Step 1 of 9 0% Email Header<p>Thank you for taking the time to complete the quiz.</p><p>Your individual report is compiled in the PDF attached.</p>Email Footer<p>Many Thanks,</p><p>Eva Jenkins</p><p>coaching@vipinnovations.com</p><p>www.vipinnovations.com</p><p> </p>TrustHow much responsibility do you take for your attitudes, communications, and behavior in your daily relationships?I'm really struggling with understanding & communicating with my team. I'm often frustrated with my teams output. I often lack trust in my team.I'm doing OK, but could improve on my communication skills.I'm really confident and trust my team totally.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Do you create a strong relationship that results in mutual respect, trust and team commitment?I'm really struggling with my direct reports ability to deliver on time and without any issues.I'm often frustrated with my teams lack of ability to work together.I'm doing OK, but could improve on my coaching skills.I feel confident & trust that my team can deliver quality output on a consistent basis. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Progression/GrowthHow Do You Feel About Your Professional Development?I'm really struggling and have not had any time for training & developing my skill sets . I'm often frustrated by not having enough time. I'm doing OK, but I know that I need to further develop my skill sets.I'm really successful with developing myself. Continuously trying to improve. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Work Life BalanceConsider the fit between your current work role and your life outside work. How satisfied are you with your work-life balance?I have no personal life. Working all the time. I'm often frustrated with balancing all of my projects & having enough energy at home. I feel that I am doing OK. But, I definitely can improve my work/life balance.I feel that I am managing my personal & professional life really well.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? LeadershipWould You Say Your Good At Involving Others?I'm really struggling with trusting others to work on most of my projects.I'm often feel frustrated and I do not have complete trust & confidence in others.I feel that I am doing OK, but I could improve. I feel that I know my team very well and know how and who to delegate work to. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? DelegationHow effectively can you turn down work that's not part of your role, so you can keep focused?I'm really struggling with this area. I cannot say "No".I often feel frustrated and have issues focusing. Way too much to do all the time.I feel that I'm doing OK but could improve.I'm really successful with focusing on my top priorities and can say "No". How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? How well are you able to prioritize the most important task only you can do, and delegate the rest to your team?I'm really struggling with this. Just way too many projects.I'm often frustrated and have hard time prioritizing workload.I'm doing OK, but could improve. I'm really successful with prioritizing my workload and trust my team can handle the rest.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Stress ManagementDo you find it easy to switch off and relax?I'm really struggling with relaxation. What is it feel like to relax? I'm often frustrated and don't know how to relax more.I'm doing OK, but could improve.I'm really successful with able to relax and balance my life.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Final Step One final step before we send you your results, which will enable you to understand where you are and where you want to be. Name* First Name Work Email* Email Consent* Yes, I give consent to securely store my details, email me my report along with future relevant tips supporting my score. Note: We will never share your details with any third party. View our Privacy Policy. Identify the most important numberQuestion 1 GapQuestion 2 GapQuestion 3 GapQuestion 4 GapQuestion 5 GapQuestion 6 GapQuestion 1 Yes Most ImportantQuestion 2 Yes Most ImportantQuestion 3 Yes Most ImportantQuestion 4 Yes Most ImportantQuestion 5 Yes Most ImportantQuestion 6 Yes Most ImportantFeedback if Column 1Feedback if Column 2Feedback if Column 3Feedback if Column 4Q1 or Topic 1 Biggest Gap Feedback<p><strong>Trust</strong></p><p>Looks like you are having trouble with this key topic area. Don't worry, you're not alone.</p>Q2 or Topic 2 Biggest Gap Feedback<p><strong>Progression/Growth</strong></p><p>Looks like you are having trouble with this key topic area. Don't worry, you're not alone.</p>Q3 or Topic 3 Biggest Gap Feedback<p><strong>Work Life Balance </strong></p><p>Looks like you are having trouble with this key topic area. Don't worry, you're not alone.</p>Q4 or Topic 4 Biggest Gap Feedback<p><strong>Leadership</strong></p><p>Looks like you are having trouble with this key topic area. Don't worry, you're not alone.</p>Q5 or Topic 5 Biggest Gap Feedback<p><strong>Delegation</strong></p><p>Looks like you are having trouble with this key topic area. Don't worry, you're not alone.</p>Q6 or Topic 6 Biggest Gap Feedback<p><strong>Stress Management</strong></p><p>Looks like you are having trouble with this key topic area. Don't worry, you're not alone.</p>Call to Action for EveryoneCall to Action For Column 1<p>I can see you are struggling and would love to see how I can help you improve.</p><p>Let's chat about your score.</p><p>Schedule an obligation-free discovery call via <a target="_blank" href="https://www.vipinnovations.com/appointment">vipinnovations</a></p>Call to Action For Column 2<p>I can see you might be frustrated with some of the outcomes and would love to see how I can help you improve.</p><p>Let's chat about your score.</p><p>Schedule an obligation-free discovery call via <a target="_blank" href="https://www.vipinnovations.com/appointment">vipinnovations</a></p>Call to Action For Column 3<p>I can see you are doing OK in most areas but I would love to see how I can help you reach your maximum potential.</p><p>Let's chat about your score and what this can look like.</p><p>Schedule an obligation-free discovery call via <a target="_blank" href="https://www.vipinnovations.com/appointment">vipinnovations</a></p>Call to Action For Column 4<p>I can see you are successful in most areas but I would love to see how I can help you even further and ensure you stay on track.</p><p>Let's chat about your score and what this can look like.</p><p>Schedule an obligation-free discovery call via <a target="_blank" href="https://www.vipinnovations.com/appointment">vipinnovations</a></p>Q1 or Topic 1 Biggest Gap Call to ActionQ2 or Topic 2 Biggest Gap Call to ActionQ3 or Topic 3 Biggest Gap Call to ActionQ4 or Topic 4 Biggest Gap Call to ActionQ5 or Topic 5 Biggest Gap Call to ActionQ6 or Topic 6 Biggest Gap Call to ActionFeedback IF 1Feedback IF 2Feedback IF 3Feedback IF 4Topic/Question 1 results text 1-3<p>Depending on your roles and responsibilities, you may have more or less influence on others. However, you can always have extraordinary influence on your starting points: Self-Trust (the confidence you have in yourself—in your ability to set and achieve goals, to keep commitments, to walk your talk, and also with your ability to inspire trust in others) and Relationship Trust (how to establish and increase the trust accounts we have with others).</p><p>There is individual trust and organizational trust. GREAT READ: The Speed of Trust, Stephen M.R. Covey </p>Topic/Question 1 results text 4-6<p>Because trust is a relational concept, good communication is critical. Not surprisingly, open and honest communication tends to support the decision to trust, whereas poor (or no) communication creates suspicion. Many organizations fall into a downward spiral: Miscommunication causes employees to feel betrayed, which leads to a greater breakdown in communication and, eventually, outright distrust. GREAT READ: The Speed of Trust, Stephen M.R. Covey </p>Topic/Question 1 results text 7-9<p>“Trust is not a matter of technique, but of character; we are trusted because of our way of being, not because of our polished exteriors or our expertly crafted communications.”</p><p>You build and maintain trusting relationships and a culture of trust in your workplace one step at a time through every action you take and every interaction you have with your coworkers and employees. Trust may be fragile, but it has the capacity to grow strong over time. GREAT READ: The Speed of Trust, Stephen M.R. Covey </p>Topic/Question 1 results text 10-12<p>The job of a leader is to go first, to extend trust first. Not a blind trust without expectations and accountability, but rather a "smart trust" with clear expectations and strong accountability built into the process. The best leaders always lead out with a decided propensity to trust, as opposed to a propensity not to trust. As Craig Weatherup, former CEO of PepsiCo said, "Trust cannot become a performance multiplier unless the leader is prepared to go first."</p>Topic/Question 2 results text 1-3<p>It takes time and effort to improve leadership skills, and it begins with a thorough examination of your strengths and weaknesses. A strong knowledge of your innate gifts and abilities means you can put them to work for you, while an understanding of your weaknesses provides you with areas you know you can improve. Addressing your shortcomings leads to true growth. Learning equals growth. By engaging in learning, whether that’s through books, events, courses or training programs, you can develop your leadership skills faster and also set the example for how others should be leading. GREAT READ: The 21 Irrefutable Laws of Leadership, John C. Maxwell, Stepehn MR Covey </p><p> </p>Topic/Question 2 results text 4-6<p>Time and priority must be made for leadership development. A great leader must be continuously learning and evolving because nothing stays the same.The more we learn, the more we grow, and the more we grow, the better we can serve others, our communities and one thing that is certain, is that change will be constant and happening faster than ever before. the world. GREAT READ: The 21 Irrefutable Laws of Leadership, John C. Maxwell, Stepehn MR Covey </p>Topic/Question 2 results text 7-9<p>New challenges equals growth. If leaders aren’t challenging themselves to do new things or take new risks, their own performance will be at a certain level, which will reflect back on those who they lead. New levels of performance is achieved by doing things never done before. A great thing about continuously learning is that leaders open themselves up to what’s possible by engaging their imagination. GREAT READ: Dare To Lead, Brene Brown, Ph.D., LMSW</p>Topic/Question 2 results text 10-12<p>It's great that your doing so well. Great Leaders are great lerners. Leaders don’t accept the status quo or rest on their laurels. They’re always asking “what’s next?” to grow themselves, their organizations, and their people. Learning and sharing what you learn to develop other leaders is how you make an impact and leave a legacy. GREAT READ: The Leadership Challenge, Sixth Edition James Kouzes, Barry Z. Posner </p>Topic/Question 3 results text 1-3<p>Work/life balance is at best an elusive ideal and at worst a complete myth, here are some ways to cope:</p><p>Don't strive for the perfect schedule; strive for a realistic one. Work isn't just a way to make money; it should serve you both financially and emotionally. Prioritizing your health first and foremost will make you a better employee and person, Don’t be afraid to unplug from technology . . . If you do not firmly plan for personal time, you will never have time to do other things outside of work. GREAT READ: Reclaim Your Time - Finding Balance, Special Report by Eva Jenkins (<a href="https://mysites.therapysites.com/0030884/storage/app/media/special-report-balance.pdf">https://mysites.therapysites.com/0030884/storage/app/media/special-report-balance.pdf</a>) </p><p> </p>Topic/Question 3 results text 4-6<p>While your job is important, it shouldn't be your entire life. You were an individual before taking this position, and you should prioritize the activities or hobbies that make you happy. Set boundaries and work hours.</p><p>GREAT READ: Reclaim Your Time - Finding Balance, Special Report by Eva Jenkins (<a href="https://mysites.therapysites.com/0030884/storage/app/media/special-report-balance.pdf">https://mysites.therapysites.com/0030884/storage/app/media/special-report-balance.pdf</a>) </p>Topic/Question 3 results text 7-9<p>Defining success for yourself, managing technology, building support networks at work and at home, traveling or relocating selectively, and collaborating with your partner. Deliberate choices don’t guarantee complete control. Life sometimes takes over, whether it’s a parent’s dementia or a teenager’s car accident. But, you can sustain certain momentum during such challenges while staying connected to your family. GREAT READ: Principals, Life & Work, Ray Dalio</p>Topic/Question 3 results text 10-12<p>Defining success for yourself, managing technology, building support networks at work and at home, traveling or relocating selectively, and collaborating with your partner. Deliberate choices don’t guarantee complete control. Life sometimes takes over, whether it’s a parent’s dementia or a teenager’s car accident. But, you can sustain certain momentum during such challenges while staying connected to your family. GREAT READ: Principals, Life & Work, Ray Dalio</p>Topic/Question 4 results text 1-3<p>No leader is born with everything necessary to succeed. It takes time and effort to improve leadership skills, and it begins with a thorough examination of your strengths and weaknesses. A strong knowledge of your innate gifts and abilities means you can put them to work for you, while an understanding of your weaknesses provides you with areas you know you can improve. Addressing your shortcomings leads to true growth. GREAT READ: Developing The Leader Within You 2.0 , John C. Maxwell</p>Topic/Question 4 results text 4-6<p>No leader is born with everything necessary to succeed. It takes time and effort to improve leadership skills, and it begins with a thorough examination of your strengths and weaknesses. A strong knowledge of your innate gifts and abilities means you can put them to work for you, while an understanding of your weaknesses provides you with areas you know you can improve. Addressing your shortcomings leads to true growth. GREAT READ: Developing The Leader Within You 2.0 , John C. Maxwell</p>Topic/Question 4 results text 7-9<p>New challenges equals growth. If leaders aren’t challenging themselves to do new things or take new risks, their own performance will be at a certain level, which will reflect back on those who they lead. New levels of performance is achieved by doing things never done before. GREAT READ: Humble Leadership, Edgar H. Schein</p>Topic/Question 4 results text 10-12<p>New levels of performance is achieved by doing things never done before. A great thing about continuously learning is that leaders open themselves up to what’s possible by engaging their imagination. As everything is created twice, by first building the picture of a better future, leaders can inspire others to buy into that future a lot easier than if they didn’t have a compelling future. GREAT READ: Leaders East Last, Simon Sinek</p>Topic/Question 5 results text 1-3<p>Leaders who try to take on too many tasks by themselves will struggle to get anything done. These leaders often fear that delegating tasks is a sign of weakness, when in fact it is a sign of a strong leader. Therefore, you need to identify the skills of each of your employees, and assign duties to each employee based on his or her skill set. By delegating tasks to staff members, you can focus on other important tasks. GREAT READ: The New One Minute Manager, Ken Blanchard, Ph.D., Spenser Johnson, MD</p><p> </p>Topic/Question 5 results text 4-6<p>Leaders who try to take on too many tasks by themselves will struggle to get anything done. These leaders often fear that delegating tasks is a sign of weakness, when in fact it is a sign of a strong leader. Therefore, you need to identify the skills of each of your employees, and assign duties to each employee based on his or her skill set. By delegating tasks to staff members, you can focus on other important tasks. </p><p>GREAT READ: The New One Minute Manager, Ken Blanchard, Ph.D., Spenser Johnson, MD</p>Topic/Question 5 results text 7-9<p>The successful delegation of authority as a leadership style takes time and energy, but it's worth the time and energy to help employee involvement and employee empowerment succeed as a leadership style. It's worth the time and energy to help employees succeed, develop, and meet your expectations. GREAT READ: Leaders East Last </p>Topic/Question 5 results text 10-12<p>The successful delegation of authority as a leadership style takes time and energy, but it's worth the time and energy to help employee involvement and employee empowerment succeed as a leadership style. It's worth the time and energy to help employees succeed, develop, and meet your expectations. GREAT READ: Leaders East Last </p>Topic/Question 6 results text 1-3<p>Three of the most effective stress managers are prioritization, organization, and planning. Similar effective techniques include clarifying roles, defining expectations, completing jobs ahead of time, and closely managing project schedules. Also helpful is sharpening your focus. In both your personal and professional lives, the most time and effort should be given to the most important priorities.</p>Topic/Question 6 results text 4-6<p>Three of the most effective stress managers are prioritization, organization, and planning. Similar effective techniques include clarifying roles, defining expectations, completing jobs ahead of time, and closely managing project schedules. Also helpful is sharpening your focus. In both your personal and professional lives, the most time and effort should be given to the most important priorities.</p>Topic/Question 6 results text 7-9<p>The first step toward reducing stress is learning what your triggers are. "If you know what pushes your buttons, then avoid it. But there are stresses we have to accept, so we must change our reactions to them. There are many ways to help yourself stress less.</p>Topic/Question 6 results text 10-12<p>Although today's business environment can be demanding, it's crucial to take time for other activities outside of the office such as family events, hobbies and sports. This is when you recharge your batteries. </p>Topic/Question 7 results text 1-3Topic/Question 7 results text 4-6Topic/Question 7 results text 7-9Topic/Question 7 results text 10-12Topic/Question 8 results text 1-3Topic/Question 8 results text 4-6Topic/Question 8 results text 7-9Topic/Question 8 results text 10-12Total of current:Total of desired:Simplified Current TotalSimplified Desired TotalTopic 1 Total for CurrentTopic 1 Total for DesiredTopic 2 Total for CurrentTopic 2 Total for DesiredTopic 3 Total for CurrentTopic 3 Total for DesiredTopic 4 Total for CurrentTopic 4 Total for DesiredTopic 5 Total for CurrentTopic 5 Total for DesiredTopic 6 Total for CurrentTopic 6 Total for DesiredNameThis field is for validation purposes and should be left unchanged. This iframe contains the logic required to handle Ajax powered Gravity Forms.
