Clear and action oriented feedforward reporting
- Not just plain numbers and figures
- Positive and growth-oriented: stimulates learning
- Individual and group report
- 3 feedforward pillars
- Validated management and leadership qualities
- Insights into the ‘hard and soft’ and ‘individual and relational’ qualities
- In English and Dutch
- Corresponds with the position/task/role of the participant
- Behaviour(-al alternatives)
Download an example report here (individual feedforward analysis™)!
Not just plain numbers and figures
The report shows which validated management and leadership qualities the participant excels in.
Positive and growth-oriented: stimulates learning
The feedforward analysis™ seeks out the qualities that are already present, and subsequently looks for ways to further improve and strengthen them. The emphasis is on positive qualities; the ones you already have and the ones you wish to develop further. Personal development is something we enjoy, it’s in our nature!
Individual and group report
You will discover how to make a difference in your organisation using existing qualities.
You will also learn how your colleagues can make a difference with their qualities. Through this, you will learn which strengths are present in the group and on which points you and your colleagues can complement each other.
3 feedforward pillars
During the scientific validation of the qualities of leaders and managers within High Performance Teams and Organisations, we discovered three feedforward pillars: Being authentic, People-oriented managing, and Entrepreneurship. There is no optimal distribution between these three pillars and therefore there is no ‘better’ or ‘worse’ distribution. How succesful a profile of qualities is, is determined by the combination of a person’s, team’s, or organisation’s task and the feedforward analysis™. The qualities of your team members also determine the success of the whole.
Validated management and leadership qualities
In order to make your organisation successful, you need management qualities as well as leadership qualities. Both are indispensable for excellent performance. We make use of the diverse classifications Management versus Leadership, as formulated by Harvard, HPO Center, Forbes and Business Insider.
Both roles are distinctive and essential for the success of an organisation: one needs leaders as well as managers.
Insights into the ‘hard and soft’ and ‘individual and relational’ qualities
In order for an organisation to be successful, it needs ‘hard’ as well as ‘soft’ qualities. Individual and relational qualities are also important. Again, the distribution as such does not matter. Both are indispensable for excellent performance. The context (task/function/role) determines which distribution is most effective.
In English and Dutch
The feedforward analysis™ and report is currently available in English and in Dutch. The respondents can choose in which language they fill out the feedforward analysis™. Afterwards, the report can be drawn up in either language. Do you prefer another language but English or Dutch? Let us know! The feedforward analysis™ and report is currently available in English and in Dutch. The respondents can choose in which language they fill out the feedforward analysis™. Afterwards, the report can be drawn up in either language. Do you prefer another language but English or Dutch? Let us know!
Corresponds with the position/task/role of the participant
The report helps the participant to get an understanding of their own qualities which are important to their current or changing position/task/role. The group report also focuses on the qualities that are important to the department or organisation.
The feedforward analysis™ seeks out the qualities that are already present. Subsequently, the analysis zooms in on the possibilities to further develop these qualities by strengthening the results
entailed by these qualities. The emphasis is on positive qualities; on the ones you already have as well as on the ones you wish to develop further. Every quality is translated into a concrete behaviour. Through that, behaviour alternatives will become clear during the analysis.
For example: “You aspire to deliver results quickly and decisively. This is an excellent quality. Even greater results can be delivered when you would share your knowledge with your colleagues, so that they can learn from you.”