GAPPS3 – Leadership Assessment, what it measures and how the process works to take you from potential to performance

Posted on November 12, 2010 by Dr John Kenworthy 0

GAINMORE™ Advantage Potential to Performance System Version 3

Welcome to GAPPS³!

Our GAPPS³Assessment is unlike other psychometric tests that you may have used in the past. Such tools are most often used to determine the individual’s ‘personality’ or ‘traits’ which you then most often use to determine what sort of person you are

Other assessments that you may have taken compare your behaviours or characteristics against those of the organization, or the team, or a few, the job. This is great… but… they do not tell you what you really need to know after this.

Can you be developed? If you can, what do you need to develop to achieve what you want to achieve? And what are your development priorities? Do you have the potential to succeed? Is this position and company (and its values) right for you? Do you show integrity? And many other unanswered questions… until now.

Everyone who uses GAPPS³receives a copy of their full report and personal feedback from a professional coach. Together, we identify the high priority development areas and necessary mindset to raise performance to reach your potential.

GAPPS³is used by leading organizations both large and small. Through all stages of the employee life-cycle: recruitment and selection, on-boarding, performance management, succession planning, talent management, transition and even out-placement.

The GAPPS³Assessment

GAPPS³is our powerful GAINMORE™ Advantage Potential to Performance System. Unlike other leadership assessments, GAPPS³ provides you with a comprehensive profile report showing your AAA for leadership success:

Leadership Attributes
Leadership Abilities
Leadership Agility

GAPPS³identifies your current strengths AND your priority development areas AND your potential as a leader. With links to our unique, interactive online learning system. The GAPPS³full assessment includes personal feedback coaching (45-60 minutes) preferably face to face, else by video conference. You can also receive access to the GAINMORE™ Leadership Advantage Toolbox – this covers the foundational modules for each of the 12 areas under the GAINMORE™ model as a full, interactive and supported online learning tool.

Your GAPPS³ profile report is sent to you in pdf format one working day before your scheduled feedback coaching session.

Feedback Coaching

Everyone who takes our GAPPS³assessment schedules their feedback coaching with one of our professional coaches. This session, if you are in Singapore or near our international offices in New Zealand, Sydney Australia, or London UK is best conducted face to face at your offices. When it is not convenient to meet in person, feedback coaching is done by web video conference or for those of you without the infrastructure, by telephone.

Your feedback coaching session lasts for 45 minutes to one hour. It is your chance to ask questions, clarify anything about your profile and to benefit from guidance by a professional, experienced leadership development expert. It is your time, make the most of it. Often, your coach will give you “homework” – specific guidance to do something. This might be to access our Leadership Advantage Toolbox (which is also included). Perhaps we recommend a particular book to read, video to watch, or simply complete a template about your own goals.

After your Feedback

Your coach will send a summary report of your feedback coaching session to you via email. This serves as a reminder of your discussions and usually includes any links to recommended resources for your continued development.

Is it confidential?

All our coaches operate under the guiding principles of the International Coaching Federation and the UK Data Protection Act.

Your coach will NEVER share personal information that has no direct relationship or relevance on your sponsoring organization with any other person.

If your GAPPS³assessment is sponsored, after your feedback coaching session we share with your sponsor (usually your HR and/or direct line manager):

A summary GAPPS³assessment profile.
A summary of your post feedback coaching session report AFTER you have received this report and not indicated to your coach to edit within 48 hours of receipt by you.

In short, we will only share information about you that has direct relevance to your development in your work or performance. All information shared is subject to your agreement with your coach that it may be shared.

How does it work?

Your sponsor (usually led by HR) informs us that you are to take the GAPPS³assessment.
We send you an email inviting you to participate. This email includes your unique coded link to take the assessment.
The assessment itself takes between 25 and 40 minutes to complete.
- Answer all questions and statements honestly and candidly. This assessment is for your benefit. It is for you to learn what your leadership strengths are, and the development areas to achieve what you want to achieve.
- There are no right or wrong answers.
When you submit at the end of the assessment you will see a ‘Successful Submission” screen and later receive an email confirming your successful submission.
On the “Successful Submission” screen you will be prompted to schedule your feedback coaching session. Click the link and login to our coaching calendar, please indicate where the coaching will take place (office address, room, or skype name or telephone number).
Choose a day and time available on our calendar. You will receive an email confirmation with an ical attachment (sycn this straight into your own calendar). Please try and schedule your session within one week of submission.
24 hours prior to your scheduled session, you will receive an email reminder with a link to download your GAPPS3 profile report pdf copy.
- Please consider the environment before printing, your report is 18 pages in colour. You may bring your laptop to the feedback coaching session.
Your feedback coaching session will last 45 minutes to one hour.
After your session, your coach will send an email summary report as a reminder of your feedback and any links to help your continued development. Usually within 24 hours.
48 hours after your session, your coach will send you an email with a link to confirm that you have received your feedback summary report and asking for your agreement to share your report with your sponsor.
Within 7 days of your feedback session, your coach will share agreed information with your sponsor.
Typically within 3 weeks, your coach will follow up with you to:
- Check your progress with your “homework”
- Evaluate the GAPPS3 assessment and feedback coaching

What is GAPPS3?

Your profile report includes an overview and comparison with your chosen benchmark.

Leadership Attributes and Abilities: GAINMORE™ Development profile, and IQ, MQ & EQ.

GAINMORE™ Attributes and Development Report

You can choose from:

Person-Job/role fit
Person-Team fit
Person-Organization fit
Person-culture fit
Person-boss fit
Self-Others view (180˚/360˚)

Detail example Leadership Attributes

Showing each Attribute and Ability clearly, the individual’s ‘normal’ behaviour and the Agility they demonstrate in each factor.

Your Team Leadership Role preferences and behaviour:

And, uniquely, your potentiality index!

You may be looking for someone to fit the current team, or re-balance the team and sometimes, create change in the team culture!

Looking to recruit someone who is going places? Or perhaps someone who is likely to settle at the level you are recruiting?

The primary use of GAPPS³is for leadership development and coaching. You can use it to undertake a 360˚ assessment of your leadership team, succession planning, high potentials identification… You get the idea.

Arrange a meeting with us to discuss how we can partner with you now.

Call us at +65 62450908 or email gapps@celsim.com

Or sign up online now and save

What managers can learn from comedians when onboarding

Posted on August 6, 2010 by Dr John Kenworthy 4

Blog post: What managers can learn from comedians when onboarding | All articles.

Onboarding isn’t a new topic – some great bloggers and HR thinkers have done a fine job of outlining key onboarding considerations for any organization. In fact you can read a bunch of their ideas here – just enter the word onboarding. But today I’ve invited Dan Bingham, manager of creative talent by day and comedian extraordinaire by night to share a different take – his tips for managers when it comes to making that personal connection to new employees during the onboarding process.

From the second you get on stage and grab the microphone, hundreds of eyes are immediately judging you. From the soles of your shoes to the tips of the hairs on your head, the audience is trying to figure out “your deal.” Do you look funny? Are you attractive? Overweight? Hobbit-sized? Too old? Not old enough? The audience is examining you physically, trying to solve some sort of equation where the answer is whether they like you or not. A room full of brains processes all this stuff before you even open your mouth to say “hello.”

This is the life of a stand up comedian. I know this because I am one, and I go through this process every weekend. And in comedy, as in life, first impressions are everything. I can tell from the first 30 seconds of my act whether or not I’ve made a good first impression, and whether or not the next 30 minutes will be a side-splitting night of hilarity, or soul crushing train wreck with no lights at the end of the tunnel.

The same can be said for that new bright-eyed employee on his or her first day of work. Okay maybe a little less dramatic but you get the point. They did their best to make a good first impression and it must have worked because here they are. Now the roles have reversed, they are watching your every move, and now’s your chance to blow their socks off.

So what does stand up comedy have to do with employee onboarding? Plenty. There are plenty of parallels between making a room full of people laugh and welcoming new employees aboard. So let’s start from the beginning, or should I say, before the beginning. Remember when I mentioned how audiences judge you as soon as you step on stage? (I really hope so; it was less than 10 seconds ago so.) It sounded intimidating right? Well in truth, whenever I go on stage, I’ve already been judging them since way before they even took a sip from their first drink!

Powerful Persuasion Workshop (leadershiptoolbox.gapps3.sg)
Overcoming the Nine Great Delusions of Networking #2 “Woe is me” Journey (leadershiptoolbox.gapps3.sg)
Do you measure your manager’s effectiveness at hiring? (celsim.com)

Are YOU to blame for THEIR poor performance?

Posted on July 21, 2010 by Dr John Kenworthy 0

The best way to measure a manager’s performance is to look at the performance of their team, says leadership author Bruce Rosengarten.

Leaders and managers are “incredibly accountable” for every member of their team – “70 per cent of how an employee performs is directly related to how well he or she is led and managed”, he says.

Rosengarten, the former vice president of petroleum giant Shell, says leaders who bear this in mind are more likely to cultivate successful teams.

“Determining their performance determines your performance,” he explains in his new book, Passionate Leadership.

When “so-called leaders” blame employees, the environment or “the company” for the issues they face, they betray a failure to recognise their role and responsibilities, he says.

Before blaming an employee for poor performance, leaders should ask themselves what they are doing to help the worker to perform.

via Are YOU to blame for THEIR poor performance? | All articles.

Eight key drivers of success #1 – What the heck is success anyway? (leadershiptoolbox.gapps3.sg)
Is Leadership more than Management, or is it just an aspiration? (celsim.com)
Competence and Competency (leadershiptoolbox.gapps3.sg)

Collect and measure the metrics that matter

Posted on July 5, 2010 by Dr John Kenworthy 0

Some of the most valuable HR metrics are those that are least accessible by managers, researchers have found.

Taleo surveyed 100 senior level HR and line managers in Australia about talent management analytics. It claims the information is important for HR leaders for four key reasons:

1. HR leaders are the traditional owners of people/talent issues;

2. there is increased pressure from the business to justify investments in all projects, including investment in talent management initiatives. HR needs the data to provide these justifications;

3. HR leaders want to add value to the business. For years HR wanted to gain a seat at the executive table and recognition at the board level but lacked the systems to show how comprehensive people strategies improved business performance; and

4. HR wants to enable the line of business to better manage talent. To accomplish that, business leaders and line managers need accurate, current data.

via Collect and measure the metrics that matter | All articles.

Can HR be Strategic Without C-Level Support? | HRM Today

Posted on July 2, 2010 by Dr John Kenworthy 0

I read one of the best blog posts last week, that I have read in a long time. Bill Taylor, at the Harvard Business Review blog wrote, Why We (Shouldn’t) Hate HR. He recounts the infamous Fast Company article, Why We Hate HR with a totally new perspective. (One that I happen to agree with). One of my favorite quotes from his post is:

As this provocative essay approaches its fifth anniversary, perhaps it’s time to change the debate. The real problem, I’d submit, isn’t that HR executives aren’t financially savvy enough, or too focused on delivering programs rather than enhancing value, or unable to conduct themselves as the equals of the traditional power players in the organization — all points the original essay makes. The real problem is that too many organizations aren’t as demanding, as rigorous, as creative about the human element in business as they are about finance, marketing, and R&D. If companies and their CEOs aren’t serious about the people side of their organizations, how can we expect HR people in those organizations to play as a serious a role as we (and they) want them to play?

via Can HR be Strategic Without C-Level Support? | HRM Today.

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