Feedback Sample

8/8/2019 Feedback Sample

1/16

Leadership Competencies For Managers Survey

July 2004

Sample Manager

Sample Corporation

wwuTHIS IS A SAMPLE REPORT! tvvSample reports do not contain all pages typically

included in a full report.


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C O N F I D E N T I A L F E E D B A C K R E P O R T

Sample Manager 07/04

Where You Are

The table of contents will be displayed on each main section page tohelp indicate where you are within your report. The section block willturn dark blue based on which section you are in.

1-1. About this Report

A brief introduction to this report and its contents.

2-1. Change Analysis

Shows comparison between current and previous scores.

3-1. Centile PlotComparison of each rater group's scores and its norm.

5-1. Centile Highlights

A narrative version of the Centile Plot.

6-1. Summary of Strengths/Soft SpotsCompares your self ratings with all others.

7-1. Using Your Feedback

Provides a comprehensive discussion of the LeadershipCompetencies for Managers survey, a detailed discussion andpresentation of each dimension, and your scores on eachquestion.

8-1. Table of ResultsNumerical summary of all scores and norms.

10-1. Action Plan

Three development items that will help you achieve high ratings.

11-1. Additional Resources

Resources that can aid in developing your Action Plan.

WHERE YOU ARE

About this Report

Change Analysis

Centile Plot

Raw Score Plot

Centile Highlights

Summary of Strengths/Soft Spots

Using Your Feedback

Table of Results

Open-Ended Comments

Action Plan

Additional Resources

9-1. Open-Ended Comments

Verbatim listing of all personal comments.

f

4-1. Raw Score Plot

Actual scores from each rater group.

Copyright The Clark Wilson Group, Inc. The Booth Company, Boulder, CO (303) 581-1408


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07/04 Sample Manager 1-1


ABOUT THIS REPORT

Your own career and performance goals provide the context for this report.

With clear goals, you can honor the people who invested their time and

energy into completing the surveys. You can also transform the hundreds of

question scores into strategic information. To paraphrase Dr. Clark Wilson,

"with goals you can plan; with plans you can control; with control you can

manage and succeed."

Before you begin analyzing this report, make sure you are mindful of what

you want to achieve in your work and career. Take a few moments to also

think about your present job, the people with whom you work, and the

environment in which you work. Your raters draw on recent experiences,

such as the last few projects or previous year, when evaluating your

management practices. (That's why taking the survey annually is a good

way to track your progress.)

A note on the different sections: The body of this report presents all ofthe questions in the sequence of the Leadership Competencies for

Managers Task Cycle. In addition, there is a wide variety of one-page

summaries, from graphs to number tables. This is to accommodatedifferent learning styles.

Understanding the Leadership Competencies for Managers surveyManagement and leadership are inextricably linked. Effective leaders

incorporate the fundamental skills of good management. We define these

two distinct sets of skills below.

Management skills help you achieve goals and objectives. Effectivemanagers have a good balance of work-oriented and people-oriented skills

that allow them to achieve the goals of the organization while fostering a

good quality of working life.

Leadership skills build upon and expand the management role.Leadership means creating ideas and preparing the organization for

change. Positive change will come about if leaders have an established

foundation of competency in management.

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WHERE YOU ARE

About this Reportu

Change Analysis

Centile Plot

Raw Score Plot

Centile Highlights


Using Your Feedback

Table of Results

Open-Ended Comments

Action Plan

Additional Resources



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ABOUT THIS REPORT

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How we ensure the credibility of your feedback survey

Relevance to the roleAll the questions posed by this survey have been validated

against the performance of thousands of managers worldwide.

ReliabilityEvery question about management skills focus on performance

and behaviors that can be observed by others.

UtilityThe Leadership Competencies for Managers survey generates

ratings about behaviors that are under your personal control.

Additional questions have to do with the Impact of your skills on

perceptions of your effectiveness, and how you exercise power.

The foundation of the survey and this report: The Task

CycleThe feedback in this report is organized into six phases of activity

that all managers engage in, called the Task Cycle. The Task

Cycle is a sequential, valid organizing tool that can help you know

where to focus your development.

Three reasons why you should care about the Task Cycle1.The Task Cycle organizes all of your feedback data into logical,

business-relevant categories of action, which will help you

to focus and direct your developmental activity.

2.The Task Cycle is organized sequentially, with the phases ofgreatest leverage appearing first. As a result, if you focus on

developing capacity in the earliest phases of the cycle, you will

see the greatest benefit to your entire performance as a

manager.

3.Your performance across the Task Cycle phases predicts howothers perceive the impact of your management.

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TASK CYCLE PHASES

I. INITIATING ACTION

II. PLANNING AND PROBLEM SOLVING

III. MANAGING HUMAN RESOURCES

IV. FEEDBACK

V. DRIVE

When managers successfully fulfillthe activities associated with earlyphases of the Task Cycle, theyaccomplish successive phases moreeasily and with greater predictabilityof success.

VI. RECOGNITION i



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07/04Sample Manager

CHANGE ANALYSIS

Your centile ranked scores from this report compared to your last reportThe words "HIGH, hi, LOW, lo and SAME" describe the range of the changes, as defined below. The actual

numeric changes, up (+) or down (-) are in the parentheses. For example, HIGH (+20) means that the centile rank

change was "HIGH" or more than 16 points. More specifically, the rank went up 20 points.

HIGH, LOW = a change of 16 or more centile points hi, lo = a change of 6 to 15 centile points SAME = a change of 5 or less centile points

REPORTS SELFSUPVPEERS

TASK CYCLE SKILLS


HIGH (+23) LOW (-20)SAMEhi (+9)VISION/IMAGINATIONA.

HIGH (+17) HIGH (+32)HIGH (+29)HIGH (+30)CLARIFICATION OF GOALSB.

HIGH (+35) hi (+9)SAMEhi (+10)RISK-TAKING/VENTURESOMENESSC.


HIGH (+18) hi (+10)hi (+9)SAMEDECISION-MAKING/PROBLEM SOLVINGD.

HIGH (+32) HIGH (+31)HIGH (+37)hi (+15)MANAGING COSTSE.

hi (+15) SAMELOW (-23)HIGH (+32)ENCOURAGING PARTICIPATIONF.

hi (+12) hi (+12)HIGH (+52)SAMECLARITY OF COMMUNICATIONSG.


HIGH (+18) hi (+8)SAMESAMETEAMBUILDINGH.

HIGH (+25) SAMEHIGH (+22)SAMECOACHINGI.

hi (+12) LOW (-52)SAMESAMEMANAGING CONFLICTJ.

IV. FEEDBACK

hi (+12) hi (+11)HIGH (+33)hi (+6)PROVIDING FEEDBACKK.

V. DRIVE

HIGH (+25) LOW (-18)HIGH (+40)lo (-6)STANDARDS OF PERFORMANCEL.

HIGH (+28) SAMEHIGH (+34)hi (+10)PERSONAL DRIVEM.

HIGH (+20) lo (-10)lo (-6)SAMEPERSUASIVENESSN.

HIGH (+17) SAMESAMEhi (+13)DELEGATION (PERMISSIVENESS) (***)O.

hi (+6) LOW (-46)LOW (-17)SAMEGOAL PRESSURE (***)P.

VI. RECOGNITION

hi (+11) HIGH (+23)HIGH (+35)hi (+7)RECOGNITION FOR GOOD PERFORMANCEQ.

RESIDUAL IMPACT

IMPT. RESIDUAL IMPACT

hi (+14) SAMEHIGH (+19)HIGH (+21)BUILDING TRUSTR.

HIGH (+20) SAMEHIGH (+18)HIGH (+22)MANAGING DIVERSITYS.

LOW (-18) LOW (-55)lo (-10)SAMETENSION LEVEL (***)T.

hi (+10) hi (+6)HIGH (+21)hi (+6)OVERALL EFFECTIVENESSU.

(***) Must be interpreted in light of the situation.

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10

20

30

40

50

60

70

80

90

Visio

n/Imagin

ation

Clarific

ation

ofGoa

ls

Risk

-taking/Ve

ntur

esom

enes

s

Decis

ion-m

aking

/Proble

mSolv

ing

Mana

gingCos

ts

Enco

uraging

Partic

ipatio

n

Clarity

ofC

omm

unica

tions

Team

building

Coac

hing

Mana

gingCon

flict

Prov

idingFe

edba

ck

Stan

dardsofP

erfo

rman

ce

Pers

onalD

rive

Pers

uasiven

ess

Deleg

ation

(Per

miss

ivene

ss)(

***)

Goal

Pressu

re(***)

Reco

gnitionfo

rGoo

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ance

Build

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Mana

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Tens

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*)

Over

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How your ratings compare to the Norm: Centile Plot

TASK CYCLE PHASES

CENTILERANK

LOW

LOWA

VERAGE

AVERAGE

HIGHAVERAGE

HIGH

I II III V VI IMPT

N R S T ULKJIHGFEDCBA M O P Q

IVSAMPLE


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CENTILE HIGHLIGHTS

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How you compare to the NormThese comparisons are in reference to the norms for each rating group. "AVERAGE" means that your rating is

within 10 points of the 50th Centile.

DESIGNATION LOW LOW AVERAGE AVERAGE HIGH AVERAGE HIGH

0 10 20 30 40 50 60 70 80 90 100PERCENTILE


TASK CYCLE SKILLS


LOW AVERAGE AVERAGELOW AVERAGEAVERAGEVISION/IMAGINATIONA.

LOW AVERAGE HIGH AVERAGEHIGH AVERAGEHIGH AVERAGECLARIFICATION OF GOALSB.

AVERAGE LOW AVERAGEAVERAGEHIGH AVERAGERISK-TAKING/VENTURESOMENESSC.


LOW AVERAGE HIGH AVERAGELOWAVERAGEDECISION-MAKING/PROBLEM SOLVINGD.

AVERAGE HIGH AVERAGEAVERAGEAVERAGEMANAGING COSTSE.

LOW AVERAGE AVERAGELOWHIGH AVERAGEENCOURAGING PARTICIPATIONF.

LOW AVERAGE AVERAGEAVERAGELOW AVERAGECLARITY OF COMMUNICATIONSG.


LOW AVERAGE HIGHLOWAVERAGETEAMBUILDINGH.

AVERAGE HIGH AVERAGELOW AVERAGEAVERAGECOACHINGI.

LOW AVERAGE LOW AVERAGELOWLOW AVERAGEMANAGING CONFLICTJ.

IV. FEEDBACK

LOW AVERAGE HIGH AVERAGELOW AVERAGEHIGH AVERAGEPROVIDING FEEDBACKK.

V. DRIVE

LOW AVERAGE HIGH AVERAGEAVERAGEAVERAGESTANDARDS OF PERFORMANCEL.

AVERAGE AVERAGEAVERAGEAVERAGEPERSONAL DRIVEM.

AVERAGE HIGHLOWAVERAGEPERSUASIVENESSN.

LOW AVERAGE HIGH AVERAGELOWLOW AVERAGEDELEGATION (PERMISSIVENESS) (***)O.

HIGH AVERAGE AVERAGEHIGH AVERAGEHIGH AVERAGEGOAL PRESSURE (***)P.

VI. RECOGNITION

LOW AVERAGE HIGHAVERAGEAVERAGERECOGNITION FOR GOOD PERFORMANCEQ.

RESIDUAL IMPACT


LOW AVERAGE HIGH AVERAGELOW AVERAGEAVERAGEBUILDING TRUSTR.

AVERAGE HIGH AVERAGEAVERAGEAVERAGEMANAGING DIVERSITYS.

HIGH AVERAGE AVERAGEHIGHHIGH AVERAGETENSION LEVEL (***)T.

LOW HIGHLOW AVERAGELOW AVERAGEOVERALL EFFECTIVENESSU.




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SUMMARY OF STRENGTHS/SOFT SPOTS

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Self rating from Centile Highlights compared to othersThis analysis compares the Self scores against those of others. When there are no Self scores, this report is notapplicable.

V.STRENGTH

U. STRENGTH

SOFT

BLIND

Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourselfRated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by othersRated LOW or LOW AVERAGE by others and yourselfRated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others

= Visible strength ------------------------->= Unrealized strength ------------------->= Soft Spot ----------------------------------->= Blind Spot ---------------------------------->


TASK CYCLE SKILLS


AVERAGEBLINDV. STRENGTHVISION/IMAGINATIONA. BLIND

HIGH AVERAGEV. STRENGTHV. STRENGTHCLARIFICATION OF GOALSB. BLIND

LOW AVERAGEU. STRENGTHU. STRENGTHRISK-TAKING/VENTURESOMENESSC. U. STRENGTH


HIGH AVERAGEBLINDV. STRENGTHDECISION-MAKING/PROBLEM SOLVINGD. BLIND

HIGH AVERAGEV. STRENGTHV. STRENGTHMANAGING COSTSE. V. STRENGTH

AVERAGEBLINDV. STRENGTHENCOURAGING PARTICIPATIONF. BLIND

AVERAGEV. STRENGTHBLINDCLARITY OF COMMUNICATIONSG. BLIND


HIGHBLINDV. STRENGTHTEAMBUILDINGH. BLIND

HIGH AVERAGEBLINDV. STRENGTHCOACHINGI. V. STRENGTH

LOW AVERAGESOFTSOFTMANAGING CONFLICTJ. SOFT

IV. FEEDBACK

HIGH AVERAGEBLINDV. STRENGTHPROVIDING FEEDBACKK. BLIND

V. DRIVE

HIGH AVERAGEV. STRENGTHV. STRENGTHSTANDARDS OF PERFORMANCEL. BLIND

AVERAGEV. STRENGTHV. STRENGTHPERSONAL DRIVEM. V. STRENGTH

HIGHBLINDV. STRENGTHPERSUASIVENESSN. V. STRENGTH

HIGH AVERAGEBLINDBLINDDELEGATION (PERMISSIVENESS) (***)O. BLIND

AVERAGEV. STRENGTHV. STRENGTHGOAL PRESSURE (***)P. V. STRENGTH

VI. RECOGNITION

HIGHV. STRENGTHV. STRENGTHRECOGNITION FOR GOOD PERFORMANCEQ. BLIND

RESIDUAL IMPACT


HIGH AVERAGEBLINDV. STRENGTHBUILDING TRUSTR. BLIND

HIGH AVERAGEV. STRENGTHV. STRENGTHMANAGING DIVERSITYS. V. STRENGTH

AVERAGEV. STRENGTHV. STRENGTHTENSION LEVEL (***)T. V. STRENGTH

HIGHBLINDBLINDOVERALL EFFECTIVENESSU. BLIND




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TASK CYCLE PHASE I: INITIATING ACTION


Management Skills (Dimensions) for Phase IA. Vision/Imagination

B. Clarification of Goals

C. Risk-taking/Venturesomeness

TASK CYCLE PHASES




IV. FEEDBACK

V. DRIVE

RESIDUAL IMPACT

VI. RECOGNITION

RESIDUAL IMPACT

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Management Skill: Vision/ImaginationA.

If You Score HighIf you scored high on this dimension, people know where you and where the organization are headed. You are

respected for your ability to clearly describe the future direction of the organization, and you easily communicate

a solid understanding of your business and its future direction. People probably feel energized and motivated by

your leadership, visionary expertise, and emphasis on excellence in everything we do.

If You Score Low

If you scored low on this dimension, you may appear to be stuck in the here and now and are not focused on

the issues and ideas that will move the organization into the future. You have a difficult time explaining clearly

and concisely what the organization must do to improve its competitive position in the marketplace. You may

not generate energy, motivation, and the desire to excel because you seem tentative or unfocused about the

future direction of the organization.

Dimension TableThe numbers presented below are assessed by the questions from the following page(s) with a rating of 1 to 7.

RATER(S) NORMRAWAVG CENTILE

PREAVG

PRECEN10 20 30 40 50 60 70 80 90

REPORTS (5) 5.284.70 3.58 932

PEERS (5) 5.305.17 4.92 3645

SUPV (1) 5.435.00 4.88 2933

SELF (1) 5.405.50 6.00 7555

LOW AVERAGE HIGH

Role Model ExamplesThe following are defined behavioral descriptions to help you picture and understand what it looks like to

perform this management skill.

- Actively tracks changes and trends in our marketplace.- Evaluates and aligns the organizations goals with the emerging trends in our marketplace.

- Monitors and shepherds the mission-critical tasks to completion.

- Coaches others to translate their own ideas and visions into practical goal-focused actions.

- Seeks out opportunities to communicate our strategic objectives in ways that are easily understood at all levels of the

organization.

- Accurately assesses marketplace information and plans accordingly; identifies opportunities and consequences quickly

and concisely.

- Studies the competition and uses benchmark data to continuously improve our competitive position in the marketplace.



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Vision/ImaginationManagement Skill:

RATER(S)

REPORTS (5)PEERS (5)

SUPV (1)

SELF (1)

AVG

PREAVG

-always...

-almostalways...

-often...

-average

-sometimes...

-almostnever...

-never...

-notrated,

N/A

i Question # within survey

7654321NRSD

28. Develops innovative ideas toimprove the quality of services

11.. 1 1 15.0 1.6 .REPORTS 3.0

1... . 2 .5.3 1.2 2PEERS 5.7

.... 1 . .5.0 --- .SUPV 5.0

.... 1 . .5.0 --- .SELF 5.0

49. Is a leader in promoting new ideas

and change

.... 3 . 15.5 1.0 1REPORTS 4.3

1... 1 1 .5.0 1.0 2PEERS 5.0

.... 1 . .5.0 --- .SUPV 5.0

.... . 1 .6.0 --- .SELF 6.0

70. Has good ideas to improve ourproducts and services

21.. 1 1 .4.4 1.1 .REPORTS 3.3

1... . 2 .5.3 1.2 2PEERS 4.7

.... 1 . .5.0 --- .SUPV 5.0

.... . 1 .6.0 --- .SELF 6.0

90. Anticipates changes that will beneeded in the future

21.. 2 . .4.2 0.8 .REPORTS 3.7

1... 1 1 .5.0 1.0 2PEERS 4.3

.... 1 . .5.0 --- .SUPV 4.5

.... 1 . .5.0 --- .SELF 7.0

A.



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TABLE OF RESULTS

0.93

4.70

32

9

0.76

4.95

38

21

0.61

5.52

53

18

1.01

4.68

26

8

0.43

5.44

42

10

0.82

4.79

34

19

1.07

4.65

23

11

0.70

4.84

34

16

0.96

4.80

42

17

1.19

4.40

27

15

1.01

4.53

27

15

0.53

5.26

32

7

0.41

5.68

47

19

0.70

4.67

45

25

0.51

5.02

28

11

0.69

3.80

69

63

1.18

4.45

25

14

1.04

5.17

45

36

0.24

5.81

67

37

0.80

5.78

61

51

0.70

5.33

42

37

0.79

5.75

54

39

0.79

5.68

65

33

0.74

5.20

37

41

0.29

5.34

50

49

0.76

4.83

41

44

0.65

4.75

36

33

0.65

5.75

64

58

1.43

5.40

40

46

0.68

5.75

48

38

0.74

4.75

44

46

0.84

5.00

36

23

1.09

4.36

79

74

0.50

5.42

44

37

---

5.00

3329

---

5.75

6132

---

5.60

4742

---

4.75

167

---

5.75

5316

---

4.20

1134

---

5.75

542

---

4.40

1214

---

5.00

3917

---

4.00

1111

---

5.25

385

---

5.80

5010

---

6.00

4915

---

4.00

1218

---

4.00

68

---

4.00

7188

---

5.67

438

---

5.50

55

75

---

6.00

76

44

---

5.40

37

28

---

6.20

73

63

---

6.00

65

34

---

5.80

59

59

---

5.50

46

34

---

6.40

81

73

---

5.75

66

66

---

5.00

33

85

---

6.00

72

61

---

6.00

60

78

---

6.00

57

57

---

5.60

82

92

---

6.25

76

76

---

3.00

43

89

---

7.00

91

68

Rating by REPORTS

# of surveys processed: 5

Average

SD

Centile

PreCentile

Rating by PEERS


Average

SD

Centile

PreCentile

Rating by SUPV


Average

SD

CentilePreCentile

Rating by SELF


Average

SD

Centile

PreCentile

Task Cycle Skills (dimensions)

A.

VISION/IMAGINATION

B.

CLARIFICATION

OFGOALS

C.

RISK-TAKING/VENTURESOMENESS

D.

DECISION-MAKING/PROBLEM

SOLVING

E.

MANAGING

COSTS

F.

ENCOURAGING

PARTICIPATION

G.

CLARITYOFCOMMUNICATIONS

H.

TEAMBUILDING

I.

COACHING

J.

MANAGING

CONFLICT

K.

PROVIDING

FEEDBACK

L.

STANDARDSOFPERFORMANCE

M.

PERSONALDRIVE

N.

PERSUASIVENESS

O.

DELEGATION

(PERMISSIVENESS)(***)

P.

GOALPRESSURE(***)

Q.

RECOGNITION

FOR

GOOD

PERFORM

ANCE

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OPEN-ENDED COMMENTS

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What does this person do that should be continued?

Reports

u Survey received; no comment provided.





Peers






Supv


Self




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ACTION PLAN

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Summarize your feedback from each rater below (Include question #'s for further investigation.)

PEERS (If combined to Associates then utilize this space)

SUPERVISOR

How does your Supervisor feedback differ from your Direct Reports and Peers feedback (Associates if combined)?What does the difference mean to you?

Given the perceptions of your raters, where should you focus your development efforts to achieve your professional goals?

List Key Strengths

List Key Challenges

List Key Strengths

List Key Challenges

REPORTS (If combined to Associates then utilize this space)

List Key Strengths

List Key Challenges



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ADDITIONAL RESOURCES

Many resources that can aid in developing your Action Plan are readily

available to you. Become aware of the people in your immediate

environment who can help you. Look around your local community for

training centers with programs and material for adult and continuing

education. Here are a few suggestions:

u Consider your colleagues and peers as mentors. Who do you know is that

accomplished in the areas you want to develop? Watch those people and talk

with them about how they have developed their skills.

u What is your preferred learning style? Certain personality and preference

assessments can be illuminating about your personal style of learning.

Knowing your style can help you shape your development plan.

u Explore the course offerings and materials in your organization's Human

Resource/Training Department.

Online Action Planning ResourcesIf you were a participant utilizing the Assessment Portal(tm), refer to the"Postwork"section of the portal site for action planning resources.

Online Resources

name product

The Booth Company Books

American Management Association Seminars

ASTD InfoLine Books/Booklets

http://www.astd.com

http://www.amanet.org

http://www.boothco.com/resources/books.html

The Booth Company Articles

http://www.boothco.com/resources/articles.html

Interested in other survey products from The Booth Company? Click on the URL Below

http://www.boothco.com/surveyseries/

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WHERE YOU ARE

About this Report

Change Analysis

Centile Plot

Raw Score Plot

Centile Highlights


Using Your Feedback

Table of Results

Open-Ended Comments

Action Plan

Additional Resourcesu
http://www.boothco.com/surveyseries/http://www.boothco.com/resources/articles.htmlhttp://www.boothco.com/resources/books.htmlhttp://www.amanet.org/http://www.astd.com/

Documents

Feedback Sample