CPI 260 Coaching Report For Leaders

Understanding your
CPI 260®

Coaching Report for
Leaders

TM

CPI 260

COACHING
REPORT for
LEADERS
B Y S A M M A N O O G I A N

IN CONSULTATION WITH

HARRISON GOUGH • ROBERT DEVINE • DAVID DONNAY

Report prepared for
Jane Sample
August 15, 2011

CPI 260™ COACHING REPORT FOR LEADERS © 2002 BY CPP, INC. ALL RIGHTS RESERVED. CPI 260 AND THE CPI 260 AND CPP LOGOS ARE TRADEMARKS OF CPP, INC.

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UNDERSTANDING YOUR REPORT
This report will help you better understand your preferences, attitudes, and behaviors in key dimensions of
management and leadership. It will help you capitalize on your strengths, target areas for further
development, set goals, and plan action steps. It is intended for your use and should not be considered a
selection or placement tool.

This report is based on an instrument that has been used and validated in a wide variety of management
and leadership development programs. Empirical research extending over five decades demonstrates that
a person´s responses to the instrument—when taken all together—are highly predictive of managerial
competencies as determined by independent observers. Your responses to the items in the Coaching
Report for Leaders booklet have been compared to those from a large group of managers and executives,
both male and female. It is a group of experienced and by many standards successful individuals who are
on track for continued success and career advancement.*

WHAT INFORMATION DOES MY REPORT INCLUDE?

In addition to this introductory section, your report contains three sections: Your Leadership
Characteristics, the Snapshot page, and Next Steps.

Your Leadership Characteristics is the heart of the report. For each Leadership Characteristic, we
compare your results on key measures with those of the comparison group of managers and executives.
Based on this comparison, the report analyzes your strengths and developmental needs and, where
appropriate, offers Suggested Action Steps you can take to gather more information or develop a new
behavior. Suggested Action Steps may suggest ways to further develop strengths as well as address
developmental needs. Not all Leadership Characteristics will have Action Steps related to them.

The Leadership Characteristics are organized into the following Core Performance Areas:

1. SELF-MANAGEMENT

2. ORGANIZATIONAL CAPABILITIES

3. TEAM BUILDING AND TEAMWORK

4. PROBLEM SOLVING

5. SUSTAINING THE VISION

Management and leadership are increasingly complex endeavors, requiring an evolving repertoire of
competencies and behaviors. The five Core Performance Areas are not exhaustive but are key indicators of
managerial success. While they do not form a rigid hierarchy, competence in one Core Performance Area
does tend to underlie effectiveness in the next. They are arranged in this report from the most basic level
(Self-Management) to the highest level (Sustaining the Vision).

The Snapshot page offers a quick overview of your results.

The Next Steps section offers advice on planning your next steps in leadership development.

*This report is based on data collected at the Center for Creative Leadership® (CCL®). Data from more than 5,600 workshop participants enrolled in CCL´s Leadership
Development Program from 1995 to 1996. Center for Creative Leadership and CCL are registered trademarks owned by the Center for Creative Leadership.

UNDERSTANDING YOUR REPORT
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WHAT DO THE ICONS MEAN?

In addition to providing comments for each Leadership Characteristic, your Coaching Report for Leaders
offers at-a-glance guidance for prioritizing your developmental efforts:

CHECK THESE OFF AS YOUR STRENGTHS
A Check Mark indicates a strength in that your preferences, attitudes, and behaviors on
that Leadership Characteristic compare favorably to those of the reference group of
managers and executives who are generally on track for continued advancement. For most
people, in most situations, the attitudes and behaviors indicated will contribute to
effectiveness and be perceived by others as contributing to a strength. These are areas
in which you are probably comfortable and in which you perform effectively.

TAKE A CLOSE LOOK AT THESE POTENTIAL DEVELOPMENTAL NEEDS
A Magnifying Glass suggests that you should look closely at the Leadership Characteristic:
It may represent a developmental need for you in that your preferences, attitudes, and
behaviors seem to contrast somewhat unfavorably with those of the comparison
group. For most people, in most situations, the attitudes and behaviors indicated will
hamper effectiveness and be perceived negatively by others.

EXAMINE WHETHER THESE WORK TO YOUR ADVANTAGE OR DISADVANTAGE
An Arrows symbol indicates simply that your preferences, attitudes, and behaviors in that
Leadership Characteristic differ from those of the comparison group. This difference may
represent either a strength or a potential developmental need, depending on your
functional area, your role in the organization, and your organizational culture. You may
want to assess whether your behavior in this area works to your advantage or
disadvantage.

HOW DO I GET THE MOST OUT OF MY REPORT?

As you examine your Coaching Report for Leaders, keep the following points in mind:

1. Keep your own role and situation at the forefront. What the report characterizes as strengths and
limitations is not absolute. An asset in one job, level of management, or organization might be a
liability in others.

2. Pay as much attention to your strengths as to possible developmental areas. After all, you have
achieved your current position because of your strengths.

3. Remember, above all, that you are the ultimate expert—the only one who can verify these results.
This report cannot describe every nuance of your style or capture every competency relevant to your
success in your job.

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YOUR LEADERSHIP CHARACTERISTICS

SELF-MANAGEMENT

Effective leaders are first of all effective in managing themselves—their time, their focus of attention,
and their emotions. They know their strengths and weaknesses, their habits of thought and biases,
their likes and dislikes.

1. SELF-AWARENESS

Because they are able to monitor and manage their own feelings and their effect on others, successful
leaders can respond to people and events in an authentic, appropriate, and genuine manner.

• Like other effective leaders, you are generally secure with yourself; you are likely to be in touch with and
accepting of who you are and can respond authentically to people, events, and situations.

• More so than other leaders, you tend to be sensitive to the needs and feelings of other people, with an
unusually well developed capacity to understand them intuitively. You can be highly effective in social and
interpersonal interactions, and others find it easy to work with you.

• Your sensitivity to others may affect your ability to maintain objectivity in handling people problems and
applying objective measures of work performance. Others may experience you as inconsistent or playing
favorites even though you are only trying to take into account each person´s different circumstances.

• SUGGESTED ACTION STEP: If you find yourself serving as a counselor to others, objectively
assess whether this is adversely affecting your ability to function in your role as leader.

2. SELF-CONTROL

Effective leaders are disciplined and think before acting. Their self-control may come at the expense of
some spontaneity and the free expression of feelings and emotional reactions, but it does not mean they
are overly reserved or inflexible. See also 4. Use of Power and Authority.

• More than other managers and executives, you likely tend to question and challenge the rules, customs,
and traditions of organizations and mainstream society. Others may question your commitment or loyalty to
the work group or organization; you may be seen as a rebel or maverick or simply as hard to get to know.

• You are unlikely to be satisfied with maintaining the status quo or fine-tuning a well-running system and
are more likely to seek out and enjoy a turnaround assignment. You appear to be more willing than most
other leaders to take risks, but others may see you as acting impulsively or imprudently at times.

• If you share your views too freely, you may strike others as rather controversial, disloyal, or unnecessarily
provocative.

• SUGGESTED ACTION STEP: Have a frank and open discussion with the person to whom you report
about ways you can improve your leadership behaviors. Since you may be defensive when receiving
negative feedback from others, make a concerted effort to listen and ask clarifying questions rather than
defending yourself and challenging the data.

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3. RESILIENCE

Leaders who succeed are able to manage stress, bounce back from frustration and setbacks, and
devote time to important areas of life outside work. They are realistically optimistic and show a healthy
degree of independence and self-reliance.

• Like other effective leaders, you generally display a confident and mostly optimistic approach to work and
working with others; you tend to be buoyant, recovering quickly from setbacks and persisting even in the
face of adversity and roadblocks.

• You likely understand the importance of good morale and tend not to let doubt or worries drain your
reserves of energy. Others probably see you as dealing effectively with pressure and stress.

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ORGANIZATIONAL CAPABILITIES

An important requirement for effective leadership is skill in handling the roles, rules, and structures of
organizational life: using power and authority appropriately, holding others (and oneself) accountable,
working within a framework of policies and established procedures, making tough decisions, and the
like.

4. USE OF POWER AND AUTHORITY

Effective leaders exercise formal and informal power, influence, and authority without overwhelming
coworkers. They adapt the style and intensity of their leadership to fit the situation and are able to
function in a subordinate role when necessary.

• You seem to be as confident, assertive, and forceful as most other executives and managers.

• You likely are able to command the attention of other people and are willing to make decisions and take
action that involves other people.

• You appear to be reasonably well disciplined and judicious in using both your formal and informal authority,
matching it to your perception of what is appropriate to each situation.

5. COMFORT WITH ORGANIZATIONAL STRUCTURES

Effective managers and executives work productively within organizational structures, such as formal
policies and rules, chains of command, organizational processes, and unwritten norms. They must
articulate and support these structures while at the same time supporting individual initiative and the
need for flexibility. See also 2. Self-Control.

• You are likely to have less respect for the prevailing customs of the organization than most other managers
and executives. Your willingness to take chances or bend the rules may lead others to question your value
as a team player.

• You may find that you are a more effective leader in a young or small organization with a fluid culture than
in an established or large organization with a stable or mature culture.

• You may need to accept more structure in order to function at your highest level. On those occasions when
you plan the work and work the plan, you can probably make substantial contributions, even though it may
go against some of your preferences.

• SUGGESTED ACTION STEP: Consider the pros and cons of being more accepting of structure in
exchange for greater effectiveness or career advancement. Using performance feedback and input from
trusted colleagues may be helpful.

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6. RESPONSIBILITY AND ACCOUNTABILITY

Successful leaders welcome the personal responsibility and accountability that go with positions of
authority. Valuing dependability, honesty, and forthrightness, they hold others accountable for the
commitments they have made, accept fault or criticism when it is deserved, and expect others to do
the same.

• You seem to consider yourself about as well suited for positions of leadership and decision-making
responsibility as are other executives and managers, and you are probably inclined toward accepting
leadership roles.

• Others are likely to experience you as less responsible, conscientious, and dependable than most other
executives and managers, as well as less willing or able to take responsibility for the actions of others. These
perceptions may affect the type and level of responsibility you are given in your work assignments.

• SUGGESTED ACTION STEP: Ask others who know your work style whether issues of responsibility,
conscientiousness, or dependability may be affecting your effectiveness and potential for leadership
advancement.

7. DECISIVENESS

Effective managers and executives make decisions expediently and take appropriate action. In making
their decisions, they take into account a large number of potentially contradictory factors and bits of
information, seek and accept the participation of others when appropriate, and are not overly burdened
by the effect of their decisions on others. See also 4. Use of Power and Authority and
14. Action Orientation.

• You are likely more willing than most other executives and managers to make unpopular decisions or
decisions that go against the prevailing sentiment.

• You tend to be more independent, initiating, and aggressive in your decision making than most other
executives and managers and less inclined to invite or allow others to participate. Others may experience
you as being overly competitive or lacking a cooperative spirit.

• Others may experience you as persistent, resourceful, and extremely self-sufficient; further, they may see
you as setting and maintaining high standards for yourself and others.

• SUGGESTED ACTION STEP: Look for ways to engage others in your decision-making process,
especially less vocal and less assertive coworkers and the ones who typically have views and opinions
different from your own. Seek compromise and win-win solutions.

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TEAM BUILDING AND TEAMWORK

Whether leading a project team or sharing leadership with others on an executive team, today’s
managers and executives must possess the people skills needed to forge united, smoothly functioning,
goal-oriented teams made up of people with disparate skills, motivations, and personalities.

8. INTERPERSONAL SKILL

In their interactions with team members, effective leaders listen attentively, send clear signals, and
convey openness, friendliness, and cooperation. They are approachable, in spite of the formal or
informal authority that goes with a management position. See also 17. Influence.

• Like most other executives and managers, you are probably reasonably comfortable meeting other people,
and others likely experience you as outgoing and sociable.

• You appear to be unlike most other executives and managers in that your coworkers are likely to experience
you at times as argumentative and challenging rather than friendly, approachable, and conciliatory. Others
may perceive you as acting competitively or out of self-interest.

• You can probably confront people and tackle task-related issues without concern for how your actions will
affect your likability or popularity.

• SUGGESTED ACTION STEP: Ask each of several trusted coworkers to suggest three specific ways you
can become a better and more cooperative team player, and then act on the two most common
suggestions.

9. UNDERSTANDING OTHERS

Strong team leaders have a cognitive understanding of personality differences, individual behavior,
interpersonal dynamics, and group process, as well as an ability to empathize with others—to understand
their feelings and subjective reactions on an intuitive level. See also 1. Self-Awareness.

• You likely have stronger people skills than most other executives and managers. Others probably experience
you as warm, sensitive, caring, and perceptive. Coworkers and team members are apt to value your ability
to respond effectively to highly charged interpersonal situations.

• Coworkers probably seek you out to take advantage of your coaching skills, possibly overutilizing your time.

• You tend to empathize with others better than most managers and executives, but some people may see
you as not being sufficiently tough minded or objective or as unable to hold people accountable.

• SUGGESTED ACTION STEP: Through self-assessment and feedback from colleagues, determine whether
your empathy and focus on people create challenges in the areas of time management, managerial
objectivity, and meeting business goals and objectives.

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10. CAPACITY FOR COLLABORATION

Aware that the input of diverse ideas can facilitate problem solving, effective leaders welcome the
participation of others. They encourage the open discussion of ideas, opinions, and suggestions while
maintaining a healthy skepticism and keeping the pressure on for results. See also
4. Use of Power and Authority, 7. Decisiveness, and 15. Self-Confidence.

• You are likely less inclined than other executives and managers to be trusting of and receptive to other
people.

• You are probably highly creative internally—able to easily generate original and innovative ideas and
solutions—but your distrust of and disregard for other people´s ideas may limit opportunities for creatively
exploring options in a group.

• Some people or groups may feel that you are particularly unreceptive to their suggestions or ideas.

• SUGGESTED ACTION STEP: Ask coworkers if they think you are sufficiently open and receptive to
the ideas and inputs of others. Try to identify any pattern of bias for or against types and sources of
information, and work on taking other people´s ideas more seriously by trying to determine why you might
previously have rejected them out of hand.

11. WORKING WITH AND THROUGH OTHERS

To accomplish bigger and more complex tasks than any one person could hope to do alone, effective
leaders work both with others, by soliciting input and sharing decision making, and through others, by
delegating work and responsibility.

• You probably place a higher value than most other executives and managers on competition,
independence, and self-reliance. You might feel more personally satisfied with the role of an individual
performer than with the role of a manager at the present time.

• You may have found—or may be seeking—a managerial or executive position that has a high degree of
autonomy and lacks many of the traditional managerial responsibilities related to working with and through
others.

• SUGGESTED ACTION STEP: If you are currently in a managerial role over other people, assess your
degree of job satisfaction. If you are less satisfied than you want to be, consider whether this may be due to
a poor fit between your needs and interests and the demands of managerial tasks or whether you need to
enhance your fundamental managerial skills through coursework or coaching.

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PROBLEM SOLVING

Handling problems well and finding effective solutions for them demand a multifaceted array of talents
and skills, including political finesse, and an understanding of the motivations and feelings of others.
Many of the skills assessed in this report bear on solving problems, but here we focus on three areas
most directly related to problem solving: being creative, handling sensitive issues, and taking decisive
action.

12. CREATIVITY

Effective managers and executives are willing and able to generate creative and innovative ideas and to
take calculated risks. When necessary, they challenge standard procedures or the status quo, and they
formulate novel actions or solutions.

• You are likely very imaginative and independent, able to put forth unpopular or unusual ideas even when
group support is absent; others probably experience you as clever and resourceful.

• You may prefer a higher rate of change and innovation than others within the organization. When others
challenge your ideas, you may react impatiently.

• You may not fully appreciate the need to manage the politics of innovation and persuasively sell your ideas
and suggestions to key constituents.

• SUGGESTED ACTION STEP: Solicit feedback from coworkers as to whether you adequately and
effectively sell your ideas. If necessary, solicit suggestions for ways to enhance your persuasiveness and thus
more fully leverage your high creativity.

13. HANDLING SENSITIVE PROBLEMS

Successful leaders confront rather than avoid sensitive issues and problems, such as infringements of
corporate policy or subpar work performance. They deliver difficult messages or critical feedback
directly and frankly while maintaining a sensitivity and concern for those receiving the news. See also
1. Self-Awareness.

• You seem to be as willing as other executives and managers to confront employees´ performance problems
and similar issues in a direct and timely manner, but you may find these duties to be somewhat draining.

• Even more than other executives and managers, you may be interested in trying to understand other
people´s feelings and viewpoints; you likely modify the delivery, tone, and timing of difficult news according
to the other person´s situation and emotional state.

• In delivering critical feedback, you may at times understate difficult messages to the point that the
importance and urgency of corrective action is unclear.

• SUGGESTED ACTION STEP: Consider asking direct reports what, if any, changes might increase the
effectiveness with which you deal with sensitive issues or problems.

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14. ACTION ORIENTATION

Effective leaders take action after reflecting on the pros and cons of all the available options, often
without resolving every unanswered question. Although they are curious and patient, and take into
account the effects their decisions may have on people, they have a bias for results and act decisively.

• You appear to be more inclined than most other executives and managers to enjoy change and more likely
to seek out new ideas and innovative solutions to problems.

• You are probably more likely than other managers and executives to be concerned about how others will
evaluate or criticize your actions.

• Your flexibility, adaptability, and openness to new ideas may challenge you to set priorities and to stay
focused on one set course of action.

• SUGGESTED ACTION STEP: Solicit feedback from coworkers that will allow you to evaluate what, if
any, changes might be needed to improve the effectiveness of your decision making: Do you focus too
much on analyzing problems and generating creative solutions? Does it take too long for you to make up
your mind and act?

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SUSTAINING THE VISION

Strong leaders have a clear vision for the organization and a coherent set of organizational goals. They
are able to sustain the vision by inspiring the confidence of others through their own self-confidence,
by using well developed communication skills to influence and motivate others, and by being visible
embodiments of organizational values and goals.

15. SELF-CONFIDENCE

Leaders who can rally others to pursue a vision are self-confident and optimistic. They project this
confidence and optimism and use it to inspire others, despite having normal doubts, worries, and
stress.

• You seem to be highly self-confident, probably more dominant, assertive, forceful, and self-initiating than
most other executives and managers. You probably have the confidence to go against the prevailing or
majority view and to stand alone for an idea, project, or direction that you are committed to; in the
extreme, others might see you as a maverick.

• You likely have the confidence necessary to be an entrepreneur and to thrive in competitive, challenging,
and fast-paced environments.

• Others are apt to see you as highly poised and outspoken, but some may also see you as too strong willed,
independent, and self-promoting.

• SUGGESTED ACTION STEP: Solicit informal feedback from trusted colleagues about others´ view of
you as a team player: Are you sufficiently compromising, collaborative, and cooperative? Are you so
self-confident that you do not value other people´s ideas? Are you sufficiently in tune with the needs of
others and the best interests of the overall enterprise?

16. MANAGING CHANGE

Most managers and executives face a constantly changing environment. To be effective, they balance
the benefits of order and stability with the benefits of flexibility, change, and growth. Leaders maintain
focus while remaining open to exploring new approaches and new priorities.

• You are probably even more adept than most executives and managers at approaching situations from
many different perspectives. You seem to be flexible, open to change, and able to easily generate a variety
of different solutions to problems.

• You are likely as comfortable as other executives and managers discussing your own and others´ emotional
or subjective reactions to change and transitions.

• You seem to have a large appetite for change, but you may need to monitor your ability to maintain
consistency and focus; your approach to change may place a premium on your ability to communicate these
changes to others.

• SUGGESTED ACTION STEP: You might survey your direct reports and other coworkers about your
approach to change: Are you focused, consistent, and communicative in your approach to change
initiatives? Are you overwhelming your team or organization with your zeal for change? Are you adequately
balancing risk and potential reward?

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17. INFLUENCE

Strong leaders naturally want to influence others and are skilled in doing so. They are generally
poised, outgoing, and socially and professionally confident and have well developed communication skills
that allow them to be persuasive without being overbearing. See also 4. Use of Power and Authority.

• Like most other executives and managers, you probably have a strong desire to influence other people and
the outcome of events and are sociable, outgoing, and extroverted.

• Your well-developed communication skills likely allow you to present your ideas persuasively without being
overbearing.

• You seem to be able to push for your own agenda while also seeking to accommodate the agendas of
others and appreciate their views and opinions.

18. COMFORT WITH VISIBILITY

Leaders seek out responsibility and enjoy the visibility that comes with it. Comfortable speaking in
public and acting to exemplify the organization´s values, they confidently meet new people, sustain
working relationships, and seek out opportunities to make formal and informal presentations to people
in high positions.

• Your ambitions for positions of high visibility—in terms of level, title, salary, and size of organization—are
apt to be stronger than those of most other executives and managers.

• Others likely describe you as charismatic or having a commanding presence. You are probably comfortable
being "center stage," but others may see you as needing to be the center of attention.

• With your well-developed communication skills, you are likely an effective networker and presenter of both
yourself and your vision. Less extroverted, verbal, or confident people might experience your communication
style as too verbal or forceful.

• SUGGESTED ACTION STEP: With the help of informal feedback from coworkers, consider whether you
need to better manage your visibility. Can you enhance your effectiveness by asking more questions of
others and actively listening to their responses? Are there times when you should share the spotlight with
others?

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SNAPSHOT OF YOUR LEADERSHIP CHARACTERISTICS

CONSIDER EXAMINE THESE ASSESS WHETHER
YOUR THESE POTENTIAL THESE BEHAVIORS
LEADERSHIP YOUR DEVELOPMENTAL WORK TO YOUR
CHARACTERISTICS STRENGTHS OPPORTUNITIES ADVANTAGE

SELF-
MANAGEMENT
1. Self-Awareness
2. Self-Control
3. Resilience
ORGANIZATIONAL
CAPABILITIES
4. Use of Power and Authority
5. Comfort with
Organizational Structures
6. Responsibility and
Accountability
7. Decisiveness
TEAM BUILDING AND
TEAMWORK
8. Interpersonal Skill
9. Understanding Others
10. Capacity for Collaboration
11. Working with and
Through Others
PROBLEM
SOLVING
12. Creativity
13. Handling Sensitive
Problems
14. Action Orientation
SUSTAINING
THE VISION
15. Self-Confidence
16. Managing Change
17. Influence
18. Comfort with Visibility

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NEXT STEPS
So what does all this mean? How can you further develop yourself as a manager or executive? There are
two alternative ways to begin planning your next steps: (1) You can start with what you have learned
about yourself from this report and then move on from there. (2) You can start with the challenges you
are currently facing as a leader and then look to this report for some insight in meeting these challenges.
Below, we offer some guidance on both approaches. They are not mutually exclusive, and you may want
to consider both.

STARTING WITH YOURSELF

CONSIDER YOUR STRENGTHS

First, look at your strengths as indicated on your Snapshot page. In addition to the Leadership
Characteristics listed in the Check Mark column, which of the characteristics in the Arrows column do you
consider to be personal strengths?

In the left column of the table below, list the three strengths that you tend to rely on most. These
represent skills or competencies that you exercise frequently and comfortably. In the right column, list
three characteristics that you were surprised to discover were strengths or that you use less comfortably
or less frequently.

STRENGTHS I RELY ON STRENGTHS I COULD USE MORE

1. 1.

2. 2.

3. 3.

The strengths in the first column are those that, in your own judgment, already work well for you. Most
managers and executives will realize the greatest benefit by focusing on those areas of strength that
they are less comfortable using—those in the right column.

• Mark these strengths from the right column on your Snapshot page and then go back and read the
detailed comments printed for you in the body of this report.

• Consider your functional area, your role and level in the organization, and the written and unwritten rules
in your organization as you assess the analysis presented. Do you agree with the observations and
descriptions as reasonably accurate?

• Consider ways in which you can develop these strengths further. For example, you can accept a new
assignment, find a mentor or role model, or just make a mental note to yourself to practice the skills or
behaviors conscientiously.

NEXT STEPS
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CONSIDER YOUR DEVELOPMENTAL NEEDS

In addition to exercising underused strengths, you may also want to consider addressing certain skills or
behaviors that may be currently limiting your effectiveness as an executive or manager. Look again at your
Snapshot page, and examine the Leadership Characteristics listed in the Magnifying Glass column. Also
consider those characteristics listed in the Arrows column that you consider to be limitations or
developmental needs.

On the left side of the table below, list up to three characteristics that you were least surprised to find
were not your strengths. On the right side, list up to three characteristics that you were most surprised to
see described as areas of developmental need.

LEAST-SURPRISING DEVELOPMENTAL NEEDS MOST-SURPRISING DEVELOPMENTAL NEEDS

1. 1.

2. 2.

3. 3.

These two categories of developmental needs represent very different challenges for most leaders. Your
least-surprising developmental areas are, by definition, ones you know very well. You may have developed
strategies that compensate for them; perhaps you have moved to a position in which they seem less
important or less critical. In any case, they are probably known quantities for you.

Your most-surprising developmental areas, in contrast, are potentially more troubling in that they could
represent blind spots. Your preferences, attitudes, and behavior in such an area may be somewhat hidden
from you but visible to others and may hamper your effectiveness.

• Mark your potential blind spots on your Snapshot page and then go back and read the detailed
comments printed for each of these Leadership Characteristics.

• Consider the formal and informal feedback you have received from others (especially the person to whom
you report) and your career aspirations. How do the behaviors related to your potential blind spots show
up in your work? How do others react to you when they do show up? What can you do to change?

• Read the Action Step suggested for each potential blind spot. If it fits your own assessment, consider
what practical measures you can take to act on it.

NEXT STEPS
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STARTING WITH YOUR CURRENT SITUATION

Another way to use this report is to consider some of the major challenges you are facing at work.
Perhaps you are trying to pull together a new team for an important project. Or maybe you are leading or
assisting in a major change initiative. Or perhaps your challenge is to be effective in an organization
whose structures and lines of authority are hazy and indistinct (or rigid and bureaucratic). You can use this
report to help you gain some insights into meeting some of these key challenges.

CONSIDER THE FOLLOWING STEPS

1. Write down the major challenge you are facing. (Pick only one challenge at first and repeat this
process to consider others.)

2. Scan this report and mark the Core Performance Areas and/or Leadership Characteristics that seem
most relevant to your challenge.

3. Among the areas you marked, identify the Leadership Characteristics for which you received a Check
Mark. These are generally your strengths. It may be more advantageous to you to capitalize on one of
these strengths than to strengthen a less-developed characteristic. Make a list of the strengths you
want to capitalize on.

4. Go back and carefully reread the areas you marked, paying most attention to those in which you have
a Magnifying Glass. Do you agree that the observations and descriptions are reasonably accurate? Do
you see the behaviors playing out as developmental areas for you?

5. Next, reread any marked areas in which you have an Arrows symbol. Do you agree with the
observations and descriptions? Do you see the behaviors playing out as strengths for you, or do you
see developmental areas? Where mixed, does the behavior generally serve you more as a strength
than a limitation? Make a list of the Suggested Action Steps that seem most relevant.

6. As you reflect on your list, does it seem reasonably accurate and descriptive? Are the results or
descriptors relatively consistent with each other? Are the results consistent with what you have heard
before in the way of formal and informal feedback?

7. Focus on the two or three key action areas that you want to pursue.

We hope that by reading this report you have gained some added personal awareness and insight and
have grown more sensitive to some of the unique strengths and limitations of your particular style and
how they affect your work as an executive or manager. We encourage you to use your enhanced
self-awareness to embark on a self-directed process of continual personal and professional development.

CPP, Inc.
800-624-1765 www.cpp.com

Additional learning
options:
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Assess webinar 24/7.
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Coaching Report for Leaders Webinar
(see schedule at
www.slsglobalassess.com).
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4. Purchase one-on-one or group
interpretation with one of our
experienced and trained consultants.

On behalf of everyone at
SLS Global Assess …
we wish you happy learning!
And remember,
Knowledge is Power!

CONTACT INFORMATION:

SLS Global Assess
www.slsglobalassess.com
Email: support@slsglobalassess.com

CPI 260 Coaching Report For Leaders

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