Below are some additional insights from our validation studies that focused on the 360 Diagnostic and Speed of Trust Leader Assessment. We explore the direct impact of leadership skills on team outcomes, highlighting the connection between the data and team engagement, job satisfaction, and leader effectiveness. We hope that these insights will complement your toolset as you continue your leadership development planning.
360 Diagnostic
Leaders scoring high on the Diagnostic have highly engaged teams — who are more satisfied with their jobs and intending to stick around
For direct reports that rate their managers in the top 25% on the Diagnostic, those direct reports also report being:
- 56% more engaged with their work than direct reports who rated their managers in the bottom 25%
- 89% more satisfied with their job than direct reports who rated their managers in the bottom 25%
- 55% more likely to say they intend to stay at their job for the next year than direct reports who rated their managers in the bottom 25%
Leaders scoring high on the 360 Diagnostic were viewed as much more effective leaders
Direct reports were asked to rate how effective their manager is as a people leader. Managers rated in the top 25% on the Diagnostic were rated by direct reports as 2.45 times (or 145%) more effective as a leader relevant to managers scoring in the bottom 25%.
Leaders don’t need to be in the top 10% — just being in the top 25% was associated with having highly engaged direct reports
Managers who were rated in the 11th to 25th percentile on the Diagnostic had similarly engaged and satisfied direct reports as managers scoring in the top 10%. There a few ways to interpret that, but the most positive, encouraging interpretation may be that managers don't need to end up in the top 5 or 10% to reap the benefits of being high in most/all of the evaluated skills. Being in the top 25% is, and should feel, a more achievable goal for leaders than being in the top 10%. (The caveat here is that we only have direct report outcomes. And it’s totally possible being rated in the top 10% on the Diagnostic has other benefits for a leader, potentially around the likelihood they’ll be promoted and/or viewed positively by their managers).
Direct reports’ engagement was most impacted by a wide range of Leadership skills — skills that touch all 4 of FranklinCovey’s content categories
We created a holistic measure of direct report experience that combines direct reports’ engagement, job satisfaction, and feelings that they are a “valued member of a winning team doing meaningful work in an environment of trust” — a FranklinCovey value proposition. The top 10 skills from the Leader Diagnostic that relate to this measure of direct report experience do not come from a sole category or capability covered by FranklinCovey. Instead, the come from all four categories: Management, Individual Effectiveness, Winning Culture, and Achieving Results.
Evidence that great leaders have, and need, a wide range of skills — even from the perspective of their team. The clearest example of this may be that a leader’s capacity on two individual effectiveness skills — Managing Energy and Growth Mindset — were two of the strongest predictors of direct report experience.
Top 10 Skills Predicting Direct Report Experience
- Achieving Team Goals
- Building Trusting Relationships
- Developing and Retaining Talent
- Emotional Intelligence
- Growth Mindset
- Innovation and Creativity
- Managing Energy
- Managing Up and Across
- Setting Team Goals
- Vision Setting
Note: Skills are listed alphabetically, not based on the strength of their relationship with Diagnostic scores.
Speed of Trust Leader Assessment
High Trust Leaders have highly engaged teams — who are more satisfied with their jobs and intending to stick around
Just as direct reports’ ratings of their manager on the Leader Diagnostic is a significant and meaningful predictor of their engagement, job satisfaction, and intent to stay, we found similarly strong relationships between the SOT Leader assessment and these direct report experiences.
For direct reports that rate their managers in the top 25% on the SOT Leader assessment, those direct reports also report being:
- 52% more engaged with their work than direct reports who rated their managers in the bottom 25%
- 86% more satisfied with their job than direct reports who rated their managers in the bottom 25%
- 50% more likely to say they intend to stay at their job for the next year than direct reports who rated their managers in the bottom 25%
And the same nuance applies here as with the 360 Diagnostic. Managers who were rated in the 11th to 25th percentile on the Speed of Trust Leader Assessment had similarly engaged and satisfied direct reports as managers who scored in the top 10%.
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