Our passion is to help organizations develop high performance cultures by raising values based leadership performance to the next level

Leadership Effectiveness 3600 Assessment

Leadership has been said to be the greatest human force on hearth. How are specific leaders viewed by their co-workers and direct reports? Their perspectives are the ‘reality’ that speaks volumes as to the condition and future of the culture they create on a day to day basis.  

We have 3 different leadership 3600 assessment instruments:  

  1. Principle Based leadership 3600-which tells you how a leader-manager is perceived from a values centered reference point within your organization. Teamed with our PBL Profile, this report can bring amazing clarity to the values and specific leadership skills and attributes the leader brings to work.

  2. Management Competency 3600-which tells you how the leader’s supervisors, peer group and direct reports perceive an individual manager, performs on a daily basis. 36 Questions have been selected in tune with generally accepted Management Best practices to illuminate just where a leader is strong and where they may be in need of growth. Use this tool to help create a high performance culture @ work.

  3. Customized 3600-allows the client to select from a list of 100’s of often used assessment rater questions in order to create a customized 360 to best fit your organization.

Send me more information on your 3600 Leadership Assessment Tool.

 Purchase a 360o Leadership Assessment Tool

 

Sales Effectiveness 3600 Assessment  

Transcende’s Sales Effectiveness 360o measures the Seller’s self perspective and beliefs regarding their sales readiness. In an increasingly competitive world, an effective salesperson (no matter what they might be trying to sell) needs a wide variety of skills and competencies in order to be successful. These skills include the ability to appreciate customer needs and expectations, listen attentively, be analytical, problem solve, handle objections and even complaints, communicate and present effectively, show personal warmth and empathy, demonstrate tenacity and self motivation be well organized and resourceful, and many other attributes. Not only is this list of competencies a long one, but the skills needed are likely to vary in the four major phases of the sales cycle—these are when a salesperson is prospecting, negotiating the sale, closing, or providing follow-up service.

Extensive research has been conducted over a large population of over 400 sales managers and sales representatives (in the United States, Canada, the United Kingdom, and Australia). This was also carried out across a wide range of product- and service-led industries. This research clearly demonstrated that a number of core competencies were critical in every phase of the sales process. In total, seven competencies were identified, and these are as follows:

- Temperament/disposition

- Organizational skills

- Active-listening skills

- Communication skills

- Relationship-nurturing ability

- Exceeding customer expectations skills

- Drive and persistence skills 

 

This assessment of sales effectiveness is based on these competencies to help individuals understand more about their relative skills in these critical areas. The seven competencies that contribute to good (or bad) sales skills have therefore been drawn out extensively to gauge an individual’s overall selling profile. Ideally, each of these competencies should be viewed as individual pieces in an overall “Sales Effectiveness jigsaw.” Although no one piece makes for effective sales competence by itself, each piece does work in combination with the others to create a comprehensive model. 

By aspiring to improve our performance in all of these core competency areas, it is consequently suggested that we can improve our capacity to sell effectively in many different situations and at all four of the major selling phases. These competency categories represent the skills that contribute to sales effectiveness. Each is explained briefly in the paragraph under each respective heading. Every statement in each category can serve as an aspirational goal for those wishing to improve their skills in specific areas.

 Purchase a 360o Sales Effectiveness Assessment

 

Management Effectiveness 3600 Assessment

It stands to reason that an effective manager or supervisor must be skilled in a number of critical competencies if the manager is to help the organization achieve its goals. The Management Effectiveness Profile (HRD Press) can help a manager identify personal strengths and weaknesses within 12 specific competency areas. A manager’s effectiveness is tied to the following competencies:

 Managing Your Job  

• Managing and Prioritizing Time  

• Setting Goals and Standards

• Planning and Scheduling Work

 

Relating to Others

• Listening and Organizing

• Giving Clear Information

• Getting Unbiased Information

 

Developing the Team

• Training, Coaching, and Delegating

• Appraising People and Performance

• Counseling and Disciplining

 

Thinking Clearly

• Identifying and Solving Problems

• Making Decisions and Weighing Risk

• Thinking Clearly and Analytically 

Contact us about Management Effectiveness Assessment

 

 Purchase a 360o Management Effectiveness Assessment