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REPORT

The Healthy Leader®

Profile

The Healthy Leader® Profile

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Copyright © 2014, Healthy Companies International. All rights reserved. 1

You are about to enjoy two of the greatest gifts possible:

A model for how to be a healthy and effective Leader

Feedback from people whose perceptions and input are critical to your current and future

effectiveness

The Healthy Leader® Model

We are passionate about The Healthy Leader® model because we believe the world is experiencing a crisis.

The highly visible failings of some have cast a shadow on all. The credibility of organizations is at an all-time

low—leaving employees, consumers, and the public cynical and disengaged. Each and every one of us needs

to embrace a holistic model of excellence to regain confidence and trust.

The Healthy Leader® model challenges you to embrace a holistic and expansive vision of your own

effectiveness. Even more fundamental than skills and competencies—who you are determines your true

leadership capability. The roots of your deeply held beliefs and assumptions are what determine your ability

to maintain your perspective, make sound judgments, and execute effectively in even the most challenging

circumstances. Your colleagues, your organization—indeed the world at large is depending on your own

unique healthy leadership.

The Gift of Honest Feedback

Your feedback team has provided you with their perception of your health relative to The Healthy Leader®

model. We encourage you to...

Celebrate and leverage your strengths

Take stock of, and continue to work your development opportunities

Explore gaps between your perception and the perception of others

Be sure to thank your feedback team for the gift of their feedback. That information, along with The

Healthy Leader® model, provides the foundation for a robust development plan that can propel your

leadership to the next level.

Thank you for allowing us to partner with you on your leadership journey.

— The Healthy Companies International Team



While there are widely shared frameworks and commonly accepted behaviors that help define what great

leaders do, what is missing is a new way of defining what drives leaders from the inside. The Healthy

Leader® synthesizes into a holistic framework our insights from hundreds of interviews with executives in

dozens of countries with the latest research in leadership, management, neuroscience, psychology, and

biology. The results show that the person you are naturally impacts the actions you choose to take, which

then determine your effectiveness as a leader and the overall performance of your organization.

The Healthy Leader® is designed to provide a snapshot of your current leadership health to identify where

vulnerabilities and perception gaps are preventing you from achieving the leadership legacy and results you

envision. This distinct and holistic model provides a foundation and personal profile that can guide your

growth and development.


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The Healthy Leader® will help you gain valuable insight into your Leader performance by giving you a snapshot

of who you are. This portion of your report dives into multiple dimensions and provides a perspective of how

you, your boss, your peers, and your direct reports rate your level of healthy leadership.

Never Seldom Sometimes Often Always See

Page

Physical Health

5

Body/Mind Awareness

6

Energy Management

7

Peak Performance Lifestyle

8

Emotional Health

9

Self-Awareness

10

Positive Emotions

11

Resilience

12

Intellectual Health

13

Deep Curiosity

14

Adaptive Mindset

15

Paradoxical Thinking

16

Social Health

17

Authenticity

18

Mutually Rewarding Relationships

19

Nourishing Communities

20

Vocational Health 21

Meaningful Calling 22

Personal Mastery 23

Drive to Succeed

24

Spiritual Health 25

Higher Purpose 26

Global Connectedness 27

Generosity of Spirit 28

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average

Your Direct Reports’

Response Average


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We each have a unique combination of strengths and weaknesses. Knowing where you are strong and where

you have opportunity for development is a critical step toward creating a personalized development plan—

one that is framed by essential leadership actions and built on the foundations of healthy leadership. This

portion of the report averages all responses to show your top three strength areas, your top three

development opportunities, and the top three widest perception gap areas between your perception and

those of your co-workers.

Key Strengths Development Opportunities Perception Gaps

Drive to Succeed

Your drive to excel is reflected in your

ability to define clearly what success is,

to visualize it, and then to pursue it - even

through adversity. You have a sense of

urgency, a passion to win, and a deep

desire to accomplish whatever goals you

set.

Self-Awareness

It may be difficult for you to be self-

conscious and reflective of your own

strengths and vulnerabilities. Time for

self-reflection is crucial to discovering

your true self and to help identify the

blind spots that can sabotage your

success.


Your assessment of your peak

performance was lower than what your

co- workers perceived. Are you better at

this than you had thought? Or, do you give

the impression that you have this under

control more than you actually do?

Meaningful Calling

You believe in the work you are doing. The

values and priorities of your work align

with your own personal values and you

feel good about the contributions you

make at work.

Deep Curiosity

There may be times when you don't fully

explore other alternatives or scratch

beneath the surface of ideas. This may be

because you're short on time or because

the topics aren't interesting to you.

Consider the possibilities of exploring

alternatives on your next decision.

Global Connectedness

Your assessment of your global

connection was higher than what your co-

workers perceived. Is there some validity

to your co-workers' perceptions or do you

just need to do a better job promoting

and modeling this health dimension?

Personal Mastery

You have an intimate understanding of

your strengths and weaknesses and

continually work to raise your personal

bar of performance. Disappointments and

failures don't weigh you down - they

rejuvenate you for the next attempt.

Authenticity

You may have some difficulty being your

full self every day in all situations. This

may mean that you struggle with aligning

your thoughts and feelings with your

actions. Improving in this area will

enhance your credibility.


Your assessment of your paradoxical

thinking was higher than what your co-

workers perceived. Is there some validity

to your co-workers' perceptions or do you

just need to do a better job promoting

and modeling this health dimension?


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The building blocks of physical health are body/mind awareness, energy management, and healthy lifestyle.

Physical health refers to the condition and functioning of the body's skeletal structure, organs, and

systems, which may reflect and/or influence the mind and spirit. Being physically healthy enables you to

keep up with the escalating speed of life. It helps you develop agility, maintain balance in your life, and

bounce back in the face of adversity.

At the organization level, physical health enables business success. It makes people more energetic, hardy,

productive, and better able to put in the extra effort required to handle unforeseen problems. People who

are physically healthy experience less stress, are absent less often, and are better problem solvers. They

are generally strong yet flexible team players who embrace responsibility. A physically healthy workforce

ensures economic security for employees and the organization, enhances the company's public image, and

creates a robust culture of results.

I think of my time as CEO as more of a marathon than a sprint. So, I’ve really

been focused on how do I live healthy enough so that I can stay in this high level

of energy for a long period of time. I’ve been dieting. I’ve been working out

more. I’m 53. I still theoretically could have 12 years to go [until retirement].

John Schlifske, Chairman and CEO, Northwestern Mutual


Page

Physical Health

5

Body/Mind Awareness

6

Energy Management

7


8

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average

Ask yourself:

How does each component of my physical health (body/mind awareness, energy management,

healthy lifestyle) enhance or inhibit the quality of my life? My leadership?

What consequences might I experience if I do not improve these components of my physical health?

How might improving my physical health impact my emotional, intellectual, social, vocational, and

spiritual health?


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A healthy mind and body is foundational for optimal health and happiness. It is critical to understand how

your body works, what organs and body systems are most vulnerable for you, and how your mind and body

are connected. By being a student of your physical and mental health you can prevent disease, rebound

quickly from illness, and live a healthy lifestyle.

Being physically stronger makes you mentally stronger. It improves you. Going through

some of these (triathlon) races, and putting myself in circumstances that were indeed

challenging, has given me a very different perspective on my own work. Part of it is

how it helps manage fear as well as stress.

Paula Kerger, President and CEO, PBS

PHYSICAL HEALTH Never Seldom Sometimes Often Always Don’t

Know

Body/Mind Awareness

I believe my thoughts and emotions affect my physical

well-being.

1 1 4 2 1

I monitor my health to ensure that I am making good

choices regarding my lifestyle.

3 2 3 1

I understand what it takes for me to stay healthy during

stressful times at work.

3 3 1 2

I move quickly to take remedial action when I feel ill or am

face with health problems.

3 2 4

I adjust work plans if the current demands conflict with my

health and well-being.

2 2 3 2

I actively promote strategies and policies that enable my

team members to have a healthy lifestyle.

1 3 2 2 1

Key Your Response

Average

Your Boss’s

Response Average

* All numerals represent the number of responses from

your peers and direct reports


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Seldom

The multi-disciplinary science of high performance has shown that human energy can be expanded and

renewed. This energy is lying dormant inside all of us. By focusing, mobilizing and refueling your own energy,

you can develop personal actionable strategies to help unleash your own productive energy and the energy of

others.

I've become more conscious of my energy level and what replenishes me, so that I

can keep my energy level up. Instead of having five and-a-half hours of sleep, I'll

give up that extra half an hour and go running, and it actually gives me more

energy through the day.

Nomi Bergman, President, Bright House Networks


Know

Energy Management

I know what gives me energy and what depletes it. 5 3 1

I manage my workload so that I have the energy needed

to work and compete successfully.

1 1 5 2

I think it’s my primary responsibility to mobilize the

energy and enthusiasm of others.

1 1 2 3 2

I feel good about the energy I bring to others. 3 5 1

I proactively manage stress to prevent a loss of energy

and enthusiasm.

1 5 2 1

I work to keep my team’s energy up. 1 4 4

Key Your Response

Average

Your Boss’s

Response Average




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Living a healthy, hardy lifestyle is critical to peak performance. In increasingly stressful times, it is essential

that you develop a life and work plan that optimizes your health, manages stress, balances work, family and

personal life, and develops the resilience necessary to bounce back from setbacks and adversity.

You've got to understand what's going to work for you or you're at everyone's

mercy, because in any one of these key leadership jobs, it is 24/7 if you want it

to be 24/7. You need to know what your priorities are as an individual. It's taken

me a long time to figure that out, but now I know exactly what and when I need

to check out and get away.

Dennis Nally, Chairman, PwC International, Ltd.


Know


I am confident in my ability to manage stress at home

and at work.

1 5 3

I practice good health habits (e.g. plenty of sleep,

exercise regularly, follow doctor recommendations,

etc.).

2 2 3 2

I do my best to make good decisions about my health. 3 4 1 1

I am keenly aware of the health habits that make a

positive contribution to my ability to lead.

2 3 3 1

I feel good about my current balance between my

personal life and my work life.

1 3 5

I encourage my team members to establish a healthy

work-life plan.

1 3 4 1

Key Your Response

Average

Your Boss’s

Response Average




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The building blocks of emotional health are self-awareness, positive emotions, and resilience.

Emotional health refers to the ability to understand, express, and modulate the full range of emotions

clearly and appropriately, regardless of the circumstances. Being emotionally healthy enables you to adapt

and respond to changing conditions. It helps you move forward confidently in the midst of impermanence and

unpredictability.

At the organizational level, emotional health stimulates business success. It enhances people’s self-

awareness and self-esteem, and opens the door to creativity and teamwork. People who are emotionally

healthy are generally happy, confident, and optimistic. They possess a realistic view of themselves and

others and are willing to share power and responsibility. Emotionally healthy employees both reflect and

reinforce a culture of positive, productive power and are able to respond quickly to change, modulate their

anxiety, and tackle back-to-back challenges.

Everybody is a cylinder of emotion, and you have to touch those emotions in

order to connect. You can’t get somebody's mind until you’ve got their heart.

Linda Rabbitt, Founder, CEO and Chairman, Rand Construction


Page

Emotional Health

Self-Awareness

Positive Emotions

Resilience

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average

Ask yourself:

How does each component of my emotional health (self-awareness, positive emotions,

resilience) enhance or inhibit the quality of my life? My leadership?

What consequences might I experience if I do not improve these components of my emotional

health?

How might improving my emotional health impact my physical, intellectual, social, vocational,

and spiritual health?

9

10

12

11


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Self-consciousness and reflection are the cornerstones of emotional health. This involves understanding your

mental and emotional lives, acknowledging your strengths and vulnerabilities, seeing the hidden role that your

emotions play in making decisions, and engaging in participative observation by stepping outside yourself to

watch how you think, feel and act. You must also observe how your thoughts, emotions, and behaviors

undermine you. These hidden fears, faulty assumptions, and contradictions act like hijacks and blind spots

that can sabotage your success.

You’ve got to know your blind spots. A lot of it is recognizing your own fears. For

me, I have to reflect and ask myself, am I doing X because I need to get there or

am I doing X because it's the right thing to do? Or am I doing X because it’s what I

feel like is the most appropriate thing to do with my life right now?

Tim Ryan, U.S. Congressional Representative, Ohio

EMOTIONAL HEALTH Never Seldom Sometimes Often Always Don’t

Know

Self-Awareness

I easily and quickly identify counter-productive thoughts or

self-talk.

4 3 2

I seek feedback from others about my actions and

decisions.

1 5 3

I see myself as a highly reflective and introspective person. 2 3 3

1

I believe it is critically important to be deeply honest

about my strengths and weaknesses.

1 3 4 1

I make time for self-reflection.

1 4 2 2

I am aware of how my emotions influence my actions and

decisions.

1 3 5

Key Your Response

Average

Your Boss’s

Response Average




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Human beings are hardwired for positive emotions: compassion, forgiveness, love, hope, joy and gratitude.

Unhealthy experiences and organizations get in the way of their natural expression. You can rewire yourself

to tap into these emotions by paying attention to and practicing them. This helps you widen your tolerance,

expand your moral compass, enhance your creativity, and build healthier, more productive relationships.

There are 25 men and four officers in a company looking at a Captain for

emotional health, emotional stability. How the Captain goes in the unit is pretty

much the way the unit goes because they buy into whatever his emotion is at the

time, and you don’t want to be riding a roller coaster. Everyone understands that

everyone is human and has good days and bad days. It’s the general piece that

we’re looking at from a Captain. We want somebody who’s in that upward plane.

Mike Puzziferri, former Deputy Chief, New York Fire Department


Know

Positive Emotions

I think my effectiveness as a leader relies on my ability

to express positive emotions.

1 2 6

I feel a strong sense of forgiveness, gratitude and

compassion in my life.

1 4 3 1

I feel optimistic and energetic at work, even during

trying times.

2 7

I believe it is possible to generate happiness inside

myself by accentuating the positive.

2 7

I intentionally channel my thoughts and emotions

positively.

2 5 2

I help teammates see the good in challenging situations.

3 3 2 1

Key Your Response

Average

Your Boss’s

Response Average




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Without emotional resilience, challenges turn into traumas and traumas turn into disasters. With emotional

resilience, you bring a centeredness and calmness to times of crisis that enable you to assess what's coming

at you and how to best handle it. In a constantly changing world, resilience gives you the constancy within

yourself to handle the inevitable ups and downs. Whether you are re-emerging from a personal tragedy,

coping with volatile global markets, or trying to tackle unexpected organizational turmoil, it is your ability to

be emotionally resilient that pulls you through.

I always look for people with...the right emotional quotient, or EQ, to deal with

high stress and a fair degree of anxiety. They’ve got to have that desire to win,

along with the ability to live with the uncertainty of knowing life’s not perfect.

Todd Stitzer, former CEO, Cadbury


Know

Resilience

I believe the right level of anxiety is essential in

propelling people forward without causing them to panic

or get bored.

1 3 5

While setbacks are disappointing, I can feel good about

what I learn from them. 1 1 6 1

I can sense when I’m starting to feel complacent. 1 1 2 3 1 1

I create heightened expectations without raising the

stress levels of my team members. 3 2 4

I bounce back easily from crises or setbacks. 6 3

I feel confident about managing the ups and downs of

business. 6 3

Key Your Response

Average

Your Boss’s

Response Average




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The building blocks of intellectual health are deep curiosity, adaptive mindset, and paradoxical thinking.

Ask yourself:

How does each component of my intellectual health (deep curiosity, adaptive mindset,

paradoxical thinking) enhance or inhibit the quality of my life? My leadership?

What consequences might I experience if I do not improve these components of my intellectual

health?

How might improving my intellectual health affect my physical, emotional, social, vocational, and

spiritual health?

Intellectual health refers to the ability to think clearly, critically, and creatively in all circumstances. Being

intellectually healthy enables you to bring clarity to complexity. It helps you navigate increasing levels of

intricacies to define, prioritize, and focus your work.

At the organization level, intellectual health drives business success. It enables people to understand current

reality while envisioning a possible future. It helps them to analyze problems, ask and answer tough

questions, recognize common ground, and build on each other’s ideas. Intellectually healthy people are more

curious and better able to think objectively, make critical decisions, keep projects on track, adapt to

changing circumstances, and carry out business initiatives effectively. They help grow the company through

inventive solutions and value-driven activities, and engender a culture of growth and innovation.

Leadership is all about plugging into the minds and hearts of people. It is about

encouraging a spirit of intellectual ferment and constructive dissent so that

people are not bound by the status quo, and mavericks are given space and free

play.

Kumar Birla, Chairman, Aditya Birla Group


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Intellectual Health

13

Deep Curiosity

14

Adaptive Mindset

15


16

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average


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Never Always

Deep curiosity is, above all, the desire to stretch your mind coupled with a strong interest to seek out the

unknown—the ability to appreciate novel ideas and concepts. When you have deep curiosity, you are driven

by the desire to uncover the truth behind and the connections between everything. By unleashing your

longing to learn, you unlock creativity, challenge your own and others’ point of view, and ultimately arrive at

broader and deeper understandings of issues and problems.

There’s a discipline to my curiosity. My kids got me an iPod a few years ago and

every Friday night or Saturday morning, I download The Economist or something. I

put it on a playlist and whenever I get a chance, if I’m cleaning windows or doing

something in the yard or hanging out in the garage, you’ll see me with the iPod in

my ear. While I’m working with my hands there’s another part of my brain that’s

sifting and sorting and running.

Mike Petters, President and CEO, Huntington Ingalls Industries

INTELLECTUAL HEALTH Never Seldom Sometimes Often Always Don’t

Know

Deep Curiosity

I feel stimulated when my ideas are challenged by

others. 2 5 2

I am more curious about things than most other

people. 1 5 2 1

I understand how my biases and preferences impact my

ability to perform. 2 4 3

I’m intrigued by different ideas, people, and

situations. 1 2 4 2

I can find something of interest in almost any situation. 3 4 2

I promote a spirit of inquiry on my team and with

others. 2 5 2

Key Your Response

Average

Your Boss’s

Response Average




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Often

An adaptive mind is a self-transforming mind. It is agile, flexible, open to the unexpected, and able to

handle uncertainty and ambiguity. While it possesses a clear point of view, it is receptive to other ideas and

perspectives and, thus, has great capacity to deal with expanding mental complexity. By developing an

adaptive mentality, you can discard unfruitful ways of thinking, accept new approaches that lead to better

solutions and results, and embrace change.

You’ve got to be open at all points to improve. That’s what learning is about; if I

stop doing that, I will stop being the person I am. If I explain my view to people,

it isn’t self-evident to them that I’m right. People have different views, they

come to their conclusions; it may be better for them, or they may feel it’s better

for the country. Okay, well I’ve got to try to address all of those arguments.

Graham Allen, Labor Party, British Parliament


Know

Adaptive Mindset

I embrace change as an opportunity to learn and grow. 1 7 1

I readily throw out old ways of thinking when they no

longer work for me. 1 6 1 1

I enjoy trying new approaches (reworking current

business processes, suggesting varied meeting

agendas, etc.).

1 1 3 4

I am aware of how my perspectives affect my ability to

change and adapt. 1 2 5 1

I believe it’s important to continually reassess the way

I see or think about things. 1 3 4 1

I push my team to develop fresh approaches to

complete their assignments. 1 3 5

Key Your Response

Average

Your Boss’s

Response Average




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Know

Today’s world is filled with challenges that are multi-faceted and often lead to solutions that are at odds

with one another. In such a world, linear thinking is both insufficient and potentially dangerous. It is critical

that you have the ability to evaluate ideas from multiple angles and hold seemingly contradictory qualities

within yourself, such as confidence and humility, to establish the clarity required in today’s world.

Paradoxical thinking enables you to leverage contradictions that might otherwise frustrate and impede

decision-making.

Paradoxical thinking is about resolving tradeoffs, not by saying you can either get

A or B, but rather resolving it by how we can get both A and B. Going for a

both/and mindset rather than an either/or solution when there are tradeoffs

actually forces you to be creative and innovative in the solutions you apply.

Jørgen Vig Knudstorp, CEO, LEGO


Know


I see myself as the person who commonly

recognizes the merits of opposing and conflicting

viewpoints.

1 3 5

I find effective solutions to apparent

contradictions. 1 1 5 2

I work hard to ensure that my decisions carefully

weigh the strategic and the tactical. 1 3 3 2

I am good at seeing different perspectives during

meetings without judging them. 3 1 5

I enjoy unraveling complex issues that do not have

simple solutions. 2 3 2 2

I try to skillfully challenge other’s assumptions

and conclusions. 1 2 4 2

Key Your Response

Average

Your Boss’s

Response Average




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The building blocks of social health are authenticity, mutually rewarding relationships, and nourishing communities.

Ask yourself:

How does each component of my social health (authenticity, mutually rewarding

relationships, nourishing communities) enhance or inhibit the quality of my life? My

leadership?

What consequences might I experience if I do not improve these components of my social health?

How might improving my social health affect my physical, emotional, intellectual, vocational, and

spiritual health?

Social health refers to the ability to build and sustain constructive relationships with family, friends,

colleagues, and community members. Being socially healthy enables you to maintain your integrity in a world

of increasing transparency. It helps you maintain genuine openness and great relationships while

safeguarding your business and yourself.

At the organization level, Social Health invigorates business success. It fosters a sense of belonging and

enables people to build more productive relationships, read non-verbal cues, put themselves in others’

shoes, and avoid or resolve conflict. It inspires cooperation and team work, helping people leverage diversity

and expand their cultural sensitivity. Socially healthy people express themselves openly and honestly, readily

align themselves around shared values and goals, and create a culture of caring, cultural awareness, trust,

and respect.

It's not today’s encounter or today’s sale that matters. It’s all the encounters and

the relationships that are going to be fed from today’s sale. If I just care about

today’s sale or today’s encounter or today’s exchange, I may make different

decisions that affect my whole future. Relationships take a long time to build,

and they can be broken very easily.

Atina Diffley, author, public speaker, and former organic farmer


Page

Social Health

17

Authenticity

18


19


20

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average


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Being authentic is about being your full self every day and in all situations, rather than compartmentalizing

yourself or holding yourself back. It involves learning to think, feel, and act synchronistically—being aligned

in what you say, feel, and do. By coordinating your thoughts, words, emotions, and behaviors, you can be

more genuine and credible while modeling and promoting health for others. You can demonstrate and gain

the trust and respect required for collective action.

You can preach authenticity all day long, but if it’s not there—if it isn’t really

anchored in the truth, if it really isn’t coming from within and honest—it’s a

veneer. Authenticity is the international currency.

Mitch Kosh, Senior Vice President of Human Resources and Legal, Ralph Lauren

SOCIAL HEALTH Never Seldom Sometimes Often Always Don’t

Know

Authenticity

I feel good about sharing my full self with others

at work (not afraid to share personal details, not

feeling the need to conform, etc.).

1 3 3 2

I have a business reputation for being open,

honest and trustworthy. 2 1 3 3

I act predictably and consistently when leading

others. 4 3 2

I am comfortable being vulnerable in front of

others. 1 4 3 1

I believe it is important that my leadership actions

are consistent with my thoughts and feelings. 2 6 1

I work diligently to ensure that everyone can be

their true selves at work. 1 1 3 3 1

Key Your Response

Average

Your Boss’s

Response Average




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Humans are social animals that depend on interactions with others. To be healthy, these relationships must

be reciprocal, mutually rewarding, and characterized by deep listening. By actively seeking feedback from

others, you test your assumptions and see more possibilities, shine a light on your own behavior, deepen your

self-observations, and collect information about what others need and want. This open feedback system

enables you to monitor your own behavior, and reinforce the right actions so you can self-correct as

required.

If the people I touch somehow feel better for having had a relationship with me

in some way—it can be really short or very long—then I’ve accomplished what I

feel my personal mission is. And because that’s the way I view it, it’s always about

how can I be adding value externally. I think that drives me in terms of just being

very open-armed and welcoming.

Shelly Archambeau, CEO, MetricStream, Inc.


Know


I am patient and forgiving when dealing with the

shortcomings of others. 1 1 4 3

I enjoy celebrating other people’s business and

personal successes. 5 4

I consider other people’s viewpoints when

making decisions. 3 6

I believe it is important to assume goodwill in

business relationships. 2 5 2

I work hard to build relationships that are fair

and mutually satisfying. 1 2 4 2

I communicate effectively, so everyone

understands my assumptions and point of view.

2 3 4

Key Your Response

Average

Your Boss’s

Response Average




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Seldom Sometimes Often Always Know

One of the things that makes us most human is our ability to share ourselves with others and create

meaningful connections. Whether you have a large family and network of friends and colleagues, or a few

deep relationships, it is important to have people in your life with whom you can be open and honest, work

together toward common goals, and develop bonds that transcend time and place. Your ability to build

community and keep the channels of communication open with these connections is a clear indicator of your

social health.

I’m extremely confident about what I’m good at and what I’m not good at, and I

have no problem of sharing that. I think every person has this incredible

responsibility to find out where they are strong and where they are weak, and

then share that. Because then you become a community where everybody helps

each other. That’s the key element of working together.

Christoph Lengauer, Chief Scientific Officer, Blueprint Medicines


Know


I believe being a community builder is an

essential part of my role. 2 4 1 2

I recognize productive and counterproductive

group dynamics. 4 3 2

I encourage others to do whatever it takes to get

the job done. 1 2 2 3 1

I feel happy when I’m working collaboratively

with other toward a common goal. 1 3 1 4

I actively look for ways to leverage all resources

to help others succeed. 1 1 5 2

I model and encourage open, transparent and

clear communication. 1 1 5 2

Key Your Response

Average

Your Boss’s

Response Average




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The building blocks of vocational health are meaningful calling, personal mastery, and drive to succeed.

.

Ask yourself:

How does each component of my vocational health (meaningful calling, personal mastery,

drive to succeed) enhance or inhibit the quality of my life? My leadership?

What consequences might I experience if I do not improve these components of my vocational

health?

How might improving my vocational health affect my physical, emotional, intellectual, social, and

spiritual health?

Vocational health refers to the ability to actively pursue, find, and shape activity that is intrinsically

satisfying. Being vocationally healthy enables you to find meaning and fulfillment beyond competition-to

make a difference in the world. It helps you ensure a healthy bottom line while pursuing profits in the context

of an inspiring vision and purpose. At the organization level, Vocational Health enriches business success. It

ensures that people are fully engaged in what they are doing, performing at the top of their game, and

willing to do what it takes to get the job done. People who are vocationally healthy are self-motivated and

comfortable with autonomy and accountability. They are loyal and focused in the face of uncertainty and

change. They continually seek opportunities to expand their capabilities, achieve their full potential, and

master their environment. They create an exhilarating culture of execution by being able to make bold

commitments, turn decisions into actions, and learn from their mistakes.

You can’t make change in the world without making change within the

organization, and you can’t make change in the organization without making a

change within yourself.

Ingrid Srinath, Secretary General and CEO, Civicus


Page

Vocational Health

Meaningful Calling

Personal Mastery

Drive to Succeed

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average

21

22

24

23


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Career well-being is the top contributor to overall well-being. Knowing what you want to be, and what kind

of work makes you feel great is pivotal to tapping into your full potential. You feel more alive when you

believe in what you are doing, work in ways that are consistent with your values and priorities, and feel good

about your contributions. By aligning your outer work with your inner drive, you gain energy, which you can

then focus on unleashing the potential of others.

I am such a believer in what this place stands for that I want the business to do

well... because when we succeed, our people succeed. When our people are

feeling great about where they work and they are empowered and they are cared

about and they know we care about them, their career, their personal life, their

families, they give us 150 percent of who they are. That innovation and that

drive, that commitment, that dedication, that caring for the business is why we

are so damn successful.

Mike Ramirez, Senior Vice President for

People, Places and Administration, Herman Miller

VOCATIONAL HEALTH Never Seldom Sometimes Often Always Don’t

Know

Meaningful Calling

I enjoy and feel energized about my work

every day. 1 1 7

I use my talents fully in my work every day. 2 2 5

My work unleashes my true potential. 2 4 2 1

I see my work as my personal calling. 1 1 5 2

I have a strong sense that who I am – my

temperament, talents, and interests – are

well-matched to what I do.

1 2 4 2

I challenge others to develop a sense of

meaning in their work. 2 4 2 1

Key Your Response

Average

Your Boss’s

Response Average




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Seldom Often

At the heart of personal mastery is an intense inner desire for self-improvement. It requires having an

intimate understanding of your strengths and weaknesses and continually working to raise your personal bar

of performance. It also requires that you not allow personal disappointments and failures to weigh down

future efforts, but rather use them as a source of rejuvenation for the next attempt.

I don’t like doing things that I’m not going to succeed at. So you have two choices

if that’s your personality. You don’t do anything, which can make you very

narrow. Or you prepare, you think about it, you ask people who have done it

before how they did it, you observe and study. And I ended up, fortunately, in

that latter category.

Ted Mathas, President and CEO, New York Life


Know

Personal Mastery

I feel confident in my ability to shape my

destiny. 1 3 5

I see myself as someone who works harder than

most others to master the skills needed to

succeed in my profession.

1 3 5

I push others to be the best they can be. 4 2 3

I have a good and honest assessment of my

strengths and weaknesses. 1 1 6 1

I routinely set challenging, developmental goals

for myself. 3 5 1

I routinely find ways to recognize the unique

talents of others. 2 6 1

Key Your Response

Average

Your Boss’s

Response Average




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The drive to succeed is reflected in your ability to define clearly what success is, to visualize it, and then to

pursue it—even through adversity. It shows up as a sense of urgency, a passion to win, and a deep desire to

accomplish whatever goals you set. When you can also clearly communicate your vision to others, you can

inspire and motivate them to help you succeed— even through the darkest of times.

You have to give people permission to take risks and accept some level of failure,

because if you don’t, if you're not pushing out on the edge, if you're not letting

people explore, try things and take responsibility for what they’re trying and

accept that all opportunities that they take are not all going to be successful,

then they won't be motivated or creative...or contribute to the success of the

company.

Kay Koplovitz, founder of USA Networks


Know

Drive to Succeed

I feel confident in my ability to achieve my

goals. 1 4 4

I achieve higher performance than my peers. 1 1 6 1

I feel energized and excited about working to

achieve the organization’s goals. 1 8

I feel a high sense of urgency to accomplish my

goals as quickly as possible. 7 1 1

I easily visualize success. 2 4 3

I raise the bar for others. 1 1 3 4

Key Your Response

Average

Your Boss’s

Response Average




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The building blocks of spiritual health are higher purpose, generosity of spirit, and global interconnectedness.

Spiritual health refers to the ability to tap into a sense of connection with something bigger than oneself

and to feel empathy and compassion for others. Being spiritually healthy enables you to be socially

responsible on multiple levels. It helps you recognize that, as you succeed individually, you can also benefit

people and communities around the world.

At the organization level, spiritual health frames business success. It breathes life into a company’s mission

by giving people something bigger than themselves in which to believe. It provides both a context and an

outlet for people's desire to live their values and improve others’ lives, as well as their own. Spiritually

healthy people are better equipped to see possibility in adversity, and to pitch in with that extra effort when

needed. They value sincere relationships. Their generosity of spirit enables them to come up with creative

solutions that meet spoken and unspoken customer needs, and to create and maintain a culture of hope and

higher purpose.

We strongly believe that a company has no reason to exist if it doesn’t improve

society because that’s why we’re here, right? To make a better life for people.

Ben Noteboom, CEO and Chairman of the Executive Board, Randstad Holding NV


Page

Spiritual Health

Higher Purpose


Generosity of Spirit

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average

Ask yourself:

How does each component of my spiritual health (higher purpose, generosity of spirit, global

interconnectedness) enhance or inhibit the quality of my life? My leadership?

What consequences might I experience if I do not improve these components of my spiritual health?

How might improving my spiritual health affect my physical, emotional, intellectual, social, and

vocational health?

25

26

27

28


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Each of us has a deep, inherent desire to live a higher purpose in our lives. We want to make a difference

in the world. Whether it’s to improve the lives of others, teach people to be better leaders, or improve the

success of an organization, you too are likely inspired to be part of a force working for the greater good. By

making this higher purpose clear and inspiring for the people around you, you can transform your job from a

way to earn a living to a powerful vehicle for change.

I’ve got a large responsibility, the whole of Asia Pacific, and see that (I could) get carried

away with the size of the job. But there’s a higher purpose there and, at the end of the

day, it’s about people. I’m surrounded by great people, and I think that the most

fulfilling thing in my life would be if I can help them to achieve their potential. Those

are the things that give you a lot of satisfaction. You know that you did something right.

Wai-Kwong Seck, Executive Vice President,

Head of Global Markets and Global Services across Asia Pacific, State Street

SPIRITUAL HEALTH Never Seldom Sometimes Often Always Don’t

Know

Higher Purpose

I see myself as someone who not only

contributes to the profitability of the business,

but also improves the lives of those in the

organization.

1 1 3 2 1 1

I feel good about the personal legacy I am

building within my organization. 1 2 3 3

I discuss and encourage others to think about

their greater purpose. 2 4 2 1

I feel fulfilled when realizing the

organization’s higher purpose. 4 5

I believe that my position in the organization

enables me to make a difference in the world. 2 1 4 2

I help my team members link what we do to

the higher purpose of the organization. 3 3 2 1

Key Your Response

Average

Your Boss’s

Response Average

* All numerals represent the number of responses

from your peers and direct reports


|


We are all connected in the world, an integral part of something much bigger than ourselves. The

importance of recognizing this fact, and being a global steward and citizen, cannot be understated.

Understanding your place in the world, showing respect for people with diverse beliefs, cultures, and

worldviews, and protecting our finite global resources through social responsibility is spiritual awareness in

action. You can participate at an individual, organization and community level. By avoiding harmful acts and

acting in ways that directly advance social goals, such as volunteerism and philanthropy, you can make the

world a better place for all its citizens.

You really have to learn to put global interest over national interest, and you see

this, for example, on climate change. We know that the planet’s heating up, and

there’s no doubt about this, but we cannot act. Future generation of leaders, of

truly global leaders, have to leave this kind of baggage behind, to stop thinking

only in nation states and national interest. I think that is the fundamental change

we have to see over the next 30 years in terms of global leadership.

Christoph Kurowski, Sector Leader for Human Development, World Bank

SPIRITUAL HEALTH Never Seldom Sometimes Often Always Don’t

Know


I am aware that my role as a Leader has long-

term effects on the global society. 3 3 2 1

I believe that I have a responsibility to consider

the impact of my business decisions beyond what

happens to the organization.

4 2 2 1

I seek ideas from around the world to improve

my business or projects. 2 4 3

I enjoy interacting with diverse people who have

different traditions, cultures and religions.

1 5 3

I actively and consistently work to improve the

global environment. 1 3 3 1 1

I believe it's important to consider diverse

cultures, views, and religions when making

business decisions.

1 1 4 1 2

Key Your Response

Average

Your Boss’s

Response Average




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When you are comfortable with who you are and what you have in your life, you are likely to feel happier

and less stressed, more willing to give to others, less likely to place blame, and more likely to grow from

negative experiences. You are more likely to feel compelled to share what you have, to give back to your

community, and to contribute to others' well-being. Practicing generosity is critical for building a healthy life.

Philanthropy is an ancient Greek word for loving other people. It doesn’t mean

billionaires giving away money. So I tell people give away your time, your energy,

your ideas. That’s philanthropy. In my case, maybe because I came from modest

circumstances, I feel I have some obligation to give back. I don’t want to spend my

life trying to be the richest guy in the cemetery.

David Rubenstein, co-founder and Managing Director, The Carlyle Group

SPIRITUAL HEALTH Never Seldom Sometimes Often Always Don’t Know

Generosity of Spirit

I give without expecting to receive something

in return. 1 2 6

I consistently think the glass is half-full. 1 1 5 2

I see myself as a role-model for sharing and

giving back. 1 2 2 4

I try to contribute to others’ well-being. 7 1 1

I see myself as someone who is generous with

his/her time and knowledge. 2 5 2

I adjust my actions according to the needs of

others. 1 4 4

Key Your Response

Average

Your Boss’s

Response Average





The Healthy Leader® model is based on years of research that shows leadership starts with who you are.

Who you are, in turn, is shaped by your genetic make-up, up-bringing, cultural influences, personal

development, and life experiences. These are the factors that make you unique and, along with your

acquired skills and knowledge, determine what you bring to your leadership style.

Who you are determines how you see the world and how you prioritize the values in your life. Your value

system determines your decisions, actions, and re-actions. As a leader, your decisions and actions

determine the level of success you have at home, at work, and in your community.

The Healthy Leader® model creates business success by organizing the healthy dimensions of leaders' lives

and by prioritizing a healthy leader's actions.


|


Many leaders often fall short of obtaining great outcomes with no clear understanding of why, especially

when they seem to have done everything right. What hard-charging executives and managers frequently

miss is that the bond between who they are and what they do is much stronger than they imagined.

Our research has led us to conclude that a person’s health dimensions (who they are) are related directly to

the ability to drive strong leadership outcomes. By measuring both the health of each of these dimensions

and your performance outcomes, we can outline a developmental path that will lead to the greatest

improvement and healthy outcomes for you, your team, and your company.

There is no more personal an act than that of being a CEO. If you’re not willing to share

your knowledge and values with people, you’re not doing your job.

— Mads Øvlisen, former President and CEO, Novo Nordisk, Denmark

Key Strengths Development Opportunities Perception Gaps

Tapping into a Higher Purpose

You have the ability to help your team and your company tap into a higher purpose to help link their mission to a greater public good that is meaningful for employees.

Foster Productive Relationships

You are having some difficulty cultivating connections within and outside the organization’s value chain in ways that respect interdependencies, acknowledge differences, and build common ground.

Unleashing Human Energy

Your assessment of your ability to unleash human potential was lower than your co-workers perceived. Are you better at this than you thought? Does your team have a higher expectation of your ability to do this than you do?

Never Seldom Sometimes Often Always See Page

Your Healthy Leader® Actions

30


31

Forge a Shared Direction

32


33


34

Seize New Opportunities

35

Drive High Performance

36

Key Your Response

Average

Your Boss’s

Response Average

Your Peers’

Response Average


Response Average


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Healthy Leaders® tap into a higher purpose. They awaken people’s passions and sense of meaning, helping

people feel part of something bigger than themselves. As a result, people willingly give of their time and

resources, operate within a shared set of values, and exhibit intense pride in the business.

Tapping into a higher purpose produces…

Increased energy across the organization

Greater sense of pride among employees

Less conflict due to competing goals

Higher morale, better teamwork, and more camaraderie

Stronger alignment between company mission and performance

Ways to create a higher purpose on your team…

Dream together to make a difference

Unite around a bold vision and common purpose

Establish strong, enduring values

Model the vision and values everyday

Be courageous and stay the course

Healthy Leader® Actions Never Seldom Sometimes Often Always

Don’t

Know


My team operates with a shared set of values

1 6 2

My team feels like they are part of something

greater than short-term business results.

2 3 2 2

My team demonstrates a passion for the

organization’s success.

1 2 6

My team has an intense pride for the

organization.

1 1 2 5

My team willingly gives its expertise, resources

and time to others across the organization.

1 3 5

Key Your Response

Average

Your Boss’s

Response Average

*All numerals represent the number of responses from your peers and direct reports


|


Healthy Leaders® forge a shared direction. They paint a compelling future and enlist people's commitment

and ownership of the roadmap to success. As a result, people know how their roles contribute to broad

goals, see their aspirations in the organization's direction, and feel aligned with others across the

organization.

Forging a shared direction produces...

Increase operational efficiency

Less strategic drift

Fewer missteps and less rework

Faster and more focused implementation

Greater momentum

Greater ROI (due to fully leveraged synergies)

Ways to forge a shared direction with your team?

Develop a clear roadmap for success

Set audacious and inspiring goals

Link and align strategy, goals, and metrics

Communicate simply and relentlessly

Cultivate personal ownership and commitment


Don’t

Know

Forge a Shared Direction

My team believes the organization has a clear

roadmap for success.

1 1 4 2 1

My team feels that its efforts align with those of

other teams across the organization.

2 6 1

Everyone on my team feels ownership of the

organization’s goals.

1 1 7

My teammates have a clear sense of how their

individual roles contribute to broader

organizational goals.

5 4

Everyone on my team believes their values and

aspirations are reflected in the organization’s

direction.

2 3 3 1

Key Your Response

Average

Your Boss’s

Response Average



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Healthy Leaders® foster productive relationships. They model and teach authenticity, connectivity, and

reciprocity. As a result, people enjoy collaborating, welcome diversity and competing viewpoints, provide

consistent value to business partners, and are able to be their full selves on the job.

Fostering productive relationships produces…

More profitable joint ventures

Greater ability to leverage partnerships

Better understanding of customer needs

Increased customer loyalty

Happier, more productive employees

More effective employee ambassadors

Strong cross-functional ties

Improved community ties

Ways to foster productive relationship with your team…

Surprise people with your generosity

Inspire your associates to be company ambassadors

Build deep intimacy with your customers

Talk straight, share power and let other shine

Make diverse teams the heart of your business


Don’t

Know


Everyone on my team believes that their working

environment is open and supportive.

2 4 3

My team members feel they can be true to who

they are while on the job.

3 2 4

My team welcomes diversity and competing

points of view.

2 4 3

My team works to ensure that it provides the

most possible value to our business partners.

3 2 4

My team enjoys working together.

2 1 3 3

Key Your Response

Average

Your Boss’s

Response Average



|


Healthy Leaders® unleash human energy. They challenge people's minds and engage their hearts. As a

result, people give their best every day, continue learning and growing on the job, and feel appreciated for

their contributions.

Unleashing people's potential produces…

Greater employee engagement

Increased confidence and willingness to improve performance

Enhanced focus on learning and growth

Decreased turnover, increase firm loyalty

Improved ability to acquire best talent

Lower recruiting costs and fewer unfilled positions

Larger spans of control

Ways to unleash human energy with your team…

Challenge people’s minds and inspire their hearts

Put the right people in the right jobs at the right time

Master being a teacher and mentor

Make everyone a CEO of his/her own job

Develop change leaders everywhere


Don’t

Know


Team members feel challenged and stimulated

by the roles they are in.

1 5 3

Everyone on my team feels like they have a

clear career and development path.

1 2 3 1 2

Everyone on my team feels that they are able to

contribute their best self, every day.

1 5 3

Everyone on my team feels appreciated for their

unique self and their individual contributions.

1 5 3

Everyone on my team feels like they are learning

important knowledge and skills that help them

grow.

1 5 3

Key Your Response

Average

Your Boss’s

Response Average



|


Healthy Leaders® seize new opportunities. They embrace uncertainty and cultivate optimism, curiosity, and

learning. As a result, people are able to focus on value creation; leverage available assets, people and

relationships; act proactively to changes in the market or operations; and recover quickly from mistakes.

Seizing new opportunities produces…

Increased innovation

Faster growth

Enhanced ability to capitalize on opportunities

More market share

Greater resilience in down markets

Ways to seize new opportunities with your team…

Develop a growth mindset for yourself and others

Think and act like an entrepreneur

Leverage changes into business opportunities

Conduct experiments and learning launches

Apply best thinking and practice from around the world


Don’t

Know

Seize New Opportunities

My team recovers quickly from its mistakes. 2 5 1 1

My team is focused on value creation rather than

process, protocols and procedures.

1 4 4

My team is effective at leveraging everything

(assets, people, relationships, etc.) that is

available to achieve goals.

1 2 2 4

My team anticipates and acts proactively to

changes in the market or operating

environment.

2 6 1

My team regularly capitalizes upon new growth

opportunities.

1 3 2 3

Key Your Response Average

Your Boss’s Response Average



|


Healthy Leaders® drive high performance. They promote a culture of excellence and accountability. As a

result, people know what's required of them, feel adequately rewarded, meet their commitments in an

environment of freedom and flexibility, and do whatever it takes to get the job done

Executing performance reliability produces…

Better and more consistent customer service

Fewer product defects, errors, or mishaps

Enhanced reputation in marketplace

Increased focus on continuous improvement

Greater willingness to identify and fix problems

Greater customer loyalty

Stronger brand perceptions

Ways to execute performance reliability with your team…

Promote a culture of freedom and responsibility

Make bold commitments and hold people accountable

Move fast with speed, urgency, and agility

Raise the bar and keep learning

Measure what matters most


Don’t

Know

Drive High Performance

My team feels they have the freedom and

flexibility to get the job done in the best way.

1 3 1 4

My team has a culture of meeting its

commitments, regardless of how small.

1 5 3

My team has a mentality of doing whatever it

takes to consistently get the job done.

1 4 3 1

Everyone on my team has a clear sense of what

is required of them.

4 5

My team feels like its efforts to achieve

business goals are adequately rewarded.

1 1 3 4

Key Your Response

Average

Your Boss’s

Response Average




HEALTHY COMPANIES RESEARCH shows that there are four facets of yourself and your way of being in the

world that you must consider to produce meaningful and long-lasting change. They are:

See: Your general sense of yourself, others and any situation

Think: Your assumptions, opinions, beliefs, and repetitive self-talk

Feel: Your negative and positive emotions, felt and/or expressed

Act: Your behavior as an individual and as a Leader

As you work with these four facets to overcome a particular vulnerability, the goal is to learn to see yourself

and others accurately, think with an open mind, express your feelings honestly and appropriately, and take

actions that are constructive. This requires continual focus and commitment.

How we see or perceive the world, and our place in it, depends on

our general state of awareness and our underlying sense of reality. The

more aware we are in each moment, the more we can observe and take in

and the clearer our perceptions will be. Our seeing can be clouded,

however, by preconceived notions and emotions, which can color or even

distort our perceptions. Examples include ingrained prejudices and biases,

beliefs, negative emotions, memories, and fantasies. The longer we have had these misperceptions, the

harder they are to dislodge. But changing them is always possible: the first step is to become aware of

these.

Our thoughts—the seemingly endless stream of words and images that

swirl through our minds-constitute an extremely powerful force in our lives.

In addition to the thousands of ideas and interpretations of events we

entertain consciously, there are many, many more unconscious thoughts,

assumptions, beliefs, convictions that influence what we see and feel, and

how we act. If we are open to expanding what we know, learning what others see and think, and

broadening our understanding, we become better thinkers. We more easily unravel complexities, solve

problems, see patterns and context, and make smart choices. However, if we believe we already know the

answers instead of asking more questions, or are attached to the way things are, we limit our ability to

adapt to today's ever- changing world. Although it's natural to move in and out of both types of thinking over

time and circumstance, the path to growth and fulfillment resides in the open mind.



The circumstances that give rise to our emotions, and our interpretation

of what we're feeling, add complexity to the brain circuitry that underpins

our emotional lives. Negative emotions such as fear, anger, sadness, and

shame may initially protect us or provide other short-term benefits, but

can hijack our attention and have a long-term detrimental influence on

how we see ourselves and others, how we think about the world, and how

we act. Positive emotions such as love, hope, forgiveness, joy and compassion can boost our self-esteem and

have a beneficial impact on our lives and the lives of the people around us. They help us expand our

tolerance, enhance our creativity, increase our happiness and contentment, lower our blood pressure and

heart rate and respiratory rates, reduce muscle tension, and improve our long-term mental and physical

health. The goal is to experience and express as many positive emotions as possible while acknowledging our

negative emotions and learning to express them in healthy ways.

Actions are the tangible expression of what we see, think, and feel.

They take many forms, from the conversations and interactions we have to

the questions we ask, the demands we make, and the skills we exhibit. Our

actions are also expressed through our non-verbal communication - our

body language. Our actions are destructive if they constrain or harm

others, and constructive if they are helpful or uplifting. Even the toughest

actions can be handled in constructive ways if we know how. And, although we all aspire to be constructive,

we have many different ways to do so, as defined by our basic personality and approach to leadership. What

is authentic for one of us may not be authentic for another. The more we align our actions with clear

perceptions, an open mind, and positive feelings, the more we will be productive and constructive.

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