Knowl EDGE for Leaders

1. KnowlEDGEfor Leaders Interpreting Your Assessment Results

2. About This Assessment About this Assessment • KnowlEDGE for Leaders will help you identify your strengths as well as any needs you might have for further leadership development. It measures what you know about effective leadership in several important areas using multiple-choice questions. You’ll be able to see, in black and white, whether you know the most effective leadership behaviors in these critical skill areas. • This assessment is very important in helping you build on your identified strengths and allowing you to focus your development efforts on those areas where you have the greatest need.

3. About This Assessment Tasks • The term “leadership” covers quite a number of tasks, skills, and behaviors that are important in dealing with the people you supervise in a workplace. • In developing KnowlEDGE for Leaders, we identified the most critically important skill areas, and grouped these skills into the tasks we measure with this assessment test. • Coaching & Counseling • Communicating Effectively • Influence & Negotiation • Managing Change • Performance Management • Setting Goals and Standards • Managing Conflict • Problem Solving & Decision Making

4. About This Assessment Tasks • Coaching & Counseling • Providing an employee with feedback on his or her present job performance; counseling an employee who has unsatisfactory job behaviors; taking disciplinary action or invoking a consequence for an employee’s behavior; one-on-one training with an employee to teach a new task; giving positive feedback to employees • Communicating Effectively • Effective oral communications; conducting meetings; giving presentations • Influence & Negotiation • Persuading and influencing employees; negotiating with an employee in order to reach agreement

5. About This Assessment Tasks • Managing Change • Helping employees deal effectively with change • Managing Conflict • Dealing with employee complaints, grievances, and conflicts on the job • Performance Management • Giving work assignments; delegating; managing time; conducting performance appraisals

6. About This Assessment Tasks • Problem Solving & Decision Making • Working with employees to identify problem causes and apply solutions; analyzing information to make effective decisions • Setting Goals and Standards • Establishing measurable objectives when planning; creating job performance standards for employees

7. About This Assessment Perception vs. Knowledge • There are two major types of assessment tests: • perception-based and knowledge-based. • A perception test measures how you see yourself and/or how others see you. • A knowledge test tells you what you know or don’t know.

8. About This Assessment Perception Test • The EDGE360 for Leaders is an example of a perception-based assessment. Using the EDGE360, raters (including yourself, your direct supervisor, your direct reports, your peers, and customers) read a behavior statement and then assess how frequently you exhibit that behavior on the job. For example - The person being assessed . . . • Almost Always • Usually • Often • Sometimes • Not Usually • Almost Never Asks open-ended questions to gather more information.

9. About This Assessment Knowledge Test For example - • A knowledge test such as KnowlEDGE for Leaders uses multiple-choice questions or similar techniques to measure what you actually know and don’t know about the tasks being assessed. You’ve just gone over some new procedures with one of your employees and want to find out what the employee thinks about the changes. Which of the following questions is likely to gain the most information? A. “Does this sound okay to you?” B. “What problems do you see with these procedures?” C. “Am I overlooking any problems with these new procedures?” D. “Do you see any problems with these procedural changes?”

10. About This Assessment Knowledge Test For example - • A knowledge test such as KnowlEDGE for Leaders uses multiple-choice questions or similar techniques to measure what you actually know and don’t know about the tasks being assessed. You’ve just gone over some new procedures with one of your employees and want to find out what the employee thinks about the changes. Which of the following questions is likely to gain the most information? A. “Does this sound okay to you?” B. “What problems do you see with these procedures?” C. “Am I overlooking any problems with these new procedures?” D. “Do you see any problems with these procedural changes?”

11. About This Assessment Uses • Leadership training programs and career development systems should provide clear training solutions for clear training needs. The more accurately we pinpoint an individual's developmental needs - areas in which additional knowledge and training is needed - the more effective we can be in meeting those needs. • A knowledge-based assessment test like KnowlEDGE for Leaders can be used for a variety of purposes, including: • Needs Assessment • Career Development • Training Evaluation • Selection / Succession Planning

12. About This Assessment Uses • Needs Assessment • Your organization receives feedback on its leadership training needs by administering this instrument to all (or a random sample) of your leadership employees. • The group reports you receive with the KnowlEDGE for Leaders assessment results can help you pinpoint group training needs and plan for better utilization of your training resources. • In addition, you can use the data from this assessment to measure specific needs and strengths across the organization, between departments, or at differing levels of leadership responsibility.

13. About This Assessment Uses • Career Development • Each participant receives detailed individual assessment results. This feedback identifies areas of strength as well as areas in need of further development. • This information is helpful in personal career development planning, and allows each participant the opportunity to tailor an individual development plan to meet his or her own needs. • Individuals can build on their strengths and further develop their needs, based on their own personal results.

14. About This Assessment Uses • Training Evaluation • KnowlEDGE for Leaders is very useful as a pre- and post-assessment test when used in conjunction with group or individual training. • The test can be given prior to a group’s participation in a training curriculum to establish group and individual baselines. At some point following training, a post-test can be administered to measure the effectiveness of the training that was given. • Measuring the effectiveness of training in an objective way is often a challenge for most organizations. This assessment test can help provide that objective training evaluation data.

15. About This Assessment Uses • Selection / Succession Planning • KnowlEDGE for Leaders gives supporting data that, when used properly, can be useful in making promotional or selection decisions. No test should be the sole or determining factor in a selection decision, but the additional information provided by this instrument will help provide a more complete view of your candidates. • As you identify future leaders and develop leadership succession plans, this instrument can help you identify strong candidates, and build appropriate development plans for their preparation prior to assuming leadership positions.

16. About This Assessment Clients 3M A T & T Alcoa-Fujikara Affinity Insurance Group Allied-Signal Amana American Electric Power AMP, Inc. Atmos Energy Bob Evans Farms Canon Caterpillar, Inc. Champion International Checkpoint Systems Collier County Sheriff's Dept Comcast Cable County of San Diego DuPont East Jefferson Hospital Federal Reserve Bank Gateway 2000 Growmark Hannaford Brothers Ingram Industries John Deere Kraft Foods Mayo Clinic MCI McKesson-General Medical Media One Michelin Tires Miller Brewing NSK Corporation Pacific Gas & Electric Parson's Technologies Paychex PrimeStar Public Service of New Mexico Qwest Ralston Purina Scripps Howard Seagate Technologies Southwest Missouri State University Universal Instruments Venator Group - Kinney Shoes V A Medical Centers Walgreens Wyeth-Ayerst Laboratories • Edge Training Systems, Inc. has worked with a wide variety of clients on their leadership and employee assessment needs. The following is a sample of Edge’s assessment client list:

17. About This Assessment About Edge • Edge Training Systems, Inc. is a leading producer of innovative assessment and training products for leadership and employee development. • Located in Richmond, Virginia, Edge offers products and services to clients across the United States and internationally. • In addition to knowledge-based assessments for leaders and team members, Edge offers 360-degree or multi-rater assessment instruments such as the EDGE360 for Leaders, and personality and general abilities instruments such as the Prevue. • Edge’s training films include the best-selling “On The Edge: Preventing Violence in the Workplace” and “Sexual Harassment - New Roles / New Rules.”

18. Validity & Reliability Validity & Reliability • How do we know if a test gives an accurate measurement? • Test developers determine the validity and reliability of tests to make sure that the measurements they give are correct. • A test is said to be “reliable” if it gives a consistent result each time it is given. • A test is said to be “valid” if the measurement it gives is accurate.

19. Validity & Reliability Validity & Reliability • If we were to test the validity and reliability of a State Trooper’s radar gun, we might have a car pass through the radar several times at exactly the same speed each time and see what measurement the radar gun gives. • If, each time the car passes by, the radar consistently clocks it at 60mph, we could say the radar was reliable. • If, however, the car was actually travelling only 45mph each time, then the radar would be reliable but would not be valid. For example -

20. Validity & Reliability Validity & Reliability • KnowlEDGE for Leaders has been built on a solid base of research regarding effective leadership behaviors. • The question pool from which this instrument is built has been tested and found to be both valid and reliable. • This test consistently and accurately measures your knowledge of the most effective leadership behaviors.

21. Validity & Reliability Research & Development • The KnowlEDGE for Leaders instrument of today has a research and development history dating back more than a decade. • Originally developed and released in 1987 as the Leatherman Leadership Questionnaire, this instrument came about as a result of much research, with the active participation of many leaders in the training and human resources field.

22. Validity & Reliability Research & Development • Over 400 existing supervisory assessment tests were evaluated, and none could be found that: Existing Assessment Tests Evaluated • Tested more than ten tasks • Used a multiple-choice format to reduce guessing errors • Was shown to be valid and reliable • Exhibited a clear linkage between the leadership tasks and the test questions Clearly, a new and better test was needed for leadership assessment.

23. Validity & Reliability Research & Development • This new assessment test was developed over a five-year period using a five-step process: Development Process Defined • A panel of industry experts was selected to oversee the process • Key leadership tasks were identified • Key behaviors for each task were researched • Questions were written for each behavior • Reliability and validity studies were completed

24. Validity & Reliability Research & Development • The industry panel selected included many of the top experts in the field of training and development: Industry Panel Selected • Dr. Ron Zemke, Senior Editor of Training Magazine • Dr. David Jamieson, Past National President of the American Society for Training and Development • Dr. Chip Bell, nationally-known author and consultant • Dr. Michael Wriston, consultant • James Kelley, Senior VP of Human Resources for a financial organization • Dennis LaMountain, consultant • Ashton Trice, Manager of HRD for a large electric utility • Robert Kelley, VP of HRD for a food service organization

25. Validity & Reliability Research & Development • Key leadership tasks were identified using a variety of sources, including: Key Leadership Tasks Identified • Industry studies • Training product suppliers • Articles and published studies • Needs assessment research From these sources, an initial list of 36 leadership tasks was identified. With input from the industry panel, this list was reduced to 27 tasks by deleting and combining some tasks.

26. Validity & Reliability Research & Development • The 27 leadership tasks originally identified included: • Assigning Work • Career Counseling • Coaching Employees • Oral Communication • Managing Change • Handling Employee Complaints • Dealing with Employee Conflicts • Counseling on Performance • Helping an Employee Make Decisions • Delegation • Taking Disciplinary Action • Handling Emotional Situations • Setting Goals, Objectives, and Planning • Handling Employee Grievances • Conducting Employee Meetings • Giving Positive Feedback • Negotiating • Conducting Performance Appraisals • Establishing Performance Standards • Persuading/Influencing Employees • Making Presentations to Employees • Problem Solving with Employees • Conducting Selection Interviews • Team Building • Conducting Termination Interviews • Helping an Employee Manage Time • One-On-One Training

27. Validity & Reliability Research & Development • The specific leadership behaviors that are critical to each leadership task were researched. • Over 300 individual behaviors were identified. Each behavior was reviewed by the industry panel and evaluated for its importance to the task. Leadership Behaviors Researched

28. Validity & Reliability Research & Development • A questionnaire was created to test a participant’s knowledge of these identified leadership behaviors. Each question was content-specific, with one or more questions relating to each of the 300+ behaviors. • The multiple-choice format was used to reduce guessing errors. Each question was written with one most correct answer, and three plausible but less correct responses. • A total of 339 questions were selected for use in the test. Questions Written

29. Validity & Reliability Research & Development • Over 300 people at nine different organizations completed the test and the results used to determine the reliability of the test. The test was determined to be very reliable, at .9657 on a scale of .0001 to .9999. • Fourteen studies were then conducted with 443 people at 11 different organizations to test for validity, using various other measurements as criterion. The test consistently produced validity results in the .7000 to .9000 range, showing high validity. Validity and Reliability Studies Conducted

30. Validity & Reliability Research & Development • The original 339-question assessment test was used with thousands of participants for more than ten years. In 1998, an inter-item correlation study was conducted to identify those questions which had the highest correlation to total score, and to eliminate as many questions as possible without adversely affecting the validity and reliability of the test. • In addition, new studies of the relative importance of the leadership tasks were conducted, leading to the elimination of several tasks rated less than “very important” and the combining of other tasks. • The resulting 120-question assessment test was published in 1998. KnowlEDGE for Leaders Published in 1998

31. Understanding Your Report Understanding Your Report • The Scoring Report for your KnowlEDGE for Leaders assessment results has been designed to provide you with a lot of information about your assessment in an easy-to-understand format. • But what might be “easy-to-understand” for one person might look complicated and confusing to another! We all have different ways of processing information. • So, perhaps some explanation of the report and its format may help ensure that all participants can make the best use of the data provided.

32. Your Assessment Results Name: DOE JOHN Q Organization: The XYZ Corporation Understanding Your Report Task Percentage Correct 0% 25% 50% Your Percentage Correct Score Number of Questions = 17 Questions Attempted = 17 Questions Correct = 15 Percentage Correct = Coaching & Counseling Your Group’s Range of Scores and Group Ave 82.2% Your Percentage Correct Score Number of Questions = 15 Questions Attempted = 15 Questions Correct = 15 Percentage Correct = Communicating Effectively Your Group’s Range of Scores and Group Ave 100.0% Report Number of Questions = 17 Questions Attempted = 17 Questions Correct = 15 Percentage Correct = • The first column of the Scoring Report shows the task being assessed. The second column shows how many questions on the test were counted as part of that task. It also show how many of those questions you attempted to answer, and how many you answered correctly. • Your Percentage Correct score equals the Questions Correct divided by the Number of Questions. Coaching & Counseling 82.2%

33. Understanding Your Report Report Organization: The XYZ Corporation Percentage Correct 0% 25% 50% 75% 100% Your Percentage Correct Score Number of Questions = 17 Questions Attempted = 17 Questions Correct = 15 Percentage Correct = Your Group’s Range of Scores and Group Average Score • Your Percentage Correct score is also represented by the bar graph in the third column. This graph lets you quickly see how your scores for the various tasks compare to each other. • If you did much better on some tasks than others, the bar graph will give you an easily visible way to see this. 82.2% Your Percentage Correct Score Number of Questions = 15 Questions Attempted = 15 Questions Correct = 15 Percentage Correct = Your Group’s Range of Scores and Group Ave 100.0%

34. Understanding Your Report Report Organization: The XYZ Corporation Percentage Correct 0% 25% 50% 75% 100% Your Percentage Correct Score Number of Questions = 17 Questions Attempted = 17 Questions Correct = 15 Percentage Correct = Your Group’s Range of Scores and Group Average Score • The third column of your report also has a bar graph showing how your group did. If you took this assessment with others in your organization, you might be curious how well you did in comparison to these others. • The bar graph shows the range of percentage correct scores received by your group. The Group Average Score is shown by the darker line. 82.2% Your Percentage Correct Score Number of Questions = 15 Questions Attempted = 15 Questions Correct = 15 Percentage Correct = Your Group’s Range of Scores and Group Ave 100.0%

35. Percentile Rank Strengths and Needs 50% 75% 100% You scored as well as or better than Understanding Your Report Strength 89.8 nd Group Average Score percent of all others taking this assessment. You scored as well as or better than 99.9 Strength nd Group Average Score percent of all others taking this assessment. Report 89.8 • Your Percentile Rank for each task is shown in the fourth column of the report. • A percentile rank is a way of comparing your performance to the performance of others. • On the first task of this sample report, the Percentile Rank shows that this person scored as well as or better than 89.8% of all others taking this assessment. 99.9

36. Percentile Rank Strengths and Needs 50% 75% 100% You scored as well as or better than Understanding Your Report Strength 89.8 nd Group Average Score percent of all others taking this assessment. You scored as well as or better than 99.9 Strength nd Group Average Score percent of all others taking this assessment. Report Strength • The fifth column of your report is titled “Strengths and Needs.” • In this column you will see the word Strength, Need, or Okay. • This rating provides a quick way to compare your tasks and identify strengths you can build on and areas of need in which you can seek further improvement. Strength

37. Taking Action On Your Results Taking Action Develop Your Personal Action Plan • Once you’ve received this report of your assessment results, it’s time to put this information to immediate use. • The first step is to develop a personalized action plan for your continued development as a leader. This action plan should include steps to build on the strengths you have identified, and to further develop areas of need. • You might want to turn to your supervisors, peers, or others to help develop your action plan. Discuss this plan with others, get additional ideas and feedback, involve others in helping you to achieve your objectives.

38. Taking Action On Your Results Taking Action Task: Actions: Resources / People: Milestones / Target Dates: Objective: The back page of your report is a form to use in creating your action plan. Use this form to write down your personal action plan for putting your results to immediate use.

39. Taking Action On Your Results Taking Action Task: Actions: Resources / People: Milestones / Target Dates: Managing Conflict The first step is to write down the task on which you want to take action. Then specify your objective for that task. What is it you want to do in regard to this task? Is this a strength on which you can build, or an area of need for further development? Objective: Learn how to respond to employee complaints without defensiveness.

40. Taking Action On Your Results Actions: Taking Action 1. Attend class on “Handling Employee Complaints” this quarter at the training center. 2. Role play with my colleague Bill, who is very good at handling complaints, to get practice in this area. Next, you should plan appropriate actions, learning experiences, andexercises to further develop this area.

41. Taking Action On Your Results Taking Action Resources / People: 1. Training Manager 2. Learning Resource Center 3. Bill Identify other resources and people that you can turn to for assistance in developing this area.

42. Taking Action On Your Results Taking Action Finally, set specific milestones or target dates for completion of these development activities. Milestones / Target Dates: 1. Finish training class on 24th of next month. 2. Have practice session with Bill by 27th of next month.

43. Taking Action On Your Results Taking Action Task: Actions: Resources / People: Milestones / Target Dates: Managing Conflict 1. Attend class on “Handling Employee Complaints” this quarter at the training center. 1. Training Manager 2. Learning Resource Center 3. Bill 1. Finish training class on 24th of next month. 2. Have practice session with Bill by 27th of next month. Objective: 2. Role play with my colleague Bill, who is very good at handling complaints, to get practice in this area. Learn how to respond to employee complaints without defensiveness. Make your action plans specific, measurable, and achievable. Then begin, step by step, to accomplish your objectives. Take time to review and update your action plans on a regular basis.

44. Taking Action On Your Results Taking Action • What are some of the resources you can turn to for help in your leadership development . . . • in your organization? • in your community? • elsewhere?

45. Taking Action On Your Results Taking Action • Within your organization you might find: • training classes • learning resource centers • mentors • tuition reimbursement plans

46. Taking Action On Your Results Taking Action • Within your community you might find: • college courses • public seminars • libraries • civic organizations

47. Taking Action On Your Results Taking Action • Other resources available elsewhere include: • books & magazines • audio tapes • videos • internet-based resources

48. Taking Action On Your Results Taking Action One internet resource available to you is the Online Leadership Development Center located on the web at: http://www.edgetraining.com/leaders.asp Your assessment report will contain your username and password to access this resource center.

49. Taking Action On Your Results Taking Action Your leadership development should continue to be an ongoing process. Assessing your current level of knowledge about leadership is just a starting point. You should work to improve your areas of need, build on your areas of strength, and always seek continuous improvement in your role as an effective leader.