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We use a variety of assessment tools to help you and your organization gain perspective and develop actions to improve your effectiveness. Choosing which assessment to use in a particular situation can be a challenge unless you have information about their approaches and objectives.
We have provided a summary chart below to help you better understand the most appropriate use for each of the instruments we've found valuable.
| Name | Short Description | Individual | Team | Leadership Level |
|---|---|---|---|---|
| Gallup Strengthsfinder: 5 Dominant Themes - Book Version | Self Report. Discover natural talents/ strengths (as opposed to skills and knowledge). Based on Positive Psychology Model. Other 29 themes not included. | x | x | All |
| Gallup: Q12 - Modified Version | Measures employee engagement; 12 questions; feedback to team; action learning model | x | Middle Level to Upper Middle Level managers and executives | |
| Human Synergestics: L/I - Leadership/Impact | 360- Excellent at Showing Impact of Restrictive/Prescriptive Approaches and Defensive, Passive Aggrssive and Constructive Styles on Self, Others & Org. | x | x | Mgr to Exec |
| Human Synergestics: OCI | Above impact on org plus structures, systems, technology and skills; customizable | C - Level | x | Executive |
| Emotional Intelligence: SEI | Reports: 360, Leadership, Development, Strengths, Group, Comparison. 8 Underlying competencies: Know Yourself emotional literacy, recognizing patters. Choose Yourself, Apply Consequental ThinkNavigate Emotions, Motivation, Optimism and Give Yourself: Empathy and Noble Goals; Solid Research and Busincess Cases Examples. | x | x | All |
| Emotional Intelligence: OVS - Organization Vital Signs | Measures and Improves Culture. Predicts 57.7% of Performance in: Customer Service, Productivity, Retention. Addresses 5 Climate Factors: Accountability, Collab Prob Solving, Leadership, Alignment, Adaptab for Change + Trust. High Validity. | C - Level | x | Executive |
| Center for Creative Leadeship: Benchmarks | 360-155 items, Based on Comprehensive Extensive Database, Measures 16 skills; career stallers/derailment; bencharmked agains similar managers in other external organizations; excellent comparison results and Development Learning Guide; multiple languages; researched based. | x | x | Middle Level to Upper Middle Level managers and executives |
| Center for Creative Leaderships: Executive Dimensions | 360 - 92 items: Based on Comprehensive Extensive Database, Measures 16 skills; specific to behaviors known to be critical at the top of the organization; researched based. | x | Presidents, Board Level, C Level, EVP | |
| Lominger Leadership Architect Suite | Based on comprehensive leadership and management competencies 67 competencies and 19 career stallers. Use for Job Profiling and Competency Modeling Strategic Planning and Perf Mgt, 360, Coaching,Succession Planning, HiPo Development - On line, card sorts, reference guides. | x | x | All |
| Firo B | Behaviors relating to inclusion, control and affection; insights essential for relationships and team engagement.Used well w/MBTI | x | x | All |
| 5 Dynamics | Energy Management + Styles: How individuals learn, work, and collaborate; great tool for addressing "fit" between a person's strengths and their jobs and roles. | x | x | All |
| Myers-Briggs | Provides effective measure of Personality Type by looking at eight preferences organized into four dichotomies. The four preferences (one from each scale) are combined into one's Personality Type. There are 16 personality types. Can also use temperament theory based on Kiersey's Temperament Model. | x | All | |
| Myers-Briggs STEP II | Advanced way of scoring MBTI with a focus on describing individuality within a type. Provides results on 20 components known as facets of the 4 MBTI preferences (5 per preference) | |||
| Thomas Killman Conflict Mode | Based on a continuum of Cooperativeness and Assertiveness. Measures the Five Conflict Handling Modes; collaborating competing, accomodating,compromising, avoiding. | x | x | All |
| Strong Interest Inventory | Assessment provides framework for matching interests with opportunities for jobs/education. Based on Holland theory | x | ||
| Kouzes & Posner LSI - Leadership Practices Inventory | Model the way, Inspire a Shared Vision, Challenge the Process, Enable others to Act, Encourage the Process | x | new leader/old leader | |
| DiSC Personal Profile | Measures observable behavior. Assessment of style along two dimensions, producing a unique graph of each person's style profile. Four styles; Dominance, Influence, Steadiness, Compliance. | x | x | All |
| Change Style Indicator | Assesses an individual's readiness and openness to change | x | x | n/a |
| Personnel Decisions, Inc. 360 Leadership Assessments | Comprehensive report based on 4-5 key leadership competencies and related management skills. Assesses a leader's strengths and weaknesses from executives to managers to individual contributors | x | x | Executive, Manager, Sales, Internal HR, Ind. Contributor, First-Level Leader |
| Booth 360 | Several role specific surveys; all built around the Task Cycle research noting that front end leadership/mgmt skills (establishing purpose, laying foundation) are high leveral for leadership/mgmt effectiveness | x | x | All: executive |
| HBDI | The Hermann Brain Dominance Instrument measures thinking styles based on Whole Brain Model. Measures preferences for right/left brain and conceptual/experiential | x | x | All |
