Pat Sample 1/5/2012 THE EXTRAORDINARY LEADER. Follow-up Feedback Report

Transcription

1 1/5/01 THE EXTRAORDINARY LEADER Follow-up Feedback Report

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3 Tips for Approaching Your Extraordinary Leader Follow-up Feedback Report Nothing is more helpful to our development as leaders than honest, specific feedback. Without it, we are essentially flying blind doing our work with no knowledge of our strengths, our flaws, or our effect on others. Seeking and using feedback to guide our professional development is a perpetual and often humbling process. Each time we receive feedback, it s helpful to keep in mind a few key principles to help us maintain perspective and make the most of the gift we have received. A reassessment is a helpful way to measure the impact of your improvement efforts. To precisely assess your improvement, all environmental or external factors would need to be unchanged. In real life this is rarely the case. Managers, peers and direct reports change. The exact nature of your job changes. The organization s culture and structure changes, and so does the external economy. The point is that you can t precisely compare your initial 60-degree assessment and reassessment results. The good news is that your reassessment gives you a reasonably accurate picture of your performance in your current situation. Look closely at the issues you focused on improving. See if the results of your efforts were recognized by others. Use this reassessment to determine where you go from here to continue your quest to become an Extraordinary Leader. #1 Focus on your strengths. When scanning through your report and reviewing the written comments, don t just pass over information on the things you do well. Identifying and clarifying strengths is every bit as important as any other feedback you receive. # Anticipate and work through initial emotional reactions. The SARA model outlines the emotions commonly experienced when receiving feedback. Work your way through the emotions until you reach acceptance. And remember that trying to guess who gave you particular ratings or made certain comments is rarely helpful and, more often than not, inaccurate. S Surprise, Shock A Anger, Anxiety R Rejection, Rationalization A Acceptance # Don t be concerned about every red bar. In your follow-up report, performance improvements and no change are indicated by blue bars while red bars represent ratings that are lower on the reassessment than on your previous Extraordinary Leader 60-degree Leadership Assessment. Minor rating shifts are normal and expected in any reassessment process and are therefore little to worry about. However, ratings that change by more than.0 (or more than.50 for manager ratings) could be significant. Look further into item detail and for corroborating comments to better understand significant gaps.

4 # Look for overall trends and themes in the feedback. First, read through your entire Extraordinary Leader Follow-up Feedback Report, start to finish, to get a big-picture view of the overall message. As you spend time going through your report in more detail, you ll start to see patterns emerge and connections between different competencies and between ratings and comments or item ratings and importance ratings. #5 Think about the following questions as you become familiar with your report. A. Overall, how do you feel about the amount of progress (or lack thereof) made toward your leadership effectiveness since your last Extraordinary Leader 60-degree assessment? (Select the option that best describes your feelings.) o o o o o Much better than I expected Better than I expected About the way I expected Worse than I expected Much worse than I expected B. How did your performance change in the areas that you specifically targeted in your previous Extraordinary Leader development plan? C. What are the strongest messages or themes in the report? D. What would you like to be different in your life, and how would developing your leadership skills get you closer to it?

5 Table of Contents Pat Sample Section Title Page 1 How to Interpret Your Feedback 1 Leadership Tent Model 16 Differentiating Competencies Summary 5 This section provides an overview of your competency scores. Use this section to obtain an overall understanding of what others feel are your strengths and developmental needs. To better understand the composition of each competency, review the items used to assess each competency in section. 16 Differentiating Competencies w/ Item Details 7 This section displays your results for the 16 Differentiating Competencies. In addition to the summary results for each competency, this section provides the results of each item used to assess the specific competency. The results for each item are sorted from the most positive to the least positive based on the Total score. Use this section to compare the perceptions of each group of respondents for each item. 5 Employee Commitment Index 5 This section displays the detailed results for the Employee Commitment Index, which measures the extent to which your Direct Reports are satisfied and motivated to do their jobs. Our research shows a direct connection between leadership effectiveness and employee commitment. The results for each item are sorted from the most positive to the least positive. 6 Importance Ratings 6 This section displays the 16 Differentiating Competencies ranked from the most important to the least important. Raters were asked to choose four competencies that, if executed with a high level of skill and expertise, would have the most significant impact on your role. This section is not about how well you are currently performing, but is solely about how important the selected competencies are for you to be extremely effective in your current position. 7 Highest Scored Items 7 This section presents items receiving the highest total scores. You should not necessarily assume that an item on this list does not need improvement. 8 Lowest Scored Items 8 This section presents items receiving the lowest total scores. You should not necessarily assume that an item on this list is in fact a significant problem Differentiating Competencies Gap Analysis 9 This section displays your current and previous scores for all of the 16 Differentiating Competencies along with a bar graph indication of the size of the gap between the two. 10 Written Comments 0 This section displays verbatim the written comments provided by your respondents. You are encouraged to read the comments without trying to individually identify the respondent.

6 Section 1: How to Interpret Your Feedback How to Interpret Your Feedback This report for Pat Sample compares the 60 survey results received between 11/9/010 and 1//010 with prior 60 survey results received between 8/9/008 and 9//008. The most recent 60 survey results include feedback from: 1 Manager, 5 Peers, Direct Reports, 6 Others, 1 Self These survey submissions will be reported as follows*: 1 Manager, 5 Peers, Direct Reports, 6 Others, 1 Self The prior 60 survey results include feedback from: 1 Manager, 8 Peers, Direct Reports, Others, 1 Self These survey submissions will be reported as follows*: 1 Manager, 8 Peers, Direct Reports, Others, 1 Self Definitions and Explanations: Leadership Model The Leadership Model displays the five behaviors of the Leadership Tent. 16 Differentiating The 16 Differentiating Competencies presented are organized within the five behaviors of the Competencies leadership model. Detailed results for each of the 16 Differentiating Competencies are then presented with results listed for each item in the survey. We encourage you to review the results for each of the competencies. Response Frequency The displays a detailed break down of how each item was responded to by each rater group, i.e. Manager, Peer, etc. Use this information as a reference to understand how people reacted to each survey item. The areas display data from your most recent 60 survey results. # This is the number of raters used to calculate a particular score. As with, this value is based on your most recent 60 survey results. Example: Even if five peers completed your survey, you may find that an item score was calculated from only four raters. This would mean that one person left a survey item blank. Gap Analysis The Gap Analysis section displays the differences between your current and prior scores for the 16 Differentiating Competencies. The Gap Size Graph area shows the relative size of each gap. The maximum width possible on this graph is 1.5 in both the positive and negative directions. Any gap size greater than 1.5 is displayed as 1.5 and marked with a footnote indicating it exceeded the maximum width. How Scores are Calculated Scores are averaged and presented by Total, Manager, Peers, etc., at the Behavior, Competency and Item levels. The Total scores are calculated from group scores excluding your Self score. Responses of Don t Know/Not Applicable and missing responses are not included in the calculations. *To help ensure anonymity for your respondents, if you received fewer than three submissions from any of your respondent groups (excluding Manager) the results for those groups will not be displayed separately. In such cases, the data from the group with insufficient submissions is combined with another group. Copyright 01 Zenger Folkman Company Page 1

7 Section 1: Your Respondents Your Respondents The table below displays all of the individuals you invited to respond to your survey. The presence of a name within the table does not necessarily mean the individual submitted feedback. To preserve anonymity, if any of the respondent types (excluding Manager) has less than three submissions, that data will be combined with responses from another rater category. Respondent Type Manager Peer Peer Peer Peer Peer Peer Direct Report Direct Report Direct Report Other Other Other Other Other Other Respondent Name Gary Ross Tony Miner Kristen Lock Renae Parks Lois Van Street Greg Woods Linda King Carol Karchner Kara Larson Collette Scott Shannon Cook Amy Olson Lori Paul Peggy Simmonds Brad Henry Dan Donaldson Copyright 01 Zenger Folkman Company Page

8 Section : Leadership Tent Model Section : Leadership Tent Model Legend Response Description 5 Outstanding Strength - Top 10% Strength - Top Quartile Competent - Good Performance Needs Some Improvement - Inconsistent Performance 1 Needs Significant Improvement - Poor Performance Symbol Norm Extraordinary Leader 75th Percentile Norm Extraordinary Leader 90th Percentile Norm Score Bars Latest Score (Blue = Improvement, Brick = Decline) Previous Score Character 5 Total.5 Manager 5.00 Peers.7 Direct Reports.56 Others.9 Self. Personal Capability 5 Total.09 Manager.50 Peers.1 Direct Reports.5 Others.7 Self.17 Focus on Results 5 Total.19 Manager.78 Peers.16 Direct Reports.78 Others.75 Self.00 Copyright 01 Zenger Folkman Company Page

9 Section : Leadership Tent Model Interpersonal Skills 5 Total.8 Manager.7 Peers.95 Direct Reports.18 Others.9 Self.07 Leading Change 5 Total.09 Manager.0 Peers.15 Direct Reports.5 Others.7 Self.00 Copyright 01 Zenger Folkman Company Page

10 Section : 16 Differentiating Competencies Summary Section : 16 Differentiating Competencies Summary This section provides an overview of your competency scores. Use this section to obtain an overall understanding of what others feel are your strengths and developmental needs. To better understand the composition of each competency, review the items used to assess each competency in section. Legend Response Description 5 Outstanding Strength - Top 10% Strength - Top Quartile Competent - Good Performance Needs Some Improvement - Inconsistent Performance 1 Needs Significant Improvement - Poor Performance Symbol Norm Extraordinary Leader 75th Percentile Norm Extraordinary Leader 90th Percentile Norm Score Bars Latest Score (Blue = Improvement, Brick = Decline) Previous Score Character Character.5 Displays High Integrity and Honesty.5 Personal Capability Personal Capability.09 Technical/Professional Expertise.05 Solves Problems and Analyzes Issues.0 Innovates.19 Practices Self-Development.11 Score 1 5 Score 1 5 Focus on Results Focus on Results.19 Drives for Results. Establishes Stretch Goals.00 Takes Initiative.6 Score 1 5 Interpersonal Skills Interpersonal Skills.8 Communicates Powerfully and Prolifically.65 Inspires and Motivates Others to High Performance.95 Builds Relationships.95 Develops Others.65 Collaboration and Teamwork.95 Score 1 5 Copyright 01 Zenger Folkman Company Page 5

11 Section : 16 Differentiating Competencies Summary Leading Change Leading Change.09 Develops Strategic Perspective.09 Champions Change.0 Connects the Group to the Outside World.16 Score 1 5 Copyright 01 Zenger Folkman Company Page 6

12 Section : 16 Differentiating Competencies w/ Item Details Section : 16 Differentiating Competencies w/ Item Details This section displays your results for the 16 Differentiating Competencies. In addition to the summary results for each competency, this section provides the results of each item used to assess the specific competency. The results for each item are sorted from the most positive to the least positive based on the Total score. Use this section to compare the perceptions of each group of respondents for each item. Legend Response Description 5 Outstanding Strength - Top 10% Strength - Top Quartile Competent - Good Performance Needs Some Improvement - Inconsistent Performance 1 Needs Significant Improvement - Poor Performance Symbol Norm Extraordinary Leader 75th Percentile Norm Extraordinary Leader 90th Percentile Norm Score Bars Latest Score (Blue = Improvement, Brick = Decline) Previous Score Displays High Integrity and Honesty (Character) Total.5 % 1% 1% % Manager % Peers.7 0% % 7% Direct Reports.56 % 56% Others.9 6% 18% 5% % Self. 67% %. Is careful to honor commitments and keep promises Total 15. 1% 0% 7% Peers 5.0 0% 0% 0% Direct Reports.67 % 67% Others % 50% % Self % 1. Is a role model and sets a good example for his/her work group Total 1.1 1% 50% 6% Peers 5.0 0% 0% 0% Direct Reports. 67% % Others % 60% 0% Self % Copyright 01 Zenger Folkman Company Page 7

13 Section : 16 Differentiating Competencies w/ Item Details. Works hard to "walk the talk" and avoids saying one thing and doing another Total % 1% % 7% Peers 5.0 0% 0% 60% Direct Reports.67 % 67% Others % 17% 50% 17% Self % Copyright 01 Zenger Folkman Company Page 8

14 Section : 16 Differentiating Competencies w/ Item Details Technical/Professional Expertise (Personal Capability) Total.05 0% 55% 5% Manager. 67% % Peers.1 1% 60% 7% Direct Reports.67 % 67% Others.59 1% 59% Self % 6. Teammates trust his/her ideas and opinions because of in-depth knowledge and experience Total 1.1 1% 57% 9% Manager % Peers % 0% Direct Reports.67 % 67% Others % 60% Self % 5. His/her skills and knowledge make an important contribution to achieving team results Total % 5% 7% Peers % 0% Direct Reports.67 % 67% Others % 50% Self %. Many people seek after his/her opinions Total % 5% 0% Manager % Peers % 0% 0% Direct Reports.67 % 67% Others 6.67 % 67% Self % Copyright 01 Zenger Folkman Company Page 9

15 Section : 16 Differentiating Competencies w/ Item Details Solves Problems and Analyzes Issues (Personal Capability) Total.0 % % % 1% Manager. 67% % Peers.07 7% 0% % Direct Reports.67 11% 11% 78% Others.61 6% % 56% 6% Self. 67% % 8. Is trusted by others to use good judgment when making decisions Total % 7% 5% % Manager % Peers 5.0 0% 0% 0% Direct Reports % Others % 8% Self % 9. Spots new trends, potential problems, and opportunities early Total % % % Manager % Peers % 0% 0% Direct Reports.67 % 67% Others % % 17% Self % 7. Has the ability to anticipate and respond quickly to problems Total 15.9 % 0% 7% Peers % 60% 0% Direct Reports. % 67% Others % 50% Self % Copyright 01 Zenger Folkman Company Page 10

16 Section : 16 Differentiating Competencies w/ Item Details Innovates (Personal Capability) Total.19 1% 5% % Manager % Peers.1 7% % 0% Direct Reports.56 % 56% Others.87 1% 87% Self. 67% % 11. Finds ways to improve new ideas rather than discourage them Total 1.6 7% 50% % Peers 5.0 0% 0% 60% Direct Reports.67 % 67% Others % Self % 10. Frequently encourages others to consider new approaches and ideas (e.g., avoids getting stuck in a "one right way" approach) Total 1.1 1% 50% 6% Peers % 0% 0% Direct Reports.67 % 67% Others % Self % 1. Constructively challenges the standard approaches and finds improved processes to get work done Total % 57% 1% Peers % 60% 0% Direct Reports. 67% % Others % 60% Self % Copyright 01 Zenger Folkman Company Page 11

17 Section : 16 Differentiating Competencies w/ Item Details Practices Self-Development (Personal Capability) Total.11 1% 6% % Manager. 67% % Peers.17 5% % % Direct Reports. 78% % Others.9 15% 77% 8% Self % 1. Makes a real effort to improve based on feedback from others Total % % % Manager % Peers.5 5% 5% 50% Direct Reports.67 % 67% Others.00 5% 50% 5% Self % 15. Creates an atmosphere of continual improvement in which self and others push to exceed the expected results Total % 58% 5% Peers.5 5% 5% 50% Direct Reports % Others.75 5% 75% Self % 1. Actively looks for opportunities to get feedback to improve him/herself Total % 85% 8% Manager % Peers.00 5% 50% 5% Direct Reports % Others % Self % Copyright 01 Zenger Folkman Company Page 1

18 Section : 16 Differentiating Competencies w/ Item Details Drives for Results (Focus on Results) Total. 5% 58% 7% Manager.67 % 67% Peers.5 75% 5% Direct Reports.78 % 78% Others.00 1% 71% 1% Self % 17. Achieves agreed-upon goals within the time allotted Total 1.6 5% 6% Peers.5 75% 5% Direct Reports.67 % 67% Others % 0% Self % 16. Does everything possible to achieve goals Total 1. 8% 50% % Peers.5 75% 5% Direct Reports % Others.75 5% 75% Self % 18. Follows through on objectives to ensure successful completion; i.e., does NOT get distracted before project is completed Total % 69% % Manager % Peers.5 75% 5% Direct Reports.67 % 67% Others % 80% Self % Copyright 01 Zenger Folkman Company Page 1

19 Section : 16 Differentiating Competencies w/ Item Details Establishes Stretch Goals (Focus on Results) Total.00 5% 0% 5% Manager % Peers.09 18% 55% 7% Direct Reports.78 % 78% Others.1 79% 1% Self % 19. Establishes high standards of excellence for the work group Total 1.08 % 6% 1% Peers.5 75% 5% Direct Reports.67 % 67% Others % 0% Self % 1. Keeps people focused on the highest priority goals and objectives Total % 1% 8% Peers.5 75% 5% Direct Reports % Others % 0% Self % 0. Is skillful at getting people to stretch for goals that go beyond what they originally thought possible Total % 9% 6% Peers.67 67% % Direct Reports.67 % 67% Others % Self % Copyright 01 Zenger Folkman Company Page 1

20 Section : 16 Differentiating Competencies w/ Item Details Takes Initiative (Focus on Results) Total.6 1% 51% 7% Manager.67 % 67% Peers.1 1% 60% 7% Direct Reports.78 % 78% Others.00 19% 6% 19% Self %. Can always be counted on to follow through on commitments Total % 7% 7% Peers % 60% Direct Reports.67 % 67% Others % 67% 17% Self %. Willingly goes above and beyond what needs to be done Total % 67% 7% Manager % Peers % Direct Reports.67 % 67% Others % 50% % Self %. Is energized and excited to take on challenging goals, for which he/she is held personally accountable Total 1.15 % 8% 8% Peers % 0% 0% Direct Reports % Others.75 5% 75% Self % Copyright 01 Zenger Folkman Company Page 15

21 Section : 16 Differentiating Competencies w/ Item Details Communicates Powerfully and Prolifically (Interpersonal Skills) Total.65 10% 5% 5% 0% Manager.67 % 67% Peers.6 50% 6% 1% Direct Reports. 11% % % Others.00 9% % 9% Self. 67% % 7. Helps people understand how their work contributes to broader business objectives Total % 8% 1% % Peers % 0% 0% Direct Reports.00 % % % Others.5 5% 5% 50% Self % 6. Skilled at communicating insights and understanding of issues or problems Total % % 7% 1% Manager % Peers % 0% 0% Direct Reports. 67% % Others % 50% % Self % 5. Provides others with a definite sense of direction and purpose Total % % 5% 5% Peers.50 50% 50% Direct Reports.67 % 67% Others.50 50% 50% Self % Copyright 01 Zenger Folkman Company Page 16

22 Section : 16 Differentiating Competencies w/ Item Details Inspires and Motivates Others to High Performance (Interpersonal Skills) Total.95 % 1% 6% 1% Manager % Peers.7 9% 55% 6% Direct Reports. % % % Others.8 6% 56% 1% 6% Self.67 % 67% 0. Brings to the group a high level of energy and enthusiasm Total 15. 1% 0% 7% Peers % 60% Direct Reports. % 67% Others % 67% 17% Self % 8. Energizes people to achieve exceptional results Total % % % 5% Peers. 67% % Direct Reports. 67% % Others % 80% Self % 9. Inspires others to high levels of effort and performance Total % % 17% Peers.67 % 67% Direct Reports.00 % % % Others % 0% Self % Copyright 01 Zenger Folkman Company Page 17

23 Section : 16 Differentiating Competencies w/ Item Details Builds Relationships (Interpersonal Skills) Total.95 8% 1% 1% 1% Manager % Peers.5 8% 58% % Direct Reports. 56% % Others.0 0% 7% 7% 7% Self. 67% %. Is trusted by all members of the work group Total % 15% 1% 6% Peers.5 5% 5% 50% Direct Reports.67 % 67% Others % 0% 0% 0% Self % 1. Balances "getting results" with a concern for others' needs Total % 15% 6% 1% Peers.50 50% 50% Direct Reports. 67% % Others 5.0 0% 0% 0% Self %. Stays in touch with issues and concerns of individuals in the work group Total % 1% 6% 15% Peers % Direct Reports. 67% % Others % 80% Self % Copyright 01 Zenger Folkman Company Page 18

24 Section : 16 Differentiating Competencies w/ Item Details Develops Others (Interpersonal Skills) Total.65 11% 5% % % Manager.67 % 67% Peers.71 % % 1% Direct Reports.89 % 11% % % Others.09 18% 55% 7% Self %. Provides coaching and acts as a mentor to others Total 1.8 8% % 5% % Peers % 0% 0% Direct Reports. % 67% Others.00 % % % Self % 5. Is truly concerned about developing others Total % % 5% 5% Peers.75 50% 5% 5% Direct Reports.67 % % % Others.5 75% 5% Self % 6. Gives honest feedback in a helpful way Total % 1% 6% 8% Manager % Peers % 60% Direct Reports.67 % % % Others.00 5% 50% 5% Self % Copyright 01 Zenger Folkman Company Page 19

25 Section : 16 Differentiating Competencies w/ Item Details Collaboration and Teamwork (Interpersonal Skills) Total.95 % 6% 6% 6% Manager. 67% % Peers.00 9% % 9% Direct Reports.00 % 11% % Others.77 8% 15% 69% 8% Self % 8. Resolves conflict within the work group Total % 67% 17% Manager % Peers.5 75% 5% Direct Reports.00 % % % Others.75 5% 75% Self % 9. Achieves objectives requiring a high level of cooperation from people in other parts of the organization Total % 1% 6% 6% Peers % 0% 0% Direct Reports. % 67% Others % 60% 0% Self % 7. Promotes a high level of cooperation between all members of the work group Total % 8% % Manager % Peers % 0% 0% Direct Reports.67 67% % Others.75 5% 75% Self % Copyright 01 Zenger Folkman Company Page 0

26 Section : 16 Differentiating Competencies w/ Item Details Develops Strategic Perspective (Leading Change) Total.09 6% 0% 5% Manager. 67% % Peers.0 7% 7% 7% Direct Reports. % 11% 67% Others.56 50% % 6% Self %. Has a perspective beyond the "day-to-day" work to take a longer-term, broader view of business decisions Total % 0% 0% Manager % Peers % 60% Direct Reports.67 % 67% Others % % 17% Self % 1. Maintains a clear perspective between the overall picture and the details Total % % 0% Peers % 60% Direct Reports. % 67% Others % 50% Self % 0. Helps others understand the organization's vision and objectives so that they can translate them into challenging and meaningful goals Total 1.9 1% 6% % Manager % Peers % 60% 0% Direct Reports. % 67% Others.50 50% 50% Self % Copyright 01 Zenger Folkman Company Page 1

27 Section : 16 Differentiating Competencies w/ Item Details Champions Change (Leading Change) Total.0 9% 9% % Manager.5 75% 5% Peers.05 % % 7% Direct Reports. 17% 5% 58% Others.76 8% 8% 1% Self %. Is willing to become a champion for new projects or programs, presenting them so that others support them Total % 6% 57% Peers 5.0 0% 0% 60% Direct Reports % Others % 0% Self % 6. Has the courage to make the changes that will improve the organization Total 1.1 1% % 6% Manager % Peers 5.0 0% 0% 0% Direct Reports.00 % % % Others 5.0 0% 0% 0% Self %. Quickly recognizes situations where change is needed Total % 0% 0% Manager % Peers % 0% 0% Direct Reports. % 67% Others % 50% Self % Copyright 01 Zenger Folkman Company Page

28 Section : 16 Differentiating Competencies w/ Item Details 5. Does an excellent job of marketing projects, programs or products Total % 8% 15% Manager % Peers.75 50% 5% 5% Direct Reports. 67% % Others % 0% Self % Copyright 01 Zenger Folkman Company Page

29 Section : 16 Differentiating Competencies w/ Item Details Connects the Group to the Outside World (Leading Change) Total.16 % 18% 9% 9% Manager.67 % 67% Peers.00 9% % 9% Direct Reports.75 5% 75% Others.85 8% % 6% % Self % 9. Is the antenna for the organization, bringing in relevant information that benefits the group Total 1.1 8% 5% 8% Manager % Peers 5.0 0% 0% 0% Direct Reports.67 % 67% Others.5 75% 5% Self % 8. Has demonstrated ability to represent the organization to key groups Total 1.9 1% 9% 50% Peers 5.0 0% 0% 0% Direct Reports.67 % 67% Others % 0% 0% Self % 7. Helps people understand how meeting customers' needs is central to the mission and goals of the organization Total % 7% 6% 7% Peers.50 50% 50% Direct Reports % Others.5 5% 5% 50% Self % Copyright 01 Zenger Folkman Company Page

30 Section 5: Employee Commitment Index Section 5: Employee Commitment Index This section displays the detailed results for the Employee Commitment Index, which measures the extent to which your Direct Reports are satisfied and motivated to do their jobs. The results for each item are sorted from the most positive to the least positive. If you did not receive sufficient feedback from Direct Reports, this section will not display any scores. Legend Response 5 Strongly Agree Agree Neutral Disagree 1 Strongly Disagree Description Symbol Norm Extraordinary Leader 75th Percentile Norm Extraordinary Leader 90th Percentile Norm Score Bars Latest Score (Blue = Improvement, Brick = Decline) Previous Score Employee Commitment Index Direct Reports.1 0% 7% % 50. I feel confident that this organization will achieve its strategic goals Direct Reports. 67% % 5. All in all, I'm satisfied with this organization as a place to work Direct Reports. 67% % 51. My work environment is a place where people want to go the extra mile Direct Reports.00 % % % 5. I would recommend this organization as a good place to work Direct Reports.00 % % % 5. I rarely think about quitting my job to go to a different organization Direct Reports.00 % % % Copyright 01 Zenger Folkman Company Page 5

31 Section 6: Importance Ratings Section 6: Importance Ratings This section displays the 16 Differentiating Competencies ranked from the most important to the least important. Raters were asked to choose four competencies that, if executed with a high level of skill and expertise, would have the most significant impact on your role. This section is not about how well you are currently performing, but is solely about how important the selected competencies are for you to be extremely effective in your current position. The asterisk (*) symbol and yellow highlighting indicate the competencies you personally rated as most important. The numbers displayed in the table below indicate the number of times each competency was selected by the various types of raters. The column labeled "Score" displays your performance on this competency, as measured by the Total score from all of your raters (excluding your Self responses). COMPETENCY Score Total Mgr Peer Dir Rpt Other * Solves Problems and Analyzes Issues * Displays High Integrity and Honesty.5 7 * Communicates Powerfully and Prolifically.65 7 Inspires and Motivates Others to High Performance Collaboration and Teamwork * Drives for Results. 5 1 Champions Change Develops Strategic Perspective Innovates Establishes Stretch Goals Takes Initiative Builds Relationships Develops Others.65 Technical/Professional Expertise Practices Self-Development.11 Connects the Group to the Outside World.16 Copyright 01 Zenger Folkman Company Page 6

32 Section 7: Highest Scored Items Section 7: Highest Scored Items This section presents items receiving the highest total scores. You should not necessarily assume that an item on this list does not need improvement. 10 Highest Items Competency Total Mgr Peer Dir Rpt Other Self. Is willing to become a champion for new projects or programs, presenting them so that others support them. 17. Achieves agreed-upon goals within the time allotted. Champions Change Drives for Results Can always be counted on to follow through on commitments. 11. Finds ways to improve new ideas rather than discourage them. Takes Initiative Innovates Is careful to honor commitments and keep promises. 16. Does everything possible to achieve goals. Displays High Integrity and Honesty Drives for Results Brings to the group a high level of energy and enthusiasm. 9. Is the antenna for the organization, bringing in relevant information that benefits the group. 8. Has demonstrated ability to represent the organization to key groups. 1. Makes a real effort to improve based on feedback from others. Inspires and Motivates Others to High Performance Connects the Group to the Outside World Connects the Group to the Outside World Practices Self- Development Copyright 01 Zenger Folkman Company Page 7

33 Section 8: Lowest Scored Items Section 8: Lowest Scored Items This section presents items receiving the lowest total scores. You should not necessarily assume that an item on this list is in fact a significant problem. 10 Lowest Items Competency Total Mgr Peer Dir Rpt Other Self 6. Gives honest feedback in a helpful way. Develops Others Provides others with a definite sense of direction and purpose. 6. Skilled at communicating insights and understanding of issues or problems. 9. Inspires others to high levels of effort and performance. 5. Is truly concerned about developing others. Communicates Powerfully and Prolifically Communicates Powerfully and Prolifically Inspires and Motivates Others to High Performance Develops Others Helps people understand how their work contributes to broader business objectives.. Stays in touch with issues and concerns of individuals in the work group. 5. Does an excellent job of marketing projects, programs or products. 8. Energizes people to achieve exceptional results.. Quickly recognizes situations where change is needed. Communicates Powerfully and Prolifically Builds Relationships Champions Change Inspires and Motivates Others to High Performance Champions Change Copyright 01 Zenger Folkman Company Page 8

34 Section 9: 16 Differentiating Competencies Gap Analysis Section 9: 16 Differentiating Competencies Gap Analysis This section displays your current and previous scores for all of the 16 Differentiating Competencies along with a bar graph indication of the size of the gap between the two. Competency Current Previous Gap Size Gap Size Graph Drives for Results Connects the Group to the Outside World Takes Initiative Practices Self-Development Displays High Integrity and Honesty Inspires and Motivates Others to High Performance Establishes Stretch Goals Innovates Collaboration and Teamwork Technical/Professional Expertise Champions Change Develops Strategic Perspective Solves Problems and Analyzes Issues Builds Relationships Communicates Powerfully and Prolifically Develops Others Copyright 01 Zenger Folkman Company Page 9

35 Section 10: Written Comments Section 10: Written Comments This section displays verbatim the written comments provided by your respondents. You are encouraged to read the comments without trying to individually identify the respondent. Use this section as supplemental information to clarify the numeric data and provide other perspectives not addressed in the survey. A. Please list the leadership skills and abilities that you consider strengths for this person. Manager Peers Pat is very good at inspiring, developing and motivating his team. He works well across lines, and is best at getting things done faster than they are needed. Knowledge, willingness to learn Pat is honest and direct. Pat has exceptional professional and technical abilities. He is a good people manager and appropriately shares goals and information with his team to help the organization succeed. He is willing to collaborate with others in the business on projects and to achieve challenging goals. Pat displays high integrity and honesty at all times. He provides very candid feedback even to the most direct questions. He is not one to sugar coat a situation, which I truly admire. He seeks input from others and listens to their viewpoint. He does a great job building relationships with others. High energy, results oriented, helps team stay focused Direct Reports Others Self Hard working Leads by example Initiative to get things done. Communication, Collaboration, problem-solving Able to take many different industry aspects and bring together/work with many moving parts Pat displays high integrity and honesty, excellent character traits. Good collaborator and team leader. Integrity - he is well respected in the organization. Knowledge - he has a good understanding of the business and understands concepts. Inclusive - he really strives to make all feel included. He has a great sense of humor. Solves Problems and Analyzes Issues Develops Others Builds Relationships Develops Strategic Perspective B. Is there anything this person does that might be considered a fatal flaw* or significant weakness? (*A fatal flaw exists when leaders have behavioral or performance issues that, IF NOT ADDRESSED, could ultimately lead to career derailment or job failure.) Manager No. Peers no No. None N/A Others No fatal flaws N/A No fatal flaws Copyright 01 Zenger Folkman Company Page 0

36 Section 10: Written Comments Self None C. What leadership ability, if done exceptionally well by this person, would have the most significant impact on the productivity or effectiveness of the organization? Manager Peers Inspires and motivates his team. This has just become more difficult, because at least temporarily, his team is larger and more complex. Building relationships and maintaining high integrity are key to his success. He does a great job in both areas. I enjoy working with him and bouncing ideas off of him. Communication, patience Continue fostering a culture of trust, collaboration and teamwork both inside and outside of the organization. The organization will be going through a tremendous amount of change in the coming 1- years and I believe that Pat is a leader that can help champion this change through his role in the organization. He should not hesitate to raise issues or trends that either he or his team discovers as they likely are closest to the work and may see things much earlier than others up or downstream. Value and appreciate others' input, regardless if good or bad idea Direct Reports Others Self Revenue growth and budget control Respect - If Pat can gain the respect of the other business leaders and his team, he will be able to provide direction in regards to the strategies and initatives of this division. To be a "champion for change". Being able to communicate well with his team/boss so that they can analyze problems and alternative solutions to those problems and what it will take to be successful. Develops Strategic Perspective Copyright 01 Zenger Folkman Company Page 1