About this report

This Action Process assessment deals with Kim’s relationship to twelve factors that contribute to action planning.

Individually, Kim will be more inclined to focus on some of the steps in preference to others, and a collective effort is often required to complete any significant action plan. After all, one person alone is unlikely to think of everything or balance all the considerations.

Teams are most effective in getting results when they follow a plan of action, so a full action plan includes all twelve components. But, not all efforts are equal in size or in the degree of effort needed to prepare and carry them out. The most important parts include setting objectives, defining action steps, establishing timings, delegating for results and keeping control of the plan.

Results for Kim Lee

• Kim is mindful to consider what can and should be done to meet any identified Needs. In a group, they make a contribution to the formation of clear intentions to take specific action.

• They can put effort into making a clear statement of intention that describes their Objectives in simple, specific and concrete terms without ambiguity or confusion of purpose.

• While Kim’s Objectives may include unclear Parameters against which to gauge performance, it’s also true that if given the right conditions, they’ll set or seek out adequately measurable standards by which to gauge those Objectives. Without effective ways to measure success, matching results to Objectives can be a challenge.

• When planning, Kim usually establishes a fairly firm Deadline for achieving overall objectives, and then takes action to meet it. To some extent they also build in some flexibility to allow for factors outside own control.

• Kim will either tend to leave the issue of Accountability for the plan’s success unstated, or they’ll be inclined to stay personally in control of the resources required to meet the plan’s Objectives.

• Kim shows a strong inclination to state the nature of the plan’s Action Steps, putting great effort into arranging events and activities according to their priority order, whether that’s based on importance or some other logical sequence.

• They are something of an enabler, creating the necessary space through Delegation of their authority for others to use resources and take their own actions.

• Whilst Kim prefers not to put a lot of effort into schedules or Timings, they may, given the right scenario, work towards improved scheduling, better execution speed or greater time-dependent coordination.

• They put effort into assigning the task, time and human Resources needed for each Action Steps. They like to calculate and schedule their use for optimal economy.

• To a moderately strong degree, Kim specifies the task, time and human Processes necessary for each action step. They usually choose methods that will best suit the purpose.

• They usually operate without detailed assessment of things like the plan’s cost/benefits. However when circumstances are appropriate they can and does focus on those Values.

• Lastly on the subject of Outcomes, Kim indicates that they rely heavily on feedback and information from others at various times. They then carefully assess progress and check that end results are a match with the agreed standards.