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Your TRANSFORMATION COMPETENCIES SELF-DIAGNOSIS

Your SELF-DIAGNOSIS

Below, you can find your detailed and personalised report with the diagnosis of your level of development in the 12 Transformation Competencies, based on your answers to the questionnaire.

Review it calmly and reflect on your areas of improvement in each competency. The objective is to help you work on your own transformation and to serve as a tool to design a self-development plan in which YOU are the leading character.

INTRODUCTION: THE TRANSFORMATION COMPETENCIES MODEL

The self-diagnosis is based on our transformation model, created from the experience of accompanying more than one hundred companies -and thousands of people- from thirty countries in their transformation process for fifteen years.

These are 12 Transformation Competencies that, in our experience, are decisive in driving transformation with speed and depth

SUMMARY OF MY SELF-DIAGNOSIS

Below you can find an aggregate view of your level of development, based on your answers to the self-diagnosis questionnaire.

For each of the competencies you get a score from 0 to 10, which allows you to briefly identify the areas where you have the greatest opportunity for improvement.

Low

0 – 5

You do not have the competency or show notable deficiencies in its development.

Average

5 – 7

You are in the process of actively developing this competency, but you are not yet a reference in your organisation based on your level of development.

Good

7 – 9

You are a unanimous reference in the organisation in that competency. And you are frequently asked to help others develop it.

Excellent

9 – 10

You show a world-class development of the competency. You have studied and applied it so much that you could author books or lecture on it.

Strategy

Diagnosis & Decision Low

0

Project Design Low

0

Agile Execution Low

0

Leadership

Integrity Low

0

Closeness Low

0

Feedback Low

0

Communication

Verbal-Non Verbal Communication Low

0

Written Communication Low

0

Effective Presentations Low

0

Collaboration

Digital Tools Low

0

Meeting & Workshop Management Low

0

Matrix Influence Low

0
01

Diagnosis & Decision

0 Low
Low
Average
Good
Excellent

DISRUPTIVE THINKING

TOP-DOWN ANALYSIS

EXPERIENCE IN STRATEGIC REFLECTION

FLEXIBILITY AND OPENNESS TO OTHER POINTS OF VIEW

DECISION UNDER PRESSURE

Self-diagnosis: Bad.

Your answers reveal that you have difficulty “reading” complex situations, identifying critical factors quickly, and making practical decisions that speed up your desired results. Your limited development in this competency may be leading you to make less strategic decisions and to direct your organisation’s resources in the wrong direction or to manage them inefficiently. It is key that you start by training your analytical capacity to improve your diagnoses and your decisions.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Diagnosis & Decision” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

DISRUPTIVE THINKING Low

It is the ability to not stick by inertia to the established framework and open new possibilities, evaluating non-traditional ways and proposing innovative alternative solutions.

You show a low level of development, which limits your ability to evaluate disruptive alternatives, to propose transformative scenarios and to generate innovation in your organization. You may want to study disruptive thinking techniques and dynamics.

TOP-DOWN ANALYSIS Low

It is the ability to tackle complex realities starting from the overall perspective, to achieve a broad vision of the problem, and then deconstructing the elements that compose it.

You show a low level of development, which limits your ability to make strategic decisions focusing on the essential, without getting lostin secondary elements.

EXPERIENCE IN STRATEGIC REFLECTION Low

It is the ability, always the fruit of extensive experience, to generate clarity in strategic discussions, knowing how to integrate diverse perspectives and making the discussion progress smoothly.

You show a low level of development, which indicates that, until now, you have not had none or little involvement in strategic reflection processes and that you have a limited vision of the business and your organisation. Try to participate in discussion forums that allow you to gain experience.

FLEXIBILITY AND OPENNESS TO OTHER POINTS OF VIEW Low

It is the capacity to be open to other ideas, listening to them with genuine interest, without prejudice, to enrich the perspective on an issue. In contexts of strategic discussion, there is no worse practice than “falling in love” with an idea, leaving no room for alternative approaches.

You show a low level of development, which indicates rigidity when participating in collaborative processes of debate and decision, and difficulty in incorporating other ideas into your reflections. Try to stay open to improve your perspective.

DECISION UNDER PRESSURE Low

It is the ability to make decisions calmly and firmly when you have limited (or excessive) information, there is little time and there are relevant risks associated to the decision.

You show a low level of development, which indicates that the pressure in these situations usually overwhelms you, making you make decisions rashly, or even not make them, leaving the future in the hands of fate.

02

Project Design

0 Low
Low
Average
Good
Excellent

LANDING OF STRATEGIC CHALLENGES

HANDING-OVER OF PROJECT TO TEAM

ASSIGNING RESOURCES TO THE PROJECT

Self-diagnosis: Bad.

Your answers reveal that you have difficulty landing strategic challenges in projects with specific objectives, which achieve tangible and measurable results in a limited period. Therefore, your limited development of this competency could be slowing down the cruising speed of your team, your area, or the transformation of your organisation and causing an inefficient use of its resources. You may want to ask for support from people with more experience in Project Design to ensure that you land them well and faster.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Project Design” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

LANDING OF STRATEGIC CHALLENGES Low

It is the ability to turn a vision of the future into a plan that can make it a reality and it is achieved by landing challenges in concrete projects with specific and measurable objectives.

You show a low level of development, which seems to indicate that you have difficulty structuring the objectives and key activities of a project. You may want to ask for help from others who know how to quickly progress “from strategy to action design.”

HANDING-OVER OF PROJECT TO TEAM Low

It is the ability to make projects go from paper to action, speeding up approval processes, specifying initial requirements and ensuring that the team understands and is committed to the project vision from minute one.

You show a low level of development, which seems to indicate that you have difficulty defining the initial requirements of the project in a precise way, making it easier to start with a clear north, and that it is also difficult for you to transmit a challenging and exciting vision of the project to the assigned team, managing to engage everyone emotionally.

ASSIGNING RESOURCES TO THE PROJECT Low

It is the ability to assign the right people to the project and provide them with the material and financial resources necessary to get them off to a strong start.

You show a low level of development, which seems to indicate that it is difficult for you to assign to each person the role in which they have the greatest capacity to contribute to the project and that you overlook opportunities for optimisation and synergy with other areas during the resources allocation process.

03

Agile Execution

0 Low
Low
Average
Good
Excellent

AGILE METHODOLOGY

FLEXIBILITY AND VERSATILITY

CONFLICT MANAGEMENT

TEAM COMMUNICATION & LEADERSHIP

Self-diagnosis: Bad.

Your answers reveal that you experience difficulties leading project execution by empowering multidisciplinary teams to focus on early achievement, through an iterative learning process and dynamic planning, keeping the team cohesive even in crisis situations. Your limited development in this competency may be slowing down the speed of execution of your organization’s strategic projects. You should start by studying about agile methodologies.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Agile Execution” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

AGILE METHODOLOGY Low

It is the ability to work with a solid execution systematic, applying with criteria and flexibility the methodological practices —among them, those of the Agile philosophy— that are relevant to the type of projects you lead.

You show a low level of development, which seems to indicate that you have difficulty applying project management methodology with rigor and discipline. You may want to ask experts in this skill to provide you with basic learning resources.

FLEXIBILITY AND VERSATILITY Low

It is the ability to recognise situations where what is planned is not working and change the direction of a project, but with “tact” to keep the team excited and united.

You show a low level of development, which seems to indicate that you have difficulty recognising when a project is not progressing at the right pace and you may be lacking determination to stop incorrect dynamics, but keeping the team cohesive, and without putting at risk the pace of execution.

CONFLICT MANAGEMENT Low

It is the ability to prevent or contain the escalation of a conflict, reducing its destructive nature, to setup a framework from which to reach an agreement or even to resolve the conflict itself. It is in these “moments of truth”, in which the confrontation must be resolved by keeping the team together, where true leadership is calibrated.

You show a low level of development, which seems to indicate that, in conflict situations, it is very difficult for you to remain calm, act with composture and firmly, and properly manage the emotions of each person on the team.

COMMUNICATION AND TEAM LEADERSHIP Low

It is the ability to know what to communicate, how and when to keep a team informed, cohesive and committed.

You show a low level of development, which seems to indicate that you are not spending enough time keeping the team informed and giving feedback to each person about their performance, helping them define the best way to contribute to the project.

04

Integrity

0 Low
Low
Average
Good
Excellent

CLEAR AND CONSISTENT VALUES

PERSONAL STANDARDS

UNDERSTANDING OTHERS

INSPIRING LIFE

Self-diagnosis: Bad.

Your answers seem to indicate that you have not sufficiently reflected on the values that underlie your life; that you lack consistency to incorporate them into your daily behaviour; that you can improve in your personal demand, acknowledging your mistakes with humility and with the firm desire to strive for improvement; and that you could be more understanding with others and contribute in a more practical way to improve the habits of the people around you, inspiring them with your own life. In the dynamic and demanding professional contexts that we live in today, sometimes we can feel overwhelmed and not dedicate enough energy to keep our values above the pressures of the environment. Reflect on how you can rebalance your daily routine with an attitude more committed to your values and develop more personal demand.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Integrity” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

CLEAR AND CONSISTENT VALUES Low

It is the ability to act consistently every day, on the big things but also and on the small ones, in accordance with values that you have sufficiently reflected on, coming to internalise them and make them the foundation that sustains your life.

You show a low level of development, which indicates that you have not sufficiently reflected on the values that underlie your life; that you do not live your values with equal consistency in both professional and personal contexts; that you let yourself be carried away by behaviours that satisfy you immediately but are not necessarily aligned with your values; that in conflict situations you act in an individualistic way, putting your personal needs before the common good; and that you often get carried away by circumstantial excuses or by the volatility of your moods. You need to reflect more on your values and try to incorporate them into your daily behaviour.

PERSONAL STANDARDS Low

It is the ability to consistently translate your own values on a day-to-day basis through constant and hard-working behaviour. Living like this, little by little, we are building the character that is required to assume leadership responsibilities, whether at the head of a team, an organisation or something even more important, your family itself.

You show a low level of development, which seems to indicate that your life is disconnected from your values and that you usually act by letting yourself be carried away by instantaneous and circumstantial desires or by the volatility of your moods. You have two critical tasks ahead of you: reflecting on your life purpose and strengthening your will through small daily behaviours to effectively guide your life to your purpose.

UNDERSTANDING OTHERS Low

It is the ability to empathise with others, understanding that they can act with a different vision of reality and assuming that they could live in circumstances that we do not know, but at the same time helping them to improve and encouraging them to give more with the inspiration of your example and your life, without ever losing faith in the fascinating capacity for transformation that any human being has.

You show a low level of development, which indicates that you find it difficult to accept ways of being or perspectives different from yours. Possibly, to develop a more understanding view of others, you need to recognise your mistakes, without trying to mask them or blame others, ask for forgiveness when you have hurt someone, not hold a grudge against others and open yourself up to better know those who surround you to empathise with their circumstances and the efforts they make in their lives.

INSPIRING LIFE Low

It is the ability to move others to change their habits, to build their character and to live a life of human excellence, not from the cold demand of an impeccable life, but from the transforming force of an effortful life, but at the same time aware of their own fragility.

You show a low level of development, which seems to indicate that you are not perceived as an inspiring reference by those around you, they do not ask you for advice and you do not contribute in a practical way to improve other people’s habits. Reflect on what aspects of your life must change to regain the trust in you of the people in your personal and professional environment.

05

Closeness

0 Low
Low
Average
Good
Excellent

INTEREST IN GETTING TO KNOW OTHERS

EMPATHIC STYLE OF COMMUNICATION

ABILITY TO BUILD AND NURTURE RELATIONSHIPS

PRIORITY OF PEOPLE OVER THINGS

Self-diagnosis: Bad.

Your answers reveal that you have difficulty developing a genuine interest in others that allows you to know them, appreciate them, earn their trust, and contribute to displaying their talent. Possibly, it is also difficult for you to open yourself, showing yourself how you are and expressing what you feel, without fear of exposing your own fragility, and that raises an invisible barrier to connect with you that generates distrust in others and disinterest in collaborating with you on projects and initiatives.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Closeness” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

INTEREST IN GETTING TO KNOW OTHERS Low

It is the ability to open up oneself and to approach other people with the desire to know them in depth and to appreciate their personality and diversity, developing with them a stronger bond than a mere interaction of a technical and strictly professional nature.

You show a low level of development, which indicates that, in your day to day, you find it difficult to empathise with the personal issues of those around you and limit yourself to what is strictly technical and professional, without striving to generate a personal bond with everyone -not just the ones you naturally get on well with- that helps strengthen ties and build confidence in your team.

EMPATHETIC STYLE OF COMMUNICATION Low

It is the ability to communicate with those around you, showing real interest in listening to them and understanding their perspective, respecting them, even if they have very different points of view, and generating a warm climate that encourages sincere conversation.

You show a low level of development, which indicates that you have difficulties in having conversations in which your interlocutor feels listened to with genuine interest. Your communication style may be perceived as cold and distant, or as excessively intense and self-centred, creating a barrier that prevents deep and sincere conversations. You need to work on active listening.

ABILITY TO BUILD AND MAINTAIN RELATIONSHIPS Low

It is the ability to develop and care for the relationship not only with the people with whom we interact on a day-to-day basis, but also with those whom you met in the past or with whom you meet more occasionally, generating a network of relationships of trust that allows you to collaborate with people from different organizations, geographies and cultures.

You show a low level of development, which indicates that you have difficulty making new friends or actively maintaining friendship with the people you met in other teams or in other companies; that you prefer digital interaction to face-to-face communication, and that you only try to connect with people in your closest circle. Open yourself to meet and connect with more people for personal benefit and take your ability to collaborate and contribute to another level in your organisation and in your personal context.

PRIORITY OF PEOPLE OVER THINGS Low

It is the ability to give the people we work with high priority on our agenda, attending to their needs and listening to them carefully, without letting ourselves be in a hurry to resolve merely operational issues.

You show a low level of development, which seems to indicate that you act more as a manager of things than as a leader of people, since you give low priority to developing the relationship with your colleagues and your collaborators, you do not dedicate enough time daily and weekly to talk to them in a relaxed way and you don’t have development conversations with each person on your team often enough. You need to rethink your priorities to grow as a leader.

06

Feedback

0 Low
Low
Average
Good
Excellent

POSITIVE & CONSTRUCTIVE ATTITUDE

SELF-CONTROL & BALANCE

HANDLING DIFFICULT CONVERSATIONS

SELF-AWARENESS & SENSE OF OPPORTUNITY

Self-diagnosis: Bad.

Your answers reveal that you have difficulties detecting and expressing opportunities for improvement of the people with whom you collaborate in the organisation, especially if they have a higher hierarchical position or work in another area. You also find it difficult to show others your appreciation for good action or performance. Consequently, you give little feedback. To cultivate this competency, you need to start by developing the ability to “read” people’s personality, behaviour, and feelings, and cultivate the ability to design and engage in inspiring conversations that help others improve. For an inspiring leader, there is not another more transformative tool than face-to-face conversation.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Feedback” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

POSITIVE, CONSTRUCTIVE ATTITUDE & OF ACCEPTANCE Low

It is the ability to approach feedback with a constructive attitude -being able to ponder with serene objectivity both the virtues and the defects of others- and from a firm belief in the extraordinary capacity for transformation that each person has.

You show a low level of development, which seems to indicate that you focus too much on the defects of others, that your way of giving feedback can be discouraging and that you do not seem to have too much hope in the other person’s ability to change. Consequently, on many occasions you choose to criticise others behind their back, instead of giving them feedback. Sometimes an overly critical look at others is a mechanism to mask one’s own fragility.

SELF-CONTROL, PRUDENCE AND BALANCE Low

It is the ability to deliver fair feedback -cautiously evaluating the information you have and being open to incorporating complementary data that can change your perspective- without being distracted by opinions or moods and choosing the right moment to give it. 

You show a low level of development, which seems to indicate that, when giving feedback, you often let yourself be carried away by your emotions, without the equanimity to carefully analyse the information you have. Consequently, it is possible that, on many occasions, you achieve the opposite effect to what you were expecting from your feedback.

HANDLING DIFFICULT CONVERSATIONS Low

It is the ability to deal with those particularly uncomfortable feedbacks, without delaying or letting them pass, preparing them thoroughly and exposing your interlocutor with assertiveness -and at the same time with delicacy- the impact that his behaviour can have on himself and others.

You show a low level of development, which seems to indicate that you usually delay or avoid difficult conversations and approach them with little assertiveness, so that they lose their transformative capacity. The best way to build muscle from difficult conversations is to exercise it.

SELF-AWARENESS AND SENSE OF OPPORTUNITY Low

It is the ability to deliver feedback in a correct way and with the sense of the opportunity to choose the right moment, achieving that it is perceived as a sincere attempt to help the other person to improve and not as a personal attack.

You show a low level of development, which seems to indicate that you tend to get carried away by your emotions when giving feedback, that you rush when choosing the moment to give it and that you yourself do not accept it with gratitude. If you improve in these three dimensions, you will take a critical step forward in this competency.

07

Verbal-Non Verbal Communication

0 Low
Low
Average
Good
Excellent

EXPOSITORY CLARITY

ABILITY TO SYNTHESISE

FRESHNESS AND STRENGTH OF MESSAGES

NON-VERBAL LANGUAGE

Self-diagnosis: Bad.

You have a tough time explaining what you want to convey in a simple, clear, and succinct way. You have a tendency to extend yourself beyond what is necessary when exposing your ideas, and you do it with a tone and style that do not help you capture the attention of your interlocutor or that the message arrives with force. Work to develop techniques that improve your ability to synthesise and expose in a structured way and pay attention to non-verbal language when speaking.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Verbal and Non-verbal Communication” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

EXPOSITORY CLARITY Low

It is the ability to organise and present your ideas in a simple and structured way, and to communicate them fluently, so that your interlocutor captures your message clearly.

You show a low level of development, which indicates that it is difficult for you to present your ideas in a simple and structured way, so they generate clarity in your interlocutor. It seems that your interventions do not always add value and may even help to tangle up the conversation.

ABILITY TO SYNTHESISE Low

It consists of the ability to explain in a simple manner a complex reality, discerning the essential versus the secondary, and to present your ideas with precision, for which you must develop language wealth that allows you to always choose the right words.

You show a low level of development, which seems to indicate that it is difficult for you to express your ideas briefly and simply, get to the point and not get into a “loop”. You may want to develop techniques that help you synthesise your ideas (such as mind maps) and find a way to tell them clearly and bluntly.

FRESHNESS AND STRENGTH OF MESSAGEs Low

The ability to transmit ideas is multiplied when we are able to communicate persuasively and passionately -at the same time with a fresh and natural style-, taking advantage of a wide variety of communication resources, ranging from dramatic to comic, passing through the ability to tell stories.

You show a low level of development, which indicates that your style when communicating is usually monotonous and flat, and that you do not have enough resources to connect emotionally with your interlocutor when you need to transmit a message to move their emotions. It would be in your best interest to develop techniques that help you give “life” to the way you transmit your messages.

NON-VERBAL LANGUAGE Low

Non-verbal language is that by which, through our body and our gestures, we transmit messages, consciously or unconsciously, that complement and enhance -or, on the contrary, contradict- what we are verbally communicating.

You show a low level of development, which seems to indicate that, when communicating, your level of self-perception of your body is limited, and that you are unable to tune in properly with your verbal language, transmitting the desired message to your interlocutors. You need to gain sensitivity about what your gestures transmit and learn some basic techniques to use your body as a vehicle of communication.

08

Written Communication

0 Low
Low
Average
Good
Excellent

SPELLING AND GRAMMAR CORRECTION

MESSAGE STYLE

WRITING ON DIGITAL TOOLS

Self-diagnosis: Bad.

You have difficulty writing texts clearly and succinctly and you do not pay enough attention to ensure that they are written with the correct grammatical structure and without misspellings. Also, sometimes your style can be inappropriate and excessively informal in a professional setting. Try to create a habit of checking the spelling and clarity of your messages before sending them, as a first step to improve in this competency.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Written Communication” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

SPELLING AND GRAMMAR CORRECTION Low

It is the ability to write your messages clearly, succinctly, and precisely, building them with the appropriate grammatical structure and with an exquisite attention to spelling rules.

You show a low level of development, which indicates that you are impulsive when composing written messages and that you do not spend enough time reviewing your texts, both grammatically and the spelling. The carelessness shown by your messages reveals little attention to detail and could generate mistrust in your recipients. Written communication is an important part of your professionalism and you need to strive to create the habit of writing correctly always, even if it is a short message on WhatsApp.

MESSAGE STYLE Low

It is the ability to endow your written communication with versatility, using a precise vocabulary and adapting tone and style to different communication needs, to always achieve the desired impact.

You show a low level of development, which seems to indicate that your vocabulary is still limited, that you lack versatility to adapt your messages according to their recipients, and that your style can often be too informal in professional contexts.

PROPER WRITING ON DIGITAL TOOLS Low

It is the ability to take advantage of the ease and communication potential of the new collaborative digital tools and platforms —and the text editing resources they offer— to communicate with agility, richness and freshness, while maintaining spelling, grammar and stylistics correction, expected in a professional context.

You show a low level of development, which seems to indicate that you lack experience in the use of advanced digital tools, criteria for choosing the appropriate platform according to different communication needs, versatility to use advanced editing tools and formal correction in your texts. You should redesign your digital communication habits and ask for guidance from people with experience in the professional use of these tools.

09

Effective Presentations

0 Low
Low
Average
Good
Excellent

CONTENT PREPARATION

ABILITY FOR PUBLIC SPEAKING

HANDLING “LIVE” PRESENTATIONS

SPEECH AND STORYTELLING

Self-diagnosis: Bad.

Your diagnosis reveals a important opportunity to improve your ability to present in a clear, brief, and attractive way, using various audio-visual presentation tools, building a narrative adapted to the context and the type of audience. Your lack of development in this competency reduces your ability as a leader to convey your vision or ideas in an inspiring way and to align and enthuse others. You need to improve the preparation of your presentations, your staging, your ability to communicate with authenticity and passion, and your ability to tell stories.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Effective Presentations” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

CONTENT PREPARATION Low

It is the ability to structure an appropriate narrative to convey the content —considering the type of audience, the time available, and the purpose of the presentation— and using visual resources with criteria and a thoughtful style. 

You show a low level of development, which reveals a lack of experience in preparing the narrative structure of the content, limited knowledge of presentation tools, poor standards in the use of visual resources and a taste for poorly cultivated design. You should study about effective presentation design and ask someone with more experience to guide you in preparing your next presentations and then give you feedback.

PUBLIC SPEAKING Low

Es la capacidad de hablar frente a una audiencia —ya sea en una sala de reuniones, en un gran auditorio o para hacer un brindis en un evento familiar— con estilo propio y con una presencia escénica que refuerce tu mensaje y que transmita confianza.

You show a low level of development, which indicates that it is difficult for you to speak in public, that it is a communication format in which you do not feel comfortable and that your audience ends up perceiving that fragility, which can significantly affect the impact of your messages. It will help you to reflect on why you are uncomfortable speaking in public, going to the root of this limitation, studying basic notions about public speaking and setting yourself the goal of taking advantage of any opportunity, however small or daily, to practice your learning and improve your self-confidence to public speaking.

HANDLING “LIVE” PRESENTATIONS Low

It is the ability to manage in real time how a presentation goes, “reading” how the audience reacts, immediately adapting the dynamics if necessary, managing disruptive situations with ease and serenity and keeping the audience’s attention at all times.

You show a low level of development, which indicates that, when a presentation derails, it is difficult for you to guide it with serenity and firmness and also to fulfil the objectives that you initially set for yourself. It would be in your best interest to work on breathing management to stay calm, always focused and alert.

SPEECH AND STORYTELLING Low

It is the ability to communicate passionately, telling stories that emotionally connect with the audience, capturing their attention and making messages memorable.

You show a low level of development, which indicates that your presentations tend to be monotonous and not very attractive, limiting your ability to transmit with emotion and generate a significant impact on your audience. You should start by doing a storytelling course, practice it daily, and ask for feedback to ensure that you incorporate the knowledge you have learned as a habit.

10

Digital Tools

0 Low
Low
Average
Good
Excellent

CORRECT USE OF DIGITAL TOOLS

INFORMATION MANAGEMENT IN DIGITAL ENVIRONMENTS

DISCIPLINE IN THE USE OF DIGITAL TOOLS

Self-diagnosis: Bad.

Your self-diagnosis reveals that you use digital tools inefficiently, since you excessively use e-mail and instant messaging (WhatsApp or others), and that you do not take advantage of the potential of new communication and collaboration tools to work as a team. Consequently, you may be on the brink of “digital collapse” and feel overwhelmed by the amount of information you receive. You should start by “cleaning” your set of tools and organising your information, and then define clear criteria with your team about which collaborative platforms to use for different communication needs.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Digital Tools” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

CORRECT USE OF DIGITAL TOOLS Low

It is the ability to use the right digital tools for different communication needs and to define clear criteria with your team on what platforms to use —and how to use them— to manage collaborative work.

You show a low level of development, which indicates that you have limited knowledge of the variety of tools that can allow you to collaborate with your team in a more efficient way. You continue to rely on the traditional use of e-mail, with limited exposure to new online collaboration tools. Investigate the potential of these tools and start experimenting with their use progressively in your daily routine, to communicate, to manage projects, and to collaboratively share and create documents.

INFORMATION MANAGEMENT IN DIGITAL ENVIRONMENTS Low

It is the ability to efficiently manage the growing amount of information that we have to process, creating rules that automate routine tasks to improve productivity (rules in e-mail, personalization of notifications, classification of notes, task tracking pending, etc.), working collaboratively with your team on documents shared in the “cloud” and organizing the information in a systematic way.

You show a low level of development, which indicates that in general the information manages you, not you are managing it, this takes up excessive time and makes you very inefficient. Do an in-depth review of your information usage guidelines, when and how you check e-mail, the creation and storage of information, and your guidelines for collaboration with third parties on the same information. You will see that, by making changes in its management, you will improve your efficiency dramatically, and you will gradually regain control in the handling of information.

DISCIPLINE IN THE USE OF DIGITAL TOOLS Low

It is the ability to use your devices and digital tools with discretion and control, without impulsively responding to alerts and notifications that appear on your screens, without multitasking in meetings, video conferences or phone calls, and preventing the communication with your team to change without criteria from platform to platform (e-mail, WhatsApp, etc.), generating disorder and contributing to losing traceability of the information.

You show a low level of development, which indicates that you have a significant lack of awareness and control over how you use digital tools in your routine. You use them in an impulsive way, with a limited perception of how it affects your productivity day by day, and in your relationships with those around you. Reflect on how you can rebalance their use, to become more aware, more controlled, and being more present in your personal interactions with those standing next to you.

11

Meeting & Workshop Management

0 Low
Low
Average
Good
Excellent

PREPARATION & AGENDA

METHOD AND DISCIPLINE

FACILITATION AND INCLUSION

Self-diagnosis: Bad.

Your Self-diagnosis reveals that you have difficulty managing these spaces in an agile and disciplined way, ensuring that they provide real value, managing time efficiently and creating collaborative dynamics that integrate the perspective of all participants. You need to study and train to assume the role of facilitator and learn to use appropriate methodologies for diverse types of meetings.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Meeting and Workshop Management” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

PREPARATION AND AGENDA Low

It is the ability to previously design the approach, the format (face-to-face or digital) and the methodology of the meeting, select the participants, define a realistic agenda and send the relevant information in advance, avoiding the use of these discussion spaces to share information that could have been consumed individually in advance.

You show a low level of development, which indicates that you are inefficiently managing your time and that of other people in the organisation due to the lack of preparation of these spaces with a well-defined approach, with the appropriate participants, a realistic agenda and sharing the necessary information previously. You may want to ask for help and feedback from more experienced people to learn how to prepare for meetings in a more strategic way.

METHOD AND DISCIPLINE Low

It is the ability to start and end meetings on time (with the help of a time-keeper), energising them when necessary with the help of digital tools, facilitating them with the appropriate methodology, avoiding distractions by multitasking, taking note of key points, and establishing agreements at the end, defining managers and specifying next steps.

You show a low level of development, which indicates that the meetings you lead usually end without having achieved the set objectives, without any clear conclusions and with little clarity regarding the next steps and who is responsible. Your lack of method and discipline may be deteriorating your reputation in the organisation. You should ask more experienced people for help and feedback to learn how to define the most suitable method for each type of meeting and to manage them with more discipline.

FACILITATION AND INCLUSION Low

It is the ability to facilitate and moderate discussions with agile dynamics that ensures that all participants contribute their perspective and commit to the decisions made, diplomatically handling people who are excessively talkative and the grenade launchers that block the discussion, and having the flexibility to modify the dynamics of the meeting or workshop when it is not working and a change could help to better fulfil its objective.

You show a low level of development, which suggests that your facilitation of meetings asymmetrically involves the participants in the discussion, that you have difficulty managing certain profiles that can “hijack” the conversation with disruptive interventions and that you lack flexibility to redirect the dynamics when necessary.

12

Matrix Influence

0 Low
Low
Average
Good
Excellent

BUILDING TRUST AND CREDIBILITY

ABILITY TO "READ" OTHERS

TEAM CREATION AND DEVELOPMENT

NEGOTIATION AND CONSENSUS GENERATION

Self-diagnosis: Bad.

Your diagnosis reveals difficulty in collaborating with people from other areas of the organisation or from other companies —which often tend to have different priorities to yours— and managing to align efforts when there is no direct hierarchical relationship. In matrix organisations, this ability is critical to being able to lead cross-cutting projects involving various areas and to align different teams under the same objective. You need to learn to create an environment of trust that attracts others to work alongside you, to collaborate actively in teams made up of people from different areas or organisations, and to achieve good results for everyone in a consensual way and not by mere hierarchical coercion.

Below, we detail what your answers indicate about each of the critical dimensions that make up the “Matrix Influence” competency. Reflecting on each of these dimensions will help you focus your self-development strategy.

BUILDING TRUST AND CREDIBILITY  Low

It is about the ability to get others to trust your leadership and to be willing to follow you and work on the projects and initiatives you lead.

You show a low level of development, which indicates that you cannot generate an environment of trust in others to follow you if there is no formal hierarchy established. Reflect on what you may be doing that others do not see in you a trustworthy and credible leader, and what you could do to strengthen ties and build trust in others.

ABILITY TO “READ” OTHERS Low

It consists of the ability to empathize with those around you, to be open and fair when judging their actions and to understand what moves and motivates them.

You show a low level of development, which seems to indicate that you have not prioritised or developed the ability to empathize with others, to understand their concerns and motivations and to take them into account when collaborating with them. You should put more focus on knowing and valuing the people with whom you collaborate than on the things that need to be done.

TEAM CREATION AND DEVELOPMENT Low

It is the ability to build a cohesive, talented, and proactive team around you, ensuring that you create growth opportunities for each person based on their potential.

You show a low level of development, which indicates that you have difficulties in setting up a cohesive, high-performance team, in which each member assumes a proactive role and has opportunities to develop their own talent. Give more space for people to demonstrate their potential and be demanding when looking for new talent to strengthen the team.

NEGOTIATION AND CONSENSUS GENERATION Low

It is the ability to reach agreements between different parties in situations of conflict of priorities or interests, understanding everyone’s points of view and building consensus solutions in a collaborative way.

You show a low level of development, which seems to indicate that you have difficulties in negotiating in a balanced way when the parties pose quite various positions and diplomacy is required to integrate different points of view. These gaps can limit your ability to collaborate with other organisations that have goals not clearly aligned with yours and to work in matrix environments.

10 self-development principles

Below we share with you 10 principles of self-development based on our experience of accompanying companies and people in their transformation process, for more than fifteen years, in thirty countries in Europe and America.

1. Each person is the leading character of their development. It is not a delegable responsibility.

Until two decades ago, access to training was blocked by a huge wall that was overcome in companies by providing training areas with a budget. In recent years, the wall has been knocked down: the quantity and quality of available training resources -and most of them free or at low cost- have multiplied exponentially. However, two inertias remain. The first is that, although those areas now tend to be called Learning & Development, they continue to deliver traditional training with a focus primarily on content. And the second is that many professionals continue to delegate their own development to the Human Resources team of the company in which they work. The most practical way to break with both inertias is to install a new capacity in the organization: self-development. Starting with top management.

2. The role of the mentor is to accompany to identify development challenges, to land them and to give them a disciplined follow-up.

If you have the help of a mentor —be it your boss or someone outside the organisation—, their role is to accompany you for a reasonable period of time to help you identify your development challenges, select competencies (habitual, observable and measurable behaviours) with which to approach them, to land skills in specific projects and to execute them with discipline. However, mere hierarchical superiority does not qualify to become a mentor. To be legitimate, one must have earned it through years of disciplined work, putting your head, heart, and hands on development itself.

3. The three responsibilities of a leader are strategy, people development and day-to-day operation.

The difference between a mere manager and a leader is that the former focuses all his/her energies on day-to-day operations, while the latter integrates the other two responsibilities into his/her agenda: strategy and the development of people. And this difference generates a surprising asymmetry between moving forward controlled by a manager who pushes your development driven exclusively by technical and transactional reasons -such as solving operational tasks or filling positions in an organization chart- or, conversely, moving forward in your development accompanied by a leader with mentoring skills and a genuine interest in your personal and professional growth.

4. There are two unmistakable indicators that you are in front of a leader: mentoring and giving feedback.

A good indicator of leadership is the ability to implement a dynamic of mentoring and self-development with the team itself. And another, the quantity and quality of the feedback given to the boss, peers, the direct team and any other person in the organisation, independently of the hierarchy and outside the organisational processes of performance evaluation, designed mainly to justify the bonus received at the end of the year. When you see that, in a certain person, both indicators are low, you are most likely in front of a manager, with technical training and an orientation to get things done, not to develop people.

5. Personal transformation is a process of habit development and character building..

Personal transformation is not achieved by accumulating courses, programs, and certifications, like someone who collects stamps on a passport. That is simply academic tourism. Nor is it achieved by listening to motivational talks. Rather, people are transformed through learning by doing, the daily exercise of their will, developing good habits and building character required to assume leadership responsibilities. Whether it is an organization of a hundred thousand people or something much more important, the family itself.

 

6. The quality of the intellectual diet determines the level of leadership.

When you take leadership positions in an organisation, you do not dedicate yourself to manufacturing: your performance as a leader does not depend on the strength of your arms or the ability to carry weight on your back. But to the “mindfacturing”. So your level of leadership depends directly on your intellectual vitality, your conceptual richness, your ability to process complex information and diagnose, your critical thinking to avoid being carried away by populist and superficial slogans, your verbal and written communication skills, of your ability to quickly capture the talent and personality of people. The habits of reading and studying will be fabulous tools for personal growth.

7. Self-development requires a simple methodology.

Experience stubbornly shows that without method the learning rhythm is terribly slow and inconsistent. But the methodology must be simple, an uncommon quality in large organizations, which tend to over-engineering. And this systemic trend towards complexity -together with the genuine concern of the Human Talent areas for the lack of involvement of many of their managers in the development of people- ends up generating hyper-complex and hyper-expensive talent management models, because they try to palliatively assume a responsibility that these managers have subcontracted to them.

8. Self-development is accelerated when managed collaboratively.

The idea of building a collaborative dynamic of self-development usually generates an initial prevention, based on the paradigm that people do not feel comfortable talking about their development challenges in front of other colleagues. But experience shows us time and time again that, once that initial phase of scepticism has been overcome, another of dazzling comes, when one can see the value of opening instances of collective conversation —through workshops and digital platforms— to share challenges, experiences and learning resources.

9. evaluating development programs, it is more relevant to measure the impact on participants than their satisfaction with the facilitator.

The current disproportionate emphasis -both in leadership programs that manage the Human Talent areas and in those offered by business schools- in measuring the satisfaction of the participants with evaluation questionnaires runs the risk of becoming a perverse incentive: that facilitators and teachers articulate their dynamics with more emphasis on “entertaining their audience” than on helping to transform each person. However, it is much more relevant to evaluate the performance of each participant, from the perspective of the facilitator or the teacher, and from the perspective of their colleagues.

10. Transformation hurts.

Just like it hurts to go on a diet or do a demanding training program. So, the role of a mentor is not to win popularity contests or to ensure that your mentee is comfortable. The opposite: it consists of challenging him -in the most inspiring way possible- generating a mixture of discomfort and hope that inspires him to discipline his own talent.

Learning Resources

In addition, we offer you a selection of learning resources (books, articles, videos, etc.) that have helped other professionals to build their self-development plan.

01. DIAGNOSIS & DECISION

ARTICLES

  • Can You Say What Your Strategy Is? – Harvard Business Review.
  • Are You Ready to Decide? McKinsey Quarterly.
  • How to Make your Company Smarter: Decision Making. MITSloan Management Review.

 

BOOKS

  • Thinking, Fast and Slow. Daniel Kahneman.
  • The Skilled Facilitator. Roger Schwarz & Anne Davidson.
  • Creating Business Plans. HBR Press.
02. PROJECT DESIGN

ARTICLES

  • Architect your Company for Agility. Jeanne Ross. Sloan Management Review

BOOKS

  • The Goal. Eliyahu Goldratt
  • Switch. Chip Heath and Dan Heath
03. AGILE EXECUTION

ARTICLES

  • The Art of Project Leadership. McKinsey.
  • How to make agile work for the C-suite. Eric Garton & Andy Noble, Harvard Business Review.
  • Bureaucracy can drain your company’s Energy, Agility can Restore it. Darrell K Rigby, Harvard Business Review.
  • Embracing Agility. Darrell K. Rigby, Jeff Sutherland & Hirotaka Takeuchi,Harvard Business Review.
  • Agile at Scale. Darrell K. Rigby, Jeff Sutherland & Andy Noble, Harvard Business Review.

BOOKS

  • Managing Projects. HBR Press.
  • Getting Work Done. HBR Press.
  • Delegating Work. HBR Press.
  • The Lean Machine. Dantar Oosterwald.
  • That’s not how we do it here! John Kotter & Holger Rathgeber.
  • The Phoenix Project. Gene Kim, Kevin Behr & George Spafford.
04. & 05. INTEGRITY AND CLOSENESS

ARTICLES

  • Small Talk Is an Overrated Way to Build Relationships with Your Employees. HBR.

 

BOOKS

  • Man’s Search for Meaning. Viktor E. Frankl.
  • The Seven Habits. Steven Covey.
  • The Speed of Trust. Steven Covey.
  • Nicomachean Ethics. Aristotle.
  • 12 Rules for Life. Jordan Peterson.
  • Empathy. HBR Press.
  • Mindsight. Daniel J Siegel.
  • Unbroken. Laura Hillenbrand.
  • Virtuous Leadership. Alexander Havard.
  • The Purpose Driven Life. Rick Warren.
  • No Greater Love. Mother Teresa.
  • The Four Loves. C.S. Lewis.
06. FEEDBACK

ARTICLES

  • How to Give Feedback to Someone Who Gets Crazy Defensive. HBR Press.
  • Getting 360-Degree Feedback Right. HBR Press.
  • How to Mentor a Narcissist. HBR Press.

BOOKS

  • Giving Effective Feedback. HBR Press.
  • Giving Effective Feedback. CCL.
  • Managing Difficult Interactions. HBR Press.
  • Feedback That Works. Sloan R. Weitzel
  • Crucial Conversations. Al Switzler
  • The Talking Manager. Álvaro González Alorda
  • Mindsight. Daniel J. Siegel
07. & 08. VERBAL / NON-VERBAL AND WRITTEN COMMUNICATION

BOOKS

  • On Communication. HBR’s 10 Must Reads.
  • Failure to Communicate. Holly Weeks.
  • Successful Writing and Speaking. HBR Press.
  • Better Business Writing. HBR Press.
  • Brilliant Presentation. Richard Hall.
09. EFFECTIVE PRESENTATIONS

ARTICLES

  • How to Give a Killer Presentation. HBR

 

BOOKS

  • Persuasive Presentations. Nancy Duarte.
  • Presentations. HBR Press.
  • Presentation Zen. Garr Reynolds.
10. DIGITAL TOOLS

ARTICLES

  • Advanced Social Technologies and the Future of Collaboration. Mckinsey.
  • Scaling a Transformative Culture Through a Digital Factory. Digital Mckinsey.
  • The Seven Decisions That Matter on a Digital Transformation. Digital Mckinsey.
  • How Social Tools Can Reshape the Organization. Digital Mckinsey.
  • How a Digital Factory Can Transform Company Culture. Mckinsey.
  • Culture For A Digital Age. Mckinsey Quarterly.

BOOKS

  • Leading Virtual Teams. HBR Press.
  • Virtual Collaboration. HBR Press.
  • The Digital Transformation. David L. Rogers.

 

11. MEETING AND WORKSHOP MANAGEMENT

ARTICLES

  • Better Meetings. HBR.
  • The Tools You Need to Make Every Meeting More Productive. HBR.

BOOKS

  • Running Meetings. HBR Press.
  • Running Virtual Meetings. HBR Press.
  • Meeting Design: For Managers, Makers, and Everyone. Kevin M. Hoffman.
  • The Skilled Facilitator. Roger M. Schwarz.
12. MATRIX INFLUENCE

ARTICLES

  • High Performing Teams. McKinsey Quarterly.
  • Beyond the Matrix Organization. McKinsey Quarterly.
  • The Past and Future og Global Organizations. McKinsey Quarterly.
  • Communicating Across Generations. BridgeWorks.
  • Playing Office Politics Without Selling Your Soul. HBR.

BOOKS

  • Virtual Collaboration. HBR Press.
  • Leading Virtual Teams. HBR Press.
  • Delegating Work. HBR Press.
  • Influence: The Psychology of Persuasion. Cialdini Robert B.

CONTACT

If you want to contact our services or learn more about our model, you can contact us at info@emergap.com

ÁLVARO GONZÁLEZ ALORDA

alvaro@emergap.com

GONZALO valseca

gonzalo@emergap.com

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