DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample

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Mary McCarthy
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1 DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //08

2 About This Report Rating Scale The rating scale shown below was used in scoring quantitative feedback. Scale Option Assigned Value Reverse scored items: In order to make safeguard against response bias and to ensure that respondents read each question carefully, questions and 6 in each category are negatively worded. In the final report, they are "reverse scored", meaning that the response that was given is subtracted from 6. This reverse scoring ensures that in the final report, higher scores are always better. For example, if a respondent answers question "Can be distant and difficult to read at times" with a "" for "strongly disagree", that is reported as a. If the respondent answered "" for "strongly agree" with question, that is reported as a. Response Summary The following groups of individuals were invited to participate in this review. The "Nominated" rater count excludes individuals that optedout of participating or were removed by project administrators. Rater Type Nominated Responded Response Rate Self 00% Supervisors 00% Peers % Direct reports 0 % Total 6 6 % / 9

3 Raters Nominated to Participate The individuals listed below were nominated to provide you feedback. Rater Name Rater Relationship. Sample, Leader Self. eleven, rater Supervisors. eight, rater Peers. nine, rater Peers. seven, rater Peers 6. twelve, rater Peers 7. Carter, Tom Direct reports 8. five, rater Direct reports 9. four, rater Direct reports 0. fourteen, rater Direct reports. one, rater Direct reports. rater, rater Direct reports. rater, rater Direct reports. rater, rater Direct reports. rater, rater Direct reports 6. rater, rater Direct reports 7. rater, rater Direct reports 8. rater, rater Direct reports 9. rater, rater Direct reports 0. rater, rater Direct reports. rater, rater Direct reports. six, rater Direct reports. ten, rater Direct reports. thirteen, rater Direct reports. three, rater Direct reports 6. two, rater Direct reports / 9

4 Competency Summary Summary of all competency groups sorted by Rater group. Overall Rating:. out of.0 Aggregate ratings for all competencies in the review. AVG HI LO Communication AVG HI LO Decision making AVG HI LO Developing talent AVG HI LO....6 Ethics and fairness AVG HI LO Interpersonal style AVG HI LO / 9

Competency Summary (continued) Learning orientation AVG HI LO.0.8.

5 Competency Summary (continued) Learning orientation AVG HI LO Management style AVG HI LO Motivation AVG HI LO Overall AVG HI LO / 9

6 Competency Profile Radar Chart The Competency Profile radar chart below shows scores for each rating group across all competencies. Radar charts are useful in easily spotting gaps between rater groups' perceptions and observations of an individual's behaviors. More favorable scores fall toward the outside of the chart. 6 / 9

7 Individual Review Items This report shows average ratings for each individual item in the review segmented by each rater group. The HI and LO columns present the highest and lowest ratings submitted by each rater group for a given review item. The N column shows the number of responses submitted in a given rater group for a particular item. Communication. Works hard to listen and connect to people Provides candid and constructive feedback and is willing to have difficult conversations Can be distant and difficult to read at times (Reverse Scored Item) Effectively presents to large meetings and groups Shares rationale for decisions whenever possible Sends ambiguous signals and mixed messages (Reverse Scored Item) / 9

8 7. Clearly communicates who is responsible for what Becoming a better communicator over time / 9

9 Decision making 9. Considers a wide array of alternatives and contingencies before making a decision Involves others in the decision making process and considers their perspectives Jumps to conclusions before gathering a sufficient amount of information (Reverse Scored Item) Makes logical decisions and is not unduly influenced by mood or emotions Delegates decisions appropriately when others have more expertise Spends too much time analyzing before making decisions (Reverse Scored Item) / 9

10 . Good at developing big picture strategy Becoming a better decision maker over time / 9

11 Developing talent 7. Conveys confidence in staff, creating positive, selffulfilling expectations Cares about people and serves as a supporter and advocate to staff Does not care about developing the professional capabilities of staff (Reverse Scored Item) Works to get people the resources, training and information they need Committed to building a diverse organization Does not provide enough specific, actionable performance feedback on an ongoing basis (Reverse Scored Item) / 9

12 . Supports the worklife balance of employees Becoming a better developer of talent over time / 9

13 Ethics and fairness. Holds self to the same high ethical standards as everyone else Consistently follows through on commitments Plays favorites and holds people to different standards of performance (Reverse Scored Item) More concerned with organizational priorities than personal gain Treats everyone with consideration and respect Does not demonstrate consistency between words and actions (Reverse Scored Item) / 9

14 . Quick to confront others on issues of ethics or fairness Has a reputation for being ethical and fair that is growing over time / 9

Interpersonal style. Values good working relationships and demonstrates interpersonal sensitivity.0.0.0.0. Sensitive to, and respectful of, cultural differences.0.0.0.0. Does not make people feel valued and appreciated (Reverse Scored Item).

15 Interpersonal style. Values good working relationships and demonstrates interpersonal sensitivity Sensitive to, and respectful of, cultural differences Does not make people feel valued and appreciated (Reverse Scored Item) Takes a constructive approach to surfacing and resolving conflicts Constructively uses humor in the workplace Loses temper and expresses anger in a destructive manner (Reverse Scored Item) / 9

16 9. Cares about people and takes an interest in getting to know them Has an interpersonal style which is getting better over time / 9

17 Learning orientation. Open to feedback and suggestions Able to focus, learn and perform even in high stress situations Unwilling to acknowledge errors and mistakes or to apologize (Reverse Scored Item) Self aware and able to learn from mistakes Willing to challenge tradition and to experiment with new ways of doing things Defensive and denies the validity of negative information or feedback (Reverse Scored Item) / 9

18 7. Committed to enhancing substantive knowledge and expertise on an ongoing basis Demonstrating more of a learning orientation over time / 9

19 Management style 9. Empowers people to make decisions and does not micromanage Embraces the value of teamwork and collaboration Manages by fear and intimidation (Reverse Scored Item) Is able to adapt leadership style depending on the person and situation Runs meetings effectively Becomes moody and irrational at times (Reverse Scored Item) / 9

20 . Holds people accountable and confronts performance issues on a timely basis Becoming a better manager over time / 9

21 Motivation 7. Displays a high level of optimism, engagement and energy Energizes and motivates people in the pursuit of common goals Demotivated and demotivating to others (Reverse Scored Item) Persistent and resilient in the face of obstacles and setbacks Shares credit and recognizes and rewards people for their contributions Makes the mistake of assuming everyone is motivated by the same things (Reverse Scored Item) / 9

22 6. Pays attention to the morale of the organization Building skill at motivating people over time / 9

23 Overall 6. I'm glad that I work with this leader This leader is performing well This leader's performance is improving over time / 9

24 Highest Rated Items This report shows average ratings for each of the 0 highest rated items in the review across all nonself rater groups. Average ratings for individual rater groups are also shown for easy reference. Self All Raters Peers Supervisors Direct reports. Interpersonal style Has an interpersonal style which is getting better over time. Learning orientation Open to feedback and suggestions. Overall This leader is performing well. Ethics and fairness Treats everyone with consideration and respect. Interpersonal style Constructively uses humor in the workplace 6. Overall This leader's performance is improving over time 7. Communication Effectively presents to large meetings and groups 8. Ethics and fairness More concerned with organizational priorities than personal gain 9. Ethics and fairness Quick to confront others on issues of ethics or fairness 0. Ethics and fairness Has a reputation for being ethical and fair that is growing over time / 9

25 Lowest Rated Items This report shows average ratings for each of the 0 lowest rated items in the review across all nonself rater groups. Average ratings for individual rater groups are also shown for easy reference. Self All Raters Peers Supervisors Direct reports. Learning orientation Defensive and denies the validity of negative information or feedback (Reverse Scored Item). Communication Sends ambiguous signals and mixed messages (Reverse Scored Item). Ethics and fairness Does not demonstrate consistency between words and actions (Reverse Scored Item). Communication Can be distant and difficult to read at times (Reverse Scored Item). Decision making Jumps to conclusions before gathering a sufficient amount of information (Reverse Scored Item) 6. Ethics and fairness Plays favorites and holds people to different standards of performance (Reverse Scored Item) 7. Interpersonal style Does not make people feel valued and appreciated (Reverse Scored Item) 8. Management style Becomes moody and irrational at times (Reverse Scored Item) 9. Developing talent Becoming a better developer of talent over time 0. Management style Manages by fear and intimidation (Reverse Scored Item) / 9

26 Openended Comments All respondents were asked to provide openended commentary on skills. The comments below are segmented by question and are presented exactly as they were entered by the respondent. Communication: Observations/Suggestions Self I am happy with my team's progress this year Supervisors Great contributions and enthusiasm Peers Good communicator Direct reports Communication is a strength I feel that she tries really hard all the time and she is willing to take constructive criticism. Decision making: Observations/Suggestions Self Feedback from the team helps me make good decisions Supervisors Great analytic skills Peers Needs to take more perspectives into account when making decisions Direct reports Decision making is improving Developing talent: Observations/Suggestions Self Among my proudest accomplishments is the success of my direct reports 6 / 9

27 Supervisors This needs to be more of a priority Peers Much more is needed in this realm Direct reports He needs to focus more on developing his team Ethics and fairness: Observations/Suggestions Self This area is a top priority for me Supervisors Great integrity Peers No issues here Direct reports Sets an example for ethics and professionalism Interpersonal style: Observations/Suggestions Self I have enhanced my style for the most part Supervisors Always friendly, positive, and pleasant Peers Great with clients Direct reports Can be very direct at times 7 / 9

28 Learning orientation: Observations/Suggestions Self I always want to learn more Supervisors Sets an example for ongoing professional development Peers True commitment to continuous improvement Direct reports Technical and organizational learning are among his top priorities Management style: Observations/Suggestions Self I empower my team as much as I can Supervisors Has become more versatile and adaptable as a leader Peers A real rising star Direct reports Has responded to coaching and improved management style and approach Motivation: Observations/Suggestions Self I need to do more to keep motivation high Supervisors Is personally motivated, but needs to do more to motivate others Peers 8 / 9

29 Needs to build own energy and team's energy Direct reports Very motivated and motivational Overall: Please share your overall observations/suggestions Self I am committed to ongoing development Supervisors Great asset for the department Peers Good and getting better Direct reports Best boss I've ever had the good fortune of working for 9 / 9

DTR72KXREB7/TGDTRN24PERe. Sample Organization Sample Organization

DTR72KXREB7/TGDTRN24PERe. Sample Organization Sample Organization DTR72KXREB7/TGDTRN24PERe Sample Organization Sample Organization Feedback Report 2/27/217 About This Survey Sample Organization, 2/27/217 This multi-rater survey is designed to assist your organization