Applied Behavioral Skills for Executives

Self-exploration for Leadership Development Phase I

Prepared by: Rania Ghannoum EMBA Cohort # 18
Submitted to: Dr. Charlotte Karam
Date: 31st Jan, 2016


Phase I Exploring yourself through feedback interviews and personal assessments

In an effort to improve my professional performance, I've experimented with different
techniques to solicit feedback from others to ensure that I secure the most honest, most usable
and the most valuable feedback. With all my interviewees, Ive performed one-to-one feedback
interviews, because I knew this would better lead to rigorous effective discussions, though with
one interviewee I had a slight change in the technique.

In general, I was anxious to understand the impact of my strengths, whether they are well
perceived, whether they are relevant to organization, team and individual performance.

With one interviewee (current subordinate), I was conscious of the difficulties in getting honest,
usable, valuable feedback through a one-to-one face interview. This is why I rephrased the
questions and sent them as an email asking for feedback. After receiving the answers, I was
encouraged to sit for a one-to-one face interview.

Almost every feedback discussion has revealed some important insight. With all interviews, I had
frank, accurate observations that demand my prompt attention and follow-up.

Phase IA: Interviewees (Who and Why)

Ex-peer

She is a highly trusted creative peer that has always inspired me. She maintains a high level of
professionalism; I was sure she would give me straight and constructive feedback.

It was one of the most valuable constructive interviews. Throughout the interview, I highly felt
her concern to improve on my leadership development while highlighting and affirming my
strengths.

Friend

She is an honest, straightforward, highly critical person. She never sugar coats her opinion. I knew
she would be realistic, specific and sensitive towards my goals towards personal development.
I was shocked when she addressed some of my strengths as weaknesses.

Current Subordinate

One of the most demanding subordinates that I have always had conflicting arguments with,
though I highly respect his opinion. I know this person perceives my skills, experience and
knowledge in a way that differs from how I personally perceive them, which has been quite
disconcerting.
I changed some of the questions to make him feel that the main reason from this interview is out
of my concern towards him and not only towards developing myself.



The modified/added questions were:

How do you assess our meetings? And how can they be conducted differently to be more
effective?
When and why you feel frustrated with me?

I was so anxious throughout the interview as I was reflecting upon my skills through his feedback.
Proactively seeking his feedback was quite intimidating. I was surprised from my behavior
because I always thought I was a great listener. This specific interview proved me wrong. I
interrupted him a lot. I defended myself a lot. Until he told me that he will stop the interview,
unless I stop interrupting him. So I did comply to his request.

With this person, I had different perspectives on my strengths and weaknesses, which was highly
intimidating at first but it turned to be a highly constructive interview as it highlighted areas for
improvement.

Sibling (sister)

We have different conflicting personalities. We are always critical towards each others
behaviors.

I was surprised of the way my sister perceived me provided that we quarrel a lot. I noticed that
she admires many aspects of my personality. She pinpointed my main weaknesses in a
constructive manner. I always thought these personal weaknesses were not perceived by others.
My sister proved me wrong; I need to improve on my weaknesses and leverage my strengths.

Ex-Boss

One of the most meticulous demanding bosses who sets high standards and expectations. A boss
that I always have had heated arguments with over work. It was a fruitful interview. I was really
surprised that she listed our heated arguments as one of my main strengths. I quote her saying,
Rania forced me to open my eyes to new ways of thinking, the heated discussions we had were
one of the most challenging and intriguing discussions I had during my work experience.

Ex-subordinate

He was always critical. This is why I sought his feedback. I was also intrigued to know indirectly
the way he perceived his new boss. My ego was satisfied as it turned out he likes me more.


Phase IB Personal assessments key findings

Three assessment tools were used.
First one was Cattells 16 personality factor test. I scored highest at Emotional Stability which
means based on the test evaluation that I am emotionally stable, adaptive, mature, and face
reality calmly.

Second one was Myers-Briggs Personality free online test that labeled by personality under ESTJ
(Extraverted Sensing Thinking Judging) the supervisor Personality type. Based on the test and
among other things, I am highly dignified, strong-willed and principled. I am also Extremely
organized with difficulty dealing with uncertainties.

Third assessment tool was that performed by RocheMartin, the Emotional Capital Report (ECR)
self and 360 assessments. This tool has availed the opportunity to gain insight into my own
perceptions of my emotional intelligence as well as those of my colleagues which provided me
with subsequent development opportunities to enhance my leadership performance.

ECR self showed that my higher and very high scores (sitting in the signature strength range) are
for Relationship Skills, Empathy and Self-Control, indicating that I have a strong ability to
recognize how others are feeling and adopt a calm approach especially when working in stressful
situations.

The lower score was for Self-Actualization which is after discussion with Ms. Nicky Schattler
reflects the frustration I currently feel not having contact with patients anymore. I am also aware
of not achieving a healthy work/life balance. As for straightforwardness, there is room for
improvement as I find it difficult to say no to people and that this is an area I would like to work
on.

As for ECR 360 assessments, many similarities between my perceptions and those of all of 360
raters, among all groups, was evident.

One of my main interest groups were the direct reports. The higher scores recorded in this group
were for Self-Actualization and Relationship Skills, suggesting that I am perceived as a very driven,
self-motivated person who has developed strong, trusting relationships.
Other very high scores were for Empathy & Self-Control indicating that my team believe I have a
good understanding of how others feel and adopt a very calm approach. The assessment aslo
indicates that I practice a very positive enthusiastic approach, which keeps my team motivated.