I. Passionate Performance Profile Overview

Congratulations! Congratulations! Completing the Passionate Performance Profile is an essential step in the pursuit of Passionate Performance. It will help you become aware of unfulfilled needs for your team. The Passionate Performance Profile presents a picture of how you and your employees perceive your team’s engagement. That is, the profile assesses how the intellectual and emotional needs of your employees are being fulfilled. The profile is a great resource to help you become an even more engaging leader.

The way others perceive the fulfillment of their needs may be different than the way you see it. They may perceive unfulfilled needs that you may not even be aware of – what may be called your blind spots. So keep an open mind and look for themes. Remember, your employees have your best interests in mind… and heart!

The Passionate Performance Profile contains four sections:

We recommend that you first print out the Passionate Performance Profile in its entirety. Take some time to reflect on the feedback - what does it mean and what have you learned about yourself and your team? Then determine what you can do to more fully engage your employees.

A word of caution: Do not challenge the results - good or bad. Accept the results for what they are - personal perceptions. It is not advisable to seek out and challenge your employees. To the contrary, it is good practice to personally thank your employees for their valuable feedback.

Before you review your report, here is a brief overview of the six employee needs and their relationship to each other.

Achieving Passionate Performance is a two-sided challenge: intellectual and emotional. Successful leaders know they must engage both the minds and hearts of their people by satisfying both their intellectual and emotional needs.

When it comes to Passionate Performance, the mind and the heart go hand in hand. Engaged minds build your employees’ performance and engaged hearts build their passion. Performance without passion tends to falter during tough times or in the face of challenges that require sacrifice, significant extra effort or unusually creative solutions. On the other hand, passion without performance results in diffused, unfocused efforts.

II. Feedback Report

The Passionate Performance Profile presents a picture of how you and your employees perceive your team’s engagement. It is a picture of how well the intellectual and emotional needs of your employees are fulfilled. In this section the feedback is presented in Bar charts, separating your ratings 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 ratings (below a 2.5) indicate unfilled employee needs and high ratings (above 3.5) indicate you fulfilled needs.

Your ratings are compared to the average rating of all others. For example, if eight people other than yourself responded, then the “Others’ Ratings” would be the sum of the eight ratings (say a total of 28) divided by eight (or 3.5) – excluding your rating.

Another word of caution: Sometimes, not always, the results may be surprising. We all have our “blind spots”. View the results as constructive input - it is not hostile criticism or mere politeness from your employees. Your employees have your best interests in mind… and heart! Look at the feedback as mirror as how you show up and an opportunity for continual learning and development.

IIa. Passionate Performance Indices

This section shows aggregated (average) rating for questions from all respondents that relate to each of the six employee needs. Your ratings are shown separately from all others.

IIb. Detailed Results

This section shows the ratings for each question and an average score for each Employee Need. Your ratings are shown separate from all others.

Achievement	Others Rate You	Self Rating
I have no barriers to getting my job done	2.0	5.0
I have sufficient resources available to meet my goals.	2.0	5.0
My goals are very clearly defined.	2.7	5.0
Decisions are made quickly to help me stay focused on achieving my goals.	3.0	5.0
I know how my progress is being measured.	3.0	5.0
My fellow team members are committed to doing quality work.	3.3	4.0
Average score for Achievement	2.7	4.8

Autonomy	Others Rate You	Self Rating
My team leader involves me in improving work processes.	3.3	3.0
I have significant flexibility to define the best way to get my job done.	3.3	5.0
My team leader defines clear boundaries within which I can use my skills and knowledge to make decisions.	3.7	3.0
I am expected to provide ideas for improvement.	3.0	4.0
I have the authority to implement changes to work processes.	3.0	3.0
My opinion really counts.	2.7	3.0
Average score for Autonomy	3.2	3.5

Mastery	Others Rate You	Self Rating
My job requirements match my natural abilities and interests.	3.0	5.0
My skills are put to their "highest and best use" for the organization.	3.0	5.0
I never find myself frustrated performing tasks someone else could do, that could be eliminated or automated.	2.7	4.0
In past year, I have had an opportunity to develop new job skills.	3.3	5.0
My team leader frequently coaches me to help me succeed.	3.3	4.0
I have the opportunity to do what I do best everyday.	3.3	5.0
Average score for Mastery	3.1	4.7

Purpose	Others Rate You	Self Rating
My team has a clear sense of purpose.	3.3	4.0
I know exactly how my role connects to our team's purpose.	2.7	5.0
I am very proud to be part of my team.	2.7	5.0
I look forward to coming to work each day.	2.7	5.0
I never have to perform a task that does not directly support our team's purpose.	3.0	2.0
I feel that my job is important.	3.0	5.0
Average score for Purpose	2.9	4.3

Intimacy	Others Rate You	Self Rating
I have someone at work that cares about me as a person.	3.0	5.0
My team is not too large.	3.3	5.0
I have a best friend at work.	3.0	4.0
I feel connected to my customers whether they are internal or external customers.	2.7	5.0
My team has predictable rituals.	3.3	4.0
My team's celebrations make me feel more connected to my fellow team members.	3.3	5.0
Average score for Intimacy	3.1	4.7

Appreciation	Others Rate You	Self Rating
In the last two weeks, I have received recognition or praise for doing good work.	3.0	4.0
My team leader really knows who I am as a person.	2.7	4.0
It is the norm to hear the words "please" and "thank you" in our team.	3.0	4.0
My team leader acknowledges my contributions to others who are outside of my team.	3.3	3.0
My team leader always finds the time to thank me for my efforts.	3.3	3.0
I feel like a valuable member of our team.	2.7	3.0
Average score for Appreciation	3.0	3.5

IIc. 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.

IId. 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, this is considered a "blind spot" - 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 being more engaging than you see yourself.

Look at the "Gap" column in the table below. Negative numbers indicate "blind spots" (ratings of others are lower than your rating). Positive numbers indicate "hidden skills" (ratings of others are higher than your rating).

IIe. Write-in Comments

This section lists all the specific comments made by your employees.

III. Interpreting the Feedback

At this stage you have now a lot of data!! Some of it maybe surprising. This section provides you with reflective questions to help you convert the profile results into learning.

Focus on themes rather than the ratings on any individual question or a specific write-in comment. Look for common threads or underlying issues. Put things in perspective. Review the Feedback Report to identify:

• Your strengths to build on and leverage.
• Your opportunities for improvement.
• Significant gaps between how you see the fulfillment of employee needs and how your employees see it.

Following are reflective questions to help you convert the profile feedback into learning.

IIIa. Strengths - Fulfilled Needs

Below are reflective questions to enable you to be more aware of employee needs that you are effectively meeting. It is important to know your strengths so you can build on them to continue to engage your team.

1.Based on the Feedback Report what are your top two strengths?

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2. In what situations do feel like you are most naturally an engaging leader?

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3. How can you use your strengths to help you become an even more engaging leader?

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IIIb. Opportunities – Unfulfilled Needs

Below are reflective questions to enable you to be more aware of employee needs that remain unfulfilled. It is important to be aware of unfulfilled employee needs as a first step in becoming a more engaging leader.

1. Based on the Feedback Report what are your top two challenges?

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2. In what situations do you find it most challenging to engage your team?

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3. How can increased awareness of employees’ unfulfilled needs help you be a more engaging leader?

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IIIc. Gaps

Below are some reflective questions to enable you to be more aware of any "blind spots" and "hidden skills" - differences between how you see the fulfillment of employee needs and how others see them.

1. Based on the Feedback Report, what, if any are the two biggest differences ("blind spots" or "hidden skills") between how you see the fulfillment of employee needs and how your employees see it?

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2. Are there any surprises?

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3. Why do you think the differences occurred?

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IV. Personal Commitment

Now that you have reflected on your strengths, opportunities and gaps with regard to meeting your employees’ needs, it’s time to make a personal commitment to be an even more engaging Leader. This is a critical first step in your pursuit of Passionate Performance.

IVa. Helpful Tips

Here are some tips to help you make a commitment you can keep.

• Focus on your lowest ratings first –where needs are not being fulfilled. If your ratings are relatively the same across all needs, then focus on the needs for Achievement and Purpose as good foundations for engagement.
• Your commitment may be a change in the way you act, formal courses you take, learning experiences you seek or further feedback you will request.
• Apply your commitment to a specific work activity, initiative or project.
• Practically, you can only create one positive habit at a time. So, take a baby step! Start with one action that has the greatest impact on your team’s engagement.
• It takes 28 days of action and reinforcement to nurture a new, positive habit, so make your choice carefully. You want to become a high achiever, not an over-achiever, so stick to one action until you create a positive habit. It is better to make fewer commitments to yourself and keep them, than load up on commitments and potentially falter on them.
• It takes time for others to see results - up to 6 months - so be patient!

IVb. Engaging Strategies

Engaged minds build your employees’ performance and engaged hearts build their passion - they go hand in hand. You ignite Passionate Performance only when all six needs are fulfilled and you connect minds and hearts.

IVc. Writing Your Commitment

Phrase your commitment positively, in the present tense, using an "I am" vs. "I will" statement. Make sure it is "observable" by others - a practical behavior or action with measurable results - and not simply an "I’ll try to" or a thought or aspiration. Also, set a deadline. Here are some examples of ineffective goals and effective commitments:

Finally, given your reflections and insights, commit to one action you can take within the next 24 hours to start becoming a more engaging leader.

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