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DEVELOPMENTAL FEEDBACKFOR MANAGERS
DEVELOPMENT GUIDEA Workbook for understanding
The PROFILOR® Feedback Report andformulating a Development Plan
PERSONNEL DECISIONS INTERNATIONAL CORPORATION500 - 032701
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Copyright © 1993, 2001 Personnel Decisions International Corporation
All Rights Reserved.This material may not be reproducedin whole or in part and in any media
without written permission fromPersonnel Decisions International.
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Table of Contents
Introduction ..................................................................................................................................................................... 4
Preparing for Feedback ................................................................................................................................................. 5
Understanding YourFeedback Report .................. Importance Summary ..................................................................................................... 7
Skills Overview ............................................................................................................... 9
Patterns, Messages, and Discrepancies ....................................................................... 11
Perspective Comparisons .............................................................................................. 13
Specific Question Results ............................................................................................. 15
Composite ...................................................................................................................... 17
Highest and Lowest Ratings ......................................................................................... 19
Focus for Development ................................................................................................. 21
Development Suggestions ............................................................................................. 23
Formulating aDevelopment Plan ................Drafting a Plan .............................................................................................................. 24
Focus Chart ................................................................................................................... 25
Building on Strengths ................................................................................................... 26
Addressing Development Needs ................................................................................... 28
Development Plan ................Development Plan: Sample ........................................................................................... 32
Development Plan: Worksheet ..................................................................................... 34
Summary ......................................................................................................................................................................... 36
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Introduction
The PROFILOR is a tool for gathering constructive feedback on your managerialskills or competencies from the people with whom you work. It is the beginning ofboth a special communication process with your colleagues and a developmentalprocess for you.
The PROFILOR is unique in that it focuses on specific, job-related skills required forone’s success as a manager, rather than on issues such as style. Its emphasis onskills leads to clear suggestions about what you can start doing, stop doing, andcontinue doing to enhance your effectiveness.
You often may have wished for this honest feedback on your skills without everreally expecting to get it. You may be feeling some anxiety along with youranticipation. That’s a normal reaction. Reviewing the purpose, background, andbenefits of The PROFILOR will help you put aside any doubts you may have andconcentrate on getting the most out of this experience. The Development Guidewill help you interpret your Feedback Report and formulate a DevelopmentPlan.
The PROFILOR Questionnaire asks your associates to give you frank and specificfeedback. This kind of feedback is unusual in itself. All too often, bosses do not findthe time in a busy schedule to provide comprehensive feedback. Or, if they manage“by exception,” they may provide feedback only when problems arise. Peers andcolleagues may be hesitant to criticize because they think a colleague’s performanceis none of their business. Direct reports may believe that providing feedback wouldhurt professional or personal relationships.
The PROFILOR overcomes these obstacles. Its feedback is:
� Anonymous from direct reports, peers/colleagues, and other feedback providers,and thus more likely to be frank and honest than face-to-face feedback fromthose sources.
� Comprehensive, in that it comes from direct reports, peers/colleagues, and otherfeedback providers, as well as the boss.
� Specific and completely job related, thereby providing a clear understanding ofstrengths and development needs.
This kind of feedback can lead to significant, positive change. The PROFILORprovides information about how others perceive your managerial skills. Theusefulness of this information, however, depends on you. You will probably receive amixture of high and low ratings. Some will be consistent with your own perceptionsof your skills; some might surprise you. You may believe that, in some areas, others’perceptions are simply inaccurate.
Regardless of your initial reactions, use the information to understand more fullyhow your managing is perceived. Work to understand the points of view of others.Remember that people behave according to what they believe is true. Changingperceptions may be just as important as improving your skills.
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Preparing for Feedback
Your PROFILOR Feedback Report can be divided into three sections:
Summary Information� Importance Summary� Skills Overview� Perspective Comparisons
Detailed Information� Specific Question Results� Composites (may not appear)� Highest and Lowest Ratings
Developmental Highlights� Focus for Development� Development Suggestions
To prepare yourself for this feedback and to understand the report itself, take a fewminutes before reviewing your Feedback Report to read The PROFILOR DimensionDefinitions. Then complete the first three columns on the Development PrioritiesWorksheet.
1. In the Current Importance column, check the six skills you believe are themost important in your current role.
2. In the Future Importance column, check the six skills which are mostimportant to the role you are likely to have in the next three to five years.
3. In the Predictions column, predict how you will be rated in each skill. Use thefollowing codes:
S = StrengthD = Developmental NeedO = Other (neither a strength nor a weakness)
The other columns are provided for your use as you work through your FeedbackReport. In the Discrepancies column, you may wish to check discrepancies (gapsbetween your ratings and those of your respondents) that you are interested inexploring through follow-up discussions. Use the Comments column to note keyphrases or items about which you want to know more.
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Importance Summary � � � � � � � � � � �
IMPORTANCE SUMMARYRelative importance of each skill to the current position
Name
Pat Sample
THINKING
Analyze Issues
Use Sound Judgment
ADMINISTRATIVE
Establish Plans
Manage Execution
LEADERSHIP
Provide Direction
Lead Courageously
Influence Others
Foster Teamwork
Motivate Others
Coach and Develop
Champion Change
INTERPERSONAL
Build Relationships
Display Organizational Savvy
Manage Disagreements
Very ImportantImportant Critical1 2 3 4 5 6 7
SKILLS
Key: Boss A Self Boss B
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Understanding Your Feedback Report
Now you’re ready to interpret the information in your PROFILOR Feedback Report.Read the directions in this Guide on how to interpret the first section of your Report,the Importance Summary, then look at your feedback for that section. Return to thisGuide and read the directions for interpreting the second section; continue with allsections in this manner.
This section shows the relative importance of each leadership skill in your presentposition from your point of view and from that of your boss. Your self rating isidentified by the filled-in circle (�), your boss’s rating by the diamond (◊).
You rated importance according to the following scale:
1, 2 = Important3, 4, 5 = Very Important6, 7 = Critically Important
As you look at your Importance Summary, concentrate first on the areas ofagreement between you and your boss. As long as the importance ratings differ byno more than 2 points, consider them similar. Note the similarities below.
The similarities between my ratings and those of my boss are:
____________________________________ ______________________________________
____________________________________ ______________________________________
____________________________________ ______________________________________
____________________________________ ______________________________________
____________________________________ ______________________________________
____________________________________ ______________________________________
For those skills in which you and your boss differ by 3 or more points (ratings of 4and 7, for example; or 2 and 5), you will want to talk with your boss to understandhis or her point of view. Note the differences you want to discuss with your bossbelow.
The differences I want to discuss with my boss are:
____________________________________ ______________________________________
____________________________________ ______________________________________
____________________________________ ______________________________________
____________________________________ ______________________________________
Importance Summary
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Skills Overview � � � � � � � � � � �
SKILLSExtent to which skills are used DISC IMP
1not at all
2little
3some
4great
5very great
Name Norm Group
Pat Sample PDI Norms
SKILLS OVERVIEW
Key: All Other Raters
Self
Norm Group
Self/Other discrepancy
Self critically importantSBoss critically importantBA,BB
THINKING
Analyze Issues
S
BA
Use Sound Judgment
ADMINISTRATIVE
Establish Plans
Manage Execution
S
BA
BB
LEADERSHIP
Provide Direction
Lead Courageously
Influence Others BA
BB
Foster Teamwork
Motivate Others
S
Coach and Develop
S
Champion ChangeBB
INTERPERSONAL
Build RelationshipsBA
BB
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Skills Overview The Skills Overview allows you to compare how you see yourself with how othersview you in relation to The PROFILOR’s management skills and composites. In thisand all other sections of the Feedback Report, you will receive information from twoor more perspectives. The possible perspectives include Self, Boss, Direct Reports,Peers/Colleagues, and Other feedback providers you may have chosen.
The PROFILOR Questionnaire items were rated on the 5-point scale shown below.The averages listed in your report are based on this 5-point scale. Respondents wereasked to evaluate the extent to which you perform each behavior, as follows:
5 = To a very great extent4 = To a great extent3 = To some extent2 = To a little extent1 = Not at all
NA = Does not apply
Your self ratings are represented by the filled-in circle ( � ). The average of theratings you receive from all others is represented by the square ( ). Eachperspective included in your PROFILOR report was given equal weight in thiscomputed average; for example, one boss’s rating would be given the same weight asthe combined ratings of all your direct reports. The degree of difference between theself ratings and the ratings of others is represented by the line connecting the circleand the square ( � ).
The norm bar ( ) represents the middle 50% of the range of scores of the normgroup. This range helps you to see how your ratings compare with those received byother managers who have taken The PROFILOR. If the square ( ) is to the right ofthe norm bar, you ranked among the top 25% of the people who have taken theprofile; if the square ( ) is to the left of the norm bar, you ranked among thebottom 25%.
The Self/Other Discrepancies column on the far right of the graph allows you toidentify major discrepancy areas easily. For skills in which your self-ratings weremuch lower than those of others, the symbol ( ) appears. For skills in whichyour self ratings were much higher than those of others, the symbol ( ) appears.
The Importance column shows the most critical competencies from your and yourboss's points of view. These are noted by ( S ) for your self ratings and ( B ) for theratings of your boss.
The number of respondents from each perspective is indicated at the bottom of thepage. If only one peer/colleague responded, his or her ratings were averaged withthose of your direct reports for the purpose of anonymity. Likewise, if only one directreport responded, his or her ratings were averaged with those of your peers/colleagues.
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To interpret this section, follow these steps:
1. Note your highest and your lowest rated skills areas.
2. Determine how closely your self-perceptions match the perceptions ofothers.
� The Self/Other Discrepancy column will indicate those areas in which thediscrepancy is significant (a difference of greater than .5 between you andothers).
� If your self rating on a skill is much lower than the rating of others, yourexpectations may be higher than those of others, or you may beunderestimating your skill, or the others may be “easy” evaluators.
� If your self rating for a skill is much higher than the rating of others, youmay be overestimating your effectiveness. You may have skills which othersdo not see or you may have “blind spots” in relation to your skills. You maynot have or take the opportunity to demonstrate the skills.
� When analyzing discrepancies, keep in mind that the square ( ) representsan average. Your boss’s perspective may differ from the perspectives of yourdirect reports, peers/colleagues, or other feedback providers. In the thirdsection, Perspective Comparisons, you will see these distinctions.
3. Determine if the ratings of others indicate a pattern of high or lowratings across all skill categories.
� Consistently high ratings suggest your high overall effectiveness in theposition.
� Consistently low ratings suggest a number of possibilities you shouldconsider, including: the need for concentrated development; a strong messagefrom others for change; a lack of preparation or experience in your job; grossmisperceptions on the part of others, which should be changed if possible; ora poor match between the position’s requirements and your interests, skills,and abilities.
� You should also check the information provided in the PerspectiveComparisons section of your Feedback Report to determine if one perspectiveis exceedingly low compared to others, resulting in a low average.
4. If no overall pattern exists, look for patterns within PROFILOR factors.Again, high or low ratings within these categories can help you identify majorstrengths as well as areas which require improvement.
Make notes on your own Feedback Report or on the next page.
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Patterns, Messages, andDiscrepancies
Patterns:
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Messages:
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Discrepancies:
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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Perspective Comparisons � � � � � � � � � � �
SKILLSExtent to which skills are used Perspective
1not at all
2little
3some
4great
5very great
Name Norm Group
Pat Sample PDI Norms
PERSPECTIVE COMPARISONS
Other = 2
Peers/Colleagues = 3
Direct Reports = 3
Boss B = 1
Boss A = 1Respondents: Key: Average Rating, each perspective
Norm Group
THINKING
Analyze Issues
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Use Sound Judgment
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
ADMINISTRATIVE
Establish Plans
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Manage Execution
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
LEADERSHIP
Provide Direction
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Lead Courageously
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
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This part of the report compares your self ratings with each of the otherperspectives. The comparison allows you to see the consensus and differences byperspective.
The management skills and composites are listed. The average of each perspective isindicated by ( ). It is shown in relation to the norm of each perspective. The normbar for each perspective represents the middle 50% of the range of scores of thatperspective’s norm group. Thus, you can see how your ratings compare with thegroup norm on each perspective.
To interpret these results:
1. Determine if there is a pattern across skill areas or factors in which oneperspective is consistently higher or lower than the others. If there is, tryto determine why. For example, if your boss’s ratings are consistently muchhigher than those of your peers/colleagues, perhaps your boss knows you better,or is an “easy grader,” or perhaps you spend more time and effort ensuring thatyour boss is satisfied with your work.
2. For individual skills, determine whether you want to weigh oneperspective more heavily than another. For example, in some skills youmay decide to place more emphasis on the perspective of your direct reports thanon the others because they are more directly affected by your skill in these areas.On the other hand, your boss’s perceptions in the other skill areas may be moreimportant to you than those of your direct reports or peers/colleagues.
Make notes on your own Feedback Report or add more comments to the worksheeton page 11 of this Development Guide.
Perspective Comparisons
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Specific Question Results � � � � � � � � � � �
THINKING Analyze Issues 4.24 4.30 4.50 3.87 4.20 4.40 4.00
613 4.17 4.50 4.50 3.67 (3.00)[5.00](3.00)Learns new information quickly
99 4.42 (3.50)[5.00][4.67] 5.00 4.00 4.00 Understands complex concepts and relationships
103[4.67][5.00] 4.67 4.00 5.00 [5.00][5.00]Focuses on important information without getting bogged down in unnecessary detail
100 4.04 4.00 [5.00] 3.67 (3.00) 4.00 4.00 Analyzes problems from different points of view
106(3.92) 4.50 (3.33)(3.33) 5.00 4.00 4.00 Applies accurate logic in solving problems
Use Sound Judgment 3.69 3.88 3.45 3.17 4.50 4.00 4.00
115 3.71 4.00 [4.00] 3.33 (3.00) 4.00 (3.00)Considers alternative solutions before making decisions
123(3.46)(3.50) 3.67 (2.67) 5.00 (3.00)[5.00]Makes timely decisions
116[3.92](3.50) 3.67 [4.00] 5.00 4.00 4.00 Makes sound decisions based on adequate information
121 3.54 [4.50](2.00)(2.67) 5.00 [5.00] 4.00 Makes decisions in the face of uncertainty
ADMINISTRATIVE Establish Plans 4.34 4.60 4.36 4.00 4.00 4.80 4.80
214 4.42 [5.00] 4.67 4.00 (3.00) 5.00 (4.00)Translates business strategies into clear objectives and tactics
219 4.21 4.50 4.33 4.00 4.00 (4.00) 5.00 Identifies specific action steps and accountabilities
217(3.67) 4.50 (3.00)(2.67) 4.00 5.00 5.00 Prepares realistic estimates of budget, staff, and other resources
225 4.50 (4.00) 4.33 [4.67][5.00] 5.00 5.00 Anticipates problems and develops contingency plans
221[4.79][5.00][5.00][4.67] 4.00 5.00 5.00 Integrates planning efforts across work units
Manage Execution 3.96 4.39 3.92 3.35 4.00 4.33 4.22
261 3.92 [5.00] 3.67 3.00 5.00 (3.00) 4.00 Delegates enough of own work to others
262 3.96 (3.50) 4.33 4.00 3.00 5.00 4.00 Conveys clear expectations for assignments
*SMH
page #Avg
Oth
er
Pee
r
Dir
Rpt
Bos
s B
Bos
s A
Sel
f
SPECIFIC QUESTION RESULTS
* Successful Manager’s Handbook - 2000 edition.
Key:
[ ] 1 or 2 highest rated items in each skill foreach perspective
( ) 1 or 2 lowest rated items in each skill foreach perspective
If 3 or more ratings are equally high or low,none are marked
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The PROFILOR Questionnaire contains specific questions about your managementbehaviors. You and your respondents to the questionnaire evaluated the extent towhich the behavior is characteristic of you on the scale below:
5 = To a very great extent4 = To a great extent3 = To some extent2 = To a little extent1 = Not at allNA = Does not apply
The Specific Question Results section categorizes the questions under the skills theymeasure. These are listed on the left side of each page. Then, in the columns to the right:
� The first column is the rating you gave to each question.
� The next three columns show the ratings each perspective gave to each question.
� The next shows the averages of these three other perspectives.
� The last column is a reference to development suggestions for each item inPDI’s Successful Manager’s Handbook.
To use this section and avoid getting bogged down in detail:
1. Identify strengths.
� Look for brackets [ ] in each column. These are the questions on which youreceive high ratings by one or more perspectives.
2. Look for patterns.
� Look for brackets [ ] across all columns. These are questions on which youare consistently rated high.
� Look for parentheses ( ) across all perspectives. These are questions on whichyou are consistently rated low.
� Look for questions where the perspectives disagree by 1.5 to 2 points.
� Observe the consistency or discrepancy from your own ratings and those ofothers.
3. Look for development needs.
� Identify the questions on which you received lower scores by particularperspectives.
� Highlight strengths and development needs in your Feedback Report.
Specific Question Results
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Composite � � � � � � � � � � �
4.21 4.70 4.00 3.73 4.60 4.20 4.00 OVERALL PERFORMANCE
4.79 5.00 5.00 4.67 5.00 4.00 4.00 Gets the job done
3.67 5.00 3.67 3.00 3.00 3.00 3.00 Gets work done on time
3.88 4.50 3.00 3.00 5.00 5.00 5.00 Accomplishes a great deal
4.25 4.50 4.00 4.00 5.00 4.00 3.00 Is an effective manager overall
4.46 4.50 4.33 4.00 5.00 5.00 5.00 Produces high quality work
*SMH
page #Avg
Oth
er
Pee
r
Dir
Rpt
Bos
s B
Bos
s A
Sel
f
OVERALL PERFORMANCE COMPOSITE
* Successful Manager’s Handbook - 2000 edition.
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Special composites (such as the Empowerment and Career Issues Composites) arecombinations of questions which were already reported as part of other skill areas.In that way, they differ from the questions in the Overall Performance Compositewhich do not appear anywhere else in your Feedback Report.
The Overall Performance Composite is a measure of the bottom-line results that youget. These ratings specifically focus on results rather than the skills you use inachieving the results.
If your ratings on these questions are low, your respondents have concerns aboutyour overall productivity and effectiveness as a manager. Therefore, if any ratingsare lower than 3, you should talk with your boss about his or her concerns before youprepare and/or finalize your Development Plan.
If your ratings on these questions are high (above 4), your respondents generallyview you as an effective manager who gets results. This can be true even if yourratings on some of The PROFILOR skills were low. The lower skill ratings signalareas of potential difficulty for you.
The Empowerment Composite involves elements of the Leadership, Interpersonal,Communication, and Administrative factors. Managers who “empower” their directreports tend to be effective in all these areas. They build strong teams, develop theirpeople, seek input from others, and push decision making to the lowest possiblelevel.
Low ratings (below 3) show that the respondents do not see empowering behaviorfrom you, even though that may be your intent. High ratings (above 4), especiallyfrom your direct reports, indicate that they see your ways of approaching work andbehaving as empowering.
The Career Issues Composite is based on research that Personnel Decisions, Inc. hasconducted. High ratings (above 4) are positive; this indicates that you aredemonstrating the skills and behaviors which our research shows tend to keeppeople out of difficulty in the organization.
Your boss’s ratings may be particularly important to you. If your ratings are low(below 3) on these questions, talk with your boss about his or her concerns. Doing sowill give you a clearer idea of how to interpret your ratings.
If your ratings from the other perspectives are low, they deserve attention as well.Low ratings by your direct reports may signal potential difficulties of which yourboss may not yet be aware.
Composites
Overall Performance
Empowerment(may not appear)
Career Issues(may not appear)
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Highest and Lowest Ratings � � � � � � � � � � �
1 4.92 5.00 5.00 4.67 5.00 5.00 4.00 Stimulates others to make changes and improvements
2 4.88 4.50 5.00 5.00 5.00 5.00 4.00 Speaks clearly and concisely
3 4.79 5.00 5.00 4.67 5.00 4.00 4.00 Gets the job done
4 4.79 4.50 5.00 4.67 5.00 5.00 4.00 Listens willingly to concerns expressed by others
5 4.79 5.00 5.00 4.67 4.00 5.00 5.00 Integrates planning efforts across work units
6 4.75 5.00 4.67 4.33 5.00 5.00 4.00 Knows the job
7 4.75 4.50 5.00 4.50 5.00 5.00 4.00 Lives up to commitments
8 4.71 5.00 4.67 4.67 4.00 5.00 5.00 Treats people fairly
9 4.71 4.50 5.00 4.33 5.00 5.00 4.00 Knows when to supervise and coach people and when to leave them on their own
10 4.71 4.50 5.00 4.33 5.00 5.00 4.00 Inspires people to excel
11 4.71 5.00 4.33 5.00 5.00 4.00 3.00 Negotiates persuasively
12 4.71 5.00 4.67 4.67 5.00 4.00 5.00 Takes a stand and resolves important issues
13 4.67 5.00 4.67 4.00 5.00 5.00 5.00 Focuses on important information without getting bogged down in unnecessary detail
14 4.63 5.00 5.00 4.00 4.00 5.00 5.00 Knows which battles are worth fighting
15 4.58 5.00 5.00 4.33 3.00 5.00 4.00 Wins support from others
16 4.54 4.50 4.67 4.50 4.00 5.00 5.00 Expresses disagreement tactfully and sensitively
17 4.54 4.50 4.67 4.00 5.00 5.00 5.00 Develops effective working relationships with direct reports
18 4.50 4.50 5.00 4.00 5.00 4.00 5.00 Understands how the business is run
19 4.50 **** 5.00 4.00 5.00 4.00 5.00 Works toward win/win solutions whenever possible
20 4.50 5.00 5.00 4.00 4.00 4.00 5.00 Accurately identifies strengths and development needs in others
RANK
Avg
Oth
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Pee
r
Dir
Rpt
Bos
s B
Bos
s A
Sel
f
HIGHEST RATINGS
**** Item or skill not scored due to insufficient data
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This section summarizes all of your ratings. The 20 ratings for which you receivedthe highest average ratings from the perspectives of others are listed, as are the 20ratings for which you received the lowest average ratings. In addition to the text,each rank is shown.
In the Highest Ratings you can see your strengths through the eyes of others. TheLowest Ratings will indicate where you have opportunities to improve.
You may find that in some Highest Ratings you rated yourself much lower thanothers did. These may represent strengths you are not fully aware of.
In some Lowest Ratings you may have rated yourself much higher than othersrated you. These could represent blind spots which you may want to investigatefurther.
Make notes on your own Feedback Report or answer the questions below.
1. I am particularly pleased that the following behaviors were highly rated by myrespondents:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
2. I am particularly concerned about the low ratings I received on the followingbehaviors:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
Highest and LowestRatings
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Focus for Development � � � � � � � � � � �
GENERAL STRENGTHS BEHAVIORS
BOSS A PERSPECTIVE SELF PERSPECTIVE
Name
Pat Sample
FOCUS FOR DEVELOPMENTBuilding On Key Strengths
NOTE: Skills rated most important by ‘Boss A’ and highest in skill by ‘others’ relative to the norm group.
NOTE: Skills rated most important by ‘self ’ and highest in skill by ‘others’ relative to the norm group.
NOTE: The above three skills were rated highest by ‘others’ relative to the norm group.
Establish Plans Integrates planning efforts across work units
Anticipates problems and develops contingency plans
Display Organizational Savvy Knows which battles are worth fighting
Anticipates the positions and reactions of others accurately
Coach and Develop Knows when to supervise and coach people and when to leave them on their own
Accurately identifies strengths and development needs in others
Display Organizational Savvy
Knows which battles are worth fighting
Anticipates the positions and reactions of others accurately
Analyze Issues
Focuses on important information without getting bogged down in unnecessary detail
Understands complex concepts and relationships
Influence Others
Negotiates persuasively
Wins support from others
Coach and Develop
Knows when to supervise and coach people and when to leave them on their own
Accurately identifies strengths and development needs in others
Motivate Others
Inspires people to excel
Creates an environment where people work their best
Manage Disagreements
Expresses disagreement tactfully and sensitively
Works toward win/win solutions whenever possible
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This section helps you create your Development Plan by identifying your key skillstrengths and development needs as seen by others—the combined perspectives ofboss, direct reports, peers/colleagues, and other feedback providers you may havechosen.
This section has two pages, one devoted to strengths, Building on Key Strengths,the other to areas for improvement, Addressing Development Needs.
The General Strengths and General Development Needs identify your three highestand three lowest rated skills relative to the norm group. Because your scores arecompared with those of the norm group, these represent your competitive strengthsand development needs.
The BOSS PERSPECTIVE and SELF PERSPECTIVE identify the skills designatedas most important by you and your boss and rated highest and lowest by yourrespondents relative to the norm group.
After each strength is identified, the two behaviors in each skill area which makeyou effective are shown. For the development areas, the two lowest rated behaviorsfor each skill are shown. On-the-job development suggestions are included for eachdevelopment need highlighted.
Key strengths are skills seen as strong by others; development needs can beinterpreted in several ways. They may be skill deficits, opportunities for fine-tuning,low priority areas, or behaviors you have not demonstrated in the presence of one ormore respondent groups.
If, in your Feedback Report, all skills are rated as a 4 or higher, the Focus forDevelopment sections specify opportunities for you to fine-tune your skills. If thereport contains ratings below 4 on skills determined to be important to your job,your improvement in these areas may be critical to your future success.
Since these areas of growth and development are identified relative to the normgroup for managers, they may not be your absolute highest and lowest skills orbehaviors. Therefore, it is very important for you to evaluate the validity of thesesuggested areas of growth and development, given what you know about yourspecific situation and the more complete feedback you have received through thisprocess.
The information in this section is the cornerstone of your Development Plan.
Focus for Development
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Development Suggestion � � � � � � � � � � �
DEVELOPMENT SUGGESTION
Use Sound Judgment
DEVELOPMENTAL OBJECTIVE: Make timely decisions
ON-THE-JOB ACTIVITIES
When managers do not make timely decisions, they may miss deadlines, hold up
projects, waste resources, and frustrate others who are waiting for the decisions.
In these situations, some managers want to be certain they have collected enough
information; others, concerned about "being right", spend a lot of time on the
analysis of that information. To be timely in decision making:
ı Ask yourself:
ı Avoid “analysis paralysis.” Set a deadline to complete your information
analysis. Prioritize your greatest concerns and spend your analysis time
on them.
ı Rather than insisting on certainty in the decision, anticipate what you will
do if problems arise.
ı Once you've made a decision, stand by it. Avoid reopening the decision-
making process unless new information strongly indicates the need for
reconsideration.
RECOMMENDED READING
Dawson, Roger. The Confident Decision Maker. New York: William Morrow &
Company, 1992. ISBN: 0-688-11564-0.
SUGGESTED SEMINAR
Problem Solving and Decision Making. American Management Association,
P.O. Box 319, Saranac Lake, NY 12983, 800/262-9699.
- What additional information could be collected? How long will it take to
collect?
- What information is absolutely necessary?
- What information would make you feel better, but probably would not
cause you to change your decision?
23
Managers often have difficulty thinking of on-the-job developmental activities. Also,they often lack the time and resources to identify appropriate readings or seminarsfor inclusion in their development plans. To get you started, your Feedback Reportcontains Development Suggestions for addressing your specific objectives (seesample on facing page).
The suggestions for each development objective may include on-the-job activities,recommended readings, or vendors for seminars in each of the skill areas. Not all ofthe suggestions may be appropriate for your situation. Some may be toofundamental in nature. Others may be inappropriate for your level. If you are likemost individuals, however, you will probably find that several of the suggestions canbe incorporated directly into your Development Plan or included with slightmodifications. You may also think of other ideas for development when reviewingthe suggestions, or you may want to refer to the Successful Manager’s Handbook.
To achieve your goal of continued growth and development, target your specificdevelopment objectives and formulate concrete action plans to meet them.
Development Suggestions
24
Formulating a Development Plan
Drafting a Plan Now that you have reviewed your Feedback Report, the next step is to formulate aDevelopment Plan to:
� Capitalize on your strengths.
� Address your development needs.
In our more than 25 years of helping managers change, PDI has found that there arekeys to effective development planning:
� Establish clear, specific goals.
� Tailor your development activities to your needs and learning style.
� Review and recognize change.
The PROFILOR Feedback Report gives you a lot of information about your strengthsand development needs. It is your job to determine on which of these you want tofocus development. You can use The PROFILOR feedback to:
� Increase your effectiveness in your present position, and/or
� Prepare yourself for future assignments.
Complete the Focus Chart on the next page using the following:
1. Focus for Development - to determine skill areas and behaviors which ThePROFILOR indicates as most important for job development and more generaldevelopment.
2. Specific Question Results and Highest and Lowest Ratings - to identifyother specific behaviors which are important to your development.
3. Importance Summary and Skills Overview - to identify overall strengthsand development needs which are important for you to note.
Before finalizing your Focus Chart, you may find it necessary to hold a follow-updiscussion with your direct reports or boss.
Put the skills and behaviors in the appropriate box on the following page.
Using The PROFILOR forDevelopment
25
Focus Chart
For your Development Plan you should concentrate on the boxes on theright.
high
low
Strengths to expandStrengths that are not needed now
Development needs to addressWeaknesses that do not matter now
Sk
ill
or E
ffec
tive
nes
s
low highImportance
26
You can always enhance your overall managerial effectiveness by using yourstrengths to greater advantage on your current job. In this way, you will beincreasing your job satisfaction; people usually enjoy doing that which they do best.
It is important that you focus your efforts on priority areas or changes mostbeneficial to both you and the organization. Your Feedback Report has helped youidentify strengths from the perspectives of others in your organization. Now it istime to select one to three of your most important strengths for greater use. To makethe choice, consider the extent to which the greater use of each will:
Benefit your organization.Increase your satisfaction in your current job.Prepare you for your next position.Help you develop one of your weaker areas.
Look through your Feedback Report and decide which one to three strengths youwant to place priority on right now. Record them in the Strengths Targeted forGreater Utilization column of your Development Plan.
Your Development Plan should be set up and managed in much the same way as animportant business project. Establish specific objectives. Examine each identifiedstrength and ask yourself what specific goals you would like it to meet. The lists ofactions you take that make you effective, as presented in the Focus for Developmentsection of your Feedback Report, can provide some starters. Ask yourself:
� How can I broaden my use of this skill?
� Are there others in the organization who need coaching and developing in thisskill?
� How can I use this skill to improve the productivity of my organization?
Record your objectives under each strength in the Strengths Targeted forGreater Utilization column of your Development Plan.
Examine each of the objectives you have selected and formulate specific action plansto meet them. Be creative in the formulation of your plan. Ask yourself:
� What do I need to know to broaden my use of this skill?
� What complementary skills would develop the use of this skill?
� What can I do to use this skill differently?
Building on Strengths
STEP 1:Target Specific Strengths forGreater Use
Set Specific Objectives
STEP 2:Formulate Action Plans
27
STEP 3:Involve Others
STEP 4:Establish Target Dates
Below are examples of action plans for better use of a strength in a current job.Suppose your objective is to promote even greater teamwork among groups. In thiscase, action plans might include:
� Visit companies known for teamwork and find out what they do.
� Conduct a formal or informal survey to determine where the friction points arebetween groups. Discuss the results with them and develop action plans.
� Teach team members to ask for feedback from other team members so they cansolve potential problems early.
� Do cross-functional or multi-team building.
� Coach team members on ways to work with other teams.
Record your plans for each objective in the Action Plans column of yourDevelopment Plan. Be sure to formulate at least one plan for each objective.
Your chances of success will be much greater if you involve others actively in yourDevelopment Plan.
Share your Feedback Report and Development Plan with your boss. In particular,your boss may be helpful in providing on-going feedback, coaching suggestions, oraccess to needed developmental opportunities. To prepare for your discussion,determine the specific ways you think your boss could help you on your objectives.
Since your direct reports probably see you most frequently, they can do a lot to help.They can provide feedback and ideas. We encourage you to share some or all of yourresults with them and let them know your specific development goals.
To realize your development objectives you need support and guidance from others.For each of your action plans, determine who could help you make progress.
Record the names of people you have identified and the ways in which they can helpyou in the Involvement of Others column of your Development Plan.
Target completion dates for each of your action plans to make steady progresstoward your objectives. Examine each action plan and decide what kind of targetdate you would like to use; then manage your action plans toward your objectiveswithin the specified time frame.
Record your target date for completion of each objective in the Target Date columnof your Development Plan.
28
A second, and perhaps more obvious, way of improving your overall effectiveness isto work on your development needs. We all have room for improvement, but most ofus have trouble deciding where to start. Development needs actually may be skills orbehaviors you have to learn and do; others may be ones that you simply have to do.
You can’t change everything at once, and you can’t be all things to all people. Thus,it is important to focus your development efforts on specific priority areas in whichchanges would be most beneficial. Your Feedback Report helped you identifydevelopment needs from the perspectives of others in your organization. Now it istime to select the one to three most important areas and place priority fordevelopment on them. To make the selection, ask yourself which ones are:
� Most important to improved effectiveness in my current position?
� Most critical to the achievement of my career and personal goals?
Look through your Feedback Report and decide which development needs you wantto place priority on right now. Record them in the Development Needs Targetedfor Improvement column in the Addressing Development Needs section of yourDevelopment Plan.
Examine each of the development needs you targeted for priority and ask yourselfwhat specific objective you would like to meet for each. The list of actions that youcan take to be more effective, as shown in the Focus for Development section of yourFeedback Report, can provide some starters.
Record your selected objectives below the development needs you have targeted forimprovement in your Development Plan. Be sure you have at least one objective foreach targeted need.
You have determined specific objectives for development which tell you the behavioror action you want to develop or do more frequently. To write a useful action plan,first determine:
� What knowledge or information you need before you can achieve your objectives.
� What skills you need to acquire or practice in particular situations before youcan achieve your objectives.
� What you need to know or understand that will influence you to make certainyou perform the behavior (put it high on your priority list).
The action plan portion of the Development Plan should address these issues.
Addressing DevelopmentNeeds
STEP 1:Target Specific DevelopmentNeeds for Improvement
Set Specific Objectives
STEP 2:Formulate Action Plans
29
People acquire skills gradually and begin using them in small, manageable steps.Thus, your Development Plan should include a series of smaller steps that lead toeach objective. Examine each of the objectives you have selected and determine howyou could break each into smaller action steps. Specific action steps like this areeasier to track, and they allow you to feel encouraged and reinforced when you meetthem.
Make sure that in formulating your action plans you use the whole range ofdevelopment opportunities available to you.
1. Start with the Development Suggestions in the last section of yourFeedback Report. These suggestions include on-the-job activities,recommended readings, and seminars. Several of these suggestions probably canbe incorporated directly into your Development Plan or included with slightmodifications.
2. Identify on-the-job activities. This is the most powerful and effective way toimprove job performance. You can improve your skills by taking on newassignments. These assignments might include:
� Managing new projects.
� Representing your boss at organizational functions.
� Making presentations to groups.
� Taking on special assignments or certain items generated in meetings.
� Volunteering to lead a task force or committee.
3. Ask for feedback and ideas from others. Your boss, peers/colleagues, anddirect reports can give you ongoing feedback as you work. You can then get ideasfrom them for your Development Plan.
4. “Model” others who are competent in a skill. Watch them in action or askthem how they handle certain situations. Ask what lessons they have learnedabout being effective in this area. Try some of these ideas yourself for a whileand see if they work for you. Discuss what you have tried and ask forsuggestions on how you might further improve.
5. The Successful Manager’s Handbook, published by Personnel Decisions, Inc.,may be of help in identifying readings, locating suitable seminars, and, mostimportant, expanding your on-the-job activities.
Record your action plans in the Action Plans column of your Development Plan. Besure to formulate at least one action plan for each objective.
30
As with your strengths, it is important to share your development objectives withyour boss. If you have many needs from which to choose, check your priorities withyour boss.
Many people within your organization besides your boss may be able to provideadditional development support. For each of your action plans, determine if there issomeone in addition to your boss—a trusted colleague, a direct report, or a friend—who could help you make progress. For example, you might set up periodic meetingsor phone calls to share your plans and review your progress. A friend, in particular,can give you honest feedback and perhaps gently remind you of your commitment toprofessional growth.
Record the names of people you have identified and the ways in which they can helpyou in the Involvement of Others column of your Development Plan.
The completion target dates for each of your action plans will help you make steadyprogress toward your objectives. Examine each of your action plans and decide whatkind of time frame you would like to use. For the action plan of directing workactivities more effectively, your target date might be right now. You could get anupdate today on the status of particular projects.
Record your target date for completion of each action plan in the Target Datecolumn of your Development Plan.
An example of a plan using a wide range of development activities is presented inthe sample Development Plan on the following pages.
STEP 3:Involve Others
STEP 4:Establish Target Dates
31
DEVELOPMENT PLAN
SAMPLE
32
BUILDING ON STRENGTHS - SAMPLEPlease record the strengths you have chosen for greater utilization, your specific objectives andaction plans, the involvement of others you require, and your target date for completion.
Foster Teamwork
Coach and Develop
Objective� Increase my skill in
identifying strengths anddevelopment needs.
Analyze Issues
Objective� Coach others to
understand complexconcepts andrelationships.
Objective� Involve others more in
shaping plans.
� Promote teamworkamong groups
1. Conduct a debriefing with customer focusteam to find if I've missed anyonenecessary to the discussion on new qualitystandards.
2. Keep a list, based on findings, ofinterested people to be involved indiscussions. (If I don't understand whysomeone should be included, I'll talk withthem).
3. Each time I meet with my staff, ask aboutproblems in coordination with othergroups.
4. Develop and conduct study to determineteamwork issues among groups; feed backinformation to team.
1. Volunteer to be trained as an assessor forin-house development centers.
2. Participate in training for assessment.
3. Serve as an assessor in two centers.
4. Use assessment skills with my own stafffor career development discussions.
1. Give feedback to staff that this is adevelopment need for them.
2. Agree to work with them on this. If anyonedoes not see the need, have that persontrack the effect.
3. Have them present their analysis of issuesto me, including factors involved, possibleconsequences, alternative views, andanticipated side effects.
4. Give positive reinforcement ofimprovements.
customer focus team
none
staff
H.R. person, staff,team leaders
boss
assessment staff
boss
staff
Sara and James
James and/or Sara
Sara and James
Sara and James
7/15
7/15
ongoing;evaluatequarterly
10/15
7/1
8/15
Sept.-Dec.
Nov.-Dec
7/20
8/1
ongoing;evaluatequarterly
ongoing;evaluatequarterly
STEP 1: STEP 2: STEP 3: STEP 4:
Strengths Targeted Action Plans Involvement of others Targeted dates
STRENGTH:
STRENGTH:
STRENGTH:
33
ADDRESSING DEVELOPMENT NEEDS - SAMPLEPlease record the development needs you have chosen for improvement, your specific objectives andaction plans, the involvement of others you require, and your target date for completion.
Display Organizational Savvy
Objective� Know what battles are
worth fighting
Leverage Networks
Objective� Establish networks with
people in the industry.
Empowerment
Objective� Increase the latitude I give
others to manage theirresponsibilities.
� Empower others with moreauthority.
1. Ask for feedback about when I havemisjudged this: What did I do? Whatwere the consequences?
2. Identify when others are telling me(verbally or non-verbally) that I'mpushing too hard. Stop and check if theissue is that important.
3. Ask my boss or peer to strategize withme to develop a less alienating way tohave my point heard.
4. Identify issues where I should simplyback off.
1. Talk with boss about best industryorganizations.
2. Determine how to get involved in theorganization.
3. Identify ways in which that involvementcan be useful.
4. Use network to bring in information andpoints of view from others outside thecompany.
1. Shadow managers known for empoweringothers.
2. Based on those observations, ask foradditional feedback from direct reports.
3. Listen to tape on delegation.
4. Determine three things I can dodifferently.
5. Ask for feedback after I have begunimplementing changes.
boss, trusted peer
none
boss, peer
none
boss
boss, othermembers
other members
industryorganizations
peers/colleagues
direct reports
none
direct reports
direct reports
8/15
ongoing
ongoing
ongoing;evaluatequarterly
7/1
1/30
1/30
ongoing;evaluatequarterly
8/15
9/15
9/15
9/15
10/15
STEP 1: STEP 2: STEP 3: STEP 4:
Development Needs Targeted Action Plans Involvement of others Targeted dates
DEVELOPMENT NEED:
DEVELOPMENT NEED:
DEVELOPMENT NEED:
34
BUILDING ON STRENGTHSPlease record the strengths you have chosen for greater utilization, your specific objectives andaction plans, the involvement of others you require, and your target date for completion.
Objective
Objective
Objective
STEP 1: STEP 2: STEP 3: STEP 4:
Strengths Targeted Action Plans Involvement of others Targeted dates
STRENGTH:
STRENGTH:
STRENGTH:
35
ADDRESSING DEVELOPMENT NEEDSPlease record the development needs you have chosen for improvement, your specific objectives andaction plans, the involvement of others you require, and your target date for completion.
Objective
Objective
Objective
STEP 1: STEP 2: STEP 3: STEP 4:
Development Needs Targeted Action Plans Involvement of others Targeted dates
DEVELOPMENT NEED:
DEVELOPMENT NEED:
DEVELOPMENT NEED:
36
Summary
The next steps I want to take to implement my Development Plan are:
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If you have questions about your PROFILOR Feedback Report, please contact:
Personnel Decisions InternationalProduct Operations2000 Plaza VII Tower45 South Seventh StreetMinneapolis, MN 55402-1608612/339-0927 or 800/400-1121 (U.S. only)
In Europe contact:
Product OperationsPersonnel Decisions International EuropeGulledelle 961200 Brussels, Belgium
TEL: 32.3.777.70.20FAX: 32.2.777.70.55
For more information on other products and services, please call PDI’s ClientRelations, 800/633-4410 (U.S. only).
