5/3/2013. Executive Leadership Team. Choices. Group Report COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED.

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5/3/2013 Executive Leadership Team Group Report COPYRIGHT 1996

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Introduction is a research-based measure of Learning Agility defined as the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or

3 Introduction is a research-based measure of Learning Agility defined as the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions. Learning Agility is different from the kinds of learning that help us in memory, analysis, and comprehending new information. Rather, it relates to learning new personal behaviors or ways of viewing events and problems. Research has shown that Learning Agility is more predictive of broad leadership potential than intelligence. One reason for this is that many of us are more likely to rely on our successful habits from the past rather than going to the trouble of creating new ones. Under the pressure of change or first-time situations for us, we stick to our comfort zone, repeating what has worked before or switching to a different past solution, but not a new strategy. Report Overview This report represents the results of a assessment. The format is known as multi-rater, therefore the results will include responses from several rater groups. Raters completed a survey of the 81 items that represent behaviors associated with Learning Agility. The items that comprise the survey are sorted into five areas, or Factors. Within each Factor, items are further grouped into Dimensions to add texture and help you home in on more specific behavioral themes. This Dimension level analysis will be beneficial as you consider where best to focus development of your Learning Agility. The Factor and Dimension structure is illustrated below: COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 1

4 Introduction Rater Groups Your report includes ratings from several people who are grouped into categories based on their relationship with you. The table below lists the most common rater groups that you might expect to see in your report. (Note: Your report results may not include all these groups.) Rater Group Self Direct Manager(s) Other Manager(s) HR Peers Direct Reports Customers Others All Others Description Displays your own responses to the survey. This is your boss, supervisor, manager, and/or the leader who directly manages you. In most cases, this will be one person. If you are in a matrixed organization, this rater group might contain more than one person. This group contains one or more bosses or colleagues of your direct manager, supervisor, or boss (a.k.a. the boss or bosses of your boss). This group might also contain a past boss of yours, typically from the same organization that you are in currently. This group is made up of the one or more Human Resource Professionals who are familiar with you and with the concept of Learning Agility. These are people who are at the same level as you colleagues either from within your same unit or from outside the unit. These are the people who report to you. You are the boss of these raters. This group consists of external (outside of the organization) customers or clients. In some applications, the administrator may specify an additional group of raters (like customers). Raters who do not fit into the groups listed above will appear here. This category represents the aggregate of every group of raters described above (but NOT including Self). Much of the report will display results from All Others. Rating Scale Definitions When you and all other raters completed the survey, you responded to this question: How would you describe/rate the participant (or yourself) on this behavior? Using the following rating scale to respond: 5 One of the clearest examples of this 4 Does this better or more 3 2 Does this less well or less 1 0 Don t know/can t rate clearly COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 2

5 Introduction What You Will Find in This Report Your Overall Learning Agility Summary is presented first, including how each of the rater groups compared. Next, you will find your Factor Profile, a Factor-level Learning Agility Profile which illustrates how your scores across the five main areas of Learning Agility compare to each other. Since meaningful development of Learning Agility occurs at a deeper level than the more general Factor context, the next sections of your report focus on the 27 Dimensions of Learning Agility. These sections include a Dimension Overview and a Dimension Summary. The Dimension Overview illustrates the overall structure and highlights your top third and bottom third rated Dimensions. The Dimension Summary lists each of the 27 Dimensions in rank order from highest rated to lowest rated (based on percentile). *To further aid in interpreting your results, your report may also include a subset of the individual items from the survey specifically, the highest and lowest rated items from the combined All Others rater group. **Finally, if any raters submitted written comments, those would be listed in the Comments by Raters section. Your report contains some or all of the following sections: Overall Learning Agility Summary Factor Profile Dimension Overview Dimension Summary *Highest Rated and Lowest Rated Survey Items **Comments by Raters The Coach Section of this report contains these additional sections: of Item Ratings Overall Learning Agility Scoring Frequently Asked Questions COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 3

6 Introduction How to Interpret Your Scores To enable you to understand your score relative to others, scores have been converted into percentiles. The percentiles are based on norms from a global sample of nearly 6,000 organizational leaders and professionals collected between 2007 and For example, a percentile score of 60 indicates that this individual is equal or higher on a factor of Learning Agility than 60% of other individuals who have taken this assessment. Similarly, a percentile score of 40 indicates that this individual is equal or higher on a factor of Learning Agility than 40% of other individuals who have taken this assessment. When examining the assessment results, it is helpful to understand your relative highs and lows across the 27 Dimensions of Learning Agility in the context of your current job and career goals. Recognize that characteristics associated with higher scores may be desirable for certain jobs and organizations, but not all. Research indicates that Learning Agility is very beneficial for broad leadership roles and is also helpful in many, but not all, other situations. Finally, because Learning Agility can be developed, if you aspire to the kinds of jobs or the characteristics where having higher levels of Learning Agility would be beneficial, you can choose to focus on growing and practicing those behaviors. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 4

7 Overall Learning Agility Summary The graph below illustrates your Overall Learning Agility today. This percentile score was derived from the cumulative ratings from All Other raters across the 81 items. 10th 33rd 50th 67th 90th Note: Overall score does not include Self rating. This graph illustrates the distribution of scores across the different rater groups. This is helpful in understanding how different groups perceive your relative Learning Agility. 10th 33rd 50th 67th 90th Note: Numbers in ( ) refer to number of raters in each rater group. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 5

8 Factor Profile The Factor-level Learning Agility Profile illustrates how your scores compare to each other across the five main factors of Learning Agility. The percentile scores below represent the composite ratings from All Other rater groups (but NOT including the Self rating). This profile helps reveal areas where you are currently demonstrating Learning Agility more (or less) often than others. SELF- AWARENESS MENTAL AGILITY PEOPLE AGILITY CHANGE AGILITY RESULTS AGILITY If you often demonstrate these Learning Agility behaviors, you are likely to Reflect on your experiences, clearly understand your personal strengths and weaknesses, actively seek feedback, gain insights from missteps Be comfortable with complexity and ambiguity, find solutions to tough problems, have broad interests, be highly curious Work effectively with and through a diversity of people, be politically agile, adjust your approach to the situation, manage people conflict well Never be satisfied with status quo, introduce novel perspectives, experiment with new ideas, willingly take the heat of others resistance to change Get the most out of limited resources, instill confidence in others, not give up easily, build high-performing teams If you demonstrate these Learning Agility behaviors less often, you may Be satisfied with who you are, like to focus on the present, value people who accept others as they are, believe you know yourself better than others Value conventional wisdom, focus on what is readily apparent, seek mostly error-proof solutions, prefer when things are clearly defined Treat everyone the same, favor harmony, prefer people you have a lot in common with, do and say things that align with your personal values Like it when things are settled, view unvetted ideas with skepticism, honor tradition, ensure consensus before initiating change Prefer not to be in the spotlight, get discouraged when things don t go as planned, like working on your own, prefer predictable courses of action COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 6

9 Dimension Overview The Dimension Overview illustrates the overall structure and it highlights your top third and bottom third rated Dimensions, based on ratings from All Other rating groups (but NOT including the Self rating). Your top third Dimensions are highlighted in Green and your bottom third are highlighted in Orange. FACTOR I: SELF-AWARENESS FACTOR II: MENTAL AGILITY FACTOR III: PEOPLE AGILITY FACTOR IV: CHANGE AGILITY FACTOR V: RESULTS AGILITY D1: Personal Learner Personal Learners view themselves as a work in progress. They are committed to the journey of self-improvement rather than a specific destination of perfection. Every experience presents them with an opportunity to learn. D6: Inquisitive Being Inquisitive means constantly hunting for answers to questions like What s this? How does that work? Why did that happen? What can be learned from this? Tough problems become intriguing puzzles to be solved. D12: Open Minded People who are Open Minded collect more viewpoints and are open to ideas they don t necessarily agree with. They recognize the value in learning from others and will adjust their viewpoint when it makes sense to do so. D18: Continuous Improver Continuous Improvers retain a healthy dose of skepticism about the current state of things. They find golden nuggets to innovate and change fast, in both small and big ways. D23: Drive Individuals high in Drive tap into an intense internal energy and channel it directly toward the outcomes they seek. Nurtured and sustained correctly, Drive provides sustainable fuel to overcome challenges and achieve at the highest levels. D2: Feedback Oriented Feedback Oriented people seek and act on feedback from many sources. They are comfortable with making personal changes and they view criticism as helpful input. D3: Reflective Cultivating a Reflective mind-set requires the time, the space, and the desire to examine thoughts, feelings, and actions. Reflective people make sense of their experiences, take lessons from those experiences, and make adjustments for the future. D4: Emotion Management People who are skilled at Emotion Management both understand and manage their emotional triggers. This enables them to stay composed in highpressure situations and maintain a positive, proactive attitude. D5: Self-Knowledge People who don t know their strengths and weaknesses tend to overestimate themselves. Having Self-Knowledge helps people use their strengths better and develop where they are less skilled. D7: Broad Scanner Broad Scanners find something inherently fascinating in just about everything. They explore a variety of diverse sources, making it possible to extract insights that would otherwise be elusive. D8: Connector Connectors can see beyond the obvious. They look underneath the surface features of an issue, problem, or set of conditions to find the in-common, the patterns, in what seems to be completely unrelated but isn t. D9: Essence Essence involves looking to patterns and causes of how and why something works (or doesn t work) to uncover the meaning, the essence, of a problem, issue, or challenge. D10: Complexity When confronted with piles of information, often contradictory information, those skilled at Complexity are able to sort through, categorize, and distill the information down to simpler, understandable themes to help solve complex problems. D11: Manages Uncertainty The person who Manages Uncertainty effectively handles ambiguity and uncertainty. They adjust their approach to both problems and people to match changing conditions. And surrender the need to be sure. D13: People Smart Someone who is People Smart accurately anticipates how others are likely to respond in different situations. They are in tune with others strengths and weaknesses, values, and perspectives. These insights make it easier to adjust and respond appropriately. D14: Situational Flexibility A person skilled in Situational Flexibility can sense interpersonal dynamics and adjust to the demands of different situations in real time. They adapt their demeanor and approach to what fits best because no two situations are exactly alike. D15: Agile Communicator Agile communicating is as much about the content, the what, of the message as it is about the how of the process. This means adjusting the pace, style, and message to the audience, whether communicating one-on-one or one-to-many. D16: Conflict Manager A Conflict Manager sees conflict as an opportunity rather than a problem. They don t avoid conflict, but are careful not to escalate it. Conflicts are handled in the positive spirit of collaboration, mutual gain, and solution orientation. D17: Helps Others Succeed Helping others succeed involves developing others by providing the right amount of challenge and autonomy. Being available as a coach and mentor. And stepping aside to let others shine. D19: Visioning The person with Visioning skill can anticipate future consequences and trends accurately and project multiple future scenarios. They study history, trends, parallels and lessons learned by others, and introduce new ways of viewing a problem or opportunity. D20: Experimenter Being an Experimenter means tirelessly trying, risking failure, yet secure in the knowledge that failure equals learning. Learning what not to do the next time they try. D21: Innovation Manager Innovation Managers transform new ideas into a successful something (product, service). They understand the creative process, project what s needed to execute on innovations, and effectively maneuver through the organizational maze. D22: Comfort Leading Change Those skilled at Comfort Leading Change can take a lot of heat, even when it gets personal. They use a balance of objectivity and empathy in dealing with people s resistance and are not deterred to move ahead with the change. D24: Resourcefulness A person skilled in Resourcefulness cultivates multiple ways of solving problems and can devise new approaches at a moment s notice. Obstacles and setbacks are merely something to be navigated. D25: Presence Those skilled at Presence encourage others to look beyond constraints and pursue fresh possibilities. They project confidence and poise, putting others at ease by establishing a You can count on me personal brand. D26: Inspires Others A person who Inspires Others is able to tap into what motivates people in order to create a sense of common purpose. They reinforce teamwork and strong effort, which instills confidence when tackling tough challenges. D27: Delivers Against the Odds The ability to get consistent results under difficult circumstances is characteristic of someone who Delivers Against the Odds. These people employ a focus, determination, resilience, and willingness to take risks to succeed in highly challenging situations. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 7

10 Dimension Summary The Dimension Summary provides a rank order presentation of your current skill level on the 27 Dimensions of Learning Agility. Results are listed from highest or strongest or best strength to lowest or weakest or most serious development need based on the average percentile score from all of the respondents who completed the survey (but NOT including the Self rating). Each of the 27 Dimensions is comprised of three (3) items. To best understand your results, concentrate on the one-third highest (your Learning Agility strengths) and the one-third lowest (your potential Learning Agility development opportunities) and look for patterns and themes. Potential Overuse: Depending on your individual results, in a few instances, you may see the term "Potential Overuse" associated with one of your higher-rated Dimensions. Research shows that if you demonstrate a Learning Agility strength without regard to demonstrating other, complementary, behaviors, what started as a strength could end up getting in the way of your effectiveness. For example, by balancing being a fast Connector with staying alert to whether people have caught up with you by being an Agile Communicator, you keep your Connector skill from becoming a barrier to effectiveness. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 8

11 Dimension Summary RANK DIMENSION PERCENTILE 10th 33rd 50th 67th 90th Unrated Items 1 Dimension 10: Complexity (Mental Agility) 5 81st 0% 2 Dimension 4: Emotion Management (Self-Awareness) 5 77th 0% 2 Dimension 20: Experimenter (Change Agility) 5 77th 0% 2 Dimension 9: Essence (Mental Agility) 5 77th 2% 5 Dimension 3: Reflective (Self-Awareness) 5 75th 8% 5 Dimension 8: Connector (Mental Agility) 5 75th 0% 7 Dimension 16: Conflict Manager (People Agility) 5 71st 2% 8 Dimension 18: Continuous Improver (Change Agility) 5 68th 0% 8 Dimension 2: Feedback Oriented (Self-Awareness) 5 68th 0% 8 Dimension 19: Visioning (Change Agility) 68th 1% COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 9

12 Dimension Summary RANK DIMENSION PERCENTILE 10th 33rd 50th 67th 90th Unrated Items 11 Dimension 5: Self-Knowledge (Self-Awareness) 66th 4% 12 Dimension 7: Broad Scanner (Mental Agility) 65th 7% 13 Dimension 1: Personal Learner (Self-Awareness) 61st 1% 14 Dimension 17: Helps Others Succeed (People Agility) 57th 11% 15 Dimension 15: Agile Communicator (People Agility) 54th 2% 15 Dimension 23: Drive (Results Agility) 54th 2% 17 Dimension 6: Inquisitive (Mental Agility) 53rd 5% 18 Dimension 12: Open Minded (People Agility) 51st 8% 19 Dimension 27: Delivers Against the Odds (Results Agility) 6 49th 4% 20 Dimension 24: Resourcefulness (Results Agility) 6 48th 8% COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 10

13 Dimension Summary RANK DIMENSION PERCENTILE 10th 33rd 50th 67th 90th Unrated Items 21 Dimension 21: Innovation Manager (Change Agility) 6 47th 0% 21 Dimension 13: People Smart (People Agility) 6 47th 6% 23 Dimension 11: Manages Uncertainty (Mental Agility) 6 45th 2% 24 Dimension 22: Comfort Leading Change (Change Agility) 6 43rd 6% 25 Dimension 14: Situational Flexibility (People Agility) 6 40th 4% 26 Dimension 26: Inspires Others (Results Agility) 6 28th 1% 26 Dimension 25: Presence (Results Agility) 6 28th 0% COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 11

14 Highest Rated and Lowest Rated Survey Items This section provides a subset of the individual items from the survey. The section lists the highest rated and lowest rated items as rated by all the respondents (but NOT including the Self rating). Highest Rated Items: Items are listed in descending rank order from the highest rated item to a maximum of 10 items (possibly fewer, depending on ties in ranking.) Lowest Rated Items: Items are listed in descending rank order ending with the lowest rated item to a maximum of 10 items (possibly fewer, depending on ties in ranking.) Because this section focuses on item level data, unlike the previous sections, results are displayed by rating (1 5) rather than percentiles. You will note the rating scale used in the survey is reflected at the top of each page. Interpreting themes by analyzing which items received the highest and lowest relative ratings from respondents can help you better understand how you are demonstrating specific behaviors of Learning Agility today. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 12

15 Highest Rated Survey Items Rank Item Mean 1 1 Can sort through complex data and information to make sense of it Is comfortable with complexity Has high internal standards of excellence Is able to connect things others don't see as related Takes time for reflection and introspection Maintains composure in emotional situations Picks up on things quickly Likes finding the essence of why things work and don't work COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 13

16 Lowest Rated Survey Items Rank Item Mean 1 74 Presents ideas and concepts in the language of the target audience Inspires others to work hard Effectively handles others' resistance to change Easily adjusts approach in response to changing situations Exudes self-confidence Creates energy and excitement in others to take on challenges Plays different roles and acts differently depending upon the demands of the situation Has a significant, noticeable presence COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 14

Developing Learning Agility Learning Agility is much more than just an abstract concept.

Because it s a set of behaviors, you can choose to develop these qualities in yourself and help build them in others.

what you re looking for. Now that you know more about your current Learning Agility, you can start to think about how best to develop it.

Development Resources FYI for Learning Agility is designed for any motivated person seeking to develop skills that lead to increased Learning Agility.

17 Developing Learning Agility Learning Agility is much more than just an abstract concept. It is characterized by certain behaviors and preferences both in how we go about our work and the choices we make on and off the job. Because it s a set of behaviors, you can choose to develop these qualities in yourself and help build them in others. We trust you will find value in gaining a clearer understanding of what it means to be learning agile and how, depending on your career and life aspirations, Learning Agility can help you achieve what you re looking for. Now that you know more about your current Learning Agility, you can start to think about how best to develop it. Here are some additional tools that can help you on your journey to explore and potentially build your Learning Agility. Development Resources FYI for Learning Agility is designed for any motivated person seeking to develop skills that lead to increased Learning Agility. It includes 200+ improvement strategies that you can use today on or off the job. Each chapter addresses development in the dimensions of Learning Agility and includes tips, recommendations, and suggested resources to learn more to help enhance your Learning Agility. Becoming an Agile Leader: Know What to Do When You Don t Know What to Do explores the five key characteristics, or factors, of Learning Agility. Spotlighting well-known leaders from business and the world stage, Becoming an Agile Leader is filled with more than 70 practical development tips you can start using today to increase your own agility and help ensure success in those new, challenging assignments. So you will know what to do when you don t know what to do. With Becoming an Agile Leader: A Guide to Learning From Your Experiences, you can explore the formative experiences that shaped the learning agile leaders profiled in the book Becoming an Agile Leader. This practical guide lets you reflect on your own experiences, past and present, and includes a comprehensive listing of on- and off-the-job experiences that will help you plan for assignments that build Learning Agility. The Becoming an Agile Leader Reflections App can help you achieve greater self-awareness through capturing on-the-spot insights and reflections. The Becoming an Agile Leader Reflections App provides inspiring, thought-provoking quotes related to the Learning Agility factors that help you easily reflect, document, and transfer lessons from your experiences. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 15

18 Coach Section FOR THE COACH This section of the report is intended for use by the person who will be serving as Coach for the individual learner (Self). The information in this section provides more detail on the ratings, which will help the Coach interpret the overall results in order to provide helpful feedback to the learner. By uncovering and exploring themes that emerge from the data, the learner can begin to focus on a targeted development plan to build Learning Agility. Also included in this section is information on overall scoring. This provides helpful data when using the assessment to identify high potentials within the organization. Finally, a list of frequently asked questions about report interpretation is included. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 16

19 of Item Ratings Rater Group Number All Others 30 Self 3 Direct Manager(s) 2 Other Manager(s) 3 Peers 6 Direct Reports 5 Customers 5 Others 7 This section displays skill ratings by the rater groups that are large enough to report. Two or more raters are required per rater group other than Self and Boss categories. Skills are listed in rank order of how all raters rated the learner s skills from highest to lowest. Because this section focuses on item level data, unlike the previous sections, results are displayed by rating (1 5) rather than percentiles. You will note the rating scale used in the survey is reflected at the top of each page. The items are displayed from highest or strongest or best strength to lowest or weakest or most serious development need based on the average score from ALL OTHER rater groups (but NOT including the Self Rating). Each item is broken down by rater category. Please note that if only one valid rater appears in the categories for Peers, Direct Reports, Customers, or Others, that individual s ratings are "rolled up" into the All Others category to protect anonymity. COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 17

20 GROUP SUMMARY AVERAGE The averages and the graph on the right represent the learner s average ratings across all the items. All Others is a rollup of each rater group except Self. All Others % Self Direct Manager(s) % Other Manager(s) % Peers % Direct Reports % Customers % Others % 1 Can sort through complex data and information to make sense of it. (Mental Agility: Complexity) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Is comfortable with complexity. (Mental Agility: Complexity) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 18

21 2 Has high internal standards of excellence. (Results Agility: Drive) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Is able to connect things others don't see as related. (Mental Agility: Connector) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 5 Takes time for reflection and introspection. (Self-Awareness: Reflective) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 19

22 6 Maintains composure in emotional situations. (Self-Awareness: Emotion Management) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Picks up on things quickly. (Mental Agility: Complexity) All Others Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others Likes finding the essence of why things work and don't work. (Mental Agility: Essence) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 20

23 9 Works hard and makes personal sacrifices to succeed. (Results Agility: Drive) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others % 10 Prefers to get to the root causes of things. (Mental Agility: Essence) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 10 Is constantly on the lookout for ways to make improvements. (Change Agility: Continuous Improver) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 21

24 10 Is able to manage his/her emotions. (Self-Awareness: Emotion Management) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Delivers results despite obstacles and setbacks. (Results Agility: Delivers Against the Odds) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Seeks information from a broad range of sources. (Mental Agility: Broad Scanner) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 22

25 15 Looks for the why and how of events and experiences more than the what. (Mental Agility: Essence) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Is more of a credit giver and sharer than taker. (People Agility: Helps Others Succeed) All Others % Self Direct Manager(s) Other Manager(s) % Peers % Direct Reports Customers % Others % 17 Seeks and looks forward to opportunities for new learning experiences in business or personal areas. (Self-Awareness: Personal Learner) All Others Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 23

26 17 Fills in the missing pieces needed to solve the problem. (Mental Agility: Connector) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Avoids words and actions that incite or escalate conflicts. (People Agility: Conflict Manager) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others % 19 Is good at envisioning "what if" scenarios. (Change Agility: Visioning) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 24

27 21 Appreciates other people's diverse perspectives, opinions, and behaviors. (People Agility: Open Minded) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Broadly shares responsibility and accountability. (People Agility: Helps Others Succeed) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others % 23 Looks back on situations and considers what he/she could have done differently. (Self-Awareness: Reflective) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports % Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 25

28 24 Views failures and mistakes as opportunities for learning. (Change Agility: Experimenter) All Others Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others After stating a position and being presented with reasonable counterevidence, can change his/her mind. (People Agility: Conflict Manager) All Others Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others Articulately explains complex ideas and concepts to others. (People Agility: Agile Communicator) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 26

29 27 Is eager to test new ideas. (Change Agility: Experimenter) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Is counted on to get things done in new and tough situations. (Results Agility: Delivers Against the Odds) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Asks "Can we make this better?" (Change Agility: Continuous Improver) All Others Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 27

30 27 Introduces new ways of viewing a problem or opportunity. (Change Agility: Visioning) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 31 Is willing to experiment with unproven solutions. (Change Agility: Experimenter) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others Seeks feedback. (Self-Awareness: Feedback Oriented) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 28

31 32 Responds to feedback and criticism without being defensive. (Self-Awareness: Feedback Oriented) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Often combines the best parts of more than one idea into an overall better idea or solution. (Mental Agility: Connector) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others Puts continuous effort into personal growth and improvement. (Self-Awareness: Personal Learner) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 29

32 36 Finds new things to learn and get good at. (Self-Awareness: Personal Learner) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 36 Admits to mistakes and shortcomings. (Self-Awareness: Self-Knowledge) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports % Customers Others Is curious about a lot of different things. (Mental Agility: Inquisitive) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 30

33 36 States others' opinions and arguments clearly and without bias. (People Agility: Agile Communicator) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others % 40 Changes based upon critical feedback, making a mistake, or learning something new. (Self-Awareness: Feedback Oriented) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Deals constructively with people he/she disagrees with, doesn't like, or is in conflict with. (People Agility: Conflict Manager) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 31

34 41 Is not easily deterred by others' negative reactions to something he/she thinks will eventually work. (Change Agility: Comfort Leading Change) All Others % Self Direct Manager(s) Other Manager(s) % Peers Direct Reports Customers % Others Is more likely to explore rather than dismiss other people's differing and unfamiliar viewpoints. (People Agility: Open Minded) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Has a broad range of interests. (Mental Agility: Broad Scanner) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 32

35 45 Is not deterred by failures when implementing something new. (Change Agility: Innovation Manager) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Is flexible and adaptable in finding ways to get things done. (Results Agility: Resourcefulness) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 47 Is more intrigued than stressed by tough problems and challenges. (Mental Agility: Inquisitive) All Others % Direct Manager(s) Other Manager(s) % Peers % Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 33

36 48 Is honest with self and others about own strengths and weaknesses. (Self-Awareness: Self-Knowledge) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports % Customers Others % 49 Has often achieved things with limited or rare resources. (Results Agility: Resourcefulness) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports % Customers % Others % 50 Takes an innovative idea and moves it all the way into practice. (Change Agility: Innovation Manager) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 34

37 50 Articulates reasons behind his/her thoughts, feelings, and actions. (Self-Awareness: Reflective) All Others % Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Assembles the best team to get the job done. (Results Agility: Resourcefulness) All Others % Self Direct Manager(s) Other Manager(s) % Peers % Direct Reports Customers Others % 53 Knows a lot about many work and nonwork topics. (Mental Agility: Broad Scanner) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 35

38 54 Stays reasonably positive despite negative circumstances. (Self-Awareness: Emotion Management) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others Is energized by working on many things at once. (Results Agility: Drive) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 55 Is observant and perceptive about other people. (People Agility: People Smart) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 36

39 57 Performs well under first-time conditions. (Results Agility: Delivers Against the Odds) All Others % Direct Manager(s) % Other Manager(s) Peers Direct Reports % Customers % Others % 58 Is constantly searching for something new. (Mental Agility: Inquisitive) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others Accurately anticipates future consequences and trends. (Change Agility: Visioning) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 37

40 60 Functions as effectively under conditions of ambiguity as when things are more certain. (Mental Agility: Manages Uncertainty) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others % 61 Develops and equips others to do their best work. (People Agility: Helps Others Succeed) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others % 62 Challenges the status quo. (Change Agility: Continuous Improver) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 38

41 62 Is comfortable when things are ambiguous, uncertain, or up in the air. (Mental Agility: Manages Uncertainty) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Can empathize (put himself/herself in the shoes of others). (People Agility: People Smart) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others Behaves situationally rather than how he/she feels or would like to act. (People Agility: Situational Flexibility) All Others % Direct Manager(s) Other Manager(s) % Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 39

42 64 Understands his/her impact on others. (Self-Awareness: Self-Knowledge) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers Others Anticipates how people are likely to act in different situations. (People Agility: People Smart) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports % Customers Others % 68 Monitors others closely to gauge his/her impact and adjusts accordingly. (People Agility: Situational Flexibility) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 40

43 69 Is looked to for direction in challenging situations. (Results Agility: Presence) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others People feel more confident when this person is in charge. (Results Agility: Inspires Others) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % 71 Lives with the negative consequences of leading change. (Change Agility: Comfort Leading Change) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 41

44 72 Has a genuine curiosity about other people. (People Agility: Open Minded) All Others % Self Direct Manager(s) Other Manager(s) Peers % Direct Reports Customers % Others % 72 Navigates through formal and informal channels to implement new ideas. (Change Agility: Innovation Manager) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others Presents ideas and concepts in the language of the target audience. (People Agility: Agile Communicator) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 42

45 75 Inspires others to work hard. (Results Agility: Inspires Others) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others Effectively handles others' resistance to change. (Change Agility: Comfort Leading Change) All Others % Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers % Others Easily adjusts approach in response to changing situations. (Mental Agility: Manages Uncertainty) All Others % Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others % COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 43

46 78 Exudes self-confidence. (Results Agility: Presence) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Creates energy and excitement in others to take on challenges. (Results Agility: Inspires Others) All Others Self Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others Plays different roles and acts differently depending upon the demands of the situation. (People Agility: Situational Flexibility) All Others Direct Manager(s) Other Manager(s) Peers Direct Reports Customers Others COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 44

ContractCoach, LLC. A Jeff Hastings Agency, Inc. Company A-Coach

ContractCoach, LLC. A Jeff Hastings Agency, Inc. Company A-Coach ContractCoach, LLC. www.contractcoach.com A Jeff Hastings Agency, Inc. Company 281-752-6565 844-4A-Coach 2 Budget Design Leads the Agency Toward the Vision Like anything else, you have to have a plan for