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Manager Ready 
Participant Feedback Report 
Larsen & Toubro 
Prepared for: 
Raunak 725498 
Assessment Date: 
6/7/2013 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013
Table of Contents 
This feedback report is divided into the following sections: 
The Assessment Process 
This section describes the assessment process, explains how your performance was evaluated, and gives guidelines for 
interpreting and using the assessment results. 
Competency Ratings Summary 
This section includes a grid that summarizes your performance in the competencies that were evaluated in the assessment 
process. 
Understanding the Competency Ratings 
This section gives more detailed information about your performance in each competency. Each competency is defined at the 
top of the page, and the overall competency rating appears opposite its name. The statements on each page describe 
behavioral skills that are your strengths and areas in which you could benefit from development. 
Accelerating Development 
This section provides guidance for how you can use the information in this report to plan your development. Following these 
recommended steps helps you achieve personal and professional goals. 
Use of Data Recommendation: DDI recommends that the data in this report be used within two years of the date of administration 
because of the likelihood of change in the participant or the organization. Our recommendation is consistent with the Guidelines and 
Ethical Consideration for Assessment Center Operations, International Task Force on Assessment Center Guidelines, 2009. 
2 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
The Assessment Process 
This section describes the assessment process, explains how your performance was evaluated, and gives guidelines for 
interpreting and using the assessment results. 
Evaluation Process 
Trained assessors reviewed and evaluated behaviors you demonstrated during the assessment. These behaviors were then 
grouped into nine competencies critical for leadership success. The rating process gives greater weight to those behaviors 
that are the most critical to demonstrating the competency. 
Interpreting the Competency Ratings 
On the next page, your performance in each competency is rated using the following scale: 
Exceptional Proficiency (5 Stars): This rating indicates that the effective behaviors in a competency were performed 
consistently in multiple opportunities. Consider ways to leverage this strength in improving overall effectiveness as a leader. 
Strong Proficiency (4 Stars): This rating indicates that the effective behaviors in a competency were usually, but not 
always, performed in multiple opportunities. A competency with this rating can be enhanced. Developing a competency to 
the next level can be an asset in achieving exceptional results as a leader. 
Moderate Proficiency (3 Stars): This rating indicates that effective performance in a competency was demonstrated, but 
not consistently. There is room for skill enhancement and growth. 
Limited Proficiency (2 Stars): This rating shows a need for improvement. The effective behaviors associated with a 
competency typically were not demonstrated when the situation required them. Some effective behaviors were evident but 
not with sufficient quality or consistency. Developing competencies rated at this level will have a strong impact on leadership 
effectiveness. 
Low Proficiency (1 Star): This rating indicates that a competency requires substantial development. This rating is often 
associated with demonstrating ineffective behaviors or missing opportunities to use effective behaviors. They may make a 
situation more difficult to resolve and demotivate those involved. A competency with this rating should receive high priority 
for development since current behavior may negatively affect a leader’s effectiveness and reputation 
3 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Competency Ratings Summary 
Competencies are evaluated on the five-point rating scale shown below. 
INTERACTION ESSENTIALS 
Emotional Quotient Meeting the personal needs of individuals to build trust, encourage two-way 
communication, and strengthen relationships. 
Guiding Interactions Conducting interactions with others by clarifying the purpose, involving 
others in the development of ideas, and agreeing on next steps. 
LEADING OTHERS 
Anchoring (Coaching 
for Success) 
Preparing teams and individuals to excel in new challenges through 
proactive support, guidance, and encouragement. 
Anchoring (Coaching 
for Improvement) 
Addressing performance problems by providing specific factual 
feedback, encouraging ownership of the solution, and establishing 
progress measures. 
Influencing Achieving agreement to ideas or plans through effective involvement 
and influence strategies. 
People Management Achieving results and/or building capability by assigning task and 
decision-making responsibilities to individuals or teams with clear 
boundaries, support, and follow-up 
MAKING DECISIONS AND PLANNING 
Problem/Opportunity 
Analysis 
Identifying problems or issues and then drawing conclusions by 
gathering, analyzing, and interpreting quantitative and qualitative 
information. 
Tactics Choosing the best course of action by establishing decision criteria, 
generating and evaluating alternatives, and making timely decisions. 
Resource 
Management 
Helping individuals or teams complete work efficiently and on time by 
setting priorities, establishing timelines, and leveraging resources. 
Competency Proficiency Ratings 
Exceptional 
Strong 
Moderate 
Limited 
Low 
4 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Understanding the Competency Ratings 
The next few pages of the report include descriptions of the behavior that led to your overall rating in each Manager Ready 
competency. These behaviors are classified into four levels of proficiency: 
• Strengths: Behaviors you demonstrated consistently and effectively in several situations. 
• Good, but Could be Improved: Behaviors you demonstrated effectively, but not in all situations. 
• Needs Some Work: Behaviors you did not demonstrate effectively. 
• Potential Trouble Spots: Behaviors that were ineffective or counterproductive. 
As you review each competency page, keep in mind that your overall rating for the competency is not a simple average of the 
proficiency level of each behavior. Manager Ready places a greater emphasis on those behaviors that are most critical to 
demonstrating the competency. 
If you did not complete some of the exercises in the simulation associated with a competency, one of the following notes 
may appear in the report: 
• Note: Not all the activities associated with this competency were completed. The rating is based on the responses 
that were submitted. 
• Note: Too few of the activities associated with this competency were completed to calculate a valid rating for this 
competency. 
The text in the shaded box on each page explains why the competency is critical to your success as a leader. 
5 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Emotional Quotient 
Meeting the personal needs of individuals to build trust, encourage two-way communication, and strengthen relationships. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Maintaining or enhancing self-esteem. Show others they are valued by 
acknowledging their contributions, successes, and skills. People need to feel 
respected and have a sense of self-worth to be motivated, confident, innovative, and 
committed to their work. 
• Providing support without removing responsibility. Build others’ sense of task 
ownership and self-confidence by providing support. Nothing can deflate people’s 
confidence faster than telling them they’re not doing something right and then doing it 
for them. 
Needs Some Work 
You need to demonstrate the following behaviors more frequently: 
• Listening and responding with empathy. Acknowledge others’ feelings and 
circumstances when they express emotion verbally or nonverbally. Letting them know 
their feelings are understood helps them feel that their perspective is being taken into 
account. 
• Asking for help and encourage involvement. Leverage others skills and gain their 
support by asking for their ideas and opinions. Asking for help and encouraging 
involvement shows people that their input and abilities are valued. 
Leaders consider and 
manage the personal needs 
that arise during an 
interaction. They 
encourage open, two-way 
communication and take 
the time to listen and 
respond to the person. 
Strong leaders consider 
others’ feelings and self-esteem 
and attempt to 
involve them in decision 
making. These skills are 
the keys to success in any 
interaction—at work or in 
personal life, face to face, 
over the phone, or in 
writing. By attending to 
personal needs, leaders 
build trust, enthusiasm, 
and momentum for what 
they are trying to 
accomplish. In addition, 
they strengthen 
relationships by showing 
people that they’re 
important and that they 
value their input. 
6 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Guiding Interactions 
Conducting interactions with others by clarifying the purpose, involving others in the development of ideas, and agreeing on next 
steps. 
Strengths 
You should continue to leverage strengths in: 
• Opening the discussion by stating the purpose and identifying importance. Tell 
others why they're involved in the discussion or meeting. This focuses their attention 
and helps them understand what needs to be accomplished. 
• Clarifying the situation by seeking and sharing information and identifying 
issues and concerns. One of the main purposes of an interaction is to share ideas 
and make sure that everyone understands all aspects of the situation. Taking time to 
clarify the facts ensures that the decisions incorporate all available information. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Agreeing on specific actions, contingency plans, and measures of 
progress. Ensure that interactions will have value by confirming agreement and 
agreeing on next steps. Many discussions end without assigning accountability or 
creating follow-up plans. 
Needs Some Work 
You need to demonstrate the following behaviors more frequently: 
• Developing ideas. Seek and discuss ideas and explore needed resources and 
support. After all ideas and perspectives have been shared, attention can be focused 
on choosing the best path forward. 
When holding discussions 
or meeting with others, 
effective leaders follow a 
structured process for 
sharing information, 
discussing ideas, and 
reaching conclusions. 
Most workplace 
interactions focus on 
meeting some practical 
need. Leaders meet 
practical needs by 
ensuring that the 
discussion has a clear 
purpose, that it achieves 
its purpose, and that the 
people involved develop 
and agree on next steps. 
The methods for guiding 
interactions are flexible 
and can be used in almost 
any discussion, regardless 
of purpose, number of 
topics, or complexity. By 
structuring 
communication, leaders 
make the best use of 
others’ time and 
demonstrate an ability to 
effectively move projects 
toward completion. 
7 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Anchoring (Coaching for Success) 
Preparing teams and individuals to excel in new challenges through proactive support, guidance, and encouragement. 
Strengths 
You should continue to leverage strengths in: 
• Gathering information about the situation and the individual’s feelings and 
concerns. Good leaders recognize they do not know everything about a situation or a 
person. Therefore, it’s important to ask, listen, and learn more than tell. 
• Checking for understanding. Find out if the individual has understood and accepted 
the guidance or insights by asking for or providing a summary. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Seeking and building on others’ ideas or solutions to come up with a 
plan. Involve others in the thinking and planning process to build skills, confidence, 
and commitment. Avoid telling them what to do when approaching new assignments. 
• Building confidence. Build commitment and excitement by showing direct reports 
that they have the ability to complete the task effectively. 
• Offering support. Offer time, resources, and your personal support as direct reports 
engage in their assignments. This ensures that they stay focused and don’t become 
discouraged. 
• Establishing a plan to monitor progress and celebrate success. Set direct reports 
up for success by checking on their progress and offering them encouragement. 
Strong leaders help 
prepare others to take on 
new or unfamiliar tasks 
and ensure that they 
develop the skills needed 
to succeed. They strike the 
right balance between 
seeking ideas and 
concerns, and offering 
guidance and support. 
Successful coaches also 
reinforce and praise 
efforts of individuals when 
they accomplish 
challenging tasks 
successfully. Direct 
reports are most valuable 
when leaders know how to 
tap into their skills and 
motivation to set them up 
for success. When leaders 
effectively coach for 
success, they will achieve 
goals and develop their 
team’s capabilities. Their 
success will build the 
team’s confidence and 
develop trust in the leader. 
8 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Anchoring (Coaching for Improvement) 
Addressing performance problems by providing specific factual feedback, encouraging ownership of the solution, and establishing 
progress measures. 
Strengths 
You should continue to leverage strengths in: 
• Describing behavior problems by sharing facts and others’ viewpoints. Make it 
clear to direct reports that their behavior is unacceptable and needs to change. 
• Seeking additional information about the causes of the behavior problem. Show 
willingness to look beyond first impressions of the situation and consider all the 
influences and possible causes. 
• Acknowledging direct report’s feelings and any personal 
circumstances. Recognize the personal and practical challenges direct reports are 
facing to increase the likelihood of behavior change. 
• Showing how the behavior change would positively affect the individual, the 
team, or the organization. Describe how the behavior change can lead to personal 
benefits—such as improved relationships, job satisfaction, or reputation—and improve 
team performance and morale. 
• Asking direct reports for ideas/input for how a change might take place. Involve 
direct reports in planning for behavior change and incorporate their ideas when 
possible. Ensure that they have a say in developing ideas or a plan for change. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Acknowledging direct report’s value and contributions, without minimizing the 
problem. Show that direct reports are valued by giving specific examples of the 
contributions they make to the team or organization. This shows them the commitment 
to fixing the behavior problem, not the person. 
• Developing follow-up actions to ensure behavior change and measure 
progress. Build accountability and encourage involvement by agreeing to next steps, 
additional meetings, timelines, and milestones. 
Needs Some Work 
You need to demonstrate the following behaviors more frequently: 
• Expressing confidence in direct reports’ ability to change. Build direct reports’ 
confidence by letting them know they are capable of change. They will find it 
encouraging to hear that people believe in them and their ability to improve. 
Leaders help others 
strengthen performance 
that falls short of 
expectations. They help 
others build awareness of 
where they need to 
improve and motivate them 
to improve or sustain good 
performance. By 
effectively coaching for 
improvement, leaders can 
promote openness and 
trust, uncover new ideas 
and approaches, and 
encourage others to take 
responsibility for their own 
development. Most 
importantly, leaders can 
ensure that they get the 
maximum productivity 
from their direct reports by 
showing that they are 
willing to deal with 
problems proactively and 
with a supportive attitude. 
9 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Influencing 
Achieving agreement to ideas or plans through effective involvement and influence strategies. 
Strengths 
You should continue to leverage strengths in: 
• Describing how the recommended solution will benefit them. Show others how 
the solution could potentially help them or reduce the likelihood of negative 
consequences. Make sure they see how it benefits them personally. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Describing the need for change. Create a sense of urgency for addressing the 
situation or problem by describing current or potential negative consequences of not 
making a change. 
• Describing how the recommended solution will address the issue or needed 
change. Build motivation by helping others envision the positive consequences of the 
idea or change for the team or organization. 
• Using appropriate influence strategies beyond creating a rational case to gain 
commitment. Obtain an understanding of the stakeholders' needs, motivations, and 
points of view to establish an effective influence strategy. 
• Acknowledging others’ concerns. Recognize and respond to others’ feelings and 
the facts surrounding their situation. This will overcome their resistance and lead them 
to accept the proposal. 
• Involving others in defining the situation and reaching a solution. Build a 
collaborative environment to gain acceptance of ideas. Ensure that all the facts are on 
the table and everyone has had a chance to provide input into solutions. 
Those who excel in 
influencing use skillful 
interpersonal and gaining 
commitment strategies to 
gather support for their 
ideas and plans. They 
adjust their approach to fit 
the unique needs of the 
situation and people 
involved. 
Leaders who effectively 
influence are good at 
making things happen 
because they are able to 
leverage the relationships 
and resources of others. 
It’s much easier to effect 
change and sell ideas 
when people support their 
leader. People may also 
see their leader as 
someone who knows how 
to rally support and get 
things done. 
10 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
People Management 
Achieving results and/or building capability by assigning task and decision-making responsibilities to individuals or teams with clear 
boundaries, support, and follow-up 
Strengths 
You should continue to leverage strengths in: 
• Sharing important information about the assignment and the individual’s role. 
Ensure that the team members have a clear understanding of the assignment, its 
importance, and the reasons for selecting them. Provide information on scope of 
responsibility, challenges, constraints, and milestones. 
• Staying informed about the assignment. Establish a plan for following up on the 
delegation and monitoring progress to provide ongoing support, not to check up on the 
individual. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Sharing appropriate responsibilities. Some responsibilities require the leader’s 
attention, while others can be delegated. Delegation decisions should be based upon 
team members' current skills or development needs. 
Needs Some Work 
You need to demonstrate the following behaviors more frequently: 
• Expressing confidence in the individual’s abilities. Let team members know that 
they have the ability to execute a task successfully. This shows that they are viewed as 
capable performers who are willing to manage an assignment outside the scope of 
their usual role. 
• Offering support to ease the accomplishment of the assignment. Offer ongoing 
support and remove barriers for direct reports who take on a new or unusual task. This 
might require providing resources, contacts, equipment, budget, and personal time. 
Potential Trouble Spots 
You must be sure to avoid the following behaviors: 
• Removing responsibility from the individual. Resist the temptation to take over 
when the assignment is not going well or the direct report chooses an approach that 
differs from yours. Taking over control erodes trust and reduces their level of 
engagement. 
Highly effective leaders 
empower their direct 
reports by sharing 
authority and 
responsibilities that move 
accountability downward 
through the organization. 
They carefully select 
individuals to accomplish 
a task by considering time, 
skills, experience, and 
growth opportunities. 
Leaders offer guidance to 
help their direct reports 
succeed without taking 
away responsibility for 
action. They stay aware of 
what’s happening by 
asking for employee follow 
up within a defined time 
frame. Many leaders 
struggle with delegation 
and empowerment because 
they are afraid to give up 
control. By performing this 
skill effectively, leaders 
will get more work done, 
develop stronger resources 
on their team, and build 
the overall level of 
engagement and support 
for their leadership. 
11 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Problem/Opportunity Analysis 
Identifying problems or issues and then drawing conclusions by gathering, analyzing, and interpreting quantitative and qualitative 
information. 
Strengths 
You should continue to leverage strengths in: 
• Identifying potential problems or trends that affect work outcomes. Look for 
relationships and patterns in data to anticipate issues and future problems. 
• Recognizing the need to gather additional information to understand issues 
better. Acknowledge that some of the information needed to draw the most accurate 
conclusions may be missing. 
• Interpreting information to identify cause-effect relationships. Solve problems, 
focus action, and improve performance by identifying the underlying influences that 
can lead to problems. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Seeking information from all relevant sources. Develop an unbiased 
understanding of the situation by gathering information from numerous sources. 
• Focusing analysis on the most likely causes. Develop a complete understanding of 
the situation by gathering information from the most promising and relevant sources. 
This provides a more accurate understanding while ignoring unrelated information. 
Leaders gather and 
interpret information from 
multiple sources to identify 
trends and understand 
cause-effect relationships. 
These skills help leaders 
address organizational 
problems faster, get to the 
heart of team issues, take 
advantage of 
opportunities, and build 
creative thinking into 
decisions. 
12 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Tactics 
Choosing the best course of action by establishing decision criteria, generating and evaluating alternatives, and making timely 
decisions. 
Strengths 
You should continue to leverage strengths in: 
• Creating complete and relevant alternatives for addressing problems or 
opportunities. Promote flexibility and innovative thinking by generating multiple 
effective options for solving problems. 
• Formulating decision criteria, considering the needs of all stakeholders. Spend 
time defining criteria carefully to ensure stakeholders’ buy-in and to improve decision 
quality. 
• Weighing potential positive and negative outcomes to reach a balanced 
perspective. Make the best possible decisions and avoid disastrous decisions by 
considering all possible outcomes including very negative ones. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Gathering more information or considering potential actions before making a 
decision. Look beyond the immediate situation and consider the short- or long-term 
actions that should be taken. 
• Taking prompt, definitive action when necessary. Build work groups’ confidence 
and commit to ensuring that problems will be dealt with before they become worse. 
Needs Some Work 
You need to demonstrate the following behaviors more frequently: 
• Selecting the most appropriate solution to a problem or opportunity. Maintain 
smooth business operations by taking timely and effective action on issues that affect 
your work group. 
Highly effective leaders 
select the best course of 
action by generating 
options, and then 
comparing the options to 
important decision 
criteria. They make timely 
decisions and don’t 
hesitate to commit to 
action. In addition, they 
involve others in the 
decision making process to 
generate alternatives, 
make the best decision, 
and ensure buy-in. Leaders 
with good judgment are 
often seen as trusted 
advisors, and others may 
rely on them to make 
critical choices. 
13 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Resource Management 
Helping individuals or teams complete work efficiently and on time by setting priorities, establishing timelines, and leveraging 
resources. 
Strengths 
You should continue to leverage strengths in: 
• Prioritizing tasks relative to the requirements. Decide how to best arrange or 
sequence tasks to facilitate completion and ensure that operations and projects run 
smoothly and that high-impact issues are handled swiftly. 
• Managing work time. Consider the tasks and make sure there is enough time to 
complete them. 
Good, but Could be Improved 
You would have greater success with a more consistent focus on: 
• Adjusting plans to handle urgent requests. Avoid potential problems by 
responding to issues requiring an immediate response. 
• Allocating time and resources appropriately. Align resources and team members 
to complete tasks on time. Consider possible scheduling conflicts and the skills or 
abilities certain resources can bring to a particular task. 
Leaders increase their own 
and others’ efficiency by 
creating schedules and 
action plans to handle 
challenging workloads. 
They focus time and 
resources on the highest 
priority tasks and adjust 
priorities as necessary. 
They leverage available 
resources to ensure that 
equipment, people, and 
materials are accessible 
where and when they are 
needed. When planning 
and organizing is done 
well, it can help the leader 
meet or beat deadlines, 
ease team stress, 
accomplish more with less 
effort, and increase the 
satisfaction level for 
internal or external 
customers. 
14 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498
Accelerating Development 
After you carefully read your report, we recommend that you work with your manager or an appropriate HR representative 
to get additional insights into the competencies discussed and to prioritize your strengths and areas to improve. While it’s 
tempting to target two or three strengths and two or three improvement areas, you will find more success if you start by 
targeting only one of each. You can always choose more areas after achieving success with your first targets. 
Focus on those targets that will have the most immediate impact on your job and your organization. When you choose 
targets directly related to areas of team or organizational impact, your manager and others have even more of an interest in 
your success. 
Working with your manager or HR representative, complete a Development Action Planner for each competency selected as 
a target. Effective development plans answer these five questions: 
1. What training or coaching do you need before you apply or practice a target competency? It’s a waste of time 
and effort trying to learn from on-the-job mistakes. That approach may lead you to developing a bad reputation. 
It’s far more efficient to learn and practice new skills in a training environment or with a coach so when you apply 
the new skills, you have a greater chance of succeeding. 
2. What barriers or challenges to successful training or coaching may arise (such as missing a training session 
due to job demands, not having the time or travel funds for a task force opportunity)? Anticipating barriers or 
challenges prepares you to determine, in advance, the support or resources you will need. 
3. How will the target competencies be applied on the job? For example, if you finish a training course in 
Influencing, you and your manager might choose a situation in which you must convince one or more people to 
change their position. Ideally, you and your manager will practice the planned interaction before the real discussion 
to increase your chances of success. 
4. How will your progress be measured? Following up or tracking your progress can help you determine your 
success in honing skills or changing your behavior. One way to measure progress is to ask for feedback from people 
who observe your behavior or decisions. 
5. How will outcomes be measured? Measurement could include the successful use of a competency or skill in 
completing a project or assignment. For instance, to develop planning skills you might coordinate the work of 
several groups. Success in carrying out this assignment offers evidence of your development achievement. 
Want More Information? 
You can log back into Manager Ready to access a wealth of information to help you accelerate your development, including: 
• Next Steps in Your Development as a Leader, a booklet that provides tips for understanding your Manager Ready results, 
preparing for a discussion with your leader, selecting the best development actions, and monitoring and measuring 
your development progress. 
• Manager Ready Development worksheet, a form that walks you through a series of questions to help you determine 
your development strategy and complete your first Development Action Planner. 
• Additional blank Development Action Planner forms. 
• Discussion Planner forms to help you prepare for conversations in which you will apply behaviors related to the 
Interpersonal and Leading Others competencies. It’s recommended that you use these forms early in the application 
process when you have an opportunity to apply these behavioral skills. 
15 
CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. 
Assessment Date: 6/7/2013 
Manager Ready 
Raunak 725498

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Raunak_DDI_Evaluation_Leadership

  • 1. Manager Ready Participant Feedback Report Larsen & Toubro Prepared for: Raunak 725498 Assessment Date: 6/7/2013 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013
  • 2. Table of Contents This feedback report is divided into the following sections: The Assessment Process This section describes the assessment process, explains how your performance was evaluated, and gives guidelines for interpreting and using the assessment results. Competency Ratings Summary This section includes a grid that summarizes your performance in the competencies that were evaluated in the assessment process. Understanding the Competency Ratings This section gives more detailed information about your performance in each competency. Each competency is defined at the top of the page, and the overall competency rating appears opposite its name. The statements on each page describe behavioral skills that are your strengths and areas in which you could benefit from development. Accelerating Development This section provides guidance for how you can use the information in this report to plan your development. Following these recommended steps helps you achieve personal and professional goals. Use of Data Recommendation: DDI recommends that the data in this report be used within two years of the date of administration because of the likelihood of change in the participant or the organization. Our recommendation is consistent with the Guidelines and Ethical Consideration for Assessment Center Operations, International Task Force on Assessment Center Guidelines, 2009. 2 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 3. The Assessment Process This section describes the assessment process, explains how your performance was evaluated, and gives guidelines for interpreting and using the assessment results. Evaluation Process Trained assessors reviewed and evaluated behaviors you demonstrated during the assessment. These behaviors were then grouped into nine competencies critical for leadership success. The rating process gives greater weight to those behaviors that are the most critical to demonstrating the competency. Interpreting the Competency Ratings On the next page, your performance in each competency is rated using the following scale: Exceptional Proficiency (5 Stars): This rating indicates that the effective behaviors in a competency were performed consistently in multiple opportunities. Consider ways to leverage this strength in improving overall effectiveness as a leader. Strong Proficiency (4 Stars): This rating indicates that the effective behaviors in a competency were usually, but not always, performed in multiple opportunities. A competency with this rating can be enhanced. Developing a competency to the next level can be an asset in achieving exceptional results as a leader. Moderate Proficiency (3 Stars): This rating indicates that effective performance in a competency was demonstrated, but not consistently. There is room for skill enhancement and growth. Limited Proficiency (2 Stars): This rating shows a need for improvement. The effective behaviors associated with a competency typically were not demonstrated when the situation required them. Some effective behaviors were evident but not with sufficient quality or consistency. Developing competencies rated at this level will have a strong impact on leadership effectiveness. Low Proficiency (1 Star): This rating indicates that a competency requires substantial development. This rating is often associated with demonstrating ineffective behaviors or missing opportunities to use effective behaviors. They may make a situation more difficult to resolve and demotivate those involved. A competency with this rating should receive high priority for development since current behavior may negatively affect a leader’s effectiveness and reputation 3 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 4. Competency Ratings Summary Competencies are evaluated on the five-point rating scale shown below. INTERACTION ESSENTIALS Emotional Quotient Meeting the personal needs of individuals to build trust, encourage two-way communication, and strengthen relationships. Guiding Interactions Conducting interactions with others by clarifying the purpose, involving others in the development of ideas, and agreeing on next steps. LEADING OTHERS Anchoring (Coaching for Success) Preparing teams and individuals to excel in new challenges through proactive support, guidance, and encouragement. Anchoring (Coaching for Improvement) Addressing performance problems by providing specific factual feedback, encouraging ownership of the solution, and establishing progress measures. Influencing Achieving agreement to ideas or plans through effective involvement and influence strategies. People Management Achieving results and/or building capability by assigning task and decision-making responsibilities to individuals or teams with clear boundaries, support, and follow-up MAKING DECISIONS AND PLANNING Problem/Opportunity Analysis Identifying problems or issues and then drawing conclusions by gathering, analyzing, and interpreting quantitative and qualitative information. Tactics Choosing the best course of action by establishing decision criteria, generating and evaluating alternatives, and making timely decisions. Resource Management Helping individuals or teams complete work efficiently and on time by setting priorities, establishing timelines, and leveraging resources. Competency Proficiency Ratings Exceptional Strong Moderate Limited Low 4 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 5. Understanding the Competency Ratings The next few pages of the report include descriptions of the behavior that led to your overall rating in each Manager Ready competency. These behaviors are classified into four levels of proficiency: • Strengths: Behaviors you demonstrated consistently and effectively in several situations. • Good, but Could be Improved: Behaviors you demonstrated effectively, but not in all situations. • Needs Some Work: Behaviors you did not demonstrate effectively. • Potential Trouble Spots: Behaviors that were ineffective or counterproductive. As you review each competency page, keep in mind that your overall rating for the competency is not a simple average of the proficiency level of each behavior. Manager Ready places a greater emphasis on those behaviors that are most critical to demonstrating the competency. If you did not complete some of the exercises in the simulation associated with a competency, one of the following notes may appear in the report: • Note: Not all the activities associated with this competency were completed. The rating is based on the responses that were submitted. • Note: Too few of the activities associated with this competency were completed to calculate a valid rating for this competency. The text in the shaded box on each page explains why the competency is critical to your success as a leader. 5 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 6. Emotional Quotient Meeting the personal needs of individuals to build trust, encourage two-way communication, and strengthen relationships. Good, but Could be Improved You would have greater success with a more consistent focus on: • Maintaining or enhancing self-esteem. Show others they are valued by acknowledging their contributions, successes, and skills. People need to feel respected and have a sense of self-worth to be motivated, confident, innovative, and committed to their work. • Providing support without removing responsibility. Build others’ sense of task ownership and self-confidence by providing support. Nothing can deflate people’s confidence faster than telling them they’re not doing something right and then doing it for them. Needs Some Work You need to demonstrate the following behaviors more frequently: • Listening and responding with empathy. Acknowledge others’ feelings and circumstances when they express emotion verbally or nonverbally. Letting them know their feelings are understood helps them feel that their perspective is being taken into account. • Asking for help and encourage involvement. Leverage others skills and gain their support by asking for their ideas and opinions. Asking for help and encouraging involvement shows people that their input and abilities are valued. Leaders consider and manage the personal needs that arise during an interaction. They encourage open, two-way communication and take the time to listen and respond to the person. Strong leaders consider others’ feelings and self-esteem and attempt to involve them in decision making. These skills are the keys to success in any interaction—at work or in personal life, face to face, over the phone, or in writing. By attending to personal needs, leaders build trust, enthusiasm, and momentum for what they are trying to accomplish. In addition, they strengthen relationships by showing people that they’re important and that they value their input. 6 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 7. Guiding Interactions Conducting interactions with others by clarifying the purpose, involving others in the development of ideas, and agreeing on next steps. Strengths You should continue to leverage strengths in: • Opening the discussion by stating the purpose and identifying importance. Tell others why they're involved in the discussion or meeting. This focuses their attention and helps them understand what needs to be accomplished. • Clarifying the situation by seeking and sharing information and identifying issues and concerns. One of the main purposes of an interaction is to share ideas and make sure that everyone understands all aspects of the situation. Taking time to clarify the facts ensures that the decisions incorporate all available information. Good, but Could be Improved You would have greater success with a more consistent focus on: • Agreeing on specific actions, contingency plans, and measures of progress. Ensure that interactions will have value by confirming agreement and agreeing on next steps. Many discussions end without assigning accountability or creating follow-up plans. Needs Some Work You need to demonstrate the following behaviors more frequently: • Developing ideas. Seek and discuss ideas and explore needed resources and support. After all ideas and perspectives have been shared, attention can be focused on choosing the best path forward. When holding discussions or meeting with others, effective leaders follow a structured process for sharing information, discussing ideas, and reaching conclusions. Most workplace interactions focus on meeting some practical need. Leaders meet practical needs by ensuring that the discussion has a clear purpose, that it achieves its purpose, and that the people involved develop and agree on next steps. The methods for guiding interactions are flexible and can be used in almost any discussion, regardless of purpose, number of topics, or complexity. By structuring communication, leaders make the best use of others’ time and demonstrate an ability to effectively move projects toward completion. 7 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 8. Anchoring (Coaching for Success) Preparing teams and individuals to excel in new challenges through proactive support, guidance, and encouragement. Strengths You should continue to leverage strengths in: • Gathering information about the situation and the individual’s feelings and concerns. Good leaders recognize they do not know everything about a situation or a person. Therefore, it’s important to ask, listen, and learn more than tell. • Checking for understanding. Find out if the individual has understood and accepted the guidance or insights by asking for or providing a summary. Good, but Could be Improved You would have greater success with a more consistent focus on: • Seeking and building on others’ ideas or solutions to come up with a plan. Involve others in the thinking and planning process to build skills, confidence, and commitment. Avoid telling them what to do when approaching new assignments. • Building confidence. Build commitment and excitement by showing direct reports that they have the ability to complete the task effectively. • Offering support. Offer time, resources, and your personal support as direct reports engage in their assignments. This ensures that they stay focused and don’t become discouraged. • Establishing a plan to monitor progress and celebrate success. Set direct reports up for success by checking on their progress and offering them encouragement. Strong leaders help prepare others to take on new or unfamiliar tasks and ensure that they develop the skills needed to succeed. They strike the right balance between seeking ideas and concerns, and offering guidance and support. Successful coaches also reinforce and praise efforts of individuals when they accomplish challenging tasks successfully. Direct reports are most valuable when leaders know how to tap into their skills and motivation to set them up for success. When leaders effectively coach for success, they will achieve goals and develop their team’s capabilities. Their success will build the team’s confidence and develop trust in the leader. 8 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 9. Anchoring (Coaching for Improvement) Addressing performance problems by providing specific factual feedback, encouraging ownership of the solution, and establishing progress measures. Strengths You should continue to leverage strengths in: • Describing behavior problems by sharing facts and others’ viewpoints. Make it clear to direct reports that their behavior is unacceptable and needs to change. • Seeking additional information about the causes of the behavior problem. Show willingness to look beyond first impressions of the situation and consider all the influences and possible causes. • Acknowledging direct report’s feelings and any personal circumstances. Recognize the personal and practical challenges direct reports are facing to increase the likelihood of behavior change. • Showing how the behavior change would positively affect the individual, the team, or the organization. Describe how the behavior change can lead to personal benefits—such as improved relationships, job satisfaction, or reputation—and improve team performance and morale. • Asking direct reports for ideas/input for how a change might take place. Involve direct reports in planning for behavior change and incorporate their ideas when possible. Ensure that they have a say in developing ideas or a plan for change. Good, but Could be Improved You would have greater success with a more consistent focus on: • Acknowledging direct report’s value and contributions, without minimizing the problem. Show that direct reports are valued by giving specific examples of the contributions they make to the team or organization. This shows them the commitment to fixing the behavior problem, not the person. • Developing follow-up actions to ensure behavior change and measure progress. Build accountability and encourage involvement by agreeing to next steps, additional meetings, timelines, and milestones. Needs Some Work You need to demonstrate the following behaviors more frequently: • Expressing confidence in direct reports’ ability to change. Build direct reports’ confidence by letting them know they are capable of change. They will find it encouraging to hear that people believe in them and their ability to improve. Leaders help others strengthen performance that falls short of expectations. They help others build awareness of where they need to improve and motivate them to improve or sustain good performance. By effectively coaching for improvement, leaders can promote openness and trust, uncover new ideas and approaches, and encourage others to take responsibility for their own development. Most importantly, leaders can ensure that they get the maximum productivity from their direct reports by showing that they are willing to deal with problems proactively and with a supportive attitude. 9 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 10. Influencing Achieving agreement to ideas or plans through effective involvement and influence strategies. Strengths You should continue to leverage strengths in: • Describing how the recommended solution will benefit them. Show others how the solution could potentially help them or reduce the likelihood of negative consequences. Make sure they see how it benefits them personally. Good, but Could be Improved You would have greater success with a more consistent focus on: • Describing the need for change. Create a sense of urgency for addressing the situation or problem by describing current or potential negative consequences of not making a change. • Describing how the recommended solution will address the issue or needed change. Build motivation by helping others envision the positive consequences of the idea or change for the team or organization. • Using appropriate influence strategies beyond creating a rational case to gain commitment. Obtain an understanding of the stakeholders' needs, motivations, and points of view to establish an effective influence strategy. • Acknowledging others’ concerns. Recognize and respond to others’ feelings and the facts surrounding their situation. This will overcome their resistance and lead them to accept the proposal. • Involving others in defining the situation and reaching a solution. Build a collaborative environment to gain acceptance of ideas. Ensure that all the facts are on the table and everyone has had a chance to provide input into solutions. Those who excel in influencing use skillful interpersonal and gaining commitment strategies to gather support for their ideas and plans. They adjust their approach to fit the unique needs of the situation and people involved. Leaders who effectively influence are good at making things happen because they are able to leverage the relationships and resources of others. It’s much easier to effect change and sell ideas when people support their leader. People may also see their leader as someone who knows how to rally support and get things done. 10 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 11. People Management Achieving results and/or building capability by assigning task and decision-making responsibilities to individuals or teams with clear boundaries, support, and follow-up Strengths You should continue to leverage strengths in: • Sharing important information about the assignment and the individual’s role. Ensure that the team members have a clear understanding of the assignment, its importance, and the reasons for selecting them. Provide information on scope of responsibility, challenges, constraints, and milestones. • Staying informed about the assignment. Establish a plan for following up on the delegation and monitoring progress to provide ongoing support, not to check up on the individual. Good, but Could be Improved You would have greater success with a more consistent focus on: • Sharing appropriate responsibilities. Some responsibilities require the leader’s attention, while others can be delegated. Delegation decisions should be based upon team members' current skills or development needs. Needs Some Work You need to demonstrate the following behaviors more frequently: • Expressing confidence in the individual’s abilities. Let team members know that they have the ability to execute a task successfully. This shows that they are viewed as capable performers who are willing to manage an assignment outside the scope of their usual role. • Offering support to ease the accomplishment of the assignment. Offer ongoing support and remove barriers for direct reports who take on a new or unusual task. This might require providing resources, contacts, equipment, budget, and personal time. Potential Trouble Spots You must be sure to avoid the following behaviors: • Removing responsibility from the individual. Resist the temptation to take over when the assignment is not going well or the direct report chooses an approach that differs from yours. Taking over control erodes trust and reduces their level of engagement. Highly effective leaders empower their direct reports by sharing authority and responsibilities that move accountability downward through the organization. They carefully select individuals to accomplish a task by considering time, skills, experience, and growth opportunities. Leaders offer guidance to help their direct reports succeed without taking away responsibility for action. They stay aware of what’s happening by asking for employee follow up within a defined time frame. Many leaders struggle with delegation and empowerment because they are afraid to give up control. By performing this skill effectively, leaders will get more work done, develop stronger resources on their team, and build the overall level of engagement and support for their leadership. 11 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 12. Problem/Opportunity Analysis Identifying problems or issues and then drawing conclusions by gathering, analyzing, and interpreting quantitative and qualitative information. Strengths You should continue to leverage strengths in: • Identifying potential problems or trends that affect work outcomes. Look for relationships and patterns in data to anticipate issues and future problems. • Recognizing the need to gather additional information to understand issues better. Acknowledge that some of the information needed to draw the most accurate conclusions may be missing. • Interpreting information to identify cause-effect relationships. Solve problems, focus action, and improve performance by identifying the underlying influences that can lead to problems. Good, but Could be Improved You would have greater success with a more consistent focus on: • Seeking information from all relevant sources. Develop an unbiased understanding of the situation by gathering information from numerous sources. • Focusing analysis on the most likely causes. Develop a complete understanding of the situation by gathering information from the most promising and relevant sources. This provides a more accurate understanding while ignoring unrelated information. Leaders gather and interpret information from multiple sources to identify trends and understand cause-effect relationships. These skills help leaders address organizational problems faster, get to the heart of team issues, take advantage of opportunities, and build creative thinking into decisions. 12 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 13. Tactics Choosing the best course of action by establishing decision criteria, generating and evaluating alternatives, and making timely decisions. Strengths You should continue to leverage strengths in: • Creating complete and relevant alternatives for addressing problems or opportunities. Promote flexibility and innovative thinking by generating multiple effective options for solving problems. • Formulating decision criteria, considering the needs of all stakeholders. Spend time defining criteria carefully to ensure stakeholders’ buy-in and to improve decision quality. • Weighing potential positive and negative outcomes to reach a balanced perspective. Make the best possible decisions and avoid disastrous decisions by considering all possible outcomes including very negative ones. Good, but Could be Improved You would have greater success with a more consistent focus on: • Gathering more information or considering potential actions before making a decision. Look beyond the immediate situation and consider the short- or long-term actions that should be taken. • Taking prompt, definitive action when necessary. Build work groups’ confidence and commit to ensuring that problems will be dealt with before they become worse. Needs Some Work You need to demonstrate the following behaviors more frequently: • Selecting the most appropriate solution to a problem or opportunity. Maintain smooth business operations by taking timely and effective action on issues that affect your work group. Highly effective leaders select the best course of action by generating options, and then comparing the options to important decision criteria. They make timely decisions and don’t hesitate to commit to action. In addition, they involve others in the decision making process to generate alternatives, make the best decision, and ensure buy-in. Leaders with good judgment are often seen as trusted advisors, and others may rely on them to make critical choices. 13 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 14. Resource Management Helping individuals or teams complete work efficiently and on time by setting priorities, establishing timelines, and leveraging resources. Strengths You should continue to leverage strengths in: • Prioritizing tasks relative to the requirements. Decide how to best arrange or sequence tasks to facilitate completion and ensure that operations and projects run smoothly and that high-impact issues are handled swiftly. • Managing work time. Consider the tasks and make sure there is enough time to complete them. Good, but Could be Improved You would have greater success with a more consistent focus on: • Adjusting plans to handle urgent requests. Avoid potential problems by responding to issues requiring an immediate response. • Allocating time and resources appropriately. Align resources and team members to complete tasks on time. Consider possible scheduling conflicts and the skills or abilities certain resources can bring to a particular task. Leaders increase their own and others’ efficiency by creating schedules and action plans to handle challenging workloads. They focus time and resources on the highest priority tasks and adjust priorities as necessary. They leverage available resources to ensure that equipment, people, and materials are accessible where and when they are needed. When planning and organizing is done well, it can help the leader meet or beat deadlines, ease team stress, accomplish more with less effort, and increase the satisfaction level for internal or external customers. 14 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498
  • 15. Accelerating Development After you carefully read your report, we recommend that you work with your manager or an appropriate HR representative to get additional insights into the competencies discussed and to prioritize your strengths and areas to improve. While it’s tempting to target two or three strengths and two or three improvement areas, you will find more success if you start by targeting only one of each. You can always choose more areas after achieving success with your first targets. Focus on those targets that will have the most immediate impact on your job and your organization. When you choose targets directly related to areas of team or organizational impact, your manager and others have even more of an interest in your success. Working with your manager or HR representative, complete a Development Action Planner for each competency selected as a target. Effective development plans answer these five questions: 1. What training or coaching do you need before you apply or practice a target competency? It’s a waste of time and effort trying to learn from on-the-job mistakes. That approach may lead you to developing a bad reputation. It’s far more efficient to learn and practice new skills in a training environment or with a coach so when you apply the new skills, you have a greater chance of succeeding. 2. What barriers or challenges to successful training or coaching may arise (such as missing a training session due to job demands, not having the time or travel funds for a task force opportunity)? Anticipating barriers or challenges prepares you to determine, in advance, the support or resources you will need. 3. How will the target competencies be applied on the job? For example, if you finish a training course in Influencing, you and your manager might choose a situation in which you must convince one or more people to change their position. Ideally, you and your manager will practice the planned interaction before the real discussion to increase your chances of success. 4. How will your progress be measured? Following up or tracking your progress can help you determine your success in honing skills or changing your behavior. One way to measure progress is to ask for feedback from people who observe your behavior or decisions. 5. How will outcomes be measured? Measurement could include the successful use of a competency or skill in completing a project or assignment. For instance, to develop planning skills you might coordinate the work of several groups. Success in carrying out this assignment offers evidence of your development achievement. Want More Information? You can log back into Manager Ready to access a wealth of information to help you accelerate your development, including: • Next Steps in Your Development as a Leader, a booklet that provides tips for understanding your Manager Ready results, preparing for a discussion with your leader, selecting the best development actions, and monitoring and measuring your development progress. • Manager Ready Development worksheet, a form that walks you through a series of questions to help you determine your development strategy and complete your first Development Action Planner. • Additional blank Development Action Planner forms. • Discussion Planner forms to help you prepare for conversations in which you will apply behaviors related to the Interpersonal and Leading Others competencies. It’s recommended that you use these forms early in the application process when you have an opportunity to apply these behavioral skills. 15 CONFIDENTIAL REPORT © Development Dimensions International, Inc., MMXIII. All rights reserved. Assessment Date: 6/7/2013 Manager Ready Raunak 725498