on incomplete information. You readily evaluate the level of rapport you have with others. You establish generally high standards for your own goals. You occasionally measure the validity of information you receive. Your evaluate to moderately high ethical standards. Your evaluations are sometimes measured by logic and facts.



Your ability strengths

Emotional Resilience Influencing Achieving

GAPPS3 Profile - Leadership Dimensions Report for: Tarry Tester

Your Leadership Dimensions Profile shows the leadership competencies and capabilities you demonstrate.

877

g g

Engaging Communications Managing resources Vision and Imagination

6 7 7

766

877

Strategic Perspective Critical Analysis and Judgment Developing

Interpersonal Sensitivity Motivating Empowering55 5

6 7 7

766

877

Develop these abilities

Self-Awareness Intuitiveness Conscientiousness

Y h th bilit t b i l if i i th t i t thi t Y h

4 5 5

55 5

6 7 7

766

877

You have the ability to be more engaging, clarify your vision so that you can communicate this too. You have greater ability in engaging communications than your sensitivity to others. Who are you engaging? You can plan and manage the resources, leverage this to become more critical in your analysis and judgment. You can manage your resources more efficiently though you need a clearer vision to ensure resources are being put to best use. You effectively manage resources and would benefit from empowering others more. You manage resources more effectively, though the people may not feel motivated. You are self-aware enough to create a clearer vision. You show higher resilience and could take on more challenging tasks. You have stronger influencing abilities that could be effectively used in developing others. You are tenacious and committed, round this better with greater critical analysis and judgment You are using high abilities in intuitiveness that need to be

Tarry Tester's self-assessment shows key leadership ability strengths in:

Emotional Resilience

Influencing

You are willing to take risks to achieve business gains selecting activites giving

You can often influence others to change their viewpoint .

You are able to perform consistently under pressure and adapt your behaviour quite appropriately.

this better with greater critical analysis and judgment. You are using high abilities in intuitiveness that need to be balanced with more critical analysis and judgment.

Achieving

Your self-assessment suggest high priority development in:

Self-Awareness

Intuitiveness

You are willing to take risks to achieve business gains, selecting activites giving greatest benefit.

You have some awareness of your own feelings with some capability to manage or control your feelings. When presented with incomplete or ambiguous information, you can perceive the key issues to arrive at clear decisions.

Conscientiousness You display commitment to a course of action in the face of challenge.



GAPPS3 Profile - Leadership Dimensions IQ Report for: Tarry Tester

Your Leadership Dimensions Profile shows the leadership competencies and capabilities you demonstrate.

The first three dimensions are your intellectual abilities as a strategic, business leader.

Gathers relevant information from a wide range of sources in order to identify and then solve problems. Has a critical faculty which probes the facts, identifies

High Strength

Y bl li i l h ' i i i h j d Y l f

p y padvantages and disadvantages and discerns the shortcomings of ideas and proposals. Makes sound judgements and decisions based on reasonable assumptions and factual information, and is aware of the impact of any assumptions made.

Critical Analysis & Judgement

7

Imaginative and innovative in all aspects of one's work. The capability to establish sound priorities for future work To have a clear vision of the future

You are able to listen attentively to others' communication without any pre-judgment. You are mostly aware of your own moods when dealing with work problems and issues. When working with a group, you make good effort to gain agreement to goals and overall direction. It is possible to easily control your own feelings. You are somewhat uncomfortable when having to make decisions based on intuition. You challenge unethical behaviour whenever you meet it at work.

7

High Strength

establish sound priorities for future work. To have a clear vision of the future direction of the organisation to meet business imperatives. Also, to foresee the impact of external and internal changes on one's vision which reflects implementation issues and business realities.

Other people tend to listen to your observations and comments In difficult situations others change their views

Vision and Imagination

7

7

Rises above the immediate situation and sees the wider issues and broader implications. Explores a wide range of relationships between factors and balances short and long-term considerations. Is aware of, and sensitive to the

Other people tend to listen to your observations and comments. In difficult situations others change their views to support your viewpoint. You adapt your behaviour based on your understanding of the views of those you am dealing with. Your commitment to a decision or course of action is very important to success. Decisions you make are somewhat based on logic and facts.

7

7

High Strength

You produce high levels of contribution to projects or tasks. You somewhat adhere to the prevailing ethical norms for your business. Others respond very positively to your views on overall direction and goals. You feel

balances short and long-term considerations. Is aware of, and sensitive to the impact of one's actions and decisions across the organisation. Identifies opportunities and threats from both within and outside. Is aware of, and sensitive to Stakeholders' needs, external developments and the implications of external factors on one's decisions and actions.

Strategic Perspective

7

7

6

norms for your business. Others respond very positively to your views on overall direction and goals. You feel intuition should be considered greatly in making decisions. You may accept average performance from your team. You readily encourage co-operative behaviour when working with teams. No matter how difficult the problem,you readily work to find a solution.



GAPPS3 Profile - Leadership Dimensions MQ Report for: Tarry Tester

The next five dimensions are your managerial abilities as a strategic, business leader.

A lively and enthusiastic communicator who engages others and wins their support. Clearly communicates one's instructions and vision to staff. Communications are tailored to the audience's interests and are focused. One's approach inspires staff and audiences. Adopts a style of communication

6

High StrengthEngaging Communications

You find it very easy to establish rapport with others in almost any situation. Your feelings are allowed to have some influence over your decisions. Others respond very positively to your views on overall direction and goals. In difficult situations others change their views to support your viewpoint. Before making decisions, you take

f h i i d f di i i h h Y d h diffi l i di h

pp p p ywhich conveys approachability and accessibility.6

Plans ahead, organises all resources and co-ordinates them efficiently and effectively. Establishes clear objectives. Converts long term goals into action plans. Monitors and evaluates staff's work regularly and effectively, and gives

account of the input received after discussion with others. You do not have difficulty in persuading others to change their viewpoint. When faced with resistance, you find it very easy to persuade others to change. You readily encourage co-operative behaviour when working with teams. You find it very easy to establish rapport with clients or customers. When making decisions and determining actions, you take account of the views of others.

6

High Strength

You take good account of the needs of others when making decisions. You are able to get your leadership accepted and to take charge. You are receptive to ideas and suggestions from your work colleagues. You

dif id d i i h li h f f db k f h Y fi d i bli h i h

p g y y gthem sensitive and honest feedback.

Managing Resources

6

6

Knows one's Direct Report's strengths and weaknesses. Gives them autonomy and encourages them to take on personally challenging and demanding tasks. Encourages them to solve problems, produce innovative and practical ideas

d l d d l h i i i f h i f bili ll

modify your ideas and views in the light of feedback from others. You find it very easy to establish rapport with clients or customers. When discussing problems you find that others tend to agree with your ideas and suggestions. You gain the understanding of others to the need for a course of action. You readily encourage subordinates to work together as a team. You prefer to use intuition or 'gut-feeling' when making decisions.

6

6

Secondary priorityStrengthYou can make judgments based on incomplete information though prefer to have a more complete picture. You make a very quick and positive impact on people when first meeting them. Others completely accept your

l it t t f ti Y t it hi h t t hi l f th Y bl

and proposals and develop their vision for their area of accountability as well as contributing to the formulation of a broader vision for the business. Encourages Direct Reports to employ a critical faculty and a broad perspective in all aspects of their work and to challenge existing practices, assumptions and policies.Empowering

6

6

5

personal commitment to a course of action. You set quite high, stretching goals for others. You are reasonably happy to make decisions or take action on the basis of incomplete information. When making decisions and determining actions, you take account of the views of others. When you feel much personal distress, you have to live with it. When faced with complex decisions, you find a balance netween fact and your intuition or 'gut feeling'.



Continuing your dimensions on your managerial abilities as a strategic, business leader.

Believes that others have the potential to take on ever more-demanding tasks, roles and accountabilities, and encourages them to do so. Ensures that Direct Reports have adequate support. Makes every effort to develop their competencies and invests time and effort in coaching them so that they can contribute effectively and develop themselves Works with others and identifies

GAPPS3 Profile - Leadership Dimensions MQ Report for: Tarry Tester

7

High Strength

In dealing with problems and decisions you take account of the needs of others. Before making decisions, you take account of the input received after discussion with others. You are dissatisfied with average personal performance. In your areas of weakness you readily seek support of others. When faced with complex decisions, you find a balance netween fact and your intuition or 'gut feeling'

contribute effectively and develop themselves. Works with others and identifies new tasks and roles which will develop them. Believes that critical feedback and challenge are important.

Developing

7

Willing to make decisions involving significant risk to gain a business or other advantage. Decisions are based on core business or organisational issues and their likely impact on success. Selects and exploits activities which result in the greatest benefits to one's part of the organisation and which will increase its performance. Shows an unwavering determination to achieve objectives and implement decisions

you find a balance netween fact and your intuition or 'gut feeling'.

7

8

Your performance can be affected when you are under pressure. You are able to adapt your behaviour to a range of different situations. You do not have difficulty in persuading others to change their viewpoint. When faced with unfair criticism, you find it very easy to remain focused on the tasks. When my ideas or suggestions are rejected, I feel personally hurt.You set high, stretching goals for yourself. You are comfortable taking charge of a situation When under pressure you tend to become quite irritable You are very effective in a range of

implement decisions.High StrengthAchieving

7

8

of a situation. When under pressure, you tend to become quite irritable. You are very effective in a range of situations. At work you ensure that 'what you say and what you do' are the same.



The awareness of one's own feelings and the capability to recognise and manage these feelings in a way which one feels that one can control. This factor includes a degree of self-belief in one's capability to manage one's emotions and to control their impact in a work environment.

The last seven dimensions are your emotional intelligence abilities as a strategic, business leader.

GAPPS3 Profile - Leadership Dimensions EQ Report for: Tarry Tester

4 First priorityp

Strength

Self-Awareness

You know your own feelings reasonably well. You are able to get your leadership accepted and to take charge. You are mostly aware of your own moods when dealing with work problems and issues. You never feel so overwhelmed by circumstances that you cannot function properly. You recognise your own feelings and moods,

d h Y h l l i i l k lif Y f l h l d b

4

The capability to perform consistently in a range of situations under pressure and to adapt behaviour appropriately. The capability to balance the needs of

and accept them. You have a completely positive outlook on life. You never feel overwhelmed by your own feelings and continue to function normally whatever the circumstances. When your ideas or suggestions are rejected, you feel personally unhurt. In your areas of weakness you readily seek support of others. You recognise your own moods and make specific attempts to change them. When making a decision, you rarely ignore your feelings even if they confuse the issue.

4

You find it very easy to adapt to new situations and changing circumstances. Your performance can be affected h d Y f li ll d h i fl d i i Wh

p pp p y p ythe situation and task with the needs and concerns of the individuals involved. The capability to retain focus on a course of action or need for results in the face of personal challenge or criticism.

Emotional ResilienceHigh Strength

4

7

Th d i d hi l l d k i d l

when you are under pressure. Your feelings are allowed to have some influence over your decisions. When you are under pressure, others notice some change in your behaviour. You are able to adapt your behaviour to a range of different situations. You find it quite easy to maintain performance when faced with disappointment. You adapt your behaviour based on your understanding of the views of those you am dealing with. When faced with unfair criticism, you find it very easy to remain focused on the tasks. You are able to maintain most of your effectiveness in the face of insults. When under pressure, you tend to become quite irritable. You are very effective in a range of situations. You challenge unethical behaviour whenever you meet it at work. No matter how difficult the problem,you readily work to find a solution.

4

7

Secondary priorityStrength

The drive and energy to achieve clear results and make an impact and, also, to balance short- and long-term goals with a capability to pursue demanding goals in the face of rejection or questioning.

Motivating

4

7

5

You are able to be forceful in dealing with others. You are reasonably happy to make decisions or take action on the basis of incomplete information. You are comfortable taking charge of a situation. You are somewhat uncomfortable when having to make decisions based on intuition. Decisions you make are somewhat based on logic and facts.

4

7

5




The capability to be aware of, and take account of, the needs and perceptions of others in arriving at decisions and proposing solutions to problems and challenges. The capability to build from this awareness and achieve the commitment of others to decisions and action ideas. The willingness to keep

Continuing dimensions on your emotional intelligence abilities as a strategic, business leader.

5

Secondary priority

You take good account of the needs of others when making decisions. You are able to listen attentively to others' communication without any pre-judgment. In dealing with problems and decisions you take account of the needs of others. You are receptive to ideas and suggestions from your work colleagues. When working with

k d ff i l d ll di i B f ki d i i

Strength

g popen one's thoughts on possible solutions to problems and to actively listen to, and reflect on, the reactions and inputs from others.

Interpersonal Sensitivity

5

a group, you make good effort to gain agreement to goals and overall direction. Before making decisions, you take account of the input received after discussion with others. You modify your ideas and views in the light of feedback from others. You readily encourage co-operative behaviour when working with teams. When making decisions and determining actions, you take account of the views of others. You gain the understanding of others to the need for a course of action. You are readily willing to modify your behaviour or decisions in the light of others’ reactions. You readily encourage subordinates to work together as a team. When faced with complex decisions, you find a balance netween fact and your intuition or 'gut feeling'.

The capability to persuade others to change their viewpoint based on the understanding of their position and the recognition of the need to listen to this perspective and provide a rationale for change.High Strength

5

7

You find it very easy to establish rapport with others in almost any situation. When faced with opposition, you are completely uncomfortable pressing your case. Other people tend to listen to your observations and comments. You find it very easy to establish the support of colleagues. You are very effective at building team commitment to goals and objectives. In difficult situations others change their views to support your viewpoint. You do not

Influencing Ability

5

7

g j g pp y phave difficulty in persuading others to change their viewpoint. When faced with resistance, you find it very easy to persuade others to change. You find it very easy to establish rapport with clients or customers. When discussing problems you find that others tend to agree with your ideas and suggestions. When others have a different view from yours, you consciously attempt to influence them.



The capability to display clear commitment to a course of action in the face of challenge and to match 'words and deeds' in encouraging others to support the chosen direction. The personal commitment to pursuing an ethical solution to a difficult business issue or problem.


Continuing dimensions on your emotional intelligence abilities as a strategic, business leader.

5 First priorityp

You make a very quick and positive impact on people when first meeting them. You sometimes have a backlog of projects or contributions to deliver. You may accept average performance from your team. You can achieve results in a consistent way when dealing with differing tasks. You set high, stretching goals for yourself. You h ffi i l l f h l i f k d j

Strength

Conscientiousness

5

First priorityStrength

The capability to arrive at clear decisions and drive their implementation when presented with incomplete or ambiguous information using both rational and 'emotional' or intuitive perceptions of key issues and implications

have a sufficient level of energy to ensure the completion of tasks and projects.

5

First priorityStrength

Intutiveness

You adhere to the norms of behaviour prevailing in your organisation. When you feel much personal distress, you have to live with it. Your commitment to a decision or course of action is very important to success. You adhere to expected standards of personal conduct At work you ensure that 'what you say and what you do' are

5

5

adhere to expected standards of personal conduct. At work you ensure that what you say and what you do are the same.

5

5



GAPPS3 Profile - Team Leadership Role Report for: Tarry Tester

Conductor

CompleterInnovator

Conductor

Completer

Team PlayerOrganizer

Innovator

Preference

Behaviour

Conductor

Completer

Team Player

ProducerExplorer

Organizer

Innovator

Preference

Behaviour

Inspector

Team Leadership role preferenceTeam role nickname:

Preferred Leadership Style: You make good use of group activities drawing people together and are drivingYou are a leader of leaders.Leader

Conductor

Completer

Team Player

Producer

Specialist

Explorer

Organizer

Innovator

Preference

Behaviour

Preference

Behaviour

Inspector

Description:

Strengths:

Allowable weaknesses:

Team Leadership role behaviourTeam role nickname:

You make good use of group activities, drawing people together and are driving, challenging yourself and others.This also means that you may be seen as manipulative and may be provocative or aggressive.

District attorney

You make good use of group activities, drawing people together and are driving, challenging yourself and others.

Team role nickname:Leadership Style evident:

Description:

Strengths:

Allowable weaknesses:This also means that you may be seen as uninspiring or slow-moving and may be seen as uninspiring or slow-moving.

You are discerning and objective and are driving, challenging yourself and others.

You are discerning and objective and are driving, challenging yourself and others.

You are a manager with some leadership responsibilitiesDistrict attorney



Your top two career anchors are shown to be:

The people in this group feel the need not only to maintain an adequate income, but to do something meaningful in a larger context. They are actively service oriented and interested in careers that provide solutions in areas such as product safety, overpopulation, discrepancy between rich and poor and the environment.

1. Service - dedication to a cause

GAPPS3 Profile - Career Anchors Report for: Tarry Tester


The primary concern in this area is the actual technical or functional content of the work being done. The self-image of people in this group is tied up with their feeling of competence in the particular area they are in. They are therefore not interested in management per se, though they will accept management responsibility within their technical or functional area of expertise. But it is the area of work that really turns them on and career growth means continued advancement within that work area only.

2. Technical Function

Other career anchors in rank order:3. Lifestyle4. Pure challenge5. Security6. General Management

If your current role suites your career anchor, you are more likely to attain success.

g7. Entrepreneurial creativity8. Autonomy



GAPPS3 Profile - Potentiality Report for: Tarry Tester

You show High overall potential.You show some untapped potential to rise in the organization or to be more effective at your current level. You may be in a less than ideal functional role and hence have yet to really shine.


Your overall potential is made up of three areas of agility: your mental, results and conflict agilities.

Y d f t l f bl l i k th t l

Potentiality Index

Your Mental Agility:

Your Results Agility:

You show personal drive and some ability to create teams. Showing some degree of people-agility, you are reasonably comfortable with yourself and diversity. You may be a little judgmental about other people and ideas. You can

You use a good range of tools for problem solving, make sure that you employ both logical and emotional tools and keep a focus on more strategic issues.

Your Conflict Agility:

y y j g p pembrace change but may not know which battles you should be fighting.

You know when to collaborate and when to compete. Accommodating others and mostly avoiding conflict. Developing this area well will provide a useful foundation to rise through the ranks of an organization.

Mental Agility

Potentiality Index

Mental Agility

Potentiality Index

Mental Agility

Potentiality Index

Mental Agility

Results AgilityConflict Agility

Potentiality Index



GAPPS3 Profile - Leadership Agility Report for: Tarry Tester

The greater your agility in each area of leadership agility, the more flexibly you can use your abilities (leadership dimensions competencies) and the greater your flexibility in your GAINMORE attributes.

Leadership agility is how agile you are in your leadership attributes and ability.

Leadership Agility


Overall Leadership Agility

Shared vision

Right to lead

Take responsibility

Exchange principle

Leadership Agility


Deliberately consider others viewpointsCritically analyses and assess the facts and emotions judges business

Average Senior Manager base. Great flexibility.


Shared vision

Right to lead

Take responsibility

Exchange principle

Encouraging

Leadership Agility

Senior Manager Low Agility Senior Manager Mid Agility Senior Manager Target Agility

Your Agility

Shared Vision

Deliberately consider others viewpoints,

environment and context and change

plans accordingly clearly articulating the

reason for change and how the revised

plans meet or exceed the objectives.

Advocate your vision adjusting

communication to individuals and

Critically analyses and assess the facts and emotions, judges business case for action, creates plans of actions tailored to emotional climate and culture, reviews implementation of plans continuously and adapts to changing circumstances, reviews successes and failures, measures and accepts personal responsibility for results.

Has a vision of the objectives and the strategies to achieve objectives and communicates the vision effectively to stakeholders advocating

Average Senior Manager base. Great flexibility.

Right to lead

Take responsibility Average Senior Manager base. Good flexibility.

Earns the right to lead by demonstrating ability and inter-personal sensitivity to gain followership with or without positional power.

Average Senior Manager base. Great flexibility. Practice own articulated values and beliefs

("walk the walk")

different groups who then have a common

understanding of the vision and a stated

belief in its achievement.

y gand connecting the vision to personal values, engaging stakeholders at an emotional level such that followers believe in the vision for themselves.

Take responsibility

Exchange principle

Average Senior Manager base. Good flexibility.

Low Senior Manager base. Good flexibility.

Takes responsibility for all actions, projects and people and takes responsibility for all decisions. Personally reviews actions, accepting liability. Encourages initiatives from others and generates activity taking responsibility for others initiatives encouraged.

Establishes good relationships with others and understands alternative viewpoints, deliberately changing own viewpoint to that of all

Consult and discuss with peers, staff and other stakeholders. Empathise

Articulate ownership of responsibility

identifying corrective action and praise as

appropriate.

Encouraging Low Senior Manager base. Great flexibility. Seek out individuals to praise publically. Understand the personal values of team members and commit to helping them achieve their goals.

viewpoints, deliberately changing own viewpoint to that of all stakeholders based on known values and ideologies. Implements plans based on multiple viewpoints.

Consistently encourages self and others particularly in adverse circumstances. Praises others, motivating them appropriately to be challenged and seeks to help others feel good about themselves.

and other stakeholders. Empathise and understand their viewpoints.


GAPPS3 ExampleFull Report

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