Discovery Leadership

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Discovery Leadership Profile Discovery
Learning, Inc.
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The purpose of the Discovery Leadership Profile

• To develop stronger leadership ability
• To create a better understanding of strengths and
  
• challenges
• To enable you to see how you are viewed by those
  with whom you work
• To focus on areas for improvement
• To create an action plan for personal development

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Leadership Categories

• Direction Strategy Anticipating future
  trends providing a clear vision for the future
  of the organization creating strategy, goals and
  objectives for getting there.
• Follow Through Accountability Managing the
  details of initiatives and projects insuring
  that skills and resources are available to do the
  job tracking and measuring progress.
• Communication Influence Becoming effective at
  listening and two-way communication stating
  opinions effectively promoting ideas in the
  organization.
• Developing Mentoring Others Managing the
  development and performance of others
  communicating clear expectations providing
  effective feedback.
• Self Management Varying approaches to different
  situations operating from a value center
  balancing priorities, maintaining composure and
  learning from experience.

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Categories continued

• Business Management - Builds productive
  relationships with partners and customers
  understands financial information uses good
  business judgment.
• Team Management Promoting a positive
  environment in which teams may develop and work
  defining team purpose encouraging team
  cooperation.
• Change Innovation - Being open to new ideas and
  opportunities challenging the status quo
  promoting continuous improvement.
• Integrity Trust Building the confidence and
  trust of others acting with integrity following
  through on promises.
• Decision Making Problem Solving Considering
  consequences of decisions building support for
  solutions involving others in decision-making
  and problem-solving processes

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Feedback Categories

• Combined Others Profile (light blue)
• Self Profile (red)
• Boss Profile (green)
• Peer Profile (dark blue)
• Direct Report Profile (yellow)
• Others Report Profile (peach)

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• Chris Sample
• Feedback
• Report

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(No Transcript)
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Leadership Categories
Pat Sample
Rater Summary
Combined Others (all raters)
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Self
Boss(es)
Pat Sample
Peers
Direct Reports
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Pat Sample
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Pat Sample
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Pat Sample
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10 Highest Items
Pat Sample
10 Lowest Items
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Or customized questions
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(No Transcript)
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• Understanding
• Your
• Feedback Report

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Things to look for
High Skill Areas
Higher Skill Areas These skills are identified
when the Self and Combined Others profile scores
fall between 4 and 5. The Top Ten/Bottom Ten
page in the Feedback Report highlights the top
ten Combined Others line-item scores for further
detail when reviewing line-item scores.
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Things to look for
High Skill Areas
Low Skill Areas
Lower Skill Areas These skills are identified
when the Self and Combined Others profile scores
are between 1 and 3. The Top Ten/Bottom Ten page
in the Feedback Report highlights the bottom ten
Combined Others line-item scores for further
detail when reviewing line-item scores.
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Things to look for
High Skill Areas
Low Skill Areas
Perception Gaps
Patterns
Perception Gaps - Starting with the Self and
Combined Others profiles, compare the scores on
each skill and identify gaps where the
respondents perspective was not in alignment
with your own personal view of your skills. A
perception gap occurs when there is a 0.5 or
greater difference between Self and Combined
Others, Peers, and/or Direct Reports
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Things to look for
High Skill Areas
Low Skill Areas
Perception Gaps
Patterns
Patterns - After reviewing the feedback report
and identifying perception gaps, it is important
to look for major patterns in the data. The
following questions will provide a starting point
for looking at patterns
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Questions for Exploring Patterns

• Do high scores or low scores tend to fall within
  a particular category?
• Do some skill areas represent clear strengths?
• Do some skill areas represent clear targets for
  improvement?
• Do you find that self-perceptions tend to fall in
  the overestimated or underestimated category?
• Does one respondent groups scores (boss, direct
  report, peers) vary greatly from others?
• How does the Boss Profile differ from other
  profiles?

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Feedback Window
No Surprise
Surprise
Good News
Bad News
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Feedback Window
Higher Skill Area 1 No Perception Gap
No Surprise
Surprise
Good News
Bad News
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Feedback Window
Higher Skill Area 1 No Perception Gap
No Surprise
Higher Skill Area 2 Perception Gap
Surprise
Good News
Bad News
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Feedback Window
Higher Skill Area 1 No Perception Gap
Lower Skill Area 3 No Perception Gap
No Surprise
Higher Skill Area 2 Perception Gap
Surprise
Good News
Bad News
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Feedback Window
Higher Skill Area 1 No Perception Gap
Lower Skill Area 3 No Perception Gap
No Surprise
Higher Skill Area 2 Perception Gap
Lower Skill Area 4 Perception Gap
Surprise
Good News
Bad News
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Top 10 Reasons to Dismiss Feedback

• 10 My respondents really dont know me that
  well.
• 9 There is another person with my name in my
  organization.
• 8 I purposely picked people who dont like
  me.
• 7 Im really not like this, my job makes me
  act this way.
• 6 All my strengths are right but the
  weaknesses are wrong.
• 5 My raters dont speak English.
• 4 My raters misread the instructions and
  scored the items backwards.
• 3 My boss asked me to be this way, but Ive
  changed recently.
• 2 My raters are jealous of my popularity and
  effectiveness.
• 1 I actually filled out all the surveys
  myself, incorrectly.