• Having regular performance appraisals at a very senior level and participating in development centres with 360 deg feedback, I am aware of most of my strengths and weaknesses.
• I sort feedback from family, previous managers that remain mentors, one of my current reports and providers I worked with. My wife and daughter are very comfortable providing feedback and we had recently completed a personality survey my daughter had found online and we discussed each other’s results together. I value the feedback of others while often it is not what you would like to hear.
• Coming into this role of which I was very new too at the time of completing this questionnaire, I had evaluated my performance from my previous roles including my own business. I planned what I wanted to achieve in my 1st 100-day plan and in line with the projects David wanted me involved in. Receiving the results from the Winslow, I was able to reflect and consider this in my next 100 days. I received constructive feedback from David in my performance evaluation in August. My overall ratings were higher than I expected, I was appreciative of the effort to do this from David and the feedback. We are initiating a lot of new processes at a fast pace to engage the business and improve communication. I took away learnings from the discussion. In the past I have pushed and lead differently by managers with questionable motivations that suit themselves.

We have a diverse group of managers and I have a strong drive to achieve results for the business, the team and the customers. I have sort input from others where I feel necessary, taking into consideration the level and the medium of communication for each task, while holding myself accountable for my work and timelines.

I also took the time to discuss performance with my team and ask for feedback during the review process.

Continuous improvement by priority for the business, the customer and the team. Nurturing a team begins with good communication and a common vision. I do find it easy to seek out and involve others with the skills or knowledge to assist or lead areas of projects and I am not afraid to ask for help. We have a very diverse and complicated business. Recognising them for their efforts is important.

Other traits like self-confidence, leadership, structure, order, creativity, flexibility and composure all support me to achieve results for a business and with friends and family.

I am ambitious in life. I would like to see all of those around me to happy, healthy and successful, family, friends and colleagues. I have experienced the result multiple times of having a high-performance team running together to achieve common goals and visions. There is generally hard work for a period to initiate the change, improve the processes, have some failures but working together and holding each other accountable is the key.

Not about material things but I do want to be and want to see others comfortable. Having the biggest house, best car etc is not the motivator but owning what I have is. Not being in a position of hardship is important, that allows for balance, health and relationships to be part of life. I was a financial planner and mortgage broker in a business we built from scratch with 3 divisions and I helped many people from a position of hardship. We experienced hardship when I was young. Future proofing is important in business and in life (financial and health).

I would like further career advancement in a business I can grow with and I believe I have found that with Langs.

Endurance fuels my Ambition; I am conscious of work / life balance. I am working with my manager, my family and my team regularly to ensure I meet commitments but not miss important deadlines or family commitments. Yes, I am guilty of being at work more than home and in line with my previous comments to ensure change there is usually a period of additional work upfront that can be taken back as things fall into place and with a sense of achievement.

I have put too much trust in others before at my own detriment. I still provide people the opportunity to prove me right (that I can trust them) but I am rarely surprised now when people breach my trust or that of others. I do not extend the opportunity to be put at risk nor that of others which was my natural tendency.

Maybe a rating slightly higher than I would expect. I have been very conscious coming into this business with a lot of people with long tenure and some challenging personalities. I have taken a softer approach where in the past I have been requested by my manager to ruffle feathers from day one.
The comment of being difficult to manage in this trait is not me. I will bring things to the table but offer solutions. I highly respect people’s experience and knowledge even though the individual may not demonstrate highly desirable behaviours overall.

This is at odds with my low coachability score. However, I do have an intolerance for people that undermine people, steal from business / people or destroy careers for their own gain or enjoyment. I have also experienced this firsthand in business and in my personal life which likely influenced that rating. I have previous managers and peers as mentors that I keep in touch with and value the knowledge in this business that I do not have.

Because I provide a tolerance and respect for people with flexibility, I may at first come across as gentle in nature so people may try to exploit that, especially if they are a poor performer or think they can cheat the business or other people.

I am very conscious of my time spent building relationships that may eat into my personal time unnecessarily. I take on the feedback here in the trait description and David’s feedback regarding communication.

I do want to position myself for career advancement. I have previously held more senior roles and I am prepared to take on feedback and coaching.

While the occasional thank you is always appreciated, the real recognition comes from being matched and renumerated with the right position. I am prepared to have tested the high score in recognition and work to understand the lower scores in Responsibility, Autonomy, Coachability, Tough-minded and Conscientious Traits. I have never been rated down on these traits during appraisals, performance discussions or development centres.

There are a few people in the business that are difficult to build a relationship with. I continue to look for opportunities to do this even though it is not reciprocated. I am cautious no to try too hard, they have been here a long time and I have not. Overtime they will learn they can trust me and they will be well supported.