Monday Morning Leadership Profile

A. What you will find in this MML Profile:

Congratulations!

By answering the MML Profile questions, you have completed the first step of the Monday Morning Leadership Profile. The second step is interpreting the Feedback and making a Personal Commitment to action and excellence.

The MML Profile presents a picture of how you and your colleagues perceive your Leadership abilities and behaviors. It is a picture of “how you show up” as a leader. You now have a great resource to help you become even more effective. An essential step on the path of personal growth is that you first become self-aware – aware of both your strengths to build-upon and your challenges – as you and others see you.

The MML Profile consists of two other sections in addition to this one:

B. The Feedback:

I. Detail Chapter Results

Shows the scores for each question by Chapter and a Chapter average score. Your self-appraisal is shown separate from all others.

II. Chapter Roll-ups

Shows aggregated (averages) scores for each set of Chapter questions from all respondents – with your self-appraisal separate from all others

III. Specific Comments

Lists all the specific comments made by your colleagues – organized by Strengths and Challenges

IV. Strengths and Opportunities

This section ranks the 5 highest and 5 lowest rated questions as others see it.

V. Gaps

This section presents any Gaps in your results - questions that had the biggest difference between your rating and the average of all others.

C. Interpreting the Feedback and Personal Commitment

I. Gaps or Differences

Reflective questions to enable you to be more aware of differences between how you see yourself and others experience you.

II. Strengths – Votes of Confidence

Reflective questions to enable you to be more aware of your strengths.

III. Challenges – Perceptions and Realities

Reflective questions to enable you to be more aware of your challenges.

IV. Personal Commitment for Growth

A planning worksheet to enable you to be even more effective.

Next Steps:

We recommend that you first print out the MML Profile in its entirety. Take some time to reflect on the feedback – what does it mean and what have you learned about yourself. Then take the time to determine what you can do to be more effective – before you set your Personal Commitment to action and excellence.

Tip: Resist any urges to challenge the results – good or bad. Accept the results for what they are – personal perceptions and a reflection of the way you show up and your colleagues have experienced you. It is not advisable to seek out and challenge your colleagues. They have your best interests at heart to enable you to learn and become a better leader.

Once you have made your Personal Commitment, it is good practice to personally thank your colleagues for their valuable feedback. You may also want to tell them what you will do about it - your personal commitments.

It is also good practice to take make a progress check – say 6 to 9 months from now – with another MML Profile to see if how you are being more effective.

B. The Feedback:

The MML Profile presents a picture of how you and your colleagues perceive your Leadership abilities and behaviors. In this section the feedback is presented in Bar charts, separating your self-appraisal scores from the average of all others.

The Scoring:

Recall the scoring system is on a 1 to 5 scale, i.e.:

1 = Strongly disagree (never)

2 = Disagree (seldom)

3 = Neutral (neither Agree or Disagree, sometimes)

4 = Agree (usually, often)

5 = Strongly Agree (always)

Low scores ( below a 1.5) indicate Leadership challenge areas and high scores (above 3.5) indicate your Leadership strengths.

Your individual scores are compared to the average score of all others. For example, if 8 people other than yourself responded, then the Others Score would be the sum of the 8 scores (say a total of 28) divided by 8 (or 3.5) – excluding your score.

Focus on themes – beyond the individual questions and results that clarify and confirm:

• Your strengths or opportunities to build on and leverage
• Your challenges or opportunities for improvement
• Areas where there are significant differences or gaps between how you see yourself and how others see you – your blind spots.

I. Detail Results by Chapter

Shows the scores for each question by Chapter and a Chapter average score. Your self-appraisal is shown separate from all others.

1. Drivers and Passengers	Others Rate You	Self Rating
Accepts total responsibility for personal actions and consequences	1.0	5.0
Proactively solves problems versus placing blame	2.0	5.0
Takes a stand and makes timely, tough decisions	3.0	4.0
Holds team members accountable for commitments	4.0	4.0
Is committed and driven to achieve our team's goals	4.7	5.0
Average score for 1. Drivers and Passengers	2.9	4.6

2. Keep the Main Thing the Main Thing	Others Rate You	Self Rating
Communicates with crystal clear clarity what our main things are	4.3	4.0
Is not distracted from the important actions	4.3	3.0
Sets the example by aligning actions with shared values	4.3	5.0
Equips the team with appropriate tools to be successful	4.3	4.0
Accepts responsibility to gain the support of their manager	4.7	4.0
Average score for 2. Keep the Main Thing the Main Thing	4.4	4.0

3. Escapes from Management Land	Others Rate You	Self Rating
Consistently recognizes and rewards super star behaviors	4.3	2.0
Considers the effect on others before taking action	4.0	5.0
Provides timely, honest feedback that helps each employee become better	4.0	5.0
Is timely in addressing performance issues	3.7	2.0
Takes time to listen to team members	4.0	5.0
Average score for 3. Escapes from Management Land	4.0	3.8

4. The "Do Right" Rule	Others Rate You	Self Rating
Makes decisions that are based on long term success not short term convenience	3.3	2.0
Sets priorities for his/her action and initiates timely action	3.7	2.0
Takes action based on the best interest of the company rather than how it may affect him/her personally	3.7	2.0
Exhibits courage to do the right thing regardless of the situation	4.3	2.0
Demonstrates integrity in all decisions and actions	4.0	2.0
Average score for 4. The "Do Right" Rule	3.8	2.0

5. Hire Tough	Others Rate You	Self Rating
Makes teamwork a requirement	4.3	5.0
Constantly raises the bar when hiring the best talent	3.3	5.0
Involves team members in the hiring process	4.0	5.0
Acts quickly to replace ineffective team members	3.7	5.0
Never lowers the standards just to fill a position	4.0	5.0
Average score for 5. Hire Tough	3.9	5.0

6. Do Less or Work Faster	Others Rate You	Self Rating
Finds ways to make work easier while getting things done	4.3	4.0
Allocates his/her time according to priorities and objectives	3.3	4.0
Effectively manages meetings and time spent with others	4.0	5.0
Develops action plans to align his/her work with the goals of the organization	3.3	5.0
Links personal goals to company growth and productivity goals	4.0	4.0
Average score for 6. Do Less or Work Faster	3.8	4.4

7. Buckets and Dippers	Others Rate You	Self Rating
Coaches every team member to become better	4.3	5.0
Provides specific and timely feedback on performance	4.0	4.0
Recognizes the talents and efforts of others by expressing appreciation	4.3	5.0
Communicates frequently how we are doing as a team	4.0	5.0
Treats people the way they want to be treated	4.0	5.0
Average score for 7. Buckets and Dippers	4.1	4.8

8. Enter the Leaning Zone	Others Rate You	Self Rating
Sets specific goals for personal growth and improvement	3.3	5.0
Encourages creativity and innovation	3.7	5.0
Seeks input and advice from customers to improve products and services	3.3	5.0
Actively searches for innovative ways to change, grow and improve results	3.0	4.0
Effectively champions and implements change	3.3	5.0
Average score for 8. Enter the Leaning Zone	3.3	4.8

II. Chapter Roll-ups

Shows aggregated (averages) scores for each set of Chapter questions from all respondents – with your self-appraisal separate from all others.

Chapter Name	Others Rate You	Self Rating
1. Drivers and Passengers	2.9	4.6
2. Keep the Main Thing the Main Thing	4.4	4.0
3. Escapes from Management Land	4.0	3.8
4. The "Do Right" Rule	3.8	2.0
5. Hire Tough	3.9	5.0
6. Do Less or Work Faster	3.8	4.4
7. Buckets and Dippers	4.1	4.8
8. Enter the Leaning Zone	3.3	4.8

III. Specific Comments

Lists all the specific comments made by your colleagues.

IV. Strengths and Opportunities

This section ranks the 5 highest and 5 lowest rated questions as others see it. Your rating is also shown for these questions. The questions are listed in order based on others’ ratings.

V. Gaps

This section presents any Gaps in your results - questions that had the biggest difference between your rating and the average of all others. A Gap can occur two ways. If your rating is higher than the average of all others’ ratings - something you think you do well but other think differently. On the other hand, you might also rate yourself lower than others rate you on a particular question. This is considered a "hidden skill" - others see you stronger than you see yourself.

Look at the "Gap" column in the table below. Negative numbers indicate ratings of others that are lower than your rating. Positive numbers indicate ratings of others that are higher than your rating.

D. Interpreting the Feedback and Personal Commitment

At this stage you have now – all lot of data!! Some of it may be surprising

Focus on themes – beyond the individual question scores and “Specific Comments” that clarify and confirm:

• Your strengths or opportunities to build on and leverage
• Your challenges or opportunities for improvement
• Areas where there are significant differences or gaps between how you see yourself and how others see you – your blind spots.

Look for common threads or core issues or what resonates with you. Put things in perspective - consider the situations or examples of how you have demonstrated your Leadership capabilities.

This section is divided into four parts:

I. Gaps or Differences

II. Strengths – Votes of Confidence

III. Challenges – Perceptions and Realities

IV. Personal Commitment for Growth

I. Gaps or Differences

Here are some reflective questions to enable you to be more aware of “blind spots” or differences between how you see yourself and others experience your Leadership style and behaviors.

i. Based on the Feedback, what, if any are the 3 largest differences between how you see yourself and others see you? Are there any surprises?

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ii. Why do you think the differences occurred?

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II. Strengths – Votes of Confidence

Here are some reflective questions to enable you to be more aware of your strengths – how you see yourself and how others experience your Leadership style and behaviors. It is important to know your strengths so you can build on them to continue and be more effective Leader.

i. Based on the Feedback what are your major strengths (list the top 2 or 3)?

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ii. In what circumstances or situations do your strengths most occur? How can knowing your strengths help you be a better leader?

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III. Challenges – Perceptions and Realities

Reflective questions to enable you to be more aware of your challenges – how you see yourself and how others experience your Leadership style and behaviors. It is important to be aware of your challenges as opportunities for personal growth and to be a more effective Leader.

i. Based on the Feedback what are your major challenges (list the top 2 or 3)?

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ii. In what circumstances or situations do your challenges most occur? How can knowing your challenges help you be a better leader?

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IV. Personal Commitment for Growth

Having reflected on your strengths and challenges as a Leader, it is time to make a personal commitment to growth – to be an even more effective Leader.

Some Suggestions:

It is important to recognize that leveraging and building on strengths is as important as taking action to improve weaknesses. It is also important to recognize that:

• Practically, you can only work on a few things at any one time – pick those most critical to your situation
• Applying your commitments to a specific work activity, initiative or project can be very powerful.
• Your commitments may be in the way you act, or formal courses or learning experiences or seeking coaching and feedback from others.
• It takes time for others to see results – usually 6 to 9 months

Phrase your commitment positively. Make sure it is “observable” by others – say a practical behavior or action with measurable results – and not simply an “I’ll try to” or a thought or aspiration. Also bind your commitment with a time frame - i.e., when will you do it in the next 3 months!

ii. Given your reflections and insights what are 2 or 3 commitments you will make to become a more effective Leader?

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iii. For each Commitment how will you know you have been successful – what results do you expect to achieve?

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iv. For each commitment, what barriers or enablers to success to you anticipate and how will you deal with them? Are there people who can help you?

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