LINKAGE LEADERSHIP PROFILING

Respond to each of the 75 questions contained in this questionnaire with respect to the person ( or yourself) you are rating. Do so accordingly to the following scale: 1 Rarely demonstrates behaviour/ability 2 Sometimes demonstrates behaviour/ability 3 Often demonstrates behaviour/ability 4 Very often demonstrates behaviour/ability 5 Almost always demonstrates behaviour/ability As you answer the questions, try to think about the behaviour and abilities that the person (or yourself) you are rating actually displays. Minimize the importance of what you think the person (or yourself) might be able to do. Be as honest and objective as you can in answering the questions. Remember, the feedback that the instrument provides is designed to help the individual understand his or her relative strengths and developmental opportunities. Such understanding is impossible without your candid feedback. An accurate response to this questionnaire includes a mixture of ratings to its various questions, i.e., some "5's," some "4's," some "3's," etc. Specifically, we would expect that at least half of your ratings (about 35 of the 75 questions) should be rated "3's," "2's," or "1's." Remember, the person (or yourself) will only receive useful feedback if you are honest.
No	Statement	Your Rating
1	Maintains focus when disruptions might detract attention from key issues and objectives.	1	2	3	4	5
2	Acts decisively to make things happen.	1	2	3	4	5
3	Exhibits considerations of the feelings of others when or before taking actions.	1	2	3	4	5
4	Creates a positive environment through the use of sincerity and optimism.	1	2	3	4	5
5	Creates a view of the future that motivates others.	1	2	3	4	5
6	Displays trust in others by giving them additional responsibilities.	1	2	3	4	5
7	Asks "What if?" questions to test assumptions and challenge the status quo.	1	2	3	4	5
8	Searches for and conceptualizes the underlying or systemic causes that drive a problem.	1	2	3	4	5
9	Takes steps to make sure new ideas are integrated with established procedures or processes.	1	2	3	4	5
10	Displays rigor and discipline in thinking in difficult situations.	1	2	3	4	5
11	Successfully provides a visible anchor for others in times of great change, e.g., by reaffirming key goals or values.	1	2	3	4	5
12	Uses a variety of methods (reason, inspiration, etc.) to help individuals attain higher levels of performance.	1	2	3	4	5
13	Represents and articulates viewpoints in a way that positively influences the dialogue.	1	2	3	4	5
14	Uses fact and argument to create a meeting of the minds among stakeholders with differing viewpoints.	1	2	3	4	5
15	Fashions solutions by synthesizing and applying relevant information or data.	1	2	3	4	5
16	Picks out and target the projects or initiatives that require special attention.	1	2	3	4	5
17	Strives to set and achieve ambitious goals rather than setting for the safety of achievable results.	1	2	3	4	5
18	Treats each person differently according to his or her own unique makeup.	1	2	3	4	5
19	Demonstrates maturity in reassuring teams and/or individuals in the face of setbacks.	1	2	3	4	5
20	Gains the trust and loyalty of others by fulfilling the commitments made to them.	1	2	3	4	5
21	Displays confidence in individuals by delegating key tasks or functions.	1	2	3	4	5
22	Seeks better solutions to problems instead of falling back on obvious ones.	1	2	3	4	5
23	Intuitively forms ideas that clarify the many possibilities in a complex situation.	1	2	3	4	5
24	Adheres to processes to make sure that the right people are involved in a project.	1	2	3	4	5
25	Thoughtfully reaches decisions by reviewing ideas and assumptions with key individuals within the organization.	1	2	3	4	5
26	Helps detect or resolve team breakdown resulting from change.	1	2	3	4	5
27	Helps others recognize their areas of weakness in a constructive, beneficial manner.	1	2	3	4	5
28	Communicates effectively with individuals up, down, and across the organization.	1	2	3	4	5
29	Balances the interests of different constituencies to reach "win-win" solutions.	1	2	3	4	5
30	Employs thorough analysis and pragmatism to sort through options and reach timely decisions.	1	2	3	4	5
31	Displays single-mindedness in directing energy at key targets.	1	2	3	4	5
32	Overcomes potential stumbling blocks to achieve an objective.	1	2	3	4	5
33	Takes into account the impact of emotions and feelings on a situation.	1	2	3	4	5
34	Demonstrates an ability to control and filter emotions in a constructive way.	1	2	3	4	5
35	Stimulates strong commitment to collective efforts through praise and recognition of individual contributions.	1	2	3	4	5
36	Displays a strong commitment to the success of others by providing clear feedback on issues or behaviour.	1	2	3	4	5
37	Demonstrates an ability to create new business ideas by thinking out of the box.	1	2	3	4	5
38	Makes connections between and among information, events, etc. that reveal key issues or opportunities.	1	2	3	4	5
39	Talks about and perceives the organization in terms of critical and highly interrelated work processes.	1	2	3	4	5
40	Crystallizes thoughts by deliberately and systematically steering through ambiguity and information clutter.	1	2	3	4	5
41	Convinces others of the need for change due to critical organizational objectives.	1	2	3	4	5
42	Identifies and confronts critical developmental issues or barriers with respect to peers, reports, etc.	1	2	3	4	5
43	Distils ideas into focused messages that inspire support or action from others.	1	2	3	4	5
44	Finds common ground to accommodate the conflicting needs and wants of different stakeholders.	1	2	3	4	5
45	Spots what is at the root of a problem; i.e., distinguishes its symptoms from its causess	1	2	3	4	5
46	Focuses on key tasks when faced with limited time and/or resources.	1	2	3	4	5
47	Displays a willingness to do whatever it takes to get it done.	1	2	3	4	5
48	Understands the various psychological and emotional needs of people.	1	2	3	4	5
49	Models how to handle failure by accepting setbacks with grace and renewed determination.	1	2	3	4	5
50	Sets a clear example for others by following through on important commitments.	1	2	3	4	5
51	Gives others the power to participate in decision making and to share in the responsibility.	1	2	3	4	5
52	Demonstrates creativity in developing and/or improving ideas and concepts better.	1	2	3	4	5
53	Comes up with new concepts or distinctions that better organize the interpretation of ambiguous data, information, or events.	1	2	3	4	5
54	Ensures successful implementation by building and connecting processes within the organization.	1	2	3	4	5
55	Critically and thoroughly analyzes the data available on alternatives when seeking the best solutions to a problem.	1	2	3	4	5
56	Learns and develops new skills or behaviours to adapt to constant, sometimes turbulent change.	1	2	3	4	5
57	Instills a sense of confidence in others - even those who are convinced that they "can't do it.“	1	2	3	4	5
58	Presents opinions accurately and persuasively - both one-on-one and to a group.	1	2	3	4	5
59	Persuasively uses relevant data or information to gain the needed sponsorship or buy-in from others.	1	2	3	4	5
60	Breaks down a problem or a situation into discrete parts that are easier to manage.	1	2	3	4	5
61	Devotes at least 80 percent of time to the top 20 percent of priority list.	1	2	3	4	5
62	Displays stamina and energy over the long-term in achieving high standards of performance.	1	2	3	4	5
63	Considers the impact of won behaviour or decisions on other people.	1	2	3	4	5
64	Consistently expresses self in moods that invite participation and open up communication.	1	2	3	4	5
65	Inspires dedication to the organization's shared goals and values through own visible actions.	1	2	3	4	5
66	Provides whatever is needed to help others take charge of their work and successfully produce results.	1	2	3	4	5
67	Creates innovative concepts that have growth or profit potential.	1	2	3	4	5
68	Asks questions to try to form a complete picture of seemingly unrelated information, events, etc.	1	2	3	4	5
69	Demonstrates a commitment to build processes by documenting critical action steps and organizational learnings.	1	2	3	4	5
70	Thinks thorough problems in a logical and well-organized fashion.	1	2	3	4	5
71	Recognizes and helps remedy individuals or collective barriers to the implementation of change.	1	2	3	4	5
72	Helps others work their way through problems or crises.	1	2	3	4	5
73	Effectively communicates to all those who need to be informed.	1	2	3	4	5
74	Reaches a greements with individuals (internal and external) for the benefit of the organization.	1	2	3	4	5
75	Figures out how to solve problems, even those that appear hopeless.	1	2	3	4	5