LEADERSHIP QUOTIENT - raiser.co.ke

1 LEADERSHIPQUOTIENT LQ2 Report for:Sample ReportLQ2 Report for Sample ReportIntroduction to the LQ2 ReportThis LQ2 Report contains data on how others see you as a leader and is a follow-up to the LQ1 Report you tookas part of the LEADERSHIP : Great Leaders, Great Teams, Great Results you review this report, remember the following two a balanced view. Straight feedback is a priceless gift. Don't spend time guessing who gave you lowscores or express hostility toward people who responded. Thank them for taking the time to give youfeedback, then use the data in a balanced, effective way to improve your LEADERSHIP an action plan. Use this data as part of your continued effort to become a better leader. Rememberto use the resources and tools available to you on the website at Your Score Is CalculatedYour LQ Score is an average of scores for each of the 4 Imperatives of Great Leaders.

2 Each Imperative Scoreis derived from answers to two first question for each imperative asks respondents to indicate their level of agreement with a numberof statements about your second question for each imperative asks respondents to choose which of two statements is more likely to represent you as a of these questions are rated on a six-point scale. Each number on the scale is given a point value asfollows:Number123456 Points020406080100 Your IMPERATIVE SCORE is an average of ALL respondent scores for both the first and second questions."Self" scores are not included in the calculation, but are included for comparison. Items marked "I Don't Know orN/A" are also not included in the 9 is your LEADERSHIP Net Promoter Score (NPS). This score is NOT part of your LQ Score. It is aseparate measure that indicates people's willingness to recommend you as a leader.

3 It is calculated from a10-point scale by subtracting the percentage of people who marked 0 -- 6 from the percentage of people whomarked 9 or 10. It is not uncommon to have a negative score on this "Average" and "Top 10%" scores are provided for comparison and represent a statistically representativesample of managers from the United States and Canada. This comparative data was gathered in conjunctionwith Harris Interactive. FranklinCovey2LQ2 Report for Sample ReportLQ2 SummaryLQ1 ScoreLQ2 Score7582MY LQ SCORE:050100LQ175LQ282 Average70 Top 10%1007683727976837681 The 4 Imperatives of Great LeadersWho Participated? Self BossDirectReport OtherTOTALLQ111337 Self BossDirectReport OtherTOTALLQ211337 FranklinCovey3LQ2 Report for Sample ReportINSPIRE TRUSTLQ1 ScoreLQ2 ScoreQuestion 1:When it comes to building credibility and trust , SCORE:050100LQ176LQ283 Average73 Top 10%100 Self BossDirectReport the respect for straightforward--does not have a hidden mistakes and doesn't cover things loyalty--does not badmouth others behind their results--has a clear track record of works to improve his or her reality--does not hide from unpleasant discusses and clarifies others accountable for listens to trust to 2:As a leader, Sample is more likely to:Rely on the power of position ortitle to get things on the strength of his or her relationships and personal credibility to get things done.

4 Self BossDirectReport OtherAverageScore12345660806080608073736 677"INSPIRE trust " SCORES74867790688084827683 FranklinCovey4LQ2 Report for Sample ReportCLARIFY PURPOSELQ1 ScoreLQ2 ScoreQuestion 3:When it comes to purpose and vision, SCORE:050100LQ176LQ283 Average71 Top 10%100 Self BossDirectReport others in setting vision and in touch with the needs of customers (internal or external). the team on meeting the needs of customers (internal or external). the team understand how they impact the organization's financial success (revenue, budgets, donations, etc.). the team understand the organization's mission and 4:As a leader, Sample is more likely to:Expect people to focus on theirown job and leave the bigger picture to someone people understand how their work contributes to the bigger picture. Self BossDirectReport OtherAverageScore12345660806080678080807 180"CLARIFY PURPOSE" SCORES70907387688184827683 FranklinCovey5LQ2 Report for Sample ReportALIGN SYSTEMSLQ1 ScoreLQ2 ScoreQuestion 5:When it comes to getting work done, SCORE:050100LQ176LQ281 Average67 Top 10%100 Self BossDirectReport defines the most important clear measures to track progress on these regularly to discuss progress on these a culture that attracts high people to grow and the right people get into the right and rewards people for systems and processes that help people better accomplish their gathers feedback from customers (internal or external).

5 Customer feedback to improve 6:As a leader, Sample is more likely to:Create an environment where everything depends on him or systems and processes to help things move forward independent of him or her. Self BossDirectReport OtherAverageScore12345680100808060738067 7171"ALIGN SYSTEMS" SCORES82917387687885827681 FranklinCovey6LQ2 Report for Sample ReportUNLEASH TALENTLQ1 ScoreLQ2 ScoreQuestion 7:When it comes to working with others, SCORE:050100LQ172LQ279 Average67 Top 10%100 Self BossDirectReport potential in others and brings out the best in people tap into their talents and passion at that people are paid fairly for the work they people feel that their contributions are valued and there is a clear understanding around the results people are expected to people in setting their work goals--does not mandate people the freedom and latitude they need to accomplish their a culture where everyone is accountable for people candid and helpful candid feedback from seen by others as a source of help and 8.

6 As a leader, Sample is more likely to:Push, control, and watch overpeople in order to get , empower, and support people in order to get results. Self BossDirectReport OtherAverageScore12345610080608053678080 6674"UNLEASH TALENT" SCORES82757285627482827279 FranklinCovey7LQ2 Report for Sample ReportLEADERSHIP NPSLQ1 ScoreLQ2 ScoreQuestion 9:All things considered, how likely areyou to recommend Sample as aleader to others?MY SCORE:-1000100LQ128LQ257 Average-25 Not at all likelyExtremely likely 0 1 2 3 4 5 6 7 8 9 10 Self0000000000000000001100 Boss0000000000000000001100 Direct Report0000001000000011011001 Other0000000000100001002200 TOTAL0000001000100012014301% Promoters5757-% Detractors290=NPS2857 FranklinCovey8LQ2 Report for Sample ReportCOMMENTSQ uestion 10:Please explain below why you chose the number you did on Question 9, above.

7 LQ1"Boss" CommentsSample does exhibit good LEADERSHIP abilities and I would have him lead any of my teams. (Promoter)"Direct Report" CommentsSample is a great manager, but sometimes wants to run everything. (Passive)Sample is the best manager I have every had. He is helpful with training and getting projects done. (Promoter)Sample is the same as every other manager. (Detractor)"Other" CommentsSample does a great job leading his team. They are consistantly finishing projects on time. (Promoter)Sample manages his team a little too closely. (Detractor)I work closely with Sample's team and he always delivers project ahead of schedule. (Promoter)LQ2"Boss" CommentsSample's LEADERSHIP has improved greatly in the last months (Promoter)"Direct Report" CommentsSample has made improvements to the team. (Passive)Sample has improved his relationship with his team.

8 (Passive)Sample continues to be my favorite manager ever! (Promoter)"Other" CommentsSample has increased the productivity of his team. (Promoter)Sample seems to have his team performing well (Passive) FranklinCovey9LQ2 Report for Sample ReportSample has made great strides to improve his team. (Promoter) FranklinCovey10LQ2 Report for Sample ReportCOMMENTSQ uestion 11:If there were one thing Sample could do to improve his or her LEADERSHIP , what would itbe? LQ1"Boss" CommentsEmpower those around him to be independant in their projects."Direct Report" CommentsAllow his team to learn how to solve their own is nothing Sample could improve the ability in his team to do there own work and appreciate the talent he has on his team."Other" CommentsKeep other departments he is working with in the loop on what the status is of projects his team is working can be a little challenging to work with if he does not have all the details before could involve his team more in the decision making "Boss" CommentsSample needs to still work on trust issues with his team, but at least he is addressing it.

9 "Direct Report" CommentsWhile Sample has made changes to empower his team members not all the changes have taken full to allow his team to make independant decisions on guess he feels he needs to improve his trust relations with the team."Other" CommentsSample should seek the input of his team more before making decisions. FranklinCovey11LQ2 Report for Sample ReportSample could be easier to work with on high pressure projectsSample needs to trust that the team he has build can do the job. FranklinCovey12LQ2 Report for Sample ReportCOMMENTSQ uestion 12:Please give an instance where you saw Sample exhibit great LEADERSHIP . LQ1"Boss" CommentsLast quarter's close was an excellent example were Sample made clear goals and motivated his team to achieve them."Direct Report" CommentsWhen we were designing the new taxing documents.

10 Sample let his team decide which components they wanted to work onand documents became a great has really done a great job of training me in all aspects of my quarter we finished the close on time."Other" CommentsA couple of years ago we worked together to finish at big audit. Sample's team was one of the few to complete their piecebefore the took over a failing project and turned around the results to be we were under a very tight schedule and Sample had his team work day and night to deliver the project on "Boss" CommentsSample has made process changes within his department to empower his team to be more effective."Direct Report" CommentsSample showed great LEADERSHIP in recognizing where improvement needed to be made in the team and addressing improvements in team other day he won the manager of the month award.