Module 5 - Individual: Your Personal Impact Reports - Gaining a deeper understanding of how you personally connect

Table Of Content

What is an impact report?

Your Impact Report is generated from the questions we asked about the individuals they collaborate with to build a picture of everyone’s network type. This is slightly different from the team questions.

The individual nature of this data means that insight from the questions can be quite sensitive so we only ever use this data , either in an aggregated anonymised form, or surfaced in complete privacy within your individual Impact Report.

All the insight we present back to you is just a summary of how your network interacts with you.

As is the nature of a network it can be beautifully visually represented and you should also have a view of what your organization looks like and then there is a red node depicting where you sit inside your network.

You should think about your Impact Report as being a measure of your Collaborative Impact.

We consider Your Organisational Impact to be the product of your Individual Impact multiplied by your Collaborative Impact.

Sometimes coaches talk about performance not being about ‘what’ you are doing but about ‘the way’ you are doing it. How you are perceived by others can, in many cases, be a blind spot.

Here we take a look at assigning team roles and clarifying use beyond just an organizational overview

8 relationship types

Operational networks - These are functional relationships everyone needs in order to be successful in their role. This might be tacit knowledge, general data, or just ability to get things done quickly and with minimal complexity.

We look at 2 main operational networks:

Information Sharing - Who provides you with information that is critical to do your job?
Agility - Who would you go to in order to secure faster progress on a task?

So these are the 2 networks that we would look to to describe “You as an operator”

Social Networks - As you develop in your role, you start to develop the ability to work with those around you as part of a performing team. Factors such as trust, psychological safety and feedback become important for your team to grow and learn.

Energy - Who motivates or energises you?

Psychological Safety - Who do you feel comfortable enough with to discuss personal setbacks or difficulties?
Feedback - Who would you go to for fair and constructive feedback on your performance?

These are the types of qualities we would expect to develop for positions of management. “You as a team player”

Strategic networks - are where we see critical business attributes that generally correlate strongly with expectations of good leadership. You should build on these kinds of networks when looking to get promoted or as you move into higher leverage roles inside organisations.

Problem Solving - Who helps you think about complex problems posed by your work?
Innovation - Who would you go to in order to brainstorm a new idea?
Learning - Who helps you learn new skills, build expertise or deepen your knowledge?

Every report generated has a personalised benchmark for each network type. This may or may not be relevant depending on your role. For example, some roles are highly nuanced and may require very few connections to deliver required success.

The benchmarks are comprehensive however, and are generated from over 150,000 data points. With 16 different predictor attributes relating to your role including: tenure, experience, level in the organisation, number of people in your team, number of direct reports, total people in your geography, number of degrees of connectivity in the org chart, and so on.

This is a powerful tool to use as an individual. It can give you pointers to where you want to build skill and relationships as you self-develop. We encourage working with those around you to try to build relevant additional connections inside the business and in some cases you may be over connected and not have the bandwidth to develop a broader range of network attributes. Sharing the report in a trusted group can be a great catalyst for positive change.