rreport - healthy companies international · the healthy leader® is designed to provide a snapshot...

JANUARY 2013

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SAMPLE REPORT

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You are about to enjoy two of the greatest gifts possible:● A model for healthy and effective leadership; and ● Feedback from people whose perceptions and input are critical to your current and future

effectiveness.

The Healthy Leader ModelWe are passionate about The Healthy Leader® model because we believe the world is experiencing a crisis of leadership. The highly visible failings of some have cast a shadow on all. The credibility of leaders is at an all time low—leaving employees, consumers, and the public cynical and disengaged.

The Healthy Leader® model challenges you to embrace a holistic and expansive vision of your own leadership. Even more fundamental than skills and competencies—who you are determines your true leadership capability. The roots of your deeply held beliefs and assumptions are what determine your ability to maintain your perspective, make sound judgments, and

execute effectively in even the most challenging circumstances. Your team, your organization—indeed the world at large is depending on your own unique healthy leadership.

The Gift of Honest FeedbackYour feedback team has provided you with their perception of your health relative to The Healthy Leader® model. We encourage you to...

● Celebrate and leverage your strengths ● Take stock of, and continue to work your development opportunities ● Explore the gaps between your perception and the perception of others.

Be sure to thank your feedback team for the gift of their feedback. That information, along with The Healthy Leader® model, provides the foundation for a robust development plan that can propel your leadership to the next level.

Thank you for allowing us to partner with you on your leadership journey.

— The Healthy Companies International Team

Copyright © 2013. Healthy Companies International. All rights reserved. 1

WHILE THERE ARE WIDELY SHARED FRAMEWORKS and commonly accepted behaviors that help define what great leaders do, what is missing is a new way of defining what drives leaders from the inside. The Healthy Leader® synthesizes into a holistic framework our insights from hundreds of interviews with executives in dozens of countries with the latest research in leadership, management, neuroscience, psychology, and biology. The results show that the person you are naturally impacts the actions you choose to take, which then determine your effectiveness as a leader and the overall performance of your organization.

The Healthy Leader® is designed to provide a snapshot of your current leadership health to identify where vulnerabilities and perception gaps are preventing you from achieving the leadership legacy and results you envision. This distinct and holistic model provides a foundation and personal profile that can guide your growth and development.

2 Copyright © 2013. Healthy Companies International. All rights reserved.

The Healthy Leader® will help you gain valuable insight into your leadership performance by giving you a snapshot of who you are. This portion of your report dives into multiple dimensions and provides a perspective of how you, your boss, your peers, and your direct reports rate your level of healthy leadership.

AlmostNever Seldom Sometimes Often Always

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KeyYour Response Average

Your Boss’s Response Average

Your Peers’ Response Average

Your Direct Reports’ Response Average

Physical Health 5

Body/Mind Awareness 6

Energy Management 7

Peak Performance Lifestyle 8

Emotional Health 9

Self-Awareness 10

Positive Emotions 11

Resilience 12

Intellectual Health 13

Deep Curiosity 14

Adaptive Mindset 15

Paradoxical Thinking 16

Social Health 17

Authenticity 18

Mutually Rewarding Relationships 19

Nourishing Communities 20

Vocational Health 21

Meaningful Calling 22

Personal Mastery 23

Drive to Succeed 24

Spiritual Health 25

Higher Purpose 26

Global Connectedness 28

Generosity of Spirit 27


WE EACH HAVE A UNIQUE COMBINATION of strengths and weaknesses. Knowing where you are strong and where you have opportunity for development is a critical step toward creating a personalized development plan—one that is framed by essential leadership actions and built on the foundations of healthy leadership. This portion of the report averages all responses to show your top three strength areas, your top three development opportunities, and the top three widest perception gap areas between your perception and those of your co-workers.

Key Strengths Development Opportunities Perception Gaps

Drive to Succeed Your drive to excel is reflected in your ability to define clearly what success is, to visualize it, and then to pursue it - even through adversity. You have a sense of urgency, a passion to win, and a deep desire to accomplish whatever goals you set.

Self-Awareness It be may difficult for you to be self-conscious and reflective of your own strengths and vulnerabilities. Time for self-reflection is crucial to discovering your true self and to help identify the blind spots that can sabotage your success.

Peak Performance Lifestyle Your assessment of your peak performance was lower than what your peers perceived. Are you better at this than you had thought? Or, do you give the impression that you have this under control more than you actually do?

Meaningful Calling You believe in the work you are doing. The values and priorities of your work align with your own personal values and you feel good about the contributions you make at work.

Deep Curiosity There may be times when you don't fully explore other alternatives or scratch beneath the surface of ideas. This may be because you're short on time or because the topics aren't interesting to you. Consider the possibilities of exploring alternatives on your next decision.

Global Connectedness Your assessment of your global connection was higher than what your peers perceived. Is there some validity to your peers' perceptions or do you just need to do a better job promoting and modeling this health dimension?

Personal Mastery You have an intimate understanding of your strengths and weaknesses and continually work to raise your personal bar of performance. Disappointments and failures don't weigh you down - they rejuvenate you for the next attempt.

Authenticity You may have some difficulty being your full self every day in all situations. This may mean that you struggle with aligning your thoughts and feelings with your actions. Improving in this area will enhance your credibility.

Paradoxical Thinking Your assessment of your paradoxical thinking was higher than what your peers perceived. Is there some validity to your peers' perceptions or do you just need to do a better job promoting and modeling this health dimension?


PHYSICAL HEALTH REFERS TO the condition and functioning of the body's skeletal structure, organs, and systems, which may reflect and/or influence the mind and spirit. Being physically healthy enables you to keep up with the escalating speed of life. It helps you develop agility, maintain balance in your life, and bounce back in the face of adversity.

At the organization level, physical health enables business success. It makes people more energetic, hardy, productive, and better able to put in the extra effort required to handle unforeseen problems. People who are physically healthy experience less stress, are absent less often, and are better problem solvers. They are generally strong yet flexible team players who embrace responsibility. A physically healthy workforce ensures economic security for employees and the organization, enhances the company's public image, and creates a robust culture of results.

I think of my time as CEO as more of a marathon than a sprint. So, I’ve really been focused on how do I

live healthy enough so that I can stay in this high level of energy for a long period of time. I’ve been

dieting. I’ve been working out more. I’m 53. I still theoretically could have 12 years to go [until

retirement].

John Schlifske, Chairman and CEO, Northwestern Mutual

The building blocks of physical health are body/mind awareness, energy management, and healthy lifestyle.

Ask yourself:● How does each component of my physical health (body/mind awareness, energy management, healthy lifestyle)

enhance or inhibit the quality of my life? My leadership? ● What consequences might I experience if I do not improve these components of my physical health? ● How might improving my physical health impact my emotional, intellectual, social, vocational, and spiritual health?


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Physical Health 5

Body/Mind Awareness 6

Energy Management 7

Peak Performance Lifestyle 8


A HEALTHY MIND AND BODY is foundational for optimal health and happiness. It is critical to understand how your body works, what organs and body systems are most vulnerable for you, and how your mind and body are connected. By being a student of your physical and mental health you can prevent disease, rebound quickly from illness, and live a healthy lifestyle.

Being physically stronger makes you mentally stronger. It improves you. Going through some of these

(triathlon) races, and putting myself in circumstances that were indeed challenging, has given me a very

different perspective on my own work. Part of it is how it helps manage fear as well as stress.

— Paula Kerger, President and CEO, PBS

Physical HealthAlmost Never Seldom Sometimes Often Always

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Key * All numerals represent the number of responses from your peers and direct reports

Your Response

Your Boss’s Response

Body/Mind Awareness

I believe my thoughts and emotions affect my physical well-being.

I monitor my health to ensure that I am making good choices regarding my lifestyle.

I understand what it takes for me to stay healthy during stressful times at work.

I move quickly to take remedial action when I feel ill or am faced with health problems.

I adjust work plans if the current demands conflicts with team members' health and well-being.

I actively promote strategies and policies that enable my team members to have a healthy lifestyle.

1 1 4 2 1

3 2 3 1

3 3 1 2

3 2 4

2 2 3 2

1 3 2 2 1


THE MULT-DISCIPLINARY SCIENCE OF HIGH PERFORMACE has shown that human energy can be expanded and renewed. This energy is lying dormant inside all of us. By focusing, mobilizing and refueling your own energy, you can develop personal actionable strategies to help unleash your own productive energy and the energy of others.

I've become more conscious of my energy level and what replenishes me, so that I can keep my energy

level up. Instead of having five and-a-half hours of sleep, I'll give up that extra half an hour and go

running, and it actually gives me more energy through the day.

— Nomi Bergman, President, Bright House Networks


Don’t Know


Your Response


Energy Management

I know what gives me energy and what depletes it.

I manage my workloads so that I have energy needed to work and compete successfully.

I think its my primary responsibility to mobilize the energy and enthusiasm of others.

I feel good about the energy I bring to others.

I proactively manage stress to prevent a loss of energy and enthusiasm.

I work to keep my team's energy up.

5 3 1

1 1 5 2

1 1 2 3 2

3 5 1

1 5 2 1

1 4 4


LIVING A HEALTHY, HARDY LIFESTYLE is critical to peak performance. In increasingly stressful times, it is essential that you develop a life and work plan that optimizes your health, manages stress, balances work, family and personal life, and develops the resilience necessary to bounce back from setbacks and adversity.

You've got to understand what's going to work for you or you're at everyone's mercy, because in any

one of these key leadership jobs, it is 24/7 if you want it to be 24/7. You need to know what your

priorities are as an individual. It's taken me a long time to figure that out, but now I know exactly what

and when I need to check out and get away.

— Dennis Nally, Chairman, PwC International, Ltd.


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Your Response


Peak Performance Lifestyle

I am confident in my ability to manage stress at home and at work.

I practice good health habits (e.g. plenty of sleep, exercise regularly, follows doctor recommendations, etc.).

I do my best to make good decisions about my health.

I am keenly aware of the health habits that make a positive contribution to my ability to lead.

I feel good about my current balance between my personal life and my work life

I encourage my team members to establish a healthy work-life plan.

1 5 3

2 2 3 2

3 4 1 1

2 3 3 1

1 3 5

1 3 4 1


EMOTIONAL HEALTH REFERS TO THE ABILITY TO understand, express, and modulate the full range of emotions clearly and appropriately, regardless of the circumstances. Being emotionally healthy enables you to adapt and respond to changing conditions. It helps you move forward confidently in the midst of impermanence and unpredictability.

At the organizational level, emotional health stimulates business success. It enhances people’s self-awareness and self-esteem, and opens the door to creativity and teamwork. People who are emotionally healthy are generally happy, confident, and optimistic. They possess a realistic view of themselves and others and are willing to share power and responsibility. Emotionally healthy employees both reflect and reinforce a culture of positive, productive power and are able to respond quickly to change, modulate their anxiety, and tackle back-to-back challenges.

Everybody is a cylinder of emotion, and you have to touch those emotions in order to connect. You can’t

get somebody's mind until you’ve got their heart.

Linda Rabbitt, Founder, CEO and Chairman, Rand Construction

The building blocks of emotional health are self-awareness, positive emotions, and resilience.

Ask yourself:● How does each component of my emotional health (self-awareness, positive emotions, resilience) enhance or inhibit

the quality of my life? My leadership? ● What consequences might I experience if I do not improve these components of my emotional health? ● How might improving my emotional health affect my physical, intellectual, social, vocational, and spiritual health?


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Emotional Health 9

Self-Awareness 10

Positive Emotions 11

Resilience 12


SELF-CONCIOUSNESS AND REFLECTION are the cornerstones of emotional health. This involves understanding your mental and emotional lives, acknowledging your strengths and vulnerabilities, seeing the hidden role that your emotions play in making decisions, and engaging in participative observation by stepping outside yourself to watch how you think, feel and act. You must also observe how your thoughts, emotions, and behaviors undermine you. These hidden fears, faulty assumptions, and contradictions act like hijacks and blind spots that can sabotage your success.

You’ve got to know your blind spots. A lot of it is recognizing your own fears. For me, I have to reflect

and ask myself, am I doing X because I need to get there or am I doing X because it's the right thing to

do? Or am I doing X because it’s what I feel like is the most appropriate thing to do with my life right

now?

— Tim Ryan, U.S. Congressional Representative, Ohio

Emotional HealthAlmost Never Seldom Sometimes Often Always

Don’t Know


Your Response


Self-Awareness

I easily and quickly identify counter-productive thoughts or self-talk.

I seek feedback from others about my actions and decisions.

I see myself as a highly reflective and introspective person.

I believe it is critically important to be deeply honest about my strengths and weaknesses.

I make time for self-reflection.

I am aware of how my emotions influence my actions and decisions.

4 3 2

1 5 3

2 3 3 1

1 3 4 1

1 4 2 2

1 3 5


HUMAN BEINGS ARE HARDWIRED FOR POSITIVE EMOTIONS: compassion, forgiveness, love, hope, joy and gratitude. Unhealthy experiences and organizations get in the way of their natural expression. You can rewire yourself to tap into these emotions by paying attention to and practicing them. This helps you widen your tolerance, expand your moral compass, enhance your creativity, and build healthier, more productive relationships.

There are 25 men and four officers in a company looking at a Captain for emotional health, emotional

stability. How the Captain goes in the unit is pretty much the way the unit goes because they buy into

whatever his emotion is at the time, and you don’t want to be riding a roller coaster. Everyone

understands that everyone is human and has good days and bad days. It’s the general piece that we’re

looking at from a Captain. We want somebody who’s in that upward plane.

—Mike Puzziferri, former Deputy Chief, New York Fire Department


Don’t Know


Your Response


Positive Emotions

I think my effectiveness as a leader relies on my ability to express positive emotions.

I feel a strong sense of forgiveness, gratitude and compassion in my life.

I feel optimistic and energetic at work, even during trying times.

I believe it's possible to generate happiness inside myself by accentuating the positive.

I intentionally channel my thoughts and emotions positively.

I help teammates see the good in challenging situations.

1 2 6

1 4 3 1

2 7

2 7

2 5 2

3 3 2 1


WITHOUT EMOTIONAL RESILIENCE, challenges turn into traumas and traumas turn into disasters. With emotional resilience, you bring a centeredness and calmness to times of crisis that enable you to assess what's coming at you and how to best handle it. In a constantly changing world, resilience gives you the constancy within yourself to handle the inevitable ups and downs. Whether you are re-emerging from a personal tragedy, coping with volatile global markets, or trying to tackle unexpected organizational turmoil, it is your ability to be emotionally resilient that pulls you through.

I always look for people with...the right emotional quotient, or EQ, to deal with high stress and a fair

degree of anxiety. They’ve got to have that desire to win, along with the ability to live with the

uncertainty of knowing life’s not perfect.

— Todd Stitzer, former CEO, Cadbury


Don’t Know


Your Response


Resilience

I believe the right level of anxiety is essential in propelling people forward without causing them to panic or get bored.

While setbacks are disappointing, I can feel good about what I learn from them.

I can sense when I'm starting to feel complacent.

I create heightened expectations without raising stress levels of my team members.

I bounce back easily from crises or setbacks.

I feel confident about managing the ups and downs of business.

1 3 5

1 1 6 1

1 1 2 3 1 1

3 2 4

6 3

6 3


INTELLECTUAL HEALTH REFERS TO THE ABILITY TO THINK clearly, critically, and creatively in all circumstances. Being intellectually healthy enables you to bring clarity to complexity. It helps you navigate increasing levels of intricacies to define, prioritize, and focus your work.

At the organization level, intellectual health drives business success. It enables people to understand current reality while envisioning a possible future. It helps them to analyze problems, ask and answer tough questions, recognize common ground, and build on each other’s ideas. Intellectually healthy people are more curious and better able to think objectively, make critical decisions, keep projects on track, adapt to changing circumstances, and carry out business initiatives effectively. They help grow the company through inventive solutions and value-driven activities, and engender a culture of growth and innovation.

Leadership is all about plugging into the minds and hearts of people. It is about encouraging a spirit of

intellectual ferment and constructive dissent so that people are not bound by the status quo, and

mavericks are given space and free play.

Kumar Birla, Chairman, Aditya Birla Group

The building blocks of intellectual health are deep curiosity, adaptive mindset, and paradoxical thinking.

Ask yourself:● How does each component of my intellectual health (deep curiosity, adaptive mindset, paradoxical thinking)

enhance or inhibit the quality of my life? My leadership? ● What consequences might I experience if I do not improve these components of my intellectual health? ● How might improving my intellectual health affect my physical, emotional, social, vocational, and spiritual health?


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Intellectual Health 13

Deep Curiosity 14

Adaptive Mindset 15

Paradoxical Thinking 16


DEEP CURIOSITY IS, ABOVE ALL, the desire to stretch your mind coupled with a strong interest to seek out the unknown—the ability to appreciate novel ideas and concepts. When you have deep curiosity, you are driven by the desire to uncover the truth behind and the connections between everything. By unleashing your longing to learn, you unlock creativity, challenge your own and others’ point of view, and ultimately arrive at broader and deeper understandings of issues and problems.

There’s a discipline to my curiosity. My kids got me an iPod a few years ago and every Friday night or

Saturday morning, I download The Economist or something. I put it on a playlist and whenever I get a

chance, if I’m cleaning windows or doing something in the yard or hanging out in the garage, you’ll see

me with the iPod in my ear. While I’m working with my hands there’s another part of my brain that’s

sifting and sorting and running.

— Mike Petters, President and CEO, Huntington Ingalls Industries

Intellectual HealthAlmost Never Seldom Sometimes Often Always

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Your Response


Deep Curiosity

I feel stimulated when my ideas are challenged by anyone on my team.

I am more curious about things than most other people.

I understand how my biases and preferences impact the way I lead.

I'm intrigued by different ideas, people, and situations.

I can find something of interest in almost any situation.

I promote a spirit of inquiry on my team and with others.

2 5 2

1 5 2 1

2 4 3

1 2 4 2

3 4 2

2 5 2


AN ADAPTIVE MIND is a self-transforming mind. It is agile, flexible, open to the unexpected, and able to handle uncertainty and ambiguity. While it possesses a clear point of view, it is receptive to other ideas and perspectives and, thus, has great capacity to deal with expanding mental complexity. By developing an adaptive mentality, you can discard unfruitful ways of thinking, accept new approaches that lead to better solutions and results, and embrace change.

You’ve got to be open at all points to improve. That’s what learning is about; if I stop doing that, I will

stop being the person I am. If I explain my view to people, it isn’t self-evident to them that I’m right.

People have different views, they come to their conclusions; it may be better for them, or they may feel

it’s better for the country. Okay, well I’ve got to try to address all of those arguments.

— Graham Allen, Labor Party, British Parliament


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Your Response


Adaptive Mindset

I embrace change as an opportunity to learn and grow.

I readily throw out old ways of thinking when they no longer work for me.

I enjoy trying new approaches (reworking current business processes, alternating meeting agendas, etc.).

I am aware of how my perspectives affect my ability to change and adapt.

I believe it's important to continuely reassess the way I see or think about things.

I push my team to develop fresh approaches to complete their assignments.

1 7 1

1 6 1 1

1 1 3 4

1 2 5 1

1 3 4 1

1 3 5


TODAY’S WORLD IS FILLED WITH CHALLENGES that are multi-faceted and often lead to solutions that are at odds with one another. In such a world, linear thinking is both insufficient and potentially dangerous. It is critical that you have the ability to evaluate ideas from multiple angles and hold seemingly contradictory qualities within yourself, such as confidence and humility, to establish the clarity required in today’s world. Paradoxical thinking enables you to leverage contradictions that might otherwise frustrate and impede decision-making.

Paradoxical thinking is about resolving tradeoffs, not by saying you can either get A or B, but rather

resolving it by how we can get both A and B. Going for a both/and mindset rather than an either/or

solution when there are tradeoffs actually forces you to be creative and innovative in the solutions you

apply.

— Jørgen Vig Knudstorp, CEO, LEGO


Don’t Know


Your Response


Paradoxical Thinking

I see myself as the person who commonly recognizes the merits of opposing and conflicting viewpoints.

I find effective solutions to apparent contradictions.

I work hard to ensure that my decisions carefully weigh the strategic and the tactical.

I am good at seeing different perspectives during meetings without judging them.

I enjoy unraveling complex issues that do not have simple solutions.

I encourage my team to meaningfully challenge each other's assumptions and conclusions.

1 3 5

1 1 5 2

1 3 3 2

3 1 5

2 3 2 2

1 2 4 2


SOCIAL HEALTH REFERS TO THE ABILITY TO BUILD and sustain constructive relationships with family, friends, colleagues, and community members. Being socially healthy enables you to maintain your integrity in a world of increasing transparency. It helps you maintain genuine openness and great relationships while safeguarding your business and yourself.

At the organization level, Social Health invigorates business success. It fosters a sense of belonging and enables people to build more productive relationships, read non-verbal cues, put themselves in others’ shoes, and avoid or resolve conflict. It inspires cooperation and team work, helping people leverage diversity and expand their cultural sensitivity. Socially healthy people express themselves openly and honestly, readily align themselves around shared values and goals, and create a culture of caring, cultural awareness, trust, and respect.

It's not today’s encounter or today’s sale that matters. It’s all the encounters and the relationships that

are going to be fed from today’s sale. If I just care about today’s sale or today’s encounter or today’s

exchange, I may make different decisions that affect my whole future. Relationships take a long time to

build, and they can be broken very easily.

Atina Diffley, author, public speaker, and former organic farmer

The building blocks of social health are authenticity, mutually rewarding relationships, and nourishing communities.

Ask yourself:● How does each component of my social health (authenticity, mutually rewarding relationships, nourishing

communities) enhance or inhibit the quality of my life? My leadership? ● What consequences might I experience if I do not improve these components of my social health? ● How might improving my social health affect my physical, emotional, intellectual, vocational, and spiritual health?


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Social Health 17

Authenticity 18

Mutually Rewarding Relationships 19

Nourishing Communities 20


BEING AUTHENTIC IS ABOUT being your full self every day and in all situations, rather than compartmentalizing yourself or holding yourself back. It involves learning to think, feel, and act synchronistically—being aligned in what you say, feel, and do. By coordinating your thoughts, words, emotions, and behaviors, you can be more genuine and credible while modeling and promoting health for others. You can demonstrate and gain the trust and respect required for collective action.

You can preach authenticity all day long, but if it’s not there—if it isn’t really anchored in the truth, if it

really isn’t coming from within and honest—it’s a veneer. Authenticity is the international currency.

— Mitch Kosh, Senior Vice President of Human Resources and Legal, Ralph Lauren

Social HealthAlmost Never Seldom Sometimes Often Always

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Your Response


Authenticity

I feel good about sharing my full self with others at work (not afraid to share personal details, not feeling the need to conform, etc.).

I have a business reputation for being open, honest and trustworthy.

I act predictably and consistently when leading others.

I am comfortable being vulnerable in front of others.

I believe its important that my leadership actions are consistent with my thoughts and feelings.

I work diligently to ensure that my teammates can be their true selves at work.

1 3 3 2

2 1 3 3

4 3 2

1 4 3 1

2 6 1

1 1 3 3 1


HUMANS ARE SOCIAL ANIMALS that depend on interactions with others. To be healthy, these relationships must be reciprocal, mutually rewarding, and characterized by deep listening. By actively seeking feedback from others, you test your assumptions and see more possibilities, shine a light on your own behavior, deepen your self-observations, and collect information about what others need and want. This open feedback system enables you to monitor your own behavior, and reinforce the right actions so you can self-correct as required.

If the people I touch somehow feel better for having had a relationship with me in some way—it can be

really short or very long—then I’ve accomplished what I feel my personal mission is. And because that’s

the way I view it, it’s always about how can I be adding value externally. I think that drives me in terms

of just being very open-armed and welcoming.

— Shelly Archambeau, CEO, MetricStream, Inc.


Don’t Know


Your Response


Mutually Rewarding Relationships

I am patient and forgiving when dealing with the shortcomings of others.

I enjoy celebrating other peoples business and personal successes.

I consider other people's viewpoints when making decisions.

I believe it is important to assume goodwill in business relationships.

I work hard to build relationships that are fair and mutually satisfying.

I communicate effectively so everyone understands my expectations and point of view.

1 1 4 3

5 4

3 6

2 5 2

1 2 4 2

2 3 4


ONE OF THE THINGS THAT MAKES US MOST HUMAN is our ability to share ourselves with others and create meaningful connections. Whether you have a large family and network of friends and colleagues, or a few deep relationships, it is important to have people in your life with whom you can be open and honest, work together toward common goals, and develop bonds that transcend time and place. Your ability to build community and keep the channels of communication open with these connections is a clear indicator of your social health.

I’m extremely confident about what I’m good at and what I’m not good at, and I have no problem of

sharing that. I think every person has this incredible responsibility to find out where they are strong and

where they are weak, and then share that. Because then you become a community where everybody

helps each other. That’s the key element of working together.

— Christoph Lengauer, Chief Scientific Officer, Blueprint Medicines


Don’t Know


Your Response


Nourishing Communities

I believe being a community builder is an essential part of my leadership role.

I recognize productive and counterproductive group dynamics.

The team does whatever it takes to get the job done.

I feel happy when I'm working collaboratively with others toward a common goal.

I actively look for ways to leverage the team's resources to help others succeed.

I create platforms for open, transparent and clear communication.

2 4 1 2

4 3 2

1 2 2 3 1

1 3 1 4

1 1 5 2

1 1 5 2


VOCATIONAL HEALTH REFERS TO THE ABILITY TO ACTIVELY PURSUE, find, and shape activity that is intrinsically satisfying. Being vocationally healthy enables you to find meaning and fulfillment beyond competition-to make a difference in the world. It helps you ensure a healthy bottom line while pursuing profits in the context of an inspiring vision and purpose.

At the organization level, Vocational Health enriches business success. It ensures that people are fully engaged in what they are doing, performing at the top of their game, and willing to do what it takes to get the job done. People who are vocationally healthy are self-motivated and comfortable with autonomy and accountability. They are loyal and focused in the face of uncertainty and change. They continually seek opportunities to expand their capabilities, achieve their full potential, and master their environment. They create an exhilarating culture of execution by being able to make bold commitments, turn decisions into actions, and learn from their mistakes.

You can’t make change in the world without making change within the organization, and you can’t

make change in the organization without making a change within yourself.

Ingrid Srinath, Secretary General and CEO, Civicus

The building blocks of vocational health are meaningful calling, personal mastery, and drive to excel.

Ask yourself:● How does each component of my vocational health (meaningful calling, personal mastery, drive to excel) enhance

or inhibit the quality of my life? My leadership? ● What consequences might I experience if I do not improve these components of my vocational health? ● How might improving my vocational health affect my physical, emotional, intellectual, social, and spiritual health?


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Vocational Health 21

Meaningful Calling 22

Personal Mastery 23

Drive to Succeed 24


CAREER WELL-BEING IS THE TOP CONTRIBUTOR to overall well being. Knowing what you want to be, and what kind of work makes you feel great is pivotal to tapping into your full potential. You feel more alive when you believe in what you are doing, work in ways that are consistent with your values and priorities, and feel good about your contributions. By aligning your outer work with your inner drive, you gain energy, which you can then focus on unleashing the potential of others.

I am such a believer in what this place stands for that I want the business to do well... because when we

succeed, our people succeed. When our people are feeling great about where they work and they are

empowered and they are cared about and they know we care about them, their career, their personal

life, their families, they give us 150 percent of who they are. That innovation and that drive, that

commitment, that dedication, that caring for the business is why we are so damn successful.

— Mike Ramirez, Senior Vice President for People, Places and Administration, Herman Miller

Vocational HealthAlmost Never Seldom Sometimes Often Always

Don’t Know


Your Response


Meaningful Calling

I enjoy and feel energized about my work every day.

I use my talents fully in my work every day.

My work unleashes my true potential.

I see my work as my personal calling.

I have a strong sense that who I am - my temperament, talents, and interests - are well-matched to what I do.

I challenge my team to develop a sense of meaning in their work.

1 1 7

2 2 5

2 4 2 1

1 1 5 2

1 2 4 2

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AT THE HEART OF PERSONAL MASTERY is an intense inner desire for self-improvement. It requires having an intimate understanding of your strengths and weaknesses and continually working to raise your personal bar of performance. It also requires that you not allow personal disappointments and failures to weigh down future efforts, but rather use them as a source of rejuvenation for the next attempt.

I don’t like doing things that I’m not going to succeed at. So you have two choices if that’s your

personality. You don’t do anything, which can make you very narrow. Or you prepare, you think about

it, you ask people who have done it before how they did it, you observe and study. And I ended up,

fortunately, in that latter category.

— Ted Mathas, President and CEO, New York Life


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Your Response


Personal Mastery

I feel confident in my ability to shape my destiny.

I see myself as someone who works harder than most others to master the skills needed to succeed in my profession.

I push others to be the best they can be.

I have a good and honest assessment of my strengths and weaknesses.

I routinely set challenging, developmental goals for myself.

I routinely find ways to recognize the unique talents of others.

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THE DRIVE TO SUCCEED IS REFLECTED in your ability to define clearly what success is, to visualize it, and then to pursue it—even through adversity. It shows up as a sense of urgency, a passion to win, and a deep desire to accomplish whatever goals you set. When you can also clearly communicate your vision to others, you can inspire and motivate them to help you succeed—even through the darkest of times.

You have to give people permission to take risks and accept some level of failure, because if you don’t,

if you're not pushing out on the edge, if you're not letting people explore, try things and take

responsibility for what they’re trying and accept that all opportunities that they take are not all going to

be successful, then they won't be motivated or creative...or contribute to the success of the company.

— Kay Koplovitz, founder of USA Networks


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Your Response


Drive to Succeed

I feel confident in my ability to achieve my goals.

I achieve higher performance than my peers.

I feel energized and excited about working to achieve the organizations goals.

I feel a high sense of urgency to accomplish my goals as quickly as possible.

I easily visualize success.

I raise the bar for others.

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SPIRITUAL HEALTH REFERS TO THE ABILITY TO TAP INTO a sense of connection with something bigger than oneself and to feel empathy and compassion for others. Being spiritually healthy enables you to be socially responsible on multiple levels. It helps you recognize that, as you succeed individually, you can also benefit people and communities around the world.

At the organization level, spiritual health frames business success. It breathes life into a company’s mission by giving people something bigger than themselves in which to believe. It provides both a context and an outlet for people's desire to live their values and improve others’ lives, as well as their own. Spiritually healthy people are better equipped to see possibility in adversity, and to pitch in with that extra effort when needed. They value sincere relationships. Their generosity of spirit enables them to come up with creative solutions that meet spoken and unspoken customer needs, and to create and maintain a culture of hope and higher purpose.

At REI, people take their relationship to the planet very seriously. Our employees clean up beaches and

rivers, build trails, and remove invasive species from parks. It’s a way for them to be part of the

solution.Sally Jewell, President and CEO, REI

We strongly believe that a company has no reason to exist if it doesn’t improve society because that’s

why we’re here, right? To make a better life for people. Ben Noteboom, CEO and Chairman of the Executive Board, Randstad Holding NV

The building blocks of spiritual health are higher purpose, generosity of spirit, and global interconnectedness.

Ask yourself:● How does each component of my spiritual health (higher purpose, generosity of spirit, global interconnectedness)

enhance or inhibit the quality of my life? My leadership? ● What consequences might I experience if I do not improve these components of my spiritual health? ● How might improving my spiritual health affect my physical, emotional, intellectual, social, and vocational health?


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Spiritual Health 25

Higher Purpose 26

Global Connectedness 28

Generosity of Spirit 27


EACH OF US HAS A DEEP, INHERENT DESIRE to live a higher purpose in our lives. We want to make a difference in the world. Whether it’s to improve the lives of others, teach people to be better leaders, or improve the success of an organization, you too are likely inspired to be part of a force working for the greater good. By making this higher purpose clear and inspiring for the people around you, you can transform your job from a way to earn a living to a powerful vehicle for change.

I’ve got a large responsibility, the whole of Asia Pacific, and see that (I could) get carried away with the

size of the job. But there’s a higher purpose there and, at the end of the day, it’s about people. I’m

surrounded by great people, and I think that the most fulfilling thing in my life would be if I can help

them to achieve their potential. Those are the things that give you a lot of satisfaction. You know that

you did something right.

— Wai-Kwong Seck, Executive Vice President, Head of Global Markets and Global Services across Asia Pacific, State Street

Spiritual HealthAlmost Never Seldom Sometimes Often Always

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Your Response


Higher Purpose

I recognize productive and counterproductive group dynamics.

I see myself as a leader who not only contributes to profitability of the business but also improves the lives of those in the organization.

I feel good about the personal legacy I am building within my organization.

I discuss and encourage others to think about their greater purpose.

I feel fulfilled when realizing the organizations higher purpose.

I believe that my position in the organization enables me to make a difference in the world.

I help my team members link what we do to the higher purpose of the organization.

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WE ARE ALL CONNECTED IN THE WORLD, an integral part of something much bigger than ourselves. The importance of recognizing this fact, and being a global steward and citizen, cannot be understated. Understanding your place in the world, showing respect for people with diverse beliefs, cultures, and worldviews, and protecting our finite global resources through social responsibility is spiritual awareness in action. You can participate at an individual, organization and community level. By avoiding harmful acts and acting in ways that directly advance social goals, such as volunteerism and philanthropy, you can make the world a better place for all its citizens.

You really have to learn to put global interest over national interest, and you see this, for example, on

climate change. We know that the planet’s heating up, and there’s no doubt about this, but we cannot

act. Future generation of leaders, of truly global leaders, have to leave this kind of baggage behind, to

stop thinking only in nation states and national interest. I think that is the fundamental change we have

to see over the next 30 years in terms of global leadership.

— Christoph Kurowski, Sector Leader for Human Development, World Bank


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Your Response


Global Connectedness

I am aware that my role as a leader has long-term effects on the global society.

I believe that I have a responsibility to consider the impact of my business decisions beyond what happens to the organization.

I seek ideas from around the world to improve my business or projects.

I enjoy interacting with diverse people who have different traditions, cultures and religions.

I actively and consistently work to improve the global environment.

I believe it's important to consider diverse cultures, views, and religions when making business decisions.

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WHEN YOU ARE COMFORTABLE WITH WHO YOU ARE and what you have in your life, you are likely to feel happier and less stressed, more willing to give to others, less likely to place blame, and more likely to grow from negative experiences. You are more likely to feel compelled to share what you have, to give back to your community, and to contribute to others' well being. Practicing generosity is critical for building a healthy life.

Philanthropy is an ancient Greek word for loving other people. It doesn’t mean billionaires giving away

money. So I tell people give away your time, your energy, your ideas. That’s philanthropy. In my case,

maybe because I came from modest circumstances, I feel I have some obligation to give back. I don’t

want to spend my life trying to be the richest guy in the cemetery.

— David Rubenstein, co-founder and Managing Director, The Carlyle Group


Don’t Know


Your Response


Generosity of Spirit

I give without expecting to receive something in return.

I consistently think the glass is half-full.

I see myself as a role-model for sharing and giving back.

I try to contribute to others' well-being.

I see myself as someone who is generous with his/her time and knowledge.

I adjust my actions according to the needs of others.

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THE HEALTHY LEADER® MODEL is based on years of research that shows leadership starts with who you are. Who you are, in turn, is shaped by your genetic make-up, up-bringing, cultural influences, personal development, and life experiences. These are the factors that make you unique and, along with your acquired skills and knowledge, determine what you bring to your leadership style.

Who you are determines how you see the world and how you prioritize the values in your life. Your value system determines your decisions, actions, and re-actions. As a leader, your decisions and actions determine the level of success you have at home, at work, and in your community.

The Healthy Leader® model creates business success by organizing the healthy dimensions of leaders' lives and by prioritizing a healthy leader's actions.


MANY LEADERS OFTEN FALL SHORT of obtaining great outcomes with no clear understanding of why, especially when they seem to have done everything right. What hard-charging executives and managers frequently miss is that the bond between who they are and what they do is much stronger than they imagined.

Our research has led us to conclude that a person’s health dimensions (who they are) is related directly to the ability to drive strong leadership outcomes. By measuring both the health of each of these dimensions and your performance outcomes, we can outline a developmental path that will lead to the greatest improvement and healthy outcomes for you, your team, and your company.

There is no more personal an act than that of being a CEO. If you’re not willing to share your

knowledge and values with people, you’re not doing your job.

— Mads Øvlisen, former President and CEO, Novo Nordisk, Denmark

Your Healthy Leader ActionsAlmostNever Seldom Sometimes Often Always

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Key Strengths Development Opportunities Perception Gaps

Forge a Shared DirectionYou have the ability to weave together a cohesive strategy that magnifies similarities, addresses competing needs, and generates cross-functional and cross-organizational synergies in a way that is both visionary and sensible.

Foster Productive RelationshipsYou're having some difficulty cultivating connections within and outside the organization's value chain in ways that respect interdependencies, acknowledge differences, and build on common ground.

Unleashing Human EnergyYour assessment of your ability to unleash human potential was lower than your peers perceived. Are you better at this than you thought? Does you team have a higher expectation of your ability to do this than you do?

Actions 30

Tapping into a Higher Purpose 31

Forge a Shared Direction 32

Foster Productive Relationships 33

Unleashing Human Energy 34

Seize New Opportunities 35

Drive High Performance 36


HEALTHY LEADERS TAP INTO A HIGHER PURPOSE. They awaken people’s passions and sense of meaning, helping people feel part of something bigger than themselves. As a result, people willingly give of their time and resources, operate within a shared set of values, and exhibit intense pride in the business.

Tapping into a higher purpose produces… ● Increased energy across the organization ● Greater sense of pride among employees ● Less conflict due to competing goals ● Higher morale, better teamwork, and more camaraderie ● Stronger alignment between company mission and performance

Ways to create higher purpose on your team… ● Dream together to make a difference ● Unite around a bold vision and common purpose ● Establish strong, enduring values ● Model the vision and values everyday ● Be courageous and stay the course

Almost Never Seldom Sometimes Often Always

Don’t Know


Your Response


Tapping into a Higher Purpose

My team operates with a shared set of values.

My team feels like they are part of something greater than short-term business results.

My team demonstrates a passion for the organizations success.

My team has an intense pride for the organization.

My team willingly gives its expertise, resources and time to others across the organizations.

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HEALTHY LEADERS FORGE A SHARED DIRECTION. They paint a compelling future and enlist people's commitment and ownership of the roadmap to success. As a result, people know how their roles contribute to broad goals, see their aspirations in the organization's direction, and feel aligned with others across the organization.

Forging a shared direction produces...● Increased operational efficiency ● Less strategic drift ● Fewer missteps and less rework ● Faster and more focused implementation ● Greater momentum ● Greater ROI (due to fully leveraged synergies)

Ways to forge a shared direction with your team?● Develop a clear roadmap for success ● Set audacious and inspiring goals ● Link and align strategy, goals, and metrics ● Communicate simply and relentlessly ● Cultivate personal ownership and commitment


Don’t Know


Your Response


Forge a Shared Direction

My team believes the organization has a clear roadmap for success.

My team feels that its efforts align with those of other teams across the organization.

Everyone on my team feels ownership of the organizations goals.

My teammates have a clear sense of how their individual roles contribute to broader organizational goals.

Everyone on my team believes their values and aspirations are reflected in the organizations direction

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HEALTHY LEADERS FOSTER PRODUCTIVE RELATIONSHIPS. They model and teach authenticity, connectivity, and reciprocity. As a result, people enjoy collaborating, welcome diversity and competing viewpoints, provide consistent value to business partners, and are able to be their full selves on the job.

Fostering productive relationships produces… ● More profitable joint ventures ● Greater ability to leverage partnerships ● Better understanding of customer needs ● Increased customer loyalty ● Happier, more productive employees ● More effective employee ambassadors ● Strong cross-functional ties ● Improved community ties

Ways to foster productive relationships with your team… ● Surprise people with your generosity ● Inspire your associates to be company ambassadors ● Build deep intimacy with your customers ● Talk straight, share power and let others shine ● Make diverse teams the heart of your business


Don’t Know


Your Response


Foster Productive Relationships

Everyone on my team believes that their working environment is open and supportive.

My team members feel they can be true to who they are while on the job.

My team welcomes diversity and competing points of view.

My team works to ensure that it provides the most possible value to our business partners.

My team enjoys working together.

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HEALTHY LEADERS UNLEASH HUMAN ENERGY. They challenge people’s minds and engage their hearts. As a result, people give their best every day, continue learning and growing on the job, and feel appreciated for their contributions.

Unleashing people's potential produces… ● Greater employee engagement ● Increased confidence and willingness to improve performance ● Enhanced focus on learning and growth ● Decreased turnover, increased firm loyalty ● Improved ability to acquire best talent ● Lower recruiting costs and fewer unfilled positions ● Larger spans of control

Ways to unleash human energy with your team… ● Challenge people?s minds and inspire their hearts ● Put the right people in the right jobs at the right time ● Master being a teacher and mentor ● Make everyone a CEO of his/her own job ● Develop change leaders everywhere


Don’t Know


Your Response


Unleashing Human Energy

Team members feel challenged and stimulated by the roles they are in.

Everyone on my team feels like they have a clear career and development path.

Everyone on my team feels that they are able to contribute their best self, everyday.

Everyone on my team feels appreciated for their unique self and their individual contributions

Everyone on my team feels like they are learning important knowledge and skills that help them grow.

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HEALTHY LEADERS SEIZE NEW OPPORTUNITIES. They embrace uncertainty and cultivate optimism, curiosity, and learning. As a result, people are able to focus on value creation; leverage available assets, people and relationships; act proactively to changes in the market or operations; and recover quickly from mistakes.

Seizing new opportunities produces… ● Increased innovation ● Faster growth ● Enhanced ability to capitalize on opportunities ● More market share ● Greater resilience in down markets

Ways to seize new opportunities with your team… ● Develop a growth mindset for yourself and others ● Think and act like an entrepreneur ● Leverage changes into business opportunities ● Conduct experiments and learning launches ● Apply best thinking and practice from around the world


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Your Response


Seize New Opportunities

My team recovers quickly from its mistakes.

My team is focused on value creation rather than process, protocols and procedures.

My team is effective at leveraging everything (assets, people, relationships, etc.) thats available to achieve goals.

My team anticipates and acts proactively to changes in the market or operating environment.

My team regularly capitalizes upon new growth opportunities.

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HEALTHY LEADERS DRIVE HIGH PERFORMANCE. They promote a culture of excellence and accountability. As a result, people know what?s required of them, feel adequately rewarded, meet their commitments in an environment of freedom and flexibility, and do whatever it takes to get the job done

Executing performance reliability produces… ● Better and more consistent customer service ● Fewer product defects, errors, or mishaps ● Enhanced reputation in marketplace ● Increased focus on continuous improvement ● Greater willingness to identify and fix problems ● Greater customer loyalty ● Stronger brand perceptions

Ways to execute performance reliability with your team… ● Promote a culture of freedom and responsibility ● Make bold commitments and hold people accountable ● Move fast with speed, urgency, and agility ● Raise the bar and keep learning ● Measure what matters most


Don’t Know


Your Response


Drive High Performance

My team feels they have the freedom and flexibility to get the job done in the best way.

My team has a culture of meeting its commitments, regardless of how small.

The team has a mentality of doing whatever it takes to consistently get the job done.

Everyone on the team has a clear sense of what is required of them.

The team feels like its efforts to achieve business goals are adequately rewarded.

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HEALTHY COMPANIES RESEARCH shows that there are four facets of yourself and your way of being in the world that you must consider to produce meaningful and long-lasting change. They are…

See: Your general sense of yourself, others, and any situationThink: Your assumptions, opinions, beliefs, and repetitive self-talk Feel: Your negative and positive emotions, felt and/or expressedAct: Your behavior as an individual and as a leader

As you work with these four facets to overcome a particular vulnerability, the goal is to learn to see yourself and others accurately, think with an open mind, express your feelings honestly and appropriately, and take actions that are constructive. This requires continual focus and commitment.

HOW WE SEE OR PERCEIVE THE WORLD, and our place in it, depends on our general state of awareness and our underlying sense of reality. The more aware we are in each moment, the more we can observe and take in and the clearer our perceptions will be. Our seeing can be clouded, however, by preconceived notions and emotions, which can color or even distort our perceptions. Examples include ingrained prejudices and biases, beliefs, negative

emotions, memories, and fantasies. The longer we have had these misperceptions, the harder they are to dislodge. But changing them is always possible: the first step is to become aware of these.

OUR THOUGHTS—THE SEEMINGLY ENDLESS STREAM of words and images that swirl through our minds-constitute an extremely powerful force in our lives. In addition to the thousands of ideas and interpretations of events we entertain consciously, there are many, many more unconscious thoughts, assumptions, beliefs, convictions that influence what we see and feel, and how we act. If we are open to expanding what we know, learning what others see

and think, and broadening our understanding, we become better thinkers. We more easily unravel complexities, solve problems, see patterns and context, and make smart choices. However, if we believe we already know the answers instead of asking more questions, or are attached to the way things are, we limit our ability to adapt to today's ever-changing world. Although it's natural to move in and out of both types of thinking over time and circumstance, the path to growth and fulfillment resides in the open mind.


THE CIRCUMSTANCES THAT GIVE RISE TO OUR EMOTIONS, and our interpretation of what we're feeling, add complexity to the brain circuitry that underpins our emotional lives. Negative emotions such as fear, anger, sadness, and shame may initially protect us or provide other short-term benefits, but can hijack our attention and have a long-term detrimental influence on how we see ourselves and others, how we think about the world, and how we act. Positive

emotions such as love, hope, forgiveness, joy and compassion can boost our self-esteem and have a beneficial impact on our lives and the lives of the people around us. They help us expand our tolerance, enhance our creativity, increase our happiness and contentment, lower our blood pressure and heart rate and respiratory rates, reduce muscle tension, and improve our long-term mental and physical health. The goal is to experience and express as many positive emotions as possible while acknowledging our negative emotions and learning to express them in healthy ways.

ACTIONS ARE THE TANGIBLE EXPRESSION of what we see, think, and feel. They take many forms, from the conversations and interactions we have to the questions we ask, the demands we make, and the skills we exhibit. Our actions are also expressed through our non-verbal communication - our body language. Our actions are destructive if they constrain or harm others, and constructive if they are helpful or uplifting. Even the toughest actions can be handled in constructive ways if

we know how. And, although we all aspire to be constructive, we have many different ways to do so, as defined by our basic personality and approach to leadership. What is authentic for one of us may not be authentic for another. The more we align our actions with clear perceptions, an open mind, and positive feelings, the more we will be productive and constructive.


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