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Styles Assessment Test - Your Leadership Legacy
YOUR
LEADERSHIP
LEGACY
YOUR
LEADERSHIP
LEGACY
by ROBERT M. GALFORD and REGINA FAZIO MARUCA
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Your Leadership Style Assessment Results
Your assessment results show that you have the characteristics of these types
of leaders:
You took the test, now what?
Download an excerpt of the
Introduction to Your Leadership
Legacy or purchase the book.
⢠Ambassador â your score is 17 points out of 25
⢠Advocate
your score is 15 out of 25
People Mover - your score is 11 out of 25
⢠Truth-Seeker - your score 12 out of 25
⢠Creative builder your score is 13 out of 25
Experienced guide - your score is 11 out of 25
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See the sections below for more detail on your natural roles and some
suggestions for next steps.
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Ambassador
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Ambassadors instinctively know how to handle a variety of situations with
grace. They tend to be the people diffusing nasty situations. The ones getting
involved in conflicts on behalf of broad constituencies, as opposed for their
own benefit. They are apt to be persistent in a gentle way to be persuasive
and at the same time respectful.
Take the test again.
An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and
development frameworks with the result that employees understand and accept the new order easily.
Advocate
Advocates instinctively act as the spokesperson in a group. They tend to be articulate, rational, logical, and
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Ambassador
Follow Rob Galford on Twitter
Ambassadors instinctively know how to handle a variety of situations with
grace. They tend to be the people diffusing nasty situations. The ones getting
involved in conflicts on behalf of broad constituencies, as opposed for their
own benefit. They are apt to be persistent in a gentle way -- to be persuasive
and at the same time respectful.
Take the test again.
An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and
development frameworks with the result that employees understand and accept the new order easily.
Advocate
Advocates instinctively act as the spokesperson in a group. They tend to be articulate, rational, logical, and
persuasive. They also tend to be relentless (in the positive sense of the word), championing ideas or strategic
positions. Advocates tend to use both linear and non-linear approaches when they argue a point.
Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates,
being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and
white only. Advocates very often need Ambassadors on their senior management teams - to help them temper their
messages and persuade employees to "buy intoâ their decisions.)
People Mover
Think: Talent-spotter, career-builder, motivator, someone with parental, nurturing qualities. People Movers instinctively
take the lead in building teams. They're also instinctive mentors. They generally have large contact lists; they are
always introducing new people to new ideas and new paths. They're also generally mindful of their employees' lives
outside of work; they view performance through the larger lens of potential.
There is a certain "holiday card joy" that comes with being a People Mover; when people continue to update you on
their progress because they know you'll care, even if you have nothing in common with them and are effectively out of
touch with them, you know you're a People Mover.
Truth-Seeker
Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high
standard. This is the only role for which there is a "prerequisite;" Truth-Seekers are unfailingly competent in their
field; their competence is unquestioned.
Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and
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Truth-Seeker
Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high
standard. This is the only role for which there is a "prerequisite;" Truth-Seekers are unfailingly competent in their
field; their competence is unquestioned.
Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and
policies. They act to preserve the integrity of processes. They try to identify the root-cause issues, or pivotal issues.
They also step in to ensure the just and fair outcome if the process has failed to yield the same.
Successful individuals in the Human Resources function are generally natural Truth-Seekers. Truth-Seekers also tend
to gravitate towards line-manager positions.
Creative Builder
These individuals are visionaries and entrepreneurs â they are happiest and most driven at the start of things. They
instinctively: see new opportunities for new products, new companies; spot niche markets; take ideas and make them
real. They're also often "serial entrepreneurs" over time, even if they remain in one leadership post.
Creative Builders instinctively understand that building is not necessarily about invention, but about process of making
an invention real. Builders are constantly energized by new ideas, yet they have the staying power to see them
through to fruition.
The issue is rarely simply the idea; builders aren't "Hey Dave, what's your latest scheme?" people. Builders are
fascinated with implementation. Real estate developers are often "builders" in this way beyond the obvious
connection); they feel most rewarded when a project gets underway, or is newly completed.
Builders sometimes get into trouble if they remain in one place for too long. There are case studies, too numerous to
mention, of entrepreneurs whose legacies are negative because they became enmeshed in the day-to-day operations
of the companies they created, and didn't know when it was time to leave. Builders can successfully remain in a single
leadership position only if they figure out how to feed their own need for new projects.
Here's an equation to try on yourself if you identify with the role of builder:
Strength of belief in end result + Ability to tolerate the process = Creative Builder
Experienced Guide
The term "Experienced Guide" conjures up an image of someone very old and wrinkled, with the experience that
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Experienced Guide
The term "Experienced Guide" conjures up an image of someone very old and wrinkled, with the experience that
comes with age. That's not incorrect, but Experienced Guides don't have to be old, or necessarily experienced. What
they do have to have is an ability to listen, and to put themselves in others' shoes. They have a way of helping people
think through their own problems; they are natural therapists. Often, they are seemingly bottomless wells of
information on a diverse range of topics. These are the people who can always be counted on to supply the right
quotation or the right historical connection.
They are not necessarily mediators, yet the experienced guide is often the person who finds him or herself "in the
middle," with people on both sides of a conflict seeking advice. When a corporate meeting has been particularly
stressful or fraught with conflict, the "post-meeting, closed-door meetingâ often takes place in the Wise One's office.
Remember the "family lawyer" of old? The person, outside of the family, who knew (and kept) all the family secrets,
and was often sought for advice? The experienced guide role naturally lends itself today to the position of minister,
counselor, trusted advisor.
Renato Tagiuri, emeritus professor at the Harvard Business School, noted that natural "experienced guidesâ are often
found one level down from the top in organizations. They get their greatest satisfaction helping others get through the
day and helping others see the bigger picture. They empathize.
Your Next Steps
Your natural role will give you a broad indication of the types of legacies you are building as a leader. With that natural
(or "default") role in mind, ask yourself: In what way is my leadership affecting the people who work with and for me?
How do I affect the way they work, the way they think, the way they approach a task at work? How does my natural
style affect their style?
Try asking these questions in a "broad strokes" kind of way, and then go back and ask them again, with particular
situations in mind. Last week's round of performance reviews, for instance, or the most recent staff meeting. How
does the way in which you approach things change or steer the way in which others behave? What might you try to
accentuate, by a degree or two, to help you build the kind of leadership legacy you would like to? What might you
delegate a bit more, or seek other's input (again by a degree or two)?
An enhanced understanding of your own natural orientation at work can help you calibrate your leadership, and the
dynamics of your organization, more effectively.
Thank you for taking The Leadership Legacy Assessment.
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