Acec assessment handbook v3

ASSOCIATION OF
CORPORATE EXECUTIVE COAC HES (ACEC)
CB BOWMAN , MBA , CMC, MCEC
BOOK.1 VOL. 3

i
This book is dedicated to all those who believed and supported the Association of
Corporate Executive Coaches
Andrea Adams, Esq.
Catherine Lucile Bowman
MichaelBurroughs Eileen
Broer, MCEC*
Jesse Broome
Barbara Singer Cheng, MCEC
Miriam Clark, Esq
Ann Daw
Brenda Dooley
Lorraine Fico-White
Steve Franzese
Jordan Goldrich, MCEC
April Waters Jeffries
Alanea Kowalski
Jean Laporte, MCEC
John Reed, Ph.D., MCEC
Carolyn Scott, MCEC
Doreen Stephens
Frank Wagner, Ph.D.
*A special note of acknowledgement to the tireless work and wisdom
contributed by my friend and colleague
Eileen Broer

ii
This publication is protected under the US Copyright Act of 1976 and all other
applicable international, federal, state and local laws, and all rights are reserved,
including resale rights: you are not allowed to give or sell this handbook to anyone
else. If you received this publication from anyone other than the association of
Corporate Executive Coaches, you’ve received a pirated copy. Please contact us via e-
mail: info at acec-website dot org and notify us of the situation.
Please note that much of this publication is based on the assessment publishers
website. Although the author and publisher have made every reasonable attempt to
achieve complete accuracy of the content in this Guide, they assume no responsibility
for errors or omissions. Also, you should use this information as you see fit, and at
your own risk. Your particular situation may not be exactly suited to the examples
illustrated here; in fact, it’s likely that they won’t be the same, and you should adjust
your use of the information and recommendations accordingly.
Any trademarks, service marks, product names or named features are assumed to be
the property of their respective owners, and are used only for reference. There is no
implied endorsement of any of these products, services and/or if we use one of these
terms.
Finally, nothing in this Handbook is intended to replace common sense, professional
information/research, legal, medical or other professional advice the reader, further
all information should be verified.
© 2015 Association of Corporate Executive Coaches/ CB Bowman, all rights reserved
worldwide.
V

3
SECTION 1
There arehundreds if not thousandsof assessments availablefor executivecoachestoselect from in
their role as partner totheir clients. It is outrageoustothinkthat any one coach should be certified to
utilizeeven twenty-fivepercent of all of the available instruments.
Clients arebecoming increasinglysavvyregarding variousassessments, asthey are becoming more
accepting ofexecutive coaching. This, to thepoint that manyclientsrequest that their coaches be
certified intheir preferred instrument, which maynot be the choiceof certificationsfor the coach. This
places thecoach in a difficult situation. Thecoach then needs to invest in quicklybecoming certified in
that instrument, or identifya colleaguecoach who is certified intheir client’s preferred instrument.
Otherwise, they mayrisk losing the client to someone who is certified inthe selected tool.
The Associationof CorporateExecutiveCoaches(ACEC) is a tremendousresourcefor fellow members;
we have memberswho are certified inover 35 different global assessments.
I) Thisbooklet allows membersto examinevariousassessments, visit thepublisherswebsite, and
identifywhich ACEC membersarecertified inat least one of the instrumentsproduced
by the publisher. The member can*:
• contact thecertified member for off-the-record intelligence
• partner with his/her colleague
• turnthe work in part or in full over to his/her colleague, with or without a finder’s fee
• explore other arrangements
II) Assessmentswere selected based on the following*:
• Evidence of statisticallyreliablehistory/ data
• Widespread useof the instrument
• Internationalavailability
• AvailabilitytoExecutive Coaches
• Ease of certification
• Appropriatenesstothe work of executivecoaches
• A member of ACEC holds a current certification
• Reliable psychometrics
• Practicalityofuse
*All arrangementsaremadebetweenthe member coach and the colleaguemember coach. Neither the
Associationof
CorporateExecutiveCoaches(ACEC) nor CB Bowmanassumeany responsibilityinpart or in whole for
any relationship or outcome.
** Neither theAssociationof CorporateExecutiveCoaches(ACEC) nor CB Bowmanassume any
responsibilityinpart or in whole for the use of any instrumentspresented inthis e-book.

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
BarOn EQI http://www.6seconds.org/
Lynn Rousseau/
MaryHarlan/
Based on 20 years of research by Dr. Reuven Bar-On and completed by approximately 110,000 individuals
worldwide, the BarOn EQ-i® self-report is the premier scientific measure of self-report social emotional intel-
ligence.
The BarOn EQ-i® and BarOn EQ-i:S™ assessments measure one’s self-reported potential to deal with
daily environmental demands and pressures, and helps predict one’s success in both professional and personal
pursuits.
One of the most widely-used assessments in research, the EQ-i helps you see how your “emotionally intelli-
gent behavior.” This is a self-report, so you answer questions along the lines of, “How easy is it for you to adapt to
new situations?” The EQ-isections are Interpersonal, Interpersonal, Stress Management, Adaptability, and
Mood.Focus

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ASSESSMENT NAME WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Benckmarks, Skillscope,
Global6, and Prospector
http://www.ccl.org/leadership/assessments/
benchOverview.aspx
Clayton Osborne/
Susan Curtin/
Priscilla Nelson/
Mary Harlan
I) BENCHMARKS: Assessing the Lessons of Experience
Focus
Since its introduction by the Center for Creative Leadership in 1987, Benchmarks has been used by over 16,000 organiza-
tions and 200,000 leaders. Benchmarks is a comprehensive 360-degree assessment for middle to upper-level managers
that measures 16 competencies critical for success, as well as five possible career derailers. This in-depth analysis of observ-
able behaviors provides managers with a solid assessment of their leadership competencies. Benchmarks also helps
managers identify what lessons may still need to be learned, establishes what specific work experiences need to be sought
out in order to develop critical competencies for success, and identifies possible problems that may stall their career. Feed-
back reports are sent to your CCL-certified facilitator, who debriefs the results with the manager in a confidential session.
Results
• Shows how others perceive strengths and development needs
• Provides normative comparison of results with other successful managers
• Starts the process of feedback-based individual development
II) SKILLSCOPE: Assessing Core Skills for Success
SKILLSCOPE: is a 360-degree assessment that provides individuals with straightforward, practical feedback
on job related skills necessary for effectiveness in a management role. SKILLSCOPE's simplicity also makes it
an ideal first step for organizations that are new to the 360-degree assessment process.
SKILLSCOPE can be used with supervisors and managers, as well as individual contributors. It is designed to be easy to
complete and simple to interpret. Participants and raters complete a 98-item checklist organized into fifteen competen-
cies, using a strength/development need format, rather than a numerical rating scale. SKILLSCOPE presents feedback
data in a straightforward, graphic format. The assessment is based on research designed to capture managers' work as it
really is.
Results
• SKILLSCOPE provides insightful feedback on job-related strengths and weaknesses.
• Feedback is provided in a clear, graphic format, enabling participants to quickly assess strengths and
development needs.
• Participants receive a workbook-style Development Planning Guide, which helps them analyze their
feedback report, identify developmental needs and set an action plan for long-term development.

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V)Prospector: Discovering the Ability to Learn From Experience
Focus
Prospector is a 360-degree assessment that provides feedback on two areas of behaviors: the skills most of-
ten found in successful leaders, and the learning behaviors needed to acquire those skills. Prospec-
tor can be used with high-potentials, individual contributors, and managers. The research behind Prospector
shows that in order to be successful, individuals must be willing to learn from new experiences and have the abil-
ity to apply what they learn to workplace challenges. The ability to learn from experiences is a critical predictor of
success as a leader. Feedback reports are sent to your CCL-certified facilitator, who debriefs the results with the
manager in a confidential session.
Results
• Provides important feedback on skills that help managers improve their ability to learn from experience and will-
ingness to take advantage of growth opportunities.
• Helps establish a culture in which improved learning skills are recognized and highly valued as an overall organ-
izational objective.
• Helps high-potential managers identify the skills they will need to succeed as they advance in the organization.

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ASSESSMENT NAME WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Birkman
http://www.birkman.com/
http://www.birkman.com/images/
uploads/BRO_TBM.pdf
Robin Schletter/
Katherine Lewis/ Terry
Hildebrandt
Birkman International, Inc. provides an industry-leading personality assessment that facilitates
pre-employment decisions, executive coaching, leadership development, career management, team building
and interpersonal conflict resolution.
Birkman offers an array of easy toaccess report formats that have been tailored with the intended application
in mind. While all of these products are non-clinical in nature, some are primarily self-interpretative and
can be used with limited training, and others are dependent on the skills of Birkman Certified Consultants
who have a deeper understanding of The Birkman Method and its applications.
The Birkman Method and its various report options offer both descriptive and prescriptive information
for the individual. All of our products are derived from the insights of Dr. Roger Birkman and Birkman
International over the past 60 years.
Research indicates that three distinct factors account for the majority of variance in performance, satisfaction
and other workplace criteria. They are characteristics of the individual, characteristics of the situation and the
interaction of the individual and the situation. The Birkman Method measures all three factors in detail and so
maximizes the potential for predicting and understanding performance and satisfaction.

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
California Personality
Inventory (CPI)
https://www.cpp.com/products/mbti/
index.aspx
Jordan Goldrich/
California Psychological Inventory™ (CPI™)
The California Psychological Inventory™ (CPI™) assessments are powerful tools for helping individuals
improve their performance and enabling organizations to find and develop high-potential employees and
leaders and cultivate a rich pool of talent for building organizational success.
The CPI instruments help people gain a clearer picture of their personal and work-related
characteristics, motivations, and thinking styles—as well as how they manage themselves and
deal with others—and provide a view into their strengths and developmental opportunities.
The CPI model helps individuals discover their orientations toward people and interpersonal experience,
toward rules and values, and toward their inner feelings. Participants’ results in these areas indicate which of
four different ways of living, or lifestyles, best describe them and provide insights about how they see
themselves and how they are seen by others.
The CPI instruments are trusted tools because they:
• Provide a portrait of both personal and work-related characteristics
• Develop leadership abilities by helping individuals better understand themselves and how they
interact with others
• Help organizations identify talent by measuring results relating to occupational issues,
creativity, leadership, amicability, and tough-mindedness
• Offer real-life applications and practical insights for training, development, and coaching by
presenting suggested next steps (CPI 260)
• Are backed by excellent support and guidance through CPP’s global distributor network

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Conflict Climate
Inventory
http://www.conflictclimate.com/
Terry H. Hildebrandt
The only online assessment for diagnosing workplace conflict at a systems level
Evidence-based
The Conflict Climate Inventory (CCI) is a unique assessment for understanding and improving conflict management in a
team. It draws on findings from over six decades of study, combined with 20+ years of hands-on experience working with
over 60 organizations, that show how best to manage conflict at work.
Discover where to intervene and how to make lasting improvements in critical problem areas:
• low morale
• lost productivity
• absenteeism
• employee turnover
• unresolved issues
• damaging relationships
• sabotage
• workplace bullying
• litigation
The CCI enables users to:
• Compute a conflict climate score for each member who fills out the survey.
• Compute a mean climate score for the organization or unit.
• Compute scores for specific aspects of conflict climate and identify areas for improvement.
• Compare scores for individual members.
• Break down the broad problem of conflict management into manageable, measurable categories.
• Recommend evidence-based ways toimprove organizations’ conflict climate.
Information provided by the CCI:
• The overall influence of an organization’s climate on its members’ conflict management
• The influence of specific aspects of conflict climate.
• Differences in conflict climates among various work units, and individual employee differences in
experiencing the conflict climate.

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Conflict Dynamics
Profile
http://conflictdynamics.org/products/
conflictdynamics.php
SusanGilell-Stuy/
TracySmith
Conflict Dynamics Profile® (CDP)
This powerful assessment instrument helps managers and employees deal with conflict behaviors in the
workplace.
Promote more effective workplace conflict resolution with an approach that is time-proven and psychometrically
sound. Improve awareness about what triggers conflict within you—and learn how you respond toconflict
behaviorally. The first step in any journey is to know where you are right now, and the
Conflict Dynamics Profile®
provides you with that knowledge. Prepare tomove forward with confidence.
The benefits of effective conflict management
The ability to manage conflict effectively represents a strategic business advantage.
Reduce costs
▪ Make better business decisions
▪ Implement initiatives more effectively
▪ Achieve substantial return on investment
Increase productivity
▪ Reduce absenteeism and “presenteeism”
▪ Improve the quality of decision making under stress
▪ Foster an environment of creative innovation
Retain your top performers
▪ Strengthen supervisory and peer relationships
▪ Keep your teams engaged and openly communicating
▪ Give your people the power to make a positive difference
Manage risk
▪ Prevent violence, sabotage, and vandalism
▪ Mitigate legal risks
▪ Better manage public perception of your organization’s brand
Workplace conflict drains energy, time, and money
Conflict can cost your company money, inhibit action and hamper innovation. Credible surveys indicate that
managers spend 20 to 40 percent of their time dealing with conflict in the workplace. Conflict can sap your
organization’s energy and diminish profits—and no one is immune. Whether you are a team leader, a manager or
a member of your organization’s leadership team, the ability to handle difficult situations constructively is
critical to business success.
What to expect from this instrument
The Conflict Dynamics Profile was developed to prevent harmful conflict in the workplace. Backed by solid
evidence of reliability and validity, this instrument provides managers and employees with a greater awareness
of how they respond when faced with conflict. con’t...

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What to expect from this instrument
The Conflict Dynamics Profile
was developed to prevent harmful conflict in the workplace. Backed by solid evidence of reliability and validity,
this instrument provides managers and employees with a greater awareness of how they respond when faced
with conflict. Expect an insightful approach that lessens the problems associated with harmful or unproductive
forms of conflict and results in more effective conflict management skills.
Easy to use.
Quickly and easily completed in 20-25 minutes, the Conflict Dynamics Profile is appropriate for employees at all
levels and is applicable for organizations large and small, across all industries. Flexible. The CDP-360 is the
multi-rater version of the Conflict Dynamics Profile instrument and CDP-I provides a self-assessment format for
individuals. Both versions are available in online and paper-and-pencil formats
Multiple applications.
Connect and collaborate. The Conflict Dynamics Profile can be used in leadership development programs, team
building, executive coaching, and conflict resolution contexts.
Feedback reports and development guides.
The CDP-360 includes a 22-page report that provides detailed information on how a person responds to
workplace conflict. It includes data from the individual and his or her boss, peers and direct reports on
constructive and destructive behavioral responses. It also explores workplace “hot buttons”—behaviors in others
that can trigger irritation in an individual. Expect information about the person’s behaviors at different stages in
a conflict and insights into how conflict is viewed within the person’s organization. Narrative feedback from the
person’s colleagues helps the individual handle conflict more effectively, and a 115-page development guide
provides practical recommendations for improving behaviors.
The CDP-I includes an eight-page report that incorporates data on 15 conflict behaviors and nine workplace “hot
buttons.” A 40-page development guide delivers helpful suggestions for improving the responses to conflict.
The two instruments can be effectively combined in organizations. Typically, the CDP-360 is used with
managers and executives and the CDP-I is used with supervisors and other employees. Since both instruments
are based on the same model and use the same vocabulary, people are able to communicate more effectively
with each other, regardless of which version they have taken.
The Center for Conflict Dynamics certifies trainers, coaches, facilitators and consultants in the use of the
Conflict Dynamics Profile. Certification provides an understanding of key principles. Participants learn how to
read and analyze data in the feedback reports, develop an ability to facilitate a feedback session, and assist
others with developmental planning. After completing certification, the participant becomes eligible to purchase
the Conflict Dynamics Profile

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Core Values Index http://www.taylorprotocols.com/cvi.php
SusanGilell-
Stuy/
A revolutionary human assessment that provides a description of the innate, unchanging nature of an
individual, which is different from personality and behavioral based assessments. This unique instrument
takes ten minutes or less to complete, and provides a highly accurate and reliable picture of the core
motivational drivers of any person, with an instant report, online.
This assessment is one of the simplest, most versatile tools you can find for improving an individual's self
awareness and awareness of others. If you are an employee, business owner or someone who wants to learn
more about your core values, then the next few minutes could positively affect you, your friends and
coworkers for years tocome.
Spend less than ten minutes and discover in your profile report:
What causes you to conflict with others.
What values you base a majority of your decisions on.
Why you make the same mistakes over and over.
How you can improve your relationships with others.
The CVI™ is used for a number of different projects including: Top Performer Profiles™, Human Capital
Audits™, Executive Team Profile™, company restructuring, hiring, coaching, development and team-
building.
Innate Core Values
The Unchanging Nature of a Person:
• Existing in one from birth;inborn;native.
• Inherent in the essential character of something.
• Originating in or arising from the intellect or the constitution of the mind, rather than learned
through experience.

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Denison Cultural
Inventory
http://www.denisonconsulting.com/
diagnostics/organizational-culture PatrickMcKenna
The Denison Organizational Culture Survey (DOCS) has increasingly become the cultural and
organizational effectiveness assessment tool of choice. It has been used by more than 5,000 companies
worldwide since first becoming available over 20 years ago.
Using the Denison Organizational Culture Survey, organizations are able to benchmark their organizational
culture scores against a global database and develop action plans to improve their current practices. Clients
who utilize the survey represent a diverse range of organizations including HP, NASA, jetBlue Airways, ABC
Disney, Northrop Grumman, THAAD, RJ Reynolds, Pulte Homes and the Defense Logistics Agency (DLA).
The Survey
The DOCS is designed to assess an organization’s strengths and weaknesses as they apply to organizational
performance. The survey has 60 items that measure specific aspects of an organization's culture in each of the
four traits and twelve management practices outlined in the Denison Model.
We work closely with your team to customize the scale and scope of your survey implementation. In particular,
we help you identify the core organizational areas that will be assessed by the survey, and discuss any
additional areas you might wish to explore through additional survey items including scaled items, open-
ended questions and Content Modules.
The Results
Denison uses normative scoring to present survey results. We compare your organization’s raw survey data to
our global database of over 1,000 organizations (from multiple industries, regions and sectors) and tabulate a
graphical profile that conveys the results in the form of percentile scores. This method enables you to
benchmark your culture scores against other higher and lower-performing organizations worldwide. Thus, the
Denison Organizational Culture Survey provides a measure of your organization’s progress toward achieving a
high-performance culture and optimum results.
By implementing the Denison Organizational Culture Survey, organizations are able to:
• Assess the strengths and weaknesses that are impacting their performance
• Identify areas of focus for improvement
• Align their culture change and leadership development initiatives when leveraging both surveys
• Create action plans, often utilizing the Denison Solutions

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Enneagram
(NineDomains)
http://www.ninedomains.com
Anne Choquette
“The Nine Domains Approach is a true holistic method for enhancing the health, well-being and
success of any team. In the field of organizational development, I believe this offering is on the cuttingedge
of creating a sustainable shift in the way in which we can fully appreciate and embrace all individual
contributions to the organization as a whole.”
Kathleen T. Sullivan
Leading Deeply, LLC
Charleston, South Carolina, USA
The Nine Domains are the nine essential components of complex systems, be they natural or designed by
humans. When each of the Nine Domains are present AND they are in balance, the entire system thrives.
Domains can, however, be missing or distorted. Such imbalances not only diminish the performance of a
system, but may also threaten its survival.
Furthermore, the Nine Domains are a new way of talking about a complete whole with interrelated parts. As
such, they are a “check list for completeness” (Riso) and can be applied to the development of a team, the
analysis of a particular problem, or the evaluation of an entire complex situation or crisis.
The following are the archetypal elements of each Domain. Many other words and concepts also apply to each
Domain, depending on the level of analysis or application one wishes to make in an actual case. A much more
extensive treatment of the Nine Domains concept as well as a more complete list of the major qualities seen at
each Domain are part of the Nine Domains Facilitator’s Training program.
The Nine Domains Approaches can be helpful to…
• identify imbalances in team functioning and performance and work on the appropriate Domains to
bring things into balance
• develop teams where they are weak or missing essential Domains
• support high performing teams and their ability to influence other teams and the whole
organization
• prepare people for organizational change that requires fundamentally new ways of thinking and
working
• provide a practical language and approach (Levels and Domains) for leaders to talk about human
dynamics in a simple and useful manner

15
• cross-check a project / system / process / methodology to make sure that all of the necessary and
essential elements or functions have been considered
• stimulate fundamental change and / or facilitate growth by giving a framework for an exchange of
ideas that without which it would be difficult to initiate or sustain
• have improved team performance by providing a framework for motivations, behaviors, attitudes, values, and
beliefs
The Nine Domains are the nine essential components of complex systems, be they natural or designed by humans.
When each of the Nine Domains are present AND they are in balance, the entire system thrives. Domains can,
however, be missing or distorted. Such imbalances not only diminish the performance of a system, but may also
threaten its survival.
Furthermore, the Nine Domains are a new way of talking about a complete whole with interrelated parts. As such,
they are a “check list for completeness” (Riso) and can be applied to the development of a team, the analysis of a
particular problem, or the evaluation of an entire complex situation or crisis.
The following are the archetypal elements of each Domain. Many other words and concepts also apply to each
Domain, depending on the level of analysis or application one wishes to make in an actual case. A much more
extensive treatment of the Nine Domains concept as well as a more complete list of the major qualities seen at each
Domain are part of the Nine Domains Facilitator’s Training program.
These 18 Key Words are simply a beginning point for understanding and using the Nine Domains in a wide variety
of settings. Each Domain encompasses much more than these 18 words; indeed, there are hundreds of words that
are appropriate expressions of each Domain.
The following gives a few more of each Domain’s qualities to fill in the picture of the range and depth of each
Domain.
First Domain - Integrity
Honesty, fairness, impeccability, wisdom, impartiality, discernment, conscientiousness, congruence, truthfulness,
purpose
Second Domain - Service
Nurturance and self-nurturance, unselfishness, empathy, attunement to others, concern, appreciation,
encouragement
Third Domain - Self-Development
Inner-direction, modesty, self-acceptance, authenticity, self-assurance, admirability, poise, accomplishment, focus
Fourth Domain - Self-Expression
Introspection, self-awareness, intuition, sensitivity, honesty with self, discretion, emotional strength,
meaningfulness
Fifth Domain - Knowledge
Profundity, curiosity, pioneering, insightfulness, objectivity, perceptiveness, originality, inventiveness
Sixth Domain - Mutual Support
Groundedness, interdependence, fortitude, reliability, preparedness, faithfulness, devotion, mutuality
Seventh Domain - Energy
Appreciation, receptivity, satisfaction, joyfulness, enthusiasm, resilience, vivaciousness, productiveness, versatility
Eighth Domain - Decisive Action
Courage, self-surrender, majesty, self-confidence, strength, action-orientation, empowerment, protectiveness
Ninth Domain Dynamic Stability
Self-possession, serenity, presence, peacefulness, flow, naturalness, optimism, humility, inclusivity, patience

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Choosing which descriptors (of the hundreds of possible concepts) are most appropriate for a particular situation
depends on the Facilitator’s insight and experience. In other words, to use the Nine Domains effectively, one
cannot simply grab a handful of words arbitrarily. Which descriptors are used depends a great deal not only on
experience and insight but also on discrimination, sensitivity to the meaning of words and their connotations, as
well as the level of conceptualization that needs to be used to find a solution to a particular problem. Although
using the Nine Domains is subtle, it is actually easy todo once a few basic concepts are understood.
Remember, the Nine Domains are abstract expressions of human activity, thoughts, beliefs, and universal needs.
They encompass the whole of our personal and interpersonal lives. Therefore awareness and care must be taken
when using the Domains if they are to be meaningful and helpful for gaining a deeper and more complete
understanding.
Management, Organizational Development Practitioners, Change Managers, Human Resource Professionals,
Business Consultants and Strategists can use the Nine Domains to develop a plan that truly builds on the specific
strengths and addresses the specific weaknesses / development areas of a team.
While many professionals can develop a workable list of important considerations, the list will invariably be
different from person to person as it is based on their own history / experiences, limitations, and personal biases.
The Nine Domains overcomes this limitation by providing elements that are often overlooked or devalued.
The final message is that each Domain is absolutely necessary for a thriving and surviving system. One can be
assured that when working with the Nine Domains material, you will not be overlooking an important element of a
possible solution. With confidence in the completeness of the Nine Domains, one has the freedom to “unpack”
problems or challenges, and not merely address symptoms. We can go as far as we need to with this conceptual
vehicle.

17
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Executive
Dimensions
http://www.ccl.org/leadership/pdf/assessments/
CCL_executivedimensions.pdf
Clayton
Osborne/
Executive Dimensions: Developing Top-Level Leaders
What is Executive Dimensions?
Executive Dimensions is a 360-degree assessment designed to address the specific leadership issues of
top-level executives. These individuals see their feedback data compared to an exclusive normative
base of other top executives. Unlike other assessments that contain normative data encompassing all us-
ers, Executive Dimensions data are screened to ensure that only the very top-level leaders are included in
the normative base.
Results
• Provides top-level executives with feedback on specific, critical leadership skills
• Helps individuals compare their results to other senior leaders
• Starts the process of feedback-based individual development
How to Use Executive Dimensions
• In executive coaching work
• In a workshop setting for the executive team
• As a group report to initiate discussions within an intact team
What Executive Dimensions Measures
Executive Dimensions measures the 16 competencies listed below, containing a total of 92 items. The feed-
back report displays results grouped into three categories. Executive Dimensions ®
• Developing Top-Level Leaders
• Leading the Business
• Leading Others
• Leading by Personal ExampleLearning from experience
Special Features
• Based on research conducted with top-level executives
• Includes a Board members rater category
• Carefully screened exclusive norms compares participants’ results to other top-level executives
• Includes a written comments section
• Group profiles available
The World’s Most Widely Used Leadership Assessments CCL pioneered the use of assessments and
feedback in leadership development decades ago. Since then, millions of users from thousands of
organizations have relied on CCL assessments to produce valid, reliable and actionable results.

18
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
EQ (High Performing
Systems)
http://www.hpsys.com/EI_EQ-
i2.0EQ360_Certification.htm
SusanCurtin/ Priscilla
Gill
Emotional IntelligenceAssessments
Hundreds of assessments are available that claim to measure a person’s EI. High Performing Systems, a leader in
the Emotional Intelligence field, brings a multi-faceted approach to training and consulting, using the best EI
assessments available. Key features toconsider when selecting an Emotional Intelligence instrument are:
• Do research studies show it predicts performance?
• Has it been scientifically validated?
• Is it available online?
• Is certification required?
• Is online certification available?
• Does it have a technical manual?
• Are there resource materials to support it?
HPS uses and provides certification on the following assessments:
The EQ-i 2.0 is a self report measure of Emotional Intelligence (EI), based on the original EQ-i. It introduces some
differences that stem from changes to assessment items (based on extensive feedback from users), updated norms,
and rigorous reliability and validity studies.
Applications for the EQ-i 2.0 include:
• Leadership development
• Leader and employee selection
• Organizational development
• Executive coaching
• Team building
• Student development and retention
The EQ 360 is a multi-rater measure of Emotional Intelligence designed to provide a complete 360-degree view of a
person's emotional and social functioning.
Mayer-Salovey-CarusoEmotional Intelligence Test (MSCEIT)
The Mayer-Salovey-CarusoEmotional Intelligence Test (MSCEIT) is the only Emotional Intelligence abilities test. It
uses a variety of interesting and creative tasks to measure a person’s capacity for reasoning with emotional
information. This instrument is suitable for all kinds of corporate, educational, research and therapeutic settings.
MSCEIT is ideal for situations in which respondents might want to manipulate the results to create a more favorable
impression.
Team Emotional and Social Intelligence Survey
The TESI® (Team Emotional and Social Intelligence Survey®) creates the opportunity for a team 360. Each team
member rates their team—from his or her perspective—on the seven Team Emotional & Social Intelligence
dimensions. Reports generated from the results allow team members and the leader(s) to understand the team’s skill
level in the areas of team identity, motivation, emotional awareness, communications, stress tolerance, conflict
resolution and positive mood.

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
EQ in Action
Profile
h"p://learninginac.on.com/services/eq-in-
ac.on-proﬁle/ Lisa Mallett
EQ in Action Profile Assessment...A Profile Of You In Relationship
This tool is based upon developmental psychology, interpersonal neuropsychology, and neurophysiology theory,
plus year of clinical, educational, consulting and training work.
A Unique, Powerful Emotional Intelligence Instrument:
This tool makes a contribution to the field in several unique and important ways.
• It’s All About Relationship Emotional Intelligence does not exist apart from relationships. We are created,
developed, and sustained in relationship throughout our lives. Our brain and our emotional competencies
develop in relationship. As adults, our emotional intelligence is dynamic. Most of us run the gamut of being
emotionally smart to dumb depending upon the situation and the stress we are under.
This tool provides individuals with a profile of their basic internalized relational map that has been developed
through life experience from infancy to this moment. The report profiles an individual’s relationship strategies
in different difficult contexts.
• It’s Totally Behavioral Based — rather than self report Rather than self-report about what a person thinks they
would do, this tool places individuals in a real situation as they watch several video segments where someone is
talking directly to them. They are asked totrack their own experience as they watch the video and attend to
what the individual talking to them must be experiencing. Individuals are then given about fifty words and
statements for each video segment and are asked to rate the degree the word or statement fits their actual
experience now.
An EQ profile report is created based upon their reported experience. The tool provides a “snapshot view” of
how an individual uses his or her emotional competence in various stressful situations.
• It’s About Learning — not a report card The goal is to offer a mirror of how individuals interpret their
experience and respond to different situations, to identify strengths and weaknesses on key dimensions of EQ,
and then to select “daily practices” to build fitness in areas of their choice. An EQ Fitness Tool-Kit provides
optional daily practices for each dimension. These are practices that can be done anywhere at anytime and can
be incorporated into a fitness program, just like physical training.
EQ Competencies Measured
This tool is based upon a developmental model (Sarni, Emotional Intelligence Handbook) and measures the
three capacities of emotional intelligence, or what others call the “essential components” (Taylor & Bagby). These
capacities include:
• Self-Reflection
• Self-Soothing or Self-Regulation
• Empathy

20
These capacities provide the foundation for development of the larger array of competencies and skills. When these
capacities are well developed the competencies follow with ease.
Several key dimensions of these core capacities are measured. Self-soothing is measured in terms of what we do in
relationships; what we tend to do that builds relationships and contributes to positive outcomes and what do we do
that is detrimental to relationships and successful outcomes. The eight short vignettes present different difficult
dilemmas that give individuals a composite view of their relationship strategies. They are also provided with a profile
of how their strategies vary by context and by different issues.
An EQ Fitness Handbook assists integration & gives options for action “So now that I have a profile, what difference
does it make? And what can really be done to make a difference?” The “So what?” question is a good one. Why bother
unless real development is possible. The exciting news that is widely documented in brain development literature
today is that development continues throughout our lives and very targeted practice actually reshapes the brain by
modifying the resources the brain dedicates to a given function (The Social Brain).
This tool includes a fitness handbook that gives a wide variety of practice options for each dimension measured by the
tool and encourages individuals to select one to several daily practices they will commit to for a one-month period. It
takes repetitive practice to change behavior. Individuals can use the ideas and modify them to fit their unique lifestyle.
Everyone is encouraged to create their own plan and make their own commitments. Organizations can easily take
these ideas and build them into leadership development programs and/or staff development programs.

21
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
FIRO-B
(Fundamental
Interpersonal
Relations
Orientation)
https://www.cpp.com/products/mbti/
index.aspx
CB/ Susan Curtin/ Jordan
Goldrich/ Frank Wagner/
Mary Harlan/ David
Chow/ Priscilla D. Nelson/
Fundamental Interpersonal Relations Orientation™ (FIRO®)
The Fundamental Interpersonal Relations Orientation™ (FIRO®) instruments help people understand their
interpersonal needs and how those needs influence their communication style and behavior—and
in the process improve their personal relationships and professional performance. These tools have helped
individuals, teams, and organizations around the world grow and succeed by serving as a catalyst for positive
behavioral change.
The FIRO assessments are based on social need theory: all living things seek equilibrium between their basic
needs and getting those needs met. They address, gather, and present critical insights around these fundamental
areas:
• How you tend to behave toward others
• How you want others to behave toward you
The FIRO assessments are trusted tools because they:
• Facilitate behavioral change by providing specific insights into people’s interpersonal needs
• Identify existing communication and interpersonal dynamics—helping people overcome issues and
sometimes prevent them from forming
• Detail strengths and development recommendations
• Are backed by excellent support and guidance through CPP’s global distributor network
How They Help
The FIRO assessments are ideal for a wide range of applications, including the following:
• Team building—toaccelerate the team formation process and allow members to overcome barriers
and progress to higher levels of performance
• Leadership and executive development—toidentify leadership styles and help leaders unlock
greater team performance by meeting the interpersonal needs of managers, peers, and direct reports
• Relationship building—toensure that employees get the most out of working relationships by
helping them understand how to meet the interpersonal needs of customers and stakeholders
• Professional development—toincrease employees’ self-awareness for better understanding of
how their positive behavioral changes boost morale, productivity, and engagement
• Conflict management—toimprove skills for assessing different types of conflict and applying
emotionally intelligent strategies

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Global6 (CCL)
http://www.ccl.org/leadership/assessments/
global6Overview.aspx
Clayton Osborne/
GLOBAL6: Effective Leadership is in the Eye of the Beholder
Focus
Global6 is a 360-degree assessment designed for leaders who work with colleagues from different
parts of the world, experienced leaders who have increasing global responsibilities, expatriate leaders,
and leaders who will soon transition into a global role.
Global6 helps individuals understand how others view their leadership effectiveness in a global context. It
provides feedback about others' expectations of outstanding leadership and how aligned the leader is to
these expectations. Leaders will gain insight into views of leadership different from their own.
The assessment is based on cutting-edge research into the characteristics that constitute outstanding
leadership in 62 cultures around the world.
Results
• Provides a greater understanding of one's leadership effectiveness and what people from
different cultures expect of a leader
• Emphasizes the need to be open-minded and flexible with leadership styles and beliefs
• Offers information that will help develop leadership capability in your organization

23
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
The Global Leader of
the Future(GLOF)
http://www.sccoaching.com/glof Frank Wagner
Global Leader of the Future by Marshall Goldsmith
360 Assessment for Leaders in a Globalizing Business Environment
Leadership assessment designed by multinationals for multinationals
The Global Leader of the Future (GLOF) 360 assessment has been co-created by Marshall Goldsmith who has been
recognized as World’s No. 1 Leadership Thinker by Harvard Business Review and Thinkers50. The assessment is
specifically designed for leaders in a globalizing business environment and is based on in-depth research involving
CEOs of Fortune 100 companies, 18 global thought leaders and 300 international business executives at 200
organizations of 120 multinationals on 6 continents. The GLOF measures the skills and competencies that today’s
global leaders need to master and shows emerging leaders the areas they need to develop in order to succeed as
effective leaders in a globalizing and competitive business environment.
The GLOF is typically used for leaders who:
• Lead an internationalizing business.
• Are country managers.
• Manage diversity and across cultures while interacting with stakeholders in their functional responsibilities related
to e.g. supply chain, human resources and finance.
• Lead international functional or project teams.
• Have the potential and ambition to measurably grow their global leadership skills. Organizations use the GLOF for
leadership development, succession planning and talent management to assure that leaders succeed in
international roles.
GLOF competencies measure leadership effectiveness in a globalizing business environment
The GLOF describes 15 competencies grouped in 5 clusters that effective leaders in a globalizing business need to
develop and master. This includes the five emerging competencies that global leaders need to develop most.
Communication
• Demonstrating integrity
• Encouraging constructive dialogue
• Creating a shared vision
Engaging People
• Developing people
• Building partnerships
• Sharing leadership
Boundary-less Inclusion
• Empowering people
• Thinking globally
• Appreciating diversity

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Assure Success
• Developing technological savvy
• Ensuring customer satisfaction
• Maintaining a competitive advantage
Continuous Change
• Achieving personal mastery
• Anticipating opportunities
• Leading change
Comprehensive survey
• Easy to administer online survey including data collection monitoring
• 15 competencies in 5 clusters, scientifically validated
• 72 questions (5 point Likert scale) plus 3 open questions for verbatim feedback
• Norm group of 2,800 international leaders from a wide range of countries, ethnicities, ages, organizational
levels, industries and education backgrounds
A wealth of leadership development resources for debriefings& workshops
• 50+ page report in English (Chinese, Spanish, Japanese, and French in 2015) and a free reproducible
workshop binder for leaders
• Easy report analysis using a high level radar graph and complete data drill down
• Authentic Leadership Model personalized for each leader
• Extensive professional development resources such as reference binder, Global Leadership guidebook,
downloadable workshop & debriefing PPTs, videolibrary, e-learning and follow-up webinars.

25
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Hay Group
Emotionaland
Social
Intelligence
(ESCI)
http://www.haygroup.com/
leadershipandtalentondemand/accreditation/
index.aspx
David Chow/
Kelli McCauley
Emotional and social intelligence makes the difference between a highly effective leader and an average
one. The real benefit comes from the 360° view into the behaviors that differentiate outstanding from
average performers. It helps managers and professionals create competitive advantage for their organizations
by increasing performance, innovation and teamwork, ensuring time and resources are used effectively, and
building motivation and trust.
Use the emotional and social competency inventory (ESCI) to:
• measure emotional intelligence in your leaders and professionals
• raise awareness through powerful feedback
• focus your coaching and development on crucial capabilities
• bring out the best in individuals and teams.
Why choose the Boyatzis, Goleman and Hay Group ESCI?
Emotional and social intelligence is now recognized as a key factor in leadership performance. Our long
partnership with Dr. Richard Boyatzis and Dr. Daniel Goleman has resulted in one of the most validated
behavioral measures of emotional and social intelligence, based on hundreds of competency studies
conducted in organizations throughout the world. Because it is behavioral, it enables you to assess, develop
and coach your leaders and embed this crucial capability within your organization.
Drawing on the work of Boyatzis and Goleman, and research at Hay Group, the ESCI is a 360º tool, avoiding
the distortion of self-assessment questionnaires. It describes 12 competencies that differentiate outstanding
from average performers.
The ESCI process works as follows.
Your participants nominate who they would like to get feedback from. Participants and their nominees
complete the surveys online and, once we have received all the feedback, Hay Group analyzes the results and
produces a feedback report. We can also create a team composite report which shows a group’s profile
against the competencies.
The verbatim comments section of the report, where respondents comment on a participant’s key strengths
and areas for development, is particularly appreciated by our clients. For many people this is the first real,
confidential feedback they have received.
You have a choice: you can work with Hay Group consultants to embed EI in your organization, or
become accredited so that you can deliver ESCI feedback yourself. Some educators have decided to use the
ESCI in their research with staff or students.

26
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Herman Brain
Dominance Inventory
http://www.herrmannsolutions.com/
assessments-and-solutions/
Frank Wagner
HBDI® Certification
Deliver business value and measurable results by helping people, teams, and organizations leverage the
connection between thinking and performance.
The HBDI® Certification is an interactive workshop that are offered on-site or through regularly
scheduled public sessions. It allows you to purchase and administer HBDI® report deliveries in your
organization.
As a HBDI® Certified Practitioner, You’ll Be Able to:
• Use, interpret and apply the Whole Brain® System, concepts and programs, including the HBDI®
family of assessments
• Deliver learning solutions that result in real business impact
• Help people, teams and the entire organization unleash their collective intelligence
What Makes the HBDI® Certification Different?
Master Facilitators
Our master facilitators use the latest techniques to build each candidate’s knowledge and confidence so
they become “multilingual” in the language of the brain’s four thinking preferences.
Access to Tools
Participants get the tools and practice to prepare them to implement Whole Brain® solutions at the
individual, team and organizational levels.
Recertification Credit Hours
The program is pre-approved for 30 recertification credit hours (Specified – Business Management and
Strategy) towards PHR, SPHR and GPHR recertification through the HR Certification Institute.
“We have used HBDI® extensively in our business for many years. The accreditation process embeds
the framework and our consultants are equipped with a lens through which to analyze
situations and teams as we work with them. Clients have found the inclusion of HBDI® as part of a
consulting approach to business strategy and issue hugely valuable. For us, the advantage of the
Whole Brain System, powered by HBDI® l is its immediate simplicity, which enables quick
understanding, and from which it is possible to delve deeper forinsight.”
Michael LairdPartner : Cognosis Consulting

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ASSESSMENT
NAME
WEBSITE ADDRESS ACEC MEMBER CERTIFIED
Hogan http://www.hoganassessments.com/
MaryKey/ John Mattone/ Susan
Curtin/ Terry Hildebrandt/
Jennifer Whitcomb/ Patrick
McKenna/ Priscilla Gill/ Priscilla
D. Nelson
Predict Performance personality/reasoning
People don’t always fit in a box. Our four assessments offer the range of measurement required to understand
people’s strengths, weaknesses, values, and approach to problem solving and accurately predict performance.
The Hogan Personality Inventory (HPI) is a measure of normal, or bright-side personality – qualities that
describe how we relate to others when we are at our best.
The Hogan Development Survey (HDS) describes the dark side of personality – qualities that emerge in
times of increased strain and can disrupt relationships, damage reputations, and derail peoples’ chances of
success.
The Motives, Values, Preferences Inventory (MVPI) describes personality from the inside – the core
goals, values, drivers, and interests that determine what we desire and strive toattain.
The Hogan Business Reasoning Inventory (HBRI) describes reasoning style – the ability to evaluate sets
of data, make decisions, solve problems, and avoid repeating past mistakes.

28
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Human Patterns http://www.humanpatterns.com/assessment/ Eileen Broer
The Human Patterns Inventory is a robust, comprehensive assessment of preferences and interests. If
you are selecting or placing employees, developing emerging managers and leaders, coaching high potentials,
building teams or implementing a succession plan, the Human Patterns Inventory can be a useful adjunct. It can
be used to create a transparent culture where awareness of differences increases understanding among peers
subordinates and leadership. An administration is usually valid for about three years. Subsequent
administrations can be performed throughout the employment life cycle to track growth and development.
Human Patterns Results are shown in standard deviations, and identity preferences and interests in Proactive
(non-pressure) situations and in Reactive (pressure) situations.
In one online administration, users are shown their preferences and interests in over 30 categories of:
• Personal Style and Resources (World View, Keys toPersonality, Direction of Energy, Problem-solving,
Personal Concerns, Basic Motivations, Achievement, Values, Themes, Listening Pattern, Thinking
Framework)
• Interpersonal Style and Resources (Interpersonal Relations, Hot Buttons, Conflict Management,
Adaptation to Authority, Participation in Groups and Committees)
• Work and Occupational Interests (Nourishing Work Activities, Preferred Work Roles, Interpersonal
Work Environment Preferred, Work Tasks Preferred, Work Patterns)
• Leadership and Management (Leadership Behaviors, Leadership Motivations, Criteria for Management,
Management Tasks Preferred, Management Aversions, Management Communications Style)
Human Patterns provides relevant information for the full range of human resource disciplines, including:
• Leadership Coaches can coach based upon insight into preferences and interests and anticipate responses
to stressful situations.
• Management Trainers can develop management development programs for an individual manager or a
group of managers.
• Career Counselors can offer clients a thorough picture of their ideal working environment.
• Management Development Consultants can identify individual and group strengths and predict patterns
of interaction.
The Human Patterns Inventory can provide specialized reports to inform most areas of the employee life cycle
from selection to leadership development.

29
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Intercultural
Development
Inventory
https://idiinventory.com/products/ MaryHarlan
The Intercultural Development Inventory® (IDI®) assesses intercultural competence—the capability to shift
cultural perspective and appropriately adapt behavior to cultural differences and commonalities. Intercultural
competence has been identified as a critical capability in a number of studies focusing on overseas effectiveness of
international sojourners, international business adaptation and job performance, international student adjustment,
international transfer of technology and information, international study abroad, and inter-ethnic relations within
nations.
The Intercultural Development Inventory is a 50-item questionnaire, available online and in a paper-and-pencil
format that can be completed in 15–20 minutes. A wide range of organizations and educational institutions use the
IDI (click here for organizations using the IDI). Thousands of Qualified Administrators in more than 30 countries
have extensively applied the IDI in corporate, not-for-profit, government, faith-based, and educational contexts. In
addition, more than 60 published articles and book chapters as well as over 66 Ph.D. dissertations have been
completed using the IDI.
The IDI includes up to six customized questions that can be added to the questionnaire. In addition, the IDI
includes contexting questions that allow respondents to describe their intercultural experiences in terms of (a) their
cross-cultural goals, (b) the challenges that they face navigating cultural differences, (c) critical (intercultural)
incidents that they face when they encounter cultural differences, and (d) the ways they navigate those cultural
differences. These questions allow individuals to reflect on how their IDI results relate to their cross-cultural goals
and challenges, increasing cultural self understanding and enabling improved accomplishment of key cross-cultural
goals.

30
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Leadership Agility360
http://www.changewise.biz/?
page_id=2237 Lisa Mallett
The Leadership Agility 360 is a uniquely practical, user friendly, and informative development tool. It
provides feed-back on several dimensions of a manager’s agility in three types of situations central to
leadership and organizational effectiveness: leading organizational change, improving team performance,
and engaging in pivotal conversations.
Our research shows that managers progress through a series of predictable, learnable “agility levels” that
conform to well-documented stages of personal development:
• Expert. These leaders use their technical and functional expertise tomake tactical
organizational improvements, supervise teams, identify and solve key problems, and sell their solutions to
others.
• Achiever. These leaders use their managerial skills to set clear organizational objectives, lead
strategic change, motivate and orchestrate team performance, and engage in challenging cross-boundary
conversations.
• Catalyst. The rare leaders who operate at this level are visionaries who can lead transformative
change, develop high participation teams, and collaborate with others to develop creative, high-
leverage solutions to tough organizational issues.
Developmental Framework Identifies Growth Potential
As leaders grow through these three levels of agility, they evolve from tactical problem-solvers into strategic
managers, and then into farsighted, capacity-building leaders, always retaining the skills they gained at
previous levels. Created by ChangeWise in partnership with Cambria Consulting, the Leadership Agility 360
is the only research-based feedback tool that produces a stage-by-stage developmental road map, allowing
even executives and top performers to understand how they lead now and how they can grow — in specific,
behavioral terms.
Who Uses the Leadership Agility® 360?
The Leadership Agility 360 is especially well-suited for use with executives, senior managers, and high-
potential managers, but it is also applicable for any manager who leads a team and has responsibility for
making organizational improvements, whether the scale of these improvements is large or small. Primary
applications include feedback and coaching in leadership development programs, developing senior teams
and other management groups, and one-on-one coaching engagements.
High Quality Reports Enhance Usability of Feedback
• Concise data display.
• Actionable format.
• Clear roadmap.
The Leadership Agility 360 Feedback Report displays three qualitatively different behaviors for each item,
identifies the behavior seen as most characteristic , and measures how effectively that behavior is performed.
This unique format not only provides a clear picture of the manager’s current state, it also provides a specific,
descriptive “roadmap” of the next steps in their leadership development.

31
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Leadership Challenge
–LPI 360 feedback
assessment
http://www.leadershipchallenge.com/leaders-
section-assessments.aspx
Susan Curtin/
David Chow/
Priscilla D. Nelson
Leadership Practices Inventory (LPI) Assessments
Evidence-based, rigorously tested, 30 years of original research, and data from millions of leaders around the world.
The Leadership Practices Inventory (LPI) is the cornerstone of The Leadership Challenge®, our global campaign to
liberate the leader in everyone. Over three million people have used the LPI as a first step to reaching their personal
leadership best—a clear indication that leadership is a practice that can be learned by anyone, not an inborn skill for
the lucky few. No matter where you are in your leadership development journey, here you can discover more about
how this 360-degree assessment can help you develop your leadership potential and inspire those around you to be
the best they can be.
Self-discovery and self-awareness are essential to developing our capacity to lead. And a core component in that
process includes personal reflection and analysis of our own behaviors as leaders. Equally as valuable is insight and
feedback from those around us who know us well, who have experience of us in our role as a leader, and who are
committed in their support of our personal development to provide honest input into the behaviors we exhibit to
others. Combined, these essential perspectives provide invaluable insight into how we view ourselves as a leader, how
others view us, and what actions we can take toimprove our effectiveness.
Our comprehensive suite of LPI tools includes leadership assessments designed to meet your needs: for seasoned
leaders as well as those new to the role (LPI 360), individual consultants, human resources professionals, or
independent contributors (LPI Individual), and young people looking to enhance their leadership role in school or in
the community (Student LPI).
The Leadership Practices Inventory is a questionnaire that contains 30 behavioral statements—six for each of The
Five Practices of Exemplary Leadership®—and takes 10 to20 minutes to complete. Leaders and individuals
complete the LPI Self, rating themselves on the frequency with which they believe they engage in each of the 30
behaviors. Five to ten other people—typically selected by the leaders—complete the LPI Observer, indicating the
frequency with which they think the leader engages in each behavior.
The LPI 360 is an observer-based tool for leaders and managers at all levels in an organization—commercial and
nonprofit, health care and government—that incorporates the LPI Self instrument (completed by the Leader) and the
LPI Observer that gathers important insight from bosses, co-workers, direct reports, and others who have direct
experience of the individual leader in a leadership role.
• LPI Self: a 30-item assessment that provides a way for individual leaders to measure the frequency of
their own leadership behaviors on a 10-point frequency scale
• LPI Observer: a 30-item assessment that provides 360-degree feedback on the frequency of an
individual’s leadership behaviors on a 10-point frequency scale, completed by up to 10 people selected by the leader
to participate in the process.
The LPI Individual includes the use of the LPI Self instrument only, typically used by consultants and human
resource professionals, or emerging leaders working as independent contributors. This assessment helps individuals
measure their own leadership behaviors while guiding them through the process of applying Five Practices of
Exemplary Leadership® model to real-life organizational challenges and planning a course of action to improve the
effectiveness of their performance as leaders.

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ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Leadership
Effectiveness - 360
http://www.mrg.com/
CB/ Satoko
Gibbs
MRG has two products as part of their Leadership suite that can help identify the behaviors for success at
an organizational level or for a particular role. Both offerings incorporate the use of an individual questionnaire
and a facilitated discussion session of whole-group results to gain a collective vision for the target success profile
in each unique situation.
LEA Strategic Directions™ will help identify the most important behaviors for success within an organization,
creating a strategic context for leadership assessment and making business strategy come alive for leaders and
managers. Typically used with an organization's senior management team, LEA Strategic Directions™ can:
• Identify the critical leadership practices and tie them to business objectives
• Clarify developmental priorities for the organization's leaders and managers
• Identify action steps that the senior team can complete to develop a culture that will foster the desired
leadership behaviors
LEA Role Expectations™ effectively identifies the leadership practices required for a specific role and will help:
• Create clear expectations for a new position to aid in the selection and development of new
employees
• Clarify and resolve differences in expectations between an incumbent and his or her manager
• Create greater consistency when multiple leaders are in the same role
Coach and Develop
LEA Development Reports for individuals allow you to measure leadership at the level your intervention requires.
The LEA 360 Report incorporates observations from others to provide deep insights into the patterns of
leadership practices and increases awareness about the impact they are having on key constituents. Both come
with rich feedback that includes:
• Powerful, unique descriptions of an individual's approach to leadership
• Strategic implications and developmental opportunities
Suggested action steps and tools for prioritizing developmental actions
LEA 360's companion, Leadership Impact Report, is designed to provide participants with additional
developmental feedback to augment the standard LEA 360 report. Participants are able to review how their
observers rated them in 26 leadership effectiveness areas of focus including Future Potential, Ability to Develop
People and Ability to Make Effective Decisions. LEA practices that contribute to success in each area of
effectiveness are also identified, making the connections richer and the focus for development clearer.
LEA and LEA/IDI Coaching Reports contain insightful, practical information for assimilation coaching or
onboarding a successful candidate. Both provide information on the Assets and Potential Challenges and produce
constructive coaching suggestions that can be utilized by the coach, the individual's manager, or the individual
him- or herself to help development in key areas of leadership. Additionally, the LEA-IDI Coaching ...

33
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Learning in Action
Technologies
http://learninginaction.com Bill Carrier
Learning In Action Technologies offers individuals, teams, and organizations effective tools and methods for
enhancing Emotional Intelligence in relationship, real-time. We primarily serve leadership
development consultants, executive and life coaches, trainers, educators, and leaders who understand a key
role they play is in developing individuals and teams to be their best.
A Unique, Powerful Emotional Intelligence Instrument:
This tool makes a contribution to the field in several unique and important ways.
It’s Totally Behavioral Based — rather than self report
Rather than self-report about what a person thinks they would do, this tool places individuals in a real
situation as they watch several videosegments where someone is talking directly to them. They are asked to
track their own experience as they watch the video and attend to what the individual talking to them must be
experiencing. Individuals are then given about fifty words and statements for each video segment and are
asked to rate the degree the word or statement fits their actual experience now.
An EQ profile report is created based upon their reported experience. The tool provides a “snapshot view” of
how an individual uses his or her emotional competence in various stressful situations.
It’s About Learning — not a report card
The goal is to offer a mirror of how individuals interpret their experience and respond to different situations,
to identify strengths and weaknesses on key dimensions of EQ, and then to select “daily practices” to build
fitness in areas of their choice. An EQ Fitness Tool-Kit provides optional daily practices for each dimension.
These are practices that can be done anywhere at anytime and can be incorporated into a fitness program,
just like physical training.
It’s All About Relationship
Emotional Intelligence does not exist apart from relationships. We are created, developed, and sustained in
relationship throughout our lives. Our brain and our emotional competencies develop in relationship. As
adults, our emotional intelligence is dynamic. Most of us run the gamut of being emotionally smart to dumb
depending upon the situation and the stress we are under.
This tool provides individuals with a profile of their basic internalized relational map that has been
developed through life experience from infancy to this moment. The report profiles an individual’s
relationship strategies in different difficult contexts.
EQ Competencies Measured
This tool is based upon a developmental model (Sarni, Emotional Intelligence Handbook) and measures the
three capacities of emotional intelligence, or what others call the “essential components” (Taylor & Bagby).
These capacities include:
• Self-Reflection
• Self-Soothing or Self-Regulation
• Empathy

34
These capacities provide the foundation for development of the larger array of competencies and skills. When
these capacities are well developed the competencies follow with ease.
Several key dimensions of these core capacities are measured. Self-soothing is measured in terms of what we do
in relationships; what we tend to do that builds relationships and contributes to positive outcomes and what do
we do that is detrimental to relationships and successful outcomes. The eight short vignettes present
different difficult dilemmas that give individuals a composite view of their relationship strategies. They are also
provided with a profile of how their strategies vary by context and by different issues.
Report Profiles
Individual profile reports graphically display an individual’s level of fitness on seven dimensions of Self-
Reflection and Empathy. This is followed by a brief narrative description of what is measured and the
implications for an individual in work relationships. Individuals are encouraged to consider how this
information fits with their own experience and to interpret this in terms of their life experience in different
situations. The information provides a valuable tool for noticing and practicing self-awareness. It is also useful
for engaging family members, colleagues, and friends in a discussion on the degree to which this data fits their
experience of them. The profile summary can be used as a rich resource for further exploration.
How it works
The EQ In Action Profile is available in three forms. The streaming video online version is best for people who
have high-speed Internet access. The CD version is available for those with a slower Internet interface, and a
paper and pencil version is available for using with larger groups or in a classroom where many students are
taking it at the same time. Both types of Internet reports are generated immediately and available online as soon
as the user has finished taking the tool.
Team reports or large group reports are also available. Each person receives a bound colored report with an EQ
Fitness Handbook: 150 Practices for Daily Living.
Validity and Reliability Measures
This tool has undergone a series of high-level statistical analyses to date. A four-page summary of this work is
available upon request. The tool has been administered to a diverse group of people, including adult men and
women of different age groups (from under 25 to 70), different employment status, different socioeconomic
status, and different geographic regions across North America.
Some of the validity and reliability measures that have been done or are underway include face validity, content
validity, construct validity, divergent validity, and criterion group validity (measures differences between
groups).
Using thetool
This tool is available through Learning In Action Technologies with an interpretive consultation. Certification
training is scheduled several times throughout the year for professionals who want to use this tool for leadership
development programs, staff development, team development, and coaching or for use in graduate and
undergraduate programs.
Three certification options are available, including a comprehensive four-day program, a 2.5-day program, and a
distance learning option for seasoned professionals.

35
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Linking Skills Profile http://tms-americas.com/assessments/
Terry H.
Hildebrandt
Linking is a set of skills that were identified by Charles Margerison and Dick McCann in their extensive work
with teams. Through their work they identified key skills which, if implemented effectively, contributed to the
development of a high-performing team leadership. The original linking skills covered the linking of
people and the linking of tasks. Recently Dick McCann has extended the work and identified the two further
leadership linking skills of motivation and strategy.
This version of the Linking Skills Profile is suitable for team leaders. This is known as the Linking Leader
Profile and gives feedback on the people linking skills, the task linking skills and the leadership
linking skills.
The skills in the outer segment of the Wheel define the People Linking Skills:
• Active Listening
• Communication
• Team Relationships
• Problem Solving and Counseling
• Participative Decision Making
• Interface Management
The skills in the inner segments of the wheel define the Task Linking Skills:
• Objectives Setting
• Quality Standards
• Work Allocation
• Team Development
• Delegation
The skills in the center of the wheel define the Leadership Linking Skills:
• Motivation
• Strategy
When the Linking Skills Profile Questionnaire completed the coachee is asked to indicate the extent to which
certain activities should occur in their performance and the extent towhich they actually do occur. In
addition, a number of co-workers and perhaps also supervisor or supervisors were asked to give their ratings
of what 'should' and 'does' occur. The result is a composite Profile which compares the coachees own self-
assessment with the assessment of others.

36
report includes motivational considerations to provide additional insights into what inspires and drives the
individual to do his or her best work.
When produced with a Success Profile developed using the LEA Role Expectations or Strategic Directions
process, these two reports can also provide concise analyses of the individual's fit to the role.
Group Insights
LEA Composite Profiles are an effective way toanalyze the leadership practices and culture of a group and
identify their strengths and developmental needs. MRG's Enhanced Composite goes a step further, representing
the LEA data with more impact, enabling richer and more resonant discussions with groups and teams. With
colorful, visually impressive graphs, the Enhanced Composite immediately tells the story of the leadership
patterns within a team or a group creating a blueprint for training needs analysis and team development.
Leadership Selection
LEA and LEA/IDI Candidate Assessments contain insightful, practical information to support the selection
process. Both reports provide concise analyses of the candidate fit to the role based upon the Success Profile
developed within an organization using the LEA Role Expectations process, the LEA Strategic Directions
process and/or the results of a validation study.
Both reports provide information on the Assets and Potential Challenges of the candidate and produce interview
questions to help focus in on and explore any potential issues or mismatches with the role requirements.
Additionally, the LEA/IDI Candidate report includes motivational considerations to provide additional insights
into what inspires and drives a candidate to do his or her best work.
Leadership Culture
LEA Culture™ identifies leadership behaviors currently in practice within an organization and can be used to:
• Assess the variety of leadership cultures that exist within a large organization
• Prepare for a major organizational change initiative
• Identify similarities and differences of leadership cultures during mergers and acquisitions
• Determine the gap between the current leadership culture and the desired leadership culture

37
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Lominger/
Leadership
Architect
http://www.kornferryinstitute.com/reports-
insights/lominger-assessment-instruments-
overview-research-background-and-support
Najeeb Ahmad,
Priscilla Gill/ Terry H.
Hildebrandt
Lominger has a large number of leadership and organizational assessment instruments that have been
developed over the past 15 years. These assessments come in the form of paper-and-pencil questionnaires, on-
line or electronic surveys, and sort cards. These psychological instruments measure such varied constructs as
learning agility, team effectiveness, strategic effectiveness, and employee engagement. All these instruments
were developed based on empirical data and the experience base of Robert W. Eichinger,
Michael M. Lombardo, David Ulrich, and others. It is important that one understands that the scientific
iterature supports the psychometric integrity and usefulness of the instruments The LEADERSHIP
ARCHITECT® Suite—Leadership development resources for individuals, teams, and organizations Experience-
tested, research-based, and integrated, Lominger’s LEADERSHIP ARCHITECT® Suite is a comprehensive tool
set that can be customized to fit any organization’s culture or way of operating. Organizations choose the tools
they need from a full suite of content solutions that includes printed and software products as well as intellectual
property licenses.
Based on 67 Competencies and 19 Career Stallers and Stoppers (further grouped into 26 Clusters and 8
research-based Factors) and 10 Universal Performance Dimensions, the tools in the Suite can be used for
everything from job profiling, selection, and training to performance management, individual development,
team development, succession planning, and more.
Each tool stands on its own and is designed to accomplish a specific task. Since the Suite is integrated, each tool
can also work in concert with the other products via the LEADERSHIP ARCHITECT® Competencies. Lominger
Limited, Inc.
Competencies are the universal common denominator, driving much of the work and performance in an
organization. Lominger’s LEADERSHIP ARCHITECT®Suite is fully integrated around the LEADERSHIP
ARCHITECT ® Competency Library, allowing you to use any of the tools in the Suite and maintain a common
language for leadership and development across processes, solutions, and applications.

38
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
Margerison-McCann
Team Management
Profile
http://tms-americas.com/assessments/
Terry H.
Hildebrandt
TEAM MANAGEMENT SYSTEMS - PROFILE OVERVIEWS
“By enhancing their knowledge and understanding of the world of work and giving them a simple language
with which to communicate, you can help teams to achieve peak performance in the workplace”
Assigning the wrong person to a task, ignoring important tasks or failing to resolve conflict can have costly
consequences. The Team Management Profile is a personalized report, which gives individuals valuable
insights into the way they prefer to work and their preferred role within a team. This feedback will
help to improve team processes and performance, which will in turn improve motivation and job satisfaction.
The Team Management Profile highlights an individual’s major and related areas of work preference, including
information focused on:
• Work Preferences
• Decision Making
• Leadership Strengths
• Interpersonal Skills
• Team Building
• Management Style
The Questionnaire:
• 60 Items
• Takes approximately 15 minutes to complete
• Available electronically or paper based
• High face validity
• Written in straightforward, positive language
Reviewed by the British Psychological Society The Team Management Profile was adapted for the workplace
from the original work of Carl Jung. Unlike other psychometric instruments, which look at an individual’s total
behavior, including their home life, the Team Management Profile Questionnaire reflects research that shows
that people often behave very differently at work.
Benefits
• Provides a practical model for effective teamwork in any context
• Gives an overview of how balanced the team is
• Promotes mutual understanding and respect
• Provides an opportunity for more open communication
• Gives guidance for personal and career development
• Highlights the importance of understanding and managing diversity

39
• Gives insights into how to resolve conflict
• Provides a complete approach to building and maintaining balanced, high-energy teams
Applications
• Team Building and Development
• Executive Team Coaching
• Conflict Resolution
• Team Analysis
• Improving Team Processes
• Leadership Development Programs
• Graduate Programs

40
ASSESSMENT
NAME
WEBSITE ADDRESS ACEC MEMBER CERTIFIED
MBTI
https://www.cpp.com/
products/mbti/index.aspx
Eileen Broer/ Mary Key/ John Mattone/
Tracy Smith/ Susan Curtin/ Priscilla
Nelson/ Nan Hutchinson/ Terry
Hildebrandt/ Brenda Dooley/ Jean
Laporte/ JordanGoldrich/ Mary Harlan/
David Chow/ Jennifer Whitcomb/ Vikki
Brock/ Kelli McCauley/ Satoko Gibbs/
Barbara Baill/ Priscilla Gill
The Myers-Briggs Type Indicator® (MBTI®) assessment has helped millions of people worldwide gain
insights about themselves and how they interact with others—and improve how they communicate, learn, and
work. It provides a powerful framework for building better relationships, driving positive change, harnessing
innovation, and achieving excellence. The MBTI assessment makes Carl Jung's theory of psychological type
both understandable and highly practical by helping individuals identify their preferences in four areas (see
graphic below).
This Is Not a Test… (Personality or Otherwise)
This powerful tool is often mistakenly referred toas the Myers-Briggs test or the personality test, however it’s
not actually a test at all.
The MBTI assessment is ideal for a wide range of applications, including:
• Team development—helps ease communication among team members, identify team strengths
and weaknesses, and create action plans for improved performance
• Leadership development—deepens leaders’ understanding of their personality type and the types
of those they are leading to help them manage better, give more meaningful feedback, and improve individual
and team performance
• Conflict management—improves skills in identifying sources of conflict and intervening early to
prevent underperformance, disruption, and disengagement
• Stress management—builds resilience, increases productivity, and offers strategies for
identifying and managing stress triggers
• Career transition and planning—helps guide individuals on career choice, development, and
management

41
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
McCann Window on
WorkValues Profile
http://tms-americas.com/assessments/
Assessments provide data. TMS assessments provide data about work, whether that is work preferences (TMP),
how you approach risk and change at work (QO2), work values (WOWV) or performance (our multi rater
assessments). Our assessments are fully researched within the work context and are used around the world to
help improve performance. Our view is that the data from our assessments is secondary to the actual needs of
work required to be done by the individual, team or organization. So just as our assessments are focused on the
general context of work, the use of any of our assessments needs a specific context to be of most value.
INTRODUCTION TO WINDOW ON WORK VALUES
This profile gives you feedback on eight core value types that form the basis of behavior in the
workplace.
Values are concepts or beliefs which people use to guide their behavior in the workplace. Values
will drive our decision making and cause us to summon up energy to preserve what we believe
in. They go beyond specific situations and determine how we view people, behavior and events.
Often major sources of conflict and disillusionment are due to mismatched values.
THE MODEL
The different values explored in your Profile are displayed in the Window on Work Values model which has been
developed by Dr Dick McCann from his extensive workplace experience and comprehensive research with
individuals and teams. The model has been validated within a rigorous testing process and has good structural
validity, meaning that values close to one another in the window are related whereas those on opposite sides of
the window are unrelated. The feedback in this report is presented in a practical and accessible way but you can
be confident that it is backed by the appropriate statistical research.
The model consists of eight core work value types depicted as window panes, rather like those in the rose
windows of many European cathedrals. It is divided into quadrants, each containing a core value type as follows:
Self Focus:
Value types that put personal goals ahead of group goals.
Individualism is the core value type in this quadrant.
Group Focus:
Value types that put group wishes ahead of individual need.
Collectivism is the core value type.
Organizational Constraint:
Value types that require strictly-adhered-toguidelines to ensure the smooth running of an organization.
Compliance is the core value type.
Organizational Freedom:
Value types where individual behavior is unrestricted and people are free to choose their pathways, unfettered by
organizational constraints.
Empowerment is the core value type.

42
Values focusing on the self, within an environment of organizational freedom are defined by the
Independence value type. Those focusing on the self within an environment of organizational constraint are
defined by the Authority value type.
Values focusing on the group, within an environment of organizational freedom are defined by the Equality value
type. Those focusing on the group within an environment of organizational constraint are defined by the
Conformity value type.

43
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
MMPI(Minnesota
Multiphasic
Personality
Inventory)
http://www.upress.umn.edu/test-division/workshops/
june-2015-workshops-symposium
n/a
The original authors of the MMPI were Starke R. Hathaway, PhD, and J. C. McKinley, MD. The MMPI is
copyrighted by the University of Minnesota.
The MMPI has been considered the gold standard in personality testing ever since its inception as an adult
measure of psychopathology and personality structure in 1939. Many additions and changes to the measure
have been made over time, including the addition of dozens of supplemental, validity, and other content scales
to improve interpretability of the original Clinical Scales, changes in the number of items in the measure, and
other adjustments.
MMPI-2-RF
A new and psychometrically improved version of the MMPI-2 has been developed employing rigorous
statistical methods that were used to develop the RC Scales in 2003 and used in 2008.[4] The new MMPI-2
Restructured Form (MMPI-2-RF) has been released by Pearson Assessments. The MMPI-2-RF produces
scores on a theoretically grounded, hierarchically structured set of scales, including the RC Scales. The modern
methods used to develop the MMPI-2-RF were not available at the time the MMPI was originally developed.
The MMPI-2-RF builds on the foundation of the RC Scales, which are theoretically more stable and
homogenous than the older clinical scales on which they are roughly based. Publications on the MMPI-2-RC
Scales include book chapters, multiple published articles in peer-reviewed journals, and address the use of the
scales in a wide range of settings.[21] The MMPI-2-RF scales rest on an assumption that psychopathology is a
homogeneous condition that is additive ....
REF: http://en.wikipedia.org/wiki/Minnesota_Multiphasic_Personality_Inventory#MMPI-2-RF

44
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Neethling Brain
Instruments (NBI™)
http://nbicertification.com/marketplace/nbi-
general-adult-assessment/
Robin Schletter
The NBI™ General Adult Assessment is the most widely used NBI™ assessment. It is a measure of your
thinking preferences—left hemisphere/local processing and right hemisphere/global
processing as well as top/cognitive processing and bottom/affective processing.
It takes approximately 15-20minutes to complete the online assessment which consists of answering two sets
of questions. You will receive a 7 page report with both the 4 quadrant as well as 8 dimension components.
In addition, you will received a companion NBI™ Action Planning Guide in order to help you begin exploring
ways to leverage the insights you gain from your assessment. Your results from your report may have
important implications for how you communication, build relationships, choose careers, make decisions, lead
and collaborate with others, and more.

45
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Pinsight https://pinsight.biz
Martin Lanik, PhD  Pinsight™ CEO
Phone: +1 800 423-8295 
Web: www.pinsight.biz
6+ Assessments In 1 Integrated Experience
That’s all you need to make strategic talent decisions, from talent acquisition and promotions to succession
planning. With Pinsight™, measuring people’s potential is quick and accurate.
Challengingsimulations
Just as pilots must demonstrate skills in a simulator before real flights, we place your candidates in fictitious
companies and observe how they handle challenging leadership situations.
One integrated report
Simulation results are ready within 24 hours. The report is focused on your business priorities. Can the candidate
execute now? Or perhaps in 6 or 12 months?
On-the-jobdevelopment
Pinsight™ is the 70 in 70/20/10. Our simulations highlight specific behaviors leaders can practice on the job, 5
minutes a day.
• Know exactly what to develop
Stop guessing and assuming what your leaders need to develop. Don’t waste money on general leadership training
– one size does not fit all. Rely on Pinsight™ to target your training dollars.
• Hiring errors may cost up to $500,000
Research estimates cost of hiring failures at 2-4 times the annual salary. Use Pinsight™ to find who is ready to take
on your strategy now and avoid costly mistakes. We identify those who are 8x to 12x more likely tobe top
performers based on their actions not words.
• Identify successors early
Spot your top talent early. Use Pinsight™ to determine their potential and development needs. Streamline your
talent reviews.
• No need to fly across the country
100% virtual, 100% convenient. Candidates complete the simulation from anywhere with internet access. Keep top
candidates interested by choosing a fast assessment solution.
• Simulations That Make Sense
There is a reason why pilots start out in a simulator and don’t take off after passing a test or an interview. So why
select managers using just multiple-choice tests and interviews?
• Know When They Are Ready
Some candidates will shine right away. Others, while promising, will still need development. Our reports show how
quickly candidates can be ready.
“The simulation assessment is unique in that it provides a live, interactive simulation via virtual experience, thus
making it accessible to leaders at many levels without the expense and time of visiting a corporate assessment
center offsite.” Leslie Hilton President of SuccessPartner LLC

46
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC
MEMBER
CERTIFIED
SEIP (Social +
Emotional
Intelligence Profile)
http://www.the-isei.com/
the_social_and_emotional_profile_self.aspx
Terry Hildebrandt
SEIP (Social +
Emotional
Intelligence Profile)
http://www.the-isei.com/
the_social_and_emotional_profile_360.aspx
Name: David Colarossi  Company: ISEI 
Email: David@the-isei.com  
Phone: 7207242847
Terry Hildebrandt
The Social + Emotional Intelligence Profile (SEIP)® - Self Version
The Social + Emotional Intelligence Profile (SEIP)® is the most comprehensive, statistically-reliable,
scientifically-validated instrument on the market today. Based on over 10 years of research, the SEIP®
identifies an individual’s social and emotional intelligence strengths and development
opportunities.
Based on the latest research in the field of social and emotional intelligence, the SEIP® four-quadrant model
is the model used in 75 percent of Fortune 500 companies today.
The SEIP® measures the 26 competencies identified as critical in socially and emotionally intelligent
individuals, families, teams and organizations.
In addition to identifying areas of strength and areas for improvement, the instrument provides detailed
descriptions of emotionally and socially intelligent behaviors when present and when lacking, as well as
extensive suggestions for development, helpful for coaches, HR professionals and the individual receiving the
results.
The 78-item SEIP® is available online as both a self-report and 360 multi-rater format. Three versions are
available: Adult, Youth (for ages 11 – 18), and Workplace (which uses business language).
All reports are administered online, and results are immediately available to view online or download in PDF
format.
In addition, the SEIP®:
• measures both social AND emotional intelligence (not just EI as some instruments do)
• is the most comprehensive Social + Emotional Intelligence® instrument on the market,
measuring 26 relevant and distinct social and emotional intelligence competencies
• describes in behavioral terms what it looks like when an individual has the social and emotional
intelligence skills and when they don’t
• provides developmental suggestions for coaches AND the individual being coached, including
actions steps and plans
• is available in two editions: self-scoring and as a 360 multi-rater assessment and in three
versions: Work, Adult and Youth*
*The Work Version is for use by executive, leadership, corporate and business coaches desiring to measure
social and emotional intelligence in the workplace.

47
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
Strengthscope http://www.strengthspartnership.com/strengthscope/
Brenda Dooley/
Vikki Brock
Strengthscope® is designed for individual development and performance improvement and shows:
• The person’s significant strengths or underlying qualities which most energize them
• Their potential weaker areas and overdone/overused strengths
• How effectively the person feels they are able to use their strengths at work
• Coaching questions and tips on how to use their strengths more effectively
The most extensive range of strengths assessment solutions:
The Strengthscope® system comprises of the following modules all designed to help individuals and organizations
achieve success through strengths:
• Strengthscope360™
• StrengthscopeTeam™
• StrengthscopeLeader™
• Strengths Engagement Index™ (SEI™)
• Strengthscope360™
– expands on the standard report by
enabling co-workers to provide input on how effectively the
person is using their strengths and recommendations for
improvement
• StrengthscopeTeam™
– for a wide range of team development
applications
• Strengths Engagement Index™
– for measuring the return on
investment of strengths-based programmes
• StrengthscopeLeader™
– for developing effective leaders/
managers and succession planning

48
ASSESSMENT
NAME
WEBSITE ADDRESS
ACEC MEMBER
CERTIFIED
The Leadership
Circle 360
http://www.512solutions.com/partners/the-
leadership-circle
Lynn Harrison/ Terry H.
Hildebrandt
The Leadership Circle Profile
The Leadership Circle Profile™ is the only 360 degree competency assessment that simultaneously provides
focused competency feedback while revealing the underlying assumptions that are causing a leader’s pattern
of strengths and limitations. The Leadership Circle Profile helps leaders understand the relationship
between how they habitually think and how they behave—and how all this impacts their current level of
leadership effectiveness. Once this awareness is established, leadership development can proceed. Without it,
change rarely happens.
What makes The Leadership Circle Profile™ different?
• More Revealing–It is the only leadership profile tool that links leadership competencies to core
beliefs that govern behavior.
• More Advanced–Instantly reveals key opportunities for your executive’s development without
requiring an executive coach to read through reams of documentation. Leadership Circle Profile enables
executive coaching to start at a breakthrough conversation rather than require months trying reach one.
• More Than Just an Assessment–The rich theoretical underpinnings of the Leadership Circle Profile
provide a pathway totransformation. No other tool of this type offers this.
• More Efficient–Leadership Circle Profile is remarkably easy touse and allows a coach to meet an
executive “where they are” without spending valuable coaching time finding out where that is.
• Widely Accepted–Leadership Circle Profile is a world class solution that is used by leading national
and international organizations, government agencies, and top universities across the globe.
View sample results graph | View The Leadership Circle brochure
The Leadership Culture Survey
The Leadership Culture Survey provides a powerful “MRI” of your leadership culture. Used for your entire
organization, or just a leadership team, the Leadership Culture Survey reveals valuable data, tells you how
your people view their current leadership culture, and compares that reality to the optimal
culture they desire. The “gap” between the current culture and desired culture, instantly reveals key
opportunities for leadership development. The Leadership Culture Survey also measures how your leadership
culture compares to that of other organizations.
A Leadership Culture Survey will:
• Establish a compelling rational for change.
• Focus leadership development efforts.
• Delineate cultural challenges associated with acquisitions, mergers and restructuring plans.
• Correlate leadership to productivity, profits, turnover, and other bottom line metrics.

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