SHL Leadership Report:
Workshop Slides
Trained User Toolkit
www.shl.com
INTRODUCTION
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How to use this slide deck:
• Use as a resource to support you when practically applying the SHL
Leadership Report in your organisations, alongside the User Guide.
• Some of the slides are designed to support you the OPQ trained user in
preparing for feedback sessions and/or workshops. These are highlighted
as ‘preparation slides’.
• The remainder of the slides are designed for you to use with an untrained
audience in different contexts. These are highlighted as ‘workshop slides’.
• Pick and choose the sections and slides that you require for the context
within which you are applying the SHL Leadership Report.
– These slides are a toolkit for you to use and a starting point for developing
sessions/workshops in your context, they are not intended to be the “finished article”.
– Set aside plenty of time to build upon these slides, ahead of any events you may be
running.
– The slides are aimed at trained OPQ users, who are also experienced in delivering
individual and organisational interventions.
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Contents of this slide deck:
• Section 1: What is Leadership?
– Use these slides to set the scene around leadership
– You may wish to add further slides depending on your specific organisational context
• Section 2: Selection
– Use these slides when using the Leadership Report to support selection decisions, e.g. feedback
to hiring managers in selection situations
• Section 3: Individual Development
– Use these slides when providing feedback on the Leadership Report to individuals in
development situations
• Section 4: Organisational Development
– Use these slides when providing feedback to individuals and internal stakeholders in
organisational development situations
• Section 5: Team Development
– Use these slides when facilitating a team building session or presenting team results.
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SECTION 1:
WHAT IS LEADERSHIP?
Leadership
The SHL model
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Leadership – what is it?
“If you’re leading, and no one’s
following, you’re just out for a walk.”
• John Maxwell
“Leading is easy, the hard part is
getting people to follow”
• Yogi Berra
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Leadership – what is it?
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Leadership – what is it?
“No theory or model of leadership so far has provided a satisfactory
explanation of leadership…indeed there is no consensus on the
meaning of leadership in the first place”
– Gill, 2006
“Leadership is like gravity. You know it's there, you know it exists, but
how do you define it?”
– Dr. Jamie Williams, Former San Francisco 49er
“There are as many different definitions of Leadership out there as there
are people who have tried to define it...”
– Bernard Bass
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Management vs Leadership
Transactional Leader
Management
Where leadership is about keeping the
system running efficiently and effectively
vs.
Transformational Leader
Leadership
Where leadership is about creating,
developing or changing direction
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What’s the difference between Leadership and Management?
• Overly Strong Leadership can:
– Disrupt an orderly planning system
– Undermine the management hierarchy
• Overly Strong Management can:
– Discourage risk taking
– Minimise enthusiasm for change and progress
• Both are needed for an organisation to prosper!
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Defining Leadership
Leadership is about influencing people such that
they come to share common goals, values, and
attitudes, and work more effectively towards the
achievement of the organisation’s vision.
An effective leader is one who makes a
demonstrable impact on one or more of these
criteria in a positive way by influencing the
behaviour and performance of others.
Dave Bartram, Chief Psychologist, SHL
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SECTION 1 (cont.):
WHAT IS LEADERSHIP?
Leadership
The SHL model
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The Functional Leadership Cycle
Strategy: the critical
analysis of the current
situation, and the
generation of ideas to
move forward.
Developing
the Vision
Sharing
the Goals
Delivering
Success
Gaining
Support
Operations: using
operational efficiency and
commercial acumen to
effectively implement the
strategy.
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Communication:
persuasively communicating
the vision to others, as well
as personally adapting to the
changes that the new
strategy brings.
People: gaining other
people’s support by
motivating and empowering
them to implement the
actions needed to deliver
the strategy.
© SHL, 2011
The SHL Corporate Leadership Model
`Transactional :
Management Focus
Functions
Transformational :
Leadership Focus
Analysing &
Interpreting
Developing
the Vision
Creating &
Conceptualising
Adapting &
Coping
Sharing
the Goals
Interacting &
Presenting
Supporting &
Cooperating
Gaining
Support
Leading &
Deciding
Organising &
Executing
Delivering
Success
Enterprising &
Performing
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Leadership Styles
Overall Management vs. Leadership
Leaders transform
Corp. Leaders transform
organisations through
innovation, drive,
persuasive communication
and entrepreneurial flair.
organisations by
integrating the best
elements of both Leaders
and Managers styles.
Contributors focus on
Managers are effective
tasks within a defined
area and use tried and
tested approaches to
resolve problems. They
are likely to feel
comfortable taking
direction from others.
in coping with pressure
and driving operational
success in the here-andnow.
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Section 2:
SELECTION
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Section 2.1:
PREPARATION SLIDES
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Prior to the selection event
Questions to ask at the beginning of any selection process:
• What is the role being selected to?
• What competencies are going to be assessed during selection? Do
we know?
• How much of an understanding do we have of the role and its
responsibilities?
• Who are the key stakeholders (who will be making the selection
decision)?
• Which assessment methods will be used?
• Where in the process will the SHL Leadership Report be used? E.g.
To support the decision making process or inform a competency
based interview?
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Prior to Delivering Feedback
Preparation for feeding back the SHL Leadership Report:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to? The hiring manager? An
interview panel? A talent board? Are they OPQ trained?
• How long do you have for the feedback session for each candidate?
• What kind of output are they looking for? What information do they
need?
– High level summary of areas of strength and development?
– Proposed interview questions in relation to each of the functions within the
report?
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Section 2.2:
WORKSHOP SLIDES
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The Visionary Workshop (with key
Stakeholders)
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Prior to the selection event
Visionary Workshop with key senior stakeholders:
• What are the strategic aims for the business?
• How does the role contribute to the achievement of strategic aims?
• What, if any, organisational changes are planned for the next 1-5
years?
• How will the role be affected? Will the role holder be required to
behave differently in response to these changes in the future? E.g.
display a stronger transformational focus?
• What are the key role responsibilities NOW?
• Is there anything the new job incumbent needs to be doing more of
or differently in order to be successful in the future?
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Leadership Types: Overall
Leaders transform
organisations through
innovation, drive,
persuasive communication
and entrepreneurial flair.
Corp. Leaders transform
Management vs. Leadership
organisations by
integrating the best
elements of both Leaders
and Managers styles.
Contributors focus on
tasks within a defined
area and use tried and
tested approaches to
resolve problems. They
are likely to feel
comfortable taking
direction from others.
Managers are effective
in coping with pressure
and driving operational
success in the here-andnow.
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Developing the Vision
Creators work well in
Visionaries excel in
situations requiring
openness to new ideas.
They typically handle
challenges with creativity
and will often support or
drive organisational
change.
developing a vision for the
organisation while critically
evaluating the facts, and
creating the ideas and
concepts that move the
organisation forward.
Analysts are naturally suited
to critical thinking and quickly
get to the heart of complex
issues. They work most
effectively in situations
requiring the application of
established methods.
Conservators thrive in
environments where they
can continue to use wellproven methods and
discourage incompatible
ideas.
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Sharing the Goals
Communicators present a
Change Ambassadors
convincing case for the new
vision and strategy. They
enjoy public speaking,
network effectively and are
generally successful in
persuading and influencing
others.
flourish on pressure and
change and inspire others to
share the organisation’s new
vision and goals. They relate
to others in a confident,
relaxed manner and network
effectively.
Stability Seekers thrive in
Adjusters focus on the
stable environments and
prefer informal channels of
communication. Their focus on
more negative aspects of a
situation could help highlight
potential issues.
positive aspects of the new
vision and strategy, and
respond well to the
challenges it brings.
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Gaining Support
Decision Makers
People Leaders listen to
naturally seek to take
control. They prefer not to
engage with the personal
concerns of others, which
may make it easier for
them to make hard choices
impacting other people.
other people’s views, and
know how best to
motivate others, which
helps them to gain other
people’s trust. They
naturally prefer to take
control.
Individualists are more
Team Players naturally put
strongly focussed on taskrelated than on people-related
aspects of the job. They are
open in expressing their own
opinions and may seek to take
an independent advisory role
within the group.
people issues first,
supporting colleagues and
showing respect towards
others. They understand
how to motivate other
people and gain their
support.
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Delivering Success
Entrepreneurs bring a
Business Drivers focus on
competitive edge to their
work. They prefer to
address issues flexibly and
may find it constraining to
adopt a procedural or
process orientation.
results and the achievement
of personal work goals. They
act upon new opportunities by
working energetically in a
systematic and organised
manner.
Implementers specialise in
Idealists prefer to address
getting things done. They like
to follow processes and
procedures, working in a
systematic and organised
manner.
issues flexibly. They derive
satisfaction by applying steady
effort and may find a more
structured approach
constraining.
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The Feedback Session (to the
decision makers)
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Feedback for Selection Purposes
• The purpose of the feedback session is to consider each candidate
in turn and compare their preferred leadership style in relation to
each of the four leadership functions against the requirements of the
role.
• As a reminder the following areas were highlighted as being critical
for effective performance in the role: (insert the functions and Great
8 competencies identified in the planning/visionary interviewing
stage)
• Please remember we are not comparing candidates against each
other at this stage.
• As we go through each candidate’s report we will discuss the
potential positive and negative impact of their preferred leadership
styles.
• We will use this discussion and information to generate potential
questions to ask at interview.
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Feedback for Selection Purposes
• What is the SHL Leadership Report?
• The Structure of the Report
• The Executive Summary – headlines
• Detailed feedback by function
– Proposed questions for further probing at interview
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Making the Selection Decision
How to utilise the SHL Leadership Report to inform a selection
decision:
• Selection decisions should not be made purely on OPQ output
alone.
• Examine candidates’ areas of strength and development need in
relation to the behaviours critical for effective performance in the
role.
• How does the candidate compare against the ideal Leadership
‘profile’?
• Can potential areas of weakness be developed? How easily?
• Consider the business impact of the candidate’s preferred style.
How would this impact on their performance in the role?
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Section 3:
INDIVIDUAL DEVELOPMENT
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Section 3.1:
PREPARATION SLIDES
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Prior to Delivering Feedback
Preparation for feeding back the SHL Leadership Report:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to? What is the purpose of the
development activity?
• How long do you have for the feedback session for each participant?
• Prepare the key messages you wish to highlight (main areas of
strength and development in relation to each function)
• Does the SHL Leadership Report need to be interpreted in line with
an existing competency profile?
• Plan your questions – where do you need additional validation of an
individual’s output? Any extreme/unusual/interesting scores?
Cont’d…
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Prior to Delivering Feedback
Preparation for feeding back the SHL Leadership Report:
• What development activities might you suggest for the individual to
engage in for enhancing their performance in relation to each
function?
– Prepare one or two suggestions for development activities against
each of the four Leadership functions.
– Development activities should target developing skills/gaining
experience in either the transformational and/or transactional
competency areas for each leadership function.
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Section 3.2:
WORKSHOP SLIDES
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Personal Feedback
• The purpose of the feedback session:
– To feed back the SHL Leadership Report
– Developmentally focused
– Two way discussion
– Time available for the feedback session
• What would you like to get out of the session today?
• What are your career goals and aspirations for the next 1-5 years?
• Have you identified any areas in which you would like to develop in
relation to your current or identified future roles?
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Personal Feedback
Self Reflection Exercise:
• What do you consider to be your strengths as a leader?
• What kind of leader are you?
• What contexts do you prefer to lead in?
• In which situations do you find it more difficult to take the lead?
• Where do you think you would like to focus your development in
terms of leadership behaviours?
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Personal Feedback
The SHL Leadership Report Feedback:
• What is the SHL Leadership Report?
• The Structure of the Report
• The Executive Summary – headlines
• Detailed feedback by function
– What are your thoughts on the description of your indicated preferred
style?
– Do you recognise the description in yourself and the way you approach
your work?
– Is there anything you don’t agree with? Why?
– Where do you think you could focus your development?
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Personal Feedback
Development Action Planning:
• What is your preferred style?
• What are the potential business impacts of this style?
• Could you develop in either the transactional or transformational
competency for the leadership function in question?
• What activities could you engage in in order to practice or enhance
certain behaviours?
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Personal Feedback
Following feedback:
• It is strongly encouraged that you share the report with your
manager in order to gain commitment to development actions.
• The person/team responsible for driving forward the development
action plan is: (insert)
• The development action plan will be followed up by (insert)
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Section 4
ORGANISATIONAL
DEVELOPMENT
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Section 4.1:
PREPARATION SLIDES
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Prior to organisational development
• What is the organisation trying to achieve? For example:
– Develop a ‘talent map’ to identify their talent pipeline?
– Identify key individuals who are ready to progress to more Senior levels?
– Identify common areas for training and development needs at different levels within the
organisation?
• What are the target role(s)/level(s)? Which roles are being ‘succession
planned’ to?
– Identify key competencies
– Map competencies to the Great 8
– Which of the four leadership functions particularly ‘key’?
– Is a more transactional and/or transformational focus more preferable? Why?
– Conduct visionary workshop/interview (see slides 19-25)
• Which role(s)/level(s) are going to be assessed against the target role(s)?
• What feedback will be provided to (i) the individuals and (ii) key stakeholders
in the process?
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Prior to organisational development
Communication is key!
• Prior to sending invites to complete the OPQ communicate the
purpose of the exercise and the organisational drivers.
• Provide reassurances as necessary.
• Have individuals been ‘selected’ to take part? If so why?
• Is every employee from a certain level/role taking part?
• What will the process look like (e.g. Completion of OPQ, generation
of SHL Leadership Report, 1 to 1 OPQ Feedback interview etc)
• What will happen as a result of the process? Are promotion
opportunities available immediately?
• What if anything will be invested in developing individuals?
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If feeding back to individuals
Preparation for feeding back the SHL Leadership Report:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to?
• How long do you have for the feedback session for each individual?
• Prepare the key messages you wish to highlight (main areas of
strength and development in relation to each function)
• Link strengths and development to the Great 8 competencies
identified as being of critical importance to the role being
‘succession planned’ to.
• Plan your questions – where do you need additional validation of an
individual’s output? Any extreme/unusual/interesting scores?
Cont’d...
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If feeding back to individuals
Preparation for feeding back the SHL Leadership Report:
• What development activities might you suggest for the individual to
engage in for enhancing their performance in relation to each
function?
– Prepare one or two suggestions for development activities against each of the
four Leadership functions.
– Development activities should target developing skills/gaining experience in
either the transformational and/or transactional competency areas for each
leadership function.
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Section 4.2:
WORKSHOP SLIDES
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Workshop Options
• If you are delivering one to one feedback, follow the slides in the individual development
section (section 3.2), but emphasize as appropriate:
– That the feedback session is developmentally focused, but not against the current
role, rather it is focused on the next level up/the role being considered in the context
of the succession planning activity
– The next steps in the context of the organisational development/ succession planning
activity
• If you are delivering feedback on individuals to key stakeholders (e.g. a “talent board”)
please see the following slide.
• If you are delivering feedback around strengths/development needs across a group of
individuals for training needs analysis (e.g. at a particular level or within an organisational
area, you can use the slides in the Team Building section (section 5) to aggregate results
and highlight “group level” findings.
• Depending on the scale of the intervention, organisational development/ succession
planning can be a very complex area. If you would like to work with SHL in this area, please
contact your KAM, so that we can further understand your requirements and how we can
best support you with our services.
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Delivering Developmental Feedback
Delivering feedback to key stakeholders (e.g. a “talent board”):
Discuss one individual at a time:
• Summary of areas of strength and development need in relation to
each of the four leadership functions.
• How does the individual’s profile compare to the requirements of the
target role?
• How significant are the development gaps?
• How easily can the required behaviours be developed, through what
development activities and within what timescale?
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Section 5
TEAM DEVELOPMENT
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Section 5.1:
PREPARATION SLIDES
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Prior to delivering feedback
• Who are the team in question? Do they consist of Senior Managers?
Is the SHL Leadership Report appropriate for this audience?
• Who has specified the need for a team development activity?
– Are all team members bought into the idea?
• What is the driver/need for the team development activity
• What are the desired outcomes?
– Addressing poor performance?
– Improving team relationships and interpersonal functioning?
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Prior to delivering feedback
Prior to delivering one to one feedback:
• Allow 1 hour to review each report and plan your feedback.
• Who are you delivering feedback to?
• How long do you have for the feedback session for each individual?
• Prepare the key messages you wish to highlight (main areas of
strength and development in relation to each function)
• Do you need to link feedback to an existing competency framework
(for example a leadership competency profile)?
• Plan your questions – where do you need additional validation of an
individual’s output? Any extreme/unusual/interesting scores?
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Prior to delivering feedback
Prior to delivering aggregate feedback:
• Agree whether aggregate feedback should be anonymous or
whether individuals need to be identified with their outputs on the 9
box grids (gain consensus agreement from the team).
• Aggregate all individual scores on each of the functions by
displaying them graphically on the 9 box grids (utilise the slides
within the ‘Workshop Section’).
• Prepare key messages in terms of common areas of strength and
development within the team.
– What is the potential impact on the business?
– What is the potential impact on their effective functioning as a team?
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Section 4.2:
WORKSHOP SLIDES
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Individual Feedback Prior to Team
Workshop
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Delivering one to one feedback
• The purpose of the feedback session:
– To feed back the SHL Leadership Report ahead of the team workshop
– Opportunity to reflect on own individual preferred style and the impact this might
have at an individual, team and organisational level
– Two way discussion
– Time available for the feedback session
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Delivering one to one feedback
Self Reflection Exercise:
• What do you consider to be your strengths as a leader?
• What kind of leader are you?
• What contexts do you prefer to lead in?
• In which situations do you find it more difficult to take the lead?
• Where do you think you would like to focus your development in
terms of leadership behaviours?
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Delivering one to one feedback
The SHL Leadership Report Feedback:
• What is the SHL Leadership Report?
• The Structure of the Report
• The Executive Summary – headlines
• Detailed feedback by function
– What are your thoughts on the description of your indicated preferred style?
– Do you recognise the description in yourself and the way you approach your
work?
– Is there anything you don’t agree with? Why?
– Where do you think you could focus your development?
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The Team Development Workshop
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Delivering Aggregate Feedback
• Purpose of the workshop
• Ground rules:
– Focus is on the aggregate output, not individuals
– Developmentally focused: identifying common areas of strength and
development within the team
– Time available
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Delivering Aggregate Feedback
Visionary Discussion:
• What are the strategic aims for our business?
• What does that mean for each of its departments/functions?
• Given these aims and implications, what does it mean for us as a
leadership team?
• How do we need to work together?
• What do we each need to contribute as individuals?
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Delivering Aggregate Feedback
Where are we NOW?
• Where are we now as a leadership team?
• What do we each contribute?
• What works well?
• What could work even better?
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Example Group Results
Leader/
Corporate Leader
Leadership Focus
Leader
Leader/
Contributor
G
Balanced Mix of
Styles
D
Corporate
Leader
Corporate
Leader/
Manager
E
A
F
Contributor
Contributor/
Manager
B
C
Manager
Management Focus
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Overall (Aggregate)
Leader
Leader/
Corporate Leader
Corporate
Leader
Leadership Focus
1
2
Leader/
Contributor
Contributor
Balanced Mix of
Styles
Corporate
Leader/
Manager
Contributor/
Manager
Manager
3
Management Focus
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Developing the Vision (Aggregate)
Creator
Creator/Visionary
Visionary
Creating &
Conceptualising
1
2
Creator/
Conservator
Balanced Mix of
Creating and
Analysing
Visionary/
Analyst
Conservator
Conservator/
Analyst
Analyst
3
Analysing & Interpreting
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Sharing the Goals (Aggregate)
Interacting & Presenting
Communicator Communicator/
Change
Ambassador
Change
Ambassador
1
2
Communicator/ Balanced Mix of
Stability
Interacting and
Seeker
Adapting
Stability
Seeker
Stability Seeker/
Adjuster
Change
Ambassador/
Adjuster
3
Adjuster
Adapting & Coping
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Gaining Support (Aggregate)
Decision
Maker
Decision Maker/
People Leader
People
Leader
Leading & Deciding
1
2
Decision
Maker/
Individualist
Individualist
Balanced Mix of People Leader
Leading and
/Team Player
Supporting
Individualist/
Team Player
3
Team Player
Supporting &
Co-operating
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Delivering Success (Aggregate)
Entrepreneur
Entrepreneur/
Business Driver
Business
Driver
1
Enterprising &
Performing
2
Entrepreneur
/ Idealist
Idealist
Balanced Mix of
Enterprising and
Organising
Business
Driver/
Implementer
Idealist/
Implementer
Implementer
3
Organising & Executing
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Delivering Aggregate Feedback
Completing the gap analysis:
• What do we need to change in order to close the gap between
where we are now and where we need to be?
• How can we practically make this happen?
• What will we each personally commit to keep doing/doing more
of/stop doing/do differently?
• How can we monitor our progress and hold ourselves accountable
for these actions?
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Any questions?
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END OF SLIDE DECK
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