Raunak_DDI_Evaluation_Leadership

Manager Ready
Participant Feedback Report
Larsen & Toubro
Prepared for:
Raunak 725498
Assessment Date:
6/7/2013
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved.
Assessment Date: 6/7/2013

Table of Contents
This feedback report is divided into the following sections:
The Assessment Process
This section describes the assessment process, explains how your performance was evaluated, and gives guidelines for
interpreting and using the assessment results.
Competency Ratings Summary
This section includes a grid that summarizes your performance in the competencies that were evaluated in the assessment
process.
Understanding the Competency Ratings
This section gives more detailed information about your performance in each competency. Each competency is defined at the
top of the page, and the overall competency rating appears opposite its name. The statements on each page describe
behavioral skills that are your strengths and areas in which you could benefit from development.
Accelerating Development
This section provides guidance for how you can use the information in this report to plan your development. Following these
recommended steps helps you achieve personal and professional goals.
Use of Data Recommendation: DDI recommends that the data in this report be used within two years of the date of administration
because of the likelihood of change in the participant or the organization. Our recommendation is consistent with the Guidelines and
Ethical Consideration for Assessment Center Operations, International Task Force on Assessment Center Guidelines, 2009.
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The Assessment Process
This section describes the assessment process, explains how your performance was evaluated, and gives guidelines for
interpreting and using the assessment results.
Evaluation Process
Trained assessors reviewed and evaluated behaviors you demonstrated during the assessment. These behaviors were then
grouped into nine competencies critical for leadership success. The rating process gives greater weight to those behaviors
that are the most critical to demonstrating the competency.
Interpreting the Competency Ratings
On the next page, your performance in each competency is rated using the following scale:
Exceptional Proficiency (5 Stars): This rating indicates that the effective behaviors in a competency were performed
consistently in multiple opportunities. Consider ways to leverage this strength in improving overall effectiveness as a leader.
Strong Proficiency (4 Stars): This rating indicates that the effective behaviors in a competency were usually, but not
always, performed in multiple opportunities. A competency with this rating can be enhanced. Developing a competency to
the next level can be an asset in achieving exceptional results as a leader.
Moderate Proficiency (3 Stars): This rating indicates that effective performance in a competency was demonstrated, but
not consistently. There is room for skill enhancement and growth.
Limited Proficiency (2 Stars): This rating shows a need for improvement. The effective behaviors associated with a
competency typically were not demonstrated when the situation required them. Some effective behaviors were evident but
not with sufficient quality or consistency. Developing competencies rated at this level will have a strong impact on leadership
effectiveness.
Low Proficiency (1 Star): This rating indicates that a competency requires substantial development. This rating is often
associated with demonstrating ineffective behaviors or missing opportunities to use effective behaviors. They may make a
situation more difficult to resolve and demotivate those involved. A competency with this rating should receive high priority
for development since current behavior may negatively affect a leader’s effectiveness and reputation
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Competency Ratings Summary
Competencies are evaluated on the five-point rating scale shown below.
INTERACTION ESSENTIALS
Emotional Quotient Meeting the personal needs of individuals to build trust, encourage two-way
communication, and strengthen relationships.
Guiding Interactions Conducting interactions with others by clarifying the purpose, involving
others in the development of ideas, and agreeing on next steps.
LEADING OTHERS
Anchoring (Coaching
for Success)
Preparing teams and individuals to excel in new challenges through
proactive support, guidance, and encouragement.
Anchoring (Coaching
for Improvement)
Addressing performance problems by providing specific factual
feedback, encouraging ownership of the solution, and establishing
progress measures.
Influencing Achieving agreement to ideas or plans through effective involvement
and influence strategies.
People Management Achieving results and/or building capability by assigning task and
decision-making responsibilities to individuals or teams with clear
boundaries, support, and follow-up
MAKING DECISIONS AND PLANNING
Problem/Opportunity
Analysis
Identifying problems or issues and then drawing conclusions by
gathering, analyzing, and interpreting quantitative and qualitative
information.
Tactics Choosing the best course of action by establishing decision criteria,
generating and evaluating alternatives, and making timely decisions.
Resource
Management
Helping individuals or teams complete work efficiently and on time by
setting priorities, establishing timelines, and leveraging resources.
Competency Proficiency Ratings
Exceptional
Strong
Moderate
Limited
Low
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Understanding the Competency Ratings
The next few pages of the report include descriptions of the behavior that led to your overall rating in each Manager Ready
competency. These behaviors are classified into four levels of proficiency:
• Strengths: Behaviors you demonstrated consistently and effectively in several situations.
• Good, but Could be Improved: Behaviors you demonstrated effectively, but not in all situations.
• Needs Some Work: Behaviors you did not demonstrate effectively.
• Potential Trouble Spots: Behaviors that were ineffective or counterproductive.
As you review each competency page, keep in mind that your overall rating for the competency is not a simple average of the
proficiency level of each behavior. Manager Ready places a greater emphasis on those behaviors that are most critical to
demonstrating the competency.
If you did not complete some of the exercises in the simulation associated with a competency, one of the following notes
may appear in the report:
• Note: Not all the activities associated with this competency were completed. The rating is based on the responses
that were submitted.
• Note: Too few of the activities associated with this competency were completed to calculate a valid rating for this
competency.
The text in the shaded box on each page explains why the competency is critical to your success as a leader.
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Emotional Quotient
Meeting the personal needs of individuals to build trust, encourage two-way communication, and strengthen relationships.
Good, but Could be Improved
You would have greater success with a more consistent focus on:
• Maintaining or enhancing self-esteem. Show others they are valued by
acknowledging their contributions, successes, and skills. People need to feel
respected and have a sense of self-worth to be motivated, confident, innovative, and
committed to their work.
• Providing support without removing responsibility. Build others’ sense of task
ownership and self-confidence by providing support. Nothing can deflate people’s
confidence faster than telling them they’re not doing something right and then doing it
for them.
Needs Some Work
You need to demonstrate the following behaviors more frequently:
• Listening and responding with empathy. Acknowledge others’ feelings and
circumstances when they express emotion verbally or nonverbally. Letting them know
their feelings are understood helps them feel that their perspective is being taken into
account.
• Asking for help and encourage involvement. Leverage others skills and gain their
support by asking for their ideas and opinions. Asking for help and encouraging
involvement shows people that their input and abilities are valued.
Leaders consider and
manage the personal needs
that arise during an
interaction. They
encourage open, two-way
communication and take
the time to listen and
respond to the person.
Strong leaders consider
others’ feelings and self-esteem
and attempt to
involve them in decision
making. These skills are
the keys to success in any
interaction—at work or in
personal life, face to face,
over the phone, or in
writing. By attending to
personal needs, leaders
build trust, enthusiasm,
and momentum for what
they are trying to
accomplish. In addition,
they strengthen
relationships by showing
people that they’re
important and that they
value their input.
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Guiding Interactions
Conducting interactions with others by clarifying the purpose, involving others in the development of ideas, and agreeing on next
steps.
Strengths
You should continue to leverage strengths in:
• Opening the discussion by stating the purpose and identifying importance. Tell
others why they're involved in the discussion or meeting. This focuses their attention
and helps them understand what needs to be accomplished.
• Clarifying the situation by seeking and sharing information and identifying
issues and concerns. One of the main purposes of an interaction is to share ideas
and make sure that everyone understands all aspects of the situation. Taking time to
clarify the facts ensures that the decisions incorporate all available information.
• Agreeing on specific actions, contingency plans, and measures of
progress. Ensure that interactions will have value by confirming agreement and
agreeing on next steps. Many discussions end without assigning accountability or
creating follow-up plans.
Needs Some Work
• Developing ideas. Seek and discuss ideas and explore needed resources and
support. After all ideas and perspectives have been shared, attention can be focused
on choosing the best path forward.
When holding discussions
or meeting with others,
effective leaders follow a
structured process for
sharing information,
discussing ideas, and
reaching conclusions.
Most workplace
interactions focus on
meeting some practical
need. Leaders meet
practical needs by
ensuring that the
discussion has a clear
purpose, that it achieves
its purpose, and that the
people involved develop
and agree on next steps.
The methods for guiding
interactions are flexible
and can be used in almost
any discussion, regardless
of purpose, number of
topics, or complexity. By
structuring
communication, leaders
make the best use of
others’ time and
demonstrate an ability to
effectively move projects
toward completion.
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Anchoring (Coaching for Success)
Preparing teams and individuals to excel in new challenges through proactive support, guidance, and encouragement.
Strengths
• Gathering information about the situation and the individual’s feelings and
concerns. Good leaders recognize they do not know everything about a situation or a
person. Therefore, it’s important to ask, listen, and learn more than tell.
• Checking for understanding. Find out if the individual has understood and accepted
the guidance or insights by asking for or providing a summary.
• Seeking and building on others’ ideas or solutions to come up with a
plan. Involve others in the thinking and planning process to build skills, confidence,
and commitment. Avoid telling them what to do when approaching new assignments.
• Building confidence. Build commitment and excitement by showing direct reports
that they have the ability to complete the task effectively.
• Offering support. Offer time, resources, and your personal support as direct reports
engage in their assignments. This ensures that they stay focused and don’t become
discouraged.
• Establishing a plan to monitor progress and celebrate success. Set direct reports
up for success by checking on their progress and offering them encouragement.
Strong leaders help
prepare others to take on
new or unfamiliar tasks
and ensure that they
develop the skills needed
to succeed. They strike the
right balance between
seeking ideas and
concerns, and offering
guidance and support.
Successful coaches also
reinforce and praise
efforts of individuals when
they accomplish
challenging tasks
successfully. Direct
reports are most valuable
when leaders know how to
tap into their skills and
motivation to set them up
for success. When leaders
effectively coach for
success, they will achieve
goals and develop their
team’s capabilities. Their
success will build the
team’s confidence and
develop trust in the leader.
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Anchoring (Coaching for Improvement)
Addressing performance problems by providing specific factual feedback, encouraging ownership of the solution, and establishing
progress measures.
Strengths
• Describing behavior problems by sharing facts and others’ viewpoints. Make it
clear to direct reports that their behavior is unacceptable and needs to change.
• Seeking additional information about the causes of the behavior problem. Show
willingness to look beyond first impressions of the situation and consider all the
influences and possible causes.
• Acknowledging direct report’s feelings and any personal
circumstances. Recognize the personal and practical challenges direct reports are
facing to increase the likelihood of behavior change.
• Showing how the behavior change would positively affect the individual, the
team, or the organization. Describe how the behavior change can lead to personal
benefits—such as improved relationships, job satisfaction, or reputation—and improve
team performance and morale.
• Asking direct reports for ideas/input for how a change might take place. Involve
direct reports in planning for behavior change and incorporate their ideas when
possible. Ensure that they have a say in developing ideas or a plan for change.
• Acknowledging direct report’s value and contributions, without minimizing the
problem. Show that direct reports are valued by giving specific examples of the
contributions they make to the team or organization. This shows them the commitment
to fixing the behavior problem, not the person.
• Developing follow-up actions to ensure behavior change and measure
progress. Build accountability and encourage involvement by agreeing to next steps,
additional meetings, timelines, and milestones.
Needs Some Work
• Expressing confidence in direct reports’ ability to change. Build direct reports’
confidence by letting them know they are capable of change. They will find it
encouraging to hear that people believe in them and their ability to improve.
Leaders help others
strengthen performance
that falls short of
expectations. They help
others build awareness of
where they need to
improve and motivate them
to improve or sustain good
performance. By
effectively coaching for
improvement, leaders can
promote openness and
trust, uncover new ideas
and approaches, and
encourage others to take
responsibility for their own
development. Most
importantly, leaders can
ensure that they get the
maximum productivity
from their direct reports by
showing that they are
willing to deal with
problems proactively and
with a supportive attitude.
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Influencing
Achieving agreement to ideas or plans through effective involvement and influence strategies.
Strengths
• Describing how the recommended solution will benefit them. Show others how
the solution could potentially help them or reduce the likelihood of negative
consequences. Make sure they see how it benefits them personally.
• Describing the need for change. Create a sense of urgency for addressing the
situation or problem by describing current or potential negative consequences of not
making a change.
• Describing how the recommended solution will address the issue or needed
change. Build motivation by helping others envision the positive consequences of the
idea or change for the team or organization.
• Using appropriate influence strategies beyond creating a rational case to gain
commitment. Obtain an understanding of the stakeholders' needs, motivations, and
points of view to establish an effective influence strategy.
• Acknowledging others’ concerns. Recognize and respond to others’ feelings and
the facts surrounding their situation. This will overcome their resistance and lead them
to accept the proposal.
• Involving others in defining the situation and reaching a solution. Build a
collaborative environment to gain acceptance of ideas. Ensure that all the facts are on
the table and everyone has had a chance to provide input into solutions.
Those who excel in
influencing use skillful
interpersonal and gaining
commitment strategies to
gather support for their
ideas and plans. They
adjust their approach to fit
the unique needs of the
situation and people
involved.
Leaders who effectively
influence are good at
making things happen
because they are able to
leverage the relationships
and resources of others.
It’s much easier to effect
change and sell ideas
when people support their
leader. People may also
see their leader as
someone who knows how
to rally support and get
things done.
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People Management
Achieving results and/or building capability by assigning task and decision-making responsibilities to individuals or teams with clear
boundaries, support, and follow-up
Strengths
• Sharing important information about the assignment and the individual’s role.
Ensure that the team members have a clear understanding of the assignment, its
importance, and the reasons for selecting them. Provide information on scope of
responsibility, challenges, constraints, and milestones.
• Staying informed about the assignment. Establish a plan for following up on the
delegation and monitoring progress to provide ongoing support, not to check up on the
individual.
• Sharing appropriate responsibilities. Some responsibilities require the leader’s
attention, while others can be delegated. Delegation decisions should be based upon
team members' current skills or development needs.
Needs Some Work
• Expressing confidence in the individual’s abilities. Let team members know that
they have the ability to execute a task successfully. This shows that they are viewed as
capable performers who are willing to manage an assignment outside the scope of
their usual role.
• Offering support to ease the accomplishment of the assignment. Offer ongoing
support and remove barriers for direct reports who take on a new or unusual task. This
might require providing resources, contacts, equipment, budget, and personal time.
Potential Trouble Spots
You must be sure to avoid the following behaviors:
• Removing responsibility from the individual. Resist the temptation to take over
when the assignment is not going well or the direct report chooses an approach that
differs from yours. Taking over control erodes trust and reduces their level of
engagement.
Highly effective leaders
empower their direct
reports by sharing
authority and
responsibilities that move
accountability downward
through the organization.
They carefully select
individuals to accomplish
a task by considering time,
skills, experience, and
growth opportunities.
Leaders offer guidance to
help their direct reports
succeed without taking
away responsibility for
action. They stay aware of
what’s happening by
asking for employee follow
up within a defined time
frame. Many leaders
struggle with delegation
and empowerment because
they are afraid to give up
control. By performing this
skill effectively, leaders
will get more work done,
develop stronger resources
on their team, and build
the overall level of
engagement and support
for their leadership.
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Problem/Opportunity Analysis
Identifying problems or issues and then drawing conclusions by gathering, analyzing, and interpreting quantitative and qualitative
information.
Strengths
• Identifying potential problems or trends that affect work outcomes. Look for
relationships and patterns in data to anticipate issues and future problems.
• Recognizing the need to gather additional information to understand issues
better. Acknowledge that some of the information needed to draw the most accurate
conclusions may be missing.
• Interpreting information to identify cause-effect relationships. Solve problems,
focus action, and improve performance by identifying the underlying influences that
can lead to problems.
• Seeking information from all relevant sources. Develop an unbiased
understanding of the situation by gathering information from numerous sources.
• Focusing analysis on the most likely causes. Develop a complete understanding of
the situation by gathering information from the most promising and relevant sources.
This provides a more accurate understanding while ignoring unrelated information.
Leaders gather and
interpret information from
multiple sources to identify
trends and understand
cause-effect relationships.
These skills help leaders
address organizational
problems faster, get to the
heart of team issues, take
advantage of
opportunities, and build
creative thinking into
decisions.
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Tactics
Choosing the best course of action by establishing decision criteria, generating and evaluating alternatives, and making timely
decisions.
Strengths
• Creating complete and relevant alternatives for addressing problems or
opportunities. Promote flexibility and innovative thinking by generating multiple
effective options for solving problems.
• Formulating decision criteria, considering the needs of all stakeholders. Spend
time defining criteria carefully to ensure stakeholders’ buy-in and to improve decision
quality.
• Weighing potential positive and negative outcomes to reach a balanced
perspective. Make the best possible decisions and avoid disastrous decisions by
considering all possible outcomes including very negative ones.
• Gathering more information or considering potential actions before making a
decision. Look beyond the immediate situation and consider the short- or long-term
actions that should be taken.
• Taking prompt, definitive action when necessary. Build work groups’ confidence
and commit to ensuring that problems will be dealt with before they become worse.
Needs Some Work
• Selecting the most appropriate solution to a problem or opportunity. Maintain
smooth business operations by taking timely and effective action on issues that affect
your work group.
Highly effective leaders
select the best course of
action by generating
options, and then
comparing the options to
important decision
criteria. They make timely
decisions and don’t
hesitate to commit to
action. In addition, they
involve others in the
decision making process to
generate alternatives,
make the best decision,
and ensure buy-in. Leaders
with good judgment are
often seen as trusted
advisors, and others may
rely on them to make
critical choices.
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Resource Management
Helping individuals or teams complete work efficiently and on time by setting priorities, establishing timelines, and leveraging
resources.
Strengths
• Prioritizing tasks relative to the requirements. Decide how to best arrange or
sequence tasks to facilitate completion and ensure that operations and projects run
smoothly and that high-impact issues are handled swiftly.
• Managing work time. Consider the tasks and make sure there is enough time to
complete them.
• Adjusting plans to handle urgent requests. Avoid potential problems by
responding to issues requiring an immediate response.
• Allocating time and resources appropriately. Align resources and team members
to complete tasks on time. Consider possible scheduling conflicts and the skills or
abilities certain resources can bring to a particular task.
Leaders increase their own
and others’ efficiency by
creating schedules and
action plans to handle
challenging workloads.
They focus time and
resources on the highest
priority tasks and adjust
priorities as necessary.
They leverage available
resources to ensure that
equipment, people, and
materials are accessible
where and when they are
needed. When planning
and organizing is done
well, it can help the leader
meet or beat deadlines,
ease team stress,
accomplish more with less
effort, and increase the
satisfaction level for
internal or external
customers.
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Accelerating Development
After you carefully read your report, we recommend that you work with your manager or an appropriate HR representative
to get additional insights into the competencies discussed and to prioritize your strengths and areas to improve. While it’s
tempting to target two or three strengths and two or three improvement areas, you will find more success if you start by
targeting only one of each. You can always choose more areas after achieving success with your first targets.
Focus on those targets that will have the most immediate impact on your job and your organization. When you choose
targets directly related to areas of team or organizational impact, your manager and others have even more of an interest in
your success.
Working with your manager or HR representative, complete a Development Action Planner for each competency selected as
a target. Effective development plans answer these five questions:
1. What training or coaching do you need before you apply or practice a target competency? It’s a waste of time
and effort trying to learn from on-the-job mistakes. That approach may lead you to developing a bad reputation.
It’s far more efficient to learn and practice new skills in a training environment or with a coach so when you apply
the new skills, you have a greater chance of succeeding.
2. What barriers or challenges to successful training or coaching may arise (such as missing a training session
due to job demands, not having the time or travel funds for a task force opportunity)? Anticipating barriers or
challenges prepares you to determine, in advance, the support or resources you will need.
3. How will the target competencies be applied on the job? For example, if you finish a training course in
Influencing, you and your manager might choose a situation in which you must convince one or more people to
change their position. Ideally, you and your manager will practice the planned interaction before the real discussion
to increase your chances of success.
4. How will your progress be measured? Following up or tracking your progress can help you determine your
success in honing skills or changing your behavior. One way to measure progress is to ask for feedback from people
who observe your behavior or decisions.
5. How will outcomes be measured? Measurement could include the successful use of a competency or skill in
completing a project or assignment. For instance, to develop planning skills you might coordinate the work of
several groups. Success in carrying out this assignment offers evidence of your development achievement.
Want More Information?
You can log back into Manager Ready to access a wealth of information to help you accelerate your development, including:
• Next Steps in Your Development as a Leader, a booklet that provides tips for understanding your Manager Ready results,
preparing for a discussion with your leader, selecting the best development actions, and monitoring and measuring
your development progress.
• Manager Ready Development worksheet, a form that walks you through a series of questions to help you determine
your development strategy and complete your first Development Action Planner.
• Additional blank Development Action Planner forms.
• Discussion Planner forms to help you prepare for conversations in which you will apply behaviors related to the
Interpersonal and Leading Others competencies. It’s recommended that you use these forms early in the application
process when you have an opportunity to apply these behavioral skills.
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Raunak_DDI_Evaluation_Leadership

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