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InsightsTransformational Leadership Profile - Else Gammelgaard Madsen

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The Insights Transformational leadership model comprises eight dimensions of leadership. Each of these dimensions is underpinned by five leadership facets. Agile Thinking - Engaging different thinking modes Leading from Within - Raising self-awareness and living your values Facilitating Development - Nurturing the growth of self and others Fostering Teamwork - Collaborating to build effective relationships Communicating with Impact - Inspiring and influencing with emotional awareness Creating a Compelling Vision - Determining a winning direction Leading Change - Initiating and directing transformation Delivering Results - Honouring commitments and exceeding expectations.

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InsightsTransformational Leadership Profile - Else Gammelgaard Madsen

  1. 1. Else Gammelgaard Madsen 06 September 2017
  2. 2. © The Insights Group Ltd, 2017. All Rights Reserved Page 2 Introduction This Insights Discovery Transformational Leadership Profile explores how Else’s leadership capabilities are impacted by her psychological preferences. It will enable Else to research how her unique Insights Discovery colour energy mix creates both strengths and challenges in her approach to leadership. The Insights Transformational leadership model comprises eight dimensions of leadership. Each of these dimensions is underpinned by five leadership facets. Agile Thinking - Engaging different thinking modes Leading from Within - Raising self-awareness and living your values Facilitating Development - Nurturing the growth of self and others Fostering Teamwork - Collaborating to build effective relationships Communicating with Impact - Inspiring and influencing with emotional awareness Creating a Compelling Vision - Determining a winning direction Leading Change - Initiating and directing transformation Delivering Results - Honouring commitments and exceeding expectations Each dimension requires all four Insights Discovery colour energies to be used effectively and may pull most strongly on one or, in some cases, two particular colour energies. For example, although ‘Fostering Teamwork – collaborating to build effective relationships ’ draws particularly on Sunshine Yellow and Earth Green energy, if it is to be done to a high standard, it will be supported through a blend of all four of the colour energies. Fostering Teamwork, therefore, can be mastered by anyone, no matter what their colour energy preference, as can any of the other dimensions of leadership. After detailing Else’s strengths and challenges linked to each of the eight dimensions, the profile offers some recommendations, and poses questions for Else to explore further in this area. This is a powerful resource to help Else understand how she can enhance her leadership capabilities and be more effective.
  3. 3. © The Insights Group Ltd, 2017. All Rights Reserved Page 3 Overview These statements provide a broad understanding of Else’s leadership style. Use this section to gain a better understanding of how you lead self, as well as how you lead teams and organisations. Self Leadership Style Else is seen as highly trustworthy and will make significant efforts towards meeting an agreed deadline. She will not hesitate to ask for advice and guidance from others. Else usually maintains a positive and adaptable outlook and does not get easily ruffled or flustered. She likes to have flexibility in her personal agenda to make sure she has space to deal with the unexpected. Else knows what is important to her but can end up compromising her priorities to support someone else. She can be calm in a crisis and maintains an objective, cool head. Else can be overly tactful and frustrate others looking for honesty and directness. She rarely lets anyone down, even at the expense of her own comfort. She is drawn to people-focused issues in her leadership and will not flourish in dry or impersonal environments. She has a genuine concern for others' welfare and will ensure she gives the necessary focus and attention on their key issues. Else sees the underlying potential in challenging situations and tends to look on the bright side. She prefers the quiet life so will be reluctant to make decisions that rock the boat too vigorously. Else likes to see things through to completion and will demonstrate patience and tenacity working on a long-term project. She channels her leadership efforts towards ensuring that the environment is supportive and empowering. Team Leadership Style Else encourages loyalty and honesty within the team and will make significant efforts to ensure they honour their commitments. She places a high priority on the needs of her team and will go to great lengths to support and encourage them. As a result of her consenting to almost everything that is asked, Else is at risk of being taken advantage of by the team. Else tends to be more swayed by the team's emotive argument than by its objective comment. She prefers to keep team members' work load at a comfortable level, sometimes at the expense of giving them stretching targets. She is careful to communicate the underlying intentions behind each decision so the team has a deeper understanding. She can feel intensely disappointed by poor results from the team but will find it difficult to express and confront this directly. Her earth green energy brings stability into the team and can enable a steady rate of progress. She prefers to play down her position of authority and have her team see her as an equal. Else is a key player in generating a sense of trust and cohesion within the team. Else is likeable and quick to establish good working relationships within her team. Else likes to use her leadership position to help others and enjoys feeling that she has helped to make a difference. She will seek opportunities to please others with her results and to make an impact, albeit inconspicuously. She will do her utmost to ensure the team delivers on their commitments. Organisational Leadership Style By meeting her promises, Else sets an expectation that she will honour her commitments and expects others to do the same. She focuses much of her energy on contributing to bettering the personal effectiveness of everyone in the organisation. Else is seen as a role model of natural warmth, caring and sincerity, causing others to feel comfortable and supported under her leadership. Ensures there is full and open discussion with others at each step of a transition process and ensures that everyone has the chance to contribute. Else demonstrates a collaborative style delivered with consideration, caring and encouragement. Others are quick to trust Else and often open up to her to share their concerns. Else likes to see the organisation as one big family, occasionally forgetting that family squabbles are an inevitability! In dealing with organisation-wide issues, she likes to ensure she has a thorough grasp of others’ perspectives before putting forward her own agenda. She can find herself torn between following her standing commitments and fulfilling a request for help. Else can find the organisational responsibility a big strain, as she seems to carry the weight of others' problems. She is often more than happy for others to take control, which, at times, can undermine her position. She enjoys the opportunity to build deeper relationships, which go beyond merely business focused relating. Else places a high value on meeting customer need and likes to feel her person-centred approach adds value to the business. Else has the ability to lead others with a natural charisma that is supportive and affirming.
  4. 4. © The Insights Group Ltd, 2017. All Rights Reserved Page 4 Agile Thinking Engaging different thinking modes Transformational leaders can adapt and apply a variety of cognitive and intuitive processes to solve problems. Strengths • Enjoys collecting information from a variety of sources, especially where it involves a number of interactions with others. • Is happy to collect information from a variety of sources especially if she can enjoy a number of social interactions in the process! • When problem solving, is concerned with the impact of both the problem and the solution on people. • Has an insightful awareness of which information is the most relevant and ensures it is central to the analytical process. Challenges • Tends to underplay the value of technological material and may be blinkered to its potential. • May lack attention to technical details and analytical processes. Recommendations • Spend more time analysing how she and her team allocate their time and resources rather than blindly trusting everyone’s self-perception. • Make more balanced decisions by focusing more on objective reality and slightly less on subjective perception. Probe Strengths • How do you ensure that your team looks at longer-term implications of their work as well as short-term requirements? • When have you been able to recognise and communicate subtle changes to trends and patterns so they could be planned for? Probe Challenges • Describe a situation where you found it difficult to be objective when working through a difficult project? What was the outcome? • Consider an occasion when you had to shift resources or personnel to meet a changing business opportunity. How did you manage the process? Personal Notes
  5. 5. © The Insights Group Ltd, 2017. All Rights Reserved Page 5 Leading From Within Raising self-awareness and living your values Transformational Leaders are authentic - they inspire others through their strong beliefs, values, attitude, authenticity, courage and sense of purpose. Strengths • Is aware of the degree of congruence between her own purposes and those of others. • Knows what is important to her and has a clear idea of how she wants to integrate those things into everyday life. • Emphatically states that building a solid foundation of self-understanding provides an invaluable core from which to develop. • Actively seeks out opportunities to get more in touch with her inner self. Challenges • Due to her compliant nature, may find herself being manipulated by others. • May undervalue herself and think that others’ praise is unjustified. Recommendations • Decrease her own weight of responsibility by assisting others to make their own assessments and decisions without becoming drawn into the issues. • Become more effective by dealing immediately with the cause(s)) of her feelings so that she can return her focus to the task in hand. Probe Strengths • How does an awareness of your values influence how you lead? • Please share what you believe to be your finest hour - a time when your skills were put to best use in a project. Probe Challenges • How has your belief in yourself helped you deal with difficult situations? • When and with whom do you typically feel the most stress? How could you better handle these situations? Personal Notes
  6. 6. © The Insights Group Ltd, 2017. All Rights Reserved Page 6 Facilitating Development Nurturing the growth of self and others Transformational Leaders are effective coaches and mentors - empowering their people and understanding that exceptional results occur when people take responsibility for making things happen. Strengths • Enjoys the opportunity to talk over her desires and dreams with others. • Is motivated by her desire to be of help to others and will go to considerable lengths to enhance her own ability to satisfy this. • Only communicates personal experiences to make points when coaching others and otherwise keeps her own issues out of the way. • Is willing to listen, accept and work with the coaching advice of others. Challenges • Could cause others to miss out on new learning and growth due to her tendency to be overprotective. • Can cause other more direct, task-focused colleagues to dismiss the value of feedback by making it too personal and emotive. Recommendations • Utilise a balance of a more objective, task focused approach with a personal approach when coaching others. • Consider a diverse range of options, models and theories regarding personal growth rather than sticking with what is familiar. Probe Strengths • Describe a situation when you provided and encouraged feedback in order to enhance a team member's personal development. • How do you balance encouraging and supporting someone in their personal development while maintaining a focus on business objectives? Probe Challenges • Whom has become successful as a result of your influence? What have they gone on to achieve? • What is the most challenging situation you have had in coaching? Personal Notes
  7. 7. © The Insights Group Ltd, 2017. All Rights Reserved Page 7 Fostering Teamwork Collaborating to build effective relationships Transformational Leaders create high-performing teams - teams that take collective decisions, value diversity, honour each member and are led from within. Strengths • Allows others to take leadership roles whenever the opportunity arises and appreciates their willingness. • Makes an effort to build relationships with a variety of people within the organisation regardless of position or role. • Her personable approach helps to make each person feel valued and respected. • Respects others’ needs and will be tolerant and understanding of a temporary drop in performance of any team member that is due to personal difficulties. Challenges • Can be overly lenient in letting her staff operate in the way they are most comfortable and may not make sufficient attempt to integrate an independent player into the team. • Could be thrown off course by the need to resolve an interpersonal difficulty and may find it extremely uncomfortable to carry on “as normal” until the issue has been addressed. Recommendations • Encourage an even higher level of performance in the team by increasing her expectations and being openly assertive about what she believes the team is capable of. • Make the effort to bring all her concerns to the table and air them to the team. Probe Strengths • Describe a situation where a cross-fertilisation of ideas and different viewpoints helped to add value to a result. • What was the most recent occasion when you expressed sincere appreciation to a colleague or a team member? How did they respond? Probe Challenges • Consider a situation where you felt your contribution to a team was less than productive. Why was this? • Describe a situation where you had to rebuild trust within a disparate team. What did you do and how effective was this? Personal Notes
  8. 8. © The Insights Group Ltd, 2017. All Rights Reserved Page 8 Communicating With Impact Inspiring and influencing with emotional awareness Transformational Leaders engage their peoples’ hearts and minds - through understanding and appreciating their needs, wants and expectations. Strengths • Respects others’ choices and will not endeavour to motivate them to change tack. • Ensures that she carries out her work in a way that has a positive impact on others, focusing on the “how” as much as the “what”. • Will make every effort to keep the customer informed at each step of an enquiry. • Is proactive in connecting and collaborating with others and is intent on forming a strong bond across different departments. Challenges • Can at times be over influenced by emotionally presented communications. • May go for safe and somewhat uninspiring targets rather than aiming high and risking being disappointed. Recommendations • Believe that her personal authority will be respected as long as she is assertive and consistent in her approach. • Develop a wider network across the organisation instead of just a few colleagues. Probe Strengths • What do you do and say to ensure a customer feels valued and respected? • What do you do to ensure that your message has been received and understood? Probe Challenges • Recall a time when your team was unclear of the specifics in order to obtain a goal. How did you help to give clarity? • During a negotiation, have you ever accepted solutions that were not ideal to your needs? If so, why was this necessary? Personal Notes
  9. 9. © The Insights Group Ltd, 2017. All Rights Reserved Page 9 Creating a Compelling Vision Determining a winning direction Transformational Leaders predict the future through creating it. Their vision and purpose motivates and inspires others to follow. Strengths • In determining her vision for the team, will spend a great deal of time and effort considering how best they can pull together to achieve it. • Can become thoroughly absorbed and inspired in generating visions that aim to make a significant impact on the quality of people’s life experience. • Generates visions with a focus, not only on the end product, but also on the process of achieving it. • Can create a vision with the team that will inspire them to venture into uncharted territory for the sake of others. Challenges • May not have a clear definition for her personal vision and may feel that her relationships and feeling of inner harmony are all that really matter. • May feel safe dreaming her dreams and is not as comfortable getting down to taking the necessary practical steps to achieve them. Recommendations • Do not take rejection personally; stay focused and optimistic about the intended outcome and use collaboration to get others on board. • Collaborate further with others on her visions and be prepared to work with the unknown in order to make them more innovative. Probe Strengths • Ideas for innovation may come from anywhere in an organisation. From where or from whom have you picked up novel ideas? What did you do with them? • What creative ideas have you contributed to, which made a positive impact on the organisation? Probe Challenges • Reflect on a recent vision you set for yourself. What have you done recently in working towards it? • Have you ever had to face a great deal of resistance to a vision? If so, how did you handle it? Personal Notes
  10. 10. © The Insights Group Ltd, 2017. All Rights Reserved Page 10 Leading Change Initiating and directing transformation Transformational Leaders recognise the need for change and possess the drive and inner-strength to manage the ambiguities and uncertainties brought about by change. Strengths • Is sensitive and considerate in assessing the consequences of decisions on others. • Is careful to communicate the intentions of every transition to the team so they understand the underlying purpose. • Will seek to consider risk from the human angle and ensure that no one is overlooked. • Is careful to invite comment from all relevant parties before making a decision that will affect them. Challenges • Will tend to over-estimate potential risk as she prefers to adhere to the familiar status quo as much as possible. • Prefers what is already known and may opt for the easy answer rather than risk taking on something new. Recommendations • Cultivate the willingness to stretch herself and try something new from time to time. • Be prepared to stand by her decisions with inner conviction, knowing that despite any disquiet, she has made the decision with everyone's best interest at heart. Probe Strengths • What are your key short and long-term change objectives for the organisation? • When have you amended a decision based on the viewpoints and opinions of others? Probe Challenges • Can you think of an occasion when you felt a sense of unease when faced with change? How did you overcome this? • Describe a situation when personal issues may have affected your decision-making process. Personal Notes
  11. 11. © The Insights Group Ltd, 2017. All Rights Reserved Page 11 Delivering Results Honouring commitments and exceeding expectations Transformational Leaders take responsibility for performance and results - investing time and resource wisely - focussing on effectiveness over efficiency. Strengths • Will readily look for ways of diffusing a problem and taking the heat off her team. • Flourishes in a role where she can be of constant service and will be happy to ‘go the extra mile’ if she thinks it will be of benefit. • Is supportive and encouraging when confronting others about a delivery. • Likes to align her own duties with what others are doing and, correspondingly, takes responsibility for delivering her own commitments. Challenges • When forced to work quickly due to time pressure, may feel that she has never quite done enough for her customers. • Gets frustrated when technical systems seem to get in the way of personal effectiveness. Recommendations • Ensure she has given as much consideration to precision and technical quality of the organisation’s product(s) as she has to their level of personal service and integrity. • Ensure that she allocates as much time to implementing the actions she has promised to customers as she does to building the relationship. Probe Strengths • Describe a time you worked closely with a group to ensure consensus on their pace and process towards a finished product. • Can you describe how you endeavour to keep a balance of focus on both the practical needs of the project and the personal needs of those working on it? Probe Challenges • Consider a situation when you felt you had not quite satisfied a customer concern due to time pressure. How did you rectify this? • When have you made a promise or commitment to someone and regretted it later? What did you learn from this? Personal Notes
  12. 12. © The Insights Group Ltd, 2017. All Rights Reserved Page 12 The Insights Discovery® 72 Type Wheel 21 1 41 36 16 56 136 116 156 15 35 55 14 34 5413 33 53 113 133 153 12 32 52 112 132 152 11 31 51 10 30 50 149 129 109 9 29 49 48 28 8 148 128 108 47 27 7 46 26 6 145 125 105 45 25 5 44 24 443 23 3 144 124 10442 22 2 141 121 101 Conscious Wheel Position 29: Supporting Helper (Classic) Less Conscious Wheel Position 28: Inspiring Helper (Classic) Personal Notes The Insights Discovery® Colour Dynamics Persona (Conscious) Preference Flow Persona (Less Conscious) 6 3 0 BLUE GREEN YELLOW RED 1.32 5.24 4.92 2.28 22% 87% 82% 38% 100 50 0 50 100 34.4% 6 3 0 BLUE GREEN YELLOW RED 1.08 3.72 4.68 0.76 18% 62% 78% 13% Conscious Less Conscious
  13. 13. GLOBAL HEADQUARTERS Insights Learning & Development Terra Nova, 3 Explorer Road, Dundee, DD2 1EG, Scotland, UK. TEL: +44(0)1382 908050 FAX: +44(0)1382 908051 EMAIL: insights@insights.com WEB: www.insights.com

The Insights Transformational leadership model comprises eight dimensions of leadership. Each of these dimensions is underpinned by five leadership facets. Agile Thinking - Engaging different thinking modes Leading from Within - Raising self-awareness and living your values Facilitating Development - Nurturing the growth of self and others Fostering Teamwork - Collaborating to build effective relationships Communicating with Impact - Inspiring and influencing with emotional awareness Creating a Compelling Vision - Determining a winning direction Leading Change - Initiating and directing transformation Delivering Results - Honouring commitments and exceeding expectations.

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