Instructions

The Management Effectiveness Profile will be easy to complete. Read each statement, and select the choice that most accurately describes you. Please answer these questions as honestly as possible.

View the System Requirements for this assessment.

Managing and Prioritizing Time
Managing and Prioritizing Time refers to an individual’s ability to manage time, negotiate priorities, exercise self-discipline, control interruptions by shaping the behavior of others whose priorities are different, and become time-effective, rather than time-efficient. This individual:
1. Accomplishes most of his or her priorities even when interrupted a lot.
almost never    occasionally    frequently    very frequently    almost always   
2. Is good at catching up when running late for meetings or other events.
almost never    occasionally    frequently    very frequently    almost always   
3. Likes to briefly read his or her correspondence and prioritize it.
almost never    occasionally    frequently    very frequently    almost always   
4. Tries to clear his or her desk of all paperwork every day.
almost never    occasionally    frequently    very frequently    almost always   
5. Tends to start and finish his or her scheduled activities or events of the day on time.
almost never    occasionally    frequently    very frequently    almost always   
6. Seeks to do something with every piece of paper that crosses his or her desk.
almost never    occasionally    frequently    very frequently    almost always   
7. Limits his or her working time to a certain number of hours each day, and no more.
almost never    occasionally    frequently    very frequently    almost always   
8. Is highly organized.
almost never    occasionally    frequently    very frequently    almost always   
9. Can easily find what he or she is looking for most of the time.
almost never    occasionally    frequently    very frequently    almost always   
10. Likes to set aside time each day to re-schedule or re-prioritize.
almost never    occasionally    frequently    very frequently    almost always   
11. Paces him- or herself so that targets or deadlines can be met.
almost never    occasionally    frequently    very frequently    almost always   
12. Understands his or her own limitations and the limitations of others around him or her.
almost never    occasionally    frequently    very frequently    almost always   
 
Setting Goals and Standards
Setting Goals and Standards refers to an individual’s ability to manage activities and projects using measurable goals and standards and working with others to set goals and standards to develop understanding and build commitment. This competency looks at one’s ability to evaluate and prioritize goals, intentions, and action standards; eliminate barriers to the goal-setting process; evaluate goals against criteria and standards; and use goals to motivate.
13. Sets major personal goals once a year.
almost never    occasionally    frequently    very frequently    almost always   
14. Demonstrates that dreams can become reality only if there is a clear path to achieve them.
almost never    occasionally    frequently    very frequently    almost always   
15. Converts loose intentions to hard and tangible goals.
almost never    occasionally    frequently    very frequently    almost always   
16. Looks for innovative ways to generate people’s enthusiasm about targets and goals.
almost never    occasionally    frequently    very frequently    almost always   
17. Sets standards and targets that are specific, action oriented, and realistic.
almost never    occasionally    frequently    very frequently    almost always   
18. Does not allow vague and aimless aspirations to prevail.
almost never    occasionally    frequently    very frequently    almost always   
19. Sets a closer or easier target if the team seems to be "drifting."
almost never    occasionally    frequently    very frequently    almost always   
20. Clearly defines how to get from A to B.
almost never    occasionally    frequently    very frequently    almost always   
21. Keeps checking to make sure everyone is on the right track.
almost never    occasionally    frequently    very frequently    almost always   
22. Matches broad directional goals with steps that can be taken immediately.
almost never    occasionally    frequently    very frequently    almost always   
23. Stays focused and does not let people get side tracked or distracted.
almost never    occasionally    frequently    very frequently    almost always   
24. Can quickly get people to decide on one direction when there are competing alternatives.
almost never    occasionally    frequently    very frequently    almost always   
 
Planning and Scheduling Work
Planning and Scheduling Work refers to an individual’s ability to manage projects (one-time programs) and processes (ongoing workflow) by applying the major tools and techniques of management. This competency looks at one’s ability to analyze complex tasks and break them into manageable units; select and manage resources appropriate to the tasks; use systems and techniques to plan and schedule work; and set checkpoints and controls for monitoring progress.
25. Lists all draft goals and looks for clashes, possible problems, and inconsistencies.
almost never    occasionally    frequently    very frequently    almost always   
26. Talks to other people about overall targets and priorities before finalizing his or her own.
almost never    occasionally    frequently    very frequently    almost always   
27. Carefully assesses the resources that are available to achieve a particular outcome.
almost never    occasionally    frequently    very frequently    almost always   
28. Sets aside time on a regular basis to work on his or her objectives.
almost never    occasionally    frequently    very frequently    almost always   
29. Calculates how much time and effort will be necessary to achieve particular goals.
almost never    occasionally    frequently    very frequently    almost always   
30. Evaluates where he or she needs help or what additional skills or experience he or she may need.
almost never    occasionally    frequently    very frequently    almost always   
31. Assesses any shortfalls in his or her ability to meet targets or deadlines.
almost never    occasionally    frequently    very frequently    almost always   
32. Prioritizes his or her objectives from most to least important.
almost never    occasionally    frequently    very frequently    almost always   
33. Obtains full commitment from those people who will help achieve goals.
almost never    occasionally    frequently    very frequently    almost always   
34. Ensures that all of his or her objectives are balanced, coordinated, and aligned.
almost never    occasionally    frequently    very frequently    almost always   
35. Translates his or her goals, targets, and organizational objectives into a simple written plan.
almost never    occasionally    frequently    very frequently    almost always   
36. Estimates "lead" time that may be necessary to achieve each objective by the stated deadline.
almost never    occasionally    frequently    very frequently    almost always   
 
Listening and Organizing
Listening and Organizing refers to an individual’s ability to understand, organize, and analyze what is heard in order to make appropriate decisions about what to think and do in response to the message. This competency examines one’s ability to identify and test inferences and assumptions; overcome barriers to effective listening; summarize and reorganize a message for recall; and withhold any judgment that can bias a response message.
37. Easily prevents his or her mind from wandering when another person is talking.
almost never    occasionally    frequently    very frequently    almost always   
38. Likes to paraphrase what a speaker has said every so often.
almost never    occasionally    frequently    very frequently    almost always   
39. Encourages/supports the speaker using non-verbal communication.
almost never    occasionally    frequently    very frequently    almost always   
40. Gently questions the speaker about what they do not fully understand.
almost never    occasionally    frequently    very frequently    almost always   
41. Takes notes, if necessary, especially if the communication is long or complicated.
almost never    occasionally    frequently    very frequently    almost always   
42. Helps the speaker by providing a summary if they lose their "train" of thought.
almost never    occasionally    frequently    very frequently    almost always   
43. Asks questions to "tease out" as much information as he or she can.
almost never    occasionally    frequently    very frequently    almost always   
44. Is a highly focused and patient listener.
almost never    occasionally    frequently    very frequently    almost always   
45. Quickly clarifies anything that is not clear.
almost never    occasionally    frequently    very frequently    almost always   
46. Is good at listening for the less obvious things that people often communicate.
almost never    occasionally    frequently    very frequently    almost always   
47. Can quickly focus on the "here and now" when his or her mind has been elsewhere.
almost never    occasionally    frequently    very frequently    almost always   
48. Uses careful questioning to keep misunderstandings to a minimun.
almost never    occasionally    frequently    very frequently    almost always   
 
Giving Clear Information
Giving Clear Information refers to an individual’s ability to assess a situation; determine the objectives; and give clear, concise, well-organized, and convincing messages that will best meet the objective. This competency examines one’s ability to overcome physical, psychological, and semantic barriers when interacting with others; keep on target and avoid digressions; use persuasion effectively; and maintain a climate of mutual benefit and trust.
49. Communicates feels as well as ideas and facts.
almost never    occasionally    frequently    very frequently    almost always   
50. Uses multiple channels to get messages across to people.
almost never    occasionally    frequently    very frequently    almost always   
51. Ensures his or her deeds match their words.
almost never    occasionally    frequently    very frequently    almost always   
52. Can improve team spirit and morale through effective communication.
almost never    occasionally    frequently    very frequently    almost always   
53. Is able to get complicated ideas across clearly.
almost never    occasionally    frequently    very frequently    almost always   
54. Delivers his or her message using a pace and style that is comfortable for others.
almost never    occasionally    frequently    very frequently    almost always   
55. Says things in a variety of slightly different ways in order to reinforce what they say.
almost never    occasionally    frequently    very frequently    almost always   
56. Is higly conscious of the needs of any "audience" to which they communicate.
almost never    occasionally    frequently    very frequently    almost always   
57. Changes and varies his or her communication style according to the situation.
almost never    occasionally    frequently    very frequently    almost always   
58. Finds the "right" words for the circumstances.
almost never    occasionally    frequently    very frequently    almost always   
59. Selects the most appropriate method to transmit his or her messages.
almost never    occasionally    frequently    very frequently    almost always   
60. Avoids using jargon, "gobbledygook," and inappropriate language.
almost never    occasionally    frequently    very frequently    almost always   
 
Getting Unbiased Information
Getting Unbiased Information refers to an individual’s ability to use questions, probes, and interviewing techniques to obtain unbiased information, and then interpret it appropriately. This competency examines one’s ability to use directive, non-directive, and reflective questions effectively; use probes to elicit additional information; recognize latent and manifest meaning; confirm understanding; and obtain agreement.
61. Avoids mentally dwelling for too long on a previous point made by the speaker.
almost never    occasionally    frequently    very frequently    almost always   
62. Uses silence as a constructive listening tool.
almost never    occasionally    frequently    very frequently    almost always   
63. Avoids guessing what is on the other person’s mind until they have a complete picture.
almost never    occasionally    frequently    very frequently    almost always   
64. Prioritizes the key message when the speaker communicates several points.
almost never    occasionally    frequently    very frequently    almost always   
65. Regularly feeds back what was heard to test that his or her understanding is accurate.
almost never    occasionally    frequently    very frequently    almost always   
66. Raises relevant previous points or arguments made by the speaker that they have forgotten.
almost never    occasionally    frequently    very frequently    almost always   
67. Tries to understand what the other person is feeling as well as what they are saying.
almost never    occasionally    frequently    very frequently    almost always   
68. Uses different language to ensure that their interpretation of what was said is correct.
almost never    occasionally    frequently    very frequently    almost always   
69. Listens for the overall message or key theme behind the speaker’s words.
almost never    occasionally    frequently    very frequently    almost always   
70. Aims to close any conversation by reflecting back the major things discussed.
almost never    occasionally    frequently    very frequently    almost always   
71. Confirms that he or she has understood the message properly by paraphrasing often.
almost never    occasionally    frequently    very frequently    almost always   
72. Summarizes the main points that have been covered at the end of the conversation.
almost never    occasionally    frequently    very frequently    almost always   
 
Training, Coaching and Delegating
Training, Coaching, and Delegating refers to an individual’s ability to develop people; select the right people; reach agreement on plans for action; keep a balance between input and output; transfer responsibility to the employee; provide feedback effectively; and appropriately reward good performance.
73. Encourages people to look for new learning opportunities.
almost never    occasionally    frequently    very frequently    almost always   
74. Avoids specifying exactly how something should be tackled or done.
almost never    occasionally    frequently    very frequently    almost always   
75. Gently guides people, without imposing his or her own views.
almost never    occasionally    frequently    very frequently    almost always   
76. Looks for specific projects that can provide new challenges for people.
almost never    occasionally    frequently    very frequently    almost always   
77. Does not feel threatened when he or she gives their delegated authority to others.
almost never    occasionally    frequently    very frequently    almost always   
78. Supports people who make minor mistakes in trying something different.
almost never    occasionally    frequently    very frequently    almost always   
79. Avoids any kind of criticism or punishment when people try their best.
almost never    occasionally    frequently    very frequently    almost always   
80. Invites people to take as much responsibility as they think they can handle.
almost never    occasionally    frequently    very frequently    almost always   
81. Avoids jumping in too quickly, even when people make mistakes.
almost never    occasionally    frequently    very frequently    almost always   
82. Offers broad direction on a task and lets people design their own approach.
almost never    occasionally    frequently    very frequently    almost always   
83. Asks people to make suggestions to generate ideas of their own.
almost never    occasionally    frequently    very frequently    almost always   
84. Rewards individuals when they push or stretch their own personal boundaries or limitations.
almost never    occasionally    frequently    very frequently    almost always   
 
Appraising People and Performance
Appraising People and Performance refers to an individual’s ability to carry out a constructive performance appraisal by providing ongoing feedback, jointly evaluating past performance, coming to agreement on future expectations, and developing a plan to see that these expectations are met.
85. Sets clear, specific, and concise goals for themselves and/or others.
almost never    occasionally    frequently    very frequently    almost always   
86. Agrees to appropriate milestone points at which tasks should be discussed.
almost never    occasionally    frequently    very frequently    almost always   
87. Develops appropriately relevant and effective measures for each objective.
almost never    occasionally    frequently    very frequently    almost always   
88. Engages in progressive performance discussion to avoid end-of-year surprises.
almost never    occasionally    frequently    very frequently    almost always   
89. Fully understands how his or her own and others’ performance will be assessed.
almost never    occasionally    frequently    very frequently    almost always   
90. Ensures that performance appraisal is honestly and fairly carried out within the team.
almost never    occasionally    frequently    very frequently    almost always   
91. Does not accept poor or mediocre performance from anyone.
almost never    occasionally    frequently    very frequently    almost always   
92. Makes sure that performance shortfalls are quickly recognized and acted upon.
almost never    occasionally    frequently    very frequently    almost always   
93. Looks to ensure consistency when measuring overall performance.
almost never    occasionally    frequently    very frequently    almost always   
94. Identifies performance indicators that might apply more accurately, where necessary.
almost never    occasionally    frequently    very frequently    almost always   
95. Openly recognizes and applauds the performance successes of others.