example acceptance executive assessment report

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Executive Team Assessment

ANONYMOUS MANAGEMENT TEAM 2015

Assessment and Interviews

For: Client.

Executer:

Mr. Søren Sepstrup Lønkvist

C.E.O., Acceptance Pte. Ltd.

www.acceptance.com.sg

Report compiled by Mr. Adam Lewis

PRIVATE & CONFIDENTIAL

N.B. The statistical data presented herein is genuine and has not been amended or falsified; however all identification of the

individuals concerned has been removed. Any names or images used are purely for layout representation purposes only.

All data reproduced with the kind permission of the relevant persons assessed.

Executive Team Assessment |1

TABLE OF CONTENTS

Evaluation of Management Performance in the Executive Group 2

Feedback evaluation: 2

The Score – How do we measure? 3

What we have been measuring 3

Self-Assessment (PTP) 4

The Executive Group as a Team 6

The Managerial-Trait Grids 6

Team Results 8

Team Characteristics Breakdown and Average 9

Conclusions on individuals 10

Evaluation of Individuals’ main working behaviour, and how to manage them for better Performance 10

Comparison of team members after tests and interviews 11

Individual Executive Profiles Appendix A


Evaluation of Management Performance in the Executive Group

Acceptance were engaged to make an assessment of the Company Management performance strengths and pitfalls of

the existing Executive Group and to use this information to prepare the team (and therefore the company) in making

the next step in the company’s on-going success.

The foundation of the assessment is a three-tiered approach – Self Assessment (PTP tests) by the candidates, the

evaluation of the individuals’ current performance levels by their managers and superiors, and a feedback evaluation

interview by Acceptance (either by face-to-face meeting or teleconferencing).

To determine the leadership and management skills of each candidate, the relevant personality traits for each of the

following attributes were examined:

Energy – Self motivation, how strong is the candidate.

Energize –efficient and effective communication of what needs to be done, and instilling inspiration and

positive action in others.

Edge – The ability to make tough decisions when they are needed and not when it is too late. Execute – The ability to “get things done”: not only talk about it, but also execute it in a way that brings value

to the company.

Courage – The willingness to act on those decisions.

Feedback evaluation:

Once each individual’s scientific tests had been completed and the data analyzed, the individual team members were

interviewed, Performance Coached and subsequently received feedback on their profile by certified and professional

Executive Coaches.

This was done in order to obtain more information about each of the individuals, and also to independently verify that

the test and assessment results were pertinent, valid and true. These Performance Coaching and feedback sessions were

not only a way to pick up on individual character nuances, but also to discover where each individual required immediate

support to increase their performance and motivation, giving each manager practical tools that they could employ going

forward.

In this phase we also explore negative aspects from each candidate’s own perspective; for example, why they may want

to leave the company, why they are extremely de-motivated or if they feel they are placed in a job / position that is not

the right one for them or for Company. This technique does have positive aspects as it give us an idea about the company

culture and what positive changes are needed to be done to increase performance.

Also in this phase we are identifying:

Each candidate’s current working morale and motivations.

How each candidate fits into his/her current job compared to the ‘ideal’.

And if each candidate has the potential for promotion, or if in general would they be better employed by

Company in a different direction than their current position.


The Score – How do we measure?

The first stage of establishing each team member’s characteristics are by use of the PTP Self-Assessment tools; these

are a series of questions based around an individual’s professional life, how they perceive working relationships, their

role within the organization, and what their priorities are. The responses to these questions are categorized into one of

twelve different character traits (each divided into a further three subsections), which build-up an overall picture of the

individual. Once all of the questions are answered, the candidate is awarded a points value out of 100 for each of the 36

different facets. The points values are then grouped according to the required function (Energy, Energize etc.) and

statistical analysis is applied to give a score out of 12.

When all of the independent sections of the analysis have been completed (Manager’s Assessment of Current

Performance, Feedback Evaluation and the Self-Assessment) the scores for each section are compared against the

Standard Model of where each person should ‘ideally’ be; the difference between a person’s ‘ideal’ score and their

‘actual’ score gives an indication of the size of the task ahead. The Management Review Grid on page 11 details the

individual scores for the Company team.

What we have been measuring

We have used some of the most precise and scientific tools available to measure the management group’s behavior,

motivational needs, strengths, delegation levels, self-motivation, leadership potential, execution level and much more.

Additionally we have measured their ability to process information, and the quality of the information processing (also

called cognitive level). This factor is critical to predict future successes and performances in executive levels!

Please see example of parameters we are measuring in the (PTP) Profile test on page 9.

When it comes to leadership and executive management potential, we are using (among other tools) GE Capital as a

base for our measurement; every company that we work for normally have their own standards of How and What to

measure when it comes to ensuring their current and future Leadership Ability and Leadership Pipeline.

We have therefore developed a generic model that enables us to tailor our assessments to the requirements of various

different companies and company types.


Self-Assessment (PTP)

Energy – Self motivation, how strong is the candidate and how does he (or she) react to difficulties; how much (work

load / stress / decision making) can they cope with before they will back off or start to make mistakes or develop stress.

As a manager, a higher self-motivation is needed compared to the average worker.

This characteristic means the ability to thrive on action and relish change. People with positive energy and a high energy

level are generally optimistic. They start the day with enthusiasm and usually end it that way too, rarely seeming to tire

in the middle. They don't complain about working hard; they love to work, and will get much more done at the end of

the day.

In the test it is defined by the combination of:

Personal Characteristic of ‘Unaffectability’ (concentration, mental robustness and self-control)

Personal Characteristic of Self-Motivation (emotional processing, optimism and mood stability)

Dynamic Characteristic Vigor (physical energy, mental energy and tempo).

Energize – Being strong in him-or-herself is extremely important, but it is not enough if the candidate is not able to pass

this on and engage to the next level. He/she has to efficiently communicate what needs to be done; understand the

requirements of colleagues and employees, engaging them and so by being a leader he/she encourages everyone to

perform on a higher level and create a competitive edge. It is when the next level is getting much better because of their

own leader, and would not be much better without. We talk about creating a performance increase based on good and

solid leadership.

Positive energy is the ability to get other people revved up. People who energize can inspire their team to take on the

impossible. It takes a deep knowledge of your business and strong persuasion skills to make a case that will galvanize

others. It's hard to dismiss the ability to energize because it's a combination of skills; a great communicator who can

clearly define objectives, serious about work but doesn't take themselves too seriously; a good sense of humor and

shares credit readily. With an attitude that should be always upbeat: No matter how hard the job, it can get done.


Cooperative Ability of Interpersonal Tolerance (positively evaluating, expressed positivity and constructive

attitude)

Cooperative Ability of Social Contact (communication volume, open communication and social interface)

Edge – This is becoming more and more important for performance in modern companies: The ability to make the tough

decisions when they are needed and not when it is too late; to step in and solve problems instead of looking the other

way; to actively show the workforce the consequences of bad performers or people in the organization with the wrong

attitude toward the company’s values and principles.

Anyone can look at an issue from every different angle. Some smart people can, and will, analyze angles indefinitely. But

effective people know when to stop assessing and make a tough call, even without total information.


Cooperative Ability of Interpersonal Understanding (inverse value for considerateness)

Dynamic Characteristic of Impact (dominance, perseverance and strength of will)


Execute – Is the ability to “get things done”. Not only talk about it but execute it in a way that brings value to the

company.

In the test, it is defined by the combination of:

Dynamic Characteristic of Impact (dominance, perseverance and strength of will)

Qualitative Characteristic of Organization (planning, orderliness and detail-orientated)

Qualitative Characteristic of Decisiveness (decision tempo, autonomous decision taking and steadfast

decision taking)

Personal Characteristic of Self-Motivation (mood stability)

Courage – Courage is one of the most critical factors for Executing Change. Companies with management that do not

show some degree of Courage often suffer from lack of self-confidence and are critically vulnerable to change and

growing competition. By measuring the level of Courage we are able to have an idea of the team’s ability to perform

without a “strong leader”.


Personal Characteristic of Objectivity (unbiased / neutrality, accountability and risk taking)

Personal Characteristic of Unaffectability (concentration, mental robustness and self-control)

Personal Characteristic of Self-Motivation (emotional processing)

Cooperative Ability of Interpersonal Understanding (inverse value for considerateness)

Qualitative Characteristic of Decisiveness (decision tempo, autonomous decision taking and steadfast decision

taking)


The Executive Group as a Team

The Managerial-Trait Grids

The team traits results (page 8) are taken from the PTP scientifically proven test, and shows a wide range of character and we can conclude that for future positions it could be beneficial to have some more standardized management and leadership profile to hire from, as some characteristics in the manager position are a pre-requisite for the job; specifically to the needs of Company in general, which may need better-defined performance characteristics.

The Personality Type Indicator shows how different the individuals within the group are on the six parameters (Analyst, Organizer, Supportive, Innovator, Entrepreneur & Manager scores). For a more in-depth view of each candidate’s Team Traits, please refer to Appendix A.

The ‘Overview of Team Characteristics by Individual’s score’ highlights where each of the attributes is scored highest, and conversely where the scores are the lowest, in relation to the individual team members.

Looking at the team from the ‘Big Picture’ the team is very high on Organizer and Entrepreneur skills, and quite low on Analyzer skills, and in general on managing people. Being low on Managing skills and high on Structure often means that the Management team, while appearing to be managing, are in fact run by the ‘Structure’ and they follow up on how to do things; this in turn creates less free communication. This in turn creates an organization where the will be a tendency to build smaller kingdoms very often with different directions.

In general having Organizer skills are a very positive thing and being Entrepreneurs are positive also – it shows the team’s ability to start new things up, to grow the market, and also organize in which way to do it best. However, being so low on Analyzer skills could mean that we often just start up new things without understanding in deeper terms the long-term view, and therefore do not get the intelligence we need to increase the quality of our efforts.

So, the two big fixes with this team dynamic, supposing that this team will be ‘The Team’ that works together in the future to create added value and market growth:

To align the team to the Company purpose in the future

(also called Vision) and establish the all-over plan for how we

are going to reach our targets, and achieve a common

platform to do this.

When that alignment is made and has created clarity around

this, it will be very important to ensure that the buy-in from

each individual to the plan is there. This is where the two

high team factors (Entrepreneur and Organizer traits) will

come very much into play; they will give direction (and

ensure that it is the same direction) with a high focus on

what Company needs to achieve, both for the short term

and in the longer term.


The team is not too strong on Support to each other, or in general to the rest of the organization; so factors that will be

important to look at general are how this team should behave, should work together, and the consequences for not

doing so.

A final note: Out of all of the Executive teams we have assessed (in excess of 100) this team is extremely high on the

factor Orderliness (or Structure), more so than any other team. This alone means that the individuals on the team prefer

to work to their own structure and plan, instead of to a common plan. The Company top leadership will subsequently

need to be managing with tough empathy on sticking to the plan agreed with team and individuals. Also this team

(compared to other leadership Sales teams) are significantly low on the factor Accountability, which indicates that it will

be really easy for the individuals in the team to point fingers at other people when something goes wrong. This might

already be the case in the current culture and it is highly recommended to address this issue, as a Culture in any company

of “I Am Okay, You Are Not Okay” will have a direct hit on that company’s performance.


Team Results


Team Characteristics Breakdown and Average

Full Team Low, Average & High


Conclusions on individuals

Evaluation of Individuals’ main working behaviour, and how to manage them for better Performance

In this section we have made our final judgment based on all information available, particularly on the input received

during the interview and performance coaching.

The Manager Review assessment (page 11) has been based on as many objectives and scientifically-identified

information parameters as possible. The assessment management review was made on-going through the process,

feeding the assessment files with the facts as they were coming in. As you can see in the grid, it was manually divided

into three distinct groups – 1/3 top scores (green), 1/3 middle (yellow), and 1/3 bottom scores (red).

Normally we spend 80% of our manager leadership time dealing with those in the bottom scores (red), whereas most great

performing companies do the opposite – they make sure that the top staff (green) are taken good care of and constantly

monitor the mid-band (yellow) as it is critical to know if they are on their way up (green) or down (red).


Comparison of team members after tests and interviews

example acceptance executive assessment report

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