I have just completed four videos on Leadership 360 degree assessments with training on how to use and administer the assessment that I offer at Assessments Here. The training is over 100 minutes of straight content. Here is a two minute video highlighting what is covered. It is now for sale as a product.
There are two purchase options as outlined here: www.assessmentshere.com/2011/07/video-training-series-on-leadership-360/
.
Video overview will take about 10 seconds to load.
Attention all European coaches – seeking great training in assessments and wanting ICF credits.
Instructors: Pam Boney, PCC, CTC, Founder & Chief Executive Officer of Tilt Inc. and co-facilitated with Roberta Hill, MCC, MBA
Dates: 4-5 March 2010
Location: near Milan, Italy
Program accredited by ICF for 16.5 CCEUs
An in depth and experiential learning approach designed for experienced coaches, consultants and HR professionals. Some familiarity with 360 assessments desired but not required.
What you get out of our program?
This full version class includes two full days of working with the tool and is our most thorough class for learning the model
Once certified, you will be able to use three assessments for Leadership Development:
Venue
Arona is approx. 20 minutes from Milan Malpensa Airport, on Lake Maggiore. If you want to go to Milan, there is a direct train connection that takes 55 minutes to downtown Milan.
Hotel Atlantic
Viale Repubblica 124
Arona
Italy
Hotel phone number country code 39 0322 46521, hotel@atlanticarona.com Mrs. Manuela
Cost
Program information: tilt360leaders.com/training/certifications
Register online: tilt360leaders.com/training/calendar
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Over the past year, I have received lots of comments and interest in the idea of strengths in development. As I have said elsewhere, I think this is a move in the right direction, just as I think the positive psychology movement helps up to reframe our own change and development in a much better way than how we have viewed things in the past. That said, I do find that there is often a tendency not to address the challenges when one overuses one's strengths. That is why for leadership development I am so impressed with Tilt 360 Leaders because the focus is on 12 core character strengths AND the opposite impact of the corresponding strength.
Readers often mention "Strengthfinders" and I do think it is a great tool. This post was recently published on the Coach U Students/Graduates discussion group of LinkedIn. While it is an advertisement I thought my readers might be interested to learn more. So I contacted Marilyn as asked her if I could post it here.
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By Marilyn Carpenter, Owner at V. James Coaching Consortium
If you’ve taken the Strengthsfinder 2.0 assessment, it’s likely you had
that cool aha moment like so many of us experienced. This is especially
true if your talent themes are not rooted in the obvious and you can
hardly believe that themes like learner and harmony are actually
talents.
More, if you are like so many of us, you took the thrill of that aha
moment, logged it as a neat memory and put your SF 2.0 report in a
drawer someplace and haven’t looked at it since. Possibly you don’t
even know where it is and you think you can remember some of your
talent themes, but not all of them.
Strengthsfinder 2.0 is one of the very best tools for talent discovery
and development, especially when you work in an environment that
embraces working in your strengths and team work.
But, if you find that you are out there alone and trying to change your
work situation and climb to a better place – know that you can discover
how to revive this information you have about yourself and couple it
with a powerful personal blueprint process to once and for all, become
an irreplaceable talent.
For the $20 investment in the SF 2.0 book and the 30 minutes it took
you to take the on-line assessment – you already hold half of the
answers for yourself if you are struggling with your work situation and
trying to find a new job, change careers, get a promotion or are a
first time job seeker.
This personal blueprint process is rooted in the book – OPEN SESAME:
Why It’s All About ACCESS for the New Worker of the 21st Century. The
book’s message – you must become an irreplaceable talent to survive and
thrive in your work – is a message that all workers need to hear. The
global age and post-2008 recession have changed the game for workers,
permanently.
The concepts in the book are being made available to you in a free one-hour teleclass.
For more information, to learn what others are saying about this book,
or to register for a free teleclass that fits your schedule visit
www.opensesameaccess.com!
This was a offer that I couldn’t turn down and thought you might be interested as well. The Work Ethic Corporation is collecting data for their research study Predicting Leadership Success. They have joined forces to offer a free assessment through Harvard Business Publications. Here is the offer that I received:
Studies show that certain characteristics come more
intuitively to men, such as analytical thinking and competitiveness, while
women tend to place more value on relationships, teamwork and consensus-building.But, what separates the competitive and ambitious male leaders from their
equally powerful and determined female counterparts? Men and women bring
obvious gender differences to the corporate round table, but how exactly do
they lead differently?These are just a few of the ideas explored in Kate Ludeman and Eddie
Erlandson’s new survey, "Predicting Leadership Success." This survey
explores how women and men lead differently and assesses how to predict your
own success as a leader.What’s in it for you? For a limited time only, you will receive a
complimentary 30-minute phone coaching session to discuss your Alpha Assessment
as a "thank you" for completing the survey. Note that you must
complete both the survey and the Alpha Assessment to receive your complimentary
phone coaching session.
I was going to start a new category "Best Practices" but I that is a dangerous thing. The moment some organization is pointed out as a "leader" or "best" it is bound to be the kiss of death. What happened to all those firms Tom Peter’s wrote about in "In Search of Excellence or Jim Collin’s "Built to Last"? Oh Really?
That said, it is interesting to read about what some high profile firms (and those that aren’t) are doing to stay competitive, or successful or even change with the times. Here is one such case that is using 360 feedback processes.
Virgin Atlantic introduced a leadership development programme that was
led by business objectives rather than HR processes, and fitted into
the organisation’s long-term goal of increasing profits by 7%. The
leadership team started by identifying the traits it believed had made
Virgin successful and followed this with a 360-degree appraisal of the
management team’s strengths and weaknesses.
What I find to be of interest in the article are the 11 steps that they have developed to guide them through the process. this is a systemic approach and that is how assessments should be used. Assessments are one tool in an overall program that is dynamic and and interdependent. I find that I take little exception to what they are doing in principle. Let’s wait and see how successful they are at first the implementation and then the integration into the culture.
Guide to leadership development in 11 steps
- Understand the present and future context of the organisation and the sector in which it is operating.
- Know what you are going to require of your leaders in the future. This mean you need to focus on potential performance.
- Make sure any programme is tied into other company activities,
such as secondments, mentoring, cross-functional working and
masterclasses. It should mot be a standalone project or seen as solely
an HR initiative.- Involve existing leaders by asking them to describe current and future leadership challenges.
- Use a variety of development mechanisms. These might include
group sessions and one-to-one work, experiential and paper-based
activities, company projects, feedback and coaching.- Develop a framework on which to build the design of the programme, such as leadership competencies or principles.
- Reflect company culture in the programme design. Make full use
of the organisation’s values and use the programme to bring them to
life.- Give participants the opportunity to voice their career aspirations.
- Wherever possible, involve line managers before, during and after the programme.
- Build personal development planning into the programme.
Individuals rarely complete development plans after the momentum of the
programme is lost.- Carry out an evaluation of the programme at both a
behavioural and results level through 360-degree appraisals (undertaken
both before and after), surveys and performance data.
Generally, I try not to delve into the topic of assessments
used for recruitment or hiring. I believe
that it is primarily beyond the privy of coaches and trainers. However, the
issue will come up on occasion – especially when certain behavioral assessments
claim to be suitable for selection. I
don’t share that view. Sometimes there
are things of interest in the area that are worth discussing.
Besides my interest in assessments, my other passion is in
the area of Leadership. So I am usually
curious when I read about anything to do with the development of leaders –
especially regarding diversity (not specifically gender) considerations. The UK Guardian has just published a short
article that caught my attention: ‘”Why men can’t manage women.” While I found the whole article of interest it
once again sad to reconfirm the following statisitcs:
Figures published by PricewaterhouseCoopers (PwC) suggest
that in the past five years there has been a 40% drop in the number of women
working at middle-management level. As things stand, there will be fewer, not
more, women reaching board level.
For our purposes here at AssessmentsToday, this quote is of
particular significance:
Sarah Churchman, head of diversity at PwC, acknowledges that
for many bigger, established companies with a management that is resolutely
"pale, male and stale", attracting women is a huge challenge.
"We had an issue with our female retention rates," …There are also clear gender differences when it comes to how
men and women like to be recruited. PwC found that women were skeptical about
online tests as they believed counterparts would cheat – so rendering it
worthless. "When companies are recruiting it is important that contact is
made early on and that people are guided through the hiring process," says
Churchman. "Our personality test was seen to alienate women and so we had
to respond to that."
Makes me wonder if there are some lessons to learn about
gender issues on other types of assessments as well. The question is
interesting: Does skepticism influence
who and who won’t appreciate assessments. To me the answer is obvious. Using the Platinum Rule which is a basic four fold model, we can clearly identify those who fall into
the skepticism quadrants and even the relative degree. We have also seen some minor gender
differences as well but I am convinced that this due to what is “socially”
acceptable behaviour. It also leads me
to believe that cultural differences will also be evident and this has proven
true with our data for the Platinum Rule.
Look for my follow-up article on gender, culture and
language challenges in the use of assessments.
Reported this week by Cheapflights. com in an interesting title: US Airways still believes in mergers – assertive management.
Underpinning the new US Airways’ penchant to seek out merger partners,
and its proclivity to fix things, are the personalities of its key
management players. They are not a passive bunch. Parker says when
members of the company’s executive team took personality tests, 70
percent of them scored above the median when it comes to assertiveness.
I personally don’t think that this is necessarily a good
thing. Not that assertiveness is bad –
in fact I like a direct approach. I get
nervous with passive types who finally get fed up and lash out at you – as if I
were suppose to know what they wanted or needed.
In addition, I am not sure that any North American airline
is in a position financially to determine what is or is not good as a
leadership competency; no matter how US Airways has been improving. In some ways it is the macho culture that
prevents us from dealing with the complexities of society. Seems to me that in today’s world, we should
be valuing collaboration a wee bit more. Nor should someone be too excited
that they are cloning any specific behavior. What a recipe for narrow mindedness at best
and Group Think at worse. Certainly
different cultures may favor one behavior or skill over another but we must
continue to challenge our assumptions. Let’s also differentiate between style and skill.
This is just my editorial opinion and remember, I am the
first to say it is just data and no one thing is either bad or good – in moderation
that is. The Platinum Rule Behavioral
Style Assessment is one of many instruments that measures the continuum of
assertiveness. Like the others it just
points to observed behaviors and not skills. These “styles” have a place everywhere and the important thing is how
adaptive we are to adjust our behavior based on the situation at hand.
From the CIO Magazine comes the following review:
Do
personality "tests" such as the Myers-Briggs profile really reveal how
people think and work? And if so, can test-takers change their
personalities to shore up weaknesses?
In a published book from 2003, two academics focusing on
leadership studies, Roy Williams and Terrence Deal, use Myers-Briggs
and another model of cognitive styles to examine leadership and
managerial roles. They conclude that, while people are indeed
predisposed to think and act in certain ways, the best executives
consciously combine different personality attributes. This enables them
to respond effectively to a variety of situations.
In When Opposites Dance: Balancing the Manager and Leader Within, Williams and Deal define four types of executives:
Here is one review from Amazon:
| Reviewer: | L. Scott Merritt (Sarasota, FL United States) – See all my reviews |
I
found the book superb! It gives a logical spectrum to evaluate yourself
and others you deal with. It helps to organize needed communication
skills to effectively interact with people of different mindsets. I
graded a strong politicist and could see how I need to understand
different styles and incorporate them rather than confront in a
win/lose scenerio. The book also clearly shows the need for both
leaders and managers and that talented, aware people can move between
the two. While a book focused on life-approach styles, it subtlely
suggests the needed balance in peoples lives between inward(spiritual)
and outward(action)components. Those that weren’t balanced accomplished
goals but significant problems came their way that diminished their
effectiveness. The book is useful in business, government, education,
the church and anywhere social interaction is required for success.
New book that is bound to be a must read for coaches.
More than concepts, The DNA of Leadership by Judith E. Glaser offers you a step-by-step guide to evolve your company’s DNA – towards a more profitable, sustainable and successful culture. I haven’t read the book – it just came out. But I did listen to a interview of her by my good colleague, Mike Jay, and was terribly impressed.
The DNA of Leadership looks like it will become a key book on Leadership for coaches and is full of Checklist Assessments. Glaser and her associates have developed their own 360 degree assessment based on this material that sounds great. More than concepts, The DNA of Leadership offers you a step-by-step guide to evolve your company’s DNA – towards a more profitable, sustainable and successful culture. I encourage you to go to her new blog of the same name and download two very generous practical well written gifts with great checklists:
Judith E. Glaser has been an executive and organizational coach and consultant for over two decades, working with CEOs, senior executives and their teams to help them develop leadership awareness and capability for handling new challenges in a world of moving targets. Judith is a master facilitator, and an executive and organizational coach. During her career she has designed, developed and facilitated hundreds of dynamic and interactive workshops. These are based on her innovative transformational leadership technologies, designed for organizations to achieve outstanding business results. Judith is one of the most innovative and pioneering change agents and executive coaches. A 21st century Organizational Anthropologist and author, Glaser, together with her team at Benchmark Communications Inc., act as advisors, coaches and executive consultants to CEOs and their teams helping them focus on competitive challenges in a world of moving targets.
Her book Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization (Platinum Press, an imprint of Adams Media; April, 2005) made Amazon Business Book Best Seller List, and was selected by Forbes, Chicago Tribune, and Business Book Review as one of the top business books of 2005. It’s been translated into Japanese, Spanish and Russian. Her new book, The DNA of Leadership came out in March, 2006.
In Jim Collins’ landmark book, Good to Great, one of the most surprising results of the research of good-to-great companies was in the discovery of the type of leadership required to turn a good company into a great one. One might think that such companies are led by high-profile leaders with big personalities, those who make headlines and become celebrities. Yet, those leaders who seek and thrive in the spotlight do not exude what can be termed “Level 5 Leadership”. Leaders of this type — those who combine extreme personal humility with intense professional will — shun the attention of celebrity, channeling their ambition toward the goal of building a great company. Those leaders might run different companies in different markets, but they exemplify the same basic set of qualities.
Good to Great studied 1,435 companies and discovered six leadership behaviors that produce extraordinary results. TalentSmart® has created the first and only test of the six leadership skills from Good to Great. Researched and validated with leaders worldwide, this Good or Great test lets leaders know where they stand on the road to greatness, and where they should invest energy in improving.
I don’t know anything about this specific assessment but somehow I feel that it slightly misses the intent of the book. Collins originally did not want to address leadership as a criterion for what makes a great company. Interestingly, his researchers could not avoid this as a key component – but not the only factor. Secondly, very few leaders reach the Level 5 and an instrument that measures only this level and which is self reporting seems to me rather questionable. I think that it would have been more prudent to identify different behaviors at each of the five levels and then report how an individual shows up on each of the separate levels.
Level 5 Hierarchy
Level 5 Executive
Effective Leader
Competent Manager
Contributing Team Member
Highly Capable Individual
