PROJECT MANAGEMENT AREA
1 I usually receive good support from senior executives for changes that I want to implement.
Not at All Rarely Sometimes Often Very Often
2 I create a plan for change for my department and team, and I let other departments deal with the impacts as they choose.
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3 I communicate successes throughout the organization, so that everyone understands the positive impact of a change project.
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4 If the change makes financial and operational sense, then it will work.
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5 If the team is dissatisfied with how something is working or operating right now, change is more likely to be successful.
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6 I try to understand my organization's culture and values as important elements of a change project.
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7 When change is happening, I expect people to continue to perform at 100 percent.
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8 Once I'm successful with a change project, I declare victory and move onto the next project.
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9 I consider things like the impact on people and organizational structure when planning a change project.
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10 If I think something must be changed, I start right away and make it happen.
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11 To get backing and support from my team, I talk with team members about what is causing the need for change.
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12 I let people get comfortable with changes before I decide if any training is necessary.
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13 If key individuals are convinced that change is needed, the rest of the stakeholders will usually come on board.
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14 It’s harder to manage change effectively when the organization has previously managed change projects badly.
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15 When implementing a change project, I set achievable, short-term targets that, once accomplished, will motivate people to persist and keep trying.
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16 Change is as good as a rest, so even though it might not be necessary, it often helps to "mix things up a bit."
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TEAM MANAGEMENT AREA
1. When I have a problem, I try to solve it myself before asking my boss what to do.
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2. When I delegate work, I give it to whoever has the most time available.
Not at All Rarely Sometimes Often Very Often 3. I follow up with team members whenever I see that their behavior has a negative impact on customer service.
Not at All Rarely Sometimes Often Very Often 4. I make decisions following careful analysis, rather than relying on gut instinct.
Not at All Rarely Sometimes Often Very Often 5. I let my team members figure out for themselves how best to work together – teams are a work in progress!
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6. I wait before disciplining a team member, so that people have a chance to correct their behaviors for themselves.
Not at All Rarely Sometimes Often Very Often 7. Technical skills are the most important skills that I need to be an effective manager.
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8. I spend time talking with my team about what's going well and what needs improving.
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9. In meetings, I take on the role of moderator/facilitator when necessary, and I help my team reach a better understanding of the issue or reach consensus.
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10. I fully understand how the business processes in my department operate, and I'm working to eliminate bottlenecks.
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11. When putting together a team, I consider the skills I need – and then I seek people who best fit my criteria.
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12. I do all that I can to avoid conflict in my team.
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13. I try to motivate people within my team by tailoring my approach to motivation to match each individual's needs.
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14. When my team makes a significant mistake, I update my boss on what has happened, and then I think of it as an important lesson learned.
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15. When conflict occurs within a new team, I accept it as an inevitable stage in the team development process.
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16. I talk to team members about their individual goals, and I link these to the goals of the entire organization.
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17. If I'm putting a team together, I select people with similar personalities, ages, time with the company, and other characteristics.
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18. I think that the statement "If you want a job done well, do it yourself" is true.
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19. I talk with team members as individuals to ensure that they're happy and productive.
Not at All Rarely Sometimes Often Very Often 20. I brief my team members so that they know what's going on around them in the organization.
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PROBLEM-SOLVING AREA
1. Once I choose a solution, I develop an implementation plan with the sequence of events necessary for completion.
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2. After a solution has been implemented, I immediately look for ways to improve the idea and avoid future problems.
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3. To avoid asking the wrong question, I take care to define each problem carefully before trying to solve it.
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4. I strive to look at problems from different perspectives and generate multiple solutions.
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5. I try to address the political issues and other consequences of the change I’m proposing so that others will understand and support my solution.
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6. I evaluate potential solutions carefully and thoroughly against a predefined standard.
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7. I systematically search for issues that may become problems in the future.
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8. When I decide on a solution, I make it happen – no matter what opposition I may face.
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9. I find that small problems often become much bigger in scope, and thus very difficult to solve.
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10. I ask myself lots of different questions about the nature of the problem.
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11. After my solution is implemented, I relax and focus again on my regular duties.
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12. I focus on keeping current operations running smoothly and hope that problems don’t appear.
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13. I evaluate potential solutions as I think of them.
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14. When I need to find a solution to a problem, I usually have all of the information I need to solve it.
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15. When evaluating solutions, I take time to think about how I should choose between options.
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16. Making a decision is the end of my problem-solving process.
Not at All Rarely Sometimes Often Very Often

COMMUNICATION AREA
1. I try to anticipate and predict possible causes of confusion, and I deal with them up front.
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2. When I write a memo, email, or other document, I give all of the background information and detail I can to make sure that my message is understood.
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3. If I don't understand something, I tend to keep this to myself and figure it out later.
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4. I'm sometimes surprised to find that people haven't understood what I've said.
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5. I can tend to say what I think, without worrying about how the other person perceives it. I assume that we'll be able to work it out later.
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6. When people talk to me, I try to see their perspectives.
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7. I use email to communicate complex issues with people. It's quick and efficient.
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8. When I finish writing a report, memo, or email, I scan it quickly for typos and so forth, and then send it off right away.
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9. When talking to people, I pay attention to their body language.
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10. I use diagrams and charts to help express my ideas.
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11. Before I communicate, I think about what the person needs to know, and how best to convey it.
Not at All Rarely Sometimes Often Very Often 12. When someone's talking to me, I think about what I'm going to say next to make sure I get my point across correctly.
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13. Before I send a message, I think about the best way to communicate it (in person, over the phone, in a newsletter, via memo, and so on).
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14. I try to help people understand the underlying concepts behind the point I am discussing. This reduces misconceptions and increases understanding.
Not at All Rarely Sometimes Often Very Often 15. I consider cultural barriers when planning my communications.
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