Patterns and Themes Within

The PROFILOR® Certification WorkshopThePROFILOR Competency Models

Patterns and Themes Found in The PROFILOR Competency Models

The following pages provide insight into different themes that may emerge within a participant’s feedback report for each of The PROFILORmodels.

Managerial model

Individual Contributor model

The following guidelines are neither empirically derived nor all-inclusive. Rather, they are based onexperiential knowledge and insight derived from hands-on experience of PDI’s consultant staff. The themes listed are those that tend to cut across a variety ofskill/competency areas. Use each of the three lists to aid, not define, the interpretation of the participant’s feedback report.

Patterns and Themes Found for Managers

Difficulty in Looking at Things from a Big Picture Perspective

Lower ratings on Understand complex concepts and relationships (Analyze Issues).

Lower ratings on Focus on important information without getting bogged down in unnecessary detail(Analyze Issues).

Lower ratings on Foster the development of a common vision (Provide Direction).

Lower ratings on Link the team’s mission to that of the broader organization (Provide Direction).

Lower ratings on Understand the organization mission, strategies, strengths, and weaknesses (Know the Business).

Lower ratings on Bring cross-disciplinary knowledge to bear on issues and opportunities (Know the Business.).

Demonstrating a Lack of Flexibility

Very high ratings on Apply accurate logic in solving problems (Analyze Issues).

Lower ratings on Take people’s feelings and preferences into account when making decisions (Build Relationships).

Lower ratings on Are flexible (Demonstrate Adaptability).

Lower ratings on Work effectively in ambiguous situations (Demonstrate Adaptability).

Lower ratings on Adapt behavior in response to feedback and experience (Develop Oneself).

Difficulty in Addressing Conflict:

Lower ratings on Take a stand and resolve important issues (Lead Courageously).

Lower ratings on Confront problems early, before they get out of hand (Lead Courageously).

Lower ratings on Let people know when results are not up to expectations especially in conjunction with higher ratings on Let people know when they are performing well (Coach and Deveop— both items).

Lower ratings on Confront prejudice and intolerant behavior (Value Diversity).

Lower ratings on Address and work to resolve conflict (Manage Disagreements).

Lower ratings on Facilitate the discussion and resolution of different views (Manage Disagreements).

Patterns and Themes for Managers, continued

Characteristics of Being a Change Agent/Risk Taker

Higher ratings on Make decisions in the face of uncertainty (Use Sound Judgment).

Higher ratings on Take a stand and resolve important issues (Lead Courageously).

Higher ratings on Demonstrate managerial courage (Lead Courageously).

Higher ratings on Are assertive (Lead Courageously).

Higher ratings on Influence and shape the decisions of upper management (Influence Others).

Higher ratings on Champion new initiatives within and beyond the scope on own job (Champion Change).

Higher ratings on Project an appropriate degree of self-confidence (Demonstrate Adaptability).

Higher ratings on Are flexible (Demonstrate Adaptability).

Tendency to “Micro-Manage”

Lower ratings on Delegate enough of own work to others (Manage Execution).

Lower ratings on Delegate assignments to the lowest appropriate level (Manage Execution).

Lower ratings on Give people the latitude to manage their own responsibilities (Manage Execution).

Lower ratings on Empower others with the authority necessary to accomplish their objectives (Manage Execution).

Lower ratings on Convey trust in people’s competence to do their jobs (Motivate Others).

Lower ratings on Create an environment where people work their best (Motivate Others).

Lower ratings on Know when to supervise people and when to leave them on their own (Coach and Develop).

Higher ratings on Readily put in extra time and effort (Show Work Commitment).

Patterns and Themes for Managers, Continued

Tendency to Work Independently Rather Than Involving Others

Lower ratings on Analyze problems from different points of view (Analyze Issues).

Lower ratings on Integrate planning efforts across work units (Establish Plans).

Lower ratings on Coordinate work with other groups (Manage Execution).

Lower ratings on Involve others in shaping plans and decisions that affect them (Foster Teamwork).

Lower ratings on Use a team approach to solve problems when appropriate (Foster Teamwork).

Lower ratings on Seek appropriate input before making decisions (Foster Teamwork).

Lower ratings on Know whom to involve when (Display Organizational Savvy).

Creating a Feedback-Rich Environment

Higher ratings on Monitor the progress of others and redirect efforts when goals are not being met (Manage Execution).

Higher ratings on Give specific and constructive feedback (Coach and Develop).

Higher ratings on Let people know when they are performing well (Coach and Develop).

Higher ratings on Let people know when results are not up to expectations (Coach and Develop).

Higher ratings on Can be approached easily (Build Relationships).

Higher ratings on Encourage others to express their point of view, even contrary ones (Foster Open Communication).

Higher ratings on Listen carefully to input (Listen to Others)

Higher ratings on Accept criticism openly and nondefensively (Demonstrate Adaptability).

Higher ratings on Seek feedback to enhance performance (Develop Oneself).

Patterns and Themes for Managers, Continued

Having an Abrasive, Insensitive Style

Lower ratings on Create an environment that makes work enjoyable (Motivate Others).

Lower ratings on Treat people with respect (Build Relationships).

Lower ratings on Can be approached easily (Build Relationships).

Lower ratings on Take people’s feelings and preferences into account when making decisions (Build Relationships).

Lower ratings on Listen to people without interrupting (Listen to Others).

Very high ratings on Put a top priority on getting results (Drive for Results).

Very high ratings on Convey a sense of urgency when appropriate (Drive for Results).

Lower ratings on Demonstrate an appropriate level of patience (Demonstrate Adaptability).

Conveying a Lack of Sensitivity to Others’ Needs and Feelings

Lower ratings on Value the contributions of all team members (Foster Teamwork).

Lower ratings on Treat people with respect (Build Relationships).

Lower ratings on Treat people fairly (Build Relationships).

Lower ratings on Take people’s feelings and preferences into account when making decisions (Build Relationships).

Lower ratings on Compromise to build give-and-take relationships with others (Display Organizational Savvy).

Lower ratings on Express disagreement tactfully and sensitively (Manage Disagreements).

Lower ratings on Interact with people openly and directly (Foster Open Communication).

Lower ratings on Listen to people without interrupting (Listen to Others).

Lower ratings on Have the confidence and trust of others (Act with Integrity).

Note: If there is a positive pattern, scores under Foster Teamwork are likely to be correspondingly high.The converse is true as well.It is difficult to build an effective team and get people to trust if they do not feel positive about how they are being treated as a person.

Patterns and Themes for Managers, continued

Tendency to Do More Talking than Listening

Very high ratings on the item Are assertive (Lead Courageously).

Lower ratings on the items within the Listen to Others skill.

Lower ratings on Accept criticism openly and nondefensively (Demonstrate Adaptability).

Note: If the reverse trend is true, the participating manager may need to assert his/her point of view more often to increase his/her effectiveness.

Additional Observations

Low ratings on Influence Others may be due, in part, to low ratings on Speak Effectively.It is difficult to influence others without effective speaking skills.By working to improve his/her speaking skills, his/her influence skills are likely to correspondingly improve.

A tendency to manage upward rather than downward may be shown by a pattern of higher ratings on Influence and shape the decisions of upper management (Influence Others) along with higher overall ratings from the boss and peer perspectives and lower ratings from direct reports.Check for the reverse tendency as well.

Low ratings on Get work done on time (Overall Performance Composite) may result in correspondingly low ratings for the items Show consistency between words and actions and Live up to commitments (Act with Integrity).

Low ratings on Seek feedback to enhance performance (Develop Oneself) may indicate that the participating manager is missing key opportunities to stretch and grow.

Discussions with others regarding his/her feedback and development need to be carefully prepared when low ratings appear within Interpersonal skills.In particular, pay attention to low ratings on the items under the Listening to Others skill.If someone solicits additional information on the feedback that they received in The PROFILOR resultsand they do not listen to what others are telling them, their relationships with others are likely to deteriorate rather than grow.The same is true for the Demonstrates Adaptability item Accepts criticism openly and nondefensively.

Patterns and Themes for Individual Contributors

Difficulty in Looking at Things from a Big Picture Perspective

Lower ratings on Recognize strategic implications of problems and issues (Analyze and Solve Problems).

Lower ratings on Understand complex concepts and relationships (Analyze and Solve Problems).

Lower ratings on Focus on important information without getting bogged down in unnecessary detail(Analyze and Solve Problems).

Lower ratings on Facilitate other’s understanding of the team’s mission and value to the organization (Team Leadership).

Lower ratings on Understand the organization mission, strategies, strengths, and weaknesses (Know the Business).

Lower ratings on Understand the impact of external events on the organization’s plans (Know the Business).

Demonstrating a Lack of Flexibility

Lower ratings on Approach situations and problems with curiosity and open-mindedness (Innovate).

Lower ratings on Personally generate new ideas and innovative solutions (Innovate).

Lower ratings on Adapt leadership style to fit the situation (Team Leadership).

Lower ratings on Are flexible (Demonstrate Adaptability).

Lower ratings on Work effectively in ambiguous situations (Demonstrate Adaptability).

Lower ratings on Readily adapt to change (Demonstrate Adaptability).

Lower ratings on Change behavior in response to feedback and experience (Develop Oneself).

Tendency to Do More Talking than Listening

Very high ratings on the item Are assertive (Influence Others).

Lower ratings on the items within the Listen to Others skill.

Lower ratings on Accept criticism openly and nondefensively (Demonstrate Adaptability).

Note:If the reverse trend is true, the participant may need to assert his/her point of view more often to increase his/her effectiveness.

Patterns and Themes for Individual Contributors, continued

Difficulty in Addressing Conflict

Lower ratings on Candidly provide constructive feedback when appropriate (Coach Others), especially in conjunction with higher ratings on Let others know when they are doing well (Coach Others).

Lower ratings on Confront prejudice and intolerant behavior in a productive manner (Value Diversity).

Lower ratings on Address and work to resolve conflict (Manage Disagreements).

Lower ratings on Facilitate the discussion and resolution of different views (Manage Disagreements).

Lower ratings on Take a stand on important issues (Demonstrate Adaptability).

Lower ratings on Confront problems early, before they get out of hand (Commit to Quality).

Characteristics of Being a Change Agent/Risk Taker

Higher ratings on Make decisions in the face of uncertainty (Make Sound Decisions).

Higher ratings on Challenge “the way it has always been done” (Innovate).

Higher ratings on Are assertive (Influence Others).

Higher ratings on Influence and shape the decisions of others (Influence Others).

Higher ratings on Take immediate and independent action when needed (Demonstrate Drive and Commitment.

Higher ratings on Take a stand on important issues (Demonstrate Adaptability).

Higher ratings on Are flexible (Demonstrate Adaptability).

Tendency to “Micro-Manage”

Lower ratings on Use others to solve problems when appropriate (Analyze and Solve Problems).

Lower ratings on Provide others the latitude necessary to accomplish assigned objectives (Manage Execution).

Lower ratings on Make optimal use of team members’ skills (Team Leadership).

Higher ratings on Readily put in extra time and effort (Demonstrate Drive and Commitment).

Patterns and Themes for Individual Contributors, continued

Tendency to Work Independently Rather than Involving Others

Lower ratings on Analyze problems from different points of view (Analyze and Solve Problems).

Lower ratings on Use others to solve problems when appropriate (Analyze and Solve Problems).

Lower ratings on Seek appropriate input before making decisions (Make Sound Decisions).

Lower ratings on Identify and involve appropriate people in projects (Establish Plans).

Lower ratings on Coordinate work with other groups (Manage Execution).

Lower ratings on Make optimal use of team members’ skills (Team Leadership).

Lower ratings on Know whom to involve when (Display Organizational Savvy).

Lower ratings on Encourage the participation and involvement of all team members (Team Membership).

Creating a Feedback-Rich Environment:

Higher ratings on Monitor the progress of others and redirect efforts when project goals are not being met (Manage Execution).

Higher ratings on Let people know when they are performing well (Coach Others).

Higher ratings on Candidly provide constructive feedback when appropriate(Coach Others).

Higher ratings on Can be approached easily (Build Relationships).

Higher ratings on Encourage the participation and involvement of all team members (Team Membership).

Higher ratings on Listen carefully to input (Listen to Others).

Higher ratings on Accept criticism openly and nondefensively (Demonstrate Adaptability).

Higher ratings on Seek feedback to improve performance (Develop Oneself).

Higher ratings on Seek feedback from customers/clients (Focus on Customer Needs).

Patterns and Themes for Individual Contributors,continued

Having an Abrasive, Insensitive Style

Lower ratings on Treat people with respect (Build Relationships).

Lower ratings on Can be approached easily (Build Relationships).

Lower ratings on Listen to people without interrupting (Listen to Others).

Very high ratings on Put a top priority on attaining results (Demonstrate Drive and Commitment).

Very high ratings on Convey a sense of urgency when appropriate (Demonstrate Drive and Commitment).

Lower ratings on Work constructively under stress and pressure (Demonstrate Adaptability).

Conveying a Lack of Sensitivity to Others’ Needs and Feelings

Lower ratings on Treat people with respect (Build Relationships).

Lower ratings on Interact with people openly and directly (Build Relationships).

Lower ratings on Compromise to build give-and-take relationships with others (Display Organizational Savvy).

Lower ratings on Express disagreement tactfully and sensitively (Manage Disagreements).

Lower ratings on Value the contributions of all team members (Team Membership).

Lower ratings on Listen to people without interrupting (Listen to Others).

Lower ratings on Have the confidence and trust of others (Act with Integrity).

Additional Observations

A tendency to manage upward rather than downward may be shown by a pattern of higher ratings on Influence and shape the decisions of upper management (Influence Others) along with higher overall ratings from the boss and lower ratings from the Group A and B perspectives.Check for the reverse tendency as well.

Low ratings on Seek feedback to enhance performance (Develop Oneself) may indicate that the participant is missing key opportunities to stretch and grow.

Discussions with others regarding ones’ feedback and development need to be carefully prepared when low ratings appear within Interpersonal skills.In particular, pay attention to low ratings on the items under the Listening to Others skill.If someone solicits additional information on the feedback that they received in The PROFILOR results and they do not listen to what others are telling them, their relationships with others are likely to deteriorate rather than grow.The same is true for the Demonstrates Adaptability item Accepts criticism openly and nondefensively.

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