I have identified three essential GROWTH ACCELERATORS that are vital for shifting your managers from good to great to exceptional so you can focus on the high level work and leave them to manage the day to day and people.

Identifying where your people are at and what next SHIFT they need to make is crucial to bringing this goal of no longer having to micromanage to fruition. Once you have finished the assessment, you’ll receive a report that will not only identify your next GROWTH ACCELERATOR is, it will also provide you with an outline of the steps you need to take to make shift happen in the coming weeks and months. Priceless...right?!

Leadership Growth™ Assessment

1 - Which of the following best describes your place of work ?

Government Sector

Private Sector

Business Owner

1 – Do you have direct reports? *

Not yet, but I will very soon.

Yes, I have people reporting to me.

2 - How many staff/managers do you have reporting to you? *

1-3

4-14

15-50

50+

3 – Do you have a clear understanding of your people’s skills and gaps when it comes to leading others well?

I’m grateful my managers and employees have great IQ and EQ Skills.

I know exactly what gaps my people have, but I don’t know where to begin to grow them.

I know what gaps my people have, but I don’t have the time or bandwidth to coach and grow them.

I know what strengths and gaps my people have and I am working on a plan to develop them systematically and strategically

4 – What are the main constraints you are currently facing when it comes to growing your people and team? *

Money! Not enough financial resources to pay for their development

Skills! My managers are great technically but don’t know how to communicate, inspire and lead others

Time! I don’t have the time or energy to commit to their growth and development

Workload! There is too much happening in the organisation to focus on growing our people

Retention! There is too much turnover of staff to invest more in growing and training them.

5 – What is your focus for your development of your people and upcoming managers over the next 12 months? *

Building up the capability and capacity of my team

Developing the coaching and leadership skills of my managers

Finding enough time to make this a priority

Getting Learning and Development to come up with a plan for me

Upleveling my own coaching and leadership skills so I can then pass them on and role model to my people.

6 – How much of your learning and development plan for your people is systematised and documented?

None right now, just what I develop as I go

We have some systems in place though we aren’t always diligent in following them

We have a comprehensive, organisation wide system that is well documented.

7 – How much of your time is spent meeting directly with your managers and people each week?

I don’t meet with them weekly

I try and meet with each of my downline individually at least once a week

I’m fully booked and we see each other in other business meetings anyway

We work remotely now so we only meet once a month

8 – How much time do you spend putting out fires and getting stuck in the day to day weeds and interruptions each week *

9 – How competent are your managers and supervisors at giving constructive feedback to their teams? *

Not Competent - Managers and supervisors rarely provide feedback.

Somewhat competent - Managers and supervisors occasionally provide feedback however There is little to no follow-up on the feedback provided.

Competent - Managers and supervisors regularly provide constructive feedback which is specific, helpful, and includes actionable steps for improvement.

Highly Competent - Managers and supervisors consistently provide timely and highly constructive feedback that is specific, balanced, and tailored to individual team members, fostering a culture of continuous improvement and high performance.

10 - How well do your managers and supervisors develop trusting teams? *

Managers and supervisors struggle to build trust within their teams.

Some team members feel comfortable sharing ideas, but others remain hesitant.

My managers and supervisors regularly foster trust within their teams with communication mostly open and transparent.

My managers and supervisors excel at developing high levels of trust within their teams and create a strong sense of unity and collaboration.

Almost Done

Just One Step Away!

Full Name *

Enter your email below and we’ll have your report over to you in a jiffy. *