I-Opt Sample Leadership
I-Opt Sample Leadership
I-Opt Sample Leadership
Thank you for completing the I Opt Survey. Your responses to the questionnaire have been tabulated and your own personal strategic style(s) have been identified. Your answers indicate that you scored highest in the ranges of Hypothetical Analyzer and Relational Innovator, respectively. This report contains a sketch of the behavioral traits and preferences common to those styles. These styles describe the general preferences that a person uses to navigate life. This report focuses on leadership. A leader is a person other people follow. Everyone has been, is and will be a leader. Leadership skills are of universal value. However, the more you fill the role of leader, the more important it is for you understand the differences between yourself and the people who you lead. This understanding allows you to frame your direction so that others are likely to move in the way that you intended. The style classifications above are based on the scores calculated from the answers that you provided. The scores do NOT reflect or predict your personality, ability, experience or suitability. They are simply a natural outcome of the way you process information. Any interpretation of this report should take into account ALL relevant input such as actual experience, skills, interests and abilities.
LEADERSHIP TENDENCIES Tends to focus on strategic issues at a systems level. Will use reasoned, even-handed approach in guiding group activities. Welcomes improvement suggestions but implements cautiously. Places high value on full understanding of all contingencies. Attends to conceptual level detail. Less interested in actual execution. Tends to use expert authority as a leadership strategy. Is likely to create a reasoned, congenial atmosphere that is characterized by open and honest discussion. Relies on strategic plans outlining major directions and initiatives. May tend to undervalue operational plans and explicit procedures (i.e., how to specifications). Tends to delegate and adopt a hands off approach to supervision. Tends to prefer formal meetings and similar interpersonal methods as coordination mechanisms. Is likely to view others as being motivated by the intellectual challenge of problem solving. Will tend to use intangible rewards (i.e., emotional rewards that depend on feelings) generously. May tend to undervalue the importance of tangible rewards. Will probably be congenial, sensitive and understanding in approach. Is likely to guide discussions by asking questions. Will tend to frame guidance in terms of longerrun effects and consequences. Tends to use scheduled update meetings as a principal vehicle of control. Is inclined to gauge progress by the thoroughness and depth of advances since the last report. Typically is not driven by time.
ENVIRONMENT: PLANNING:
COORDINATION:
MOTIVATION:
COMMUNICATION:
CONTROL:
LEADERSHIP TENDENCIES Tends to focus on mission level (i.e., end purpose) issues. Tends to be charismatic in approach (i.e., enthusiasm, emotion). Attention centers on the most interesting issue or problem. Provides general direction with minimal detail and wide discretion. Delegates authority and responsibility readily. Has a low tolerance for detail and routine matters. Relies on personal, achievement-based respect as a leadership strategy. Is likely to create an eclectic organizational environment that is characterized by easy access and a somewhat playful atmosphere. Tends to prefer summary level plans focused on mission objectives. Strategic plans may be used but are likely to be fluid. May tend to limit operational plans (i.e., how to specifications) to the absolutely necessary amount. Is apt to rely on informal, interpersonal methods such as impromptu meetings or spontaneous interventions. Will probably rely on the self-initiatives of group members to coordinate necessary interactions. Will tend to use intangible rewards (i.e., emotional rewards that depend on feelings) generously. May tend to undervalue the importance of tangible rewards. COMMUNICATION: Prefers an informal, interpersonal approach. Is likely to focus on central concepts and major points. Will probably use analogies and comparisons to convey directional guidance. Generally takes a minimalist approach. Is likely to be guided by the basic needs of those to whom they report.
ENVIRONMENT:
PLANNING:
COORDINATION:
MOTIVATION:
CONTROL:
Relational Innovator
Hypothetical Analyzer
Logical Processor
Reactive Stimulator
10
15
20
25
30
YOUR STRATEGIC STYLE PROFILE Each combination of strategies produces unique traits and behaviors. The higher your score in a category, the more likely you are to display characteristics typical of that strategy. If two or more of your highest scores are close to each other, you are likely to find yourself displaying the qualities of each of the styles about equally.
Leading Groups
Leaders guide groups as well as the individuals. Subjects like policy and strategy must be communicated in a way that a common understanding is created. This is best done in a group context. Like individuals, groups have strategic profiles. They are created by the overlap of the strategic profiles of the individual members. The actual profile of a group is only obtainable using I Opt technology. However, a useful estimate can be obtained by counting the dominant strategy of each member of the group (see page 6). The strategy used by the most people is an approximation of the groups dominant character. Leading an LP Group Be prepared to provide specific operational details. Justify your positions and identify the benefits. Organize your presentation into a logical, internally consistent format. Deliver it in a factual, emotionless manner. Frame your direction in near-term, actionable expectations. Schedule long sessions and be prepared to for a skeptical reception. Leading an HA Group Organize your presentation into a logical, internally consistent format. Present your direction with methodological insights (i.e., the processes you used to arrive at your position). Specify the long-term consequences of your direction and outline the options that you considered and the reasoning for your choice. Schedule long sessions and be prepared for skepticism offered with civility. Leading an RI Group Concentrate on the major concepts. Deliver information at a rapid pace and intersperse your presentation with analogies (its just like ) and comparisons. Minimize the how to, focus instead on the what and why. Provide frequent reinforcementsRIs forget easily. Expect frequent diversions and be prepared to return the focus to the purpose of the session. Leading an RS Group Unless you are a split style, the RS is likely to be the group you will find most difficult. Be short, direct and to the point. Avoid elaborate explanations. Frame your guidance in terms of actionable directions. Express emotions in voice variation and body language to emphasize major points. Keep meetings as short as possible. If you must have a long meeting, be generous in your use of breaks. If more than one strategy is strongly represented in your group, you will need to balance your approach between them. These suggestions will help you get your information across in a way that the group is most likely to hear you.
RELATIONAL INNOVATOR
LOGICAL PROCESSOR
HYPOTHETICAL ANALYZER