SHL Leadership Report: Workshop Slides
www.shl.com
Trained User Toolkit
© SHL, 2011
INTRODUCTION
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How to use this slide
deck:• Use as a resource to support you when practically applying the SHL Leadership Report in your organisations, alongside the User Guide.
• Some of the slides are designed to support you the OPQ trained user in preparing for feedback sessions and/or workshops. These are highlighted as ‘preparation slides’.
• The remainder of the slides are designed for you to use with an untrained audience in different contexts. These are highlighted as ‘workshop slides’.
• Pick and choose the sections and slides that you require for the context within which you are applying the SHL Leadership Report.
– These slides are a toolkit for you to use and a starting point for developing sessions/workshops in your context, they are not intended to be the “finished article”.
– Set aside plenty of time to build upon these slides, ahead of any events you may be running.
– The slides are aimed at trained OPQ users, who are also experienced in delivering individual and organisational interventions.
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Contents of this slide
deck:• Section 1: What is Leadership?– Use these slides to set the scene around leadership– You may wish to add further slides depending on your specific organisational context
• Section 2: Selection– Use these slides when using the Leadership Report to support selection decisions, e.g. feedback
to hiring managers in selection situations
• Section 3: Individual Development– Use these slides when providing feedback on the Leadership Report to individuals in
development situations
• Section 4: Organisational Development – Use these slides when providing feedback to individuals and internal stakeholders in
organisational development situations
• Section 5: Team Development– Use these slides when facilitating a team building session or presenting team results.
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WHAT IS LEADERSHIP?
SECTION 1:
Leadership
The SHL model
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“If you’re leading, and no one’s following, you’re just out for a walk.”
• John Maxwell
“Leading is easy, the hard part is getting people to follow”
• Yogi Berra
Leadership – what is it?
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Leadership – what is it?
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“No theory or model of leadership so far has provided a satisfactory explanation of leadership…indeed there is no consensus on the meaning of leadership in the first place”
– Gill, 2006
“Leadership is like gravity. You know it's there, you know it exists, but how do you define it?”
– Dr. Jamie Williams, Former San Francisco 49er
“There are as many different definitions of Leadership out there as there are people who have tried to define it...”
– Bernard Bass
Leadership – what is
it?
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Management vs
Leadership
vs.
Transformational Leader
Where leadership is about creating, developing or changing direction
Transactional Leader
Where leadership is about keeping the system running efficiently and effectively
Leadership
Management
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• Overly Strong Leadership can:– Disrupt an orderly planning system– Undermine the management hierarchy
• Overly Strong Management can:– Discourage risk taking– Minimise enthusiasm for change and progress
• Both are needed for an organisation to prosper!
What’s the difference between Leadership and Management?
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Defining
Leadership
Leadership is about influencing people such that they come to share common goals, values, and attitudes, and work more effectively towards the achievement of the organisation’s vision.
An effective leader is one who makes a demonstrable impact on one or more of these criteria in a positive way by influencing the behaviour and performance of others.
Dave Bartram, Chief Psychologist, SHL
© SHL, 2011
WHAT IS LEADERSHIP?
SECTION 1 (cont.):
Leadership
The SHL model
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The Functional Leadership
Cycle
Developingthe Vision
Sharingthe Goals
GainingSupport
DeliveringSuccess
Strategy: the critical analysis of the current
situation, and the generation of ideas to
move forward.
Communication: persuasively communicating the vision to others, as well
as personally adapting to the changes that the new
strategy brings.
Operations: using operational efficiency and
commercial acumen to effectively implement the
strategy.
People: gaining other people’s support by
motivating and empowering them to
implement the actions needed to deliver the
strategy.
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Transformational : Leadership Focus
Functions`Transactional :
Management Focus
Delivering Success
Gaining Support
Sharing the Goals
Developing the Vision
Analysing & Interpreting
Analysing & Interpreting
Creating & Conceptualising
Creating & Conceptualising
Interacting &Presenting
Interacting &Presenting
Leading &Deciding
Leading &DecidingSupporting &
Cooperating
Supporting &Cooperating
Enterprising &Performing
Enterprising &Performing
Organising &Executing
Organising &Executing
Adapting &Coping
Adapting &Coping
The SHL Corporate Leadership
Model
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Overall Management vs. Leadership
Leadership
Styles
Managers are effective in coping with pressure and driving operational success in the here-and-now.
Contributors focus on tasks within a defined area and use tried and tested approaches to resolve problems. They are likely to feel comfortable taking direction from others.
Leaders transform organisations through innovation, drive, persuasive communication and entrepreneurial flair.
Corp. Leaders transform organisations by integrating the best elements of both Leaders and Managers styles.
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SELECTION
Section 2:
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PREPARATION SLIDES
Section 2.1:
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Prior to the selection
eventQuestions to ask at the beginning of any selection process:
• What is the role being selected to?
• What competencies are going to be assessed during selection? Do we know?
• How much of an understanding do we have of the role and its responsibilities?
• Who are the key stakeholders (who will be making the selection decision)?
• Which assessment methods will be used?
• Where in the process will the SHL Leadership Report be used? E.g. To support the decision making process or inform a competency based interview?
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Prior to Delivering
FeedbackPreparation for feeding back the SHL Leadership Report:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to? The hiring manager? An interview panel? A talent board? Are they OPQ trained?
• How long do you have for the feedback session for each candidate?
• What kind of output are they looking for? What information do they need?
– High level summary of areas of strength and development?– Proposed interview questions in relation to each of the functions within the
report?
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WORKSHOP SLIDES
Section 2.2:
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The Visionary Workshop (with key Stakeholders)
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Prior to the selection
eventVisionary Workshop with key senior stakeholders:
• What are the strategic aims for the business?
• How does the role contribute to the achievement of strategic aims?
• What, if any, organisational changes are planned for the next 1-5 years?
• How will the role be affected? Will the role holder be required to behave differently in response to these changes in the future? E.g. display a stronger transformational focus?
• What are the key role responsibilities NOW?
• Is there anything the new job incumbent needs to be doing more of or differently in order to be successful in the future?
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Management vs. Leadership
Leadership Types:
Overall
Managers are effective in coping with pressure and driving operational success in the here-and-now.
Contributors focus on tasks within a defined area and use tried and tested approaches to resolve problems. They are likely to feel comfortable taking direction from others.
Leaders transform organisations through innovation, drive, persuasive communication and entrepreneurial flair.
Corp. Leaders transform organisations by integrating the best elements of both Leaders and Managers styles.
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Developing the Vision
Analysts are naturally suited to critical thinking and quickly get to the heart of complex issues. They work most effectively in situations requiring the application of established methods.
Conservators thrive in environments where they can continue to use well-proven methods and discourage incompatible ideas.
Creators work well in situations requiring openness to new ideas. They typically handle challenges with creativity and will often support or drive organisational change.
Visionaries excel in developing a vision for the organisation while critically evaluating the facts, and creating the ideas and concepts that move the organisation forward.
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Sharing the Goals
Adjusters focus on the positive aspects of the new vision and strategy, and respond well to the challenges it brings.
Stability Seekers thrive in stable environments and prefer informal channels of communication. Their focus on more negative aspects of a situation could help highlight potential issues.
Communicators present a convincing case for the new vision and strategy. They enjoy public speaking, network effectively and are generally successful in persuading and influencing others.
Change Ambassadors flourish on pressure and change and inspire others to share the organisation’s new vision and goals. They relate to others in a confident, relaxed manner and network effectively.
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Gaining Support
Team Players naturally put people issues first, supporting colleagues and showing respect towards others. They understand how to motivate other people and gain their support.
Individualists are more strongly focussed on task-related than on people-related aspects of the job. They are open in expressing their own opinions and may seek to take an independent advisory role within the group.
Decision Makers naturally seek to take control. They prefer not to engage with the personal concerns of others, which may make it easier for them to make hard choices impacting other people.
People Leaders listen to other people’s views, and know how best to motivate others, which helps them to gain other people’s trust. They naturally prefer to take control.
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Delivering Success
Implementers specialise in getting things done. They like to follow processes and procedures, working in a systematic and organised manner.
Idealists prefer to address issues flexibly. They derive satisfaction by applying steady effort and may find a more structured approach constraining.
Entrepreneurs bring a competitive edge to their work. They prefer to address issues flexibly and may find it constraining to adopt a procedural or process orientation.
Business Drivers focus on results and the achievement of personal work goals. They act upon new opportunities by working energetically in a systematic and organised manner.
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The Feedback Session (to the decision makers)
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Feedback for Selection
Purposes• The purpose of the feedback session is to consider each candidate in turn and compare their preferred leadership style in relation to each of the four leadership functions against the requirements of the role.
• As a reminder the following areas were highlighted as being critical for effective performance in the role: (insert the functions and Great 8 competencies identified in the planning/visionary interviewing stage)
• Please remember we are not comparing candidates against each other at this stage.
• As we go through each candidate’s report we will discuss the potential positive and negative impact of their preferred leadership styles.
• We will use this discussion and information to generate potential questions to ask at interview.
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Feedback for Selection
Purposes• What is the SHL Leadership Report?
• The Structure of the Report
• The Executive Summary – headlines
• Detailed feedback by function– Proposed questions for further probing at interview
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Making the Selection
DecisionHow to utilise the SHL Leadership Report to inform a selection decision:
• Selection decisions should not be made purely on OPQ output alone.
• Examine candidates’ areas of strength and development need in relation to the behaviours critical for effective performance in the role.
• How does the candidate compare against the ideal Leadership ‘profile’?
• Can potential areas of weakness be developed? How easily?
• Consider the business impact of the candidate’s preferred style. How would this impact on their performance in the role?
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INDIVIDUAL
DEVELOPMENT
Section 3:
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PREPARATION SLIDES
Section 3.1:
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Prior to Delivering
FeedbackPreparation for feeding back the SHL Leadership Report:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to? What is the purpose of the development activity?
• How long do you have for the feedback session for each participant?
• Prepare the key messages you wish to highlight (main areas of strength and development in relation to each function)
• Does the SHL Leadership Report need to be interpreted in line with an existing competency profile?
• Plan your questions – where do you need additional validation of an individual’s output? Any extreme/unusual/interesting scores?
Cont’d…
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Prior to Delivering
FeedbackPreparation for feeding back the SHL Leadership Report:
• What development activities might you suggest for the individual to engage in for enhancing their performance in relation to each function?
– Prepare one or two suggestions for development activities against each of the four Leadership functions.
– Development activities should target developing skills/gaining experience in either the transformational and/or transactional competency areas for each leadership function.
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WORKSHOP SLIDES
Section 3.2:
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Personal
Feedback• The purpose of the feedback session:
– To feed back the SHL Leadership Report– Developmentally focused– Two way discussion– Time available for the feedback session
• What would you like to get out of the session today?
• What are your career goals and aspirations for the next 1-5 years?
• Have you identified any areas in which you would like to develop in relation to your current or identified future roles?
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Personal
Feedback
Self Reflection Exercise:
• What do you consider to be your strengths as a leader?
• What kind of leader are you?
• What contexts do you prefer to lead in?
• In which situations do you find it more difficult to take the lead?
• Where do you think you would like to focus your development in terms of leadership behaviours?
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Personal
FeedbackThe SHL Leadership Report Feedback:
• What is the SHL Leadership Report?
• The Structure of the Report
• The Executive Summary – headlines
• Detailed feedback by function– What are your thoughts on the description of your indicated preferred
style?– Do you recognise the description in yourself and the way you approach
your work?– Is there anything you don’t agree with? Why?– Where do you think you could focus your development?
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Personal
FeedbackDevelopment Action Planning:
• What is your preferred style?
• What are the potential business impacts of this style?
• Could you develop in either the transactional or transformational competency for the leadership function in question?
• What activities could you engage in in order to practice or enhance certain behaviours?
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Personal
Feedback
Following feedback:
• It is strongly encouraged that you share the report with your manager in order to gain commitment to development actions.
• The person/team responsible for driving forward the development action plan is: (insert)
• The development action plan will be followed up by (insert)
© SHL, 2011
ORGANISATIONAL
DEVELOPMENT
Section 4
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PREPARATION SLIDES
Section 4.1:
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Prior to organisational
development• What is the organisation trying to achieve? For example:– Develop a ‘talent map’ to identify their talent pipeline?– Identify key individuals who are ready to progress to more Senior levels?– Identify common areas for training and development needs at different levels within the
organisation?
• What are the target role(s)/level(s)? Which roles are being ‘succession planned’ to?
– Identify key competencies– Map competencies to the Great 8– Which of the four leadership functions particularly ‘key’?– Is a more transactional and/or transformational focus more preferable? Why?– Conduct visionary workshop/interview (see slides 19-25)
• Which role(s)/level(s) are going to be assessed against the target role(s)?
• What feedback will be provided to (i) the individuals and (ii) key stakeholders in the process?
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Communication is key!
• Prior to sending invites to complete the OPQ communicate the purpose of the exercise and the organisational drivers.
• Provide reassurances as necessary.
• Have individuals been ‘selected’ to take part? If so why?
• Is every employee from a certain level/role taking part?
• What will the process look like (e.g. Completion of OPQ, generation of SHL Leadership Report, 1 to 1 OPQ Feedback interview etc)
• What will happen as a result of the process? Are promotion opportunities available immediately?
• What if anything will be invested in developing individuals?
Prior to organisational
development
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If feeding back to
individualsPreparation for feeding back the SHL Leadership Report:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to?
• How long do you have for the feedback session for each individual?
• Prepare the key messages you wish to highlight (main areas of strength and development in relation to each function)
• Link strengths and development to the Great 8 competencies identified as being of critical importance to the role being ‘succession planned’ to.
• Plan your questions – where do you need additional validation of an individual’s output? Any extreme/unusual/interesting scores?
Cont’d...
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Preparation for feeding back the SHL Leadership Report:
• What development activities might you suggest for the individual to engage in for enhancing their performance in relation to each function?
– Prepare one or two suggestions for development activities against each of the four Leadership functions.
– Development activities should target developing skills/gaining experience in either the transformational and/or transactional competency areas for each leadership function.
If feeding back to
individuals
© SHL, 2011
WORKSHOP SLIDES
Section 4.2:
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Workshop
Options• If you are delivering one to one feedback, follow the slides in the individual development section (section 3.2), but emphasize as appropriate:
– That the feedback session is developmentally focused, but not against the current role, rather it is focused on the next level up/the role being considered in the context of the succession planning activity
– The next steps in the context of the organisational development/ succession planning activity
• If you are delivering feedback on individuals to key stakeholders (e.g. a “talent board”) please see the following slide.
• If you are delivering feedback around strengths/development needs across a group of individuals for training needs analysis (e.g. at a particular level or within an organisational area, you can use the slides in the Team Building section (section 5) to aggregate results and highlight “group level” findings.
• Depending on the scale of the intervention, organisational development/ succession planning can be a very complex area. If you would like to work with SHL in this area, please contact your KAM, so that we can further understand your requirements and how we can best support you with our services.
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Delivering Developmental
Feedback
Delivering feedback to key stakeholders (e.g. a “talent board”):
Discuss one individual at a time:
• Summary of areas of strength and development need in relation to each of the four leadership functions.
• How does the individual’s profile compare to the requirements of the target role?
• How significant are the development gaps?
• How easily can the required behaviours be developed, through what development activities and within what timescale?
© SHL, 2011
TEAM DEVELOPMENT
Section 5
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PREPARATION SLIDES
Section 5.1:
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Prior to delivering
feedback• Who are the team in question? Do they consist of Senior Managers? Is the SHL Leadership Report appropriate for this audience?
• Who has specified the need for a team development activity?– Are all team members bought into the idea?
• What is the driver/need for the team development activity
• What are the desired outcomes?– Addressing poor performance?– Improving team relationships and interpersonal functioning?
© SHL, 201154
Prior to delivering
feedbackPrior to delivering one to one feedback:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to?
• How long do you have for the feedback session for each individual?
• Prepare the key messages you wish to highlight (main areas of strength and development in relation to each function)
• Do you need to link feedback to an existing competency framework (for example a leadership competency profile)?
• Plan your questions – where do you need additional validation of an individual’s output? Any extreme/unusual/interesting scores?
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Prior to delivering
feedbackPrior to delivering aggregate feedback:
• Agree whether aggregate feedback should be anonymous or whether individuals need to be identified with their outputs on the 9 box grids (gain consensus agreement from the team).
• Aggregate all individual scores on each of the functions by displaying them graphically on the 9 box grids (utilise the slides within the ‘Workshop Section’).
• Prepare key messages in terms of common areas of strength and development within the team.
– What is the potential impact on the business?– What is the potential impact on their effective functioning as a team?
© SHL, 2011
WORKSHOP SLIDES
Section 4.2:
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Individual Feedback Prior to Team Workshop
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Delivering one to one
feedback
• The purpose of the feedback session:– To feed back the SHL Leadership Report ahead of the team workshop– Opportunity to reflect on own individual preferred style and the impact this might
have at an individual, team and organisational level– Two way discussion– Time available for the feedback session
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Delivering one to one
feedback
Self Reflection Exercise:
• What do you consider to be your strengths as a leader?
• What kind of leader are you?
• What contexts do you prefer to lead in?
• In which situations do you find it more difficult to take the lead?
• Where do you think you would like to focus your development in terms of leadership behaviours?
© SHL, 201160
Delivering one to one
feedback
The SHL Leadership Report Feedback:
• What is the SHL Leadership Report?
• The Structure of the Report
• The Executive Summary – headlines
• Detailed feedback by function– What are your thoughts on the description of your indicated preferred style?– Do you recognise the description in yourself and the way you approach your
work?– Is there anything you don’t agree with? Why?– Where do you think you could focus your development?
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The Team Development Workshop
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Delivering Aggregate
Feedback• Purpose of the workshop
• Ground rules:– Focus is on the aggregate output, not individuals– Developmentally focused: identifying common areas of strength and
development within the team– Time available
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Delivering Aggregate
FeedbackVisionary Discussion:
• What are the strategic aims for our business?
• What does that mean for each of its departments/functions?
• Given these aims and implications, what does it mean for us as a leadership team?
• How do we need to work together?
• What do we each need to contribute as individuals?
© SHL, 201164
Delivering Aggregate
FeedbackWhere are we NOW?
• Where are we now as a leadership team?
• What do we each contribute?
• What works well?
• What could work even better?
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Lead
ers
hip
Focu
s
Management Focus
Leader
Leader/ Corporate Leader Corporate
Leader
Leader/ Contributor
Balanced Mix of Styles
Corporate Leader/ Manager
Contributor Contributor/ Manager
ManagerC
A
BF
G
D E
Example Group Results
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Overall
(Aggregate)
Lead
ers
hip
Focu
s
Management Focus
Leader Leader/ Corporate Leader
Corporate Leader
Leader/ Contributor
Balanced Mix of Styles
Corporate Leader/ Manager
Contributor Contributor/ Manager
Manager
3
1
2
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Developing the Vision
(Aggregate)
Cre
ati
ng
&
Con
cep
tualisin
g
Analysing & Interpreting
Creator Creator/Visionary Visionary
Creator/ Conservator
Balanced Mix of Creating and
Analysing
Visionary/Analyst
Conservator Conservator/ Analyst
Analyst
3
1
2
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Sharing the Goals
(Aggregate)
Inte
racti
ng
& P
resen
tin
g
Adapting & Coping
Communicator Communicator/ Change
Ambassador
Change Ambassador
Communicator/ Stability Seeker
Balanced Mix of Interacting and
Adapting
Change Ambassador/
Adjuster
Stability Seeker
Stability Seeker/ Adjuster
Adjuster
3
1
2
© SHL, 201169
Gaining Support
(Aggregate)
Lead
ing
& D
ecid
ing
Supporting & Co-operating
Decision Maker
Decision Maker/ People Leader
PeopleLeader
Decision Maker/
Individualist
Balanced Mix of Leading and Supporting
People Leader/Team Player
Individualist Individualist/ Team Player
Team Player
3
1
2
© SHL, 201170
Delivering Success
(Aggregate)
En
terp
risin
g &
P
erf
orm
ing
Organising & Executing
Entrepreneur Entrepreneur/ Business Driver
Business Driver
Entrepreneur/ Idealist
Balanced Mix of Enterprising and
Organising
Business Driver/
Implementer
Idealist Idealist/ Implementer
Implementer
3
1
2
© SHL, 201171
Delivering Aggregate
FeedbackCompleting the gap analysis:
• What do we need to change in order to close the gap between where we are now and where we need to be?
• How can we practically make this happen?
• What will we each personally commit to keep doing/doing more of/stop doing/do differently?
• How can we monitor our progress and hold ourselves accountable for these actions?
© SHL, 2011
Any questions?
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END OF SLIDE
DECK
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