HPO SCORES Quiz

HPO SCORES Quiz

On a 1–7 scale, to what extent do you disagree or agree with the following statements?

1 = Strongly Disagree

2 = Disagree

3 = Slightly Disagree

4 = Neutral

5 = Slightly Agree

6 = Agree

7 = Strongly Agree

Shared Information and Open Communication

__ 1. -People have easy access to the information they need to do their job effectively.

__ 2. -Plans and decisions are communicated so that they are clearly understood.

Compelling Vision: Purpose and Values

__ 1. -Leadership in your organization is aligned around a shared vision and values.

__ 2. -The people in your organization have passion around a shared purpose and values.

Ongoing Learning

__ 1. -People in your organization are actively supported in the development of new skills and competencies.

__ 2. -Your organization continually incorporates new learning into standard ways of doing business.

Relentless Focus on Customer Results

__ 1. -Everyone in your organization maintains the highest standards of quality and service.

__ 2. -All work processes are designed to make it easier for your customers to do business with you.

Energizing Systems and Structures

__ 1. -Systems, structures, and formal and informal practices are integrated and aligned.

__ 2. -Systems, structures, and formal and informal practices make it easy for people in your organization to get

their job done.

Shared Power and High Involvement

__ 1. -People have an opportunity to influence decisions that affect them.

__ 2. -Teams are used as a vehicle for accomplishing work and influencing decisions.

Leadership4

__ 1. -Leaders think that leading is about serving, not being served.

__ 2. -Leaders remove barriers to help people focus on their work and their customers.

How Does Your Organization Score?

It is possible to receive a total of 14 points for each of the elements and for the supplemental questions on leadership.

Add the scores for each element to determine how strong your organization is in that element.

Score 12–14 = High performing

Score 9–11 = Average

Score 8 or below = Opportunity for improvement

Development Level of the IndividualDEVELOPED DEVELOPING

S4S3 S2

S1

High Directiveand Low SupportiveBehavior

Low DirectiveandHigh SupportiveBehavior

Low Directiveand

Low SupportiveBehavior

High Directiveand

High SupportiveBehavior

SUP

PORT

IVE

BEH

AVIO

R

High

HighLow DIRECTIVE BEHAVIOR

DELEGAT

ING

SU

PPO

RTING COAC

HIN

G

DIR

ECTING

D1Low

Competence

High Commitment

D2Low to SomeCompetence

LowCommitment

D3Moderate to High

Competence

Variable Commitment

D4High

Competence

High Commitment

The Situational Leadership® II Model

GOAL/TASK/SKILL

The Needs Model

Position Power

Relationship PowerPersonal Power

Task Power Knowledge Power

POINTS OF POWER

then

2. DIAGNOSE

1. START with

DEVELOPMENT LEVEL(need agreement with associate)

HighCompetence

andHigh

CommitmentD4

Moderate to HighCompetence

andVariable

CommitmentD3

Low to SomeCompetence

andLow

CommitmentD2

LowCompetence

andHigh

CommitmentD1

COMMITMENTCOMPETENCE

GOAL SETTING(need agreement with associate)

2. Performance Measure/Standard

1. Area of Responsibility/Goal

ASK1) What area of responsibility or goal do I want to influence?2) How will I know the job is being done (measure)?3) What constitutes good performance on this goal (standard)?

then4. DELIVER

then3. MATCH

with

GOODPERFORMANCE

PROGRESSMADE

EVENTUALLYLESS SUPPORT

MORE SUPPORTAND

LESS DIRECTION

PROCEED WITHSUCCESS—

SET NEW GOALS

Proceedto

Directing (S1) to Coaching (S2)or

Coaching (S2) to Supporting (S3)or

Supporting (S3) to Delegating (S4)

TEMPORARYSETBACK

EVENTUALLYLESS SUPPORT

MORE SUPPORT

RETURN TO START—REVIEW, CLARIFY,

AND AGREEON THE GOAL(S)

Go backto

Delegating (S4) to Supporting (S3)or

MORE DIRECTION

Supporting (3) to Coaching (S2)or

Coaching (S2) to Directing (S1)

POORPERFORMANCE

APPROPRIATELEADERSHIP STYLE

(need agreement with associate)

APPROPRIATELEADERSHIP STYLE

(need agreement with associate)

D4•

DELEGATINGS4

D3•

SUPPORTINGS3

D2•

COACHINGS2

D1•

DIRECTINGS1

If necessary

PARTNERING FOR PERFORMANCE GAME PLAN

Situational Team Leadership

Team Development Stages

S4S3 S2

S1

High DirectiveandLow SupportiveBehavior

Low DirectiveandHigh SupportiveBehavior

Low Directiveand

Low SupportiveBehavior

High Directiveand

High SupportiveBehavior

ROIVA

HEB EVITROPP

US

High

HighLow DIRECTIVE BEHAVIOR

DELEGAT

ING

SUPP

ORT

ING COACH

ING

DIRECTING

PRODUCTION INTEGRATION DISSATISFACTION ORIENTATION

TDS4 TDS3 TDS2 TDS1

ORP D TCUIVI YT

OM RA EL

Low Low

High High

NOITAZINAGRO EHT SSORCA MROFREP

LAUDIVIDNILEVEL

MAETLEVEL

esopruPdna

seulaV

noitingoceRdna

noitaicerppA

lamitpOytivitcudorP

ytilibixelF

tnemrewopmE

spihsnoitaleRdna

noitacinummoC

elaroM

htiw dengila ,slaog raelc seifitnedI•esoprup maet

smron dna seulav maet yb seviL•esoprup maet ot stimmoC•

tnemevorpmi suounitnoc ot stimmoC•dna slliks fo tnempoleved dna

egdelwonk

slliks dna egdelwonk serahS•gnidnatsrednu rof snetsiL•

secnereffid seulaV•srehto fo gnieb-llew seulaV•

nehw pihsredael sedivorP•etairporppa

sehcaorppa fo yteirav a sredisnoC•maet sa llew sa ksat no sesucoF•

tnempoleved

ot dna sdradnats hgih ot stimmoC•ssergorp gnirusaem

evitceffe sesu dna sdnatsrednU•gnikam noisiced dna gnivlos melborp

ʼsrehto sezingocer dna seulaV•snoitubirtnoc

maet setaicerppa dna sezingoceR•stroffe

detcepser dna deulav sleeF•maet no gnieb tuoba citsaisuhtne sI•

gnitubirtnoc ni edirp saH•suounitnoc ot dettimmoc sI•

tnemevorpmi

maet nommoc a spoleveD•eht htiw dengila ,esoprup

esoprup lanoitazinagro dna slaog raelc spoleveD•

sdradnatsseulav nommoc serahS•

troppus taht secitcarp swolloF•gnikat ksir dna noitapicitrap

sevitcepsrep tnereffid segaruocnE•kcabdeef nepo segaruocnE•

sehcaorppa fo yteirav segaruocnE•pihsredael serahS•

gniniart-ssorc segaruocnE•

sdradnats dna slaog steeM•gnivlos melborp citametsys sesU•

secitcarp gnikam noisiced dna

dna laudividni setarbeleC•snoitubirtnoc maet

sesseccus setarbeleC•suounitnoc rof sehcraeS•

tnemevorpmi

tuo skees dna saedi wen sreffO •secruoser yrassecen

si maet eht woh sessucsid ylnepO •rehtegot gnikrow

,seulav ,noisiv raelc detalucitra saH•srotcaf sseccus lacitirc dna

noitamrofni serahs ylidaeR•dna seicilop hguorht smaet stroppuS•

serudecorpdna ,smetsys gniniart ,noitatneiro saH•

gninrael retsof taht troppus tnemeganamsmaet dna slaudividni fo htworg dna

elbaliava noitamrofni lla sekaM•secnereffid seulaV•

noitacinummoc nepo setacovdA•smetsys

noitavonni dna ytivitaerc segaruocnE•saedi maet dna laudividni skeeS•

dna elbixelf sah ,evisnopser ylhgih sI•smetsys evitpada

ylraelc srotcaf sseccus lacitirc setalucitrA•lairetam dna lacinhcet sekaM•

elbaliava secruosersecitcarp dna ,seicilop ,smetsys sngilA•

semoctuo derised dna ,seulav ,noisiv htiwsdradnats ecnamrofrep seifiralC•

maet setarbelec dna sdraweR•sesseccus

ecnamrofrep ,noitingocer taht serusnE•noitasnepmoc dna ,tnemeganam

krowmaet troppus smetsys

sseccus sezingoceR•secruoser sedivorP•

tnemevorpmi suounitnoc segaruocnE•lawener dna

LANOITAZINAGROLEVEL

maet rof seitinutroppo sedivorP•mrofrep ot

gniniart dna secruoser sedivorP•maet dna laudividni rof

dna gnikat ksir demrofni sdraweR•ytivitaerc

maet dna laudividni seulaV•snoitubirtnoc

tsurt fo etamilc a sretsoF•noitamrofni tnaveler lla serahS•

saedi tnereffid ro wen stroppuS•nihtiw ytilibixelf setacovdA•

noitazinagro ehtmaet gnorts rof pihsredael sedivorP•

erutluc

lanoitazinagro htiw egaknil sedivorP•semoctuo

ssergorp srotinoM•stroppus dna seiradnuob sehsilbatsE•

snoisiced maet

dna laudividni sezingocer dna seulaV•stnemhsilpmocca maet

tnemevorpmi suounitnoc stroppuS•stnemhsilpmocca setarbeleC•

TNEMEGANAMLEVEL

• noitacinummoc nepo sledoMkcabdeef dna

dna noitcerid etairporppa sedivorP•esoprup sʼmaet ecnahne ot secruoser

yliad knil pleh ot ”erutcip gib“ setalucitrA•esoprup lanoitazinagro ot sksat

E

R

F

O

R

M

P

ELAROM

YTIVITCUD

ORP

PRODUCTION INTEGRATION DISSATISFACTION ORIENTATION

TDS1TDS2TDS3TDS4

TERMINATION

TDS5

HIGH

LOW

HIGH

LOW

Stages of Team Development

Valuesand Norms

Team Initiatives

GoalsRoles

Team Practices

CommunicationDecision MakingAccountability

Resources

TheTeam

Charter

OR

GA

N I Z A T I ON

AL

VI

SI

ON

,P

UR

PO

SE

,A

NDVALU

ES

TeamPurpose

INFORMATIO

N

IMPLEMENTATIO

N

IMPACT

PERSONAL

COLLABORATION

REFINEMENT

Su

pp

ort

ive

Be

ha

vio

rIN

SP

IRIN

G

Directive BehaviorFOCUSING

(High)

(High)(Low)

STAGES OF CONCERN

S3 S2

S4 S1

Experiment to Ensure Alignment

Collaborative Effort & Infrastructure

Enable & Encourage

New Skills & Commitment

Execute & Endorse

Accountability & Early Results

Embed & Extend

Reach & Sustainable

Results

Explore Possibilities

Options

Envision the Future

Inspiring Vision

Explain the Business Case for

Change

Compelling Case

Expand Involvement & Influence

Buy-in

ORGANIZATIONALVITALITY

STRATEGICLEADERSHIP

OPERATIONALLEADERSHIP

CUSTOMERDEVOTION

EMPLOYEEPASSION

1

234

5 Strategic Leadership • Vision • Culture • Strategic Imperatives

Operational Leadership • Policies and Procedures • Leader Behaviors • Fairness and Justice

PERSONAL VALUES

truth efficiency initiative environmentalism power control courage competition excitement creativity happiness honor innovation obedience financial growth community support service profitability freedom friendship influence

integrity peace loyalty clarity security love persistence sincerity fun relationships wisdom flexibility perspective commitment recognition learning honesty originality candor prosperity respect

fairness order spirituality adventure cooperation humor collaboration resources trust excellence teamwork quality hard work responsiveness fulfillment purposefulness self-control cleverness success stewardship support

ORGANIZATIONAL CHANGE READINESS ASSESSMENT

Directions: Think about a current change effort in your organization where you have an opportunity to influence the change process. Respond to each of the following statements by placing a score from the scale below in the box next to each question. Then, complete the scoring by following the scoring instructions on the next page. 1 Strongly Disagree 3 Neutral 5 Strongly Agree 2 Disagree 4 Agree

1. The people leading this change explored a number of options before initiating this change.

2. This is the best option. 3. This change is necessary for the organization. 4. There is a compelling reason associated with this change. 5. The organization’s top managers are strong supporters of this change. 6. I have confidence in the people leading this change. 7. Communication regarding the change is consistent, regardless of who is

communicating. 8. I have a clear picture of how the organization will be different after the change has

been implemented. 9. I see myself in the “picture of the future.” 10. I am excited about the future of this organization. 11. I understand the priority of this change in relation to other initiatives within the

organization. 12. The organization will experiment with and/or pilot the change before rolling it out to

everyone. 13. Mistakes will be treated as opportunities to learn rather than punished as failures. 14. I will be provided with the resources I need to implement the change (e.g., time,

tools, coaching, and feedback). 15. I will get the training I need to build the new skills needed for this change. 16. I know where to go for help/support if I have questions, concerns, or challenges

related to the change. 17. The people leading this change “walk their talk.” 18. I will be held accountable for contributing to the success of this change. 19. I will be recognized and/or rewarded for contributing to the success of this change. 20. The organization is constantly looking for ways to refine the change to improve

performance. 21. I am confident in the ability of the organization to sustain this change. 22. I believe a critical mass of people will champion versus resist this change.

23. The people leading this change believe it’s important to involve others in planning for this change.

24. I have had an opportunity to express my concerns with the proposed change. 25. I have the opportunity to influence decisions related to this change.

Bonus: My recommendation(s) for the people leading the change/me are: a. Start: b. Stop: c. Continue:

Scoring Instructions 1. Calculate the total score for questions 1-25 above. 2. Interpret your total score. Depending on how creative you think your recommendations are, award bonus points.

110-125 - At this time, the change is set up effectively. The most common reasons why change efforts fail or get derailed have been addressed, increasing the probability of a successful implementation. 86-109 - At this time, the change is set up effectively in some ways, but requires further work in other areas to improve the probability of a successful implementation. 85 or less - At this time, the change is not set up to succeed. A significant amount of work needs to be done across a number of areas to improve the probability of a successful implementation. 3. Circle each question with a score of 3 or less. These areas represent the most likely “derailers” of the change.

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