However, all those change when I realised that it is part of my job as a LPM trainer to explain those reports to the learners. I cannot help but admit that 'one learns better when one teaches others' as I get a better grasp on the material. Speed browsed through their website at www.c-vat.com, C-VAT is stated to be a powerful psychometric tool to review a person’s value, useful for workplace to identify talent’s capability.
Reviewing my own reports, I discovered that my leadership style is of High Supporter. This conclusion is made based on the following findings:
- Planning and Organising (9)
React to circumstances rather than plan or anticipate. Works well if team members can help anticipate and provide suggestions. Does that mean I am a high supporter who needs more high supporters?
The advice is to take into account long-term planning. To consider the use of tools such as schedules, calendars and work files as reference to lead a team.
- Sociability (15)
Fairly sociable and maybe extroverted at times. Those who know me will definitely refute violently to this finding. Having seen who I am now, many may not believe that I was once an introvert who prefers to be a loner. However, the love for my job changed that. I cannot have agreed more when it was mentioned in the later part of the report that one's traits can change.
- Time (13)
I cannot find any explanation this finding. I wonder if adapt to changes slowly explains this attitude of mine towards timeliness.
- Tolerance Ambiguity (7)
Meticulous leader who expects details to be thought of and looked after. Operate with caution and require specifics and details before making decisions. Get frustrated when not furnished with all the information required so I need to explain to others why the information is needed, how they are important and how they can play a part to make the project/team successful.
- Exposition (14)
I generally able to express well. This is developed over many years of being a trainer.
- Hardwork (15)
May face difficulty in getting people to do what you intend. Sometimes put in the efforts by rolling up my sleeve to do the work myself and on other occasions, I may find better solutions to getting the work done without the hard work required. I know I am committed to any projects that I have agreed to undertake. I believe this is called trap or conflict behaviours according to the report.
- Goodwork (14)
May prioritize other attributes in work delivery over quality, and may neglect to ensure how well the work turned out. This make me thinking 'isn't quality of work is related to being meticulous' and a score of 14 not high enough? - I am just baffled. Anyway, I shall include the advice provided in the report for 'neglect to ensure the quality of the finished work'.
Make an effort to understand stakeholders' expectations for the results/ quality of work desired. To benchmark my own work against the standard in my organization. Set expectations on myself to achieve beyond what is expected so that I can fall back on the acceptable standard. Another way is to enlist the support of colleagues who have a high quality of work to vet through work as a gatekeeper.
- Politics (5)
Do not see the underlying dynamics beneath human relationships and is generally trusting towards others. I tend to believe what people around you tell you and reveal your emotions openly. You are also likely to make assumptions and jump to conclusions. Guilty, guilty, guilty and yes Christina I am gullible :-)
For this, I am advised to practice restraining the outward display of my emotions too readily. Try not to react immediately to others' words and take some time to think through my emotions before making an appropriate response. I am really working on this and teaching Emotional Competence really helps.
- Dominance (9)
Flexible in your approach as a leader and may not assert my authority or enforcements enough. As such, you may face difficulty steering others cohesively towards the desired goal. What? May not assert my authority or enforcements enough? The computer system that generates this comment have not seen my temper hit the roof top yet.
Consider the use of 'Management by Objectives' (MB) techniques or communicate goals clearly from the start so that team members know what they should be achieving and do not give in to requests to unnecessary 'changes' to the plans.
- Finish Job (16)
A persistent and determined leader and is able to go the long haul in seeing through things to the end. I take challenges in my stride and is able to keep focused on the end goal, showing tenacity even at times when others lose motivation. This I cannot deny. Took my A-levels 3 times more for personal satisfaction to complete what I had started. Completed my Master in Instructional Design and Technology in 6 years and still wondering if should pursue my PhD. At this point struggling to complete my Diploma in Adult Continuing Education.
To divide that task into smaller, more manageable milestones for others.
- Affection (20)
Tend to be ruled by my passion and interest on certain subject matters, and may be able to influence others with my strong belief and passion. However, may not be able to motivate others to the same extent as what drives me personally. Others may find I am overly emotional or biased on some subject matters.
Team members may react negatively if they perceive I am making emotional/ subjective decisions. I may want to distance myself from things that I have a deep interest in or get a second opinion on the judgment I would like to pass.
- Empathy (15)
Generally understanding towards others and situations.
May want to remind myself to focus on roles and responsibilities within the organizational context and make an effort to delegate objectively according to ability, availability and job scope, even if they are personnel whom I may not share a close personal relationship with.
- Loyalty (19)
Value loyalty and tend to entrust work to those closer to me. May have an "inner circle" who are my first options to tap on when something needs to be done. I tend to entrust tasks to them in times of need and feel obligated towards them in return. When I need support or assistance, I tend to appeal to the fact of the long term relationship that I share. In reality, I try to complete any tasks on my own unless absolutely necessary and if I do, yes I will appeal to my "inner circle".
- Status (12)
I am motivated by recognition, rewards and praise to some degree and may act/behave in ways that will reward me so.
- Abstraction (12)
Tend to use a pragmatic approach and may value actual applications as more important than ideas that may not come across as practical. This may become a disadvantage when I dismiss good ideas for their lack of immediate practicality.
May want to surround myself with people with ideas will complement me in this area. Some ideas may not be what I feel are immediately applicable, but I may want to give those around me the freedom to experiment, explore and find practical purposes for their ideas. This can help to contribute to new breakthroughs as I lead.
So how can I help my learns based on the findings of their C-VAT Personal value profile? The Personal Value Profile (PVP) allows me to understand the inner clockwork of my learners. This in turn would make it easier for me to help my learners as they are able to raise their level of self-awareness and reframe their beliefs from the profile. With this profiling survey, I can then, as a trainer, identify their training needs and help them map out an action plan to attain their personal and career goals.
