Managerial & Supervisory Succession
Small businesses are particularly vulnerable when openings remain unfilled or when new hires struggle to work through the learning curve for a position. In a workplace where employees already wear multiple hats, the impact of a hiring mistake can reach every corner of the organization. This is especially true within managerial positions, where poor performance can erode teamwork and hamper productivity.
Realizing that an inconsistent or ineffective hiring process means lost opportunity for its franchisees, a multinational staffing company developed LDP Position Profiles for a variety of roles within its locations, including General Manager. A key role within the franchise, the General Manager oversees administrative and operational functions, manages the customer service and sales activities within the territory, while also directing the financial and compliance activities of the office. Often faced with diverse and challenging responsibilities, the most successful General Managers share certain key characteristics found within the LDP’s ten dimensions.
After developing an LDP Position Profile for the General Manager role, the company found that those matching the profile achieved higher performance in every category. Most notably, higher scoring General Managers:
- Earned 148% higher performance ratings
- Achieved 83% higher net profit
- Maintained 19% lower accounts receivable
- Gained 24% more new clients
Within each aspect of their work, whether operational, sales, or financial, General Managers who more closely matched the LDP Position Profile achieved higher performance (in both subjective and objective categories). The result: higher performing General Managers develop higher performing teams, allowing the company to achieve more with less.
We found the LDP to be helpful to us in making our hiring decision. We had about 78 applicants for this particular position and we had narrowed it down to the top four. The LDP assessment actually helped us to fine tune the process and gave us more confidence in making that decision.
– Dr. Hinkley, Associate Professor & Chairperson
about the LDP framework
The LDP describes a person’s work style by measuring two primary sources of drive and motivation (Achievement Drive and Relational Drive) and ten supporting dimensions:
Achievement Drive describes the focus and intensity with which an individual approaches common activities as well as long-term goals. At opposite ends of the Achievement Drive continuum, are two primary behavioral patterns: Methodical and Urgent. The five supporting characteristics, referred to as Achieving Dimensions, include:
- Intensity, the drive to extend effort in meeting or exceeding expectations when performing common tasks.
- Assertiveness, the confidence level in approaching one’s role and in asserting opinions.
- Risk Tolerance, the propensity to accept risk in making decisions or taking actions in uncertain situations.
- Adaptability, the interest in, or comfort level with changing or unplanned circumstances.
- Decision-making, the extent to which one relies on intuition and experience (versus methodical analysis) in making decisions.
Relational Drive describes the extent to which an individual engages relationally in common circumstances. At opposite ends of the Relational Drive continuum, are two primary behavioral patterns: Guarded and Expressive. The five supporting characteristics, referred to as the Relating Dimensions, include:
- Status Motivation, the drive to be personally recognized for efforts and accomplishments.
- Consideration, the awareness of, and propensity to contemplate others’ feelings and needs.
- Openness, the desire to learn and share personal information with others, including strangers.
- Affiliation, the desire to collaborate or affiliate with others in performing common activities.
- Self-protection, the level of trust in the intentions or reliability of others.