If you want your people to S.O.A.R. ®.... Management needs to L.E.A.D.


Great Leaders Are Not Born. They Are Made.

Identifying your leadership style, competencies and how you are perceived by your peers, your team and direct reports is the cornerstone of your success and your ability to improve performance of yourself and others in your organization.

You might be your company’s best rainmaker. You might be a brilliant strategist. You might be hitting and exceeding performance goals for your unit, your division, your company – every quarter...or maybe not.

The success of any organization is determined by the vision of its leadership, how they interact with their team, delegate responsibility and motivate people to embrace their vision and mission.  It depends how they carry out their responsibilities as a contributor to the success for the organization.  The way that people think, behave, approach work and life as a result of having worked with you is ultimately a result of your leadership ability.

Becoming a charismatic leader has everything to do with who you are; as a person, and at work. It has everything to do with your natural role as a leader and less to do with your title and personal responsibilities.

Although natural tendencies can be slightly influenced and accentuated, your goal should be to align your intended legacies as closely with your natural style, behavioral tendencies and cognitive abilities.

The following leadership assessment strategy will help you articulate your natural leadership role and capitalize on your leadership skills; areas where you might need to improve and understand what it takes to engage your team in building a high-performance organization. 

You Treasure What You Measure

The ProfilesXT® measures the core traits of an individual. This basic core does not change typically in the course of a lifetime. For example, a quiet, personal producer is not going to emerge suddenly into an outgoing extrovert. Therefore, this core consistency provides a strong basis as a foundation for selection and development of that individual. This has 3 major components: (1) Cognitive Abilities – Can they learn what they need to learn? (2) Behavioral Traits – Can they do what they are being asked to do? And (3) Interests – Do they want to do this in the first place? The combination of these three constitutes the Total Person.

The Performance Indicator™ measures how the individual views the world outside of themselves and how they tend to interact with others. As individuals, we learn and adapt to the world and people around us as we experience a variety of circumstances in our life. People grow. The core remains the same, but we adjust our behavioral tendencies to the world we face. The Performance Indicator looks at a person’s approach to productivity, quality of work, initiative, teamwork, problem solving, adapting to change, stress management and work motivation. It provides a look at their attitudes and suggestions for improvement.

The CheckPoint 360 surveys how others perceive the individual. The CheckPoint 360 is the foundation of the survey used to: (1) Gather perceptions of the manager’s leadership capabilities from the manager, and a reference group of boss, peers and direct reports, and has the ability to collect comments on each behavioral competency being measured. (2) Enable a complete understanding of the manager’s capabilities across eight universal management competencies and eighteen key skill sets. (3) Provide insight into each skill set through a robust set of reports, including a detailed, development plan for the individual, coaching and management considerations for those who supervise the manager. (4) Give senior leadership an overview of talents, gaps, and focus-areas for the organization.

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