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Your TRANSFORMATION COMPETENCIES SELF-DIAGNOSIS
Below you can find your detailed and personalised report on your level of development in the 12 Transformation Competencies, based on your answers to the questionnaire.
Review it calmly and reflect on your areas for improvement in each skill. The aim is to help you work on your own transformation and to serve you as a tool to design a self-development plan in which YOU play the starring role.
INTRODUCTION: THE TRANSFORMATION COMPETENCIES MODEL
The self-diagnosis is based on our transformation model, which arose from the experience of accompanying more than one hundred companies -and thousands of people- in thirty countries in their transformation process for almost two decades.
These 12 skills, which we call Transformation Competencies, are key to leading change in any type of organisation.
You can find further information about our model in the following link ⇒ emêrgap Transformation Model.
SUMMARY OF MY SELF-DIAGNOSIS
Below you can find a summary of your level of development in the 12 Transformation Competencies, based on your answers to the self-diagnosis questionnaire.
For each skill you get a score from 0 to 10, which enables you to identify at a glance the competencies where you have the greatest room for improvement.
0 – 5
You do not have the competency or show notable deficiencies in its development.
5 – 7
The skill is actively developing, but your level of development means you are not yet a reference in your organisation.
7 – 9
In that competency you are unanimously considered a reference. And you are often asked to help others develop it.
9 – 10
You show world-class competency development. You have studied and applied it so much that you could almost author books or give lectures on it.
Diagnosis & Decision Low0
Project Design Low0
Agile Execution Low0
Verbal-Non Verbal Communication Low0
Written Communication Low0
Effective Presentations Low0
Digital Tools Low0
Meeting & Workshop Management Low0
Matrix Influence Low0
Diagnosis & Decision
STRATEGIC ANALYSIS CAPABILITY
EXPERIENCE IN STRATEGIC THINKING
FLEXIBILITY AND OPENNESS TO OTHER POINTS OF VIEW
DECISION UNDER PRESSURE
Your answers suggest you have difficulty “reading” complex situations, identifying critical factors quickly and making practical decisions to expedite the desired results. Your limited development in this competency may be causing you to make less strategic decisions and direct your organisation’s resources in the wrong direction or manage them inefficiently. It is essential that you start by training your analytical skills to improve your diagnoses and decisions, and talk to experts about how to manage complex and high-pressure situations.
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 question the established framework and open up new possibilities, assessing non-traditional paths and proposing innovative and even provocative solutions.
You show a low degree of development, which restricts your ability to evaluate disruptive alternatives, propose transformational scenarios and generate innovation in your organisation. You should learn and study disruptive thinking techniques and dynamics, and be bold enough to reflect and propose disruptive approaches.
STRATEGIC ANALYSIS Low
It is the ability to understand how the different circumstances of the organisation and its environment impact the achievement of long-term goals.
You show a low degree of development, which limits your ability to make strategic decisions due to your tendency to lose focus of what is essential, and being distracted by secondary aspects.
EXPERIENCE IN STRATEGIC thinking Low
It is the ability -usually the result of experience and reflection- to generate clarity in strategic discussions, knowing how to integrate diverse perspectives and helping the discussion progress smoothly.
You show a low degree of development, which suggests that hitherto you may not have had access to strategic thinking processes and that you have a very limited vision of the business and your organisation. Try to read more about the subject and participate in discussion forums that will allow you to gain experience.
FLEXIBILITY TO OTHER POINTS OF VIEW Low
It is the ability to be open to other ideas, listening to them with genuine interest, without prejudice, in order to enrich one’s perspective on an issue.
You show a low degree of development, which suggests rigidity when participating in collaborative discussion and decision-making processes, and difficulty in incorporating other ideas into your reflections. Try to open your mind to enrich your perspective.
DECISION UNDER PRESSURE Low
It is the ability to make decisions with composure and firmness when you have limited (or perhaps excessive) information, there is little time and a certain risk.
You show a low degree of development, which suggests that the pressure in these situations often overwhelms you, leading you to make rash decisions, or even not to make them at all, leaving the future in the hands of fate.
LANDING OF STRATEGIC CHALLENGES
HANDOVER OF PROJECT TO THE TEAM
Your answers reveal that you have difficulty in landing strategic challenges in projects with specific goals that achieve tangible and measurable results in a limited period of time. Accordingly, your limited development of this skill could be slowing down the cruising speed of your organisation’s transformation team, and leading to inefficient use of its resources. You may wish to ask for support from people with more experience in Project Design to ensure that you formulate them properly and quicker.
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 STRATEGIC CHALLENGES Low
It is the ability to turn a vision of the future into a plan that can make it a reality and is achieved by landing challenges in specific projects with clear and measurable goals.
You show a low degree of development, which seems to suggest that you have difficulty in structuring the goals and key activities of a project. You would do well to ask for help from others who know how to move quickly “from strategy to action design”.
HANDOVER OF PROJECT TO the TEAM Low
It is the ability to transfer projects from paper to action by streamlining approval processes, specifying initial requirements, ensuring that the team understands and commits to the project vision and getting them up to speed from the outset.
You show a low degree of development, which seems to suggest that you have difficulty in defining precisely the initial requirements of the project, making it easier to start with a clear vision, and that you also find it difficult to convey a strategic, challenging and exciting vision of the project to the assigned team, to engage everyone emotionally.
ASSIGNING RESOURCES TO THE PROJECT Low
It is the ability to assign the right people to projects and to provide them with the necessary material and financial resources to get them off to a strong start.
You show a low level of development, which seems to suggest that you have difficulty assigning each person to 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 in the assignment of resources.
FLEXIBILITY AND VERSATILITY
COMMUNICATION & TEAM LEADERSHIP
Your answers reveal that you have difficulty leading project execution by empowering the team to focus on early accomplishments, through dynamic planning, and keeping the team cohesive. Your limited development in this skill may be slowing down the speed of execution of the organisation’s strategic projects. You should start by studying 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 implementation systematic, applying with criteria and flexibility those methodological practices -including those of the Agile philosophy- that are relevant to the type of projects you lead.
You show a low degree of development, which seems to suggest that you have difficulty in applying a project management methodology with rigor and discipline. You may wish to ask experts in this competency to provide you with basic learning resources.
FLEXIBILITY AND VERSATILITY Low
It is the ability to recognise situations where what was planned is not working and to change the direction of a project to keep the team excited, united and performing at a high level.
You show a low degree of development, which seems to suggest that you have difficulty recognising when a project is not progressing at the right pace and you may be lacking determination to move away from dynamics that are not working, yet keeping the team cohesive and without jeopardising the pace of execution.
CONFLICT MANAGEMENT Low
It is the ability to prevent or contain the escalation of a conflict in a project, managing to resolve it without affecting the project goals or the team cohesion.
You show a low degree of development, which seems to suggest that in conflict situations you find it very difficult to remain calm, act with composure and firmly, and properly manage the emotions of each team member. It would be helpful to seek advice from people skilled in conflict management and to select a good intellectual diet on this topic.
COMMUNICATION AND TEAM LEADERSHIP Low
It is the ability to know what to communicate, how and when to keep a team informed, cohesive and engaged.
You show a low degree of development, which seems to suggest that you are not spending enough time keeping the team informed and communicating well and giving feedback to each person on their performance, thus helping them define the best way to contribute to the project.
CLEAR AND CONSISTENT VALUES
Your answers seem to suggest that you have not sufficiently reflected on the values that underpin your life; that you lack the consistency to incorporate them into your daily behaviour; that you can improve in what you demand of yourself, acknowledging your mistakes with humility and an unwavering desire to improve; 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 today’s dynamic and demanding professional contexts, we can sometimes feel overwhelmed and not devote enough energy to keeping our values above the pressures of our environment. Reflect on how you can rebalance your day-to-day life with an attitude more committed to your values and develop greater personal standards.
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, in matters large and small, based on personal values that you have reflected on sufficiently, internalising them as the cornerstone of your life.
You show a low degree of development, which suggests that you have not sufficiently reflected on the values that underpin your life; that you do not live your values with equal consistency in both professional and personal contexts; that you are driven by behaviour that slakes your immediate thirst but which is not commensurate 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 one’s own values into daily life through constant and effortful behaviour. By living this way, one gradually builds the character required to assume leadership responsibilities, whether at the head of a team, an organisation or something even more important, one’s own family.
You show a low degree of development, which seems to suggest that your life is disconnected from your values and that you are usually swayed by instantaneous and circumstantial desires or the volatility of your moods. You are faced with two critical tasks: to reflect on your life purpose and to strengthen your will through small daily behaviours to efficiently refocus your life to your purpose.
UNDERSTANDING OTHERS Low
It is the ability to empathise with others, under the premise that they may act from a different view of reality, and accepting that they might experience circumstances of which we are unaware; yet at the same time helping them to improve and encouraging them to give more by inspiring them through your own example and life, without ever losing faith in the fascinating capacity for transformation that any human being has.
You show a low degree of development, which suggests that you find it difficult to accept ways of being or perspectives that differ from your own. Possibly, to develop a more sympathetic approach with others, acknowledge your mistakes, without trying to conceal them or pass the buck, asking for forgiveness when you have hurt someone, not holding grudges against others and opening up yourself to know better those around you in order to empathise with their circumstances and the efforts they make in their lives.
INSPIRATIONAL LIFE Low
It is the ability to move others to change their habits, to build their character and live a life of human excellence, not from the frigid demand for an impeccable life, but from the transforming force of an effortful life, yet at the same time aware of one’s own frailty.
You show a low degree of development, which seems to suggest that you are not perceived as an inspiring reference by those around you, that you are not asked for advice and you do not contribute in a practical way to improve other people’s habits. Reflect on what aspects of your life need to change in order to win back the trust of the people in your personal and professional environment.
INTEREST IN GETTING TO KNOW OTHERS
EMPATHIC STYLE OF COMMUNICATION
ABILITY TO BUILD AND NURTURE RELATIONSHIPS
PRIORITISING PEOPLE OVER THINGS
Your answers reveal that you have difficulty developing a genuine interest in others that allows you to get to know them, appreciate them, earn their trust and contribute to deploying their talents. You may also find it difficult to open up, revealing yourself as you really are and expressing what you feel, without fear of exposing your own frailty. This creates an invisible barrier to connect with you that produces 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 step outside oneself and approach other people with the desire to get to know them in depth and to appreciate their personality and diversity, developing a stronger bond with them that goes beyond mere technical and strictly professional interaction.
You show a low degree of development, which suggests that in your day-to-day work you find it difficult to empathise with the personal issues of those around you and limit yourself to matters that are strictly technical and professional, without making an effort to generate a personal bond with everyone -not only with those with whom you are naturally attuned- that helps to strengthen ties and build trust in your team.
EMPATHETIC STYLE OF COMMUNICATION Low
It is the ability to communicate with those around you by showing a genuine interest in listening to them and understanding their perspective, respecting them even if they have very different points of view, adapting your communication style to their personality and creating an atmosphere of warmth that fosters sincere dialogue.
You show a low degree of development, which suggests that you have difficulty in maintaining conversations in which your interlocutor feels they are listened to with genuine interest. Your communication style may be perceived as cold and distant, or perhaps as overly intense and self-centred, creating a barrier to deep and honest conversations. You need to work on active listening.
ABILITY TO BUILD AND MAINTAIN RELATIONSHIPS Low
It is the ability to develop and nurture relationships not only with those with whom you interact on a daily basis, but also with those you met in the past or with whom you meet on a more occasional basis, generating a network of trusting relationships that allows you to collaborate with people from different organisations, geographies and cultures.
You show a low degree of development, suggesting that you have difficulty making new friends or actively maintaining friendships with people you met on other teams or companies; that you prioritise digital interaction over face-to-face communication; and that you only try to connect with people in your closest circle. Allowing yourself to open up and meet and connect with more people will enrich you personally and allow you to take to another level your ability to collaborate and contribute to your organisation and in your personal context.
PRIORITY OF PEOPLE OVER THINGS Low
It is the ability to give sufficient priority in the agenda to the people we work with, servicing their needs and listening to them attentively, without being swayed by the rush to resolve purely operational issues.
You show a low level of development, which seems to suggest that you prefer managing things to being a leader of people, as you give low priority to developing relationships with your colleagues and co-workers. Moreover, you spend insufficient time each day and each week talking with them casually, and you do not have development conversations with each team member often enough. You need to rethink your priorities to develop as a leader.
POSITIVE, CONSTRUCTIVE & ACCEPTING ATTITUDE
SELF-CONTROL, PRUDENCE AND BALANCE
HANDLING DIFFICULT CONVERSATIONS
SELF-AWARENESS & SENSE OF OPPORTUNITY
Your answers reveal that you have difficulty in detecting and expressing opportunities for improvement to the people you collaborate with in the organisation, in particular if they rank higher than you or work in another area. You also seem to find it difficult to show others your appreciation for a good deed or performance. Consequently, you give little feedback. To deploy this skill, you need to start by developing the ability to “read” people’s personality, behaviour and feelings, and cultivate the ability to design and approach inspiring conversations that help others improve. For an inspirational leader, there is no more transformative tool than a 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 calm objectivity both the virtues and defects of others- and from a firm belief in the extraordinary capacity for transformation that each person has.
You show a low degree of development, which seems to suggest that you focus too much on the shortcomings of others, that your way of giving feedback can be discouraging, and that you don’t appear to hold out much hope in the other person’s ability to change. As a result, you often choose to criticize others behind their backs instead of giving them feedback. On occasions, an excessively critical view of others is a mechanism to mask one’s own frailty.
SELF-CONTROL, PRUDENCE AND BALANCE Low
It is the ability to give unbiased feedback -cautiously evaluating the information you have and being open to including supplementary data that may change your perspective- without being swayed by opinions or moods and choosing the right moment to give it.
You show a low degree of development, which seems to suggest that when giving feedback you often get carried away by your emotions, without the equanimity to analyse cautiously the information you have. As a result, it is possible that on many occasions your feedback may achieve the opposite effect to the one you were looking for.
HANDLING DIFFICULT CONVERSATIONS Low
It is the ability to deal with particularly uncomfortable feedback, without delay or avoidance, preparing them thoroughly and explaining to your interlocutor assertively -and at the same time delicately- the impact that their behaviour can have on them and others.
You show a low degree of development, which seems to suggest that you customarily delay or avoid difficult conversations and that you approach them with little assertiveness, or with little preparation, therefore they lose their transformative capacity. The best way to develop the muscle of difficult conversations is to exercise it.
SELF-AWARENESS AND SENSE OF OPPORTUNITY Low
It is the ability to deliver feedback accurately and with the sense of timing to choose the right moment, so 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 degree of development, which seems to suggest that you tend to get carried away by your emotions when giving feedback, that you are hasty in choosing the moment to give it and that you yourself do not accept it with gratitude. If you improve in these three aspects, you will take a critical step forward in this competency.
Verbal-Non Verbal Communication
ABILITY TO SYNTHESISE
FRESHNESS AND STRENGTH OF MESSAGES
You find it difficult to explain what you want to convey in a simple, clear and concise way. You tend to go on longer than necessary when presenting your ideas, and you do so with a tone and style that do not help you to capture the attention of your interlocutor or to get your message across strongly. Work on developing techniques to improve your ability to synthesize and present 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 set out your ideas in a simple and structured way, and to communicate them fluently, so that your message is clearly understood by your interlocutor.
You show a low degree of development, which suggests that you find it difficult to present your ideas in a simple and structured way so that they are clear to your interlocutor. It seems that your interventions do not always add value and may even contribute to muddling the conversation.
ABILITY TO SYNTHESISE Low
It consists of the ability to express complex realities in a concise way, picking apart what is essential from what is secondary, and setting out your ideas with precision. This ability requires a broad vocabulary that allows the right words to be chosen at all times.
You show a low degree of development, which seems to suggest that you find it difficult to express your ideas with brevity and simplicity, to get to the point and not get into a “loop”. You may want to develop techniques to help you synthesise your ideas (such as mind maps) and find a way to explain them clearly and without beating around the bush.
FRESHNESS AND STRENGTH OF MESSAGEs Low
The ability to convey ideas is multiplied when we are able to communicate persuasively and passionately -and at the same time with a fresh and natural style- taking advantage of a broad range of communication resources, ranging from dramatic to comic, including the ability to tell stories.
You show a low degree of development, which suggests that your communication style tends to be monotonous and flat, and that you do not have enough resources to connect emotionally with your interlocutor when you need to convey a message that moves their emotions. You may want to develop techniques to help you bring “life” to the way you pass on your messages.
NON-VERBAL LANGUAGE Low
Non-verbal language is that by which, through our body and our gestures, we convey messages consciously or unconsciously that complement and enhance -or on the contrary, contradict- what we are communicating verbally.
You show a low degree of development, which seems to suggest that, when communicating, your level of self-perception about your body is inhibited, and that you do not manage to attune it with your verbal language, conveying the right message to your interlocutors. You need to gain sensitivity to what your gestures convey and learn some basic techniques to use your body as a vehicle for communication.
SPELLING & GRAMMAR CORRECTION
PROPER WRITING ON DIGITAL TOOLS
You have difficulty writing texts clearly and concisely and do not pay enough attention to ensure that they are written with the correct grammatical structure and free from spelling mistakes. Also, your style can sometimes be inappropriate and overly casual in a professional setting. Try to get into the habit of checking the spelling and clarity of your messages before sending them, as a first step to improve in this area.
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, concisely and precisely, constructing them with the appropriate grammatical structure and with careful attention to spelling conventions.
You show a low level of development, which means that you rush when writing messages and that you do not spend enough time checking your texts, both grammatically and spelling-wise. The carelessness shown in your messages reveals scant attention to detail and could lead to distrust by your recipients. Written communication is a key part of your professionalism and you need to make it a habit to always write correctly, even if it is just a short message on WhatsApp.
MESSAGE STYLE Low
It is the ability to use a versatile written communication, employing precise vocabulary and adapting tone and style to different communication needs, to ensure you always achieve the desired impact.
You show a low level of development, which seems to suggest that your vocabulary remains limited, that you lack the versatility to adapt your messages to your target audience and that your style can often be overly 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 expeditiously, with richness and freshness, while maintaining the spelling, grammatical and stylistic correctness of a professional context.
You show a low degree of development, which seems to suggest that you lack experience in the use of digital tools, the criterion necessary to choose 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 seek guidance from people with experience in the professional use of these tools.
PUBLIC SPEAKING SKILLS
HANDLING “LIVE” PRESENTATIONS
SPEECH AND STORYTELLING SKILLS
Your diagnosis reveals a remarkable opportunity for improvement in your ability to present in a clear, concise and attractive way, using a range of audio-visual presentation tools, building a narrative adapted to the context and type of audience. Your lack of development in this skill 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 work on improving your presentation preparation, your staging, your ability to communicate with authenticity and passion, and your storytelling skills.
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 -taking into account the type of audience, the time available and the goal of the presentation- and using visual resources judiciously and with a careful style.
You show a low degree of development, which reveals a lack of experience in the preparation of the narrative structure of the content, limited knowledge of presentation tools, poor standards in the use of visual resources and a poorly cultivated taste for design. You would benefit from studying about effective presentation design and asking someone with more experience to guide you in preparing your next presentations and then giving you feedback.
PUBLIC SPEAKING Low
It is the ability to speak in front of an audience -whether in a meeting room, in a large auditorium or to give a toast at a family event- in your own style and with a stage presence that reinforces your message and conveys confidence.
You show a low degree of development, which suggests that you find public speaking difficult, that it is a communication format in which you are uncomfortable and that your audience ends up perceiving this frailty, which can significantly affect the impact of your messages. It will help you to reflect on why you feel uncomfortable speaking in public, get to the root of this limitation, study basic notions of public speaking and set yourself the goal of taking every opportunity, no matter how small or everyday it may seem, to practice what you have learned and improve your self-confidence.
HANDLING “LIVE” PRESENTATIONS Low
It is the ability to manage how a presentation runs in real time, “reading” how the audience reacts, adapting if necessary the dynamics on the fly, managing any disruptive situations with calmness and ease, and keeping the audience’s attention at all times.
You show a low degree of development, which suggests that when a presentation goes off track you find it difficult to redirect it in a calm and firm way, and it is difficult for you to meet the goals you had initially set for yourself. You would do well to work on breathing management to maintain calmness, concentration and mental agility at all times.
SPEECH AND STORYTELLING Low
It is the ability to communicate with passion, telling stories that connect emotionally with the audience, capturing their attention and making the messages memorable.
You show a low degree of development, which suggests that your presentations tend to be monotonous and lacking a hook, limiting your ability to convey emotion and generate a significant impact on your audience. You should start by taking a storytelling course, practice it daily and ask for feedback to ensure that you incorporate the knowledge learned as a habit.
APPROPRIATE USE OF EACH DIGITAL TOOL
INFORMATION MANAGEMENT IN DIGITAL ENVIRONMENTS
DISCIPLINE IN THE USE OF DIGITAL TOOLS
Your self-diagnosis reveals that you use digital tools inefficiently, as you overuse email and instant messaging (WhatsApp or others), and that you fail to take advantage of the potential of current communication and collaboration tools for teamwork. As a result, you may be on the verge of a “digital meltdown” and feel overwhelmed by the amount of information you receive. You may want to start by “cleaning up” your tools and organising your information, and then define clear criteria with your team on which 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 which platforms to use -and how to use them- to manage collaborative work.
You show a low degree of development, suggesting that you continue to rely on the traditional use of email and WhatsApp and have limited knowledge of current digital platforms and tools. Investigate the potential of these tools to collaborate with your team more efficiently and try to gradually incorporate them into your daily work to communicate, to co-create documents and to manage projects.
INFORMATION MANAGEMENT IN DIGITAL ENVIRONMENTS Low
It is the ability to manage efficiently the increasing amount of information we have to process, creating rules that automate day-to-day tasks to improve productivity (email rules, customising notifications, classifying notes, follow-up on pending tasks, etc.), working collaboratively with your team on shared documents in the “cloud” and organising information in a systematic way.
You show a low degree of development, which suggests that in general the information manages you, rather than the other way round, its management takes up much of your time and renders you highly inefficient. Perform a thorough review of your information usage patterns, when and how you check email, the creation and storage of information, and your collaboration patterns with third parties on the same information. By making changes in your management, you will see that you improve efficiency dramatically, and you will gradually regain control of your information handling.
DISCIPLINE IN THE USE OF DIGITAL TOOLS Low
It is the ability to use your devices and digital tools with discernment and control without responding impulsively to alerts and notifications that appear on your screens, without multi-tasking in meetings, video conferences or phone calls and making sure that communication with your team does not pinball from one platform to the next (email, WhatsApp, etc.), producing disorder and jeopardising the traceability of information.
You show a low degree of development, which suggests that you lack awareness and control over how you manage digital tools in your day-to-day life. You use them impulsively and without discernment, negatively impacting your professional efficiency and life balance. Reflect on how you can rethink its use, to make it more conscious and controlled, and to become more present in your interactions with those around you.
Meeting & Workshop Management
PREPARATION & AGENDA
METHOD & DISCIPLINE
FACILITATION & INCLUSION
Your self-diagnosis reveals that you struggle to manage these spaces in an expeditious and disciplined way, making them provide real value, managing time efficiently and creating collaborative dynamics that integrate the perspective of all participants. You need to study and train yourself to assume the role of facilitator and learn to use appropriate methodologies for different 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 pre-design the focus, format (face-to-face or digital) and methodology of the meeting, select participants, define a realistic agenda and send relevant information in advance, avoiding using these discussion spaces to share information that could have been given individually beforehand.
You show a low degree of development, which suggests that you are managing inefficiently your time and that of other people in the organisation due to insufficient preparation of these spaces with a well-defined focus, in the company of the right participants, a realistic agenda and sharing the necessary information beforehand. You may want to read more about effective meetings and ask for help and feedback.
METHOD AND DISCIPLINE Low
It is the ability to start and end meetings on time (with the help of a timekeeper), making them dynamic when necessary with the help of digital tools, facilitating them with the appropriate methodology, avoiding distractions caused by multitasking, taking note of the key points, and at the end setting out agreements, defining responsibilities and specifying next steps.
You show a low degree of development, which suggests that the meetings you lead often end without achieving the goals set, without clear conclusions and with little clarity regarding the next steps and who is responsible for them. Your lack of method and discipline may be damaging your reputation in the organisation. You should ask for help and feedback from more experienced people to learn how to define the most appropriate method for each type of meeting and to manage them with better discipline.
FACILITATION AND INCLUSION Low
It is the ability to facilitate and moderate discussions with an agile dynamic that gets all participants (even the most reserved) to lend their perspective and commit to the decisions made, managing “with a deft touch” overly talkative people and “grenade throwers” who block the discussion, and having the flexibility to modify the dynamics of the meeting or workshop when it is not working and a change would help to better meet its goal.
You show a low degree of development, which suggests that your facilitation of meetings involves the discussion participants in an asymmetrical way, that you have difficulty in handling certain profiles with a tendency to “hijack” the dialogue or disrupt it, and that you lack the flexibility to redirect the dynamics when necessary.
BUILDING TRUST AND CREDIBILITY
ABILITY TO "READ" OTHERS
MULTIDISCIPLINARY TEAM CREATION & DEVELOPMENT
NEGOTIATION & CONSENSUS BUILDING
Your diagnosis reveals difficulty in collaborating with people from other areas of the organisation or from other companies -who often have priorities that differ to yours- and in aligning efforts when there is no direct hierarchical relationship. In matrix organisations, this capability is critical to lead cross-functional projects that involve several areas and to align different teams under the same goal. You need to learn to build an environment of trust that attracts others to work alongside you, to collaborate actively in teams comprising people from different areas or organisations, and to achieve healthy results for everyone in a consensual manner without resorting to the pecking order.
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 the ability to make others trust your leadership and be willing to follow you and work on your proposed initiatives, by perceiving you as an inspiring leader who generates trust and credibility with their words and actions.
You show a low degree of development, which suggests that you fail to generate an environment of trust in others to follow you if there is no formal hierarchy in place. Reflect on what may be causing others not to see you as a trusted and credible leader, and how you could strengthen ties and build trust with others.
ABILITY TO “READ” OTHERS Low
It consists of the ability to empathise with those around you, to be open and fair in judging their actions and to understand what moves and motivates them.
You show a low degree of development, which seems to suggest that you have not prioritised or developed the ability to empathize with others, to understand their concerns and motivations and to take them into consideration when collaborating with them. You might want to focus more on knowing and valuing the people you collaborate with rather than on the things that need to be done.
MULTIDISCIPLINARY TEAM CREATION & 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 degree of development, which suggests that you find it difficult to build a cohesive, high-performing team in which each member takes a proactive role and has opportunities to develop their own talents. Give people more room to show their potential and be demanding when looking for new talent to strengthen the team.
NEGOTIATION AND CONSENSUS BUILDING Low
It is the ability to reach agreements among various parties in situations of conflicting priorities or interests, understanding everyone’s points of view and building consensus solutions collaboratively.
You show a low degree of development, which seems to suggest that you find it difficult to negotiate in a balanced way when the parties put forward very different positions and “tact” is required to integrate different points of view. These shortcomings can limit your ability to collaborate with other organisations that have goals that are not clearly aligned with yours and to work in matrix environments.
10 PRINCIPLES OF SELF-DEVELOPMENT
Below we offer you 10 principles of self-development based on our experience of accompanying thousands of people from more than one hundred companies in thirty countries in Europe and America in their transformation process.
These principles are taken from the book Head, Heart and Hands. Available on Amazon. bit.ly/CCMebook
1. Each person is responsible for their own development. It is not a responsibility that can be delegated.
Until two decades ago, access to training was blocked by a huge wall that companies overcame mainly by allocating budgets to training areas. In recent years, the wall has been broken down: the quantity and quality of training resources available -most of which are free or low-cost- has multiplied exponentially. However, two inertias remain. The first is that, although these areas now tend to be called Learning&Development, they still provide traditional training with the focus essentially on content. And the second is that many professionals continue to delegate their own development to the Human Talent team of the company where they work. The most practical way to break both inertias is to install a new capability in the organisation: self-development. Starting with top management.
2. The mentor’s role is to help identify development challenges, to land them and to follow them up in a disciplined way.
If you have the help of a mentor -either your boss or someone from outside the organisation- their role is to accompany you for a reasonable period of time to help you identify your development challenges, select the competencies (habitual, observable and measurable behaviours) with which to address them, translate the competencies into specific projects and execute them with discipline. However, mere hierarchical superiority does not qualify one to become a mentor. To be a legitimate mentor requires years of disciplined work, putting head, heart and hands into their own development.
3. The three responsibilities of a leader are strategy, people development and day-to-day operations.
The difference between a mere manager and a leader is that the former focuses all their energies on day-to-day operations, while the latter integrates the other two responsibilities into their agenda: strategy and people development. And this difference generates a surprising asymmetry between moving forward controlled by a manager who boosts your development driven exclusively by technical and transactional motives -such as solving operational tasks or filling positions in an organisation chart- or, contrariwise, 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.
One good indicator of leadership is the ability to implement a mentoring and self-development dynamic with one’s own team. And another, the quantity and quality of feedback given to the boss, peers, direct team and anyone else in the organisation, completely independent of hierarchy and outside of organisational performance evaluation processes designed primarily to justify the year-end bonus. When you observe that, in a given person, both indicators are low, you are most likely dealing with a manager with a technical background and a focus on moving things forward, not on developing 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 collecting stamps in a passport. That is simply academic tourism. Nor is it achieved by listening to motivational talks. Rather, people are transformed through learning by doing, through the daily exercise of their will, developing healthy habits and building the character required to assume leadership responsibilities. Whether it is an organisation 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 assume leadership positions in an organisation, regardless of the sector, you are not in manufacturing: your performance as a leader does not depend on the strength of your arms or the load-bearing capacity of your back. But to the “mindfacturing”. So your level of leadership depends directly on your intellectual vitality, on your conceptual richness, on your ability to process complex information and to diagnose, on your critical thinking so as not to get carried away by populist and superficial slogans, on your verbal and written communication skills, on your ability to quickly grasp people’s talent and personality or, in other words, on your ability to delve into the National Geographic of the human soul. From this perspective, reading and study habits (books and articles, but also videos, podcasts, documentaries, etc.) are fabulous tools for personal growth. However, these days we run the risk that our intellectual diet is composed almost solely of series offered by platforms such as Netflix, a potentially addictive self-service audio-visual fast-food.
7. Self-development requires a simple methodology.
Experience stubbornly demonstrates that without a method, the pace of learning is very slow and inconsistent. But the methodology must be simple, a rare quality in large organisations, which tend to over-engineer. And this systemic tendency towards complexity -coupled with the genuine concern of Human Talent areas about the lack of involvement of many of their managers in the development of people- ends up generating hyper-complex and hyper-costly talent management models, because they try to assume palliatively a responsibility that those managers have outsourced to them.
8. Self-development is accelerated when managed collaboratively.
Over the last two decades, constant technological advances have opened up unsuspected possibilities for communication and collaboration with others. However, due to a surprising inertia, the human development dynamics prevailing in organisations are still locked in an individual format: personal development challenges are only discussed with the boss and perhaps with someone from the Human Resources area, in the best case scenario. 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 has shown us time and again that, once this initial phase of scepticism is overcome, there comes another of dazzlement, when we realize the value of opening instances of collective conversation -through workshops and digital platforms- to share challenges, experiences and learning resources.
9. In the evaluation of development programmes it is more relevant to measure the impact on the participants than their satisfaction with the facilitator.
The current disproportionate emphasis -both in leadership programmes managed by Human Resources areas and in those offered by business schools- on measuring participant satisfaction with evaluation questionnaires runs the risk of becoming a perverse incentive: that facilitators and professors articulate their dynamics with greater emphasis on “entertaining their audience” than on contributing to transforming each person. However, it is far more relevant to evaluate the performance of each participant, from the facilitator’s or teacher’s perspective, and also from the perspective of their colleagues.
10. Transformation hurts.
Just like it hurts to go on a diet or undertake a demanding training programme. Accordingly, the role of a mentor is not to win popularity contests or to ensure that their mentee feels comfortable. Quite the opposite: it consists of challenging them -in the most inspiring way possible- by generating a mixture of discomfort and hope that inspires them to develop their own talent with discipline.
In addition, we offer you an initial selection of learning resources (books, articles, videos, etc.) that have helped other professionals in their self-development and that could be useful for you to start deepening your knowledge of each of the skills. We suggest that you also nourish your intellectual diet with good literature.
- 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. – MIT Sloan Management Review.
- Turning your Strategy into Results. – MIT Sloan Management Review.
- What Is Disruptive Innovation? – Harvard Business Review.
- The Innovator´s DNA. – Harvard Business Review.
- Finding Your Innovation Sweet Spot. – Harvard Business Review.
- Thinking, Fast and Slow. – Daniel Kahneman.
- Creating Business Plans. – Harvard Business Review.
- Problem Solving 101. – Ken Watanab.
- The 5 Elements of Effective Thinking. – Burger & Starbird.
- Smart Choices: A Practical Guide to Making Better Decisions. – Hammond, Keeney & Raiffa.
- Good Strategy, Bad Strategy. – Richard Rumelt.
- Lead from the Future. – Mark Johnson.
- Playing To Win: How Strategy Really Works. – A.G. Lafley.
- Originals: How Non-Conformists Move the World. – Adam Grant.
- Noise: A Flaw in Human Judgment. – Daniel Kahneman.
- Think Again: The Power of Knowing What You Don’t Know. – Adam Grant.
- Rationality: What It Is, Why It Seems Scarce, Why It Matters. – Steven Pinker.
- Why you think you’re right — even if you’re wrong. – Julia Galef. – TED.
- The surprising habits of original thinkers. – Adam Grant. – TED.
- The paradox of choice. – Barry Schwartz. – TED.
- How to make hard choices. – Ruth Chang. – TED.
- Are we in control of our own decisions?. – Dan Ariely. – TED.
- 5 tips to improve your critical thinking. – Samantha Agoos. – TED.
- How to make stress your friend. – Kelly McGonigal. – TED.
- The Goal: A Process of Ongoing Improvement. – Eliyahu Goldratt.
- Switch: How to Change Things When Change Is Hard. – Chip Heath and Dan Heath.
- Simple Rules: How to Succeed in a Complex World. – Donald Skull.
- The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. – Eric Ries.
- The Design of Business: Why Design Thinking is the Next Competitive Advantage. – Roger L. Martin.
- The Three Laws of Performance: : Rewriting the Future of Your Organization and Your Life. – Steve Zaffron.
- How to Make Agile Work for the C-Suite. – Harvard Business Review.
- Bureaucracy can Drain your Company’s Energy, Agility can Restore it. – Harvard Business Review.
- Embracing Agility. – Harvard Business Review.
- Agile at Scale. – Harvard Business Review.
- The Journey to an Agile Organization. – McKinsey.
- Managing Projects. – Harvard Business Review.
- Getting Work Done. – Harvard Business Review.
- Delegating Work. – Harvard Business Review.
- The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development. – Dantar P. Oosterwal.
- That’s Not How We Do It Here!: A Story about How Organizations Rise and Fall, and Can Rise Again. – John Kotter & Holger Rathgeber.
- The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win. – Gene Kim, Kevin Behr & George Spafford.
- Scrum: The Art of Doing Twice the Work in Half the Time. – Jeff Sutherland.
- The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done. – Stephen Denning.
- Man’s Search for Meaning. – Viktor E. Frankl.
- How Will you Measure your Life. – Clayton M. Christensen.
- Mindsight: The New Science of Personal Transformation. – Daniel J Siegel.
- The 7 Habits of Highly Effective People. – Steven Covey.
- The Speed of Trust: The One Thing That Changes Everything. – Steven Covey.
- The Four Loves. – C.S. Lewis.
- The 5 Love Languages: The Secret to Love that Lasts. – Gary Chapman.
- The Hidden Power of Kindness. – Lawrence G. Lovasik.
- Empathy: HBR Emotional Intelligence Series. – Daniel Goleman.
- 12 Rules for Life: An Antidote to Chaos. – Jordan Peterson.
- Virtuous Leadership. – Alexander Havard.
- The Purpose Driven Life: What on Earth Am I Here For? – Rick Warren.
- The Infinite Game. – Simon Sinek.
- Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones. – James Clear.
- Act Like a Leader, Think Like a Leader. – Herminia Ibarra.
- The gift and power of emotional courage. – Susan David . – TED.
- How to spot a liar. – Pamela Meyer. – TED.
- How to live before you die. – Steve Jobs. – TED.
- Are you a giver or a taker?. – Adam Grant. – TED.
- The difference between winning and succeeding. – John Wooden. – TED.
- Want to be happy? Be grateful. – Brother David Steindl-Rast. – TED.
- The power of vulnerability. – Brené Brown. – TED.
- The power of introverts. – Susan Cain. – TED.
- The power of believing that you can improve. – Carol Dweck. – TED.
- Getting 360-Degree Feedback Right. – Harvard Business Review.
- The Leader as Coach. – Harvard Business Review.
- How to Give Feedback to Someone Who Gets Crazy Defensive. – Harvard Business Review.
- How to Mentor a Narcissist. – Harvard Business Review.
- Giving Effective Feedback. – Harvard Business Review.
- Managing Difficult Interactions. – Harvard Business Review.
- Feedback That Works: How to Build and Deliver Your Message. – Sloan R. Weitzel.
- Crucial Conversations Tools for Talking When Stakes Are High. – Al Switzler.
- The Talking Manager: Leading People Through Conversations. – Álvaro González Alorda.
- Mindsight: The New Science of Personal Transformation. – Daniel J. Siegel.
- HBR’s 10 Must Reads on Communication. – Harvard Business Review.
- Failure to Communicate: How Conversations Go Wrong and What You Can Do to Right Them. – Holly Weeks.
- Successful Writing and Speaking: The Communication Collection. – Harvard Business Review.
- HBR Guide to Better Business Writing. – Hardvard Business Review.
- Brilliant Presentation: What the Best Presenters Know, Say and Do. – Richard Hall.
- The Definitive Book of Body Language: The Hidden Meaning Behind People’s Gestures and Expressions. – Barbara Pease.
- Tell to Win: Connect, Persuade, and Triumph with the Hidden Power of Story. – Peter Guber.
- Presence: Bringing your Boldest Self to your Biggest Challenges. – Amy Cuddy.
- How to speak so that people want to listen. – Julian Treasure. – TED.
- 10 ways to have a better conversation. – Celeste Headlee. – TED.
- The hidden power of smiling. – Ron Gutman. – TED.
- How to disagree productively and find common ground. – Julia Dhar. – TED.
- 7 ways to make a conversation with anyone. – Malavika Varadan. – TEDx.
- Speaking up without freaking out. – Matt Abrahams. – TEDx.
- Build your personal charisma. – Olivia Fox Cabane. – Standford.
- Your body language may shape who you are. – Amy Cuddy. – TED.
- HBR Guide to Persuasive Presentations. – Nancy Duarte.
- Presentations. – Harvard Business Review.
- Brilliant Presentation: What the Best Presenters Know, Do and Say. – Richard Hall.
- Speak to Win: How to Present with Power in Any Situation. – Brian Tracy .
- Resonate: Present Visual Stories that Transform Audiences. – Nancy Duarte.
- Talk Like TED: The 9 Public-Speaking Secrets of the World’s Top Minds. – Carmine Gallo.
- Why people believe they can’t draw. – Graham Shaw. – TED.
- Get comfortable with being uncomfortable. – Luvvie Ajayi Jones. – TED.
- TED’s secret to great public speaking. – Chris Anderson. – TED.
- How to avoid death by PowerPoint. – David JP Phillips. – TEDx.
- How to introduce yourself. – Kevin Bahler. – TEDx.
- The magical science of storytelling. – David JP Phillips. – TEDx.
- The surprising secret to speaking with confidence. – Caroline Goyder. – TEDx.
- 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.
- Leading Virtual Teams. – Harvard Business Review.
- Virtual Collaboration. – Harvard Business Review.
- The Digital Transformation Playbook: Rethink Your Business for the Digital Age. – David L. Rogers.
- Suddenly Virtual: Making Remote Meetings Work. – Karin M. Reed.
- Distributed Teams: The Art and Practice of Working Together While Physically Apart. – John O’Duinn.
- Digital Body Language: How to Build Trust and Connection, No Matter the Distance. – Erica Dhawan.
- HBR Tools: Better Meetings. – Harvard Business Review.
- The Tools You Need to Make Every Meeting More Productive. – Harvard Business Review.
- Running Meetings. – Harvard Business Review.
- Running Virtual Meetings. – Harvard Business Review.
- Meeting Design: For Managers, Makers, and Everyone. – Kevin M. Hoffman.
- High-Impact Tools for Teams: 5 Tools to Align Team Members, Build Trust, and Get Results Fast. – Alex Osterwalder.
- Meetings Suck: Turning One of the Most Loathed Elements of Business into One of the Most Valuable. – Cameron Heron.
- Facilitating with Ease: Core Skills for Facilitators, Team Leaders and Members, Managers, Consultants, and Trainers. – Ingrid Bens.
- High-Performing Teams: A Timeless Leadership Topic. – McKinsey Quarterly.
- Beyond the Matrix Organization. – McKinsey Quarterly.
- The Past and Future of Global Organizations. – McKinsey Quarterly.
- Playing Office Politics Without Selling Your Soul. – Harvard Business Review.
- Virtual Collaboration. – Harvard Business Review.
- Leading Virtual Teams. – Harvard Business Review.
- Delegating Work. – Harvard Business Review.
- Influence: The Psychology of Persuasion. – Cialdini Robert B.
- The Necessary Art of Persuasion. – Jay Conger.
- Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond. – Deepak Maholtra, Max Bazerman.
- Never Split the Difference: Negotiating as if Your Life Depended on It. – Chris Voss.
If you want to contact our services or learn more about our model, you can contact us at firstname.lastname@example.org
ÁLVARO GONZÁLEZ ALORDA
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