Analyzing the leadership and management skills

What leadership and management skills do our managers have? This is what the top managers of companies often want to know. For example, when these managers

  • want to decide who should manage a merged division after the merger has taken place or

  • redefining the team of leaders following strategic restructuring.

The case is similar when the top team wants to take the management culture of a company in a certain direction. Here again, it is necessary to first take stock of the overall situation:

  • What skills do our managers already have?

  • What attitudes and patterns currently characterize their behavior? And:

  • What attitudes and patterns of behavior have to be changed and what skills still need to be developed in order to achieve the desired goal?

Only then can the (management) culture of the company be selectively altered and the actual profiles of the managers be gradually tuned to closer resemble the ideal profiles. MTI helps companies with this work, for example, by conducting audits

  • to initially analyze the competencies of the managers,

  • to determine what needs to be changed on the basis of these results, and then

  • to make recommendations to top managers as to how the desired goal will be achieved.

When analyzing and developing the (management) culture of companies, in many cases we use the 360°Feedback as a tool as well. This involves conducting surveys (computer-based), for example, of employees, colleagues and supervisors of managers to collect information on how they perceive their own behavior

  • in order to analyze the (management) culture within the company,

  • to stimulate discussion about the topic of leadership within the organization,

  • to offer managers individual feedback and

  • to initiate the further development of the management culture.

MTI 360° Feedback

This MTI tool allows companies to analyze and change the leadership culture and value structure within their organization.Button_Details_blau

Identifying the right candidates

Who do we trust (in the medium term) to take on a leadership position? This is the question facing companies again and again. For example, if they want to select the right participants from several qualified applications for their trainee program. Or if they want to select those young managers who can take over a middle or even upper position in the medium term. Then, the task is always to identify

  • the skills candidates already possess and

  • where they still show potential for development

to then compare their profile with the ideal candidate profile and separate the best candidates from the good ones.

For example, MTI helps companies by performing tests to analyze the skills and the personalities of the candidates in order to determine which ones best match the company. For larger companies, in many cases we also develop and run Assessment Centers (AC). Here it is important to distinguish between two types of ACs.

When designing the AC, we follow these guiding principles:

  • The AC should ideally reflect the (desired) culture of the company. And:
  •  The tasks in the AC should represent the (future) reality to the greatest extent possible.

If desired, we also train managers who participate in the AC as observers so that they can really focus on the factors that are important for the (future) success of the company.