LEADERSHIP PERFORMANCE PLUS

An integrated system for developing and controling management performance

This system gives users a systematic way of assessing and developing the performance of their own management system. If one assumes that most successes or failures in companies or institutions are brought about by the corresponding leadership, it makes sense to give far more attention to the design and positive development of one’s own leadership system than is the case in most companies today. Especially if this systematic methodology makes it possible to solve the issues that are critical to success for each area of management. This is achieved by linking personal development with the corresponding problem situations.

With this methodology, both divisional and company-wide developments can be realized very intensively and effectively.

The methodology contains the following 5 elements:

Leadership Circle Leadership feedback

High and low scores in the dimensions of personality, competencies, areas of action and spin-out behavior (failure factors). The important strengths and important areas of development are identified using a ranking system.

They are also shown: Mean value of the external assessment overall and per dimension, spread of the assessments for all individual evaluations and overall.

The procedure is self-evaluating.

Performance feedback - own section

External feedback on the performance of the department can be used to determine the department’s performance. Feedback on this is provided by internal/external customers, superiors and in self-assessment.

1st and 2nd degree performance dimensions are surveyed.

First-degree performance dimensions are direct performance indicators such as turnover, quality, throughput times, etc. and perceived performance.

Second-degree performance dimensions are indirect indicators such as commitment, motivation, dedication, customer orientation, benefit orientation, cooperation and team orientation based on self-perception and the perception of others.

Overlapping of team roles

A target profile of the required team roles and an overall actual profile of the existing team roles are created. By comparing the target and actual profiles, team competencies that are not covered can be determined.

Each team member also receives a team role profile.

Results report and interpretation

All results are summarized in this report. In an evaluation and interpretation discussion, starting points critical to success are then derived from the various data on the correlations between leadership behavior, team cooperation and performance results.

The derived success-critical starting points are now checked for their effect on success and failure in the area. The most important areas for development are then defined and improved in a systematic process.

Supervision

The achievement of targets for each area is monitored, supported and reviewed in a controlled, systematic process.