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Underlying Beliefs -
Response Guide
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Name:
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Respondent Type:
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Organisation:
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V
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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1
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I
believe that …
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A It is best to always give people
the benefit of the doubt
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D People generally will always do
their best if treated reasonably
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B You get what you give
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C I'm seen as tough but fair
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E Many people will try to take
advantage of a situation for their own benefit and need to be kept on track
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2
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When
leading a team it pays to ...
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E Build friendships with all the
team members
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A Encourage participation and good
relationships
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D Accept that you won't always be
popular when you do what you think and feel is right
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C Talk to people readily but keep
the conversation task focused
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B Let people know who the boss is
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3
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When
reviewing a situation I work on the basis that …
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B Those who do the work will know
the best way and my job is to support them
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E People usually have ideas to
contribute and will volunteer them readily when encouraged
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C Getting people's views and
perceptions is not always easy, but the benefits are always worthwhile
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A When necessary I'll push hard to
get views even though I might have to overrule them
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D My strength is my incisiveness
and experience which results in getting the show on the road without delay
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4
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With
a new team my approach to searching out information about how things
presently work is based on …
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A Initially letting things settle
down so that people feel relaxed and gel together
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D Maintaining the team's momentum,
output and harmony which is what matters most
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B Retaining the best of the old but
also identifying improvements
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E Introducing a touch of the 'new
broom' to re-energise the team
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C Starting with a bang and breaking
the mould
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5
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In
diagnosing what needs to be done …
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A My boss should be able to tell me
my objectives and what improvements are required, which I can then discuss
with my team
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E The best thing to do, initially,
is to identify some small improvements well within the capacity of my team to
deliver
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D It's down to me to form my own
judgements about how I add value and bring people along with me
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C Getting in one early success,
even though it has to be pushed through, will change the ball game
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B It’s best to simply drive through
the results you are after
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6
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Overall
my role is to …
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E Generate high morale, well being
and loyalty in my team
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A Support my team's hard work and
effort
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C Develop my team so that they do
the right things and become the best they can be
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B Focus my team on targets and
requirements
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D Drive forward effectiveness and
outputs
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7
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In
setting the future direction for the team, I work on the basis that …
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C The whole team needs to be
comfortable at the onset with my future direction
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E The team's direction is always
best achieved through full participation and consensus
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B As the leader, the responsibility
for creating a clear sense of direction and bringing it about is mine
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D I’m the one who is best
positioned to see what needs to be done and to make sure it happens
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A I’m there to make a difference
and the bottom line is for that difference to be pushed through
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Page 13 1
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V
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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8
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My
expectations from my team members are that …
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A Expecting high standards from
everyone is unrealistic as many people will find such standards difficult and
uncomfortable
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D Not everyone can perform highly
and to their own potential
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E Expecting high standards is
always reasonable, people will surprise you with what they are capable of
achieving
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B High standards come about through
pushing people hard and correcting them when they don't achieve
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C Capable and willing people will
survive, the others may not
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M
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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9
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When
briefing team members …
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B Telling someone what to do in
clear, unambiguous terms is discourteous and demeaning
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E It is always important to respect
people's dignity and self esteem by suggesting rather than telling them what
to do
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C Being explicit and clear about
what is required, and the standards expected, is usually helpful
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A Telling someone precisely what is
required and how to go about it then monitoring the results closely, is
always the safest way of ensuring that the job is done to your requirements
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D People should always know
themselves what is required and simply get on with it; it's their job after
all
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10
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As
the leader in my team …
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E My team members’ needs and wishes
are my most important consideration
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A It is unproductive to push too
hard as this causes unwillingness, resistance and poor morale
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C Just firmly stating what I want
and being prepared to stick with this, while respecting the other person, is
usually the best way
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B Getting the job done is my most
important consideration
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D People who disagree with me will
still need to do what I require or face up to the consequences
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11
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I
feel most comfortable and satisfied when …
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E I have positive feedback to give,
which gives pleasure to the person concerned
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A Giving balanced feedback, but
more positive than negative
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D I tell it as it is, whether it's
delight for good performance or disappointment/ displeasure over poor
performance
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B Giving balanced feedback with an
emphasis on how to improve further
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C Correcting unacceptable
performance
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12
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In
giving feedback, I operate on the basis that …
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A People respond best to
encouragement, particularly if it is given to them in large dollops
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E It's more effective to praise than to
reprimand
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C People want to know,
continuously, what they are doing well, and what they are not doing well, as
it helps them to improve
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D Catching people doing something
wrong provides the most effective feedback
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B Most feedback time should
concentrate on the poor performers
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Page 14 1
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M
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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13
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When
encountering difficulty or resistance in my team, I respond on the basis that
…
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C
I don't expect too much too soon from people; they need time to
adjust, gain confidence and understand what is needed
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E
To be resistant to change and different requirements is natural and
human
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B
Encountering difficulty and resistance goes with the 'territory'; it
is realistic to expect it and to have to deal with it
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A 'Who said it would be easy?' It
just means pushing harder that's all
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D
I will overcome all resistance to achieve what I have set out to do
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14
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When
the going gets difficult …
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A It pays to change requirements to
match more realistically the capabilities and needs of team members
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D It’s easy to lose some faith and
confidence in my team
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B I keep my objectives clear and
keep pushing and enabling my team to deliver them
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E I make it clear to my team that I
expect them to deliver what is required
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C I drive even harder for the
achievement of my goals, even though resistance may be high
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15
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In
considering people performance issues, I work on the basis that …
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E
People will always do what is required if they are capable of doing it
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B
Making sure that they know you are on their side and will help them is
the right thing to do
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D
People do things for a reason; they could do what was required if they
chose to
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C
Confronting the change in behaviour needed will usually work
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A
People are capable of doing what is required, but it's their problem -
they perform or accept the consequences
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16
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In
using rewards and penalties to change behaviour, I feel that …
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E Encouragement support and rewards
generally work best
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A
Encouragement support and rewards often work best
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B
Both are necessary depending on the situation
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C
Potential negative consequences are often effective
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D Fear will get the quickest
results
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D
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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17
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In
dealing with individual team members …
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E
Respecting all individual needs and weaknesses is the way to get round
problems
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C
Knowing people’s limitations will prevent poor performance through
over-stretching
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D
Most people have real strengths and development areas
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B
Stretching people is the way to find out what they are capable of
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A
People are employed to do a job and perform it well
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18
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In
motivating my team, I feel that …
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C
People respond best when our relationship is friendly
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A
Pull is better than push
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D
The strongest rewards I have to give are those generated by myself
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B
Push is better than pull
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E
The strongest reward available is having and keeping the job
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19
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In
getting my team's commitment to the overall vision and direction …
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D People would get anxious and
demoralised if they fully understood what I want to achieve
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C
Not everyone can fully take on board the overall aim; so it's best to
deal with it in stages
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B
Demonstrating what I stand for and getting real commitment to the
direction can take much effort and persistence
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A
Everyone's commitment, is a right I have as leader
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E Reluctance will be discouraged as
it handicaps the team
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Page 15 1
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D
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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20
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In
dealing with team members, I …
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C Deal with every member of my team in exactly
the same way, so people will know I don't have favourites
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A
Make sure the weaker performers don't feel discouraged by not dealing
with high performers too differently
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E
Deliberately and consistently vary my style according to how an
individual is performing a particular task
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D
Let people know what is required and provide help when asked
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B
Work to the principle of 'sink or swim' as this produces the best
results
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21
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When
things go wrong or mistakes are made, I tend to ...
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D Smooth things over and reassure
people that it doesn't matter
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C Provide immediate help and
support
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B Use the situation as a problem
solving, learning opportunity
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E Let the people involved remedy
the mistake themselves but keep a close eye on the situation
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A Reassert direction and get things
back on track
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22
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When
a task which has been delegated to a team member doesn't go well …
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A It is always my fault not theirs
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E They will learn from it
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B If it is because they don't have
the skills and know-how to do what was required, then it is my responsibility
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D If it is because they can do but
chose not to do what is required then it's their fault
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C When things go wrong the person
making the mistake must carry the can
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E
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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23
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My
approach to the development of my team is …
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C To recognise and accept that
people may wish to operate at work well within their capability and potential
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E That stretching people’s
boundaries is a helpful thing to do but not if it involves discomfort and
anxiety
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B People are capable of doing
amazing things when their horizons are enlarged and their capabilities
reinforced
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A If what is required is just ahead
of their present level, they will stretch themselves and achieve it
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D In today's world it is up to
individuals to survive by just doing what is required in the job
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24
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I
believe that, at work …
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E People should reasonably expect
the leader to tell them what to do
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B People can reasonably be expected
to make routine decisions for themselves
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D People need to and should use
responsible initiative in doing what needs to be done
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C It is up to them to manage their
own jobs, as long as mistakes don't happen
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A Those with ability will not need
my attention
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25
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Allowing
people to manage their own work …
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D Over-burdens and often worries
them
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A Shows you trust them
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B Is rewarding and confidence
building when well supported
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E Tries out abilities and
capabilities
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C Will let you see whether they
have what it takes
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Page 16 1
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E
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Question:
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S2
Strongly supporting
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S1
Inclination towards support
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C/S
High Challenge/ High Support
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C1
Inclination towards challenge
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C2
Strongly Challenging
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26
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In
deciding whether a team member is ready to manage a task by themselves, I
work on the basis that …
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E People should be given the
benefit of the doubt in demonstrating their readiness
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B I keep an eye on them and point
out where they are going wrong without undermining their confidence
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C They are prepared and able
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A Everyone should relish a
challenge
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D Learning by doing is the best
way, even though they may make mistakes
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27
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When
people are performing highly, the thing to do is to …
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C Leave them completely alone to
manage their own work thus demonstrating high trust in them
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E Keep a discreet eye on them to
make sure they don't get into difficulties which will cause them problems
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A Continue providing attention and
acknowledgement
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B Carry out checks occasionally to
ensure standards don't slip
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D Not to withdraw the pressure,
otherwise output and quality will quickly decline
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28
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When
the overall team performance is high, I operate on the basis that …
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B People will find their own
performance ceiling; if they are trying hard that's all that can be
asked
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C Appreciation and thanks is the
way to maintain the performance level
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E Reinforcing and building on the
present success will maintain momentum
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A People will respond readily to
the next challenge
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D The only way to enhance standards
is to keep pushing people hard
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Copyright © Dr
Derek Biddle and Ali Stewart & Co
www.how2hr.net
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Page 17
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