By taking on personal leadership, you create stability where needed and innovation where desired.
The Management Drives questionnaire shows how driven you are. The MD Feedback test shows which behaviour is visible and observed by yourself and others. Both tests use the same ‘colours’ and, likewise, the same language. The combination of both tests is highly effective as a result.
After completing the feedback, you will receive the results, which we call a ‘mirror’: three prints with a number of diagrams that are described briefly on this page.
This large diagram shows your behaviour as evaluated by you and by the respondents. The behavioural pattern consists of four quadrants, each of which evaluates your behaviour: balanced, negative, exaggerated or absent. All six colours may be represented in each quadrant.
The colours are shown in a predetermined order. The brightly coloured bars reflect your personal evaluation, while the lines with the lighter coloured areas in-between refer to the (average) evaluations of your respondents.
The results may all fall within the diagram, but highly distinct outcomes extend beyond the diagram. In the example above, this is the case with Orange (balance) and Blue (absent).
Which traits do you feel are so important and characteristic of you that you want to keep them? How others view these can be a confirmation or may shed light on other qualities that they would like to see you hold onto.
Which traits do you personally want to develop? Perhaps the trait fits with your ambitions or task or maybe you are simply annoyed with a trait.
Which trait do you personally experience as obstructive or tiresome, and that you no longer want to display? The respondents also evaluate traits that they would prefer to no longer see you display.
Some tasks can be easily captured in a single colour. A surgeon, for example, is expected to carry out his task in an orderly fashion, with an eye for detail, and to finish the job properly. Blue behaviour is essential in this case. If he comes across as less than friendly, he will most likely be forgiven for this. Or would you perhaps prefer a friendly surgeon who pays less attention to hygiene? You can’t always have it both ways…
The TASK diagram shows how you personally interpret your task and how your respondents interpret it. As a result, it reflects expectations and explains part of the colouring for the respondents’ evaluation of your behaviour.
Your perception of the task largely determines your perception of the behaviour of the person concerned. That is why it is important to characterise the task.