Gapps3 Example Report

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GAPPS3 by CELSIM Confidential Report

Trusted Manager wi th some leadership responsibilit iesYour Leadership Style is predominantly Autocratic

Private and Confidential

GAINMORE™ Advantage Potential to Performance Profile System

GAPPS3

Prof ile Report

Your assessment shows that:

Questions on your priori ty development areas:

You walk the walk - inspiring others and leading by example. You involve others and they are engaged by your demonstrated commitment.

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.

How do you balance the short term tasks and long term goals?

What measures do you use to evaluate your achievements?

GAPPS3 Full Report 43991 Tarry Tester

Senior Manager benchmark profile.

Your profile report shows your assessment over the

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Testing Guinea Pig at CELSIM

Report #43991 Prepared for: Tarry Tester

Values

A l i gnm en t

Nature

O u t c o m e

Page 1 of 18 Copyright CELSIM 2009 Report Printed 12/01/2010




Your attribute strengths Nature Review Values Alignment

Consider development Motivation Level Vision Goals Attitude

Develop these attributes Outcome Evaluate Network Influence Level

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

Nature

Review

Values

Your self-assessment suggest high priority development in:

Outcome

Evaluate

Network

You may also consider development in these areas:

Influence Level

Attitude

Goals

Your GAINMORE Development profile shows your self assessment against your chosen Senior Manager

benchmark.

You have established specific and measurable goals that are likely to be both realistic

and achievable.

You measure achievements against your own values, what about other objective measures? You maintain a good

priority over what is important in the longer term, over urgent shorter term tasks. Your clarity of vision deserves a well

considered SMART goal. You could align your resources more efficiently by raising your level of influence. With your

efficiency in aligning resources you should be able to raise your motivation level. You align your resources well to

achieve your tasks. Your habitual behaviours suggest strongly held values which you may not be consciously awareof. 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.

Summary GAINMORE™ Profile for Tarry Tester:

You walk the walk - inspiring others and leading by example. You involve others and

they are engaged by your demonstrated commitment.

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

You assess the achievements of your team and yourself comparing this with the

intended outcomes or goals.

You network with others to build relationships and consider both how you can help

them as well as how they can help you.

GAPPS3 Profile report for: Tarry Tester

You rely on your legacy of achieving results as a means of influencing others.

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

circumstances and difficulties balancing optimism and pessimism.

GAINMORE™ Development Profile - Attributes

5745

5555

6656





High Strength

Values

Strength Secondary priority

Goal

Strength

Vision

GAPPS3 Profile - GAINMORE Developement Profile Report for: Tarry Tester

How well you communicate and articulate your personal goals and 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 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.

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

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

your goals.

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.

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.

The manner and definition of personal and organizational goals.

You have established specific and measurable goals that are likely to be

both realistic and achievable. You show considerable flexibility to do much

better.

You have clarity in your vision, it is articulated and you are able to

comm unicate your vision effectively. You show some flexibility to do much

better.

6

5

6





High Strength

Alignment


Attitude


Influence Level

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 virtuallyunaffected. You are positive and forward looking. You encourage others readily. You maintain and exude good levels

of energy. You show commitment to succeeding. You often do what you say you will do.

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

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.

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.

Your approach to everyday situations from optimistic to pessimistic. Your

approach to different circumstances and typical behaviours you exhibit in

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

react to circum stances and difficulties balancing optim ism and pessimism.

You show very great flexib ility to do much better - you should be able to

perform consistently better than you have assessed yourself here.

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


Your organization of the use of available resources efficiently and effectively. Your

preparations to achieve objectives in steps that achieve optimum levels of

You are pulled along towards your goals and others offer resources

will ingly when given the opportunity. You show some flexibility to do muchbetter.

You rely on your legacy of achieving results as a means of influenc ing

others. You show very great flexibil ity to do m uch better - you should be

able to perform consistently better than you have assessed yourself here.

5

5

6





High Strength

Nature

Strength First priority

Network

High Strength

Motivation

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.


Your habitual behaviours and demonstrated character.

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.

You need to be well rewarded for undertaking tasks and likely use

additional rewards to motivate others. You show very great flexibi lity to do

much better - you should be able to perform consistently better than you

have assessed yourself here.

Your relationships with other people, both internal and external.

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

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 aquick 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.

You walk the walk - inspiring others and leading by example. You involve

others and they are engaged by your demonstrated comm itment. You showvery great flexibili ty to do much better - you should be able to perform

consistently better than you have assessed yourself here.

You network w ith others to build relationships and consider both how you

can help them as well as how they can help you. You show considerable

flexibility to do much better.

5

5

8






Outcome

High Strength

Review


Evaluate

You assess the achievements of your team and yourself comparing thiswith the intended outcom es or goals. You show very great flexibilit y to do

much better - you should be able to perform consistently better than you

have assessed yourself here.

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.

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. Youknow 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.

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

You undertake tasks or projects out of necessity o r because you are told to

do so. You show great flexibility to do m uch better.

The effort and importance you place on measuring achievements for yourself and

others against outcomes and goals.

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

immediate tasks.

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

learning.


You are likely at the unconsc iously com petent stage of your learning.

Reflecting on this now , you w ill li kely discover that you m ake adjustments

to your behaviour and performance continuously without much effort. You

show little flexibility to do much better.

5

7

4





Overall MQ (Managerial Leadership Abilit ies) : 6/10

Overall EQ (Emotional Intelligence) : 5/10

GAPPS3 Profile - Leadership Dimensions Report for: Tarry Tester

Your profile report shows your assessment benchmarked against the

Senior Manager norm and target profile.

You demonstrate High Intelectual abili ty as a leader, with High levels of m anagerial abili ty and, Average

Emotional Intelligence.

Using the Senior Manager benchmark profile as a comparison, your behaviours show :

Overall IQ (Intelectual Leadership Abi lity ) : 7/10

Critical Analysis and

judgment

Vision andImagination

Strategic Perspective

Engaging

Comm-

unications

Managing Resources

Empowering

Developing

AchievingSelf awareness

Emotional resillience

Motivating

Interpersonal

sensitivity

Influencing

Conscientiousness

Intuitiveness

EQ

MQ

IQ





Your ability strengths

Emotional Resilience Influencing Achieving

Engaging Communications Managing resources Vision and Imagination

Strategic Perspective Critical Analysis and Judgment Developing

Interpersonal Sensitivity Motivating Empowering

Develop these abilities

Self-Awareness Intuitiveness Conscientiousness

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

Emotional Resilience

Influencing

Achieving

Your self-assessment suggest high priority development in:

Self-Awareness

Intuitiveness

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

You have some awareness of your own feelings with some capability to manage or

control your feelings.

You can often influence others to change their viewpoint .

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

appropriately.

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 balanced with more critical

analysis and judgment.

GAPPS3 Profile - Leadership Dimensions Report for: Tarry Tester

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

When presented with incomplete or ambiguous information, you can perceive the key

issues to arrive at clear decisions.

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

greatest benefit.

4 5 5

55 5

6 7 7

766

877





High Strength

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

The first three dimensions are your intellectual abili ties 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, identifiesadvantages 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.

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 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.

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.

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 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.

GAPPS3 Profile - Leadership Dimensions IQ Report for: Tarry Tester

Critical Analysis &

Judgement

Vision and Imagination

Strategic Perspect ive

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.

High Strength

High Strength

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 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.

7

7

6





Secondary priority

You 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 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'.

GAPPS3 Profile - Leadership Dimensions MQ Report for: Tarry Tester

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 them

sensitive and honest feedback.

Engaging

Communications

Managing Resources

Empowering

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 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.

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 whichconveys approachability and accessibility.

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 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 oftheir work and to challenge existing practices, assumptions and policies.

The next five dimensions are your m anagerial abili ties as a strategic , business leader.

High Strength

High Strength

Strength

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

5





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

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'.

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 your ideas or suggestions are rejected, you feel

personally unhurt. 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 situations. At work you ensure

that 'what you say and what you do' are the same.

High Strength

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 effectivelyand develop themselves. Works with others and identifies new tasks and roles

which will develop them. Believes that critical feedback and challenge are

important.

GAPPS3 Profile - Leadership Dimensions MQ Report for: Tarry Tester

Developing

Achieving

Willing to make decisions involving significant risk to gain a business or otheradvantage. 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.

High Strength

7

8





First priority

Secondary priority

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.

GAPPS3 Profile - Leadership Dimensions EQ Report for: Tarry Tester

Strength

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.

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.

Motivating

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

You find it very easy to adapt to new situations and changing circumstances. Your performance can be affected

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.

The capability to perform consistently in a range of situations under pressure and

to adapt behaviour appropriately. The capability to balance the needs of the

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 Resilience

Strength

High 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, 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

7

5





Secondary priority

Continuing dimensions on your emot ional intelligence abili ties as a strategic, business leader.

Strength

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 openone's thoughts on possible solutions to problems and to actively listen to, and

reflect on, the reactions and inputs from others.

Interpersonal Sensitivity

Influencing Ability

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 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'.


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 have 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 consciouslyattempt to influence them.

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





First priority

First priority

Continuing dimensions on your emot ional intelligence abili ties as a strategic, business leader.

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 the same.

Conscientiousness

Intutiveness

Strength

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

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 have a sufficient

level of energy to ensure the completion of tasks and projects.

Strength


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.5

5





Team Leadership role preference

Team role nickname:

Preferred Leadership Style:

Description:

Strengths:

Allowable weaknesses:

Team Leadership role behaviour

Team role nickname:

Leadership Style evident:

Description:

Strengths:

Allowable weaknesses:

You make good use of group activities, drawing people together and are driving,

challenging yourself and others.

GAPPS3 Profile - Team Leadership Role Report for: Tarry Tester

District attorney

Leader o f leaders.

Leader

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.

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.

Manager with some leadership responsibilities

Conductor

Completer

Team Player

Producer

Specialist

Explorer

Organizer

Innovator

Preference

Behaviour

Preference

Behaviour

Inspector





Your top two career anchors are shown to be:

Other career anchors in rank order:

3. Lifestyle

4. Pure challenge

5. Security

6. General Management

7. Entrepreneurial creativity

8. Autonomy

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.

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

2. Technical Function

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





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

Your Mental Agility:

Your Results Agility:

Your Conflict 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 embrace

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.

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.

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.

GAPPS3 Profile - Potentiality Report for: Tarry Tester

Mental Agility

Results AgilityConflict Agility

Potentiality Index





Overall Leadership Agilit y

Shared Vision

Right to lead

Take responsibility

Exchange principle

Encouraging

Low Senior Manager base. Great flexibil ity .

Low Senior Manager base. Great flexibil ity .

Seek out individuals to praise publically.

Understand the personal values of team

members and commit to helping them

achieve their goals.

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

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.

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.

Consult and discuss with peers, staff

and other stakeholders. Empathise and

understand their viewpoints.

Articulate ownership of responsibility

identifying corrective action and praise as

appropriate.

Practice own articulated values and beliefs

("walk the walk")

Advocate your vision adjustingcommunication to individuals and different

groups who then have a common

understanding of the vision and a stated

belief in its achievement.

Critically analyses and assess the facts and emotions, judges business

case for action, creates plans of actions tailored to emotional c limate

and culture, reviews implementation of plans continuously and

adapts to changing circumstances, reviews successes and failures,

measures and accepts personal responsibili ty for results.

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

connecting the vision to personal values, engaging stakeholders at

an emot ional level such that followers believe in the vision for

themselves.

Low Senior Manager base. Some flexibili ty.

Average Senior Manager base. Good flexibi lity .

High Senior Manager base. Some flexibil ity.

Earns the right to lead by demonstrating ability and inter-personal

sensitivity to gain followership with or without positional power.

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 agili ty is how agil e you are in your leadership attributes and ability.

Average Senior Manager base. Great flexib ilit y.

Overall Leadership Agility

Shared vision

Right to lead

Take responsibility

Exchange principle

Encouraging

Leadership Agility

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

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