LAI

Question 1

5 Leadership Responsibilities

Answer 1

• Creating the Vision
• Creating the Organization
• Building a High Performance Culture
• Driving Growth Through Innovation
• Producing Results

Question 2

6 Leadership Skills

Answer 2

• Strategic Thinking
• Communication and Negotiation
• Leading Change
• Coaching and Mentoring
• Problem Solving
• Leading Teams

Question 3

5 Leadership Competencies

Answer 3

• Focused Drive
• Emotional Intelligence
• Trusted Influence
• Conceptual Thinking
• Systems Thinking

Question 4

Focused Drive Components

Answer 4

• Focus - Ability to identify an important goal or vision and to channel efforts at specific targets that support that goal/vision.
• Drive - The ability to persevere, sacrifice (when necessary), and expend high degrees of energy to reach high levels of performance.

Question 5

Emotional Intelligence Components

Answer 5

• Perception - The ability to read the emotions and thoughts of others through the use of insight and analytical skills.
• Emotional Maturity - The ability to master emotions and cope with stress in a way that instills confidence, motivates, and enhances group effectiveness.

Question 6

Trusted Influence Components

Answer 6

• Commitment - The ability to evoke trust from others by keeping commitments, adhering to high ethical standards and principles, and building shared goals/values.
• Empowerment - The ability to help others reach higher levels of performance through trust, delegation, participation, and coaching.

Question 7

Conceptual Thinking Components

Answer 7

• Innovation - The ability to create/enhance ideas, products, and services that lead to bottom line success.
• Big Picture Thinking - The ability to see all of the forces, events, entities, and people involved in the situation at hand.

Question 8

Systems Thinking Components

Answer 8

• *• Process Orientation** - The ability to increase overall learning and performance by designing, implementing, and/or connecting processes.
• *• Mental Discipline** - The ability to sort through ambiguity and alternatives in a way that crystallizes and puts ideas into action.

Question 9

Strategic Thinking

Answer 9

The skill of using powerful frameworks and approaches for diagnosing and anticipating competitive threats, and taking action on the strategic concerns of your organization.

Question 10

Communication and Negotiation

Answer 10

The skill of communicating and relating to a broad range of people internally and externally and using that ability to arrive at and reach understandings and agreements.

Question 11

Leading Change

Answer 11

The skill of understanding and using the most effective tools and processes to drive needed change.

Question 12

Coaching and Mentoring

Answer 12

The skill of mastering a comfortable coaching style and using it strategically to improve performance

Question 13

Problem Solving

Answer 13

The skill of employing analytical abilities, pragmatism, and other tools to resolve complex problems in a variety of contexts.

Question 14

Leading Teams

Answer 14

The skill of inspiring and driving a team to go beyond the expected.

Question 15

Focused Drive

Answer 15

The capability of focusing on a goal and harnessing your energy in order to meet that goal – a balance between focus and drive.

Question 16

Emotional Intelligence

Answer 16

The capability of understanding and mastering your emotions (and those of others) in a way that instills confidence – a balance between perception and emotional maturity.

Question 17

Trusted Influence

Answer 17

The capability of evoking trust from others and placing trust in others to enable them to succeed – a balance between commitment and empowerment.

Question 18

Conceptual Thinking

Answer 18

The capability of conceiving and selecting innovative strategies and ideas for your organization – a balance between innovation and big picture thinking.

Question 19

Systems Thinking

Answer 19

The capability of connecting processes, events, and structures – a balance between process orientation and mental discipline.

Question 20

3 Steps for taking Leaders through the LAI report

Answer 20

1. Make conclusions about their strengths
2. Make conclusions about their development opportunities
3. Begin Development Planning

Question 21

5 Steps for Drawing Conclusions about Leader Strengths

Answer 21

1. Open ended comments – Appreciation
2. Top 5 Ranked Behaviors
3. Top 5 Components & Skills
4. Behavior Indicators
5. Positive Gaps (Inconsistencies between self score and other rater groups)

Question 22

5 Steps for Drawing Conclusions about Leader development opportunities

Answer 22

1. Open ended comments – Advice
2. Lowest 5 Ranked Behaviors
3. Lowest 5 Components & Skills
4. Behavior Indicators
5. Negative Gaps

Question 23

4 Next Actions - Development Planning

Answer 23

1. Decide what specific ways the individual can continue to leverage their strengths for even greater leader effectiveness
2. Decide which competency(ies)/skill(s) the individual would like to target for improvement
3. Complete their Blueprint Map/Individual Development Plan (IDP) with concrete next steps for development
4. Discuss next steps for communicating with his/her manager and other raters

Question 24

4 Prep Questions

Answer 24

1. To what degree are rater groups aligned?
2. To what degree are people within rater groups aligned?
3. Where are scores relative to the norm(s)?
4. What are some of the common themes?

Question 25

5 Context Questions

Answer 25

1. Any surprises? Did you anticipate this is what other people see in you? 2. How does this make you feel? 3. Have you received this feedback before? 4. Do you agree with the data? 5. What do you think that might be about?

Question 26

3 Observation Questions

Answer 26

1. What emotions are evoked? 2. What physical reactions are evoked? 3. What rackets are revealed?

Question 27

3 Pitfalls to beware of

Answer 27

1. Reinforcement of strengths which are actually “derailers” 2. Misunderstanding of behavioral indicators statements (culturally some are more challenging) 3. Coach getting involved in solving their challenge