Psychological Assessment instruments

Seven of the most respected psychological assessment instruments lay the foundation for a deep understanding of personality structures, human motivation, change management, conflict, emotional intelligence and organizational behavior. Personalized executive coaching and expert facilitation guide each Fellow's individual development plan to foster ongoing leadership development and skill building.

Myers Briggs Type Indicator Steps I and II: explains psychological type and innate preferences for four aspects of personality: orientation to the outer world, data gathering, decision making, and lifestyle. This "grandfather of all leadership assessment tools" is the most commonly used leadership development instrument and has the greatest amount of validating research behind it. It contributes to developing a "leadership language" for organizations and provides an insightful tool to understanding how to connect and communicate with others.

Fundamental Interpersonal Relationship Orientation-Behavior (FIRO-B): provides insight on how one's behaviors are "read" by others in organizations. It can help explain issues of miscommunication as well as personal connectedness to the organization itself, the team, and the group's objectives. This instrument assesses behaviors around including others, control, and expressing support or affection and helps participants identify their significant personal motivators. Because of its demonstrated usefulness, this is the second most commonly used instrument in high-level leadership training.

Bar-On EQi (Emotional Intelligence): directly addresses the "soft skills" component of leading, managing, and working with others. The EQi compares responses to the general population's behaviors in attending to the emotional patterns that influence one's ability to succeed in coping with environmental demands and pressures.

The Change Style Indicator: describes three main styles of dealing with change (conserver, pragmatist, or originator) and identifies the preferred change style of the participant. The debrief session discusses how to understand and communicate with others of differing change style orientations and how to successfully sell the change message to stakeholders.

360-feedback survey. The Discovery Learning 360 is a well-respected business-based instrument that gathers input from up to 18 stakeholders (boss/supervisor, peers, direct reports, and others) on 40 different critical skills in organizational management and leadership. The instrument also captures qualitative input on 5 questions specific to the MCH-PHLI program goals.

The Thomas Kilman Conflict Instrument: Conflict presents both crisis and opportunity. This workshop presents feedback to the participant on their use of the five most common styles of dealing with conflict, explores how each of those can be useful-and limiting-to the individual and the organization. The workshop addresses building skills in these areas and identifying which style is appropriate for different situations.

All psychological assessment instrument feedback reports are considered private and confidential property of the participant. Each instrument will be explained (called a debrief) in a group session. Each participant will work with an executive coach to further understand the insights from the tools and develop their own ongoing development plan.

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