The Energy Leadership™ Index (E.L.I.) is a one-of-a-kind assessment that enables leaders to hold up mirrors to their perceptions, attitudes, behaviours, and overall leadership capabilities. The E.L.I. forms the initial launching point for the Energy Leadership Development System, helping give you a baseline for your current performance and situation. Whether you proceed through the full system or not, the realizations that you’ll gain from the Energy Leadership assessment and debrief process alone will change the way you view your world.
Background: An Attitudinal Assessment
There are two main types of assessments: Personality and Attitudinal. Personality based assessments, such as Myers Briggs and D.I.S.C. are very valuable tools that pinpoint certain personality types so that people can have more of an understanding about what their strengths and weaknesses are. By understanding your personality and how it relates to what you do, you can adapt your behavior to “work with what you have,” to function effectively.
The E.L.I. is an attitudinal assessment, which is based on an energy/action model. This assessment differs from personality assessments as it is not intended to label a person and have them work well within that label. Instead, it measures your level of energy based on your attitude, or perception and perspective of your world. Because attitude is subjective, it can be altered. By working with a coach using the E.L.I., you can alter your attitude and perspective, make a shift in your consciousness, and increase your energy and leadership effectiveness.
|There are no limits as to the potential growth that you can achieve. Once you realize that your level of consciousness is directly related to your actions, you can move from functioning effectively, to functioning optimally.|
As part of the Energy Leadership Index assessment and debrief process, you’ll learn about the 7 levels of leadership and how much energy you currently have in the catabolic-suppressing range and in the anabolic-inspirational range. You’ll be debriefed on the findings of the assessment, and coached on how to navigate yourself to higher performance.
If you proceed on to the Energy Leadership Development System, you’ll be coached on how to become your ideal image of who you need to be as a leader for your situation, division, team, and/or company.
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© 2006 – 2011 Institute for Professional Excellence in Coaching (iPEC)
TotalSDI™: Strengths-Based Assessments
TotalSDI includes eight valid and reliable assessment tools that help you discover and influence the motives that drive behaviours. These tools provide valuable insights and a proven learning method that people can actually use to develop better leaders, build more effective teams, and reduce the growing costs of conflict.
A recent Deloitte study identified the top four critical challenges facing every organization today — leadership, engagement, culture, and performance.
■ Leadership: Where are tomorrow’s leaders coming from?
■ Engagement: What drives your most engaged people?
■ Culture: How do your people interact to achieve the organization’s goals?
■ Performance: How do you connect workplace behaviour to personal motivations?
My question to you … What are you doing to answer these questions?
Leadership begins with managers who hone their personal and interpersonal skills.
To become leaders, managers must learn how to influence people, give feedback, drive change and produce results. It’s about learning what’s important to each member of the team, eliminating faulty assumptions and working through misunderstandings that arise as a result of different communication styles.
This requires self-awareness and the ability to connect with people from different backgrounds, generations and values. We develop such skills through intentional effort, comprehensive tools and, most importantly, insightful experiences that allow for practice.
The most effective leaders are those who use effective behaviours (strengths) to build strong relationships within their team and broader networks. These leaders are positioned to take on greater responsibilities in the future and to, ultimately, succeed.
The most engaged employees have a heightened sense of ownership.
They give meaning to their work by connecting their motives, values and personal sense of purpose with their work. In fact, they have such a strong sense of alignment that their daily tasks become an expression of who they are and what they care about most. As a result, they take initiative and stretch themselves by trying new ways of interacting with others to get the results they need.
This sense of ownership is nurtured when employees feel understood and valued. The key is using TotalSDI as the common language to identify and discuss what motivates employees and activates a deeper level of personal responsibility.
Healthy cultures support new ideas and offer an environment where people can express themselves freely and without fear.
They invite opposing views and encourage dissenters to offer a better way, with each person’s voice and view honoured through respectful and authentic conversation.
Building this healthy culture requires managers who have keen self-awareness and the interpersonal skills to communicate in ways that are both genuine and effective. They invite honest dialogue, while maintaining an appreciation for different communication styles. Effective communication occurs when open collaboration and respectful disagreement are embraced without anyone feeling threatened or under personal attack.
Organizations filled with people who can do this have vibrant cultures that encourage great work!
When people want to do what they have to do they become self-directed and accountable for key results.
Top consultants use TotalSDI’s suite of assessments to create powerful and memorable learning experiences that address the interpersonal components of effective leadership, high employee engagement and healthy organizational culture. Whether it’s training, coaching or consulting, TotalSDI makes it easy to provide insights and apply those concepts in everyday situations.
Organizations need leaders who focus on developing efficient work processes (the what) and effective interpersonal processes (the how). Unfortunately, most leaders concentrate their time and energy on building work processes, while most problems and challenges arise from interpersonal processes.
The key is connecting the behavior to your own personal motivation (the why) — be it people, performance or process. Everyone needs to understand what is driving choices about how to behave and communicate, and how those choices and actions are perceived by others.
Strength Deployment Inventory
The Strength Deployment Inventory (SDI) digs into what is really important — people, performance and process — and how these priorities shape any given situation. The SDI highlights how people express the priorities in two conditions: when things are going well and when there is conflict or opposition.
But the SDI also goes further than the individual. It provides a Team SDI Triangle report, your results and the results of your teammates, so you can see where motives align, correspond and even conflict. This visual makes it easier for people to interpret and discuss the results, leading to greater understanding and stronger collaboration.
As you work through a team’s individual and group results, you will help them learn how to better relate to others, prevent unproductive conflict and improve their own performance.
The next step is identifying people’s preferred behavioral strategies. The Strengths Portrait describes the strengths (behaviors) people most often use to reach their goals. The Portrait links to SDI results and motives, providing the most compelling learning and development opportunities. By combining SDI and Strengths Portrait results, you will help others gain an instant understanding of how they decide what is important and what is not. Learners in your session will see why others may have different priorities and learn to flex their communication styles and combine priorities when inevitable conflicts occur and maintain positive dialogue throughout.
Overdone Strengths Portrait
The Overdone Strengths Portrait helps you identify how people’s individual strengths — when overdone or misapplied — might disrupt productivity and trigger conflict in the workplace.
The portrait gives you a tool to help people recognize and adjust these behaviors in order to collaborate more effectively and avoid the costs associated with overdoing or misapplying your strengths.
Feedback & Expectation Editions
The self-assessments are also available as Feedback Editions® and Expectations Editions®. These assessments help you guide conversations that explore interpersonal perceptions, prevent unnecessary conflict, and build stronger working relationships. Once you start working with the TotalSDI selfassessments, learners will ask you: “Shouldn’t I get my coworkers or boss to do these assessments on me?” You can say: “Yes, and while we’re looking at how others see you, we should also look at what they expect from you.”