360-Degree Feedback Leadership Intelligence Report · Your Leadership Intelligence ® Report...

Leadership Intelligence® Report

360-Degree Feedback

©2011 DecisionWise, Inc. All Rights Reserved | +1.801.374.6232 | www.decision-wise.com | [email protected]

12/22/2011

Jay W Wright

Direct Patient Care Leader Survey

©2011 DecisionWise, Inc. All rights reserved.

Your Leadership Intelligence® Report collects feedback about your behavior and performance from yoursupervisors, peers, direct reports, and other internal or external stakeholders. This feedback is a starting point foraction planning and is especially useful for development, evaluating performance, and setting personal goals.

Interpreting your Leadership Intelligence® Report

Look at the Demographic Summary section of the Leadership Intelligence® Report in order to understand howmany people participated from each rater group.

Review the Leadership Intelligence® Competency Summary section, paying attention to how the overall results compare to the norm (average), as well as which scores are potential strengths and which are areas for improvement.

Identify the behaviors that received the highest and lowest scores in the Leadership Intelligence® Focus Areassection. Notice which behaviors show the greatest gaps, both positive and negative, when compared to the norm.

Review the Behaviors section for Gaps. Gaps are areas where self responses (the scores you gave yourself)differ significantly from others’ responses. Also compare responses that differ between the other groups of raters.Look for any patterns or common themes.

Look at the Derailers section (Note: some organizations may not include this section). The derailers listed in this section are those found to be most common (and destructive) for leaders today. A derailer is not just a weakness, it is a behavior that gets in the way of your progress and requires improvement if you are to reach your full potential. Keep in mind that, contrary to the Behaviors section, it is better to have a lower score in the Derailers section.

Review the entire report again and identify strengths and areas for improvement. Determine how your strengths have contributed, or might contribute, to your success and how they can be leveraged. Compare the numeric results with the qualitative feedback included in the Written Comments section. Identify where comments support (and where they contradict) the quantitative data.

In order to maximize the findings of your Leadership Intelligence® Report and turn your feedback into results, yournext step is to create a Leadership Intelligence® Action Plan for development. If an action planner is not locatedat the end of your report, you can request this from your 360 coach or contact [email protected].

Introduction

Very Poor Poor Fair Average Good Excellent Outstanding

Average score for each rater group

Relationship and number of people providing feedback on this question

Leadership behavior

Rating Scale

Question Number

1

1

6

8

5

Example

Norm (average)

21. Delivers strong results, even in challenging situations.

5.0

5.0

5.3

4.1

5.8

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other

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Demographic Summary

Feedback was received from:

Anticipated Actual Percentage1Self 100%11Supervisor 100%12Peer 100%22Direct Report 100%22Other 100%2

8 100%TOTALS 8

Feedback was requested from:

Self Jay W WrightSupervisor Laura KlingPeer Carolyn Coffer Dawn VockeDirect Report Shawna Breghenti Jacinta DutrieuilleOther Betsy Gladish Traci Fick


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Dimensions SummaryThis section provides a summary of results for each dimension. The blue horizontal bars represent the averagescore from all survey questions under each dimension. The green vertical lines show the average score from allrespondents at UPMC. The red vertical lines show the Norm, which represents the average score from all surveyrespondents in the DecisionWise database.

Very Poor

|Poor

|Fair

|Average

|Good

|Excellent

|Outstanding

|

6.3Leadership

6.2Business Acumen

6.4Decision Making

6.3Planning & Organization

6.5Integrity & Trust

6.3Results Orientation

6.5Patient Care

6.2Managing Change

6.2Communication

6.3Teamwork & Collaboration

6.4Leading Others

6.2Performance Management

5.8Professional Expertise

6.2Overall

Very Poor

|Poor

|Fair

|Average

|Good

|Excellent

|Outstanding

|


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Leadership Intelligence Focus Area

The Focus Area identifies your highest and lowest scores. The Gap indicates the positive or negative differencesbetween your score and the norm.

NormGapScoreYour Highest Scores

11. Uses his/her time effectively. 6.6 +1.2 5.4

8. Demonstrates good judgment and common sense whenmaking decisions.

6.6 +1.1 5.6

13. Is honest, ethical, and trustworthy. 6.6 +0.6 6.1

7. Makes decisions in a timely manner. 6.5 +1.2 5.4

4. Streamlines our processes to minimize waste andredundancies.

6.5 +1.1 5.4

NormGapScoreYour Lowest Scores

45. Stays current with the latest technologies, trends, andadvances in his/her field.

5.8 +0.5 5.3

47. Is respected by others for his/her skills and knowledge in thefield.

5.8 +0.7 5.1

46. Applies innovative techniques and research to improvepatient health.

5.9 +0.5 5.3

2. Allocates time, money, people, and other resourcesappropriately and prudently.

5.9 +0.3 5.6

48. Actively shares his/her professional knowledge with others. 5.9 +0.5 5.4


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Potential Derailers SummaryThis section provides a summary of results on Potential Derailers. The blue horizontal bars indicate the averagescore from all statements and respondents under each Potential Derailer. The green vertical lines show the averagescore from all respondents at UPMC. The red vertical lines show the Norm, which represents the average scorefrom all survey respondents in the DecisionWise database.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|

1.2Derailer

1.4Lacks Focus

1.3Not a Team Player

1.1Disengaged

1.1Not Trusted

1.1Micromanager

1.1Volatile

1.1Lacks Confidence

1.1Aloof

1.1Arrogant

1.1Closedminded

1.3Eager to please

1.1Perfectionist

1.1Complacent

1.3Key deficiency

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|


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None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

56. Micromanager:Overly controlling; doesnot empower others withthe freedom and latitudeto do their best work.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

57. Volatile: Loses his/her temper; losespatience quickly; irritableand lacks composure.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

58. Lacks Confidence:Overly concerned withmaking mistakes;indecisive; avoids risk.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

59. Aloof: Distant,unapproachable, orisolated; viewed asindifferent to others; failsto build effectiverelationships.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

60. Arrogant: Egotistical;displays a strong senseof entitlement.


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None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

61. Closedminded: Isclosed to new ideas; notopen to critical feedback;unwilling to considerother viewpoints.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|2.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

62. Eager to please:Overly concerned withbeing accepted and liked;defers to other people'sopinions.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

63. Perfectionist: Fails torecognize whensomething is "goodenough;" obsessive;uncompromising.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

1.01Supervisor

1.02Peer

1.02Direct Report

2.01Other

64. Complacent:Stagnant; avoidsopportunities for personalgrowth or learning.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|1.01Self

3.01Supervisor

1.02Peer

1.02Direct Report

1.01Other

65. Key deficiency:Lacks one or more jobspecific skills criticallyneeded to perform the jobeffectively.

© 2011 DecisionWise, Inc. All rights reserved.

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66. Please describe the above "key deficiencies" (if any).NoneStruggle with budgeting issues. Can be distracted by the volumes of email that we encounter. I canoccasionally be too quick to respond to an email without really thinking about issue.He needs to better understand the staff nurse role to better assist them on high census days.Jay is new to perianesthesia practice ( less than a year). He is an excellent leader. He needs to grow strongerin his clinical undertanding to support some of the standards and practice guidelines as well as operationalclincial decisions.


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67. Describe this person's greatest strengths as a leader.Jay has great communication skills. He also always follows through with all projects and issues brought to him ina timely manner.Accomplished leader; team builder; identifies strengths of others and maximizes their potential. Providesconsistency and accountability to staff which was sorely needed; staff responded with higher nurse satisfactionas noted in the NDNQI survey.Organized and detail oriented, completed project work by staying on task, does not like to waste time (his orothers), demonstrates common sense when making decisions.He is easily approachable, trustworthy, organized, and a great teacher. He is also visible to staff and helps theunits when need without hesitation.Open and understanding of others view points. Visible and available for staff. Promotes autonomy with my staff,and encouraging them to become leaders. Promotes the highest quality care and experience for the clients thatwe serve.IJay is a great leader, as a new leader the staff all report that they are happy to have him and that he is fair. Jayis approachable and willing to assist where ever there is a need and has a great rapport with the physicians,nurses and ancillary staff.


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68. Describe specific things this person could do to become a moreeffective leader.Jay is visibile and willing to assist on the unit.He is a great leader.Continue to work on my communication skills, take on additional responsibilities that are outside of my comfortzone and use them as learning opportunities.Minimize comments that others perceive as unsupportive. Communicate the why behind the what to those thathave differing opinions or ideas to help others see that his decisions make sense.As a leader, he is outstanding. No additional recommendations.Contiune to learn about perioperative nursing.

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