developmentreport dummya · ©[email protected] 201229201560964616...

© NL Buckley 1984-2018 [email protected]

Development ReportDummy A

19/10/2012Date

Assessment Plus MarketingCompany

Project

Founded on the highly respected Facet5 model of Personality1, SpotLight can light the path to self-awareness.

The SpotLight Development MatrixWhat is SpotLight?The SpotLight Development Matrix provides individuals withtheir personality related Strengths, Risks, Frustrations and

Self-awareness is pivotal to individual development. Trainersand Coaches may differ in when and how they deliver this butfew deny its value and relevance. Challenges. SpotLight provides immediate, personal feedback

and also delivers a simple, practical process for creatingtailored development goals and plans.Self-development starts with a good understanding of your

personal style and the attitudes, values and beliefs that driveit. This, together with an appreciation of how you might be seen Spotlight should be seen as a starting point for building

development plans. It highlights potential strengths andby others, and a language for describing differences indevelopment issues. It should be viewed in the light of otherbehaviour, lend background, perspective and a framework to

any developmental exercise. relevant information such as the requirements of your currentrole or future aspirations within your organisation.

What does the SpotLight Report show?

ChallengesFrustrationsRisksStrengthsYour Challenges are potentialdevelopment goals related toyour Risks and Frustrations

Frustrations arise when othersare different from you. Theywork differently and thatcauses tension.

A Risk appears when youtake your Strength toextremes. Then it worksagainst you. It can become aweakness.

Strengths are things you dowell. They require little effort,come naturally to you and willbe seen by others.

To help you understand how these impact you at work we have grouped them into five Domains as follows:

Do you decide quickly or take time to think?Making decisions andsetting goals Do you argue strongly or try to placate others?

Do you decide independently or see what others think?

Are you openly enthusiastic or more reserved?Engaging with andconsulting others Do you socialize easily or prefer privacy?

Do you discuss broadly or prefer private research?

Do you focus on the task or look at the big picture?Focusing on peopleand tasks Do you make allowances for others or expect them to look after themselves?

Do you trust what you are told or do you look for proof?

Do you prefer to be structured and to plan ahead or do you prefer to remain flexible?Managing your workand commitments Are you careful and prudent or prefer to keep a light and responsive touch?

How do you respond to stress and identify risk?Responding to stressand identifying risk Is it normal for you to feel anxious about things or are you generally relaxed?

Do you always see the bright side or do you continually check for obstacles?

1 For more information on Facet5 please visit facet5.com.

2SpotLight An introduction

Making decisions and setting goals

ChallengesFrustrationsRisksStrengths

Your challenge could be to ...You may be frustrated by ...You may be seen as ...You ...

be patient, listen and explain yourthinking. Encourage others tocontribute

people who won't make up theirmind or who seem uncertain

too ready to promote your own ideasand not listen to others

hold clear views about most issuesand are able to explain them well

be consistent when making yourcase and explain your argumentsimply and clearly

those who either argue too forcefullyor refuse to defend themselves

giving in when strongly opposed.You may also override lessoutspoken people

allow others to have their say butstill make your point. You can seeboth arguments

explain your intentions and rationalebefore acting. Be more willing todefer to others

people who lack initiative or whoseem to need other people'sapproval

going your own way and being slowto consult others

are independent and can act alonewhen needed. You do not needothers' support

Engaging with and consulting others



see when you should reflect moreor when you could take moreinitiative and start things

people who are either uninterestedor are overly enthusiastic andimpulsive

unwilling to get involved in or excitedby the ideas put forward by others

will appreciate and respond toenthusiasm in others without gettingcarried away

let people know when you need timeand space to yourself and that thisis temporary

loud, self-promoters and those whoare slow to respond or difficult toengage with

more sociable than you actually are.May surprise when you avoid asocial event

are as sociable and as outgoing asthe occasion requires. Has a privateside

encourage people to share anddiscuss. Push to make sure allalternatives are covered

people who are either too quick tochange their views or too insular anddetached

waiting for input from others. Nottaking the initiative

can develop ideas independently butwill also value input from the outsideworld

Statements highlighted in these colours show where you are most likely to differ from other people.Statements highlighted in these colours show where you differ slightly from other people.Statements highlighted in these colours show where you are similar to other people.

3SpotLight Development Matrix Dummy A

Focusing on people and tasks



think longer term and accept thatsome issues are not simple.Consider other's interests

people who lack commercial senseand are naïve

opportunistic, short term and selfserving which may challengerelationships

detect opportunities and protect yourown and your organisation'sinterests

be mindful of the needs of othersand the help they need to performat their best

people who don't meet the demandsof a role or require a lot of help orassistance

expecting too much from others.Underestimating the support theyneed

expect people to get on with theirwork and to deliver with theminimum of support

Take time to assess the situation.Sometimes relationships can be asimportant as a quick win

people who always see the best inothers and do not question theirmotives

too quick to take advantage andmisjudge people's motives

are guarded with other people andare therefore rarely taken advantageof

Managing your work and commitments



prove that your radical ideas canwork. Be realistic about what youcan deliver

people who tell you what to do andrestrict you or impose their idea ofprocess

disorganised and undisciplined.Constantly challenging rules

champion the need for freedom andthe autonomy to choose how to goabout your work

select how and when you challengethe status quo. There may beunforeseen consequences

people who insist there is a right andwrong way for everything andeverybody

casual, irreverent, irresponsible andrebellious

are free thinking andnon-judgemental. You adapt easilyto changing situations

Responding to stress and identifying risk



help others to manage their anxietyand maintain proportion

people who are continually anxiousor who fail to recognise risks

some may feel you don't appreciatetheir anxieties

maintain perspective and anyworrying or anxiety you feel will bein proportion to events

explain the logic behind yourreactions. This could be helpful to

people who never learn and ignorewarning signs or are overly negativeand uncertain

not always responding to pressureas others would wish

are comfortable with who you areand realistic about what to expect ofyourself and others those with a tendency to over or

under react

Statements highlighted in these colours show where you are most likely to differ from other people.Statements highlighted in these colours show where you differ slightly from other people.Statements highlighted in these colours show where you are similar to other people.

4SpotLight Development Matrix Dummy A

5

For SpotLight to be useful it must provide information that you understand and can relate too. This section of your report provides a process for exploring your Matrix and formulating a development plan that is meaningful to you.

Development Planner Making the most of your Report

About the Development PlannerStep 1 is designed to make you really think about behaviours that are working well for you and those that are proving less effective.

Step 2 helps you create your first development goal.

Step 3 has you producing a detailed action plan.

You will find a fully Worked Example attached and a blank Development Form for use later in the exercise.

Two heads are better than oneYou may choose to complete the process alone but working with a partner has a number of advantages as they:

• act as a sounding board;

• help you think things through by offering another point of view and challenging your attitudes and assumptions;

• can open up opportunities or solutions that you had not thought of.

There is a strong case for forming development partnerships with people from within your organisation. They have an insider’s knowledge of the workplace culture, operating standards, practices and accountabilities and an appreciation of constraints;

Partnerships where both parties are working on their development can also work well. In this case you will take it in turns to act as ‘coach’ for each other.

ObjectiveTo determine which Strengths present a development challenge for you.

There are three types of Challenges that could be associated with any of your Strengths:

• The Challenge statements in your Matrix relate to a Strength you overplay and is now a Risk.

Review and reflection may reveal two additional types of challenges:

• A Challenge related to a Strength that you underplay – this could be something you have not previously recognised, have undervalued or have had little opportunity to apply

• A Challenge related to a Strength you overplay in response to a Frustration.

Step 1 Review your SpotLight Development Report

Guidelines• Review all of the statements in your SpotLight Report.

SpotLight uses shading to show where your approach is most likely to differ from the average person. We suggest that you pay particular attention to these but the decision about what to prioritise should be based on your own analysis and judgement.

• Think about your results in relation to your behaviour, performance and the quality of your relationships at work. Do the statements reflect your understanding of yourself, your experience or any feedback you might have received?

• Be honest with yourself. This is a time for reflection. Avoid the temptation to dismiss anything that you do not like or would rather not acknowledge.

6

Yes

Step 1 Review your SpotLight Development Report 7

Is this a strength I recognise in myself? and/orIs it something others have recognised in me?

Strength Risk Frustration Challenge

Is this something I regularly use?

Is this something I should develop?

Yes

No

Yes

Does the Risk statement apply to me?[ask yourself, what would others say?]

Yes No

Does the Frustration statement apply to me?[ask yourself, what would others say?]

ProcessWork through each of the five Domains in turn.

Review the associated Strengths, Risks, Frustrations and Challenges using the chart below.

Decide which strengths contain any kind of development challenge for you and identify them by ticking the boxes provided in your report.

Move on to the next Strength in your SpotLight Matrix

Tick the Strength. You will be able to define your own Challenge in Step 2

No

No

Yes

Tick the Strength.The Challenge statement should be relevant and help you to refine your Development Goal in Step 2

No

The Challenge statement will not be relevant at this time. Does the Strength need addressing in some other way?

Yes No

ObjectiveThe aim of a Development Goal is to define the change in behaviour that you want to make to address your Challenges.

GuidelinesWe recommend that you select one Challenge to work on at any one time.

Step 2 Identify your first Development Goal

ProcessOf the Strengths you have ticked, decide which, if developed or managed, would make the most significant difference to your effectiveness at work.

Using the blank Development Form provided, record the Strength you have selected.

Answering the questions below will then help you to:

• describe what is happening now;

• describe the nature of the Challenge;

• create the Development Goal to describe what you want to achieve. These usually include the words ‘I will’ and should be stated in the positive (see Examples below).

Questions

• Why is this strength important for you to address?

• What is happening now?

• How will it help you in your role?

• What are the consequences of not working on it – for you and for those you work with?

• So what would you like to achieve?

8

Examples

Strength Challenge Development Goal

I hold strong views about most things and am able to explain them well

To develop the strength To develop the ability to express my views when dealing with more senior people

I will express my views when I believe it could improve outcomes

I plan and implement procedures to drive and monitor performance

To avoid the risk To moderate my use of this strength to allow for new approaches that could improve performance

When faced with a task I will consider new, more innovative ways to approach it

I am patient and tolerant To manage the frustration To develop effective ways of dealing with argumentative people

I will be more assertive with argumentative people about issues that are important to my team or me

GuidelinesWork through the following questions and record your findings in the relevant section of your Development Form.

Step 3 Create the Plan

Process

New behaviours I will use to achieve this goal

• What do you need to do differently in terms of behaviour?

• What would your wisest friend/colleague advise you to do?

• What do you see others do in similar circumstances that make them successful?

• What do they do that you can emulate?

• What kind of attitude would it be useful for you to develop to support this new behaviour?

Committing to building new habits

• What opportunities are there to try these new behaviours?

• When will you do this by?

• What support do you need and from whom?

• What could get in the way of you progressing your goal?

• How will you overcome this?

• How will you know you have succeeded?

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