"Are You Ready To Manage In The 21st. Century?" Matt M. Starcevich, Ph.D. (For individual use only, not to be reproduced or distributed without permission) For more information: Contact Us Today’s managers face rapidly changing conditions--flatter organizations, virtual teams, doing more with less, temporary structures, employees with different values and life-work style preferences. How effective these managers manage spells the difference between the profitable and the also ran organizations. Are you or your managers making the adjustment and transition to this new role, these new demands or, are you stuck in the past? Although not exhaustive, this quiz tests eleven important skills for contemporary managers by assessing the degree to which you practice these skills. The more honest you are in this self evaluation the more valuable the results for your growth and development or, the growth and development of the managers in your organization. To what extent would others describe you in each of these eleven skills areas: Needs to exceed Demonstrates a sustained passion to succeed, willingly steps up to significant challenges, sets high standards, driven to achieve results, conveys a sense of urgency, and hold self-accountable for adding value. This is not me. Sometimes this is me. This is definitely me. None Helps others succeed Supporting others by providing constructive feedback, coaching, using a process to see that others are developed and provides developmental resources. This is not me. Sometimes this is me. This is definitely me. None Courageous Willing to stand up and be counted. Steps forward to address difficult issues, puts self on the line to deal with important problems, stands firm when necessary, doesn’t hold back anything that needs to be said, is not afraid to take negative action when appropriate. This is not me. Sometimes this is me. This is definitely me. None Leads Creates a visions and purpose which others buy into and share. Takes actions that inspire confidence that the vision is being achieved. Sets clear and compelling goals that serve as a unifying focal point of efforts—often creating immense team spirit. Good enough never is. This is not me. Sometimes this is me. This is definitely me. None Customer focused Creates sustained partnership with customers (internal and external) based on a thorough first-hand understanding of what creates value for them, continually searches for ways to increase customer satisfaction. This is not me. Sometimes this is me. This is definitely me. None Relationship builder Initiates and develops relationships with others as a key priority, uses informal networks to get things done, relies more on ability to influence than hierarchical relationships. This is not me. Sometimes this is me. This is definitely me. None Team Builder Champions teamwork creates an environment in which teams are used appropriately, their development is supported, and they are generally successful, fosters collaboration among team members and among teams, creates a feel of belonging in the team. This is not me. Sometimes this is me. This is definitely me. None Principled Inspiring trust through ethical behavior, shows consistency between principles, values, and behavior, is authentic. Consistently lives, breathes, and expresses their principles in all that they do. This is not me. Sometimes this is me. This is definitely me. None Change agent Acts as a catalyst of change and stimulates others to change, challenges the status quo and champions new initiatives, manages implementation effectively. This is not me. Sometimes this is me. This is definitely me. None Eager learner Learns from experience, learns quickly, a versatile learner, actively pursues learning and self-development. This is not me. Sometimes this is me. This is definitely me. None Email Time's up
Matt M. Starcevich, Ph.D.
(For individual use only, not to be reproduced or distributed without permission) For more information: Contact Us
Today’s managers face rapidly changing conditions--flatter organizations, virtual teams, doing more with less, temporary structures, employees with different values and life-work style preferences. How effective these managers manage spells the difference between the profitable and the also ran organizations. Are you or your managers making the adjustment and transition to this new role, these new demands or, are you stuck in the past?
Although not exhaustive, this quiz tests eleven important skills for contemporary managers by assessing the degree to which you practice these skills. The more honest you are in this self evaluation the more valuable the results for your growth and development or, the growth and development of the managers in your organization.
To what extent would others describe you in each of these eleven skills areas:
Needs to exceed Demonstrates a sustained passion to succeed, willingly steps up to significant challenges, sets high standards, driven to achieve results, conveys a sense of urgency, and hold self-accountable for adding value.
Helps others succeed Supporting others by providing constructive feedback, coaching, using a process to see that others are developed and provides developmental resources.
Courageous Willing to stand up and be counted. Steps forward to address difficult issues, puts self on the line to deal with important problems, stands firm when necessary, doesn’t hold back anything that needs to be said, is not afraid to take negative action when appropriate.
Leads Creates a visions and purpose which others buy into and share. Takes actions that inspire confidence that the vision is being achieved. Sets clear and compelling goals that serve as a unifying focal point of efforts—often creating immense team spirit. Good enough never is.
Customer focused Creates sustained partnership with customers (internal and external) based on a thorough first-hand understanding of what creates value for them, continually searches for ways to increase customer satisfaction.
Relationship builder Initiates and develops relationships with others as a key priority, uses informal networks to get things done, relies more on ability to influence than hierarchical relationships.
Team Builder Champions teamwork creates an environment in which teams are used appropriately, their development is supported, and they are generally successful, fosters collaboration among team members and among teams, creates a feel of belonging in the team.
Principled Inspiring trust through ethical behavior, shows consistency between principles, values, and behavior, is authentic. Consistently lives, breathes, and expresses their principles in all that they do.
Change agent Acts as a catalyst of change and stimulates others to change, challenges the status quo and champions new initiatives, manages implementation effectively.
Eager learner Learns from experience, learns quickly, a versatile learner, actively pursues learning and self-development.
Time's up
