Pat Sample ABC Company - personneldecisions.com Executive Report... · Executives questionnaire....
Transcript of Pat Sample ABC Company - personneldecisions.com Executive Report... · Executives questionnaire....
Copyright 1993 by Personnel Decisions International Corp.
All Rights Reserved.This material may not be reproduced in wholeor in part and in any media without written
permission from Personnel Decisions International.
Pat Sample
ABC Company
Boss A: John DoeBoss B: Jane Doe
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INTRODUCTION
The PROFILOR for Executives FeedbackReport gives you information based on thequestionnaires you sent to five groups of people;yourself, your boss(es), your direct reports, yourpeers/colleagues, and “other” feedbackproviders you selected. It is used in conjunctionwith The PROFILOR for ExecutivesInterpretive Guide and Development Planform.
The Interpretive Guide describes the purpose,background, and benefits of The PROFILOR forExecutives. It also includes information thathelps you interpret your Feedback Report andformulate a Development Plan. We recommendthat you read The PROFILOR for ExecutivesInterpretive Guide as you analyze your report.
In conjunction with the Guide, the followingbrief descriptions will help you get the mostfrom the different sections of your FeedbackReport. For further explanation, refer to thekey at the bottom of each page of yourFeedback Report.
Summary Information
IMPORTANCE SUMMARYThis section compares how you rated theimportance of the competency areas for yourcurrent job with similar ratings from yourboss(es). Your rating is displayed by the filledcircle and your boss’s rating by the diamond. Ifyou are receiving feedback from two bosses,Boss A’s rating is displayed by the diamond andBoss B’s rating is displayed by the invertedtriangle.
These ratings help you determine whichcompetency areas are most critical for your job.By comparing the ratings of your boss(es) withyour ratings, you will be able to get a goodsense of similarities or differences inperceptions of importance between you andyour boss(es).
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COMPETENCY OVERVIEWThis section provides the results of your selfratings and your respondents’ ratings, bothcompared to all other executives who havepreviously used The PROFILOR for Executives.Your self ratings are shown by the filled circleand the average ratings made by otherrespondents are represented by the square. Therange of ratings received by the large group ofother executives who have taken ThePROFILOR for Executives (the norm group) isrepresented by the horizontal shaded bar. Thisbar represents the middle 50% of the scores forthis group.
This information shows you how your self-perceptions compare to the perceptions ofothers. Any large differences are marked in theDiscrepancy column (DISC) by a box with anarrow to the left or right. A box with an arrowto the right means you may be overestimatingyour skill compared to how others view you; abox with an arrow to the left means you may beunderestimating.
The Importance column (IMP) shows the mostcritical competencies from your and yourbosses’ points of view. This is noted by (S) foryour self ratings and (B) for your boss’s ratings.If you are receiving feedback from two bosses,Boss A’s ratings are noted by (BA) and Boss B’sratings are noted by (BB).
PERSPECTIVE COMPARISONSThis section displays the ratings you receivedfrom the different groups of your respondents—self, boss(es), direct reports, peers/colleagues,and “other” feedback providers—compared tothe large norm group of executives who havepreviously responded to The PROFILOR forExecutives questionnaire. Your ratings fromeach group are represented by the narrowvertical bar. The norm group is represented bythe horizontal shaded bar. Please note thatnorms are not available for the “other”respondents due to the variability placed in thiscategory. If your ratings from one group ofrespondents are consistently higher or lower
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INTRODUCTION
than the others, you should try to determinethe reason for the differences.
Detailed Information
SPECIFIC QUESTION RESULTSThis section reports the ratings you receivedfrom each respondent group for each questionon The PROFILOR for Executives. The highestrated questions in each area are marked withbrackets; the lowest rated questions are markedwith parentheses. This more detailed feedbackcan help you understand the different impactyou may have with different groups and giveyou specific direction in planning yourdevelopment.
Many specific questions in this section have acorresponding page number from TheSuccessful Executive’s Handbook listed in thefar right-hand column. The Handbook containsa comprehensive listing of developmentsuggestions for on-the-job developmentactivities, recommended readings, and top-rated seminar sources. It can be used as a self-development tool or for developing directreports. It is available separately fromPersonnel Decisions International.
COMPOSITEThe Leading Continuous ImprovementComposite shows your ratings on the specificbehaviors and competencies necessary toensure continuous learning and improvementthroughout the organization. The behaviors inthe Composite are drawn from relevantcompetencies in The PROFILOR for Executivesmodel.
HIGHEST AND LOWEST RATINGSThis section lists specific question results takenfrom all competencies, showing the 20 highestrated questions and the 20 lowest ratedquestions. In addition to the text, the rating ofeach item is displayed.
Developmental Highlights
FOCUS FOR DEVELOPMENTThe Focus for Development helps you identifyyour key strengths and development needs asseen by others. Your overall three highest andthree lowest competencies are identified at thetop of the page, based on the overall ratings byothers compared to the norm group.
Then, the importance ratings in your current jobare factored in. BOSS or BOSS APERSPECTIVE identifies the competenciesrated most important by your boss (or Boss A)and rated highest and lowest by others. SELFPERSPECTIVE identifies the competenciesrated most important by yourself and ratedhighest and lowest by others. If you arereceiving feedback from two bosses, the secondset of pages shows BOSS B PERSPECTIVE,identifying the competencies rated mostimportant by Boss B and rated highest andlowest by others.
Strengths are competencies seen as strong byothers; development needs can be interpretedin several ways. They may be deficits,opportunities for fine-tuning, low priorityareas, or behaviors not demonstrated in thepresence of one or more respondent groups.
For more information about your FeedbackReport, contact:
Product OperationsPersonnel Decisions International612/339-0927 or 800/400-1121
For more information on all of PDI’s productsand services, please call PDI’s Client Relations,800/633-4410.
In Europe, contact:Product OperationsPersonnel Decisions International EuropeGulledelle 961200 Brussels, BelgiumTEL: 32.3.777.70.20FAX: 32.2.777.70.55
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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 makingdecisions; makes timely, tough decisions.
Visionary Thinking: Has a clear vision for the business or operation; maintains a long-term, big-pictureview; foresees obstacles and opportunities; generates breakthrough ideas.
Financial Acumen: Understands the meaning and implications of key financial indicators; manages overallfinancial performance (income statement and balance sheet); uses financial analysis to evaluate strategicoptions 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 globalcontext.
STRATEGIC MANAGEMENT FACTOR
Shaping Strategy: Develops distinctive strategies to achieve competitive advantage; translates broadstrategies into specific objectives and action plans; aligns the organization to support strategic priorities.
Driving Execution: Assigns clear authority and accountability; directs change while maintaining operatingeffectiveness; integrates efforts across units and functions; monitors results; tackles problems directly andwith dispatch.
LEADERSHIP FACTOR
Attracting and Developing Talent: Attracts high caliber people; develops teams and talent with diversecapabilities; accurately appraises the strengths and weaknesses of others; provides constructive feedback;develops successors and talent pools.
Empowering Others: Creates a climate that fosters personal investment and excellence; nurturescommitment to a common vision and shared values; gives people opportunity and latitude to grow andachieve; 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.
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COMPETENCY DEFINITIONS
INTERPERSONAL FACTOR
Building Organization Relationships: Cultivates an active network of relationships inside and outsidethe organization; relates well to key colleagues (i.e., bosses, peers, direct reports); stays in touch withemployees at all levels.
Inspiring Trust: Establishes open, candid, trusting relationships; treats all individuals fairly and withrespect; 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 theorganization (upward, downward, and across); listens actively; encourages open expression of ideas andopinions.
High Impact Delivery: Delivers clear, convincing, and well-organized presentations; projects credibilityand poise even in highly visible, adversarial situations.
MOTIVATION FACTOR
Drive for Stakeholder Success: Sets and pursues aggressive goals; drives for results; demonstrates astrong 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 opportunitiesand 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 Self-direction: Conveys a clear sense of personal goals and values; manages time efficiently;pursues continuous learning and self development.
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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 acrossfunctional and organizational lines.
Industry Knowledge: Knows what it takes to be successful in this industry; has a thorough knowledge ofthis industry’s history, customers, and competitive environment.
Business Situation Versatility: Knows how to size up and meet the challenges of different businesssituations (e.g., start-up, fast growth, steady state, turnaround, close-down, merger/acquisition).
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Very ImportantImportant Critical1 2 3 4 5 6 7COMPETENCIES
Key: Boss A
Self
Boss B
Name
Pat Sample
IMPORTANCE SUMMARYRel. importance of each competency to your current position
THINKING Seasoned Judgment
Visionary Thinking
Financial Acumen
Global Perspective
STRATEGIC MANAGEMENT Shaping Strategy
Driving Execution
LEADERSHIP Attracting and Developing Talent
Empowering Others
Influencing and Negotiating
Leadership Versatility
INTERPERSONAL Building Org. Relationships
Inspiring Trust
COMMUNICATION Fostering Open Dialogue
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Very ImportantImportant Critical1 2 3 4 5 6 7COMPETENCIES
Key: Boss A
Self
Boss B
IMPORTANCE SUMMARYRel. importance of each competency to your current position
High Impact Delivery
MOTIVATION Drive For Stakeholder Success
Entrepreneurial Risk Taking
SELF-MANAGEMENT Mature Confidence
Adaptability
Career and Self-direction
BREADTH AND DEPTH Cross-functional Capability
Industry Knowledge
Business Situation Versatility
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COMPETENCIESDegree of Competence DISC IMP
1not developed
2underdeveloped
3competent
4very strong
5outstanding
Name Norm Group
Pat Sample Executives
COMPETENCY OVERVIEW
Key: All Other RatersSelfNorm Group
Self/Other discrepancySelf critically importantSBoss critically importantBA,BB
THINKING Seasoned Judgment
SBA
Visionary Thinking
Financial Acumen
Global PerspectiveS
BABB
STRATEGIC MANAGEMENT Shaping Strategy
Driving Execution
LEADERSHIP Attracting and Developing Talent
BABB
Empowering Others
Influencing and NegotiatingS
Leadership VersatilityS
INTERPERSONAL Building Org. Relationships BB
Inspiring Trust BABB
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COMPETENCIESDegree of Competence DISC IMP
1not developed
2underdeveloped
3competent
4very strong
5outstanding
COMPETENCY OVERVIEW
Key: All Other RatersSelfNorm Group
Self/Other discrepancySelf critically importantSBoss critically importantBA,BB
COMMUNICATION Fostering Open Dialogue
BABB
High Impact DeliveryS
MOTIVATION Drive For Stakeholder Success
S
Entrepreneurial Risk Taking BABB
SELF-MANAGEMENT Mature Confidence BB
Adaptability
Career and Self-directionS
BREADTH AND DEPTH Cross-functional Capability
Industry Knowledge BABB
Business Situation Versatility
COMPOSITELeading Continuous Improvement
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COMPETENCIESDegree of Competence Perspective
1not developed
2underdeveloped
3competent
4very strong
5outstanding
Name Norm Group
Pat Sample Executives
PERSPECTIVE COMPARISONS
Other = 2Peers/Colleagues = 3
Direct Reports = 3Boss B = 1Boss A = 1Respondents: Key: Average Rating, each perspective
Norm Group
THINKING Seasoned Judgment
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Visionary Thinking
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Financial Acumen
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Global Perspective
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
STRATEGIC MANAGEMENT Shaping Strategy
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Driving Execution
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
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COMPETENCIESDegree of Competence Perspective
1not developed
2underdeveloped
3competent
4very strong
5outstanding
PERSPECTIVE COMPARISONS
Other = 2Peers/Colleagues = 3
Direct Reports = 3Boss B = 1Boss A = 1Respondents: Key: Average Rating, each perspective
Norm Group
LEADERSHIP Attracting and Developing Talent
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Empowering Others
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Influencing and Negotiating
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Leadership Versatility
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
INTERPERSONAL Building Org. Relationships
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Inspiring Trust
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
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COMPETENCIESDegree of Competence Perspective
1not developed
2underdeveloped
3competent
4very strong
5outstanding
Name Norm Group
Pat Sample Executives
PERSPECTIVE COMPARISONS
Other = 2Peers/Colleagues = 3
Direct Reports = 3Boss B = 1Boss A = 1Respondents: Key: Average Rating, each perspective
Norm Group
COMMUNICATION Fostering Open Dialogue
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
High Impact Delivery
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
MOTIVATION Drive For Stakeholder Success
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Entrepreneurial Risk Taking
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
SELF-MANAGEMENT Mature Confidence
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Adaptability
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
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COMPETENCIESDegree of Competence Perspective
1not developed
2underdeveloped
3competent
4very strong
5outstanding
PERSPECTIVE COMPARISONS
Other = 2Peers/Colleagues = 3
Direct Reports = 3Boss B = 1Boss A = 1Respondents: Key: Average Rating, each perspective
Norm Group
Career and Self-direction
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
BREADTH AND DEPTH Cross-functional Capability
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Industry Knowledge
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
Business Situation Versatility
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
COMPOSITELeading Continuous Improvement
Self
Boss A
Boss B
Direct Reports
Peers/Colleagues
Other
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THINKING Seasoned Judgment 4.39 4.63 4.63 4.04 4.13 4.38 4.00
5(3.67) 4.50 (3.33)(2.33) 4.00 5.00 4.00
Applies broad knowledge and seasoned experience to address critical issues
7 4.38 4.50 5.00 4.00 4.00 4.00 4.00
Defines issues clearly despite incomplete or ambiguous information
8 4.25 4.50 4.00 4.00 5.00 4.00 (3.00)
Digs deeply to get the necessary information for decision making
10 4.46 4.50 5.00 4.33 4.00 4.00 [5.00]
Links problems and symptoms to identify underlying strategic issues
12 4.79 4.50 5.00 [4.67] 5.00 5.00 4.00 Creatively integrates different ideas and perspectives
13 4.46 [5.00] 5.00 4.33 (3.00) 4.00 4.00
Takes all important issues into account when making decisions
13[4.92][5.00] 5.00 [4.67] 5.00 5.00 4.00 Comes to a decision at the right time
16 4.17 4.50 4.67 4.00 (3.00) 4.00 4.00 Makes tough, pragmatic decisions when necessary
Visionary Thinking 4.09 4.50 3.95 3.62 4.14 4.43 4.43
22 4.46 4.50 4.33 4.00 5.00 5.00 5.00 Has a clear vision for the future of the business or organization
28 4.25 4.50 4.00 4.00 4.00 5.00 5.00
Conveys a sense of purpose and mission that captures the imagination of others
36 4.33 4.50 4.33 4.00 5.00 4.00 4.00 Sees problems and understands issues before others do
37[4.50][5.00][5.00] 4.00 4.00 4.00 5.00 Challenges status quo thinking and assumptions
40 3.71 (4.00) 4.00 3.33 (3.00) 4.00 4.00 Comes up with fresh perspectives and innovative ideas
32 3.96 4.50 3.00 3.33 5.00 5.00 4.00 Recognizes when it is time to shift strategic direction
30(3.29) 4.50 (2.50)(2.67)(3.00) 4.00 4.00 Maintains a long-term, big-picture view of the business
Financial Acumen 3.93 4.40 3.62 3.40 4.20 4.40 4.20
51(3.54) 4.50 (2.00)(2.67)[5.00][5.00] 4.00 Grasps the full meaning and interrelationships of key financial indicators
52 3.75 (4.00) 3.67 3.33 4.00 4.00 4.00 Readily identifies soft spots in budgets and profit plans
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.Key:
[ ] 1 or 2 highest rated items in each competencyper perspective
( ) 1 or 2 lowest rated items in each competencyper perspective
If 3 or more ratings are equally high or low,none are marked
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53[4.38] 4.50 [4.67][4.33] 4.00 4.00 [5.00]
Uses financial analysis to evaluate strategic choices and options
56 4.13 [5.00] 3.67 3.33 [5.00] 4.00 4.00
Recognizes profitability and revenue potential in business opportunities
57 3.71 (4.00) 3.50 3.33 (3.00)[5.00] 4.00
Manages the business’ overall financial performance (income statement and balance sheet)
Global Perspective 4.06 4.70 4.08 3.57 4.00 3.80 4.00
83 3.96 4.50 [4.50] 3.33 (3.00) 4.00 (3.00)Has wide-ranging curiosity and interests
81 4.21 4.50 4.33 [4.00] 4.00 4.00 [5.00]
Stays abreast of important trends (e.g., competitive, technological, social, economic)
72[4.25] 4.50 4.33 3.67 [5.00] 4.00 4.00
Understands the impact of global trends on the organization’s plans and growth
79(3.83)[5.00](3.33)(3.00)[5.00](3.00) 4.00
Recognizes opportunities for global expansion and alliances
66 4.13 [5.00] 4.00 [4.00](3.00) 4.00 4.00
Grasps the position of the business within the global marketplace STRATEGIC MANAGEMENT Shaping Strategy 4.03 4.42 4.13 3.59 4.00 4.00 4.33
91 3.92 [5.00] 3.67 (3.00) 5.00 (3.00) 4.00
Identifies critical success factors in different business situations
95[4.42][5.00] 4.67 [4.00] 3.00 [5.00] 4.00
Develops distinctive strategies to achieve and sustain competitive advantage
104(3.50) 4.50 (2.50)(3.00) 5.00 (3.00) 4.00
Sees that broad strategies are translated into clear objectives and practical action plans
101 3.92 4.00 4.50 3.67 3.00 4.00 [5.00]
Anticipates risks and devises contingency plans to manage them
106 4.25 4.00 [5.00][4.00] 3.00 [5.00][5.00]
Focuses the organization on efforts that add significant value
108 4.13 4.00 4.33 3.67 5.00 4.00 4.00
Aligns the organization and allocates resources according to strategic priorities
Driving Execution 4.25 4.44 4.12 4.12 4.56 4.11 4.22
122[4.71] 5.00 4.33 [5.00] 5.00 4.00 (3.00)Drives continuous improvement in all organization processes and products
120[4.71] 5.00 4.67 4.67 5.00 4.00 5.00
Assigns clear accountability backed by appropriate authority
118(3.71)(3.00)(3.33) 4.00 5.00 4.00 4.00 Integrates efforts across functions and organizations
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.Key:
[ ] 1 or 2 highest rated items in each competencyper perspective
( ) 1 or 2 lowest rated items in each competencyper perspective
If 3 or more ratings are equally high or low,none are marked
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116 4.08 5.00 3.67 3.67 5.00 (3.00) 4.00
Orchestrates the pace and process of change to maintain operating effectiveness
124 4.29 4.00 [5.00] 3.67 5.00 4.00 4.00
Uses benchmarks and performance measures to track progress
127 4.17 4.50 4.00 3.67 4.00 5.00 5.00 Takes preventive measures to avoid crisis management
128 4.54 4.50 4.67 4.50 4.00 5.00 5.00
Tackles problems head-on and works to resolve them without delay
129 4.08 4.00 4.00 4.33 (3.00) 5.00 (3.00)
Confronts problem performers directly, replacing them when appropriate
130 4.08 5.00 3.67 3.67 5.00 (3.00) 5.00 Takes decisive action in a crisis
LEADERSHIP Attracting and Developing Talent 3.80 4.21 3.57 3.43 3.86 4.14 3.71
147 4.25 [5.00] 3.67 3.33 [5.00][5.00] 4.00 Attracts and selects high caliber talent
150 3.58 4.00 3.00 3.33 4.00 4.00 4.00
Builds a strong management team whose members have complementary strengths
154 4.13 4.50 3.67 [4.33] 3.00 [5.00](3.00)
Encourages and values diversity in the organization’s talent base
156 3.67 4.50 (2.67) 3.00 [5.00] 4.00 4.00
Accurately appraises strengths and weaknesses of others
160[4.29] 4.50 [4.67] 4.00 4.00 4.00 4.00 Gives clear, motivating, and constructive feedback
165 3.46 4.00 3.33 3.00 3.00 4.00 4.00 Recognizes and unleashes the full potential of others
170(3.25)(3.00) 4.00 3.00 3.00 (3.00)(3.00)Develops successors and talent pools for key positions
Empowering Others 4.23 4.29 4.38 3.90 4.14 4.57 4.00
177(3.71) 4.50 (3.67)(2.67) 3.00 5.00 [5.00]Creates a climate where everyone stretches beyond what they thought they could do
180 4.42 4.00 [5.00] 3.67 5.00 5.00 4.00
Creates a feeling of energy, excitement, and personal investment
182[4.75][5.00] 4.67 4.33 5.00 5.00 4.00
Nurtures commitment to a common vision and shared values
184 4.42 (3.50)[5.00][4.67] 5.00 4.00 4.00
Gives people the opportunity and latitude to run their area(s) of the organization
185 4.25 4.50 4.67 4.33 3.00 4.00 4.00
Promotes collaboration and removes obstacles to teamwork across the organization
188 4.29 4.50 4.00 [4.67] 3.00 5.00 (3.00)
Conveys confidence in others’ ability and desire to do their best
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* Successful Executive’s Handbook - 1999 Edition.Key:
[ ] 1 or 2 highest rated items in each competencyper perspective
( ) 1 or 2 lowest rated items in each competencyper perspective
If 3 or more ratings are equally high or low,none are marked
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190 3.79 4.00 (3.67) 3.00 5.00 4.00 4.00
Celebrates and rewards significant organizational achievements
Influencing and Negotiating 4.37 4.57 4.37 3.95 4.43 4.71 4.29
197(3.92) 4.50 (3.33)(3.33) 5.00 (4.00) 4.00 Promotes and sells ideas persuasively
199 4.63 [5.00] 5.00 4.00 4.00 5.00 [5.00]
Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.)
201 4.38 4.50 4.00 4.00 5.00 5.00 4.00
Has earned the respect of senior executives in the organization
203 4.21 4.50 4.33 4.00 (3.00) 5.00 4.00
Promotes and projects a positive image of the organization
205[4.88] 4.50 5.00 [5.00] 5.00 5.00 4.00
Wins acceptance for proposed changes and new initiatives
206 4.50 4.50 5.00 4.00 5.00 (4.00)[5.00]Works through conflicts to create win/win results
208 4.08 4.50 4.00 (3.33) 4.00 5.00 4.00 Negotiates skillfully to get the best deal possible
Leadership Versatility 4.17 4.50 3.95 3.74 4.57 4.43 4.29
224 3.96 4.50 3.00 3.33 5.00 5.00 4.00 Plays a driving, demanding leadership role when appropriate
220[4.75] 4.50 [5.00][4.50] 5.00 5.00 4.00
Plays an evaluative, analytic leadership role when appropriate
226(3.67) 4.50 (2.00) 3.67 5.00 4.00 (3.00)
Plays a hands-off, fully delegating leadership role when appropriate
221(3.67) 4.50 3.00 (2.67) 4.00 5.00 5.00
Plays a coaching, teaching leadership role when appropriate
223 4.25 4.50 4.00 4.00 5.00 4.00 5.00
Plays a supportive, encouraging leadership role when appropriate
228 4.38 4.50 4.67 4.33 5.00 (3.00) 4.00 Uses a participative leadership style when appropriate
215 4.38 4.50 [5.00] 4.00 (3.00) 5.00 5.00
Adjusts leadership style to meet the needs of different individuals and teams INTERPERSONAL Building Org. Relationships 3.87 4.17 3.57 3.39 4.00 4.67 4.33
242 3.88 4.50 3.67 3.33 3.00 5.00 4.00
Respects and appreciates individual differences in perspective and background
235(3.79) 4.50 (2.67) 3.00 5.00 5.00 [5.00]
Stays in touch with people at all levels of the organization
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.Key:
[ ] 1 or 2 highest rated items in each competencyper perspective
( ) 1 or 2 lowest rated items in each competencyper perspective
If 3 or more ratings are equally high or low,none are marked
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233 3.83 4.50 4.00 3.33 3.00 (4.00) 4.00
Cultivates a broad network to exchange ideas and rally support
237[4.00] 4.00 ****[4.00] 3.00 5.00 4.00 Relates well to bosses/higher management
241(3.79) 4.50 3.00 (2.67) 5.00 5.00 [5.00]Relates well to peers
239 3.96 (3.00)[4.33][4.00] 5.00 (4.00) 4.00 Relates well to direct reports
Inspiring Trust 4.08 4.30 4.13 3.87 3.80 4.20 4.60
261[4.71] 4.50 [5.00][4.33][5.00][5.00](4.00)Maintains high standards of personal integrity
263 3.92 (3.50)(3.67) 4.00 [5.00] 4.00 (4.00)
Behaves in accord with expressed beliefs and commitments
256 4.13 4.50 4.00 4.00 3.00 [5.00] 5.00 Establishes open, candid, and trusting relationships
267 3.83 [5.00](3.67) 3.67 3.00 (3.00) 5.00 Treats others fairly and consistently
265(3.79) 4.00 4.33 (3.33) 3.00 4.00 5.00
Collaborates as a team player; never undermines others for own gain COMMUNICATION Fostering Open Dialogue 4.40 4.80 4.75 4.14 3.40 4.40 4.00
274(3.50)(4.50)****(2.50) 3.00 4.00 4.00 Creates open channels of communication
277[4.79] 5.00 [5.00][4.67][5.00] 4.00 4.00 Keeps others well informed
283 4.38 5.00 4.67 4.33 3.00 4.00 4.00 Expresses opinions without intimidating others
284 4.58 5.00 [5.00] 4.33 3.00 [5.00] 4.00 Listens carefully to input and feedback
287 4.29 (4.50)(4.33) 4.33 3.00 [5.00] 4.00 Encourages others to express contrary views
High Impact Delivery 3.66 4.10 3.43 3.00 4.20 4.00 4.20
296 3.71 4.50 (2.00)[3.33] 5.00 [5.00] 4.00 Delivers clear, well-organized presentations
298 3.58 4.00 3.67 (2.67) 5.00 (3.00) 4.00
Builds confidence and inspires support through a convincing presentation style
301 3.63 (3.00)[4.67][3.33](3.00) 4.00 4.00
Uses vivid language and illustrations to convey key ideas
* SEHpage #A
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.
**** Item or competency not scored due to insufficient data
Key:[ ] 1 or 2 highest rated items in each competency
per perspective( ) 1 or 2 lowest rated items in each competency
per perspectiveIf 3 or more ratings are equally high or low,none are marked
20
302[3.75][5.00] 3.33 (2.67) 5.00 (3.00)[5.00]Projects a credible executive image with polish and poise
305(3.50) 4.00 3.00 3.00 (3.00)[5.00] 4.00
Handles questions well in highly visible, adversarial situations MOTIVATION Drive For Stakeholder Success 4.09 4.29 4.40 3.80 3.43 4.29 3.86
315 4.38 4.50 5.00 4.50 3.00 4.00 3.00 Establishes aggressive goals and drives for results
319 3.96 (3.50) 4.33 4.00 3.00 5.00 4.00 Places organizational success above individual gain
321(3.58)(3.50)(3.33)(3.00)[5.00] 4.00 3.00
Effectively balances the competing priorities of different constituencies
323 4.25 4.50 5.00 4.00 3.00 4.00 4.00
Conveys a commitment to understanding and doing what is best for shareholders
325 3.75 [5.00] 3.67 3.33 3.00 (3.00) 3.00
Conveys a commitment to understanding and doing what is best for employees
328[4.79][5.00] 5.00 [4.67] 4.00 5.00 [5.00]
Conveys a commitment to understanding and doing what is best for customers
331 4.00 4.00 4.67 3.33 3.00 5.00 [5.00]Models a strong work ethic
Entrepreneurial Risk Taking 4.16 4.63 3.83 3.55 4.50 4.75 4.25
339(3.88) 4.50 (3.00)(3.00) 5.00 5.00 [5.00]Creates an environment that encourages innovation and risk taking
344 4.00 4.50 4.00 [4.00](3.00)(4.00)(3.00)
Pursues new business opportunities and makes them a reality
342 4.04 4.50 3.67 (3.00) 5.00 5.00 4.00 Champions breakthrough ideas and initiatives
346[4.67][5.00][4.67][4.00] 5.00 5.00 [5.00]
Puts own career at risk when necessary to support entrepreneurial ventures SELF-MANAGEMENT Mature Confidence 3.89 4.50 3.88 3.33 3.50 4.17 4.00
353 3.79 4.50 (3.33)(2.33)[5.00][5.00](3.00)Projects self-assurance and unshakable confidence
354 4.25 [5.00] 4.33 3.67 3.00 [5.00] 4.00 Stands up to criticism and makes "lonely" decisions
356[4.29][5.00][4.50] 3.67 4.00 4.00 [5.00]Maintains a sense of humor
357(3.42)(4.00)(3.33) 3.33 3.00 (3.00)[5.00]
Readily shares credit and gives opportunities for visibility to others
* SEHpage #A
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.Key:
[ ] 1 or 2 highest rated items in each competencyper perspective
( ) 1 or 2 lowest rated items in each competencyper perspective
If 3 or more ratings are equally high or low,none are marked
21
358 4.00 (4.00)[4.50]**** 3.00 4.00 (3.00)Realistically appraises own strengths and weaknesses
361 3.83 4.50 3.67 3.67 3.00 4.00 4.00 Acknowledges own mistakes and limitations
Adaptability 3.92 4.25 3.83 3.50 4.00 4.17 4.00
367(3.42) 4.00 3.67 3.00 3.00 (3.00) 4.00 Responds resourcefully to new demands and challenges
368 3.96 4.00 (3.33) 4.00 5.00 4.00 4.00 Works constructively under stress and pressure
370 4.21 4.50 3.67 [4.67] 3.00 [5.00] 4.00 Works effectively in ambiguous situations
373 3.75 (3.50)[4.67] 3.33 3.00 4.00 4.00 Copes effectively with political realities
375 3.88 4.50 (3.33)(2.67) 5.00 [5.00] 4.00
Handles tense situations without overreacting or becoming overly emotional
376[4.29][5.00] 4.33 3.33 5.00 4.00 4.00
Maintains a constructive, positive outlook even when plans are thwarted
Career and Self-direction 4.22 4.40 4.07 3.93 4.20 4.80 4.60
383 4.54 4.50 [4.67] 4.00 [5.00] 5.00 5.00 Conveys a clear sense of personal goals and values
389 3.83 4.50 3.67 3.67 (3.00)(4.00) 5.00
Manages own time according to priorities; uses time economically and efficiently
386[4.71][5.00][4.67][4.67] 4.00 5.00 5.00
Has personal, career, and organizational goals which are compatible
387 4.33 4.50 4.33 4.00 4.00 5.00 (3.00)
Achieves an effective balance between work and personal life
391(3.71)(3.50)(3.00)(3.33)[5.00] 5.00 5.00
Personally pursues continuous learning and self development BREADTH AND DEPTH Cross-functional Capability 4.35 4.25 4.80 4.05 3.86 4.71 4.29
401[4.71] 4.50 5.00 4.33 5.00 5.00 4.00
Knows how to get things done in a complex, multi-level organization
402(4.04) 4.00 5.00 3.67 3.00 (4.00) 4.00
Understands the role and interrelationships of each management function
403 4.17 4.50 4.50 3.67 3.00 5.00 (3.00)
Understands operations, production, and manufacturing functions
406 4.33 4.00 5.00 4.33 3.00 5.00 5.00 Understands marketing, sales, and service functions
* SEHpage #A
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.
**** Item or competency not scored due to insufficient data
Key:[ ] 1 or 2 highest rated items in each competency
per perspective( ) 1 or 2 lowest rated items in each competency
per perspectiveIf 3 or more ratings are equally high or low,none are marked
22
408 4.50 4.00 (4.33)[4.67] 5.00 5.00 5.00 Understands how to use staff functions effectively
411 4.21 4.50 4.67 3.67 3.00 5.00 4.00
Considers all management functions when developing plans and implementing changes
412 4.50 **** 5.00 4.00 5.00 (4.00) 5.00 Displays strong general management skills
Industry Knowledge 4.04 4.63 4.17 3.73 3.50 3.75 3.50
419 4.17 4.50 [4.67] 4.00 3.00 4.00 (3.00)Knows what it takes to be successful in this industry
421(3.67)[5.00](3.67)(3.00) 3.00 (3.00)(3.00)
Has thorough knowledge of this industry’s history and growth patterns
426 4.13 (4.00)[4.67][4.33] 3.00 4.00 [4.00]
Displays deep insight into the competition’s strengths, weaknesses, and strategies
427[4.21][5.00](3.67) 3.67 [5.00] 4.00 [4.00]Has experience and know-how in a variety of industries
Business Situation Versatility 3.80 3.75 3.97 3.53 4.08 3.83 4.25
4.25 4.50 4.33 3.67 5.00 4.00 5.00 Would function effectively in a corporate (staff) position
3.79 4.00 3.67 [4.00] 3.00 4.00 5.00
Would function effectively in a business unit (line) position
3.46 3.50 3.67 (2.67) 5.00 3.00 5.00
Would do well at starting up a new business venture or major organizational function
3.71 4.00 4.00 3.33 3.00 4.00 (3.00)
Would do well at managing the acquisition and merger of a new business or organizational unit
3.71 4.00 3.33 3.00 5.00 4.00 (3.00)
Would do well at revitalizing a mature business or organization
3.63 3.00 [4.67] 3.33 3.00 4.00 4.00
Would do well at running a fast-growth, highly dynamic business or organization
4.13 [5.00](3.00)[4.00] 5.00 4.00 5.00
Would do well at running a stable business or organization to yield maximum results
3.50 3.00 4.33 3.67 3.00 3.00 5.00
Would do well at "biting the bullet" and closing down a weak business or organization
3.92 4.00 4.00 3.67 5.00 3.00 4.00
Would do well at turning around a business or organization that was in trouble
(3.29)(2.50) 4.00 3.67 3.00 3.00 4.00
Would have the talent required to run many different organizational units simultaneously
[4.58][5.00][4.67] 3.67 5.00 [5.00] 4.00
Would be effective in carrying out an assignment in a foreign country
3.67 (2.50) 4.00 3.67 4.00 [5.00] 4.00
Would be ready to run an organization the size of this one
* SEHpage #A
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SPECIFIC QUESTION RESULTS
* Successful Executive’s Handbook - 1999 Edition.
**** Item or competency not scored due to insufficient data
Key:[ ] 1 or 2 highest rated items in each competency
per perspective( ) 1 or 2 lowest rated items in each competency
per perspectiveIf 3 or more ratings are equally high or low,none are marked
23
4.21 4.38 4.14 3.89 4.38 4.46 4.38 LEADING CONTINUOUS IMPROVEMENT
37 4.50 5.00 5.00 4.00 4.00 4.00 5.00 Challenges status quo thinking and assumptions
106 4.25 4.00 5.00 4.00 3.00 5.00 5.00 Focuses the organization on efforts that add significant value
122 4.71 5.00 4.33 5.00 5.00 4.00 3.00
Drives continuous improvement in all organization processes and products
118 3.71 3.00 3.33 4.00 5.00 4.00 4.00 Integrates efforts across functions and organizations
116 4.08 5.00 3.67 3.67 5.00 3.00 4.00
Orchestrates the pace and process of change to maintain operating effectiveness
124 4.29 4.00 5.00 3.67 5.00 4.00 4.00
Uses benchmarks and performance measures to track progress
177 3.71 4.50 3.67 2.67 3.00 5.00 5.00
Creates a climate where everyone stretches beyond what they thought they could do
185 4.25 4.50 4.67 4.33 3.00 4.00 4.00
Promotes collaboration and removes obstacles to teamwork across the organization
205 4.88 4.50 5.00 5.00 5.00 5.00 4.00
Wins acceptance for proposed changes and new initiatives
328 4.79 5.00 5.00 4.67 4.00 5.00 5.00
Conveys a commitment to understanding and doing what is best for customers
339 3.88 4.50 3.00 3.00 5.00 5.00 5.00
Creates an environment that encourages innovation and risk taking
342 4.04 4.50 3.67 3.00 5.00 5.00 4.00 Champions breakthrough ideas and initiatives
391 3.71 3.50 3.00 3.33 5.00 5.00 5.00
Personally pursues continuous learning and self development
* SEHpage #A
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LEADING CONTINUOUS IMPROVEMENT COMPOSITE
* Successful Executive’s Handbook - 1999 Edition.
24
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25
1 4.92 5.00 5.00 4.67 5.00 5.00 4.00 Comes to a decision at the right time
2 4.88 4.50 5.00 5.00 5.00 5.00 4.00 Wins acceptance for proposed changes and new initiatives
3 4.79 5.00 5.00 4.67 4.00 5.00 5.00 Conveys a commitment to understanding and doing what is best for customers
4 4.79 5.00 5.00 4.67 5.00 4.00 4.00 Keeps others well informed
5 4.79 4.50 5.00 4.67 5.00 5.00 4.00 Creatively integrates different ideas and perspectives
6 4.75 4.50 5.00 4.50 5.00 5.00 4.00 Plays an evaluative, analytic leadership role when appropriate
7 4.75 5.00 4.67 4.33 5.00 5.00 4.00 Nurtures commitment to a common vision and shared values
8 4.71 4.50 5.00 4.33 5.00 5.00 4.00 Knows how to get things done in a complex, multi-level organization
9 4.71 5.00 4.67 4.67 4.00 5.00 5.00 Has personal, career, and organizational goals which are compatible
10 4.71 4.50 5.00 4.33 5.00 5.00 4.00 Maintains high standards of personal integrity
11 4.71 5.00 4.67 4.67 5.00 4.00 5.00 Assigns clear accountability backed by appropriate authority
12 4.71 5.00 4.33 5.00 5.00 4.00 3.00 Drives continuous improvement in all organization processes and products
13 4.67 5.00 4.67 4.00 5.00 5.00 5.00 Puts own career at risk when necessary to support entrepreneurial ventures
14 4.63 5.00 5.00 4.00 4.00 5.00 5.00 Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.)
15 4.58 5.00 4.67 3.67 5.00 5.00 4.00 Would be effective in carrying out an assignment in a foreign country
16 4.58 5.00 5.00 4.33 3.00 5.00 4.00 Listens carefully to input and feedback
17 4.54 4.50 4.67 4.00 5.00 5.00 5.00 Conveys a clear sense of personal goals and values
18 4.54 4.50 4.67 4.50 4.00 5.00 5.00 Tackles problems head-on and works to resolve them without delay
19 4.50 **** 5.00 4.00 5.00 4.00 5.00 Displays strong general management skills
20 4.50 4.00 4.33 4.67 5.00 5.00 5.00 Understands how to use staff functions effectively
RANK
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HIGHEST RATINGS
**** Item or competency not scored due to insufficient data
26
1 3.25 3.00 4.00 3.00 3.00 3.00 3.00 Develops successors and talent pools for key positions
2 3.29 4.50 2.50 2.67 3.00 4.00 4.00 Maintains a long-term, big-picture view of the business
3 3.29 2.50 4.00 3.67 3.00 3.00 4.00 Would have the talent required to run many different organizational units simultaneously
4 3.42 4.00 3.33 3.33 3.00 3.00 5.00 Readily shares credit and gives opportunities for visibility to others
5 3.42 4.00 3.67 3.00 3.00 3.00 4.00 Responds resourcefully to new demands and challenges
6 3.46 4.00 3.33 3.00 3.00 4.00 4.00 Recognizes and unleashes the full potential of others
7 3.46 3.50 3.67 2.67 5.00 3.00 5.00 Would do well at starting up a new business venture or major organizational function
8 3.50 4.50 2.50 3.00 5.00 3.00 4.00 Sees that broad strategies are translated into clear objectives and practical action plans
9 3.50 4.50 **** 2.50 3.00 4.00 4.00 Creates open channels of communication
10 3.50 4.00 3.00 3.00 3.00 5.00 4.00 Handles questions well in highly visible, adversarial situations
11 3.50 3.00 4.33 3.67 3.00 3.00 5.00 Would do well at "biting the bullet" and closing down a weak business or organization
12 3.54 4.50 2.00 2.67 5.00 5.00 4.00 Grasps the full meaning and interrelationships of key financial indicators
13 3.58 4.00 3.00 3.33 4.00 4.00 4.00 Builds a strong management team whose members have complementary strengths
14 3.58 4.00 3.67 2.67 5.00 3.00 4.00 Builds confidence and inspires support through a convincing presentation style
15 3.58 3.50 3.33 3.00 5.00 4.00 3.00 Effectively balances the competing priorities of different constituencies
16 3.63 3.00 4.67 3.33 3.00 4.00 4.00 Uses vivid language and illustrations to convey key ideas
17 3.63 3.00 4.67 3.33 3.00 4.00 4.00 Would do well at running a fast-growth, highly dynamic business or organization
18 3.67 4.50 3.33 2.33 4.00 5.00 4.00 Applies broad knowledge and seasoned experience to address critical issues
19 3.67 4.50 2.67 3.00 5.00 4.00 4.00 Accurately appraises strengths and weaknesses of others
20 3.67 4.50 2.00 3.67 5.00 4.00 3.00 Plays a hands-off, fully delegating leadership role when appropriate
RANK
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LOWEST RATINGS
**** Item or competency not scored due to insufficient data
27
GENERAL STRENGTHS BEHAVIORS
BOSS A PERSPECTIVE SELF PERSPECTIVE
Name
Pat Sample
FOCUS FOR DEVELOPMENTBuilding On Key Strengths
NOTE: Competencies rated most important by ‘Boss A’ 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.
NOTE: The above three competencies were rated highest by ‘others’ compared to the norm group.
Seasoned Judgment 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
Knows how to get things done in a complex, multi-level organization
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
Comes to a decision at the right time
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
Knows how to get things done in a complex, multi-level organization
28
GENERAL DEVELOPMENT NEEDS BEHAVIORS
BOSS A PERSPECTIVE SELF PERSPECTIVE
Name
Pat Sample
FOCUS FOR DEVELOPMENTAddressing Development Needs
NOTE: Competencies rated most important by ‘Boss A’ 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.
NOTE: The above three competencies were rated lowest by ‘others’ compared to the norm group.
High Impact Delivery 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
Collaborates as a team player; never undermines others for own gain
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
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
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
29
GENERAL STRENGTHS BEHAVIORS
BOSS B PERSPECTIVE SELF PERSPECTIVE
Name
Pat Sample
FOCUS FOR DEVELOPMENTBuilding On Key Strengths
NOTE: Competencies rated most important by ‘Boss B’ 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.
NOTE: The above three competencies were rated highest by ‘others’ compared to the norm group.
Seasoned Judgment 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
Knows how to get things done in a complex, multi-level organization
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
Listens carefully to input and feedback
Seasoned Judgment
Creatively integrates different ideas and perspectives
Comes to a decision at the right time
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
Knows how to get things done in a complex, multi-level organization
30
GENERAL DEVELOPMENT NEEDS BEHAVIORS
BOSS B PERSPECTIVE SELF PERSPECTIVE
Name
Pat Sample
FOCUS FOR DEVELOPMENTAddressing Development Needs
NOTE: Competencies rated most important by ‘Boss B’ 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.
NOTE: The above three competencies were rated lowest by ‘others’ compared to the norm group.
High Impact Delivery 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
Collaborates as a team player; never undermines others for own gain
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
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
31
Strengths
Boss° boss a ° boss b
Direct Reports° dir rpt ° dir rpt ° dir rpt
Peers/Colleagues° peer/coll ° peer/coll ° peer/coll
Others° other ° other
WRITTEN COMMENTS
Name
Pat Sample
32
Development needs
Boss° boss a ° boss b
Direct Reports° dir rpt ° dir rpt ° dir rpt
Peers/Colleagues° peer/coll ° peer/coll ° peer/coll
Others° other ° other
WRITTEN COMMENTS
Name
Pat Sample
33
Other comments
Boss° boss a ° boss b
Direct Reports° dir rpt ° dir rpt ° dir rpt
Peers/Colleagues° peer/coll ° peer/coll ° peer/coll
Others° other ° other
WRITTEN COMMENTS
Name
Pat Sample
34
35
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