1. PDI NinthHouse
GLOBAL LEADERSHIP SOLUTIONS
TALENTVIEW
®
OF LEADERSHIP TRANSITIONS
Individual Score Report
Personal and Confidential
DONNELLY, Steve
Target Level: Senior Level Leader
The Wills Group, Inc.
24-Apr-2013
PROTOTYPE REPORT
This report format is under development. Every care is taken to ensure the contents of this report are complete and
accurate. Please report errors, concerns, or recommendations to Bruce.Sevy@PDINinthHouse.com. Format and content
of this report is subject to change without notice. This report is NOT YET AVAILABLE for general use.

3. DONNELLY, Steve | Target Level: Senior Level Leader
TalentView of Leadership Transitions compares your career interests, experience and leadership styles to thosLEADERSHIP INTEREST
g Leadership Aspiration
g Career Drivers
g Learning Orientation
g Experience Orientation
LEADERSHIP EXPERIENCE
g Business Operations
g Handling Tough Challenges
g High Visibility
g Growing the Business
g Personal Development
LEADERSHIP FOUNDATIONS
g Problem Solving
g Intellectual Engagement
g Attention to Detail
g Impact/Influence
g Interpersonal Engagement
g Achievement Drive
g Advancement Drive
g Collective Orientation
g Flexibility/Adaptability<continue to work on any secondary issues identified in your TalentView results
DERAILMENT RISK FACTORS
No meaningful derailment risks identified
Key
g Optimal for senior level leaders.
g Somewhat Above or Below optimal for senior level leaders.
g Considerably Above or Below optimal for senior level leaders.
Your TalentView results are summarized below. Additional details about the interpretation and
possible implications of your results can be found in the body of this report.
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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4. DONNELLY, Steve | Target Level: Senior Level Leader
TalentView of Leadership Transitions compares your career interests, experience and leadership
styles to those of thousands of successful senior level leaders. Your results provide insight about
how well prepared you are to make the transition to a senior level leadership role and can help you
identify areas where additional experience or development will provide the most benefit.
COMPARISON GROUP | The senior level leaders you are being compared to typically manage a
heterogeneous business unit (e.g., a plant or region), or an entire business, group or enterprise.
These leaders come from a wide variety of industries and geographies. Typical senior level leader
job titles include General Manager, Managing Director, SVP, EVP, and President. C-level leaders
(CEO, CFO, etc.) are not included in this group. Senior level leaders typically have responsibility
for most or all parts of the value chain and are accountable for the full P&L of a business or
business unit. The primary focus for senior level leaders is to provide strategic direction for the
region or business, to help shape corporate strategy and to balance the short- and long-term needs
of the business. Senior level leaders work internally and externally and are often the face of the
organization to external partners, suppliers, community, investors, shareholders, and local or
regional government.
TRANSITION CHALLENGES | The primary challenge of transitioning to a senior level leader
role is to shift your focus from the needs of a single function to managing the often competing
needs of a group of functions (e.g., sales, engineering, operations) or people (employees,
shareholders, the board) while also managing a P&L. As a senior level leader your role shifts from
executing to shaping strategy. You play less of a role in solving organizational problems and are,
instead, called upon to define or frame the problems, issues or opportunities needing attention or
focus. The primary business question shifts from "can we make it happen" to "will we make
money if we make it happen" and your activities take on the flavor of a cheer leader / juggler as
you seek to align and integrate diverse business units and functions and encourage them to work
together for the common good of the broader organization. Your TalentView results will help you
identify areas where additional attention will increase the odds for an effective transition.
 INTEREST | Your interest, energy and passion for a more challenging leadership role compare
favorably with that of successful senior level leaders and should contribute to your transition into a
senior level role or position.
 EXPERIENCE | Your leadership experience to date compares favorably with that of successful
senior level leaders and positions you well for an uneventful transition into a senior level
leadership role.
 FOUNDATIONS |Your leadership styles and predispositions are well balanced and should
contribute to a smooth, uneventful transition into a senior level leadership role or position.
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
YOUR TALENTVIEW RESULTS SUGGEST
YOUR REPORT
SENIOR LEVEL LEADERSHIP
Copyright © 2011, Personnel Decisions International Corporation
d.b.a. PDI Ninth House. All Rights Reserved.
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5. DONNELLY, Steve | Target Level: Senior Level Leader
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
 DERAILERS | Your results suggest little risk of derailment as you transition to a senior level
leadership role or position.
Your TalentView results do not suggest any pressing or immediate development needs. But this
does not mean you won't benefit from continued development. There are two things you should
consider. First, continue to work on any secondary issues identified in your TalentView results.
Second, prepare for the transition to a senior level role by focusing your development on the gaps
between your current skills and abilities and the competencies most relevant to successful
performance as a senior level leader in your organization.
Key
 Indicates little need for additional development before transition
 Development recommended prior to transition
RECOMMENDED DEVELOPMENT PRIORITIES
Copyright © 2011, Personnel Decisions International Corporation
d.b.a. PDI Ninth House. All Rights Reserved.
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6. DONNELLY, Steve | Target Level: Senior Level Leader
LEADERSHIP INTEREST
 NOT A DEVELOPMENT PRIORITY | Every transition brings its own issues and challenges and
the transition to senior level leader is no exception. Your TalentView results suggest you have the
focus and drive needed to overcome these challenges and that you will find the role of senior level
leader engaging and rewarding. As a result, Leadership Interest is not a development priority at
this point in your career.
LEADERSHIP EXPERIENCE
 NOT A DEVELOPMENT PRIORITY | As you transition into a senior level leadership role you
will find yourself increasingly facing high visibility situations. Situations where your actions and
success are visible to people beyond your immediate team and peers. Success or failure in these
situations can be critical for your career. Being known as the leader who managed a crisis or who
was the driving force behind a significant strategic rollout can enhance your success. Under
performing in a highly visible situation can be career limiting. In many ways, the challenges you
will face as a senior level leader are not all that different than those you have mastered to this
point in your career. But don't underestimate the additional challenge of performing in the
spotlight. Having an audience adds pressure and greatly increases the difficulty of performing at
your best even for otherwise simple task and activities. You report as much or more experience in
the areas most relevant to the transition to senior level leader as is typical for leaders at your level.
Acquiring additional experience is not likely to impact your transition.
LEADERSHIP FOUNDATIONS
 NOT A DEVELOPMENT PRIORITY | Leadership foundations refer to your leadership styles and
predispositions. These are the attributes that make us who we are and influence the ways we
behave and our reactions to new situations or unexpected events. When it comes to leadership
styles, balance and moderation are key. A repertoire of styles creates versatility by allowing you to
draw upon the style or styles that are most effective for a given situation. Effective leaders use a
variety of styles and are careful not to over rely on a single style.
BUT | While your leadership styles are sufficiently balanced that leadership foundations is not a
primary development priority for you there is room for some improvement and your results
suggest there are some things you can do to enhance your effectiveness. If you are interested in
further developing your leadership foundations, the attributes where attention is most likely to
enhance your effectiveness are listed below.
= COLLECTIVE ORIENTATION | Your commitment to the team or organization may result in
your being too ready to accept the status quo or "the way we do things here" and may lead you to
take an excessively democratic approach to your leadership.
DERAILMENT RISK
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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7. DONNELLY, Steve | Target Level: Senior Level Leader
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
 NOT A DEVELOPMENT PRIORITY | Derailers are tendancies or predispositions that left
unchecked or allowed to take on a life of their own may undermine your credibility, erode peoples'
trust in you, and that have the potential to interfer with or even derail your transition to more
challenging leadership roles. Your results suggest little or no derailment risk as you transition to a
senior level leadership role.
DEVELOPMENT PLANNING
Development takes time and effort and is only worth the time and effort if it focuses on things that
increase your effectiveness and prepare you for whatever your career holds in store. As a result, it
is important to spend time identifying the specific development areas that will most benefit your
career. The following steps will guide you through the process of identifying, validating and
narrowing the focus of your development efforts.
1) IDENTIFY ALL POTENTIAL DEVELOPMENT NEEDS | The first step is to identify all the
areas where development might help. The Development Planning Guide at the back of this report
lists all the potential development needs identified by your TalentView results. But don't overlook
other sources of information such as a self-assessment of your skills and development needs,
feedback from your manager or recent performance reviews, or 360 or other forms of more formal
assessment.
2) VALIDATE EACH POTENTAL DEVELOPMENT NEED | It is tempting to deny, ignore, or
explain away feedback that is not flattering or that conflicts with our self image. A common and
quite natural reaction to parts of your TalentView results may be to think - That's just not true. If
your TalentView results suggest that something is true of you, odds are it is true or that there are
elements of your interest, experience or style that are likely to impact your transition to senior
level leader. At the same time, assessment is not a perfect science and while TalentView results
are generally very accurate, there may be times they miss the mark. So, if your TalentView results
indicate a development need, it is always a good idea to validate the need before investing time
and effort in development.
Find the Development Planning Guide at the back of your TalentView report. Check the box for
each valid development need. At the end of the day, whether a particular development need is
considered valid or not is a judgment call that only you can make. Keep in mind that TalentView
results are very accurate. If you find yourself deciding that many or most of your TalentView
results are not valid, you should stop and reconsider whether you are simply dismissing results that
you would prefer not to believe. Use the following steps to validate each development opportunity.
< Does it "feel" true? | The first step in validating a development need is to see how it "feels" to
you. Does it seem true of you? Is it something you already know (or suspected) about yourself or
does it seem very surprising and not at all like you?
< Have you received similar feedback before? | A second check is to compare TalentView results
to feedback you have received from other sources. The more consistent your TalentView results
are to previous feedback the more valid they are likely to be.
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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8. DONNELLY, Steve | Target Level: Senior Level Leader
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
< Does it impact your current performance? | A third check is to consider the impact on your
current performance. Many of the development needs identified by TalentView may impact your
current performance as well as provide insight about issues related to your transitions to a more
challenging role or position.
< What would a friend or trusted colleague say? | Finally, consider what a trusted colleague might
say if you shared your TalentView results and asked your colleague what they think.
3) IDENTIFY THE ROOT CAUSE | Once you have determined a particular area is a valid
concern, the next step is to understand why it is an issue - to identify the root cause. Is it because
it's not all that important to you, because you lack a skill or knowledge, because your are
insufficiently practiced or are you simply struggling to hold yourself accountable? Knowing the
root cause of a development need is an essential first step in building an effective development
plan. The five most common root causes of development needs are listed below. Check the box for
the most likely root cause for each valid development need on your Development Planning Guide
at the back of this report.
<INSIGHT | Many development opportunities stem from a lack of insight as to how some aspect
of our interest, experience or style impacts our job performance. Your TalentView results should
clear up most issues related to insight - that's exactly what TalentView is meant to do; give you
insight into issues likely to impact your successful transition into a more challenging leadership
role.
<MOTIVATION | Motivation results from the tension we feel when there is a gap between where
we are and where we want to be. If you don't feel motivated it is most likely because you are not
feeling this tension - either because you don't see a gap between where you are and where you
want to be, or because you don't think that focusing on the development opportunity will move you
closer to your goal. TalentView identifies aspects of your interest, experience and leadership styles
that are directly related to making the transition to a more challenging leadership role. If you
identify motivation as a root cause of a development opportunity you should stop to consider if the
lack of tension results from a more challenging leadership role not being a primary goal for you.
<CAPABILITY | Once you know something is a development need and have decided that
focused development will increase the chances of attaining your goals and objectives, the next
most common development need is skill or knowledge. You know what is needed, you are
motivated to take action, you just don't know what to do next or how to get started. If this is the
root cause of one of your development opportunities, what you need is training. Find a course that
is related to your development opportunity or talk to your coach or manager or HR department to
get advice. The PDI Ninth House Successful Manager's Handbook is a great source of practical
development advice for many issues related to leadership effectiveness.
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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9. DONNELLY, Steve | Target Level: Senior Level Leader
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
< PRACTICE | There is a big difference between knowing what you are supposed to do and being
able to do it with skill and ease. The term that best describes this difference is practice. Leadership
is like any other skill, you get better with practice. Often the root cause of a development
opportunity is just the need to practice, practice, practice. If you identify practice as the root cause
for one of your development opportunities you know what you need to do. Keep in mind that
practice works best when done in a safe environment (where errors or failure don't have major
consequences) and in an environment that provides the frequent, credible, concrete feedback we
need to adjust and improve our skills.
< ACCOUNTABILITY | If you have insight, are motivated to change, have the skill or
knowledge you need, and have had ample opportunity to practice but are still struggling, the root
cause is likely to be a lack of accountability.
4) NARROW YOUR FOCUS | Development is most effective when it is focused on just one or
two things at a time. If your TalentView results suggest more than two areas needing attention you
will need to pick the one or two where you have the most motivation to change, or that will have
the greatest impact on your transition to senior level leader. Use the Development Planning Guide
at the end of this report to identify your one or two development priorities. If there are more than
two that meet this criteria, pick the ones that hold the most interest for you and, all other things
being equal, focus your efforts on areas where less development is needed to make the change.
5) CREATE A PLAN | Use the space below to sketch out a plan to accomplish your development
goals. Meet with your manager, a trusted colleague or mentor to review and refine your plan.
Based on my TalentView results, my development focus will be to …
I will know I have been successful when …
My goal is to accomplish this no later than …
The barriers or challenges I may face include …
Resources or support that will help me succeed include …
The steps I will take to accomplish my goal include …
a)
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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10. DONNELLY, Steve | Target Level: Senior Level Leader
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
b)
c)
d)
6) GET STARTED | There is no better time to start your development than now so get out there
and get going. Review and update or revise your plan periodically to keep it fresh and to update
your progress. Good luck and best wishes for a successful leadership career.
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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11. DONNELLY, Steve | Target Level: Senior Level Leader
DEVELOPMENT PLANNING GUIDE
Potential Development Opportunity Root Cause
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
Copyright 2001, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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12. DONNELLY, Steve | Target Level: Senior Level Leader
SECONDARY DEVELOPMENT OPPORTUNITIES
Your TalentView results do not indicate any secondary development opportunities.
TALENTVIEW®
OF LEADERSHIP TRANSITIONS
Copyright © 2011, Personnel Decisions International Corporation.
d.b.a. PDI Ninth House. All Rights Reserved.
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