Facet5 SLR

Facet5: SLR report is created from the basic Facet5 data and suggests a management development agenda for managerial roles at any level in the organization.

The report compares responses to the Facet5 questionnaire with those of a large group of professional managers in the industry.

It highlights the behaviors from each of the seven elements of leadership in which people are expected to excel and those in which there may be room for improvement.

The report shows these behaviors’ predictions alongside the actual observations of the respondent’s colleagues.

Transformational & Transactional Leaders

The Leadership Review uses as a base the model of Leadership originally outlined by Bernard Bass which suggests that there are 7 core elements of
leadership that people need to develop in order to be seen as successful. They break down into Transformational and Transactional Leadership. Transactional leadership is about delivering the agreed results. Transformational leadership is required to inspire people to go above and beyond expectations.

Transformational Leaders have a clear idea of where they want to go, are passionate and motivating to others. They are innovative and challenging. They create and communicate a vision, are intellectually stimulating, and treat people as individuals. The elements are:

Creating a Vision – Visionary leaders are described as motivating, inspiring, and convincing. A vision cannot be established by edict. To ensure that colleagues “buy-in” to a vision you must persuade, excite, and influence. People who do this well, communicate a sense of purpose and focus, make people feel they understand where the organization is going, enthuse and motivate people about what can be achieved, appear passionate and committed to the work, and look to the future with enthusiasm and conviction.

Intellectual Stimulation – People who do well are able to provide a positive and challenging environment for others. They make people think and re-examine their ideas and look for alternatives. They quickly see new applications and ways forward, are innovative and imaginative, are seen as experts and authorities in their fields, and are aware of trends and developments in their fields.

Individual Consideration – Creating an environment where people feel valued and encouraged to contribute, where they can explore their own talents and utilize individual strengths. People who enable others to do this are seen as positive and fair-minded. They ensure justice and are not judgmental. They are attuned to the feelings and natures of their colleagues and show respect for them. Such people can establish a positive environment for each person in the team, get people to contribute in the way they work best, allow for individual differences, do not pre-judge people, or impose their own prejudices. They are accessible and responsive to others’ needs. They accept people for what they are.

Transactional Leaders have an ability to organize and manage people and resources to achieve the agreed corporate goals. They concentrate on setting goals, monitoring performance, giving feedback, and developing people. There are four elements of Transactional Leadership

Goal Setting – Goals are the operationalization of a corporate vision. They are the engine of activity, which provides a specific, practical focus for efforts. Goals need to be specific to ensure a clear direction. They must be measurable so people know whether they are being met. They must be achievable since an unrealistic goal is de-motivating. They must be relevant so they convey a realistic sense of purpose and they need a time limit to crystallize them and provide an agreed endpoint.

Performance Monitoring – There is little point in setting clear goals if no effort is made to determine whether they have been met. Performance review can be very structured with centralized administration or more fluid relying more on the individual than the system. This helps a person to understand whether the goals have been achieved. The process for monitoring, the frequency of review, and the individual responsibility for this review needs to be made clear.

Providing Feedback – Performance appraisal is a normal part of corporate life now. Feedback is designed to answer two questions:

• What are we expecting?
• How are we doing?

And for feedback to be effective it must be:

• Understood
• Believed
• Accepted

Developing Careers – The key to developing others is to demonstrate genuine interest and concern for them. It involves selflessness and a willingness to put others first. In order to achieve this you need first to understand yourself and, following that, understand the needs, interests, and desires of other people. To be effective you need to also understand the political and organizational sensitivities that exist.