Viewpoints report for Allan McGregor€¦ · Frank BastoÜ Ian Harper Emma MattingleÞ Richard...

Viewpoints report forAllan McGregor

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7 things to know about how others see youSeeing ourselves as others see us is not easy. In the words of the Scottish poet Robert Burns: ‘O wad some Pow’r the giftie gie us To see oursels as ithers see us’

Trust the patterns. The view of one particular person tells you as much about them as it does aboutyou. But the patterns across a number of peoples' views will tell you lots.

It may be true that nobody understands you, but when they all don’t understand you in exactly thesame way, there is a lesson to be learnt.

People say feedback is a gift. But some people don’t give very good presents, so don’t feel youhave to treasure all feedback. Thank them kindly for taking the time and then put their gift in your‘mental attic’.

Building on your strengths is often a more effective route to development than trying to cover offyour gaps.

A gap becomes a liability if you are not good at spotting and valuing others whose natural strengthscan provide cover for your gaps.

Use this report to spur you into action - talk to the people who have given you their points of viewon you. You might be surprised how much it strengthens your relationships, as well as helping yousharpen your focus for development.

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Viewpoints report for Allan McGregor - 30 January 2020

ViewpointsCharacterScope data from the following are included in this report:

Chris Moore Allan James

Frank Bastow Ian Harper

Emma Mattingley Richard Pollard

Peter Northing Ben Langdon

Fiona McQuay Matt Sturgess

Thomas Gosselin KEVIN BELTON

Bridget McGregor Lainey Mitchell

Laura McGregor Paul Marks

Barry Jenner Julie Carter

Christy Brouker Rich Keen

Michael Hamilton

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Leader typesThe 9 Leader types

the Innovator

They are willing tothink the unthinkable,make connectionsothers miss, good atanticipating how the world maychange and are willing to makebold, game-changing decisions,even at the risk of failure or seemingfoolish.

theEntrepreneurialleader

They are great atspotting the potentialin situations and have the network ofcontacts, personal resourcefulnessand determination to follow throughand turn possibilities into reality.

the Executionalleader

The Executionalleader is focused anddriven to achievegreat results. They will worktirelessly on a challenging task untilit is completed, galvanising anddriving the efforts of others, oftenwith little or no regard forrelationships or workplace politics.

the Practicalleader

They are great attranslating strategyinto practical results,with a strong feel for what will workin the real world. They balance theshort-term with the long-term,bringing a sustained focus onimproving the quality, reliability andeffectiveness of whatever they areleading.

the Strategist

They providestrategic clarity topeople andorganisations. Theyare valued for their judgement, theirwisdom about what is going on andtheir insight about what needs tohappen to move a difficult taskforward, unstick a relationship, orhandle a tricky people situation.

the Servant leader

The Servant leadergets their own egoout of the way andfocuses on the teamand organisation around them. Theypull people together around sharedgoals, recognise and play topeople’s strengths and inspireteams to perform strongly. Manycome to personify the team, toembody its core values and identity.

theTransformationalleader

They are great atleading people andorganisations through change. Somedeliver change in processes,products and structures, but thebest are just as good at changingbeliefs, mind-sets and culture.

the Charismaticleader

They seem to pullpeople towards them– who are drawn bytheir inner convictions and vision.The best create inspiration, energyand change for people, generating asense of possibilities and potential.

the Professional

Professionals areknown for theircommitment tomastery of theirchosen subjects and theirdetermination to deliver onwhatever personal commitmentsthey make. They work with greatenergy, drive and focus in theservice of others.

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Best-fit Leader typesThere are 2 circles plotted for each respondent, representing how that person sees your 2 Best-fit Leader types.

Innovator Entrepreneurial Executional

Practical Strategist Servant

Transformational Charismatic Professional

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Individual Best-fit Leader typesHow each respondent sees your 2 Best-fit Leader types.

Chris Moore

Allan James

Frank Bastow

Ian Harper

Emma Mattingley

Richard Pollard

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Peter Northing

Ben Langdon

Fiona McQuay

Matt Sturgess

Thomas Gosselin

KEVIN BELTON

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Bridget McGregor

Lainey Mitchell

Laura McGregor

Paul Marks

Barry Jenner

Julie Carter

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Christy Brouker

Rich Keen

Michael Hamilton

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Least-fit Leader typesThere are 2 circles plotted for each respondent, representing how that person sees your 2 Least-fit Leadertypes.




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Individual Least-fit Leader typesHow each respondent sees your 2 Least-fit Leader types.

Chris Moore

Allan James

Frank Bastow

Ian Harper

Emma Mattingley

Richard Pollard

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Peter Northing

Ben Langdon

Fiona McQuay

Matt Sturgess

Thomas Gosselin

KEVIN BELTON

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Bridget McGregor

Lainey Mitchell

Laura McGregor

Paul Marks

Barry Jenner

Julie Carter

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Christy Brouker

Rich Keen

Michael Hamilton

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Fit-to-profile resultsThe Strength-mapping scores from your respondents give the following fit-to-profile results. The graph belowplots the average of your fit-to-profile scores with each of the 9 different Leader types:

Innovator

Entrepreneurial

Executional

Practical

Strategist

Servant

Transformational

Charismatic

Professional

very strongstrongmoderatelow

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Strength-mapping

More characteristic & easier to develop

FairnessOptimism

Self-awarenessOther awareness

ConsistencyHandles conflict

CuriosityOpen-minded

HumilityZest

OwnershipSelf-beliefAchievableAppetite

Creates solutionsConnects

PerspectiveInsightful

Manages expectationsBraveryResilienceSimplifies

PerseveranceSees opportunities

OptimisesSelf-regulation

GripInfluential

JudgementThinks aheadQuick mindRisk-takingPrudenceOriginality

Less characteristic & harder to develop

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Viewpoints ComparisonDifferent people use different ranges on the rating scale, so we've adjusted these results to use the same rangethat you did.

Areas where others rate you higher than you rate yourselfPerspective (+18%)

Handles conflict (+17%)

Judgement (+11%)

Your self-view (45%)

Perspective

Others' view of you (63%)

Perspective


Handles conflict


Handles conflict


Judgement


Judgement

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Areas where others rate you lower than you rate yourselfOriginality (-28%)

Risk-taking (-17%)

Simplifies (-13%)


Originality


Originality


Risk-taking


Risk-taking


Simplifies


Simplifies

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Key strengthsYour respondents see these as your key strengths:

FairnessActs in an even-handed way; balances own contribution and needs with those of othersOptimismHas a positive view of the future; finds the positives in any situationSelf-awarenessAware of own thoughts, emotions and motives and their impact on self and othersOther awarenessTunes into others and their worldsConsistencyTrue to their inner values and public promises; open and straightforward

Potential blindspotsOriginalityCreates fresh perspective and breakthrough ideasPrudenceThoughtful, careful about choices, acts in a far-sighted wayRisk-takingSeizes opportunities despite the risk of failureQuick mindRapidly grasps complex new informationThinks aheadThinks ahead and sees implications and dependencies

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Your ViewpointsThis head portrays the points of view of your respondents in one image. The fit-to-profile score is representedby the size of the diamond.




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Viewpoints report for Allan McGregor€¦ · Frank BastoÜ Ian Harper Emma MattingleÞ Richard...

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