3
Section One
The 3 Critical Beliefs
Rate how consistently you create each belief in your employees. 1 = Never, 5 = Consistently.
Belief 1 of 3 · Confidence
I actively help each employee believe "I can do this" — by removing obstacles, setting clear expectations, and building confidence through early wins.
Why it matters: Without this belief, even talented people hold back. Effort follows confidence, and confidence is your job to create.
Belief 2 of 3 · Trust
My employees genuinely believe "My performance will be recognized and rewarded" — because I follow through, stay consistent, and make their contributions visible to leadership.
Why it matters: Without trust in the reward system, employees stop giving discretionary effort. They do enough to not get fired.
Belief 3 of 3 · Satisfaction
I know what each employee personally finds rewarding — and I recognize them in ways that actually matter to them as individuals, not what I assume matters.
Why it matters: Generic recognition lands flat. A manager who asks "How do you want to be recognized?" creates loyalty that lasts years.
4
Section Two
The 4 Relationship Phases
How intentionally do you manage each phase of the manager-employee relationship?
Phase 1 · Bringing Them In
When I start working with a new employee, I invest meaningful time learning who they are, what motivates them, and what I can do to help them succeed — before jumping to their tasks.
Why it matters: The first 90 days determine whether trust is built or missed. You can't rebuild what you never built.
Phase 2 · Helping Them Win
I actively create early wins for my team members — removing obstacles, giving high-visibility assignments, and ensuring they experience success in their first few months with me.
Why it matters: Early wins build the Confidence belief and create momentum. Momentum is a management responsibility.
Phase 3 · Helping Them Grow
I have explicit conversations with each team member about their career development and I actively create opportunities that stretch them toward where they want to go.
Why it matters: Employees who aren't growing are looking. Development is retention.
Phase 4 · Letting Them Go
When employees leave or transition — whether to promotion, new team, or departure — I handle it with generosity, dignity, and genuine celebration of their growth.
Why it matters: How you treat departures is what your remaining team is watching. It defines your management culture.
7
Section Three
The 7 Principles
How consistently do you operate by these principles — especially with your most challenging team members?
Principle 1 · Believe They Can
I genuinely believe every employee on my team is capable of giving 100% — and I operate from that belief even with my lowest performers.
Principle 2 · Get to Know Them
I take the initiative to build real relationships with my employees — I know something personal about each of them and they feel genuinely known by me.
Principle 3 · Manage Yourself
I actively understand and manage my own biases, hot buttons, and reactions — especially when they are triggered by employees who are different from me.
Principle 4 · Adapt Your Style
I consciously adapt my communication and management approach to match what each individual needs — not what feels natural to me.
Principle 5 · Use Your Power
I actively use my position and personal power to advocate for my employees, solve their problems, and clear their path — proactively, not just when asked.
Principle 6 · Ask!
I regularly ask each employee what they need from me, how they want to be managed, and what I'm doing that helps or gets in their way.
Principle 7 · Be Fair
I understand that fair means giving each person what they need to succeed — not treating everyone identically — and I act on that distinction consistently.
12
Section Four
The 12 Elements
Gallup's research on what great managers actually do. Rate yourself on each element across your whole team.
Element 1
I provide clear, unambiguous expectations to each employee — they always know exactly what success looks like in their role.
Element 2
I ensure every employee has the materials, equipment, information, and resources they need to do their job well.
Element 3
I intentionally deploy each employee in assignments that align with their natural strengths — not just their job description.
Element 4
I recognize good work specifically and immediately — naming the behavior, the impact, and why it matters — not in quarterly reviews.
Element 5
My employees know I care about them as people — not just as performers. I demonstrate genuine interest in their wellbeing and life outside of work.
Element 6
I actively encourage and invest in my employees' professional development — not just when it serves current team needs.
Element 7
My employees feel that their ideas and opinions are genuinely heard and considered in how the team operates and makes decisions.
Element 8
Each employee knows their work is important and contributes to something meaningful — not just to hitting a number.
Element 9
I hold everyone on my team accountable to the same standard of quality — I don't let performance variability slide based on who someone is.
Element 10
I actively build an environment where team members like each other, support each other, and have genuine friendships at work.
Element 11
I regularly communicate each employee's progress toward their goals — not just at formal review times.
Element 12
I have invested in helping at least one person on my team grow beyond their current role — preparing them for what comes next in their career.
Answer all 26 questions to unlock your results
YOUR MBTN MANAGEMENT SCORE
—/130
out of 130 possible points
—
—
Your Personal Action Plan
Based on your lowest-scoring areas, these are your highest-leverage development opportunities.
Ready to Transform Your Management?
James O. Rodgers has spent 30 years building the system that makes great management learnable, repeatable, and measurable. This scorecard is just the beginning.