LINE
ORIENTATION
Accepts accountability for bottom-line results; seeks control and
the final authority to make decisions impacting bottom-line results;
focuses on incremental but significant improvements in the efficiency,
quality, and profitability of short-term results; takes an authoritative
approach to enlisting the necessary support to implement decisions,
using logic to address any opposition; seeks a course that softens
the negative impact on others without being diverted from his objective
HIGHS
- Uses his authority to make key decisions that determine profitability
- Prefers a directive management approach in communicating standards
and expectations, and is only participative when dealing with
those individuals who don't require direction
- Bases his decisions upon input from informed players, then works
to guarantee results by taking charge, making clear the rationale
behind his decision, and working around or influencing dissenters
- Focuses on improving the organization’s competitive advantage
through continuous refinement of relevant business systems, building
solutions gradually and looking toward concrete and realistic
goals
- Develops general management skills and a broad-based knowledge
rather than draw upon a specific discipline or selected expertise
to impact the bottom-line
- Demonstrates a valid concern for how others may respond to his
decisions or course of action without being diverted from his
commitment to the identified optimum course of action
LOWS
- Prefers to employ indirect influence techniques rather than
take charge to make key decisions and then sell them to the organization
- Believes in the synergy of teams and tends to support and/or
succumb to group decisions
- Sponsors collaboration and may concede his own judgment to achieve
consensus
- Tends to disregard critical incremental refinements accomplished
through repetition and look for major improvement breakthroughs,
even though these may not increase bottom-line profitability
- Prefers to operate as a specialist who can be true to a specific
discipline
- Lacks an awareness of or sensitivity to how peers, subordinates,
or superiors may react to his directives or course of action and
does not anticipate or prepare for the impact he can have on others
PRODUCTION APPROACH
Focuses on measurable and near-term results and outputs; emphasizes
efficiency, cost control and refinement of the processes and procedures
that produce incremental gains; controls risk by modifying existing
systems to increase productivity versus launching an unproven idea;
consistently applies a methodology that is working and will not
change or abandon that approach for the sake of trying something
different; promotes the desired approach and enlists participation
by authoritatively demonstrating its benefits and logically responding
to questions and concerns, so those involved can understand and
will not feel threatened
HIGHS
- Thrives in a situation that demands the optimization and refinement
of an existing technology or function at an efficient, effective
level
- Through repetition, seeks the opportunity to fine-tune systems,
optimize profitability and efficiency, and refine the operational
learning curve
- Guards against failure by implementing proven methods with slight
modifications as needed to address changing requirements
- Effectively manages the execution of business processes where
cost control and consistent quality output are required for the
viability of the organization
- Takes suggestions under advisement but finds it most efficient
to be the final authority
- Sensitive to how others will react to his protection or advancement
of system stability and takes steps to send a clear message that
addresses concerns and conveys expectations
LOWS
- Opts for creativity and building new applications of a known
technology, and finds it more satisfying to seek new challenges
than to manage and refine existing applications
- Prefers to invest his effort in finding breakthrough improvements
and focus more on growth and innovation than preventing negatives
and controlling risk
- Designing and developing new processes can take priority over
outputs
- Depends upon consensus and team input to move people toward
the desired objective
DIRECTS AND CONTROLS OTHERS IN A CORPORATE SETTING
Delegates and follows up in order to expand control; effectively
directs through multiple levels or a complex infrastructure; selects
the appropriate individuals for specific tasks or responsibilities
and allows them to operate independently under their own recognizance
as long as they produce results; assigns responsibility for an outcome
and builds in checkpoints to verify expected progress and refine
any differences in the expected outcome with the direct report
HIGHS
- Understands the capacity and limitations of others in making
assignments
- Provides subordinates with the authority to decide and act within
areas of assigned duties
- Ensures that individuals have the necessary resources to complete
assignments
- Clearly states expected results and review points with experienced
subordinates, and includes methods with less capable subordinates
- Gives sufficient explanation and commits to consistent follow-up
to ensure tasks are completed on time and to standard
- Communicates specific evaluation criteria
- Clarifies the priority of the assignment relative to other assignments
the individual may have
- Discusses and establishes appropriate procedures to be kept
informed of subordinates’ work progress
- Identifies deviations from the goal through periodic progress
reports
LOWS
- Is reluctant to engage in activities appropriate to his current
position; wants to continue doing what he was effectively doing
before rather than trust others to carry out the delegated task
- Expects subordinates to approach and complete a task exactly
as he would
- Perceives subordinates as lacking in competence and believes
no one else can be as effective and efficient in completing the
assignment
- Wants to constantly hand-hold to satisfy a desire to be of personal
assistance and to provide personal attention
- Fears a loss of control and prefers a strong hands-on approach
to system-driven control and reliance on a monitoring process
- Once tasks are delegated, tends to abdicate responsibility to
the individual for the final result and assume others will follow
through without a system in place to check progress and results
- Inconsistent or unclear in stating expected results or communicating
timeframes, resources, and positive or negative consequences of
various performance levels
DECISION MAKING EFFICIENCY
Bases decisions on available information supported by an understanding
of overall goals; makes difficult decisions when 'under fire' or
faced with tight deadlines; is capable of making sound business
decisions in a timely manner; relies heavily on past experience
and management seasoning as the basis for decision-making; willing
to make a best guess in those situations where speed and relative
accuracy and effectiveness are most necessary or appropriate
HIGHS
- Collects and organizes data quickly and intuitively
- Able to make realistic assumptions without extensive information
- Initiates action promptly, despite uncertainty of outcome; makes
the best decision possible at any given point in time
- Makes quick decisions based on the best data available, backed
up with intuitive experience in urgent situations
- Separates key information from irrelevant data
- Focuses on key priorities and does not overreact to minor crises
or spread himself too thin
- Is willing to abandon research paths or developmental projects
that are not meeting agreed upon expectations
LOWS
- Tends to defer a decision until all the options are completely
evaluated
- Hesitates to take action or commit to a decision if uncertain
of the outcome
- Needs to clearly see the entire solution or path before proceeding
with the early steps
- Tries to absorb an excessive amount of information to ensure
the final decision is based on facts rather than potentially faulty
judgment or nonobjective standards
- Gets bogged down in unnecessary information; ‘leaves no
stone unturned’
- Is uncomfortable with broad generalizations and finds it necessary
to investigate every possible detail as he believes that sloppy
decisions are bad decisions, even if they turn out to be right
DECISION MAKING ACCURACY
Makes thorough, well-researched decisions that account for and
are compatible with overall goals and priorities; determines the
significance of all pros and cons and the likelihood of success;
identifies and plans contingencies; takes into account how any specific
decision fits into the broader context of organizational goals and
priorities
HIGHS
- Understands overall goals/policies/procedures and incorporates
them into decisions
- Analyzes and prioritizes conflicting priorities
- Will not sacrifice major needs or long-term objectives to make
decisions that are easier or more convenient to carry out
- Remains objective and interprets situations insightfully
- Seeks sufficient information to anticipate possible barriers
and avert their impact
- Spends time studying issues and weighing the pros and cons of
alternative approaches prior to making decisions
- Plans alternative contingencies to cover consequences of unexpected
ramifications
LOWS
- Prefers a more tactical versus strategic view or departmental
versus organizational view when weighing options and making decisions
- Could selectively search for data that supports his own predetermined
opinion or suppositions
- May discount contradictory data or put his own interpretation
on the data rather than allow the facts to speak for themselves
- Insufficient reflection on possible obstacles or alternatives
can lead to surprises when making decisions
- May be satisfied with superficial planning rather than pursue
a rigorous identification of pros, cons, and alternative approaches
as contingencies
WRITTEN COMMUNICATIONS
Provides written information that is organized and succinct and
leaves no room for misunderstanding or misinterpretation; refrains
from including unnecessary embellishments that can detract from
the message being communicated; commits to accuracy and precision
in written documentation
HIGHS
- Recognizes the need for thoroughness and accuracy in communicating
or documenting information in a written format
- Seeks to make an impact or to influence others through his writing
- Understands and values the power of well-written communications
- Leaves no room for misunderstanding by methodically crafting
and carefully editing his message to clearly convey his intent
LOWS
- Fails to effectively organize written communications in such
a way as to have the desired impact on the reader
- May find it difficult to organize his thoughts on paper
- Lacks interest in the techniques and precision required for
written communication
- May seek the immediate reaction provided by oral communication
and prefer the opportunity to edit his message based on audience
response
INSPIRES ACCOUNTABILITY AND TEAMWORK
Maintains priorities by keeping the focus specific and defined;
helps others to understand key priorities by repeatedly articulating
the goals and how each contributes; has the ability to inspire and
influence others; gains followers by being easy to follow; gives
credit to others and assumes responsibility for external obstacles;
motivates others by helping them to feel good about themselves
HIGHS
- Works to understand what will make people feel better about
themselves and what they are expected to do (empowers others)
- Elicits cooperation through persuasion rather than authority
- Earns respect rather than demands it
- Makes views known in a clear manner without eliciting negative
feelings
- Gains a following by understanding what motivates or satisfies
different people and adjusting to meet those needs
- Develops ‘champions’ who are capable of acting self-sufficiently
- Runs interference and fights for resources for his group while
passing credit to the individual contributors
- Focuses others on priorities by communicating simply and repetitively
- Eliminates any irrelevant issues that will cloud the objectives
LOWS
- Assumes that all subordinates share the same goals and fails
to distinguish between different needs, motivations and objectives,
using the same techniques to influence everybody
- Happier to contribute from a support role than to assume the
responsibility for drawing subordinates to him
- Does not step into the role of being a potential catalyst for
a team effort
- Relies on the authority of his position and title to influence
subordinates
- Introduces too many concurrent directions or critical success
factors to keep subordinates focused on key priorities
- Loses power by expecting subordinates to commit to more objectives
than they can handle
EMBRACES THE STRATEGIC VISION
Aligns himself closely with the organization’s mission; devises
and sets in motion plans to bring the corporate vision to reality;
is able to think outside the box to formulate ideas and does not
feel compelled to conform to organizational norms; understands the
need to communicate and sell ideas to gain support and commitment
from others; identifies with the long-term success of the organization
so independent and forward thinking is seen as positive change rather
than resistance or rebellion
HIGHS
- Shares the corporate vision and develops the mindset and processes
to accomplish appropriate objectives
- Sets priorities to maximize his contribution toward corporate
mandates
- Keeps his focus on the goals and objectives set forth in the
company directive, resisting distractions created by setbacks
or a different personal agenda
- Helps to sell others on the strategic directives and expectations
set forth by the organization through his own commitment to and
willingness to follow through on corporate objectives
LOWS
- May not personally embrace or actively generate a team following
of a corporate mission inconsistent with his personal agenda
- Focuses on short-term goals and accomplishments, and loses sight
of the big picture as drawn by corporate initiatives
- Allows his commitment level and follow through on corporate
objectives to be influenced or dictated by the distractions of
external circumstances or an internal frame of mind
- Does not feel obligated or duty-bound to inspire or otherwise
engage others in a shared sense of purpose or commitment to the
desired organizational goals
POLITICALLY ASTUTE
Understands and effectively uses the organization's political power
structure; is sensitive to others’ agendas and recognizes
that there can be different views of priorities or objectives; tries
to lay a groundwork of cooperation by helping others to look good
before soliciting their support; cultivates relationships with those
who most influence job success; incorporates the extra steps needed
to satisfy political issues that can slow or halt progress toward
a desired objective
HIGHS
- Understands and aligns actions and strategies with the values
and beliefs of those in authority, as a means to winning approval/support
and of achieving job and career success
- Recognizes that people can view the same objective or priority
differently, and is careful not to blindly push his own agenda
- Works to make his allies look good by providing what they need
to accomplish their responsibilities before requesting support
of his own program or agenda
- Builds cooperative and supportive relationships with appropriate
influencers both internal and external to the organization
- Consciously positions himself favorably with colleagues and
customers, recognizing that his words or actions have the potential
to generate positive support or create a negative bias
LOWS
- May fail to understand that it is important to help allies and
others on whom he is dependent for help or cooperation to look
good and to be recognized before approaching them with requests
- Can undermine a cooperative relationship by emphasizing his
own accomplishment or contribution
- Underestimates the need for political savvy in meshing his own
objectives or agenda with those of an individual or group of individuals
who disagree or have developed their own strategies and plans
- Prefers to push his own solution or course of action and may
try to oversell those who have a different approach or agenda
without taking care to positively position himself and his position
with them
PRACTICAL INTELLIGENCE
Absorbs new information quickly and is comfortable dealing with
abstract concepts and relationships; relates new information to
previously acquired knowledge to expand and refine his frame of
reference; enjoys learning and expanding the breadth and depth of
his understanding on a variety of subjects
HIGHS
- Enjoys learning and broadening his depth of learning and insight
in a wide array of topics
- Absorbs, stores and recalls new information quickly
- Deals comfortably with abstract concepts and relationships
- Pursues academic, theoretical or research-based information
LOWS
- Needs repetition to process new information and requires additional
time to integrate it into his repertoire
- Prefers concrete tasks
- Learns best through one-on-one instruction and improves his
base skill level through experience and hard work
- Uses practice opportunities or trial runs to become completely
knowledgeable of and comfortable with methods or techniques he
needs to use
ANALYTIC ABILITY
Systematically applies a combination of inductive and deductive
reasoning to arrive at a well-founded, logical conclusion; remains
objective in analyzing information and data so as not to make false
assumptions or reach judgments without full knowledge and information;
recognizes and neutralizes personal biases that can influence his
thought process; effectively weighs the accuracy of different types
of information in order to define a problem and reach a valid conclusion
HIGHS
- Possesses strong deductive reasoning skills and is capable of
thinking through problems in a systematic and logical manner
- Draws sound conclusions from the information presented
- Effectively weighs the accuracy of different types of information,
including inferences, abstractions, or generalizations
- Maintains a detached/objective demeanor in the gathering and
analysis of information
LOWS
- Allows biases to prevent him from seeing all sides of an issue
and influence his perception
- Quickly draws conclusions or makes assumptions without full
knowledge and information
- Makes decisions according to clearly defined rules and depends
upon an existing frame of reference in unfamiliar situations
- A penchant for action versus analysis leads him to move forward
with minimal review of critical input or weighing of alternatives
- Relies on previously acquired information and like-minded people
for input into decisions
Request
a sample candidate report
|