RUM Tab 1 RightPath Assessments - PowerPoint Presentation

RUM Tab 1 RightPath Assessments

Team Scorecard

RightPath Solutions RUM 1-2

Licensed by © 2001 RightPath Resources …any recurring patterns of behavior that can be productively applied are talents. …the right talents…are the prerequisites for excellence in all roles. What the world’s greatest managers do differently. By Marcus Buckingham and Curt Coffman, 1999 by Simon & Schuster First Break All The Rules TALENTS RUM 1-4

Advantages of RightPath Profiles Accurate and reliable = predictabilityQuick comprehension and high retentionEasy and efficient to administer Oriented for businessInterviewing and selectionCareer developmentLeadership developmentManaging and leading individuals uniquely Building teams Can be deployed with internal resources Licensed by © 2001 RightPath Resources RUM 1-5

RUM Tab 2 RightPath Principles and Products

5 Principles of RightPathingHuman capital is critical to successPeople are differentPeople want significance at workPeople should be matched to positionsUnderstanding differences promotes teamwork and diversity RUM 2-1

Path4 Profile Path6 Profile X-ray (Path4) and MRI (Path6)

RightPathing Your Future RUM 2-3

LQ360 RUM 2-4 LQ360 measures Results , Relationships , Develops Others , EQ and Trust

Richard Results—An ExampleKeys for LQ360Look for trends—don’t let people get stuck on any one item or comment Develop clear action plans

As you read Richard’s 360, try to guess whether he is: Compliant or dominant Introverted or extroverted Detached or compassionate Unstructured or structured Cautious or adventurousConcrete or abstract

Richard Results Page 2 Unlimited RatersResults are anonymous“Not Observed” ratings—individual questions Total questions—12 X 64 = 768 Not observed—13 of 768 items

Richard Results Page 3 Average scores by rater category Overall average does NOT include self rating Chart arranged by overall average—positive to negative

Richard Results Page 8 Develops Others items are printed in purple Develops Others is a category which pulls from other categories

Look for Themes Are you seeing the same thing in all three places? Pay attention!

Leadership Development Path 3 key strengths3 key struggles3 development tracksLeadership LegacySmall Groups: Identify Richard’s 3 key strengths, 3 key struggles and 3 development tracks.

Leadership Development Plan

RightPath Solutions Path4 and Path6 Profiles used for… Interviewing and Selection Team Building Career Coaching Coaching for Development Mastering Creative Conflict Improved Communications Managing for Uniqueness Leadership Continuity (RightPath’s approach to Succession Planning) RUM 2-5 – 2-7

RUM Tab 3 RightPath Guidelines

RightPath GuidelinesMeasure typical behaviors – normal traits Remains stable over time There are no good or bad profilesShould not be used to stereotype or put people in a box (Use to learn, not to label)Should be used to understand and value differences (Use to learn, not to label) Decisions should never be based solely on profiles Pg 5 RUM 3-1 – 3-2

RightPath GuidelinesLeadership can come from any profile The profiles are gender neutral The profiles are right 90% of the time Pg 5 RUM 3-1 – 3-2

RightPath Profiles RevealCore – “go to” way of operating Natural hard-wired behaviors How you act under pressure, stress, and deadlines RUM 3-2

Why 2 Profiles?Path4 is the overview and easy way to introduce the idea of factors and traits. It’s like an X-Ray.Path6 is an in-depth tool, like an MRI, that has some correlations to Path4, but goes deeper with sub factors. The sub factors show how the factor will manifest itself, providing more insight. RUM 3-2

History of RightPathOffered first on software, and then switched to the internet platform, cloud, in 2000Validated instrument through the University of GA’s Industrial Organizational Psychology DepartmentCurrently over 100,000 profiles have been takenBuilt for use in business and personal development, not for academic reasons RUM 3-2

RightPath and Other Profiles RightPath measures long-term deeply embedded behavior or hardwiringMany others measure 4 factors of behavior, while RightPath measures 6 plus sub factorsRightPath Path4 and Path6 remain stable over time Concepts are easy to understand, but have depthCan be used for leaders and team members at all levelsCan be used in hiring, development, and succession planning; through a person’s whole life and career RUM 3-3

Path4 and Path6 vs DiSCRightPath 4/6 DiSC Uses a 2 side continuum Uses a “high, low” continuumUses 2 profiles to validate each other Easy to steer Good at going in-depth without Basic understanding of behavior being complicated RUM 3-3

Path4 andPath6 vs MBTIRightPath 4/6 MBTIDeveloped for business Developed for academia Minimum help needed interpreting More help needed interpretingExtensive application and uses Limited applicationHigh recall/retention Low recall/retentionStable over time Situational, may change with role RUM 3-4

Disclaimer You are responsible for using the profiles appropriately. RUM 3-6

RUM Tab 4 Path4 Profile

Bell Curve Distribution 38 62 10% 90% percentile percentile RUM 4-2 Page 9

RUM 4-3

ACCOMMODATING CHALLENGING HARMONIOUS METHODICAL 20 40 60 80 Control Interaction Conflict and Pace Order RESERVED SPONTANEOUS DIRECTING ENGAGING TRAIT INTENSITY 2 3 4 1 50 Traits intensify as you move left and right from center 30 70 Trait Intensity 1 2 3 4 1 2 3 4 Pliable Conforming Passive Modest Quiet Distant Questioning Impatient Critical Instinctive Improvised Unorganized Assertive Decisive Controlling Outgoing Convincing Excitable Harmonious Patient Lenient Detailed Precise Perfectionist Page 10 RUM 4-4

Strengths and StrugglesStrengths StrugglesMid-RangeStrengths overdone become??? Behavior and trust RUM 4-5 -- 4.6

Blended ProfileProvides a quick recognition hook to identify the interplay between the four factorsServes as a template for understanding personality stylesGenerally, there are two criteria that come together to create each blended profile.Example: an Analyzer Page 4.6 shows the blended profiles by factor. RUM 4-7

Blended Profiles DescriptionsBrief description of each of the 16 Blended Profiles is on pages 20-23 in HandbookFor the full 3 page Blended Profile explanation, in administrative site, under Reports, Path 4, you’ll find a place to print or save all 16 Blended Profiles descriptions. Pages 20-23

Blended Profiles Page 18 RUM 4-8

Blended Profile Definition A Blended Profile is used to identify how the factors work together. There are generally 2 criteria that must fall into place statistically to determine a Blended Profile for someone’s Path4. Blended profiles are determined by looking first at what factor has a score on the right-side; >55. (If no score is higher than 55, the Blended Profile is Adapter.) Next, there is usually a secondary factor involved in the calculation, which makes it a “blend”. For instance, the Analyzer is M>55 and D is >=45. Deep Thinker is similar with M>55, but D is <45. RUM 4-7

Understanding Your Opposite p. 19 How are Barbara and Karl similar? How are they different?

Path4 Comparison Report Where are the primary behavioral differences between Karl and Barbara? Points of tension? Opportunities for collaboration?

Small Group Discussion Group 1: What advice would you give Karl to relate well to Barbara? Group 2: What advice would you give Barbara to relate well to Karl? Refer to page 13, 20, 22 and 53 for your answers.

Path4 Reports RightPath User Manual Blended Profile – 4-7 – 4-8Individual Report (what individual prints) – 4-11 – 4-22Comparison Report between any 2 people – 4-23 – 4-30 Team Matrix showing 3 or more people’s profiles – 4-31 (sample). Case studies on pages 61-63 in the handbook.

RUM Tab 5 Path6 Profile

Path6 Reports Starting on page 5-2Profile Comparison, Path6 Factors Correlation to Path4 – 5-2Individual Report (what person prints) – 5-3 – 5-14Comparison Report – 5-15 – 5-18Team Matrix – 5-19

Path6 Reports

CONTROL Accommodating Directing CONFLICT AND PACE Challenging Harmonious Profile Comparison COMPASSION Detached Compassionate Sympathetic Supportive Tolerant FACTOR 1 FACTOR 2 FACTOR 3 FACTOR 4 FACTOR 5 FACTOR 6 DOMINANCE Compliant Dominant Assertive Independent Blunt INTERACTION Reserved Engaging EXTROVERSION Introverted Extroverted Enthusiastic Social Verbal CONSCIENTIOUSNESS Unstructured Structured Precise Organized Achieving ORDER Spontaneous Methodical ADVENTUROUSNESS Cautious Adventurous Daring Ambitious INNOVATION Concrete Abstract Imaginative Resourceful Page 24 RUM 5-2

Path6 Sample Team Matrix RUM 5-19

RUM Tab 6 RightPath Interpretation

Case Studies – Reading ProfilesReading both reports together Validating Path 4 and 6Path 4 = X-Ray and Path 6 = MRI

Steps to reading profiles RUM 6-1

Insights Path4 and Path6 work togetherSub Factors show how the factors exhibit themselvesPath6 tends to be more accurate due to almost double the amount of items; 120, vs 64 on Path4Intensity: watch for scores >62 and <38. Great strengths and great struggles will be found thereIf Adapter on Path4, look at Path6 for more insight RUM 6-3

The Drive Indicator draws from 3 key sub-factors, Assertive, Achieving, and Ambitious to indicate the individual’s natural drive to overcome challenges and obstacles in the environment in order to attain the results that are his/her responsibility. The higher the scores, the higher the drive to overcome obstacles and accomplish the goal. Also, the higher the score, the harder the time with work/life balance. Drive Indicator RUM 6-3

Path6 Drive Indicator – 3 A’s RUM 6-3

Factors and SubfactorsFACTOR 1 DOMINANCEAssertive Dominant, forceful, influencing, take-charge Independent Self-reliant, individualistic Blunt Direct, frank FACTOR 4 CONSCIENTIOUSNESS Precise Precise, accurate, exact, factual, thorough Organized Orderly, structured, scheduled, prepared Achieving Goal-oriented, productive FACTOR 5 ADVENTUROUSNESS Daring Courageous, daring, pioneering, venturesome Ambitious Competitive, opportunistic

Comparison of Two Networkers Compare profiles of Ned Networker (p. 6-4) and Nancy Networker (p. 6-5)How are they different?How would Ned and Nancy’s leadership style differ?

Practice RUM 6-4

Practice RUM 6-5

Comparison of Two Analyzers Compare Al Analyzer (p. 6-6) and Ashley Analyzer (p. 6-7)How are they different?How would Al and Ashley’s leadership style differ?

Practice RUM 6-6

Practice RUM 6-7

1. Intense Daring score can shift the Dominance in Path6 to the left. 2. Intense Abstract : An Abstract score greater than 62, may shift the first four Path6 factors to the left. 3. Transition : The client might be in a transition period, or under perceived pressure. 4. Faking or Steering: The client may be trying to alter the outcome of the assessment. If Path4 and Path6 do not match RUM 6-8

When Path4 & Path6 don’t correlate Path4, Factor 1 (Control) has questions relating to Adventurousness that can cause the 1st factor in Path4 to be inflated. If a person’s 1st factor score in Path6 appears to be lower than in Path4, it may be that the individual has a high Daring sub-factor score. (example to follow) 10 lb bag Of Control 7 lbs is Dominance 3 lbs is Daring Path 4 Path6 RUM 6-8

Practice RUM 6-9

Practice RUM 6-10

Adapter Blended Profile

Adapter Profile Defined No scores on the Right side > 55 All scores in Mid-Range Three in Mid-Range and one on left 7.9 % of the population come out Adapters, however, at least half of them have a defined Blended Profile on Path6, which is the key to insights on the Adapter. We’ll discuss more in Path6. RUM 4-9 – 4-10

Adapter Blended ProfileCharacteristics Highly adaptable (True Adapter) OR Unique work situation (overwhelmed) Transition period in life (Move, divorce, etc.) Learning style Excessive desire to please others An attempt to steer the results Unmotivated to take the profile RUM 4-9 – 4-10

Adapter Blended ProfileMost Adapter Profiles agree with itThey often say they have had this feedback before (if they are a true adapter)Adapters often tend toward being HarmoniousHave Strengths and Struggles from both sides and may adapt based on the situation or audience Path 6 is the key to understanding and gaining an accurate “read” RUM 4-9 – 4-10

True Adapter Blended Profile RUM 6-11

RUM 6-12 Networker Blended Profile

Correlations RUM 6-13

Individual Debrief PreparationNote blended profileDo Path4 and Path6 match?Count intensities (Pay attention to most intense trait)Calculate drive Consider how the client will respond RUM 6-14

Individual Debrief ProcessBackgroundHardwired behavior, natural, go-to behaviorNo good or bad profilesContinuumPath4 and Blended ProfilePath6 and sub-factorsAsk open-ended, curious questions RUM 6-14

Coaching QuestionsAssumption—the client has the best and most information about the situationOwnership—people are 7 times more likely to remember and act on their own ideasTool—curious questions help the client think about and apply learning RUM 6-14

Curious Questions Tell me about…What would it look like if…How does this impact…?How could things be different?What are you options?What will you do now and when will you do it?What will accomplishing this goal give you? What do you need to know that you don’t know right now? RUM 6-14

Debrief QuestionsHow often do you use this trait in your work?How does this help you? Hurt you?If you work with someone with an opposite trait, how does the difference strengthen your team?What do you do to make sure that this strength does not become a struggle?A mid-range score indicates flexibility. How do you know when to operate on the left side? Right side? RUM 6-14

Individual Debrief Exercises Round 1: Prepare for “Dan Director”Round 2: Prepare for “Carl Cautious”Round 3: Pair up and debrief one anotherPrepare: Note blended profile, Path4 and Path6 match?, Intensities, DriveExplain: Hard-wired behavior, no good or bad profiles, continuum, strengths and struggles Ask: 2 or 3 Open-ended debrief questions

RUM Tab 7 Selection and Placement

RightPathingDue diligence for hiring: 7-2 – 7-3Matching people to positions: 7-4 – 7-5Benchmarking: 7-6 – 7.20Behavioral interviewing process: 7-21 – 7-26 Behavioral interviewing questions: 7-27 – 7-32

Matching People to Positions Understand the position Decide what behaviors are critical for successAdd the Path4 and Path6 as another interview toolReview their Path4 and Path6 against the critical factors for success Ask Behavioral Interview questions to determine if there is learned behavior in areas that are not a fit (RUM 7-21 – 7-32) RUM 7-4

Behavioral Assessment increases accuracy of a successful hire to 53% - Job Profiling even higher. Studies by John Hunter, Ph.D., at Michigan State University, show that the interview process is only 14% accurate in predicting a successful hire, that background and reference checking has a 26% accuracy, that aptitude and personality profiling (i.e. behavioral assessment) has a 53% accuracy, and that job profiling increases the accuracy to 75% . Magazine- “Human Resources Magazine” article Employee Testing Gives Employers the Hiring Edge , by Maryanne Preston, March 1997 Accuracy

Rate of Success in Hiring Interview Only 14% 14% 53% 26% 75% + Background and Reference Check 26% + Behavioral Profiling 53% + Job Profiling 75% Magazine- “Human Resources Magazine” article Employee Testing Gives Employers the Hiring Edge , by Maryanne Preston, March 1997

Reduction in Turnover RealizedOne set of nationwide clients in a particular Industry using the RightPath Benchmark for Hiring for their Store Manager Position, report overall. . . 27% reduction in turnover 3 of those clients reported. . . over 40% reduction in turnover2 of those clients reported. . . 50% reduction in turnover 27% Reduction in Turnover Overall 40+% Reduction in TurnoverOverall …50%

Good Fit RUM 7-9

Not-So-Good Fit RUM 7-15

Behavioral Interview Process RUM 7-21

Behavioral Interviewing Count intensities (scores <38 and >62)Count drive (assertive, achieving, ambitious)Read Blended Profile description (p. 20-23). Compare Job Description to Strengths, Struggles and Relationship keys. Identify two or three most intense traits. Read strengths and struggles of traits on pages 38-40 (Path6) and/or 41-46 (Sub-factors). Identify the greatest gaps between the job and the candidate’s hard-wired behavior.Use Behavioral Interview Questions in the RUM pages 7-27 to 7-32 to explore a candidate’s self-awareness and learned behavior.

Behavioral Interview Questions RUM 7-27

Job Fit Case Study #1 Position: Sales Rep Is warm, friendly and engaging. Builds relationships with potential customers Listens carefully to customer needs and writes proposals to address their needs Is self motivated. Keeps pursuing potential clients with minimal supervision. HANDOUT

Case Study Discussion Is this person potentially a good fit for the position? What concerns about fit do you have? What interview questions will you use to determine if the candidate is aware of his or her strengths and struggles?

Job Fit Case Study #2 Position: IT Manager Supervises a team of IT professionals to develop information systems. Builds relationships with department leaders in the company to understand their computing needs. Manages projects lasting 6 to 12 months, completing on time and under budget. Troubleshoots computer problems such as hardware failure or virus infections. HANDOUT

Case Study Discussion Is this person potentially a good fit for the position? What concerns about fit do you have? What interview questions will you use to determine if the candidate is aware of his or her strengths and struggles?

Job Fit Case Study #3 Position: Customer Service Representative Answers calls from customers who have complaints or problems. Is able to calm customers who are frustrated or angry. Troubleshoots customer problems by coordinating with accounting, engineering and marketing departments. HANDOUT

Case Study Discussion Is this person potentially a good fit for the position? What concerns about fit do you have? What interview questions will you use to determine if the candidate is aware of his or her strengths and struggles?

RUM Tab 8 RightPath Validation

ValidationPath4 and Path6Over 100,000 assessments completed90% accuracy95% post-course accuracy 0.86 test-retest validityLQ360Statistical and research validation RUM 8-1

RUM Tab 9 RightPath Administration

Benefits of LicenseVolume discountsManage your own database, setups, admin, etc.Ability to group users into teams or departmentsArchival of assessmentsTeam reportsComparison reports

RUM Tab 10 RightPath License (Pass out agreement forms)

RUM Tab 11 Credits and Profiles

RUM Tab 12 Additional Resources

Path4 or Path6 Factor Questions Control/ Dominance - You’re part of a jury, and there is no consensus, or you’re working on a project with various people not on your team, and there’s not a lot of clarity. What do you do? Interaction/ Extroversion – You’re asked to make a presentation to the exec. team on your departments’ year long project that just got completed. What are your first 2 thoughts? Conflict + Pace/ Compassion – You are having a strong and vocal disagreement among team members, and someone walks out. What do you do? What do you think/feel? Order/ Conscientiousness - How do you plan a vacation? RUM 12-1

Blended Profiles Rank Blended Profile % of Population Study 1 Networker 16.39 2 Analyzer 15.843 Driver10.934Deep Thinker8.03 5Adapter7.856Motivator7.11 7Director6.588Strategic Thinker6.17 9Supporter5.4010Administrator 5.09 11 Encourager 2.78 12 Harmonizer 2.05 13 Detailist 1.97 14 Cautious Thinker 1.78 15 Stylish Innovator 1.59 16 Researcher 0.44 RUM 12-2

Sample E-Mail AlertIn preparation for the __________________________________ session on ____________, you are being asked to complete two Internet profiles: RightPath Path4 and Path6. These profiles provide key insights into a person's unique behavioral strengths for the work environment and fit well with our initiatives of helping each person develop to his or her full potential. (You’ll be pleased to know that the two profiles together should only take you about 30 minutes to complete.)You will receive your login ID and password via e-mail from profiles@rightpath.com. Please follow the instructions that come in the e-mail with your notice and have your profiles completed no later than______________________. If you’ve already taken the profiles, you will be sent printing instructions to access your reports. You will be able to view and print your results. Please bring these printed reports with you to the session. If you have any difficulty taking the profiles, contact RightPath at 678-845-0400 or contact@rightpath.com. RUM 12-3

Coaching Tips by Trait Accommodating Strengths Focused on issue and person Uses a process to ask questions Speaks tactfully Listens to coachee Accommodating Struggles Hesitant to ask challenging questions Tends to underestimate self and impact May lack vision to end goal  Reserved StrengthsRealistic in expectationsPersevering Focused on issue and personMoves towards closureReserved Struggles Can be curt in approachMay appear skeptical in considering solutionsDrained by too much conversation Challenging Strengths Can help coachee think logicallyLikes to challenge ideas to verify the “why” Action oriented – calls for action Can respond quickly to questionsChallenging StrugglesMay be abrupt Can be critical of coaches ideasSometimes too impatient for solutionAsks challenging questions to move the coachee forward   Spontaneous Strengths Able to improvise and flex with coachee Responds candidly Flexible and versatile; likes change Instinctive with questioning Spontaneous Struggles Not naturally organized May be overconfident and under prepared May overlook important details necessary to move conversation forward   Directing Strengths Directly asks the tough questions Confident in approach Can see big picture and help lead a person there Directing Struggles Can push own opinions on others instead of letting coachee figure it out Impatience makes listening a challenge Directness may be a turn-off to people who are different   Engaging Strengths Tends to connect well with others Optimistic in moving a coachee forward Tends to use humor to make a point Good at promoting action in others Engaging Struggles May talk too much and not let coachee express themselves May lack focus May display strong emotions   Harmonious Strengths Good listener Patient, willing to wait for coachee to process thoughts Empathetic towards issues Open and non-threatening Harmonious Struggles Slow to confront or question an issue Often resistant to change May not verbalize true questions or feelings   Methodical Strengths Organized and scheduled with time and meetings Establishes systems for questioning Prepares and rehearses carefully Analyzes before deciding Methodical Struggles Can be inflexible May over prepare but lack confidence May focus on details and miss the goal or big picture   RUM 12-4

Leadership Development Plan RUM 12-5

Team Session Agenda IntroductionUnderstanding Human Behavior—self and othersMy Unique Profile ExerciseUnderstanding Differences ExerciseTeam Dynamics—Understand Your Team Breaks every 75 to 90 minutes RUM 12-7

Path 4/6 Applications and LocationsInterviewing and SelectionTeam BuildingDevelopmentProblem Solving and Relational Differences RUM 12-8

Team Building PrepTimeline: 12-9Main Activities: 12-9Checklist: 12-10 RUM 12-8 – 12-9

Team ScorecardObjective view of self and team, strengths, struggles, blindspotsTrust each other Commitment to teamAbility to deal with conflictUnderstand, accept, respect and capitalize on differencesAccountability to team and each otherAbility to deal with change Communicate well with each other Rating 1-10 with 10 being Excellent—needs no improvement and 1 being very poor—needs major improvement RUM 12-6

Questions and Comments

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