Evolutionary Leadership Profile – Example Report © Aubyn Howard, 2015 1

Leadership Development Profile including the Evolutionary Leadership Profile Profile Report for: Andrew Everyman Organisation: Psychosynthesis Coaching Limited Prepared by: Aubyn Howard and Associates Limited 12th March 2015

Introduction to Leadership Profiling ......................................................................................... 2  

What is Leadership Profiling? ............................................................................................................ 2  

What does the profile tell you? ........................................................................................................... 2  

How does the profiling work? ............................................................................................................. 3  

Leadership Development Profile for Andrew Everyman .......................................................... 4  

1. Jungian Personality Type summary ............................................................................................... 4  

2. Belbin Team Roles summary ......................................................................................................... 5  

3. Evolutionary Leadership Profile summary ...................................................................................... 6  

Evolutionary Leadership Profile Analysis ........................................................................................... 7  

Interpretation of Profiles ........................................................................................................... 9  

Leadership Development Challenges .................................................................................... 10  

Appendices ............................................................................................................................ 11  

Appendix 1: Sentence completion responses .................................................................................. 11  

Appendix 2: Jungian Personality Types ........................................................................................... 12  

Appendix 3: Background to The Evolutionary Leadership Profile .................................................... 14  

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Introduction to Leadership Profiling What is Leadership Profiling? There are many different approaches to leadership profiling, involving psychometrics and other assessment tools. Each tool can only offer a limited perspective on what is a very complex matter – the way that human beings behave. We therefore use a range of tools, and combine the insights from these to form a more balanced perspective of an individual and how they fit within a team or an organisation. The three broad approaches that we draw upon are: (i) Personality types, (ii) Work and relational styles and (iii) Leadership styles and developmental stages. Examples of these are:

Personality types, e.g. Jungian Personality Types (or MBTI)

DISC (and it’s variants, e.g. Insights) HBDI

Stress Drivers Work styles and relational preferences, e.g. Belbin Team Roles Thomas-Kilmann Conflict Mode Indicator

StrengthsFinder Learning Styles Leadership styles and development stages, e.g. Evolutionary Leadership Profile (Spiral Dynamics) Leadership Development Framework Multiple Intelligences (e.g. 7 key intelligences) Personal Development Planning

We use Belbin Team Roles, as our central tool for understanding how people work and also how they relate to others in a team; a simple version of Jungian Personality Type Profiling to provide insights into the core personality; and our own Evolutionary Leadership Profile to provide a vertical perspective on an individual’s development and their worldview. For organisations that already use a different personality type tool as part of their management development strategy, these can be substituted (e.g. DISC for Jungian Types), but a similar overall Leadership Profile can still be provided.

Profiling should include a 360 feedback element from 5-6 people who work with an individual. Belbin and The Evolutionary Leadership Profile both have simple 360 feedback elements.

What does the profile tell you? We draw together outputs from the three tools to provide a personalised leadership development profile report: Leadership Development Profile Summary of the three profiles • Personality type: what kind of person you are • Work style; how you work within a team • Leadership style: what levels of development are activate within you

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Interpretation of profiles • Individual profile analysis • Fit with role, team or organisation • Dynamic interpretation between the profiles

Leadership Development Challenges

Introduction to the Leadership Development Dimensions: • Self-reflection and self-awareness • Awareness of difference in people and your impact on others • Systemic and meta-awareness • Ability to activate your will and make things happen • Openness to help or support from others

Synthesis of the leaders developmental challenges in terms of: • Vertical development: which leadership stage transitions are relevant and what does this look like in terms of

seven key intelligences (cognitive, emotional, social, ethical, spiritual, creative, strategic) • Horizontal development: specific behaviours, competencies and skills • Inner development: self and will; identity, purpose, meaning, values and crisis

How does the profiling work?

Leadership Profiling elements Self-completion on-line Peer completion on-line

Jungian Personality Type 32 part questionnaire (points allocation between two options)

Belbin Team Roles 8 part questionnaire (points allocation between multiple options)

Peer* observer assessment questionnaire - tick list (x 5-6)

Evolutionary Leadership Profile 4 part questionnaire including 20 sentence completion questions

Peer* feedback questionnaire - tick list (x 5-6)

* ideally 1 manager, 2-3 colleagues, 2-3 direct reports

Following an optional personal debrief, the leadership development profile report can include an overview of an individual’s leadership development challenges. This acts as the starting point for Leadership Coaching, which can involve reflecting upon additional inputs and preparing a personal development plan, with suggested pathways in terms of horizontal, vertical and inner development. This process can be tailored to suit your organisation or team and can be dovetailed with existing tools or practices.

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Leadership Development Profile for Andrew Everyman

1. Jungian Personality Type summary Jungian Personality Type Profile Type: ESFJ Two different ways of focusing your attention E Slight preference Two different ways of taking in information N Definite preference Two different ways of making decisions F Moderate preference Two different ways of dealing with the outer world P Moderate preference

Scoring details: 23 E

17 I

6 S

34 N

14 T

26 F

14 J

26 P Explanation The Jungian typology is concerned with individuals’ preferences for four cognitive activities and provides a dichotomous scale for each of these activities as summarised below: Where you focus your attention - Extraversion (E) or Introversion (I) The way you take in information - Sensing (S) or Intuition (N) The way you make decisions - Thinking (T) or Feeling (F) How you deal with the outer world - Judging (J) or Perceiving (P) Type description

ENFP Warmly enthusiastic and imaginative. See life as full of possibilities. Make connections between events and information very quickly, and confidently proceed based on the patterns they see. Want a lot of affirmation from others, and readily give appreciation and support. Spontaneous and flexible, often rely on their ability to improvise and their verbal fluency.

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2. Belbin Team Roles summary (also see full Belbin Team Role Report)

Belbin Team Roles Profile

Self-­‐perception  percentile

Observation  percentile

Overall  percentile

1 Plant 99  84    89  

4 Resource investigator 93  34    54  

3 Coordinator 70  47    56  

Shaper 35  32    31  

Monitor evaluator 44  34    38  

Teamworker 11  36    29  

Implementer 9  17    14  

Completer Finisher 24  45    39  

2 Specialist 15  92    69  

Background to the tool

• A team role as defined by Dr Meredith Belbin is: ”a tendency to behave, contribute and interrelate with others in a particular way.”

• Belbin’s work at Henley Management College identified nine clusters of behaviour, each of which is termed a team-role. Each team-role has a combination of strengths and allowable weaknesses.

Action-oriented roles: Shaper, Implementer, and Completer Finisher

People-oriented roles: Co-ordinator, Teamworker and Resource Investigator

Cerebral roles: Plant, Monitor Evaluator and Specialist

[Graphics removed to reduce size of document]

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3. Evolutionary Leadership Profile summary

Leadership Style Overall Conscious Subconscious Feedback

Benevolent 2% 3% 0% 4%

Autocratic 3% 0% 3% 5%

Hierarchical 4% 0% 0% 12%

Enterprising 10% 10% 9% 12%

Social 19% 17% 24% 17%

Integrative 33% 33% 39% 25%

Holistic 29% 37% 24% 25%

100% 100% 100% 100%

46% Individualistic : 54% Collectivist

Definitions of leadership styles

Benevolent – they lead as the guardian of a community. They tell stories, maintain traditions, honour rituals and seek to preserve the wisdom of the past.

Autocratic – they lead decisively and from the front, they are in charge. They control power and reward loyalty in relationships. Their way is the right way.

Hierarchical – they lead by passing judgement according to a system of well defined roles and responsibilities. They follow the established right way to do things.

Enterprising – they lead by example and by creating opportunities for the team to succeed. They are driven to achieve goals. They constantly look for better ways to do things.

Social – they lead by building consensus and providing opportunities for people to grow and develop. They know there is no universally right ways to do things.

Integrative – they lead by responding to situations in whatever style is needed, seeking to create synergy within the wider system. The right way is the way that works.

Holistic – they lead by guiding others to be leaders and by creating the context for growth within a healthy system. They are constantly evolving a new way or path.

Leadership styles, Leadership paradigms (Laloux) and value systems (Graves/Spiral Dynamics) aligned

Leadership style (outer impact) and other expressions

Leadership paradigm (inner orientation) + Graves thinking mode

Cultural orientation + Organisational model + Primary motivations

Individual or collective orientation and locus of attention

Benevolent + Paternalistic/Maternalistic

Magic + Animistic (BO)

Family + Circle + Belonging/Continuity

Collective – tribe, family or group safety

Autocratic + Egotistic/Dominating

Impulsive + Egocentric (CP)

Power + Autocracy + Rewards/Respect

Individual – own needs and wants

Hierarchical + Controlling/Processing

Conformist + Absolutist (DQ)

Role + Hierarchy + Responsibility/Duty

Collective – roles and rules within structures

Enterprising + Rational/Driving

Achievement + Multiplistic (ER)

Achievement + Adapted hierarchy + Success/Winning

Individual – individual and team performance

Social + Democratic/Relational

Pluralistic + Relativistic (FS)

Relationship + Flatter hierarchy + Participation/Self-expression

Collective – team and organisational culture

Integrative + Systemic/Evolutionary

Evolutionary + Systemic (GT)

Evolutionary + Self-management + Learning/Freedom

Individual – professional networks

Holistic + Transformational/Evolutionary

Evolutionary + Holistic (HU)

Evolutionary + Self-management + Transformation/Purpose

Collective – global communities

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Evolutionary Leadership Profile Analysis Leadership style and stages of development activated within you

Why The Evolutionary Leadership Profile (ELP)? Developmental approaches to profiling leaders such as the ELP are more dynamic than personality and behavioural approaches in several ways. Specifically they: (i) show the connection between inner subjective perspectives (described as paradigms, worldviews or value systems) and outer behavioural and relational preferences and recognisable leadership styles (ii) provide a dynamic view of how individuals develop over time and identity common patterns, recognisable stages and transitions (iii) offer a framework for moving between the dimension of individual leadership styles and collective organisational cultures (iv) address the situational context of leadership style and shows how it relates to different types of organisation, stages of organisational development and different situational challenges Explanation of the Evolutionary Leadership Profile scoring The Evolutionary Leadership Profile is scored in three ways. 1. The Conscious score comes from your deliberate allocation of points between the seven statements which describe motivations, preferred leadership styles and cultural orientations. The seven leadership paradigms are presented in descending emergent order and many people will recognise the pattern when looking at these options. There is an inference that the options further down the list are more advanced and this may set up a tension for the responder between being honest and wanting to look good. Other tensions may also emerge, as the responder weights up their relative identifications with the different statements. This exercise can help surface and increase awareness of different parts of ourselves (e.g. Boss, Achiever, Facilitator, Learner) and the interplay between them. 2. The Subconscious score comes from an interpretation of your sentence completion responses to the 10 organisational statement and 10 statements about yourself. The interpretation looks at (i) use of language, i.e. appearance of specific words (ii) recognisable mindsets or concepts (iii) sentence construction and complexity (iv) any perspective that might be implied or inferred by the response. In any of these ways, the response can resonate with one or more of the seven leadership paradigms. A response can resonate with more than one of the paradigms at the same time. All answers are equally valid, we are not judging the content of the response as such, and do not have a pre-conceived idea of what kind of answers are expected. Rather we are looking for indications or resonances of ways of thinking (orientations, perspectives, paradigms, worldviews, value systems) that are active within you either consciously or unconsciously at this time in your life, and for the prevailing pattern within these. The sentence completion section is the most important part of the profiling tool, because it does not constrain the respondent. In the previous section, it is conceivable that you may not actually identify with any of the leadership/motivation/culture statements, although we have asked you to allocate points nevertheless. In this section your real or authentic views can be expressed. In addition we can look at your responses as a whole and identity any overall patterns or expressions of personality, style or perspective. This can be at many different levels and may provoke clarifying,

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challenging, curiosity or awareness raising questions from the profiler. Some people might provide very full and well-considered responses, whilst others might express impatience or frustration with the questionnaire. We cannot get away from the apparently hierarchical nature of the system of leadership paradigms and styles and the different impacts this may have on people. Some people may resist any attempt to be categorised and will want to assert their individuality in reaction to profiling questionnaires, and this is also a valid response. However it may also be useful to self-reflect on the way you have responded to the questionnaire and the profiling process. Finally, at the level of content, your responses say something about your thoughts on organisation and leadership and as such can provide an interesting input at the start of any leadership coaching engagement. 3. The Feedback score comes from the 360 Feedback element of the profiling. This will include the output from the Belbin Observer Assessments, if these have been carried out, or just from the Evolutionary Leadership Profile 360 Feedback Questionnaire, e.g. from 5-6 people who you have asked to provide feedback. The Belbin lists (A and B) of qualities, characteristics and behaviours are included in the ELP 360 questionnaire for when a Belbin assessment has not taken place, so we will always be eliciting feedback on these lists of words, which are then cross-referenced with the seven Leadership Styles to provide an additional input to the ELP profile. Importantly we have also asked you to assess yourself against the same list of qualities, characteristics and behaviours so we can more directly compare your self-perception with that of people providing feedback. The Belbin Team Roles profile itself does not do this, as their Self-Perception profiling tool works in a different way and isn’t always directly comparable. We have also asked some additional structured questions in the ELP 360 to cross-reference feedback on your leadership style in different ways. This is all combined into the ELP Feedback profile. We have given equal weighting to the Conscious, Subconscious and Feedback elements to create the Overall profile. However, you should also look at the three sub-profiles and reflect upon any significant differences between them. Your should also look at the balance between individualistic and collectivist paradigms or value systems in your profile, between the push towards expressing individuality and the pull towards our collective nature. Making sense of your profile The Evolutionary Leadership Profile does not describe types of people, but rather types of thinking (perspectives, paradigms, worldviews, value systems etc.) within people, which may be more or less activated and expressed in their leadership style, depending upon personal, historical and situational factors. At the same time the Evolutionary Leadership Profile gives you a snapshot of how you look at the world at a point in time and suggests a developmental scenario or story. This whole approach is intended to help reveal the deeper structures behind our thinking and the underlying assumptions, beliefs and values that tend to determine our outlook and drive our behaviour. For more information on how to interpret your profile please go to: http://www.psychosynthesiscoaching.co.uk/wp-content/uploads/2014/11/ELPscoringinterpretationV2.4.pdf For more background on Evolutionary Leadership, please go to: http://www.psychosynthesiscoaching.co.uk/wp-content/uploads/2015/02/Background-Evolutionary-Leadership-Profile-v2.3.pdf

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Interpretation of Profiles

Jungian Personality Type Profile Analysis

• Personality Type: what kind of person you are

Personalised comments…

Belbin Team Roles Analysis

• Work style; how you work within a team

Personalised comments…

Leadership Style and Development Stages Analysis

• Leadership style and what levels of development are activated within you

Personalised comments…

Fit with your role, team the organisation

• Synergies and challenges

Personalised comments… Dynamic interpretation Jungian – Personality

Type Belbin – Team Role and Work Style

ELP – Leadership Style and Stage

Congruence

Extraversion Intuitive Feeling

Resource Investigator Plant / Specialist Coordinator

Integrative / Enterprising Integrative Holistic

Mismatches or Blind spots?

Perceiving? More Introverted than perhaps you realise?

++ Specialist? - - Resource Investigator? + Teamworker?

Remnants of Hierarchical? More Integrative than Holistic?

Wordle of sentence completion words used

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Leadership Development Challenges

This section is completed following an optional personal debrief on the draft profile. Leadership Development Dimensions

• Self-reflection and self-awareness

• Awareness of difference in people and your impact on others

• Systemic and meta-awareness

• Ability to activate your will and make things happen

• Openness to help or support from others

Horizontal, Vertical and Inner Development

• Vertical development: which leadership stage transitions are relevant and what does this look like in terms of seven key intelligences (intellectual, emotional, social, ethical, spiritual, creative, strategic)

• Horizontal development: specific behaviours, competencies and skills to develop

• Inner development: self and will, self-actualisation and self-realisation; right relations; identity, purpose, meaning, values and crisis

• Summary of leadership development agenda

Questions for self-reflection (to be explored with your manager or coach)

• Challenging questions focusing on your edges (issues, drivers, derailers, blind-spots, etc.)

• Awareness raising questions to develop your capacity for self-reflection

• Curiosity questions to help you explore new perspectives

• Practical questions to help you think about how you behave or act

• Career oriented questions to look forwards with

Conclusion

• Holistic perspective bringing the threads together

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Appendices

Appendix 1: Sentence completion responses

   

Sentence  Completion  Responses:   Andrew  Everyman  A About organisations

1 My idea of good leadership is…

2 Great teams, in my experience…

3 Creating a healthy culture…

4 Key to improving performance is…

5 Personal development in organisations is…

6 Giving and receiving feedback…

7 Organisational change..

8 The key to innovation and creativity is…

9 Adapting and evolving as an organisation means…

10 Engaging people…

B About yourself

1 What I’m good at…

2 Some of my personal edges are…

3 What I’m learning most is…

4 What gets me into trouble is…

5 I make a difference by…

6 My natural personality is…

7 I tend to adapt my behaviour…

8 I self-reflect best by…

9 Asking for help…

10 Making things happen…

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Appendix 2: Jungian Personality Types The Jungian typology is concerned with individuals’ preferences for four cognitive activities and provides a dichotomous scale for each of these activities as summarised below: Where you focus your attention - Extraversion (E) or Introversion (I) The way you take in information - Sensing (S) or Intuition (N) The way you make decisions - Thinking (T) or Feeling (F) How you deal with the outer world - Judging (J) or Perceiving (P) People will tend to have a preference towards one or other end of the scale for each of these four scales, which creates 16 different basic combinations or typologies. Each of the 16 types will tend to be associated with different leadership characteristics and styles. If you have completed a Myers-Briggs (or similar) questionnaire and received your profile, you should know what your Jungian typology is (e.g. ESTJ or INFP). Two different ways of focusing your attention Extraversion People who prefer Extraversion tend to relate easily to the outer world of people and things. Outer-world oriented/relates freely to others/expresses feelings/concerned with acceptance Introversion People who prefer Introversion tend to relate easily to the inner world of ideas and impressions. Inner-world oriented/cautious with people/contains feelings/tends not to explain self Two different ways of taking in information Sensing (S) People who prefer Sensing tend to be interested in what the five senses show them—what exists in the present. Likes facts, details, data/remembers facts clearly/uncomfortable with theory Intuition (N) People who prefer Intuition tend to use their imagination to see new possibilities and insights—focusing on the future. Likes concepts, ideas, theories/gets general impressions/dislikes detail Two different ways of making decisions Thinking (T) People who prefer Thinking tend to base decisions on objective analysis and logic. Rational thought/analytical, logical/prefers rules, procedures, systems/suspicious of ‘feelers’ Feeling (F) People who prefer Feeling tend to base decisions on values and people-centred concerns. Personal reactions and convictions/feelings are superior to logic/feels confined by rules/impatient with ‘analytical types’ Two different ways of dealing with the outer world Judging (J) People who prefer Judging tend to like to have things decided; life is likely to be planned and orderly. Concentrates on a few facets of the problem/makes quick decisions/relies on self/wants a decision, one way or the other/prefers planned, orderly environment Perceiving (P) People who prefer Perceiving tend to not want to miss anything; life is likely to be spontaneous and flexible. Considers all sides of an issue/delays making decisions/consults other sources/prefers to let things happen/flexible, adaptable

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The 16 Types

ISTJ Quiet, serious, earn success by thoroughness and dependability. Practical, matter-of-fact, realistic, and responsible. Decide logically what should be done and work toward it steadily, regardless of distractions. Take pleasure in making everything orderly and organized – their work, their home, their life. Value traditions and loyalty. ISFJ Quiet, friendly, responsible, and conscientious. Committed and steady in meeting their obligations. Thorough, painstaking, and accurate. Loyal, considerate, notice and remember specifics about people who are important to them, concerned with how others feel. Strive to create an orderly and harmonious environment at work and at home. INFJ Seek meaning and connection in ideas, relationships, and material possessions. Want to understand what motivates people and are insightful about others. Conscientious and committed to their firm values. Develop a clear vision about how best to serve the common good. Organized and decisive in implementing their vision. INTJ Have original minds and great drive for implementing their ideas and achieving their goals. Quickly see patterns in external events and develop long-range explanatory perspectives. When committed, organize a job and carry it through. Skeptical and independent, have high standards of competence and performance – for themselves and others. ISTP Tolerant and flexible, quiet observers until a problem appears, then act quickly to find workable solutions. Analyze what makes things work and readily get through large amounts of data to isolate the core of practical problems. Interested in cause and effect, organize facts using logical principles, value efficiency. ISFP Quiet, friendly, sensitive, and kind. Enjoy the present moment, what’s going on around them. Like to have their own space and to work within their own time frame. Loyal and committed to their values and to people who are important to them. Dislike disagreements and conflicts, do not force their opinions or values on others. INFP Idealistic, loyal to their values and to people who are important to them. Want an external life that is congruent with their values. Curious, quick to see possibilities, can be catalysts for implementing ideas. Seek to understand people and to help them fulfill their potential. Adaptable, flexible, and accepting unless a value is threatened. INTP Seek to develop logical explanations for everything that interests them. Theoretical and abstract, interested more in ideas than in social interaction. Quiet, contained, flexible, and adaptable. Have unusual ability to focus in depth to solve problems in their area of interest. Skeptical, sometimes critical, always analytical. ESTP Flexible and tolerant, they take a pragmatic approach focused on immediate results. Theories and conceptual explanations bore them – they want to act energetically to solve the problem. Focus on the here-and-now, spontaneous, enjoy each moment that they can be active with others. Enjoy material comforts and style. Learn best through doing. ESFP Outgoing, friendly, and accepting. Exuberant lovers of life, people, and material comforts. Enjoy working with others to make things happen. Bring common sense and a realistic approach to their work, and make work fun. Flexible and spontaneous, adapt readily to new people and environments. Learn best by trying a new skill with other people. ENFP Warmly enthusiastic and imaginative. See life as full of possibilities. Make connections between events and information very quickly, and confidently proceed based on the patterns they see. Want a lot of affirmation from others, and readily give appreciation and support. Spontaneous and flexible, often rely on their ability to improvise and their verbal fluency. ENTP Quick, ingenious, stimulating, alert, and outspoken. Resourceful in solving new and challenging problems. Adept at generating conceptual possibilities and then analyzing them strategically. Good at reading other people. Bored by routine, will seldom do the same thing the same way, apt to turn to one new interest after another. ESTJ Practical, realistic, matter-of-fact. Decisive, quickly move to implement decisions. Organize projects and people to get things done, focus on getting results in the most efficient way possible. Take care of routine details. Have a clear set of logical standards, systematically follow them and want others to also. Forceful in implementing their plans. ESFJ Warmhearted, conscientious, and cooperative. Want harmony in their environment, work with determination to establish it. Like to work with others to complete tasks accurately and on time. Loyal, follow through even in small matters. Notice what others need in their day-by-day lives and try to provide it. Want to be appreciated for who they are and for what they contribute. ENFJ Warm, empathetic, responsive, and responsible. Highly attuned to the emotions, needs, and motivations of others. Find potential in everyone, want to help others fulfill their potential. May act as catalysts for individual and group growth. Loyal, responsive to praise and criticism. Sociable, facilitate others in a group, and provide inspiring leadership. ENTJ Frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solve organizational problems. Enjoy long-term planning and goal setting. Usually well informed, well read, enjoy expanding their knowledge and passing it on to others. Forceful in presenting their ideas.

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Appendix 3: Background to The Evolutionary Leadership Profile The developmental approach to leadership paradigms and styles The need for a new Evolutionary Leadership Diagnostic Including references Download at: http://www.psychosynthesiscoaching.co.uk/resources-coaches/