Assessment Results Analysis

Thank you for taking Roeder Consulting's Six Disciplines Assessment. The assessment and its results are intended to start a dialogue about your personal style when working in teams, while clarifying your personal strengths and areas to consider for growth. To get the most out of this assessment, contact Roeder Consulting today to schedule a conversation about how your results compare to the industry average, and how to build a personalized roadmap to mastering all six skill sets.

Your results were calculated by considering three facets of each skill as they relate to the assessment participant:
• Understanding
• Willingness
• Ability 

Understanding of each concept was measured by asking questions that helped us determine if you were already familiar with the skill is, and if you believe in its importance. Your Willingness was measured as an interest to practice the skill and the effort of regularly doing so in your work or personal life. Ability to successfully deploy the skill was determined if you answered affirmatively to questions that described appropriate and effective use of the skill. A strong Understanding is the groundwork upon which a Willingness to grow and Ability can be built. 

The assessment results suggest where you might have strengths and where you may have room to grow. The results do NOT indicate anything about personality or ability to learn. Each of the Six Disciplines are trainable skills, and with time, practice, and dedication, everyone can improve their scores, a direct investment in their ability to succeed in projects and changes. Listed below are several strategies you may use in your work or personal life to intentionally practice and reflect the Six Disciplines. 

This discipline focuses on self-awareness, awareness of other people, and situational awareness. These three categories can also be simplified into internal and external awareness. The important part to note is that the discipline does not refer to a strong focus in one area, but a holistic understanding of what’s around you, and how your biases may affect your perception of it all. For more information about how to improve your awareness, see A Sixth Sense for Project Management, pg 43. Below is one of many examples of exercises.

Meeting Exercise: “The next time you go into a meeting, leave time to be aware of the people in the room and the situation. Focus on verbal and nonverbal behavior of the people in the room. Do not focus only on the content of your report. It may be too difficult for you to focus both on your presentation and on the people in the room. In this case, ask someone else to delivery your report while you scan the room for any details about how the people are receiving your project. This exercise will help you concert awareness into a habit. It will train you to dedicate part of your consciousness to focusing on the people and the situation while the rest of your consciousness continues to execute the work plan.”

Whole Body Decisions™
The best decision makers factor not only to the thoughts in their head, but also listen to the signals from their body. A strong mind-body connection is essential for anyone making a decision, personally or professionally, as it opens our perception to a greater wealth of information. In many instances, our heart and our gut pick up information before we’re able to put it into words, but that doesn’t make the information any less valuable. For more information about how to improve your Whole Body Decisions™, see A Sixth Sense for Project Management, pg 52. Below is one of many examples of exercises.

“Learn about your gut. Developing Whole Body Decisions™ requires simultaneously improving your awareness skills at each of the three sources of information: heart, gut, and brain. The next time you feel discomfort in your gut, ask yourself what you were thinking about at that very moment you felt that twinge of discomfort. Also, recall what you were doing. What actions were you taking at that very moment? Over time, you will begin to pinpoint certain thoughts and actions that trigger discomfort in your gut. It is fascinating and very informative to your self-awareness.”

It’s essential to be able to communicate clearly and concisely, and to be able to adapt to the audience’s preferred style of communication. The best communicators know not only what to say but when to say it and to whom. For more information about how to improve your communication skills, see A Sixth Sense for Project Management, pg 69. Below is one of many examples of exercises.

“Think about a person on your project team who does not seam to understand the team’s goal even after multiple communications. Try a different communication channel. Different people process information in different ways. Let’s say you have sent her an email five times and she keeps asking you questions that are clearly answered in the email. Some people are visual; they might want to see a chart, so try sending that person a chart. Other people are verbal and will do much better from a conversation. If you’re in an environment where you can do so, walk down the hallway and sit in front of her. If you’re in a virtual environment, call her on the phone. Figure out some other way to communicate your message to her.”

Projects and changes by nature require the people involved in them to be able to change. Adaptability involves not just being willing and capable of changing what you’re doing, but also knowing when it is best not to change. Knowing the time and place for standardization is essential. The best adapters can be referred to as a Chameleon with a Core™, changing as necessary but remaining the same person with the same values and principles. For more information about how to improve your adaptability, see A Sixth Sense for Project Management, pg 75. Below is one of many examples of exercises.

“Pick something you believe is true. Visualize it in your mind. Think about all of the aspects of this particular thought or idea that you think are true. Now, ask yourself, just for fun, to think about the world if it were not true. How would people act? What would be different? What if the exact opposite were true? Is there any reason to adapt your opinion? This is a good exercise to test our assumptions.”

Diplomats need to have a strong control over many of the other disciplines. It’s important to keep lines of communication open, be direct, and stay adaptable. In addition, skilled diplomats must exercise a strong degree of control over themselves and have a knack for finding common ground between different parties. For more information about how to improve your diplomacy, see A Sixth Sense for Project Management, pg 91. Below is one of many examples of exercises.

“Think about something that you know will be occurring soon on one of your projects. Ask yourself I the team knows about this upcoming event. Do the stakeholders know? If they don’t, let them know. This is a good exercise to remind us that other people may not know what we do. Informing [them] will help them feel more connected to the process.”

Persistence is the final key to getting things done. People who are able to persist through difficult projects and changes know the difference between merely existing and enduring through the struggle. They are able to exercise patience, pacing themselves and keeping a positive attitude. For more information about how to improve your persistence, see A Sixth Sense for Project Management, pg 101. Below is one of many examples of exercises.

“Identify a situation where you are aggressively pushing for change. Ask yourself I you need to push so hard. Can you give people extra time to process the change? Can you deploy the slow, patient kind of persistence? If you can, make the change. This exercise helps us differentiate what is truly urgent from everything else.”