Pat Sample ABC Company

Transcription

1 : John Doe : Jane Doe Pat Sample ABC Company Copyright 1993 by Personnel Decisions International Corp. All Rights Reserved. This material may not be reproduced in whole or in part and in any media without written permission from Personnel Decisions International.

2 INTRODUCTION The PROFILOR for Executives Feedback Report gives you information based on the questionnaires you sent to five groups of people; yourself, your boss(es), your direct reports, your peers/colleagues, and other feedback providers you selected. It is used in conjunction with The PROFILOR for Executives Interpretive Guide and Development Plan form. The Interpretive Guide describes the purpose, background, and benefits of The PROFILOR for Executives. It also includes information that helps you interpret your Feedback Report and formulate a Development Plan. We recommend that you read The PROFILOR for Executives Interpretive Guide as you analyze your report. In conjunction with the Guide, the following brief descriptions will help you get the most from the different sections of your Feedback Report. For further explanation, refer to the key at the bottom of each page of your Feedback Report. Summary Information IMPORTANCE SUMMARY This section compares how you rated the importance of the competency areas for your current job with similar ratings from your boss(es). Your rating is displayed by the filled circle and your boss s rating by the diamond. If you are receiving feedback from two bosses, s rating is displayed by the diamond and s rating is displayed by the inverted triangle. These ratings help you determine which competency areas are most critical for your job. By comparing the ratings of your boss(es) with your ratings, you will be able to get a good sense of similarities or differences in perceptions of importance between you and your boss(es). FB COMPETENCY OVERVIEW This section provides the results of your self ratings and your respondents ratings, both compared to all other executives who have previously used The PROFILOR for Executives. Your self ratings are shown by the filled circle and the average ratings made by other respondents are represented by the square. The range of ratings received by the large group of other executives who have taken The PROFILOR for Executives (the norm group) is represented by the horizontal shaded bar. This bar represents the middle 50% of the scores for this group. This information shows you how your selfperceptions compare to the perceptions of others. Any large differences are marked in the Discrepancy column (DISC) by a box with an arrow to the left or right. A box with an arrow to the right means you may be overestimating your skill compared to how others view you; a box with an arrow to the left means you may be underestimating. The Importance column (IMP) shows the most critical competencies from your and your bosses points of view. This is noted by (S) for your self ratings and (B) for your boss s ratings. If you are receiving feedback from two bosses, s ratings are noted by (BA) and s ratings are noted by (BB). PERSPECTIVE COMPARISONS This section displays the ratings you received from the different groups of your respondents self, boss(es), direct reports, peers/colleagues, and other feedback providers compared to the large norm group of executives who have previously responded to The PROFILOR for Executives questionnaire. Your ratings from each group are represented by the narrow vertical bar. The norm group is represented by the horizontal shaded bar. Please note that norms are not available for the other respondents due to the variability placed in this category. If your ratings from one group of respondents are consistently higher or lower

3 INTRODUCTION than the others, you should try to determine the reason for the differences. Detailed Information SPECIFIC QUESTION RESULTS This section reports the ratings you received from each respondent group for each question on The PROFILOR for Executives. The highest rated questions in each area are marked with brackets; the lowest rated questions are marked with parentheses. This more detailed feedback can help you understand the different impact you may have with different groups and give you specific direction in planning your development. Many specific questions in this section have a corresponding page number from The Successful Executive s Handbook listed in the far right-hand column. The Handbook contains a comprehensive listing of development suggestions for on-the-job development activities, recommended readings, and toprated seminar sources. It can be used as a selfdevelopment tool or for developing direct reports. It is available separately from Personnel Decisions International. COMPOSITE The Leading Continuous Improvement Composite shows your ratings on the specific behaviors and competencies necessary to ensure continuous learning and improvement throughout the organization. The behaviors in the Composite are drawn from relevant competencies in The PROFILOR for Executives model. HIGHEST AND LOWEST RATINGS This section lists specific question results taken from all competencies, showing the 20 highest rated questions and the 20 lowest rated questions. In addition to the text, the rating of each item is displayed. 3 Developmental Highlights FOCUS FOR DEVELOPMENT The Focus for Development helps you identify your key strengths and development needs as seen by others. Your overall three highest and three lowest competencies are identified at the top of the page, based on the overall ratings by others compared to the norm group. Then, the importance ratings in your current job are factored in. BOSS or BOSS A PERSPECTIVE identifies the competencies rated most important by your boss (or ) and rated highest and lowest by others. SELF PERSPECTIVE identifies the competencies rated most important by yourself and rated highest and lowest by others. If you are receiving feedback from two bosses, the second set of pages shows BOSS B PERSPECTIVE, identifying the competencies rated most important by and rated highest and lowest by others. Strengths are competencies seen as strong by others; development needs can be interpreted in several ways. They may be deficits, opportunities for fine-tuning, low priority areas, or behaviors not demonstrated in the presence of one or more respondent groups. For more information about your Feedback Report, contact: Product Operations Personnel Decisions International 612/ or 800/ For more information on all of PDI s products and services, please call PDI s Client Relations, 800/ In Europe, contact: Product Operations Personnel Decisions International Europe Gulledelle Brussels, Belgium TEL: FAX:

4 COMPETENCY DEFINITIONS THINKING FACTOR Seasoned Judgment: Applies broad knowledge and seasoned experience when addressing complex issues; defines strategic issues clearly despite ambiguity; takes all critical information into account when making decisions; makes timely, tough decisions. Visionary Thinking: Has a clear vision for the business or operation; maintains a long-term, big-picture view; foresees obstacles and opportunities; generates breakthrough ideas. Financial Acumen: Understands the meaning and implications of key financial indicators; manages overall financial performance (income statement and balance sheet); uses financial analysis to evaluate strategic options and opportunities. Global Perspective: Keeps abreast of important trends that impact the business or organization (technological, competitive, social, economic, etc.); understands the position of the organization within a global context. STRATEGIC MANAGEMENT FACTOR Shaping Strategy: Develops distinctive strategies to achieve competitive advantage; translates broad strategies into specific objectives and action plans; aligns the organization to support strategic priorities. Driving Execution: Assigns clear authority and accountability; directs change while maintaining operating effectiveness; integrates efforts across units and functions; monitors results; tackles problems directly and with dispatch. LEADERSHIP FACTOR Attracting and Developing Talent: Attracts high caliber people; develops teams and talent with diverse capabilities; accurately appraises the strengths and weaknesses of others; provides constructive feedback; develops successors and talent pools. Empowering s: Creates a climate that fosters personal investment and excellence; nurtures commitment to a common vision and shared values; gives people opportunity and latitude to grow and achieve; promotes collaboration and teamwork. Influencing and Negotiating: Promotes ideas and proposals persuasively; shapes stakeholder opinions; projects a positive image; works through conflicts; negotiates win/win solutions. Leadership Versatility: Plays a variety of leadership roles (e.g., driving, delegating, supporting, coaching) as appropriate; adapts style and approach to match the needs of different individuals and teams. 4

5 COMPETENCY DEFINITIONS INTERPERSONAL FACTOR Building Organization Relationships: Cultivates an active network of relationships inside and outside the organization; relates well to key colleagues (i.e., bosses, peers, direct reports); stays in touch with employees at all levels. Inspiring Trust: Establishes open, candid, trusting relationships; treats all individuals fairly and with respect; behaves in accord with expressed beliefs and commitments; maintains high standards of integrity. COMMUNICATION FACTOR Fostering Open Dialogue: Promotes a free flow of information and communication throughout the organization (upward, downward, and across); listens actively; encourages open expression of ideas and opinions. High Impact Delivery: Delivers clear, convincing, and well-organized presentations; projects credibility and poise even in highly visible, adversarial situations. MOTIVATION FACTOR Drive for Stakeholder Success: Sets and pursues aggressive goals; drives for results; demonstrates a strong commitment to organizational success; works to do what is best for all stakeholders (customers, shareholders, employees, etc.). Entrepreneurial Risk Taking: Champions new ideas and initiatives; identifies new business opportunities and makes them a reality; fosters innovation and risk taking. SELF-MANAGEMENT FACTOR Mature Confidence: Realistically appraises own strengths and weaknesses; shares credit and visibility; maintains and projects confidence, even when not supported by others. Adaptability: Maintains a positive outlook, resisting stress and working constructively under pressure; responds resourcefully to change and ambiguity. Career and -direction: Conveys a clear sense of personal goals and values; manages time efficiently; pursues continuous learning and self development. 5

6 COMPETENCY DEFINITIONS BREADTH AND DEPTH FACTOR Cross-functional Capability: Understands the role and interrelationships of each organizational function (e.g., marketing, sales, operations, finance, human resources); has experience and skill in managing across functional and organizational lines. Industry Knowledge: Knows what it takes to be successful in this industry; has a thorough knowledge of this industry s history, customers, and competitive environment. Business Situation Versatility: Knows how to size up and meet the challenges of different business situations (e.g., start-up, fast growth, steady state, turnaround, close-down, merger/acquisition). FB

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8 IMPORTANCE SUMMARY Rel. importance of each competency to your current position Pat Sample Name COMPETENCIES Important Very Important Critical THINKING Seasoned Judgment Visionary Thinking Financial Acumen Global Perspective STRATEGIC MANAGEMENT Shaping Strategy Driving Execution LEADERSHIP Attracting and Developing Talent Empowering s Influencing and Negotiating Leadership Versatility INTERPERSONAL Building Org. Relationships Inspiring Trust COMMUNICATION Fostering Open Dialogue 8 Key:

9 IMPORTANCE SUMMARY Rel. importance of each competency to your current position COMPETENCIES Important Very Important Critical High Impact Delivery MOTIVATION Drive For Stakeholder Success Entrepreneurial Risk Taking SELF-MANAGEMENT Mature Confidence Adaptability Career and -direction BREADTH AND DEPTH Cross-functional Capability Industry Knowledge Business Situation Versatility 9 Key:

10 COMPETENCY OVERVIEW Pat Sample Name COMPETENCIES THINKING Seasoned Judgment 1 not developed Executives Norm Group Degree of Competence DISC IMP underdeveloped competent very strong outstanding S BA Visionary Thinking Financial Acumen Global Perspective STRATEGIC MANAGEMENT Shaping Strategy S BA BB Driving Execution LEADERSHIP Attracting and Developing Talent BA BB Empowering s Influencing and Negotiating S Leadership Versatility S INTERPERSONAL Building Org. Relationships BB Inspiring Trust BA BB Key: All Raters Norm Group 10 S BA,BB / discrepancy critically important Boss critically important

11 COMPETENCY OVERVIEW COMPETENCIES COMMUNICATION Fostering Open Dialogue High Impact Delivery MOTIVATION Drive For Stakeholder Success 1 not developed Degree of Competence DISC IMP underdeveloped competent very strong outstanding BA BB S S Entrepreneurial Risk Taking SELF-MANAGEMENT Mature Confidence BA BB BB Adaptability Career and -direction S BREADTH AND DEPTH Cross-functional Capability Industry Knowledge BA BB Business Situation Versatility COMPOSITE Leading Continuous Improvement Key: All Raters Norm Group 11 S BA,BB / discrepancy critically important Boss critically important

12 PERSPECTIVE COMPARISONS Pat Sample Name Executives Norm Group COMPETENCIES THINKING Seasoned Judgment Visionary Thinking Financial Acumen Global Perspective STRATEGIC MANAGEMENT Shaping Strategy Driving Execution 1 not developed Degree of Competence 2 3 underdeveloped competent 4 very strong Perspective 5 outstanding Respondents: = 1 Key: Average Rating, each perspective = 1 Norm Group = 3 = 3 = 2 12

13 PERSPECTIVE COMPARISONS COMPETENCIES LEADERSHIP Attracting and Developing Talent Empowering s Influencing and Negotiating Leadership Versatility INTERPERSONAL Building Org. Relationships Inspiring Trust 1 not developed Degree of Competence 2 3 underdeveloped competent 4 very strong Perspective 5 outstanding Respondents: = 1 Key: Average Rating, each perspective = 1 Norm Group = 3 = 3 = 2 13

14 PERSPECTIVE COMPARISONS Pat Sample Name Executives Norm Group COMPETENCIES COMMUNICATION Fostering Open Dialogue High Impact Delivery MOTIVATION Drive For Stakeholder Success Entrepreneurial Risk Taking SELF-MANAGEMENT Mature Confidence Adaptability 1 not developed Degree of Competence 2 3 underdeveloped competent 4 very strong Perspective 5 outstanding Respondents: = 1 Key: Average Rating, each perspective = 1 Norm Group = 3 = 3 = 2 14

15 PERSPECTIVE COMPARISONS COMPETENCIES Career and -direction BREADTH AND DEPTH Cross-functional Capability Industry Knowledge Business Situation Versatility COMPOSITE Leading Continuous Improvement 1 not developed Degree of Competence 2 3 underdeveloped competent 4 very strong Perspective 5 outstanding Respondents: = 1 Key: Average Rating, each perspective = 1 Norm Group = 3 = 3 = 2 15

16 SPECIFIC QUESTION RESULTS THINKING Seasoned Judgment Applies broad knowledge and seasoned experience to address critical issues (2.33)() () Defines issues clearly despite incomplete or ambiguous information 4.38 Digs deeply to get the necessary information for decision making () 4.25 Links problems and symptoms to identify underlying strategic issues [] 4.46 Creatively integrates different ideas and perspectives Takes all important issues into account when making decisions Comes to a decision at the right time () Dir Rpt [] [] Peer [] Avg [][4.92] * SEH page # Makes tough, pragmatic decisions when necessary () Visionary Thinking Has a clear vision for the future of the business or organization 4.46 Conveys a sense of purpose and mission that captures the imagination of others 4.25 Sees problems and understands issues before others do Challenges status quo thinking and assumptions [][][] 37 Comes up with fresh perspectives and innovative ideas () () Recognizes when it is time to shift strategic direction Maintains a long-term, big-picture view of the business ()(2.67)(2.50) (3.29) 30 Financial Acumen Grasps the full meaning and interrelationships of key financial indicators [][](2.67)(2.00) (3.54) Readily identifies soft spots in budgets and profit plans () * Successful Executive s Handbook Edition. Key: 16 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

17 SPECIFIC QUESTION RESULTS Uses financial analysis to evaluate strategic choices and options Recognizes profitability and revenue potential in business opportunities Manages the business overall financial performance (income statement and balance sheet) Dir Rpt Peer Avg [] [][] [4.38] [] [] 4.13 []() 3.50 () 3.71 * SEH page # Global Perspective Has wide-ranging curiosity and interests () () [] Stays abreast of important trends (e.g., competitive, technological, social, economic) [] [] 4.21 Understands the impact of global trends on the organization s plans and growth [] [4.25] Recognizes opportunities for global expansion and alliances ()[]()()[](3.83) Grasps the position of the business within the global marketplace ()[] [] 4.13 STRATEGIC MANAGEMENT Shaping Strategy Identifies critical success factors in different business situations () () [] 3.92 Develops distinctive strategies to achieve and sustain competitive advantage [] [] [][4.42] Sees that broad strategies are translated into clear objectives and practical action plans () ()(2.50) (3.50) Anticipates risks and devises contingency plans to manage them [] 3.92 Focuses the organization on efforts that add significant value [][] [][] 4.25 Aligns the organization and allocates resources according to strategic priorities 4.13 Driving Execution Drives continuous improvement in all organization processes and products () [] [4.71] Assigns clear accountability backed by appropriate authority [4.71] Integrates efforts across functions and organizations 3.96 ()()(3.71) * Successful Executive s Handbook Edition. Key: 17 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

18 SPECIFIC QUESTION RESULTS Orchestrates the pace and process of change to maintain operating effectiveness Uses benchmarks and performance measures to track progress Takes preventive measures to avoid crisis management Tackles problems head-on and works to resolve them without delay Confronts problem performers directly, replacing them when appropriate Takes decisive action in a crisis () () () () [] LEADERSHIP Attracting and Developing Talent Attracts and selects high caliber talent Builds a strong management team whose members have complementary strengths Encourages and values diversity in the organization s talent base Accurately appraises strengths and weaknesses of others Gives clear, motivating, and constructive feedback [][] ()[] [] Dir Rpt [] Peer (2.67) [] [] Avg [4.29] * SEH page # Recognizes and unleashes the full potential of others Develops successors and talent pools for key positions ()() ()(3.25) 170 Empowering s Creates a climate where everyone stretches beyond what they thought they could do [] (2.67)() (3.71) Creates a feeling of energy, excitement, and personal investment [] 4.42 Nurtures commitment to a common vision and shared values [][4.75] Gives people the opportunity and latitude to run their area(s) of the organization [][](3.50) 4.42 Promotes collaboration and removes obstacles to teamwork across the organization 4.25 Conveys confidence in others ability and desire to do their best () [] 4.29 * Successful Executive s Handbook Edition. Key: 18 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

19 SPECIFIC QUESTION RESULTS Celebrates and rewards significant organizational achievements Dir Rpt Peer () Avg 3.79 * SEH page # 190 Influencing and Negotiating Promotes and sells ideas persuasively Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.) Has earned the respect of senior executives in the organization Promotes and projects a positive image of the organization Wins acceptance for proposed changes and new initiatives Works through conflicts to create win/win results [] () []() () ()() [] [] (3.92) [4.88] Negotiates skillfully to get the best deal possible () Leadership Versatility Plays a driving, demanding leadership role when appropriate 3.96 Plays an evaluative, analytic leadership role when appropriate [][] [4.75] Plays a hands-off, fully delegating leadership role when appropriate () (2.00) () Plays a coaching, teaching leadership role when appropriate (2.67) () Plays a supportive, encouraging leadership role when appropriate 4.25 Uses a participative leadership style when appropriate () Adjusts leadership style to meet the needs of different individuals and teams INTERPERSONAL () [] 4.38 Building Org. Relationships Respects and appreciates individual differences in perspective and background 3.88 Stays in touch with people at all levels of the organization [] (2.67) (3.79) * Successful Executive s Handbook Edition. Key: 19 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

20 SPECIFIC QUESTION RESULTS Cultivates a broad network to exchange ideas and rally support () Dir Rpt Peer Avg 3.83 * SEH page # 233 Relates well to bosses/higher management [] **** [] 237 Relates well to peers [] (2.67) (3.79) 241 Relates well to direct reports () [][]() Inspiring Trust Maintains high standards of personal integrity Behaves in accord with expressed beliefs and commitments Establishes open, candid, and trusting relationships Treats others fairly and consistently ()[][][][] () [] () [] ()(3.50) ()[] [4.71] Collaborates as a team player; never undermines others for own gain COMMUNICATION () (3.79) Fostering Open Dialogue Creates open channels of communication (2.50) **** ()(3.50) Keeps others well informed [][][] [4.79] 277 Expresses opinions without intimidating others Listens carefully to input and feedback [] [] Encourages others to express contrary views [] ()() High Impact Delivery Delivers clear, well-organized presentations Builds confidence and inspires support through a convincing presentation style Uses vivid language and illustrations to convey key ideas [] () [](2.00) (2.67) ()[][]() * Successful Executive s Handbook Edition. **** Item or competency not scored due to insufficient data Key: 20 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

21 SPECIFIC QUESTION RESULTS Dir Rpt Peer Avg * SEH page # Projects a credible executive image with polish and poise []() (2.67) [][3.75] Handles questions well in highly visible, adversarial situations MOTIVATION []() (3.50) Drive For Stakeholder Success Establishes aggressive goals and drives for results Places organizational success above individual gain Effectively balances the competing priorities of different constituencies Conveys a commitment to understanding and doing what is best for shareholders Conveys a commitment to understanding and doing what is best for employees Conveys a commitment to understanding and doing what is best for customers Models a strong work ethic (3.50) 3.96 []()()(3.50)(3.58) 4.25 () [] 3.75 [] [] [][4.79] [] Entrepreneurial Risk Taking Creates an environment that encourages innovation and risk taking [] ()() (3.88) Pursues new business opportunities and makes them a reality ()()()[] Champions breakthrough ideas and initiatives () Puts own career at risk when necessary to support entrepreneurial ventures SELF-MANAGEMENT [] [][][][] Mature Confidence Projects self-assurance and unshakable confidence ()[][](2.33)() Stands up to criticism and makes "lonely" decisions [] [] Maintains a sense of humor Readily shares credit and gives opportunities for visibility to others [] []() [][][4.29] ()()(3.42) * Successful Executive s Handbook Edition. Key: 21 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

22 SPECIFIC QUESTION RESULTS Dir Rpt Peer Avg * SEH page # Realistically appraises own strengths and weaknesses () **** []() 358 Acknowledges own mistakes and limitations Adaptability Responds resourcefully to new demands and challenges () (3.42) 367 Works constructively under stress and pressure () Works effectively in ambiguous situations [] [] Copes effectively with political realities Handles tense situations without overreacting or becoming overly emotional Maintains a constructive, positive outlook even when plans are thwarted [] [](3.50) 3.75 (2.67)() 3.88 [][4.29] Career and -direction Conveys a clear sense of personal goals and values [] [] Manages own time according to priorities; uses time economically and efficiently ()() 3.83 Has personal, career, and organizational goals which are compatible [][][][4.71] Achieves an effective balance between work and personal life () Personally pursues continuous learning and self development []()()(3.50)(3.71) BREADTH AND DEPTH Cross-functional Capability Knows how to get things done in a complex, multi-level organization [4.71] Understands the role and interrelationships of each management function () (4.04) Understands operations, production, and manufacturing functions () 4.17 Understands marketing, sales, and service functions * Successful Executive s Handbook Edition. **** Item or competency not scored due to insufficient data Key: 22 [ ] 1 or 2 highest rated items in each competency per perspective ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

23 SPECIFIC QUESTION RESULTS Dir Rpt Peer Avg * SEH page # Understands how to use staff functions effectively Considers all management functions when developing plans and implementing changes []() Displays strong general management skills () **** 412 Industry Knowledge Knows what it takes to be successful in this industry Has thorough knowledge of this industry s history and growth patterns Displays deep insight into the competition s strengths, weaknesses, and strategies Has experience and know-how in a variety of industries () ()() [] [] [] [] 4.17 ()()[]() [][]() 4.13 ()[][4.21] Business Situation Versatility Would function effectively in a corporate (staff) position Would function effectively in a business unit (line) position [] 3.79 Would do well at starting up a new business venture or major organizational function (2.67) Would do well at managing the acquisition and merger of a new business or organizational unit () 3.71 Would do well at revitalizing a mature business or organization () 3.71 Would do well at running a fast-growth, highly dynamic business or organization [] 3.63 Would do well at running a stable business or organization to yield maximum results []()[] 4.13 Would do well at "biting the bullet" and closing down a weak business or organization 3.50 Would do well at turning around a business or organization that was in trouble 3.92 Would have the talent required to run many different organizational units simultaneously (2.50)(3.29) Would be effective in carrying out an assignment in a foreign country [] [][][4.58] Would be ready to run an organization the size of this one [] (2.50) * Successful Executive s Handbook Edition. [ ] 1 or 2 highest rated items in each competency Key: per perspective **** Item or competency not scored due to insufficient data ( ) 1 or 2 lowest rated items in each competency per perspective If 3 or more ratings are equally high or low, none are marked

24 LEADING CONTINUOUS IMPROVEMENT COMPOSITE Dir Rpt Peer Avg * SEH page # LEADING CONTINUOUS IMPROVEMENT Challenges status quo thinking and assumptions Focuses the organization on efforts that add significant value Drives continuous improvement in all organization processes and products Integrates efforts across functions and organizations Orchestrates the pace and process of change to maintain operating effectiveness Uses benchmarks and performance measures to track progress Creates a climate where everyone stretches beyond what they thought they could do Promotes collaboration and removes obstacles to teamwork across the organization Wins acceptance for proposed changes and new initiatives Conveys a commitment to understanding and doing what is best for customers Creates an environment that encourages innovation and risk taking Champions breakthrough ideas and initiatives Personally pursues continuous learning and self development * Successful Executive s Handbook Edition. 24

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26 HIGHEST RATINGS Dir Rpt Peer Avg RANK Comes to a decision at the right time Wins acceptance for proposed changes and new initiatives Conveys a commitment to understanding and doing what is best for customers Keeps others well informed Creatively integrates different ideas and perspectives Plays an evaluative, analytic leadership role when appropriate Nurtures commitment to a common vision and shared values Knows how to get things done in a complex, multi-level organization Has personal, career, and organizational goals which are compatible Maintains high standards of personal integrity Assigns clear accountability backed by appropriate authority Drives continuous improvement in all organization processes and products Puts own career at risk when necessary to support entrepreneurial ventures Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.) Would be effective in carrying out an assignment in a foreign country Listens carefully to input and feedback Conveys a clear sense of personal goals and values Tackles problems head-on and works to resolve them without delay Displays strong general management skills **** 19 Understands how to use staff functions effectively 20 **** Item or competency not scored due to insufficient data 26

27 LOWEST RATINGS Dir Rpt Peer Avg RANK Develops successors and talent pools for key positions Maintains a long-term, big-picture view of the business Would have the talent required to run many different organizational units simultaneously Readily shares credit and gives opportunities for visibility to others Responds resourcefully to new demands and challenges Recognizes and unleashes the full potential of others Would do well at starting up a new business venture or major organizational function Sees that broad strategies are translated into clear objectives and practical action plans Creates open channels of communication Handles questions well in highly visible, adversarial situations Would do well at "biting the bullet" and closing down a weak business or organization Grasps the full meaning and interrelationships of key financial indicators Builds a strong management team whose members have complementary strengths Builds confidence and inspires support through a convincing presentation style Effectively balances the competing priorities of different constituencies **** Uses vivid language and illustrations to convey key ideas Would do well at running a fast-growth, highly dynamic business or organization Applies broad knowledge and seasoned experience to address critical issues Accurately appraises strengths and weaknesses of others Plays a hands-off, fully delegating leadership role when appropriate **** Item or competency not scored due to insufficient data 27

28 FOCUS FOR DEVELOPMENT Building On Key Strengths Pat Sample Name GENERAL STRENGTHS Seasoned Judgment BEHAVIORS Creatively integrates different ideas and perspectives Comes to a decision at the right time Fostering Open Dialogue Keeps others well informed Listens carefully to input and feedback Cross-functional Capability Understands how to use staff functions effectively NOTE: The above three competencies were rated highest by others compared to the norm group. Knows how to get things done in a complex, multi-level organization BOSS A PERSPECTIVE Fostering Open Dialogue Keeps others well informed Listens carefully to input and feedback Entrepreneurial Risk Taking Puts own career at risk when necessary to support entrepreneurial ventures Creates an environment that encourages innovation and risk taking Seasoned Judgment Creatively integrates different ideas and perspectives SELF PERSPECTIVE Influencing and Negotiating Wins acceptance for proposed changes and new initiatives Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.) Seasoned Judgment Creatively integrates different ideas and perspectives Comes to a decision at the right time Cross-functional Capability Understands how to use staff functions effectively Comes to a decision at the right time Knows how to get things done in a complex, multi-level organization NOTE: Competencies rated most important by and highest by others compared to the norm group. NOTE: Competencies rated most important by self and highest by others compared to the norm group. 28

29 FOCUS FOR DEVELOPMENT Addressing Development Needs Pat Sample Name GENERAL DEVELOPMENT NEEDS High Impact Delivery BEHAVIORS Handles questions well in highly visible, adversarial situations Projects a credible executive image with polish and poise Building Org. Relationships Relates well to bosses/higher management Relates well to peers Inspiring Trust Behaves in accord with expressed beliefs and commitments NOTE: The above three competencies were rated lowest by others compared to the norm group. Collaborates as a team player; never undermines others for own gain BOSS A PERSPECTIVE Inspiring Trust Behaves in accord with expressed beliefs and commitments Collaborates as a team player; never undermines others for own gain Attracting and Developing Talent Develops successors and talent pools for key positions SELF PERSPECTIVE High Impact Delivery Handles questions well in highly visible, adversarial situations Projects a credible executive image with polish and poise Drive For Stakeholder Success Models a strong work ethic Builds a strong management team whose members have complementary strengths Global Perspective Recognizes opportunities for global expansion and alliances Has wide-ranging curiosity and interests Places organizational success above individual gain Global Perspective Recognizes opportunities for global expansion and alliances Has wide-ranging curiosity and interests NOTE: Competencies rated most important by and lowest by others compared to the norm group. NOTE: Competencies rated most important by self and lowest by others compared to the norm group. 29

30 FOCUS FOR DEVELOPMENT Building On Key Strengths Pat Sample Name GENERAL STRENGTHS Seasoned Judgment BEHAVIORS Creatively integrates different ideas and perspectives Comes to a decision at the right time Fostering Open Dialogue Keeps others well informed Listens carefully to input and feedback Cross-functional Capability Understands how to use staff functions effectively NOTE: The above three competencies were rated highest by others compared to the norm group. Knows how to get things done in a complex, multi-level organization BOSS B PERSPECTIVE Entrepreneurial Risk Taking Puts own career at risk when necessary to support entrepreneurial ventures Creates an environment that encourages innovation and risk taking Fostering Open Dialogue Keeps others well informed SELF PERSPECTIVE Influencing and Negotiating Wins acceptance for proposed changes and new initiatives Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.) Seasoned Judgment Creatively integrates different ideas and perspectives Listens carefully to input and feedback Comes to a decision at the right time Seasoned Judgment Creatively integrates different ideas and perspectives Cross-functional Capability Understands how to use staff functions effectively Comes to a decision at the right time Knows how to get things done in a complex, multi-level organization NOTE: Competencies rated most important by and highest by others compared to the norm group. NOTE: Competencies rated most important by self and highest by others compared to the norm group. 30

31 FOCUS FOR DEVELOPMENT Addressing Development Needs Pat Sample Name GENERAL DEVELOPMENT NEEDS High Impact Delivery BEHAVIORS Handles questions well in highly visible, adversarial situations Projects a credible executive image with polish and poise Building Org. Relationships Relates well to bosses/higher management Relates well to peers Inspiring Trust Behaves in accord with expressed beliefs and commitments NOTE: The above three competencies were rated lowest by others compared to the norm group. Collaborates as a team player; never undermines others for own gain BOSS B PERSPECTIVE Building Org. Relationships Relates well to bosses/higher management Relates well to peers Inspiring Trust Behaves in accord with expressed beliefs and commitments Collaborates as a team player; never undermines others for own gain Mature Confidence Readily shares credit and gives opportunities for visibility to others Projects self-assurance and unshakable confidence SELF PERSPECTIVE High Impact Delivery Handles questions well in highly visible, adversarial situations Projects a credible executive image with polish and poise Drive For Stakeholder Success Models a strong work ethic Places organizational success above individual gain Global Perspective Recognizes opportunities for global expansion and alliances Has wide-ranging curiosity and interests NOTE: Competencies rated most important by and lowest by others compared to the norm group. NOTE: Competencies rated most important by self and lowest by others compared to the norm group. 31

32 WRITTEN COMMENTS Pat Sample Name Strengths Boss boss a boss b dir rpt dir rpt dir rpt peer/coll peer/coll peer/coll s other other 32

33 WRITTEN COMMENTS Pat Sample Name Development needs Boss boss a boss b dir rpt dir rpt dir rpt peer/coll peer/coll peer/coll s other other 33

34 WRITTEN COMMENTS Pat Sample Name comments Boss boss a boss b dir rpt dir rpt dir rpt peer/coll peer/coll peer/coll s other other 34

35 ON-LINE DEVELOPMENT LIBRARY To help you move from insight to action, we ve now included a complimentary three-month subscription to the DevelopMentor eadvisor with your report. eadvisor is a web-based, on-line library that contains a wealth of practical development suggestions and coaching advice. You can use it to: Create a focused development plan. Learn new skills through meaningful, real-world tips and exercises. Get coaching advice on how to deal with common workplace problems. Your company may already have access to eadvisor. If so, you may want to access your company s version since it may be a customized version. After XXXX XX, XXXX you can continue to access eadvisor by purchasing a subscription. Ordering information can be found on our website at: Your eadvisor access information is provided below. Please save this information for future reference. All information provided below is case sensitive. If you experience any problems accessing the eadvisor site call: or in the United States OR in Europe. Web site address (URL): Username: Password: xxxxx xxxxx Sample Development Plans located at: Browser Options: Internet Explorer 4.01 SP1 or higher Netscape 4.05 or higher DevelopMentor eadvisor Providing fast, easy access to the advice necessary to meet the development planning needs of any individual or job function. 35

36 Pat Sample ABC Company