Low

Average

Good

Excellent

APPROPRIATE USE OF EACH DIGITAL TOOL

INFORMATION MANAGEMENT IN DIGITAL ENVIRONMENTS

DISCIPLINE IN THE USE OF DIGITAL TOOLS

Self-diagnosis: Poor.

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.

Low

Average

Good

Excellent

PREPARATION & AGENDA

METHOD & DISCIPLINE

FACILITATION & INCLUSION

Self-diagnosis: Poor.

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.

Low

Average

Good

Excellent

BUILDING TRUST AND CREDIBILITY

ABILITY TO "READ" OTHERS

MULTIDISCIPLINARY TEAM CREATION & DEVELOPMENT

NEGOTIATION & CONSENSUS BUILDING

Self-diagnosis: Poor.

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.