|
Personal
Resilience Map 2.0 |
| |
|
|
| |
|
|
|
Instructions:
This survey is not about one’s intent, it is
about actual behavior.
When answering the questions, imagine seeing
yourself or the person you are rating in real situations. When you
assign a score, assign it based on how much of this behavior you or they
demonstrate through their behavior in these situations. These questions
are designed to create the position where you can examine yours or
others behavior from an objective point of view.
Remember, the results, feelings or thoughts you
have about the survey may not be the truth, but your best guess at this
point, please take into consideration the context of your personal life
when answering these questions or discussing them with your coach.
If you don’t understand the question or don’t think
it applies leave it marked ‘NA’.
- Please complete A & B Questions
before beginning the survey
- Before submitting the survey,
please give us your name and email address!
|
|
|
A. |
PLEASE COMPLETE THE FOLLOWING --MARK ONLY ONE PLEASE |
|
|
|
I am completing this survey about myself |
|
|
|
I am completing this survey on someone other
than myself |
|
|
|
|
|
|
B. |
PLEASE MARK ONE ONLY |
|
|
|
I have contact with this person daily |
|
|
|
I have contact with this person weekly |
|
|
|
I have contact with this person monthly |
On the right:
Consider each of the following words or statements as beliefs and how
"frequently" they are demonstrated through the person's behavior,
with 1 being never and 10 being always.
IMPORTANT: IF YOU
DON'T THINK OR FEEL THAT THE STATEMENT HAS ANY RELATIONSHIP TO THE
PERSON'S BEHAVIOR, OR YOU DON'T KNOW WHAT IT MEANS, THEN SELECT "NA"
= Not Applicable.
THERE ARE NO RIGHT OR
WRONG ANSWERS only your opinions
Your opinions will be
revealed to everyone involved and discussed with the leader to increase
engagement
|
| |
Fitness |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Is physically fit |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Is guided by wisdom of people around them |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Willing to push the limits |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Bounces back from setbacks |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Strategizes through difficulties |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Allows others to help |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Avoids over-generalization |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Sees the whole picture |
|
|
|
|
|
|
|
|
|
|
|
| |
Inclusion |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Includes others in problem solving |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Takes direction from one’s elders |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Causes interaction between people |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Creates a system of inclusion |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Views inclusion as strategic |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Joins other groups |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Includes many levels in problem solving |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Experiences being a part of everything |
|
|
|
|
|
|
|
|
|
|
|
| |
Power |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Able to use force |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Feels power in belonging to a group or 'tribe' |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Seldom quits |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Systemizes power through rules and procedures |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Influences others |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Gains power by collaborating |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Able to make use of many forms of power |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Makes power a part of the whole design |
|
|
|
|
|
|
|
|
|
|
|
| |
Accountability |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Can draw a line between right and wrong |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Views history as a source of guidance |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Makes rules even when it alienates others |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Able to postpone gratification |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Puts strategy before tactics |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Collaborates through others |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Identifies different levels of accountability |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Values a whole systems point of view |
|
|
|
|
|
|
|
|
|
|
|
| |
Authority |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Can create a return to investment in almost any
situation |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Seeks the opinion of experience |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Initiates |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Balances personal power against system authority |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Believes utility creates authority |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Shows authority comes from ability to reach out |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Demonstrates that authority has a variety of layers |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Is an example that authority can come
from reflection |
|
|
|
|
|
|
|
|
|
|
|
| |
Responsibility |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Responsible to strategic needs |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Gives responsibility a bigger than me quality |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Takes personal responsibility |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Views responsibility as a system design |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Acts as if strategy is responsibility |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Equates social responsibility as a point of
leverage |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Acts as if responsibility is different at various
levels |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Meditates |
|
|
|
|
|
|
|
|
|
|
|
| |
Adaptability |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Adjusts quickly based on cues |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Notices patterns in neighbors |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Takes a leadership role when necessary |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Molds rules to a stratified design |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Adapts others strategically |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Explores consensus for options |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Makes conscious choices |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Acknowledges spiritual requirements |
|
|
|
|
|
|
|
|
|
|
|
| |
Synergy |
NA |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
1 |
Observes fitness on a global scale |
|
|
|
|
|
|
|
|
|
|
|
|
2 |
Considers how natural responses are appropriate |
|
|
|
|
|
|
|
|
|
|
|
|
3 |
Uses power decisively to unite |
|
|
|
|
|
|
|
|
|
|
|
|
4 |
Weaves disparate forces for long term security |
|
|
|
|
|
|
|
|
|
|
|
|
5 |
Macro manages strategic win-win-win scenarios |
|
|
|
|
|
|
|
|
|
|
|
|
6 |
Facilitates a collective experience |
|
|
|
|
|
|
|
|
|
|
|
|
7 |
Finds order in chaos |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Reflects life through a universal self |
|
|
|
|
|
|
|
|
|
|
|
| |