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Best Boss Self Assessment
- 1. © 2014 Lead Well,Inc. Page 1 Best Boss Profile - Leader Self-Assessment and 180 Feedback Tool SELF ASSESSMENTINSTRUCTIONS: Rateyourself oneachof the followinggrids.Computeascore foreach gridas instructed.180 INSTRUCTIONS – Sharewith yourdirect reportsandaskthem to rate youon thefollowinggrids.Addthe collective scores to identify strengths anddevelopmental needsforeach Best Bossbehaviorelement. PART 1: LEADS FROM A HIGHER PURPOSE - Leads from a values,servant mentality,placing the needsofthe individual aheadof organizational or personal self-interest To A Great Extent To A Little Extent 5 4 3 2 1 1 Take the "extrastep" to reach out to direct reports ina personal and genuine way 2 Show direct reportsthat high performance expectationsneednotbe at odds with integrity 3 Display compassionfor people and theirlivesoutside the job 4 Getto know direct reports personally 5 Exhibitshared values in your relationshipwithdirect reports 6 Demonstrate a strong "moral compass" in your actions and behaviors 7 Stand by your directreports in practically everycircumstance 8 Set aside your self-interestaside whenhelpingdirectreportsgrow in theircareers TOTAL: Add and average your ratings here PART 2: ACTIVATES POTENTIAL Leads as a proactive advocate to helpindividualstakesaction to both see and then realize theirpotential. To A Great Extent To A Little Extent 5 4 3 2 1 1 Offerdirect reports opportunitiestoshow what theycan do 2 Treat directreports as individualswithtalentsto contribute irrespective of job title or pay level 3 Serve as an advocate for your direct reports to perform up to their bestpotential 4 Reallylistento what your direct reports have to say and recommend 5 Place your directreports insituations that "showcase" theirtalents 6 Supportivelypushyour directreports outside of theircomfort zone 7 Activelyseekthe perspectivesofdirectreports before reachinga conclusionissues 8 Encourage your direct reports to bring forth theirrecommendationsand ideas TOTAL: Add and average your ratings here
- 2. © 2014 Lead Well,Inc. Page 2 PART 3: GRANTS AUTONOMY – set expectations;businessacumen;organizational knowledge / politics;skills;space; role To A Great Extent To A Little Extent 5 4 3 2 1 1 Set clear goals and objectivesfordirect reports work performance 2 Provide direct reports the autonomy to do theirjobs the best theycan 3 Explainthe work standards you expectyour direct reports to achieve,consistentwiththeir level ofexperience 4 Teach direct reports to work productivelythrough organization politics 5 Take steps to improve direct reports’understandingof how the organizationoperates 6 Helpsdirect reports connecttheir role to the overall needsofthe business 7 Encourage direct reports to think and act strategically-- tounderstand and operate from the "biggerpicture" 8 Share a visionofwhat you want to achieve TOTAL: Add and average your ratings here PART 4: PROVIDES PERVASIVE FEEDBACK – consistent,timely;respectful,constructive;recognition;informal vs. formal To A Great Extent To A Little Extent 5 4 3 2 1 1 Promptly address,rather than avoid,difficultdiscussionsconcerning your direct reports' job performance 2 Regularlyprovide concrete evidence onthe strengthsof direct reports' performance 3 Act in a fair mindedand straightforward manner in your discussionof direct reports' job performance 4 Serve as an honestmirror to convey how othersare perceivingdirectreports and their performance 5 Appropriatelycomplimentdirectreports on their work 6 Provide feedback continuously,in "real time," to directreports, rather than waitingfor formal performance evaluationdiscussions 7 Publiclyrecognize directreports for jobs well done 8 Always provide feedbackin a constructive and respectful way TOTAL: Add and average your ratings here
- 3. © 2014 Lead Well,Inc. Page 3 PART 5: ENCOURAGESRISK TAKING – fear; support; learn from mistakes;take initiative;connectrisk taking and learning To A Great Extent To A Little Extent 5 4 3 2 1 1 Share examplesofmistakesyou have made to demonstrate to directreports how to use them for learning 2 Helpdirect reports understandhow to improve whenthey have made a mistake 3 Teach direct reports to "own" their own work 4 Teach direct reports that a mistake is an opportunityto learn and not somethingto hide 5 Set the ground rules for risk-takingin directreports' work 6 Encourage direct reports to take initiative 7 Give directreports the freedomto fail without fear reprisal 8 Promote directreports' learning through experience TOTAL: Add and average your ratings here
- 4. © 2014 Lead Well,Inc. Page 4 INTERPRETATION KEY CODE DIMENSION EXPLANATION PART 1: HP Leads From A Higher Purpose The “best boss” demonstrates a purpose beyond self-interest/self- profit and/or a positive purpose beyond the organization and its interests that is put into action on behalf of the subordinate through a genuine relationship. PART 2: AP Activates Potential The “best boss” observes, values, acknowledges and takes steps to activate and reinforce the present capability and future potential of the individual PART 3: PDBA Provides A Dynamic Basis forAutonomy The “best boss” imparts knowledge, business acumen and big picture thinking, establishes clearexpectations and creates an autonomous space for the individual to perform PART 4: CPF Conveys Pervasive Feedback The “best boss” doesn’t miss an opportunity to provide constructive and reinforcing feedback to the subordinate. PART 5: ERTVCL Encourages Risk-Taking Via Continuous Learning The “best boss” fuels reasoned risk taking and constant learning/development by “allowing” mistakes and then “mining” the learning from them, thus continually developing employee potential.