Personal Development for Work and Knowledge Gained - Case Study Example

Activities, Skills and Knowledge Gained One of the tasks which I undertook in my practicum is the measurement of some flats, and translating these measurements into an AutoCADD program. Initially, I had difficulty using the software since I was a neophyte, but with patience and full attention, I have been able to learn it quite quickly. In the Rental Department where I have spent a substantial amount of time, I have been able to orient and walk the customer through the flat; however, the transaction did not come through as the landlord wanted a higher price for the place. I realized that I still needed to learn more about negotiation to be able to succeed in the real estate business. Moreover, I have also been able to show some purchasers a three-bedroom flat which was selling for £295,000 in a block behind the real estate agency. Through this experience, I have also realized the importance of persuasion and influencing in being a convincing salesman. No amount of technical skills can match good interpersonal skills and effective rapport building. There has been another opportunity for me to interact with potential buyers, and this was when I oriented them with Great Portland Street in Fitzrovia to show them a top-floor flat which enjoys outstanding views. During the course of the practicum, I was also given the chance to suggest ideas on developing a site for the agency. Overall, there was not much difficulty with this learning experience. This was facilitated by the fact that everyone was friendly and the atmosphere was conducive to practical learning. I have also seen from their example how valuable teamwork was as well as relationship marketing. Reflection on Tasks and Learning It is very important that my each member of my team knows what I expect from him or her in terms of goals. Goals or objectives are statements of intent to achieve specific business results. They are measurable, controllable and are directly related to such results. In setting goals or objectives, they should be specific and significant, measurable, achievable, results-oriented, time-bound, engaging, and reviewed (Miser, 2006, online). Apart from this, my team should be given constant feedback to know how well they are doing their tasks. Feedback giving also increases the effectiveness of goal setting, feedback should be provided to the employee on his progress in reaching his goal (Hartog et al, 1999). Feedback can include verbally telling an employee how he is doing, placing a chart on a wall, or displaying a certain color of light when the employee’s work pace will result in goal attainment and a different color of light when the pace is too slow to reach the goal. Feedback increases performance best when it is positive and informational rather than negative and controlling. If I am successful in living out transformational leadership, my team members will feel trust, admiration, loyalty and respect towards the leader and they are motivated to do more then they originally expected to do. I can transform and motivate my followers by: (1) making them more aware of the importance of task outcomes, and (2) inducing them to transcend their own self-interest for the sake of the organization or team and activating their higher order needs. In giving them directions about what to do and setting these expectations about work and behavior, I should be considerate not only of the task but also of people. If I will be too focused on tasks, then our relationships will be built on transactions. Transactional leadership involves an exchange process that may result in follower compliance with leader requests but is not likely to generate enthusiasm and commitment to task objectives (Deming, 1992). Reflection on Interview with Employer There are two pertinent insights which I have learned from my interview with my employer, these are time management and the management of working relationships. He has discussed both as requisites of developing my leadership potential. While I strive to live the time management principles that are taught by Stephen Covey in developing my leadership potential, this has further been reinforced during the course of my work placement. According to the third habit, a manager must be able to “put first things first”. In my line of work, I have to learn how to prioritize tasks based on sense of urgency and importance (12Manage, 2006, online). Many times at work, there are so many things, people and situations that will easily distract you from the task that you have at hand. The phone ringing, emails, unnecessary breaks, among others. I am striving to make efficient use of my time by reducing if not totally avoiding activities that do are both not urgent and not important. These are activities that fall under Stephen Covey’s 4th quadrant. I also wish to emphasize those tasks which are important and yet are not urgent. In being able to constantly prioritize these tasks, I will not have to cram or be up in a flurry all the time. Sometimes, these activities start out as not urgent, and yet because of procrastination, they eventually turn out to be urgent. This discipline of constant work (and not cramming) is important in effective time management. I should also be able to allot sufficient time for other facets of my life, including social, spiritual, and emotional facets, which are as equally important as my work or professional life. When working with line managers, I strive to work with them smoothly by exercising smooth interpersonal skills. This means that I need to ensure that I maintain or enhance their self-esteem even if I have to give feedback, showing empathy, and soliciting their ideas. These same principles hold true for both colleagues and team members. When I am asked by my employer to act as a team lead, I make sure that those I work with are given effective feedback without sounding too bossy or authoritative. This is important since improving work performance and providing feedback about it should be a routine part of the performance management process. Feedback should be based on observed and/or verifiable work-related behaviors, actions, statements, and results. This type of feedback is called behavioral feedback. Effective feedback helps the employee sustain good performance, to develop new skills and to improve performance when necessary. Soft skills are as equally if not more important than technical skills, in the development of leadership potential. These competencies must also be integrated into my success competency profile and adequately addressed through formal classroom or on-the-job training. Personal SWOT Personal Competence and Characteristics Analysis To undertake this section systematically, I have opted to adapt the framework of Fey and Shekshnia’s model of entrepreneurial leadership which is described below. I have also chosen to do my personal SWOT analysis on the basis of this framework. In summary, the following represents my personal SWOT on the basis of the tool and my personal targets: Strengths Weaknesses Opportunities Threats Leading by example Destroying outdated mental and business models and developing new ones Possessing high emotional intelligence Clearing the path: getting rid of existing people, organizations, products, departments, etc Control and feedback Recognizing opportunities for value creation Turning ideas into specific action plans Developing a clear and convincing vision for the future Creating a performing organization and team Extracting value from social networks Pursuing goals long term Positive framing of events and people Recognizing opportunities for absorbing uncertainty Learning from all over the world Seeing and preserving the whole venture in the long-term prospective Not having the resources to put up my own business Stringent competition in the BPO industry Threat of bankruptcy due to very low margins Based on my personal leadership profile, my strengths include leading by example and destroying outdated mental models. However, I have several areas for improvement which I may further leverage on, including Recognizing opportunities for value creation; turning ideas into specific action plans; developing a clear and convincing vision for the future; creating a performing organization and team; extracting value from social networks; pursuing goals long term; positive framing of events and people; recognizing opportunities for absorbing uncertainty; learning from all over the world; and seeing and preserving the whole venture in the long-term prospective. Finally, I am weak at the following areas: possessing high emotional intelligence; clearing the path: getting rid of existing people, organizations, products, departments, etc; and control and feedback. Partly, my weaknesses tell me that I should have a stronger business sense and achievement orientation – that is, getting rid of unnecessary or excessive overhead. Moreover, I should be keener in having a greater sense of control and feedback. On the other hand, my strengths include walking my talk or leading by example, and being open to new paradigms – that is breaking convention or norm. This is very essential in my potential success as an entrepreneur and transformational leader. Again, I should have a greater focus on improving my relationship management skills, leverage more on my social networks and see things from a long term view. Reflection on Career Goals and Action Plans The following able is my plan for development and action for my career Year Activity 1 1. Seek employment with an established company, particularly in the real estate industry or related fields. . 2. Know as much as I can about the real estate industry, including competitors, business process, financials, best business practices etc. 2 1. Continue employment with my company, aiming for promotion to a supervisory post. 2. Begin prospecting for partners in the real estate start-up that I intend to put up. 3 1. Set up the new entity. 2. Begin the business as a subcontractor of the real estate company I am working for. 4 1. Continue relationship marketing efforts with big ticket clients. 2. Increase brand awareness and brand positioning by emphasizing differentiators. 5 1. Diversify into related real estate fields and develop new markets based on this new offering. 2. Continue relationship marketing efforts, and offer new (but related service to existing clients). On my first year, I would like to concentrate on beefing up my competencies in being an ideal and successful entrepreneur in the real estate industry. I have personally chosen to be employed in the real estate industry, which is currently a booming sector. If I will have the choice to learn the ropes of an industry or business, I would rather have it from the leading player in that niche so I should ensure that my employer is among the leading players in the real estate industry. In Year 2, I will continue employment with the company, and work towards a supervisory or managerial role. Simultaneously in Year 2, I would want to begin prospecting for potential partners in the real estate business that I will set up. On my third year, I will set up the new entity, catering to the legal, financial and other business requirements. Year 4 would be a year for marketing and prospective real estate clients both locally and offshore. Finally, on Year 5, we would diversify into other business lines apart from what we have initially set up. I also intend to intensify our marketing efforts at this time. Personal Decision Making Style Taking the typology of Dinklage (1969 in Careers.unsw.edu, 2007), I think that I am a planning decider. Briefly, this means that my strategy is based on logic and planning. This also suggests that I balance both the cognitive and the emotional aspects of arriving at a final decision. For example, in deciding which career I want to embark on upon graduation, I have systematically gone through a plan or procedure in arriving at such as decision. First, I decided to do a self-assessment through a battery of tests to be able to ‘scientifically’ know what my strengths and weaknesses are. I realized that it is not only what I want to do that matters, but what I can actually do and excel in. Having considered this, I also weighed the opportunities that are currently being offered in the market. This evaluation has made me realize empirically that the real estate industry is indeed a lucrative market to be engaged in. And because I also have a strong preference to work within this industry, I made a resolute decision to enter into this area upon graduation. The short term and long term plans then came afterwards. Job Vacancies in the Real Estate Industry Link Sample jobs http://www.executivesontheweb.com/uk/job_search/job_details.cfm?id=174220 Real estate analyst http://3wjobs.co.uk/j__s__Real%20Estate.html International Property Referral Partner - Knightsbridge (London); Country Managers - Algarve (Abroad); Mortgage Advisor (CeMap) - Fareham (South East); Residential Conveyancer - Southampton (South East); LETTINGS MANAGER - Brighton (West Sussex) http://www.michaelpage.co.uk/jobs/property/corporate-real-estate/browse.html Real estate and construction advisory; Building operations manager; Property management director http://www.jobscareers24.co.uk/location/avon-96-i-23-real-estate-property-jobs.html Sales manager http://www.tiptopjob.com/search/jobs_by_industry/m/1000206 Development consultant; Development project manager http://www.construction4professionals.co.uk/job_seekers/easy_job_search/constructionJobs/Estate+Manager Associate asset manager; Residential consultancy team assistant; Management surveyor Sundry Questions a) Planning, implementation and achieving results: A relative of mine owns a business and has tasked me to project manage an activity for investors. This involved influencing those which I worked with so that they may see me as a transformational leader. This was a rather difficult task since those I am managing were older than I am. The first thing which we did was to articulate what our vision was for the event and what we expect to come out of it. We then came up with strategies to attain this vision. And finally, the activities were listed down along with a checklist of materials and point persons that were involved with each activity. In monitoring whether each person was on track with his tasks, continuous feedback was necessary. This also entailed persuasion and influencing. A pat on the back and a kind word were enough to keep each one motivated and focused on their tasks. b) Influencing, communication and teamwork: Describe how you achieved a goal through influencing the actions or opinions of others (perhaps in a team context). What were the circumstances? What did you do to make a difference? How do you know the result was satisfactory? At peak work periods in the real estate agency, I am tasked to act as team leader for some staff. Some of the responsibilities involved in this role are delegation of work; prioritizing tasks based on urgency and importance; reporting regularly to my superior for updates and new directives; and updating my superior at the end of the day for concerns and accomplishments. Moreover, it requires me to plan and manage my own time. Effective people skills are as critical as the management of tasks in a team leader’s role (Yukl, 1989). It is necessary for me to create and manage smooth working relationships with line managers, colleagues, and team members. I am also expected to manage their performance by clearly explaining to them standards of work and behavior. I personally want to develop a transformational leadership style that is more dynamic, innovative and accepting of change than that espoused by a management role. Tichy and Devanna (1986) assert that managers engage in very little change but manage what is present and leave things much as they found them when they depart. Transformational leadership, they declared, focuses on change, innovation, and entrepreneurship. They assumed that transformational leaders begin with a social fabric, disrupt that environment, and then recreate the social fabric to better reflect the overall business climate (Bass, 1990). To be able to lead others that I work with in the real estate agency, I strive to keep the self-esteem of the people I work with, while giving them constructive feedback. One other technique is to give them some experience of success. With this approach, an employee is given a task so easy that he will almost certainly succeed. It is thought that this success increases self-esteem, which should increase performance, then further increase self-esteem, then further increase performance, and so on. This method is based loosely on the principle of self-fulfilling prophecy, which states that an individual will perform as well or as poorly as he expects to perform (Bandura, 1987). In other words, if he believes he is intelligent, he should do well on tests. If he believes he is dumb, he should do poorly. So if an employee believes he will always fail, the only way to break the vicious cycle is to ensure that he performs well on a task. Still another technique for keeping team members motivated is by keeping in mind their need for achievement. Employees who have a strong need for achievement desire and are motivated by jobs that are challenging and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when their work involves little challenge (Bandura, 1987). Employees who have a high need for achievement ate not risk takers and tend to set goals that are challenging enough to be interesting but low enough to be attainable. Employees with a high need for achievement need recognition and want their achievements to be noticed. To further develop myself, I would want to equip myself with more technical skills in this line of work as well as to sharpen my soft skills, particularly my people management skills. c) Analysis, problem solving and creative thinking: Recently, I had to complete a research paper which involved data gathering through phone interviews offshore. Quite obviously, I was pressed for time and had financial constraints in the completion of the project. To be able to solve the issue on limitations of time, I had to do a foolproof plan and comply with the schedule of activities. This is easier said than done. I had to draft the introduction and review of literature of the research through stringent discipline and hard work. I also had to think about various fund raising activities to be able to address the financial needs of carrying out the research. I had to practice time management, project management, critical thinking and creativity to be able to complete it. In the end, my efforts have paid off since the paper has been completed and was evaluated as excellent by my mentor. References Bandura, A. (1987). Self-efficacy: toward a unifying theory of behavior change. Psychology Review, 84, 191–215. Bass, B. (1990). Bass & Stogdills handbook of leadership: theory, research and managerial applications. New York: The Free Press. Careers.unsw.edu (2007). Identifying my decision making style. Retrieved on October 31, 2007 from http://www.careers.unsw.edu.au/careerEd/planning/decide/decMakingStyle.aspx Deming, W. E. , (1992) Leadership, Four Day Seminar - Charlotte, NC, October 27 - 30. Development Dimensions International. (2005). DDI’s leadership beliefs. Retrieved on October 27, 2007 from www.ddiworld.com. Hartog, D. N., House, R.. J., Hanges, P. J., et al. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/ transformational leadership universally endorsed? Leadership Quarterly, 10(2), 219-256. Miser, F. (2006). Giving constructive feedback. Retrieved on October 27, 2006 from http://www.ohioafp.org/members/resources_references/fp_education/a7.php Tichy, N. & Devanna, M. (1986). The Transformational Leader. John Wiley and Sons. Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251 - 289. 12Manage. (2006). Seven habits of Stephen Covey. Retrieved on October 27, 2007 from http://www.12manage.com/methods_covey_seven_habits.html Appendix A – Entrepreneurial Leadership Tool Designing (developing executable business models) 1a. Recognizing opportunities for value creation I anticipate the future course of events. I understand needs of other people, social groups and organizations. I have an ability to see the forest through the trees. I see possibilities of combining different products, services, or technology to create new value. I successfully identify alternative uses for different products, services, or technologies. I differentiate between executable and non-executable opportunities. 1b. Turning ideas into specific action plans I understand the economics of the business. I understand what is needed to make a business successful. I have a long-term view. I recognize risks and plan how to mitigate them. I convert business vision into specific plans which can be realized. I break big projects into smaller pieces of manageable size. 1c.Developing a clear and convincing vision for the venture I set and communicate a clear direction for the venture. I consider the whole situation rather than details only. I convey my ideas in a clear and understandable way. I can talk about complex things in simple terms. I come up with powerful metaphors and images. I ensure that employees and other stakeholders understand personal benefits of achieving the vision. 2. Assembling (assembling stakeholders and resources into a performing organization) 2a.Creating performing organizations and teams I set clear and challenging performance and behaviour standards and goals. I identify required competencies and find people who possess them. I integrate people with different backgrounds into a cohesive working system. I introduce systems and procedures to facilitate performance. I develop incentives to attract and motivate people. I identify resource requirements of the business and effectively meet them through various channels. 2b. Possessing high emotional intelligence I analyze my feelings before acting on them. I make sure that my behaviour is appropriate to the situation. When someone is talking to me, I give my full attention. I can read other peoples feelings quite well. I make sure people feel at ease with me. I get people to open up by being easily approachable. 2c. Extracting value from social networks I have a large and diverse network of contacts. I am able to make transactions with others on favourable terms. I can ask for favours. I am effective in formulating specific requests to other people. I fully leverage my contacts. I easily develop new contacts in different areas to help out the business. 2d. Developing others I personally mentor some people in my organization. I regularly review how my people develop. I allocate adequate financial and organizational resources to the development of people. I adjust organizational structure to provide better developmental opportunities for my people. I advise people to leave my company when I see that they have reached the ceiling in their development. I reward and promote people with leadership potential. 3. Energizing (followers and oneself) 3a. Leading by example I will do any work which has to be done (I will sweep the floors if it has to be done). I show my enthusiasm for the venture. I try to be a role model for my people. I follow the rules I set for the company. I interact with people at different levels of organization and outside of it. I am equally demanding on myself and others. 3b. Pursuing goals long-term I can stick to the same goal for many years with much determination. I select a limited number of important objectives and stay focused until they are achieved. I do not change goals without good reason. External events cannot distract me from my goals. I am willing to take risks when I am convinced in a certain course. I am persistent. 3c. Positive framing of events and people I find opportunities in seemingly unfortunate events. I identify and highlight positive aspects of seemingly bad events. I believe that people can be developed. I look for strengths in all people. I believe that every person has unique qualities which make him very valuable. I stay upbeat even in difficult times. 3d. Absorbing uncertainty I show confidence in myself. I show confidence in my employees. I take personal responsibility for the business and its results. I find ways to simplify and explain complex situations for my employees. I shield my employees and partners. I am comfortable to work in highly unstructured and unpredictable situations. 4. Renewing 4a. Learning from all over the world I keep myself informed about global developments. I look at every social interaction as opportunity to learn new things. I engage in non-work-related activities which can help my work at least once a week. I am constantly scanning the world for good ideas/best practices which can be applied in our organization. I easily borrow ideas. I am never concerned with the origin of the idea, but always with its value. 4b. Destroying outdated mental and business models and developing new ones I often challenge the status quo. I welcome constructive disagreement. I always seek improvements. I see change as a potential opportunity not a threat. I recognize the need to constantly develop new ways of doing business. I publicly aknowledge my own mistakes. 4c. Clearing the path: getting rid of existing people, organizations, products, departments, etc. I am open to new ways of doing things. I can change the opinions of others. I effectively break old ties. I address important problems as they arise. I focus on the future and I can visualize the way things will develop. I terminate people who block organizational development even if they perform well on the job. 4d. Control and feedback I regularly let other people know how they are doing. I am comfortable discussing other people’s performance, strengths and weaknesses. I provide specific recommendations on how to improve performance to other people. I always seek feedback from other people. I continuously monitor organization’s performance and regularly inform other people about it. I follow up on the plans and decisions. 5. Owning 5a. Seeing and preserving the whole venture in the long-term prospective. I make other people accountable for their commitments and deadlines. I always act as if I have a personal stake in the venture. I invest company money only in the projects in which I would have invested my own. In all I do I try to maximize benefits for the company, not just myself. I think about long-term consequences of my actions and decisions. I always switch the lights off when I leave my office. After answering this assessment tool which is anchored on a 7-point Likert scale, I have computed for my averages on each of the clusters, and came up with the following findings: To interpret the averages, I have adapted the following scale: Below 5.0 –Weakness 5.0-5.49 – Opportunity for Improvement 5.50 and above – Strength Recognizing opportunities for value creation (1a). Statement Mean I anticipate the future course of events. 5.10 I understand needs of other people, social groups and organizations. 4.90 I have an ability to see the forest through the trees. 5.70 I see possibilities of combining different products, services, or technology to create new value. 5.50 I successfully identify alternative uses for different products, services, or technologies. 4.90 I differentiate between executable and non-executable opportunities. 5.50 Overall 5.27 Turning ideas into specific action plans (1b). Statement Mean I understand the economics of the business. 5.90 I understand what is needed to make a business successful. 6.10 I have a long-term view. 5.70 I recognize risks and plan how to mitigate them. 5.40 I convert business vision into specific plans which can be realized. 4.80 I break big projects into smaller pieces of manageable size. 4.40 Overall 5.38 Developing a clear and convincing vision for the future (1c). Statement Mean I set and communicate a clear direction for the venture. 5.20 I consider the whole situation rather than details only. 5.50 I convey my ideas in a clear and understandable way. 5.20 I can talk about complex things in simple terms. 5.00 I come up with powerful metaphors and images. 4.30 I ensure that employees and other stakeholders understand personal benefits of achieving the vision. 5.20 Overall 5.07 Assembling (Assembling Stakeholders and Resources into a Performing Organization) Creating a performing organization and team (2a). Statement Mean I set clear and challenging performance and behaviour standards and goals. 4.40 I identify required competencies and find people who possess them. 5.22 I integrate people with different backgrounds into a cohesive working system. 5.33 I introduce systems and procedures to facilitate performance. 4.20 I develop incentives to attract and motivate people. 5.80 I identify resource requirements of the business and effectively meet them through various channels. 5.30 Overall 5.03 Possessing high emotional intelligence (2b). Statement Mean I analyze my feelings before acting on them. 4.40 I make sure that my behaviour is appropriate to the situation. 4.60 When someone is talking to me, I give my full attention. 5.60 I can read other peoples feelings quite well. 5.00 I make sure people feel at ease with me. 5.11 I get people to open up by being easily approachable. 5.22 Overall 4.90 Extracting value from social networks (2c). Statement Mean I have a large and diverse network of contacts. 5.30 I am able to make transactions with others on favourable terms. 5.60 I can ask for favours. 5.10 I am effective in formulating specific requests to other people. 4.70 I fully leverage my contacts. 4.60 I easily develop new contacts in different areas to help out the business. 5.50 Overall 5.13 Energizing (Followers and Oneself) Leading by example (3a). Statement Mean I will do any work which has to be done (I will sweep the floors if it has to be done). 6.30 I show my enthusiasm for the venture. 6.60 I try to be a role model for my people. 5.70 I follow the rules I set for the company. 6.10 I interact with people at different levels of organization and outside of it. 5.80 I am equally demanding on myself and others. 6.10 Overall 6.10 Pursuing goals long-term (3b). Statement Mean I can stick to the same goal for many years with much determination. 4.90 I select a limited number of important objectives and stay focused until they are achieved. 4.90 I do not change goals without good reason. 5.50 External events cannot distract me from my goals. 4.70 I am willing to take risks when I am convinced in a certain course. 6.00 I am persistent. 5.40 Overall 5.23 Positive framing of events and people (3c). Statement Mean I find opportunities in seemingly unfortunate events. 5.30 I identify and highlight positive aspects of seemingly bad events. 4.40 I believe that people can be developed. 6.30 I look for strengths in all people. 5.80 I believe that every person has unique qualities which make him very valuable. 5.60 I stay upbeat even in difficult times. 5.30 Overall 5.45 Recognizing opportunities for absorbing uncertainty (3d). Statement Mean I show confidence in myself. 5.40 I show confidence in my employees. 5.60 I take personal responsibility for the business and its results. 6.20 I find ways to simplify and explain complex situations for my employees. 5.20 I shield my employees and partners. 5.00 I am comfortable to work in highly unstructured and unpredictable situations. 5.56 Overall 5.48 Renewing Learning from all over the world (4a). Statement Mean I keep myself informed about global developments. 5.89 I look at every social interaction as opportunity to learn new things. 5.56 I engage in non-work-related activities which can help my work at least once a week. 5.00 I am constantly scanning the world for good ideas/best practices which can be applied in our organization. 5.22 I easily borrow ideas. 4.56 I am never concerned with the origin of the idea, but always with its value. 5.78 Overall 5.33 Destroying outdated mental and business models and developing new ones (4b). Statement Mean I am never concerned with the origin of the idea, but always with its value. 5.11 I welcome constructive disagreement. 5.56 I always seek improvements. 5.89 I see change as a potential opportunity not a threat. 5.78 I recognize the need to constantly develop new ways of doing business. 5.56 I publicly aknowledge my own mistakes. 5.44 Overall 5.56 Clearing the path: getting rid of existing people, organizations, products, departments, etc (4c). Statement Mean I am open to new ways of doing things. 5.67 I can change the opinions of others. 5.11 I effectively break old ties. 4.89 I address important problems as they arise. 4.78 I focus on the future and I can visualize the way things will develop. 5.22 I terminate people who block organizational development even if they perform well on the job. 3.78 Overall 4.91 Control and feedback (4d). Statement Mean I regularly let other people know how they are doing. 4.67 I am comfortable discussing other people’s performance, strengths and weaknesses. 3.89 I provide specific recommendations on how to improve performance to other people. 4.00 I always seek feedback from other people. 4.38 I continuously monitor organization’s performance and regularly inform other people about it. 4.63 I follow up on the plans and decisions. 4.75 Overall 4.48 Owning Seeing and preserving the whole venture in the long-term prospective (5a). Statement Mean I make other people accountable for their commitments and deadlines. 4.75 I always act as if I have a personal stake in the venture. 5.63 I invest company money only in the projects in which I would have invested my own. 5.75 In all I do I try to maximize benefits for the company, not just myself. 6.13 I think about long-term consequences of my actions and decisions. 6.00 I always switch the lights off when I leave my office. 4.63 Overall 5.48 Read More