1、Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private what would happen if this occurred at a future time, when things may be different?; can I reverse or invert some of the factors or parts of the situation?; what can I newly introduce by way of information or ideas to chang
2、e or alter the situations character? Design quiet time into your day to calmly reflect and synthesize data, evidence and facts into information that you can use and act upon. Look for unusual or different connections between seemingly diverse ideas and concepts. Challenge the thinking of yourself an
3、d others to ensure that the most innovative and creative solutions possible have been identified before acting. Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 16Leadership Effectiveness ProfileCHANGE ORCHESTRATIONChange Orch
4、estration looks at how well an individual anticipates and plans for future change and manages themselves and others to handle it well. This category asks the question “How effectively do you manage personal and widespread change to actively steer the process to positive and beneficial ends?“Interpre
5、tationLOW (less than 2.75)Scales predominantly in the ones and twos (occasionally and almost never) are likely mean that you may become caught up in change situations unwittingly and find that they are often situations that are not easily controllable. You are also likely to find that such change ha
6、s a range of unexpected twists and turns, to which there never seem to be any easy answers.A low score person will be likely to find anything other than minor changes frustrating and commanding of much more of their time and energy that they might like. As a result, they feel they are often a hostag
7、e to fortune and may therefore suffer higher levels of stress than others.HIGH (greater than 3.5)Scales predominantly in the fours and fives (almost always and very frequently) are likely to mean that you will be comfortable with both personal change and in helping others to cope with changes forced
8、 upon them. To do this, you are likely to quickly find ways to plan how to tackle what is ahead and then look to strongly work the plan you have created.A high score person will be likely to look to anticipate change as much as possible and stake early pro-active steps to be as prepared as possible.
9、 In addition, the high score person is likely to maintain a flexible attitude and disposition, and have the apparent time and capacity to readily absorb pressure and even assist others around them.Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r
10、- pty ltd, 2001Page 17The above chart is sorted in descending order of gaps. The gap is the difference between your summary score and the average of those that rated you.Norm bars shown on this chart are the progressive average aggregate scores of all team leaders and peers rating individuals on thi
11、s questionnaire.Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 18Leadership Effectiveness ProfileCHANGE ORCHESTRATIONChange Orchestration looks at how well an individual anticipates and plans for future change and manages th
12、emselves and others to handle it well. This category asks the question “How effectively do you manage personal and widespread change to actively steer the process to positive and beneficial ends?“Improvement actionsLow scorers should try to become less consumed by day-to-day activities and prioritie
13、s and to spend much more time in anticipating what might be around the corner. Low scorers can also talk to effective agents or managers of personal and organizational change and learn what coping strategies they adopt for various different situations and circumstances.Change orchestration Design re
14、gular time into your day or week to think about the medium or long term future (not just your day to day or most pressing issues or problems). Imagine a range of possible outcomes or results that could come about in terms of future personal or organizational change Carefully consider what you might
15、need to do now to accommodate the scenarios, if they were to occur. Actively look for opportunities to introduce step-change initiatives rather than small incremental improvements whenever the benefits are clear to see. Help others to come to terms with change and challenge any resistance firmly but
16、 fairly at all times. Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 19Leadership Effectiveness ProfilePEOPLE ENABLEMENTPeople enablement looks at the extent to which an individual trusts, coaches and guides people to influe
17、nce and control of their own destiny, through their own efforts.This category asks the question “How well do you empower individuals and teams to feel that the consequences of their actions are their own?“InterpretationLOW (less than 2.75)Scales predominantly in the ones and twos (occasionally and a
18、lmost never) are likely to mean that you may be oblivious or unconcerned about peoples individual needs, preferring goals and /or tasks to take precedence. As such, you will look to systems and procedures to provide the necessary leadership framework, rather than have to spend time building one to o
19、ne relationships.A low score person will be likely to be seen by others to be individualistic and lacking in trust of peoples skills and abilities to achieve their goals and targets without strong command and control. The low score person may also spend little or no time in transferring their knowle
20、dge, or coaching others and making time available to help and support the team when they need it.HIGH (greater than 3.5)Scales predominantly in the fours and fives (almost always and very frequently) are likely mean that you use your leadership skills to help and guide people in ways that help them
21、to become more self sufficient, and to find their own solutions and commit to their own decisions. You are also likely to try to understand people at a deeper level and offer leadership that they value the most.A high score person will be likely to build high levels of trust and empathy with others
22、and create an open and warm climate in which people feel that they can take reasonable risks in their work and feel appreciated for their efforts and results, when this is deserved.Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001P
23、age 20The above chart is sorted in descending order of gaps. The gap is the difference between your summary score and the average of those that rated you.Norm bars shown on this chart are the progressive average aggregate scores of all team leaders and peers rating individuals on this questionnaire.
24、Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 21Leadership Effectiveness ProfilePEOPLE ENABLEMENTPeople enablement looks at the extent to which an individual trusts, coaches and guides people to influence and control of the
25、ir own destiny, through their own efforts. This category asks the question “How well do you empower individuals and teams to feel that the consequences of their actions are their own?“Improvement actionsLow scorers need to give people much more room or authority to act, without letting them feel tha
26、t any of their mistakes will be punished or held against them. Low scorers can also program in regular time to identify and recognize peoples efforts and to make themselves available (even if it is for only a short time each day or week initially) to offer general coaching and support to the team.Pe
27、ople enablement Take an active interest in finding out more about what fellow team members and colleagues (in the same broad work area) are responsible for doing and achieving, and where they have strong general skills or competence. Find specific opportunities to empower individuals by giving them
28、full responsibility for tasks and projects that you would normally handle yourself. Engage in frequent walk the talk and one to one coaching to both listen to people and to offer gentle guidance and support. Engage colleagues in debate about your own responsibilities, skills and preferences, and loo
29、k for opportunities to work together more collaboratively to get a better overall result for your organization. Plan regular opportunities for different people to work together as a team and help them to achieve success (for which they can gain direct credit and recognition). Jon Warner, Leadership
30、Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 22Leadership Effectiveness ProfileRECIPROCAL COMMUNICATIONReciprocal communication looks at the extent to which an individual communicates with economy and clarity, and remains open to feedback. This
31、category asks the question “How well do you design and send your message and attentively listen to peoples responses in order to adjust?“InterpretationLOW (less than 2.75)Scales predominantly in the ones and twos (occasionally and almost never) are likely to mean that you may miss opportunities to c
32、ommunicate when it would be helpful (on some occasions) or to spend too little time in designing the message, or thinking about how it might be optimally delivered. You are also likely to find little time to listen to feedback and to adjust accordingly.A low score person will be likely to communicat
33、e on the run or just in time, allowing insufficient time to shape the message carefully or to think about who will receive it and how it may be best delivered. Low scorers are likely to be perceived as poor communicators and poor listeners and will therefore, find it difficult to get their messages
34、across credibly, or in a way that inspires or enthuses the team.HIGH (greater than 3.5)Scales predominantly in the fours and fives (almost always and very frequently) are likely to mean that you are highly conscious of the need to create an open and positive climate in which you can listen and gathe
35、r feedback effectively and efficiently. You are also likely to find ways to maintain clear and frequent communications using a range of different channels and methods.A high score person will be likely to be seen as a highly approachable individual who uses a range of different communication methods
36、 and styles to ensure that information flows in both directions freely, sincerely and in a varied and interesting way. High scorers are likely to enjoy talking to and listening to people.Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd,
37、 2001Page 23The above chart is sorted in descending order of gaps. The gap is the difference between your summary score and the average of those that rated you.Norm bars shown on this chart are the progressive average aggregate scores of all team leaders and peers rating individuals on this question
38、naire.Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 24Leadership Effectiveness ProfileRECIPROCAL COMMUNICATIONReciprocal communication looks at the extent to which an individual communicates with economy and clarity, and re
39、mains open to feedback. This category asks the question “How well do you design and send your message and attentively listen to peoples responses in order to adjust?“Improvement actionsLow scorers need to engage in a rigorous self-assessment of their relative effectiveness as botha listener and a co
40、mmunicator to others and use the analysis to focus attention on areas of weakness or limitation. In addition, low scorers can review the actions taken by highly effective communicators and look to practice some of these habits wherever and whenever the opportunities present themselves.Reciprocal com
41、munication Give people time to finish speaking before forming a reply in your conversations, and maintain your focus and concentrate as much as possible. Use the information you gather to carefully plan what you say and how you say it, so that your message is well received more often. Experiment wit
42、h different communication methods or channels to appeal to a wider range of people. Keep a log or a diary to record performance feedback or comments and make a point of talking to individuals in as direct a way as possible on a one to one basis. Follow the main points or issues in all group meetings
43、 and develop a firm personal view. Put this view forward in a clear manner, explaining why you hold your particular position. Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 25Leadership Effectiveness ProfileDRIVING PERSISTEN
44、CEDriving persistence looks at the extent to which an individual tenaciously stays on track and maintains a persistent focus on their goals. This category asks the question “How relentlessly do I pursue my targets even in the face of challenge and/or adversity?“InterpretationLOW (less than 2.75)Scal
45、es predominantly in the ones and twos(occasionally and almost never) are likely to mean that you may expect problems or failure to some extent and to therefore pursue goals or aims with less confidence than you might. When major obstacles or problems do arise you are therefore likely to accept this
46、as inevitable and give in or change course rather too quickly.A low score person will be likely to lead without conviction or strength of purpose. As a result, they are likely to pursue goals and targets without great enthusiasm or effort and become easily distracted or knocked off-course by even mi
47、nor issues or events.HIGH (greater than 3.5)Scales predominantly in the fours and fives (almost always and very frequently) are likely to mean that you may see obstacles or difficulties in a journey as inevitable. This means that you look to prepare yourself and/or others that you are leading, in or
48、der to avoid or face the impact before refocusing on the original goals or aims and then relentlessly carrying on.A high score person will be likely to pursue their personal and organizational goals with seriousness and commitment. This means that such individuals are likely to be internally motivat
49、ed to not only keep going, but to do so even when the going gets difficult or inevitable hurdles occur along the way.Jon Warner, Leadership Effectiveness- 360 Feedback Report, 17/12/2001 Private & confidential profiles-r- pty ltd, 2001Page 26The above chart is sorted in descending order of gaps. The gap is the difference between your summary score and the average of those that rated you.Norm bars shown
