SelfAssessmentPagesforweb110917_McClayebook1

8/9/2019 SelfAssessmentPagesforweb110917_McClayebook1

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W O R K S H E E T 6 . 1Team Leader Self-Assessment

NotePlease keep in mind that the results from this inventory will be helpfulto you only to the extent that they are an accurate reflection of youractual team leader behavior. Therefore, it is to your benefit to re-spond as candidly as possible.

Instructions The inventory consists of 36 statements which describe a team lead-

ers behavior with his or her team members.

Carefully read the first statement. Keeping in mind your own ap-proach to leading a team, indicate how often you engage in the be-

havior along a continuum from Never to Always. Place an X in the circle that corresponds to your choice for each

statement. Place an X in only one circle per statement. You mustmake a choice for all 36 statements in order for the assessment tobe scored accurately.

Make your choices based on how you actually behave, not on howyou think you should behave.

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Developed by Kenneth R. Phillips, Founder and President, Phillips Associates,Grayslake, Illinois.

Copyright 2009 by Phillips Associates. Used with permission.

(continued on next page)

Assess the Team Regularly 77


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SKILL ASSESSMENTNEVER ALWAYS

1. During team discussions, I like tohave both myself and the other 1 2 3 4 5team member(s) take charge.

2. I strive to develop group cohesive- 1 2 3 4 5ness.

3. I strive to create an atmospherewhere team members respect one 1 2 3 4 5another and enjoy working together.

4. I establish specific, measurable team

goals and ensure that each team 1 2 3 4 5member understands the reasons forhaving the goals.

5. I make an effort to get to know allthe members of my team as individu- 1 2 3 4 5als and not just team members.

6. I make a point to inform my man-ager and other company executives 1 2 3 4 5about what is happening with the

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6team and any successes weve had.

7. I strive to create an atmospherewhere team members keep commit- 1 2 3 4 5ments and consistently do what theyagree to.

8. I recognize that diversity in thoughtsand culture strengthen the team and 1 2 3 4 5I look for ways to take advantage ofthese during team meetings and dis-cussions.

9. When differences arise during teammeetings, I try to get the opposing 1 2 3 4 5team members to understand andstate the points of view of the other.

10. I strive to create an atmosphere of

open, two-way communication be- 1 2 3 4 5tween myself and the other teammembers.

78 Assess the Team Regularly


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11. When a problem is identified, Ishare equally with the team in solv- 1 2 3 4 5

ing it.

12. I strive to create an atmospherewhere team members recognize and 1 2 3 4 5praise each other for their specificaccomplishments.

13. I include team members in the set-ting of team goals and milestones in 1 2 3 4 5order to create a feeling of commit-

ment and ownership.

14. I strive to develop a positive andsupportive relationship with each 1 2 3 4 5member of the team.

15. When team accomplishments arerecognized by upper management, 1 2 3 4 5I make sure the entire team isrecognized and not just selected

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6individuals.

16. I provide regular feedback to eachteam member to reinforce things 1 2 3 4 5theyve done well and correct thingsthat need improvement.

17. During team discussions, I makesure every team member has an op- 1 2 3 4 5portunity to state his or her point of

view and have it listened to and con-sidered, even if it differs from thenorm.

18. When differences arise during teammeetings, I try to keep communica- 1 2 3 4 5tion open, candid, and unguardedbetween the opposing teammembers.




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19. During team discussions, I ensurethat team member ideas are re- 1 2 3 4 5

spected and listened to without in-terruption.

20. When solving problems, I encour-age the team to use a systematic, 1 2 3 4 5no-blame approach to problem solv-ing and decision-making.

21. I strive to create an atmospherewhere team members recognize that 1 2 3 4 5they need one anothers knowledge,skills, and abilities to successfullycomplete team tasks.

22. I formally and informally demon-strate a strong professional commit- 1 2 3 4 5ment to achieving our team goals.

23. I make it known that Im available tohelp if any team members encoun- 1 2 3 4 5

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6ter difficulties accomplishing a task.

24. I keep my manager informed on thestatus of team projects and what ad- 1 2 3 4 5ditional resources (time, money,equipment, support), if any, areneeded to complete the projects.

25. I provide regular feedback to eachteam member to ensure that they 1 2 3 4 5understand what standards of behav-ior and performance are and are notacceptable.

26. If any team members make remarksor jokes that could be perceived as 1 2 3 4 5derogatory or offensive, I interveneand point out that such behavior isunacceptable.



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27. When differences arise during teamdiscussions, I strive to help the op- 1 2 3 4 5

posing team members discover andstate explicitly the common interestand goals that they share.

28. During team discussions, I acknowl-edge each team members point of 1 2 3 4 5view and ask questions to get moreinformation.

29. I strive to create a team atmosphere

where timely decision-making with- 1 2 3 4 5out procrastination and an appro-priate bias toward action are thenorm.

30. I strive to create an atmospherewhere team members are helpful 1 2 3 4 5and supportive of one another.

31. I encourage all team members to

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6feel proud each time the team 1 2 3 4 5achieves one of its goals.

32. I keep my promises and respondpromptly and willingly to team mem- 1 2 3 4 5ber requests.

33. I am sensitive to the many pressuresfaced by upper management and 1 2 3 4 5use this perspective to try and help

my team understand why manage-ment makes some of the decisionsthey do.

34. I strive to create an atmospherewhere team members willingly face 1 2 3 4 5up to their mistakes and accept re-sponsibility for what happened.




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35. During team meetings, I stress theimportance of valuing team member 1 2 3 4 5

differences and how these are im-portant to team success.

36. During discussions of differences, Itry to get the opposing team mem- 1 2 3 4 5bers to focus on joint problem solv-ing and identify solutions that aresatisfactory to both parties.

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W O R K S H E E T 6 . 1Your Skill Scores

Instructions

Listed below are the nine dimensions associated with being an effec-tive team member. Numbers to the right represent statements fromthe assessment. Refer back to statement number one and in thebox labeled 1 below, enter the numerical value of the responseyou chose for that statement. For example, lets say that for state-ment one you marked a 3. In this case, you would enter 3 in thebox labeled 1 below.

Total the numerical values on each dimension to obtain your skill ef-fectiveness scores.

After finding your skill effectiveness scores on each dimension, total

your scores to determine your Overall Effectiveness.

Dimensions Statements SkillEffectiveness

Opening and Clear 1 10 19 28

Communication + + + =

Problem Solving 2 11 20 29

and Decision- + + + =

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Cooperative 3 12 21 30

Relationships + + + =

Goal Oriented 4 13 22 31

+ + + =

Trust 5 14 23 32

+ + + =

Relationship With 6 15 24 33

Management + + + =

Accountability 7 16 25 34

+ + + =

Cross Cultural 8 17 26 35

Sensitivity + + + =

Managing Conflict 9 18 27 36 + + + =

Add the skill effectiveness scores for each dimensionto get your Overall Effectiveness score.




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What Your Scores Mean

The Team Leader Self Assessment is designed to assess your use ofthe skills and behaviors that are essential to effectively leading a team.Your overall effectiveness score will give you a general picture of

how well you use these skills and behaviors. This score will range be-tween 180 (most effective) and 36 (least effective).

Your skill effectiveness scores will indicate how well you performthe nine dimensions associated with effectively leading a team. Eachof these scores will range between 20 (most effective) and 4 (leasteffective).

The Effectiveness Score ranges chart below will help you interpret

more accurately your overall and skill effectiveness scores. The chartcategorizes all effectiveness scores into the ranges of Strength,Competent and Development Need. Locate your scores on thechart and circle the range of numbers within which each of your scoresfalls. The Overall Effectiveness column of the chart will help you betterinterpret your overall effectiveness scores. The Skill Effectiveness col-umns of the chart are designed to help you gain a more accurate pic-ture of your strengths and development needs on each of the ninedimensions critical to leading effective teams.

Take a moment to notice whether your scores fall above or below

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6competent. If you have scores that fall into the Strength category ei-ther overall or on any of the nine team leader dimensions, congratula-tions! These scores show that you use the skills and behaviors in theseareas significantly more effectively than average.

On the other hand, if you have scores in either the Competentor Development Need categories, these identify areas where thereis room for improvement, with scores in the Development Need cat-egory having the highest priority.



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Effectiven

essScoreRanges

OpenandClear

Problem

Cooperative

Goal

Trust

Relationship

Accountability

Cross

Manag

ing

Overall

Communication

Solving

Relationships

Oriented

with

Cultural

Confl

ict

Effectiveness

and

Management

Sensitivity

Decisio

n

Making

Strength

16-20

16-20

16-20

16-20

16-20

16-20

16-20

16-20

16-20

144-180

Competent

11-15

11-15

11-15

11-15

11-15

11-15

11-15

11-15

11-15

91-143

Developme

nt

4-10

4-10

4-10

4-10

4-10

4-10

4

-10

4-10

4-10

36-90

Need

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W O R K S H E E T 6 . 2Team Member Self-Assessment

NotePlease keep in mind that the results from this inventory will be helpfulto you only to the extent that they are an accurate reflection of youractual team member behavior. Therefore, it is to your benefit to re-spond as candidly as possible.

Instructions The inventory consists of 36 statements that describe a team mem-

bers behavior with his or her team.

Carefully read the first statement. Keeping in mind your own teammember behavior, indicate how often you engage in the behavior

along a continuum from Never to Always. Place an X in the circle that corresponds to your choice for each

statement. Place an X in only one circle per statement. You mustmake a choice for all 36 statements in order for the assessment tobe scored accurately.

Make your choices based on how you actually behave, not on howyou think you should behave.

S

T

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6

Developed by Kenneth R. Phillips, Founder and President, Phillips Associates,Grayslake, Illinois

Copyright 2009 Phillips Associates. Used with permission.



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1. During team discussions, I like tohave both myself and the other 1 2 3 4 5team members take charge.

2. When solving problems, I avoidknee-jerk reactions and help the 1 2 3 4 5team find the root cause of the prob-lem before taking action.

3. I help create an atmosphere whereall team members respect one an- 1 2 3 4 5other and enjoy working together.

4. I help my fellow team members un-derstand the reasons for having the 1 2 3 4 5goals we do.

5. I make an effort to get to knowall my fellow team members as 1 2 3 4 5individuals.

6. I make a point to keep my team

leader informed about what is hap- 1 2 3 4 5

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6pening with the team and any suc-cesses weve had.

7. When working on team tasks, I striveto keep my commitments and consis- 1 2 3 4 5tently do what Ive agreed to.

8. I respect and effectively use the dif-ferences in style, culture, and compe- 1 2 3 4 5tence of all the members of ourteam.

9. When differences arise during teammeetings, I try to get the opposing 1 2 3 4 5team members to understand andstate the points of view of the other.

10. I strive to create an atmosphere ofopen, two-way communication be- 1 2 3 4 5tween myself and my fellow teammembers.




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11. When a problem is identified, Ishare equally with my fellow team 1 2 3 4 5members in solving it.

12. I help create an atmosphere whereall team members recognize and 1 2 3 4 5praise one another for their specificaccomplishments.

13. I help in the setting of team goalsand milestones in order to create 1 2 3 4 5a feeling of commitment andownership.

14. I strive to develop a positive andsupportive relationship with all my 1 2 3 4 5fellow team members.

15. When team accomplishments arerecognized, I make sure the entire 1 2 3 4 5team is recognized and not just se-lected individuals.

16. I provide regular feedback to my fel-

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6low team members to reinforce 1 2 3 4 5things theyve done well and pointout things that need improvement.

17. During team discussions, I help en-sure that every team member has an 1 2 3 4 5opportunity to state his or her pointof view and have it listened to andconsidered, even if it differs fromthe norm.

18. When differences arise during teammeetings, I try to keep communica- 1 2 3 4 5tion open, candid, and unguardedbetween the opposing teammembers.

19. During team discussions, I respectthe ideas offered by my fellow team 1 2 3 4 5members and listen to them without

interruption.



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20. When solving team problems, I usea systematic, no-blame approach to 1 2 3 4 5

problem solving and decision-making.

21. I help create an atmosphere whereall team members recognize that 1 2 3 4 5they need one anothers knowledge,skills, and abilities to successfullycomplete team tasks.

22. I formally and informally demon-

strate a strong professional commit- 1 2 3 4 5ment to achieving our team goals.

23. I make it known that Im available tohelp if any of my fellow team mem- 1 2 3 4 5bers encounter difficulties accomp-lishing a task.

24. I keep my team leader informed onthe status of team projects and what 1 2 3 4 5

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6additional resources (time, money,equipment, support), if any, areneeded to complete the projects.

25. I provide regular feedback to my fel-low team members to help them un- 1 2 3 4 5derstand what standards of behaviorand performance are and are notacceptable.

26. During team discussions, I refuse toparticipate in any conversations that 1 2 3 4 5may be perceived by my fellowteam members as derogatory oroffensive.

27. When differences arise during teamdiscussions, I help the opposing 1 2 3 4 5team members discover and stateexplicitly the common interest and

goals that they share.




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28. During team discussions, I acknowl-edge each team members point of 1 2 3 4 5view and ask questions to get moreinformation.

29. When solving team problems, I usean approach marked by timely 1 2 3 4 5decision-making without procrastina-tion and an appropriate bias towardaction.

30. I help create an atmosphere whereall team members are helpful and 1 2 3 4 5supportive of one another.

31. I encourage my fellow team mem-bers to feel proud each time we 1 2 3 4 5achieve one of our goals.

32. I keep my promises and respondpromptly and willingly to requests 1 2 3 4 5from my fellow team members.

33. I am sensitive to the many pressures

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6faced by upper management and 1 2 3 4 5use this perspective to help my fel-low team members understand whymanagement makes some of the de-cisions they do.

34. When working on team tasks, I will-ingly face up to my mistakes and ac- 1 2 3 4 5cept responsibility for whathappened.

35. If another team member makes a re-mark or joke that could be per- 1 2 3 4 5ceived as derogatory or offensive, Iintervene and point out that such be-havior is not appropriate.

36. During discussions of differences, Ihelp the opposing team members fo- 1 2 3 4 5cus on joint problem solving and

identify solutions that are satisfac-tory to both parties.



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Instructions

Listed below are the nine dimensions associated with effective teamleadership. Numbers to the right represent statements from the as-sessment. Refer back to statement number one and in the box la-beled 1 below, enter the numerical value of the response youchose for that statement. For example, lets say that for statementone you marked a 3. In this case, you would enter a 3 in the boxlabeled 1 below.

Total the numerical values on each dimension to obtain your skill ef-fectiveness scores.

After finding your skill effectiveness scores on each dimension, total

your scores to determine your Overall Effectiveness.

Dimensions Statements SkillEffectiveness

Opening and Clear 1 10 19 28

Communication + + + =

Problem Solving 2 11 20 29

and Decision- + + + =Making

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6Cooperative 3 12 21 30

Relationships + + + =

Goal Oriented 4 13 22 31

+ + + =

Trust 5 14 23 32

+ + + =

Relationship With 6 15 24 33Management + + + =

Accountability 7 16 25 34

+ + + =

Cross Cultural 8 17 26 35

Sensitivity + + + =

Managing Conflict 9 18 27 36

+ + + =

Add the skill effectiveness scores for each dimensionto get your Overall Effectiveness score.




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What Your Scores Mean

The Team Member Self-Assessment is designed to assess your use ofthe skills and behaviors that are essential to effectively working on ateam.

Your overall effectiveness score will give you a general picture ofhow well you use these skills and behaviors. This score will range be-tween 180 (most effective) and 36 (least effective).

Your skill effectiveness scores will indicate how well you performeach of the nine dimensions associated with effectively working on ateam. Each of these scores will range between 20 (most effective) and4 (least effective).

The Effectiveness Score ranges chart below will help you interpretmore accurately your overall and skill effectiveness scores. The chartcategorizes all effectiveness scores into the ranges of Strength,Competent and Development Need. Locate your scores on thechart and circle the range of numbers within which each of your scoresfalls. The Overall Effectiveness column of the chart will help you betterinterpret your overall effectiveness score. The Skill Effectiveness col-umns of the chart are designed to help you gain a more accurate pic-ture of your strengths and development needs on each of the ninedimensions critical to effectively working on a team.

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6Take a moment to notice whether your scores fall above or below

Competent. If you have scores that fall into the Strength categoryeither overall or on any of the nine dimensions, congratulations! Thesescores show that you use the skills and behaviors in these areas signifi-cantly more effectively than average.

On the other hand, if you have scores in either the Competentor Development Need categories, these identify areas where thereis room for improvement, with scores in the Development Need cat-egory having the highest priority.



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Effectiven

essScoreRanges

OpenandClear

Problem

Cooperative

Goal

Trust

Relationship

Accountability

Cross

Manag

ing

Overall

Communication

Solving

Relationships

Oriented

with

Cultural

Confl

ict

Effectiveness

and

Management

Sensitivity

Decisio

n

Making

Strength

16-20

16-20

16-20

16-20

16-20

16-20

16-20

16-20

16-20

144-180

Competent

11-15

11-15

11-15

11-15

11-15

11-15

11-15

11-15

11-15

91-143

Developme

nt

4-10

4-10

4-10

4-10

4-10

4-10

4

-10

4-10

4-10

36-90

Need

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W O R K S H E E T 6 . 3ANALYZING YOUR SCORES

Instructions

Refer back either to your Team Leader Self-Assessment or TeamMember Self-Assessment Effectiveness Score Ranges chart.

Note your highest and lowest scores.

Think about your role either as a team leader or team member andanswer the following questions.

Action Planning

1. What are your overall reactions to your scores?

2. Which results please you most?

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3. How would you like to see your scores improved?

4. What steps can you take to improve your scores?

5. What obstacles might keep you from taking the steps listed aboveand how can you overcome them?

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