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F R A N K L I N C O V E Y ’ S 3 6 0 ˚ P R O F I L E S ™
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“ The 7 Habits Profile is the
tool t hat brings the greatest
paradigm shift for part icipants.
It serves as a short and long-
term career development
plan for both i ndividuals and
organizations. I would not
agree to facilitate 7 Habits
without the Profile or the
time it takes to discuss the
Profile during the presenta-
tion of 7 Habits. The Profile
identifies where work is
needed and encourages the
participants t o view 7 Habits
as an on-going process and
not just an event.”
Thomas Dowling, Training and
Development Superintendent,
Wellman Inc., Palmett o Plant
Training your organization is a great start to cultural change
and improved effectiveness. But ensuring that training has a
deep, measurable effect on each person is another story. It isn’t
one-size-fits-all.That’s why Franklin Covey developed a series
of 360˚Profiles to accompany our core workshops.
Profiles are an essential component to maximizing your trainingdollar—customized reports and individual action plans help
every person move from merely understanding the training to
changing their behavior. Additionally, Profiles can be rolled into
a group or company aggregate Profile, giving your team the
information you need to be successful for the long term.
Traininggetspersonal with360̊ Profiles,thetool that translatestraining intoaction for maximum
returnonyour investment.
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Franklin Covey 360̊ Prof iles
an essential companion to
successful training initiativ
Profiles make training pers
relevant, and help impleme
learning better t han any ot
product. You can’t maximiz
your training investment w
out 360˚Profiles.
Learn how 360˚Profiles fromFranklin Coveycan help you torealize your trainiinvestment fasteand more fully.Call your Franklin Coveyclient part ner today or cal
1-800-655-2804
The Features You Want
Franklin Covey’s Profiles deliver relevant,
timely, and easy-to-interpret data just for you.
Each Profile includes:
•Survey information collected from boss, self, and
peer/direct reports. Feedback from others is compared
with self-evaluati on, which quickly reveals gaps between self-perception and others’ perspectives
•Easy-to- read reports containing comprehensive
category revi ews, chart s, and graphs
•Data ranked from highest to lowest scores to pro-
vide a scannable overview of strengths and areas
needing improvement
•Strong connection to workshop content , so you’ll
understand terminology and pri nciples and how to
put the findings to work immediately
•A verbatim comments section which delivers candid
insight on perceived strengths and weaknesses and recommendat ions for improvement
How Our Prof il esMeasure Up:
There are a lot of assess-
ment instruments out
there. But over half a
million people choose
Franklin Covey Profiles.
Why? An independent study of thi rty 360˚
assessments conducted by Return on Investment,Inc. ranked Franklin Covey’s Profiles as follows:
•Fi rst in data presentati on and easi ly under-
standable results
•In top five for value for the pri ce
•1 of only 3 products with verbatim comments,
cited as a pivotal feature by respondents
The Futureof Profiles
In addition to a stellar
track record of perform-ance, Franklin Covey
Profiles are evolving to
better suit your organi-
zation’s needs. Assessment users report that
ease of administration is the No.1 criterion in
selecting a product. To better meet that need,
we now offer an Internet Survey Ent ry System,
allowing you to receive and submit surveys
online, and also unparalleled customer support.
T ime and convenience are also factors in
selecting your assessment product. That’s why
Franklin Covey Profiles are now more concise
and focused than ever. For example, our new
7 Habits Profile contains 40% fewer words than
the previous version and can be completed in
less than 10 minutes.
Making It Real:Benefits for YourOrganization
When you include
Franklin Covey’s
Profiles with your
training, you wil l:
•Maximize your training dollar by li nking work-
shop content to individual action planning
•Tie to your business objectives—you can leverage training wi th standard or customized Profiles
•Help individuals embrace principles and change
accordi ngly, leading to measurable team and
organizational improvements
Profile Options
Profiles are available for our core
workshops. All include action
planning guides, and many are
offered in several languages.
•Managerial 7H abits 360 P̊rofi le ™
•Employee 7H abit s 360 P̊rofi le ™
•7 Habi ts Sales M anager Profi le ™
•7 Habit s Salesperson Profi le ™
•7 Habi ts 360 F̊ollow- up Profi le ™
•The 4 Roles of Leadership 360 P̊rofi le ™
•What M atters Most 360 P̊rofi le ™
•Aggregate Profi les ™ (speciali zed reports that
combine results from multiple individual Profi les.
Avail able for T he 7 H abits and The 4 Roles of
Leadership Profi les)
Don’t Waste Your Training Dollar
Ensure that your training has life after the
workshop ends. Include 360̊ Profiles with your
training. I t ’s the only way to make training real
and actionable to every workshop participant
and guarantee bottom-line results for your
organization.
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“7 H abits development is a li felong journey that requires practi cing the habits every day. We feel t he 7 Habits
Profile puts all that i n proper perspective so participants can assess what t hey want to change.”
Barbara Nelle, Manager, Human Resources, Texas Depart ment of Human Servi ces
“People are very receptive to the feedback because it i s for their own personal developmental use and not captured by the company for performance appraisal purposes. Another benefit of Profiles is that t he feedback i s organ-
ized and structured in the format of the 7 Habits. Participants receive very specifi c feedback about the 7 Habits,
making i t much easier for them to manage that informati on and do somethi ng meaningful with i t.”
Laura Harvell, Human Resources and Services, OXY USA, Inc.
“The Profile has strong impact all the way across the spectrum of leadership. I have watched people use the
Profi le for ongoing improvement. Long after completi ng their ini ti al personal development acti on plans,
people wi ll repeatedly refer back to their Profile for addit ional insights.”
Buzz Buzbee, Business and Management Education, AT&T
“The Profile provi des a perspective normally not avail able. I t reveals the whole spectrum of interpersonal
behavi or and leadership dynamics. Leadership styles are evaluated and feedback i s directl y related to the
development material being used. I t ’s easy to see the connections.”
Malcolm Cooper, Director, Operations Leadership, Conoco, Inc.
“The Profile makes the difference between ni ght and day about how people buy into the program. In fact, I
wi ll not teach an executi ve group wi thout using the Profi le. Otherwise, there’s too much denial. The Profile
works magic; i t makes the whole program come alive for people.”
Bruce Jeffr ey, 7 Habits Course Facilit ator
“Individuals and organi zat ions change for two reasons: one is pain, the other i s because of the compell ing
vi sion they have of where they want to go and what they want to become. The Profil e does a phenomenal
job of creating some pain in people- the pain compels them to recognize that change is necessary if they are to
achieve the vision that they created for themselves.”
Rick Meinzer, 7 Habits Course Facilitat or
“The Profil e is an incredible tool. I t i s one of the most cri ti cal elements in all of the effort s or i ni ti ati ves in
which I have been i nvolv ed. I t has the abi li ty to create humil it y in part icipants; i t makes people more recep-
ti ve to learning.”
John Paskett, 7 Habit s Course Facilit ator
What 360̊ Profiles
clientsare saying:
PROFILE CENT ER1958 South 950 EastProvo, Utah 84601Telephone 1-800-655-2804www.franklincovey.com
©1999 Franklin Covey Co.
What 360̊ Profilesfacilitatorsaresaying:
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For more information about pricing and implementation of Franklin Covey 360° Profiles and other workshops contact Franklin Covey
at 1-800-331-7716 between 8 AM and 5 PM (MST) Monday through Friday.
REV 9/21/00 KT
Franklin Covey 360° Profiles are for Individuals
Each year Franklin Covey processes more than 50,000 360°
Profiles for individuals in small and large organizations
worldwide. Our 360° Profiles are insightful, effective tools for
comparing feedback from supervisors, peers, and direct reports.
Each is accompanied by an Action Planning Guide which
assists in interpreting and implementing the feedback. By
taking advantage of this unique process for personal
development, participants unlock the power within to form
dynamic new skills and habits. Individuals can then become
powerful catalysts for transformation within the organization.
How the 360° Profiles Work
Step 1: The assessment is divided into two segments*. The
first asks several evaluators, including the person being
profiled, to anonymously rate his or her performance on a
number of set criteria using a six-point scale. The second*
allows evaluators to clarify their responses in writing,
evaluating the person's effectiveness and development. This
written section, allowing for additional honest, thoughtful
feedback, distinguishes the Franklin Covey 360° Profile from
other products currently available in its price range.
Step 2: To ensure confidentiality, responses are sent directly
to Franklin Covey in a postage-paid envelope provided.
Franklin Covey Profile Center processes the evaluations thenprepares, seals, and ships a personal report to the individual,
usually within ten to fifteen working days.
Step 3: Facilitated by the Action Planning Guide that
accompanies each 360° Profile, participants use the feedback to
form an action plan for improvement. The Action Planning
Guide includes sections on creating an action plan, choosing
and working with a coach, and building a support system to
help implement the action plan.
*The written comments section does not appear in the
What Matters Most 360° Profile.
*Quantity discounts are given based on volume purchased. Please contactyour Franklin Covey representative for pricing information.
360° Profile Options and PricingFranklin Covey 360° Profiles are available singly to
individuals. When the Profile is not associated with a Franklin
Covey course, we recommend a structured debriefing. The
Profile Center offers training on how to debrief 360° Profiles
for facilitators and/or offers sessions to debrief profiles.Franklin Covey's Personal Coaching Division offers a
program for individual profilees.
The What Matters Most 360° Profile* is designed for
use in conjunction with the What Matters Most™ workshop. Self
and others assess the individual on 30 items. $ 50.00*
The 7 Habits Managerial 360° Profile is designed for
individuals in managerial or supervisory positions. Self,
supervisor, peers, and direct reports assess the individual on 92
items and through written comments. $ 175.00*
The 7 Habits Associate 360° Profile is intended for
individuals in non-managerial positions. Self, supervisor, and
peers evaluate the individual on 60 items and through written
comments. $ 135.00*
The 7 Habits Sales Manager and Sales Person360° Profiles are based on the 7 Habits™ 360° Profile. They
cover issues unique to marketing professions. Self, supervisor,
peers, and either customers or direct reports assessments. $ 175.00
The 7 Habits Follow-Up 360° Profile measures
improvement in 27 work habits. It is designed to evaluate
progress approximately six months after an initial 360° Profile.$ 100.00
The 4 Roles of Leadership 360° Profile is designed fo
use in conjunction with the 4 Roles of Leadership workshop toassist executives and managers in assessing their level of
leadership effectiveness within their team, department and/or
organization. $ 175.00*
The 4 Roles Follow-Up 360° Profile measures
improvement in 16 leadership competencies. It is designed to
evaluate progress approximately six months after an initial 360°
Profile. $ 100.00
The Helping Clients Succeed 360° Profile measures11 competencies of good consultants as presented in the Helping
Clients Succeed program. Self, supervisor, peers, and customers
surveys are included. $ 175.00*
Complimentary Aggregate Report: The facilitator mayuse a compilation report showing the group’s effectiveness
ratings when debriefing the profiles. This report can be provided
free of charge.
Custom Aggregate Report: The numerical profile scores
from various courses are averaged into one report. $ 200.00*
™
360° PROFILES The Profile is clearly superior to any other management and leadership evaluation
process I've ever seen or heard about. It useslanguage closely aligned to the Seven
Habits™ and Principle-Centered Leadership® – Tillie O'Neal, Senior TrainingConsultant, Corporation Training and
Development, AT&T.
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Knowledge
Skill Desire
HABIT
Training
Planner Profile
Knowledge gained through trainingcombined with a method for tracking andfollowing through on change is a great wayto waste training budgets. Without desiretraining efforts can become a great waste ofmoney.
Training thareas utilizneeds. Yenot only is become dis
planned or cycle of faicontinue toorganizatio
Change efforts that use measurementare far ahead of other change efforts becausethey focus on actual areas that need improvement.Follow-up efforts are much easier to implement becausethe environment will force change that is necessary.Yet with a training that does not tie into these measurementsefforts will also be off the mark.
Frto enta
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The Profile is the key to an Empowered Learning Process. It allows the course
participant to experience the training as a process.
Before the training the Profile Surveys are distributed to each course participant. The
participant assesses their own behaviors in a self survey. All items in the survey are
straight forward and easy to understand. They list behaviors that are key to to course
content that will be presented in the training the participant will be attending.
This gives the participant a greater knowledge of the training from a behavioral point of
view. Assessing oneself is often an eye opening experience and this activity alone will
help the course participant personally relate to the course before attending.
The participant distributes surveys to a circle of trusted associates. This circle usually
includes a boss, some peers, and direct reports. Self interest dictates that a person will
seek feedback from those who are closest. This a good thing for the purpose of personal
development, because these are the raters who will be able to provide the most accurate
information. They are also the people who will have the least fear about giving honestresponses as well.
During the training the participant receives the Profile and is facilitated through the data
and an action planning session.
The Profile is often the most powerful part of the course to participants.
Why?
Anticipation–for weeks now the participants have been wondering how others rated
them on the behaviors that they just introspectively rated themselves by.
Leveler–Within minutes of opening the Profiles they receive in the course a distincthush fills the room. As people read the 20+ page report they are presented with
comparative scores showing how they view themselves and how others see them. The
rubber meets the road for even the highest scored participants and all are quickly made
aware of areas they could improve. Everyone is in a position to learn. Experienced
facilitators often start with the Profile to prepare the audience with the emotional hunger
the Profile delivers.
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Buy-in–Through the course there is little need to over validate the powerful principles
our courses teach because the participants have already validated their own personal need
to change.
Deeper Learning–Participants focus on learning how to make the change. Participants
have a knowledge of their scores and will make sure that the facilitator addresses
anything that will help them improve.
Application– The Profile will quickly focus the participant on specific behaviors to
target in making their personal action plan for change.
After the training the participant takes the report with them as a baseline for
performance change. They also take the action plan and if they are really diligent they
will follow it and improve their performance.
What often happens, however, is that people put these materials, course manual and
planner on the shelf and get back to the way they have always done things. It’s to easy to
ignore what we should do with the distractions of our current, fast paced society.
So how is it that we see a change in the knowledge and performance growth after
the course?
The Profile is a reality check.
Because the Profile is a 360° Instrument it has created the needed environment for change
amongst the participants circle of trusted associates.
While rating the course participant, often someone they care for, they provided theinformation that they felt would most help them improve.
They now expect to see something done with that gift. They expect change and they are
just the people who can get the participant to stick with it.
The real reward happens as a person is held responsible for applying what they learn.
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The Profile will remind you through directly and indirectly that you have set new
expectations with those around you. Peer pressure is very powerful and this
measurement tool uses it to help course participants learn the material well and then do
something about it.
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© 2000 Franklin Covey Co.
“I wanted my children and my wife to say
respected me because I gave them time an
I wanted them to think of me as the best
husband and to say that I was always therneeded me. But then I got my 360° Profil
gave feedback from my peers and those w
me, and it clearly told me that I was not
talk, and that it showed in my relationship
family and my employees. I decided that
lot of time, but I still had the opportunity
and to restore the balance in my life.”John Noel CEO, Noel Group as quoted in Living the Seven Habits , page 2
“I wanted my children and my wife to say
respected me because I gave them time an
I wanted them to think of me as the best
husband and to say that I was always therneeded me. But then I got my 360° Profile
gave feedback from my peers and those w
me, and it clearly told me that I was not w
talk, and that it showed in my relationship
family and my employees. I decided that
lot of time, but I still had the opportunity
and to restore the balance in my life.”John Noel CEO, Noel Group as quoted in Living the Seven Habits , page 2
Participant’s Paradigm SParticipant’s Paradigm S
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258 7 Habits Surveys Received Average reported cost savings from actions taken on 7 Habits Profile feedback. 113,503.57$
36 4 Roles Surveys Received Average reported cost savings from actions taken on 4 Roles Prof ile feedback. 14,442.20$
294 Total Surveys Received Total repor ted cost sav ings from proposed act ion taken on prof ile feedback: 3,250,311.00$
Personally Professionally Personally Professionally
72.6 69.8 7 Emotional Bank Account 65.8 70.9 7 Pathfinding
66.7 71.0 8 P/PC 65.3 71.5 8 Aligning73.1 74.8 9 Habit 1 60.7 73.5 9 Empowering
74.6 76.0 1 0 Habit 2 64.1 65.9 1 0 Modeling
76.4 77.0 1 1 Habit 3 1 1
73.6 73.7 1 2 Habit 4 1 2
78.9 77.8 1 3 Habit 5 1 3
72.2 73.9 1 4 Habit 6 1 4. . i
l l i ll l l i ll l l i i ll l l i i ll l l i i ll l l i i ll l l i i ll l l i i ll l l i i ll
Profile Value Feedback
I would recommend the 7 Habits Profile for: I would recommend the 4 Roles of Leadership Profile for:
How Helpful Was Your 7 Habits Profile Feedback
7 2 .6
6 6 .7
7 3 .1 7 4 .6 7 6 .47 3 .6
7 8 .9
7 2 .2
7 7 .9
6 9 .8 7 1 .07 4 .8 7 6 .0 7 7 .0
7 3 .77 7 .8
7 3 .9 7 5 .0
0. 0
20.0
40.0
60.0
80.0
100.0
Emotional
Bank Account
P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
Personally
Professionally
life changing help
great help
strong help
moderate help
little help
no help
How Helpful Was Your 4 Roles of Leadership Profile Feedback
6 5 . 8 6 5 . 36 0 . 7
6 4 . 1
7 0 . 9 7 1 . 5 7 3 . 5
6 5 . 9
0. 0
20.0
40.0
60.0
80.0
100.0
Pathfinding Aligning Empowering Modeling
Personally
Professionally
life changing help
great help
strong help
moderate help
little help
no help
7 Habits vs. 4 Roles Feedback
8 4 . 1 8 1 . 5 8 1 . 8 8 5 . 48 3 . 4 8 0 . 6 8 4 . 0
8 9 . 1
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
The 360°Profile helped me
better understand my
strengths and my
weaknesses.
The 360°Profile helped me
discover new areas to
improve.
The feedback in the Profile
from my peers and boss will
help me improve my job
performance.
I felt the 360°Profile was a
valuable part of the training.
Strongly
Agree
Strongly
Disagree
Manager Only
1 6%
Both
8 2 %
Neither
1 %
Non Manager
1 %
Manager Only
3 4 %
Non Manager
0 %
Neither
0 %
Both
6 6 %
Overall Profile Feedback
8 4 . 0 8 1 . 4 8 2 . 1 8 5 . 8
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
The 360°Profile helped me
better understand my
strengths and my
weaknesses.
The 360°Profile helped me
discover new areas to
improve.
The feedback in the Profile
from my peers and boss will
help me improve my job
performance.
I felt the 360°Profile was a
valuable part of the training.
Strongly
Agree
Strongly
Disagree
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When asked “What specifically do you plan to do differently as a
result of your Profile experience?” participants who received a
personal 360° Profile said:
Work closer with direct reports, use their input to restructure organization, set priorities,and develop clear direction and expectations to create further efficiencies and reduce
overhead, while still having fun.
Seek to involve others in decisions.
Take time to address people. Develop relationships.
Focus on planning and communicating the plan.
Use my strengths. Don’t put the bar for myself quite so high.
Pay more attention to the employees' needs. Give positive feedback to them.
Eliminate procrastination.
Really look at all the areas where I scored myself higher than peers, and action plan toimprove.
Be more aware of impact of my words, actions, and moods on people I'm not
intentionally addressing.
I plan to review and analyze the results, take the three top areas of concern, and develop astrategic plan of improvement.
Listen more effectively.
Spend more time on planning.
Try to be open minded for critical feedback.
Spend more time on relationships, peers in other organizations.
Having read four of his books, I am spending more time with my son. I noticed my son
says "I love you Dad" more often. What price can you put on that?
Many things, mainly work closer and communicate better during all phases of projectstatus.
Take a step back before reacting in tense situations.
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When asked “What specifically do you plan to do differently as a
result of your Profile experience?” participants who received a
personal 360° Profile said:
I would put more effort in understanding the needs of my department, which I have adirect influence on.
Delegate decision making closer to where it should be.
Change from an abandoner to a supervisor and releaser.
Lead by example.
Spend more time with workflow.
Give employees more regular feedback.
Be more caring and thoughtful with delivery of message. Mindful of others.
Empower staff.
Eliminate unnecessary management tasks.
Work on mission, better communicate intent.
I plan to change my work attitude to be respected and once again be that valued asset
within my department.
Follow the profile to become a more complete person.
Communicate more with people outside of my work group, influence others to be productive, be more proactive and positive, keep commitments to myself, and take care
of myself physically and mentally.
I plan to meet and discuss feedback from my boss for clarification and agree onopportunities for development.
Set specific goals and act with clear direction.
Listen more, talk less. Lead--not dictate.
Solicit 360° feedback more frequently as a work plan addendum and implement steps to
develop "need" areas.
Rewrite my script. Be a better person since I've discovered new areas and know myweaknesses.
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When asked to “Explain the benefits you believe the 360° Profile
experience are to you, or your organization.” participants who
received a personal 360° Profile said:
Before I knew the areas, but did not have vehicle for improving.
Confirmed a lot of issues brought up in the past, both positive and negative. Real benefitin separation of perceptions at different levels. In my case, perceptions of self, boss, and
peers much more in agreement than those of direct reports. Shows I have work to dowith my staff on communication, getting the message down, spend more time listening,
and solicit their views. This profile identified specific areas to improve with specificaudiences.
The Profile takes the issues discussed in the 7 Habits from hypothetical to real, based on
feedback.
I'll be able to better prioritize, manage time, communicate, relieve stress, and rest better.
Increased job satisfaction.
Increased productivity.
The Synergy will create a better team--starting with my Circle of Influence.
I will be more organized. Working on the important things most of the time. I will become more balanced at work and home.
This has helped me to see what areas that I need to focus on. Putting the little things
aside and concentrate on what matters.
It will raise my productivity by getting my back in balance. I have been able to identifykey areas of improvement, which will change my professional and personal life. I
identified that I need to triple my time in Quad II and reduce time in other areas. I need to be better organized and work on my priorities.
As an organization, it gives us common ground to help each other improve (five from our
company attended). It will open a new avenue for communication.
Better organizational skill development and time management.
Has helped me focus and realize certain behaviors (like remaining too long in QuadrantIII) that are slowing down work and aggravating my life. Given me tools and access to
tools to plan where I want to go in my private life and how to get there, this has helped me immensely.
Allowed me to see my strengths from other people's eyes and know how they think I am.
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When asked to “Explain the benefits you believe the 360° Profile
experience are to you, or your organization.” participants who
received a personal 360° Profile said:
Will help us have a more well-coordinated, proactive approach to management and leadership.
Showed me several areas where I felt strong but peers were not as strong. I need to work
on better communicating and showing my intent. To my organization, this will help me be a better coach and leader by working on increasing my strengths and weaknesses.
To be able to receive constructive feedback from your boss, peers, etc., without the
respondent feeling intimidated or self-conscious is of enormous value. You can't get thistype of feedback in the normal, routine course of work or in your personal life.
7 Habits Profile will help me focus on areas I need to improve. Will specifically help me
on time management (putting first things first) and also the importance of focusing on
planning activities (Quadrant II). It also has helped to reinforce the things I am doingwell.
Much of what I have learned is as I suspected, but did not want to take the time toaddress. I lost track of how much it is impacting my relationship with employees and my
spouse. I must take time to address these issues not or they will become increasinglymajor hurdles to overcome.
This will make me more effective. I was really demotivated about my work and this has
inspired me. If I am more effective my team will be more effective.
It was one of the most positive, energizing experiences of my life. Really gave me wholenew way to look/act on life and with people.
Super to find out where to put your focus for necessary improvements.
Under no circumstances violate your integrity or character.
Helps me to be a better family member and manager and subordinate, which helps meand the organization.
Concrete objectives.
I'll be a better person, spouse, mother, coach/leader, and friend.
I'll be more effective at work and at home.
Life changing in every way. Combined with the 7 Habits workshop, it was profound.
The provided materials will be helpful in setting up my paradigm mission statement. I
think they're a big positive advantage to the program.
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When asked to “Explain the benefits you believe the 360° Profile
experience are to you, or your organization.” participants who
received a personal 360° Profile said:
I feel more equipped to take on projects effectively with more direction and organization
than before. I will use my mission statement and planner to guide my daily activities.
Ensures that I utilize full resources, personnel, and otherwise, that will specifically and fully assist in meeting my personal and organizational goals. Before the training, never
considered win-win, only win! Helped me appreciate the inter-related areas of development and nurturing social, physical, emotional, as well as professional
development.
I believe the concepts/principles cannot only make great changes in personal areas of each life but can make a dramatic impact on an organization as these principles are put
into decision maker's hands.
Tangible measurements engage the analytical process.
Gives opportunity to see yourself as others see you.
The 360° feedback makes me aware of blind spots, gaps between my intent and myimpact on others.
I believe it will help me concentrate on areas that I need to improve rather than wasting
time on areas I'm doing okay in.
For me it is another piece in a long journey for self-discovery and joy. This coursespeaks to me spiritually, emotionally, in a deep way, and affirms many lessons I continue
to learn while walking the journey.
Provides a simple, rational, and objective evaluation of my effectiveness.
In allowing the feelings and responses of others to be explained and understood in a wayto really help and hit target areas without generalization. The help in all areas of life,
personal and professional, can be of great consequence to how to continue to live life tothe fullest and be all you can be as well to yourself and others.
Hopefully for the first time, I will be concerned that employees have a life.
Proactive planning and direction should allow me to be more valuable to the company
and thus enhance my promotability and effectiveness.
I have benefited from this experience in the following ways--learn how to listen better,learn to be proactive, help me see how others see me, pointed out my areas for
improvement (which were far different than what I thought), I hope to be a better
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When asked to “Explain the benefits you believe the 360° Profile
experience are to you, or your organization.” participants who
received a personal 360° Profile said:
manager. This class has helped me to really look at who I want to be in the end and follow the dreams to get there. I realize more that it isn't up to other people how I feel
about myself. It is up to me!
Helped me get feedback from my staff, peers, and boss that I never would have received otherwise.
Gave me inspiration. Gave me ideas. Helped me to look outside of the box.
Rejuvenated my spirit.
The Profile is exceptionally helpful. I think it's easier for people to evaluate their peersthis way, and easier to receive feedback this way.
I have been reviewed at work, but never this thoroughly, therefore I've never beeninspired to improve on so many levels.
Clear picture of my strengths and weaknesses and habits in need of attention. I have aclear action plan now and know where to focus my attention. I also found a couple of
blind spots that would hurt me if I'm not careful or had this information to point it out.Black and white printout, especially the written comments are hard to deny! A great tool!
Thanks!
The 7 Habits Profile is truly helpful. It helps you to truly look at yourself as others seeyou, look for patterns, and then make changes.
From the organizational perspective, employees and management will practice the tools
for changing paradigms therefore creating a more cohesive work group and accomplishment of organizational goals and objectives.
Refocus. Gave plan of action. Motivated me!
It provided a very great tool (life-changing tool) for personal and professional life.
It gives structure to ways of thinking, handling difficult situations, and communicating
with others. Implementing the tools is the true test, but at least we have access to them to
make our lives easier, if we choose.
Showed what was really important to me right now.
It helped me realize and confirmed to me that I have many strengths. It also gave me
some great feedback on areas that I need to improve. The benefits I see are improved efficiency in my work, and a stronger relationship with my wife.
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When asked to “Explain adverse affects (if any) that you
experienced as a result of the Profile experience.” participants
who received a personal 360° Profile said:
No adverse effects, just surprised at how much harder I was on myself than other peoplewere. I guess that's a pleasant surprise.
There are always opportunities to improve, I just never knew I had so many. Good
feedback but I discovered I had much to work on.
Experienced high apprehension before opening packet for reviewing. Can be difficultopening yourself up to scrutiny or criticism, even for the proactive result of self-
improvement.
Some of the comments were strong but I needed to hear them.
Moved me away from comfort zone.
None. This Profile and seminar has helped me more on a personal level than professionally.
The only thing hurt actually right now is my pride. I'm not perfect.
I was hurt by a few comments because I took it as an attack. As I sat back and looked
objectively at the results, I saw they were true, I was hurting people and need to change.
A few questions were answered in a way that surprised me. I was, at first, a littledefensive, but I thought deeply about the comments and realized there are some definite
areas I need to improve.
I did not receive a Profile during class because my peers and/or boss did not respond timely. I realize this is not Franklin Covey's fault, but I was disappointed.
Initially became very defensive and questioning of my effectiveness. Left me feeling
deflated until I focused on the positive areas and made a choice how to receive thefeedback.
With the exception of a little difficulty accepting criticism from the Profile, none.
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Jack Phillips ROI Studies
The Jack Phillips Center for Research has been conducting ROI studies on
Franklin Covey courses for nearly three years. These studies show that Franklin Coveycourses impact the organizations bottom-line and key business results and produce a
significantly positive ROI. The results of the research show that one key factor in
producing a higher ROI for 7 Habits training is including the 360° Profile with the
learning intervention.
The study involved 21 companies from the following industries.
• Financial/Banking • Social Services
• Government • Technology
• Healthcare • Transportation
• Manufacturing • Retail
• Non-Profit
Return on investment is high for Franklin Covey 7 Habits of Highly Effective People
training.
For every dollar spent our clients receive their money back and an additional 89¢.
ROI: Training with 360° Profiles
For every dollar spent our clients receive their money back and an additional $1.73
That’s 84¢ on every dollar more than Training without the Profile.ROI is increased more than 94%
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Why Profiles Produce Higher ROI
1. FOCUS: People learn better when they are involved in “pre-work” before
training. Pre-work increases understanding and excitement for the course
they attend. The 360 Profiles bring focus to the training before the
engagement begins.
2. NEED: When the 360° Profile is introduced early in the training process,
a personal reality is brought to each key concept taught in the course as
expectations are aligned with tools for improvement.
3. AWARENESS: Perhaps the most powerful aspect of the Profile is that
most participants come to training with “blind spots” in their behavior. Often
they think they have good relationship skills but are unaware of weaknesses
that impede high performance.
4. PERCEPTION GAP: The 360° Profile helps participants assess total
effectiveness and gain a better picture of where they are as opposed to where
they want to be.
5. DESIRE: The three main components in developing a habit are
knowledge, skills, and desire. Desire is the central catalyst of learning and
growth. If people don’t want to learn, they won’t. Leaders often face the
challenge of creating desire in people to move forward and to accomplish
new goals, yet the desire to learn must come from within. The key to
creating desire in others and ourselves is to recognize unmet needs and take
ownership for personal improvement.
6. ACCOUNTABILITY: The follow-up 360 is a key element of the post
training experience. It tracks progress based on pre-determined expectations
and reveals improvements made after participants have applied what they
learned.
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7 Habits 360° Profile™
Managerial Sample ProfileFranklin Covey
Managerial Report
Franklin Covey Profile Center
©1999 Franklin Covey Co. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 15-20
WRITTEN COMMENTS 21
CATEGORY REVIEWS
Emotional Bank Account 5P/PC Balance 6
Be Proactive 7
Begin with the End in Mind 8
Put First Things First 9
Think Win-Win 10
Seek First to Understand 11
... Then to Be Understood 12
Synergize 13
Sharpen the Saw 14
©1999 Franklin Covey Co. Managerial Sample Profile – Page 2
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INTRODUCTION
Welcome to The 7 Habits 360° Profile™. This tool provides you with valuable feedbackregarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1
Boss 1
Peers 4
Direct Reports 3
Total 9
Detailed instructions for understanding and using The 7 Habits 360° Profile™ arecontained in the "Profile" section of your training manual. Please note that all responsesreceived in your behalf (from Strongly Disagree to Strongly Agree) were converted to asix-point scale. The numeric scale of 1 to 6 was then translated into a percentage in thefollowing manner:
6 Strongly Agree 100%
5 Agree 80%
4 Slightly Agree 60%3 Slightly Disagree 40%
2 Disagree 20%
1 Strongly Disagree 0%
? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.
If you have questions or would like to make comments regarding the profile process,please contact The Profile Center at: 1-800-332-6839.
© 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronicor mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. FranklinCovey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of theindividual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.
©1999 Franklin Covey Co. Managerial Sample Profile – Page 3
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TOT
ALS
7 Habits
Overview
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Categories EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
Self
Boss
PeerDirect Report
StronglyAgree
Agree
SlightlyAgree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
57 70 7460
65
60
63
78
56
70
73
71
54
65
63
68
60
63
63
61
58
47
78
74
64
66
80
69
50
53
84
73
56
53
73
71
53
63
88
66
58
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TOT
ALS
Emotional
BankAccount
ITEMS
1 Willingly helps people. (EBA)
2 Follows through on commitments.(EBA)
3 Shows courtesy toward people. (EBA)
4 Is loyal to those who are absent (i.e.,does not criticize people behind theirbacks).(EBA)
5 Is honest with people. (EBA)
6 Keeps confidences. (EBA)
7 Acknowledges and apologizes formistakes. (EBA)
8 Leads by example. (EBA)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
60 85 60
80
72
53 85 60
60
70
60 65 60
80
62
67 65 60
40
65
60 85 80
80
75
47 75 60
60
62
53 75 60
40
65
47 85 60
40
68
56 78 6360
68
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TOT
ALS
P/PC
Balance
ITEMS
9 Produces high-quality work. (P/PC)
10 Makes cost-effective use of resources.(P/PC)
11 Is a hard worker. (P/PC)
12 Balances all aspects of life (e.g., work,leisure, family) to maintain overalleffectiveness. (P/PC)
13 Influences others to be productive.(P/PC)
14 Does not push people to work beyonda reasonable limit. (P/PC)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
67 75 80
80
72
47 65 80
80
60
73 70 80
60
72
47 87 40
60
63
40 70 60
80
58
53 65 100
60
65
54 71 7370
65
©1999 Franklin Covey Co. Managerial Sample Profile – Page 6
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TOT
ALS
Be
Proactive
ITEMS
15 Takes initiative to get things done.(Habit 1)
16 Works to solve problems rather thanavoiding them. (Habit 1)
17 Focuses on things he/she can dosomething about rather than on thingsbeyond his/her control. (Habit 1)
18 Maintains self-control, even in difficultor emotional circumstances. (Habit 1)
19 Accepts responsibility for his/heractions rather than making excuses.(Habit 1)
20 Receives negative feedback withoutbecoming defensive. (Habit 1)
21 Does the “right” thing, even if it isunpopular. (Habit 1)
22 Is decisive when a decision is needed.(Habit 1)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
73 65 80
40
70
67 70 60
60
68
60 75 80
80
70
80 80 60
80
78
47 65 40
80
55
60 45 60
40
52
40 75 60
60
60
53 70 60
80
62
60 68 6365
64
©1999 Franklin Covey Co. Managerial Sample Profile – Page 7
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TOT
ALS
Begin
with theEndin Mind
ITEMS
23 Begins projects with a clearunderstanding of desired outcomes.(Habit 2)
24 Displays a sense of direction in life.(Habit 2)
25 Works toward long-term solutions, not just “quick fixes.” (Habit 2)
26 Plans ahead to reduce having to workin a crisis mode. (Habit 2)
27 Anticipates how his/her decisionsimpact others. (Habit 2)
28 Is organized when conductingmeetings. (Habit 2)
29 Ensures that his/her work group has aclear sense of direction. (Habit 2)
30 Sets clear expectations withindividuals when assigning tasks.(Habit 2)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
67 75 60
100
70
67 75 60
60
70
40 40 40
40
40
67 35 40
60
48
47 50 60
0
50
53 75 80
60
68
53 75 80
80
68
80 65 80
100
71
58 61 6363
60
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TOT
ALS
Put First
Things First
ITEMS
31 Prioritizes work so time is spent onthe most important issues. (Habit 3)
32 Is punctual (i.e., on time forappointments, meetings, etc.). (Habit3)
33 Is disciplined in carrying out plans(i.e., avoids procrastination). (Habit 3)
34 Respects people’s time (i.e., does notwaste others’ time with trivialinterruptions). (Habit 3)
35 Responds to requests in a timelymanner. (Habit 3)
36 Is organized in handling multiple tasksand projects. (Habit 3)
37 Delegates work that ought to be doneby others. (Habit 3)
38 Sets reasonable deadlines so othershave sufficient time to respond. (Habit3)
39 Keeps his/her work group focused onpriorities. (Habit 3)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
47 85 80
40
70
80 80 80
20
80
67 70 80
40
70
80 70 80
60
75
87 67 80
80
77
53 73 80
80
66
73 80 80
40
77
47 70 80
60
62
40 70 60
0
58
64 74 7847
70
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TOT
ALS
Think
Win-Win
ITEMS
40 Does not undermine others forpersonal gain. (Habit 4)
41 Is fair with all people (i.e., does notshow favoritism). (Habit 4)
42 Works to find win-win solutions.(Habit 4)
43 Does what is best for the entireorganization, not just his/her owninterests. (Habit 4)
44 Has the courage to say “no” whenappropriate. (Habit 4)
45 Shares credit and recognition forsuccesses. (Habit 4)
46 Does not pressure people tocompromise personal values. (Habit4)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
40 70 80
80
60
60 60 80
40
63
67 53 60
80
60
53 75 80
80
68
53 70 80
60
65
47 85 80
40
70
33 65 100
80
58
50 69 8066
63
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TOT
ALS
Seek First
toUnderstand
ITEMS
47 Listens without interrupting. (Habit 5)
48 Is sensitive to people’s feelings. (Habit5)
49 Seeks to understand people’sviewpoints. (Habit 5)
50 Seeks to understand problems beforeattempting to solve them. (Habit 5)
51 Is easy to approach with a concern.(Habit 5)
52 Spends enough one-on-one time withindividuals in his/her work group.(Habit 5)
53 Understands what is going on inhis/her work group. (Habit 5)
54 Understands issues outside his/herwork group (e.g., other departments,product trends, competition). (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
40 75 100
60
65
40 80 80
20
65
67 70 80
60
70
60 60 100
0
65
60 70 100
80
70
73 67 80
40
71
60 75 80
80
70
60 85 100
60
78
58 73 9050
69
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TOT
ALS
... Then
to BeUnderstood
ITEMS
55 Communicates clearly and concisely.(Habit 5)
56 Does not dominate discussions. (Habit5)
57 Expresses viewpoints with confidence.(Habit 5)
58 Is considerate when communicating.(Habit 5)
59 Is straightforward whencommunicating. (Habit 5)
60 Informs people regarding importantmatters. (Habit 5)
61 Provides regular feedback on how wellpeople perform their jobs. (Habit 5)
62 Shows appreciation for positiveperformance. (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
67 80 80
80
75
60 80 80
40
72
53 75 80
20
68
53 80 80
80
70
33 70 80
60
58
60 70 80
20
68
60 65 80
100
65
53 70 60
40
62
55 74 7855
67
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TOT
ALS
Synergize
ITEMS
63 Seeks out the strengths of others to getthings done. (Habit 6)
64 Networks with people outside his/herwork group. (Habit 6)
65 Is flexible and open-minded in tryingnew ideas. (Habit 6)
66 Values differences in people. (Habit 6)
67 Involves people when making plansthat will affect them. (Habit 6)
68 Encourages and supports creativityand innovation. (Habit 6)
69 Supports people in taking responsiblerisks. (Habit 6)
70 Builds teamwork by maximizing thetalents of his/her work group. (Habit 6)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
47 80 80
80
68
53 80 80
60
70
47 60 80
20
58
67 75 40
40
68
53 70 80
60
65
53 75 80
40
68
33 60 80
80
52
73 65 60
40
68
53 71 7353
64
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TOT
ALS
Sharpen
theSaw
ITEMS
71 Cares for his/her physical well-being.(Habit 7)
72 Cares about others and tries to buildlasting friendships. (Habit 7)
73 Is competent in his/her field of work.(Habit 7)
74 Takes time to find enjoyment andmeaning in life. (Habit 7)
75 Encourages and supports thedevelopment of others. (Habit 7)
76 Takes steps to improve his/herleadership abilities. (Habit 7)
77 Seeks feedback on ways he/she canimprove. (Habit 7)
78 Strives to improve his/her work groupperformance. (Habit 7)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
67 65 80
40
68
67 70 100
60
72
40 65 100
80
60
47 65 100
100
62
40 55 80
80
52
60 70 80
60
68
73 70 80
40
72
67 70 80
40
70
58 66 8863
66
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Frequencies Scores
NO
TES
Rankings
andFrequencies
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
2
0
2
4
3
3
2
4
4
2
4
4
4
1
5
4
2
1
3
4
3
4
4
4
4
5
6
3
2
3
4
2
1
2
1
2
1
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
80
80
60
87
73
60
80
67
60
67
73
60
67
80
80
85
67
80
85
70
80
85
75
70
80
70
80
60
100
80
80
80
80
80
60
80
80
80
100
80
78
78
77
77
75
75
75
72
72
72
72
72
20
80
60
80
40
80
60
80
80
80
60
40
60
32 Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)
18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1)
54 Understands issues outside his/her work group (e.g., otherdepartments, product trends, competition). (Habit 5)
35 Responds to requests in a timely manner. (Habit 3)
37 Delegates work that ought to be done by others. (Habit 3)
5 Is honest with people. (EBA)
34 Respects people’s time (i.e., does not waste others ’ timewith trivial interruptions). (Habit 3)
55 Communicates clearly and concisely. (Habit 5)
1 Wi ll ingly helps people. (EBA)
9 Produces high-quality work. (P/PC)
11 Is a hard worker. (P/PC)
56 Does not dominate discussions. (Habit 5)
72 Cares about others and tries to build lasting friendships.(Habit 7)
©1999 Franklin Covey Co. Managerial Sample Profile – Page 15
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
0
1
1
1
0
1
0
1
2
1
0
1
0
1
0
3
4
3
4
5
5
3
6
1
3
2
5
3
5
2
3
5
2
4
3
2
3
3
2
5
3
4
4
4
3
6
4
0
2
0
1
1
1
2
1
1
1
1
0
1
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
73
80
73
53
73
60
67
67
47
67
47
67
60
60
53
53
70
65
67
85
65
75
75
75
85
70
85
70
70
75
80
80
80
80
80
60
80
80
60
60
80
80
80
80
100
80
80
80
72
71
71
70
70
70
70
70
70
70
70
70
70
70
70
70
40
100
40
60
40
80
100
60
40
40
40
60
80
80
80
60
77 Seeks feedback on ways he/she can improve. (Habit 7)
30 Sets clear expectations with individuals when assigningtasks. (Habit 2)
52 Spends enough one-on-one time with individuals in his/herwork group. (Habit 5)
2 Follows through on commitments. (EBA)
15 Takes initiative to get things done. (Habit 1)
17 Focuses on things he/she can do something about ratherthan on things beyond his/her control. (Habit 1)
23 Begins projects with a clear understanding of desiredoutcomes. (Habit 2)
24 Displays a sense of direction in life. (Habit 2)
31 Prioritizes work so time is spent on the most importantissues. (Habit 3)
33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3)
45 Shares credit and recognition for successes. (Habit 4)
49 Seeks to understand people’s viewpoints. (Habit 5)
51 Is easy to approach with a concern. (Habit 5)
53 Understands what is going on in his/her work group. (Habit5)
58 Is considerate when communicating. (Habit 5)
64 Networks with people outside his/her work group. (Habit 6)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
2
1
1
0
1
0
0
0
0
0
1
1
0
1
1
0
0
0
0
2
1
1
1
1
1
2
4
4
6
5
3
2
2
5
2
3
2
5
5
5
3
4
4
1
3
2
5
6
5
3
6
4
5
3
3
2
4
3
0
2
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
47
67
53
53
53
53
60
47
67
53
73
67
60
53
67
70
85
70
75
75
75
75
70
80
75
75
65
65
70
73
65
80
60
60
80
80
80
80
80
80
40
80
60
80
80
80
60
70
68
68
68
68
68
68
68
68
68
68
68
68
68
66
65
40
40
60
60
80
80
20
20
80
40
40
40
40
60
80
40
78 Strives to improve his/her work group performance. (Habit 7)
8 Leads by example. (EBA)
16 Works to solve problems rather than avoiding them. (Habit1)
28 Is organized when conducting meetings. (Habit 2)
29 Ensures that his/her work group has a clear sense ofdirection. (Habit 2)
43 Does what is best for the entire organization, not just his/herown interests. (Habit 4)
57 Expresses viewpoints with confidence. (Habit 5)
60 Informs people regarding important matters. (Habit 5)
63 Seeks out the strengths of others to get things done. (Habit6)
66 Values differences in people. (Habit 6)
68 Encourages and supports creativity and innovation. (Habit6)
70 Builds teamwork by maximizing the talents of his/her workgroup. (Habit 6)
71 Cares for his/her physical well-being. (Habit 7)
76 Takes steps to improve his/her leadership abilities. (Habit7)
36 Is organized in handling multiple tasks and projects. (Habit3)
4 Is loyal to those who are absent (i.e., does not criticizepeople behind their backs).(EBA)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
1
1
0
1
1
0
0
0
1
0
0
0
0
1
0
1
1
1
1
1
0
2
2
1
1
2
2
2
1
0
2
0
3
3
5
4
3
3
2
5
3
4
3
5
5
5
5
5
4
3
3
1
3
2
4
3
2
2
4
1
3
3
2
1
0
1
0
2
1
1
1
0
1
0
0
1
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
53
53
53
40
40
60
60
53
47
60
60
47
53
47
53
47
75
65
70
75
80
60
65
70
87
60
65
75
70
70
70
65
60
100
80
100
80
100
80
80
40
80
60
60
60
80
60
100
65
65
65
65
65
65
65
65
63
63
62
62
62
62
62
62
40
60
60
60
20
••
100
60
60
40
80
60
80
60
40
100
7 Acknowledges and apologizes for mistakes. (EBA)
14 Does not push people to work beyond a reasonable limit.(P/PC)
44 Has the courage to say “no” when appropriate. (Habit 4)
47 Listens without interrupting. (Habit 5)
48 Is sensit ive to people’s feelings. (Habit 5)
50 Seeks to understand problems before attempting to solvethem. (Habit 5)
61 Provides regular feedback on how well people perform their jobs. (Habit 5)
67 Involves people when making plans that will affect them.(Habit 6)
12 Balances all aspects of life (e.g., work, leisure, family) tomaintain overall effectiveness. (P/PC)
41 Is fair with all people (i.e., does not show favoritism). (Habit4)
3 Shows courtesy toward people. (EBA)
6 Keeps conf idences. (EBA)
22 Is decisive when a decision is needed. (Habit 1)
38 Sets reasonable deadlines so others have sufficient time torespond. (Habit 3)
62 Shows appreciation for positive performance. (Habit 5)
74 Takes time to find enjoyment and meaning in life. (Habit 7)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
1
0
0
1
0
2
1
1
0
0
0
1
1
2
2
0
0
1
1
0
1
0
0
0
2
0
2
1
1
1
0
2
0
1
0
0
2
0
1
1
1
4
2
1
0
1
1
4
6
3
4
5
2
5
4
4
4
3
3
2
4
4
4
3
1
4
3
2
4
2
2
3
2
1
2
4
3
0
2
0
1
0
0
1
0
0
1
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
47
40
40
67
40
40
40
33
33
47
47
60
33
40
47
67
65
75
70
53
65
70
70
65
70
60
65
45
60
55
50
35
80
60
80
60
100
60
60
100
80
80
40
60
80
80
60
40
60
60
60
60
60
58
58
58
58
58
55
52
52
52
50
48
80
60
80
80
80
80
••
80
60
20
80
40
80
80
••
60
10 Makes cost-effective use of resources. (P/PC)
21 Does the “right” thing, even if it is unpopular. (Habit 1)
40 Does not undermine others for personal gain. (Habit 4)
42 Works to find win-win solutions. (Habit 4)
73 Is competent in his/her field of work. (Habit 7)
13 Influences others to be productive. (P/PC)
39 Keeps his/her work group focused on priorities. (Habit 3)
46 Does not pressure people to compromise personal values.(Habit 4)
59 Is straightforward when communicating. (Habit 5)
65 Is flexible and open-minded in trying new ideas. (Habit 6)
19 Accepts responsibility for his/her actions rather than makingexcuses. (Habit 1)
20 Receives negative feedback without becoming defensive.(Habit 1)
69 Supports people in taking responsible risks. (Habit 6)
75 Encourages and supports the development of others. (Habit7)
27 Anticipates how his/her decisions impact others. (Habit 2)
26 Plans ahead to reduce having to work in a crisis mode.(Habit 2)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
1 2 3 2 1 0 0 40 40 40 40 4025 Works toward long-term solutions, not just “quick fixes.”
(Habit 2)
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
A. The most outstanding qualities with regard to your overall effectiveness.
Self
I am very aware of others’ feelings and try to help when I can.
Knowledgeable of my field.
Task oriented when the situation calls for it.
Boss
Allowing independent thinking on the part of his/her directors.
Demonstrates sincere desire for the corporation to lead the community in resources.
Enthusiastic about what’s new in my operations. Encourages excellence.
Others
Knowledge base.
Puts first things first.
Seeks win-win.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
B. The most important things that could be improved upon in order to increaseoverall effectiveness.
Self
Courage--there are times when I do not express myself well because I feel that othershave much better ideas and shouldn’t have to listen to mine.
Openness--sometimes I tend to withhold information because I cannot trust others like
I want to.
Organization--I need to prioritize and stick to what I have planned.
Boss
Accessibility.
Must control emotional outbursts toward employees and staff.
Must practice the art of active listening and not turn conversations away from originaltopic onto side issues or tangents.
Others
Be a bit more tolerant.
Be more concise with regard to verbal communication with others.
Decrease time spent philosophizing.
Radically reduce the need to control people/conversations (group and one-on-one) andbusiness-related outcomes.
Remain calm and in control of emotions during stressful situations and conversations.
Set down defined expectations and consistently reviewing status of compliance.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
C. General comments and/or clarification of question responses.
Self
No comments given in this area.
Boss
No comments given in this area.
OthersVery knowledgeable about our industry, where we have been, now and future.
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7 Habits 360° Profile™
Employee Sample ProfileFranklin Covey
May 6, 1999
Occupational Report
Franklin Covey Profile Center
© 1999 Franklin Covey Co. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 15-18
WRITTEN COMMENTS 19
CATEGORY REVIEWS
Emotional Bank Account 5P/PC Balance 6
Be Proactive 7
Begin With the End in Mind 8
Put First Thing First 9
Think Win-Win 10
Seek First to Understand 11
...Then to Be Understood 12
Synergize 13
Sharpen The Saw 14
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INTRODUCTION
Welcome to The Franklin Covey 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1
Boss 1
Peers 5
Unknown 0
Total 7
Detailed instructions for understanding and using this 360° Profile™ are contained in the"Profile" section of your training manual. Please note that all responses received in yourbehalf (from Strongly Disagree to Strongly Agree) were converted to a six-point scale.The numeric scale of 1 to 6 was then translated into a percentage in the following manner:
6 Strongly Agree 100%
5 Agree 80%
4 Slightly Agree 60%3 Slightly Disagree 40%
2 Disagree 20%
1 Strongly Disagree 0%
? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
If you have questions or would like to make comments regarding the profile process,please contact The Profile Center at: 1-800-332-6839.
© 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronicor mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. FranklinCovey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of theindividual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.
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TOT
ALS
7 Habits
Overview
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Categories EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
Self
Boss
PeerUnused
StronglyAgree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
•• 76 9974
80
77
100
70
••
70
100
80
••
83
100
69
••
76
96
70
••
60
100
74
••
72
100
83
••
76
91
77
••
80
100
82
••
70
100
75
••
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TOT
ALS
Emotional
BankAccount
ITEMS
1 Willingly helps people. (EBA)
2 Follows through on commitments.(EBA)
3 Shows courtesy toward people. (EBA)
4 Is loyal to those who are absent (i.e.,does not criticize people behind theirbacks).(EBA)
5 Is honest with people. (EBA)
6 Acknowledges and apologizes formistakes. (EBA)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 84 100
80
87
•• 56 100
60
63
•• 72 100
100
77
•• 56 100
60
63
•• 84 100
80
87
•• 65 100
80
72
•• 70 10077
75
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TOT
ALS
P/PC
Balance
ITEMS
7 Produces high-quality work. (P/PC)
8 Makes cost-effective use of resources.(P/PC)
9 Is a hard worker. (P/PC)
10 Balances all aspects of life (e.g., work,leisure, family) to maintain overalleffectiveness. (P/PC)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 80 100
60
83
•• 84 100
100
87
•• 76 100
60
80
•• 80 100
60
85
•• 80 10070
84
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TOT
ALS
Be
Proactive
ITEMS
11 Takes initiative to get things done.(Habit 1)
12 Works to solve problems rather thanavoiding them. (Habit 1)
13 Focuses on things he/she can dosomething about rather than on thingsbeyond his/her control. (Habit 1)
14 Maintains self-control, even in difficultor emotional circumstances. (Habit 1)
15 Accepts responsibility for his/heractions rather than making excuses.(Habit 1)
16 Receives negative feedback withoutbecoming defensive. (Habit 1)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 80 100
100
83
•• 96 100
80
97
•• 65 100
100
72
•• 50 100
80
60
•• 65 100
80
72
•• 50 100
60
60
•• 69 10083
75
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TOT
ALS
Begin
With theEnd in Mind
ITEMS
17 Begins projects with a clearunderstanding of desired outcomes.(Habit 2)
18 Displays a sense of direction in life.(Habit 2)
19 Works toward long-term solutions, not just “quick fixes.” (Habit 2)
20 Plans ahead to reduce having to workin a crisis mode. (Habit 2)
21 Anticipates how his/her decisionsimpact others. (Habit 2)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 68 100
80
73
•• 76 100
100
80
•• 80 100
60
83
•• 56 100
80
63
•• 70 80
60
72
•• 70 9676
74
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TOT
ALS
Put First
Thing First
ITEMS
22 Prioritizes work so time is spent onthe most important issues. (Habit 3)
23 Is punctual (i.e., on time forappointments, meetings, etc.). (Habit3)
24 Is disciplined in carrying out plans(i.e., avoids procrastination). (Habit 3)
25 Respects people’s time (i.e., does notwaste others’ time with trivialinterruptions). (Habit 3)
26 Responds to requests in a timelymanner. (Habit 3)
27 Is organized in handling multiple tasksand projects. (Habit 3)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 72 100
60
77
•• 72 100
100
77
•• 64 100
0
70
•• 65 100
80
72
•• 80 100
60
83
•• 90 100
60
92
•• 74 10060
78
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TOT
ALS
Think
Win-Win
ITEMS
28 Does not undermine others forpersonal gain. (Habit 4)
29 Works to find win-win solutions.(Habit 3)
30 Does what is best for the entireorganization, not just his/her owninterests. (Habit 4)
31 Has the courage to say “no” whenappropriate. (Habit 4)
32 Shares credit and recognition forsuccesses. (Habit 4)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 72 100
60
77
•• 96 100
80
97
•• 80 100
80
83
•• 100 100
80
100
•• 70 100
60
76
•• 83 10072
86
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TOT
ALS
Seek First
toUnderstand
ITEMS
33 Listens without interrupting. (Habit 5)
34 Is sensitive to people’s feelings. (Habit5)
35 Seeks to understand people’sviewpoints. (Habit 5)
36 Seeks to understand problems beforeattempting to solve them. (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 68 100
60
73
•• 80 80
80
80
•• 76 80
80
77
•• 80 100
60
83
•• 76 9070
78
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TOT
ALS
...Then
to Be Understood
ITEMS
37 Communicates clearly and concisely.(Habit 5)
38 Does not dominate discussions. (Habit5)
39 Expresses viewpoints with confidence.(Habit 5)
40 Is considerate when communicating.(Habit 5)
41 Is straightforward whencommunicating. (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 76 100
80
80
•• 52 100
60
60
•• 92 100
100
93
•• 68 60
80
67
•• 100 100
80
100
•• 78 9280
80
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TOT
ALS
Synergize
ITEMS
42 Seeks out the strengths of others to getthings done. (Habit 6)
43 Networks with people outside his/herwork group. (Habit 6)
44 Is flexible and open-minded in tryingnew ideas. (Habit 6)
45 Values differences in people. (Habit 6)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 84 100
60
87
•• 80 100
100
85
•• 84 100
80
87
•• 80 100
80
84
•• 82 10080
86
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TOT
ALS
Sharpen
TheSaw
ITEMS
46 Cares for his/her physical well-being.(Habit 7)
47 Cares about others and tries to buildlasting friendships. (Habit 7)
48 Is competent in his/her field of work.(Habit 7)
49 Takes time to find enjoyment andmeaning in life. (Habit 7)
50 Seeks feedback on ways he/she canimprove. (Habit 7)
51 Strives to improve his/her work groupperformance. (Habit 7)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Unused Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
•• 80 100
20
84
•• 80 100
80
84
•• 88 100
100
90
•• 75 100
80
80
•• 52 100
80
60
•• 76 100
60
80
•• 75 10070
79
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Frequencies Scores
NO
TES
Rankings
andFrequencies
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
Unused Peer Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
2
1
2
0
1
1
2
2
1
1
2
2
2
0
1
1
2
2
1
1
1
5
6
5
5
5
4
5
4
4
4
4
4
2
1
0
0
0
0
1
0
0
0
0
0
0
2
••
••
••
••
••
••
••
••
••
••
••
••
••
100
100
96
96
92
90
88
84
84
84
84
84
80
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
97
97
93
92
90
87
87
87
87
87
85
80
80
80
80
100
60
100
80
80
100
60
80
60
31 Has the courage to say “no” when appropriate. (Habit 4)
41 Is straightforward when communicating. (Habit 5)
12 Works to solve problems rather than avoiding them. (Habit1)
29 Works to find win-win solutions. (Habit 3)
39 Expresses viewpoints with confidence. (Habit 5)
27 Is organized in handling multiple tasks and projects. (Habit3)
48 Is competent in his/her field of work. (Habit 7)
1 Wi ll ingly helps people. (EBA)
5 Is honest with people. (EBA)
8 Makes cost-effective use of resources. (P/PC)
42 Seeks out the strengths of others to get things done. (Habit6)
44 Is flexible and open-minded in trying new ideas. (Habit 6)
10 Balances all aspects of life (e.g., work, leisure, family) tomaintain overall effectiveness. (P/PC)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
Unused Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
1
0
0
1
0
0
1
1
0
0
1
0
0
1
1
0
0
2
1
0
0
0
0
0
1
1
0
2
1
1
2
0
1
1
0
0
2
2
1
0
3
2
2
3
3
2
0
2
1
0
3
3
3
2
2
4
2
2
3
2
3
3
4
4
4
4
3
3
2
2
3
2
1
1
1
0
0
0
0
0
0
0
0
0
0
1
0
••
••
••
••
••
••
••
••
••
••
••
••
••
••
••
••
80
80
80
80
80
80
80
80
80
80
76
76
80
76
75
76
100
100
100
100
100
100
100
100
100
100
100
100
80
100
100
100
85
84
84
84
83
83
83
83
83
83
80
80
80
80
80
80
100
80
20
80
60
100
60
60
80
60
60
100
80
80
80
60
43 Networks with people outside his/her work group. (Habit 6)
45 Values differences in people. (Habit 6)
46 Cares for his/her physical well-being. (Habit 7)
47 Cares about others and tries to build lasting friendships.(Habit 7)
7 Produces high-quality work. (P/PC)
11 Takes initiative to get things done. (Habit 1)
19 Works toward long-term solutions, not just “quick fixes.” (Habit 2)
26 Responds to requests in a timely manner. (Habit 3)
30 Does what is best for the entire organization, not just his/herown interests. (Habit 4)
36 Seeks to understand problems before attempting to solvethem. (Habit 5)
9 Is a hard worker . (P/PC)
18 Displays a sense of direction in life. (Habit 2)
34 Is sensit ive to people’s feelings. (Habit 5)
37 Communicates clearly and concisely. (Habit 5)
49 Takes time to find enjoyment and meaning in life. (Habit 7)
51 Strives to improve his/her work group performance. (Habit 7)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
Unused Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
1
1
1
1
1
1
0
1
0
1
1
2
1
0
1
0
0
0
0
1
1
1
1
1
3
1
2
0
2
1
1
1
2
1
3
0
0
0
2
0
0
1
1
1
2
1
0
2
0
3
0
1
0
1
2
1
0
2
1
4
2
4
4
3
3
2
3
3
4
3
1
3
3
2
2
0
0
0
0
0
1
0
0
1
1
1
1
1
0
0
0
••
••
••
••
••
••
••
••
••
••
••
••
••
••
••
••
72
72
72
72
76
70
68
68
65
65
65
70
65
64
68
56
100
100
100
100
80
100
100
100
100
100
100
80
100
100
60
100
77
77
77
77
77
76
73
73
72
72
72
72
72
70
67
63
100
60
100
60
80
60
80
60
80
100
80
60
80
••
80
60
3 Shows courtesy toward people. (EBA)
22 Prioritizes work so time is spent on the most importantissues. (Habit 3)
23 Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)
28 Does not undermine others for personal gain. (Habit 4)
35 Seeks to understand people’s viewpoints. (Habit 5)
32 Shares credit and recognition for successes. (Habit 4)
17 Begins projects with a clear understanding of desiredoutcomes. (Habit 2)
33 Listens without interrupting. (Habit 5)
6 Acknowledges and apologizes for mistakes. (EBA)
13 Focuses on things he/she can do something about ratherthan on things beyond his/her control. (Habit 1)
15 Accepts responsibility for his/her actions rather than makingexcuses. (Habit 1)
21 Anticipates how his/her decisions impact others. (Habit 2)
25 Respects people’s time (i.e., does not waste others ’ timewith trivial interruptions). (Habit 3)
24 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3)
40 Is considerate when communicating. (Habit 5)
2 Follows through on commitments. (EBA)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
Unused Peer Boss Others Self
1 2 3 4 5 6 ?
2
1
2
1
2
1
0
0
0
1
0
0
0
2
0
0
0
1
1
0
0
1
2
2
1
1
1
1
0
1
3
3
3
2
3
2
0
0
1
1
0
0
••
••
••
••
••
••
56
56
50
50
52
52
100
100
100
100
100
100
63
63
60
60
60
60
60
80
80
60
60
80
4 Is loyal to those who are absent (i.e., does not criticizepeople behind their backs).(EBA)
20 Plans ahead to reduce having to work in a crisis mode.(Habit 2)
14 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1)
16 Receives negative feedback without becoming defensive.(Habit 1)
38 Does not dominate discussions. (Habit 5)
50 Seeks feedback on ways he/she can improve. (Habit 7)
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
A. The three most positive qualities with regard to your overall effectiveness.
Self
I am good at team building and moving a team towards a goal.
I look for creative solutions to problems.
Boss
Commitment to excellence.
Determination.
Vision--personal and professional.
Others
Always willing to listen to people and have the correct answer.
Committed.
Confronts problems head on.
Does what he says.
Enthusiasm.
Good people skills.
Good skills.
He is very positive.
Honest.
Leadership.
Looks forward to make good things to be better or improve them.
Reliable.
Teamwork.
Very responsible on his job.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
B. The most important things you could improve on to increase your overalleffectiveness.
Self
Be more committed to firm’s agendas, rather than mine.
Be more open to others’ ideas and opinions.
Boss
Focus on working on important things.
Identifying people skills.
Others
Recognize that the day has time to work, time to think, and time to rest.
To dedicate more time to himself.
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7 Habits Follow-up 360° Profile™
Follow-up Sample ProfileFranklin Covey
Franklin Covey Profile Center
©1997 Franklin Covey Co. All rights reserved. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
RANKINGS AND FREQUENCIES 13-14
WRITTEN COMMENTS 15
CATEGORY REVIEWS
P/PC BALANCE 4
EMOTIONAL BANK ACCOUNT 4-5
BE PROACTIVE 5-6
BEGIN WITH THE END IN MIND 6-7
PUT FIRST THINGS FIRST 7-8
THINK WIN-WIN 8-9
SEEK FIRST TO UNDERSTAND 9-10
…THEN TO BE UNDERSTOOD 10
SYNERGIZE 10-11
SHARPEN THE SAW 11-12
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INTRODUCTION
Welcome to the 7 Habits Follow-up 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1
Boss 1
Peers 3
Direct Reports 3
Total 8
Detailed instructions for understanding and using the 7 Habits Follow-up 360° Profile™ are contained in the "Profile" section of your training manual. Please note that allresponses received in your behalf (from Needs Improvement to Outstanding) wereconverted to a six-point scale. The numeric scale of 1 to 6 was then translated into apercentage in the following manner:
6 Outstanding 100%
5 Very Good 80%4 Good 60%
3 Fair 40%
2 Poor 20%
1 Needs Improvement 0%
? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.
If you have questions or would like to make comments regarding the profile process,please contact The Profile Center at: 1-800-332-6839.
© 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronicor mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. FranklinCovey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of theindividual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.
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Self Others
Self Others
Self Others
1.
2.
3.
P/PC BALANCE–Work Balance
P/PC BALANCE–Personal Balance
EMOTIONAL BANK ACCOUNT–Honesty/Integrity
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who maintain an effective work balance do not push so hard for productivity that they orothers feel "used up." They balance their concern for productivity with a concern for the needs ofindividuals in the group. In contrast, some people are overly concerned about getting the job doneregardless of the needs or feelings of others.
People who maintain an appropriate personal balance do not get so wrapped up in their jobs that itconsumes their whole life. In contrast, some people allow work pressures or deadlines to dominatetheir life, potentially harming their physical and emotional well-being.
People with integrity deliver on promises, practice what they preach, and are honest with others. Incontrast, some people deceive others, fail to follow through on commitments, or misuse theorganization to advance their own self-interests.
73 47 60
73 47 60
60
60
60
60
73 47 60
67 53 60
60
60
60
60
67 47 40
60 47 60
60
60
54
54
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Self Others
Self Others
Self Others
4.
5.
6.
EMOTIONAL BANK ACCOUNT–Courtesy and Kindness
EMOTIONAL BANK ACCOUNT–Apology vs. Pride
BE PROACTIVE–Personal Responsibility
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who care about others consistently perform small courtesies and acts of kindness whichmake life more pleasant for others. In contrast, some people care little about others and make noeffort to build interpersonal relationships.
Effective people are willing to acknowledge their mistakes and apologize when appropriate. Incontrast, some people are too proud to apologize or get defensive when problems occur.
Proactive people accept responsibility for their moods and actions. In contrast, some people makeexcuses or blame others when problems occur.
67 47 60
67 53 60
60
60
57
60
80 47 60
73 47 80
60
60
63
63
67 47 60
67 53 60
60
60
57
60
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Self Others
Self Others
Self Others
7.
8.
9.
BE PROACTIVE–Circle of Influence
BE PROACTIVE–Self Control
BEGIN WITH THE END IN MIND–Forward Thinking
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Proactive people focus their efforts on things they have control over or can do something about. Incontrast, some people try to handle other people ’s business or work on matters which are beyondtheir control and influence.
Effective people remain in control of their moods and actions, even in highly emotional and difficultcircumstances. In contrast, some people’s moods and actions seem to be dependent upon outsideevents, how other people treat them, the weather, etc.
Effective people focus on long-range goals and long-term results, not quick-fix solutions withshort-term results. They take time for planning before beginning work on projects. In contrast, somepeople do not take time for planning and when problems arise they resort to quick-fix solutions.
60 60 60
67 53 80
40
60
60
63
73 47 80
60 53 60
60
60
63
57
67 60 60
73 60 60
40
60
63
66
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Self Others
Self Others
Self Others
10.
11.
12.
BEGIN WITH THE END IN MIND–Uniting Teams
BEGIN WITH THE END IN MIND–Big Picture
PUT FIRST THINGS FIRST–Delegation
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who are successful at uniting a work group involve others in developing common goals,values, or objectives which serve as a guide for how work gets done and what decisions are made. Incontrast, some people fail to unite the work group and the group tends to have little direction orpurpose as a whole.
Effective leaders let people know how their jobs relate to other jobs in the organization and how theirwork fits in with the company’s success. In contrast, some leaders focus so specifically on the task athand that their people never really understand why they are doing the work they do.
People who delegate effectively delegate as a means to help people grow. They do not overloadpeople, and they delegate meaningful work, not just menial tasks. In contrast, some peopledelegate too much, delegate only menial tasks, or don’t delegate at all.
67 60 60
80 53 60
60
60
63
66
73 53 60
73 53 60
40
60
63
63
73 53 60
73 53 60
60
40
63
63
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Self Others
Self Others
Self Others
13.
14.
15.
PUT FIRST THINGS FIRST–Importance Focus
PUT FIRST THINGS FIRST–Results Orientation
THINK WIN-WIN–Win-Win Orientation
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who focus on high-leverage activities organize their workload so that time is spent doingthose things which are most important. In contrast, some people seem disorganized and waste timeon matters of little importance or no value.
Once plans are made, effective people carry out their plans and achieve results. In contrast, somepeople do not seem to finish much because they are easily distracted or do not have a plan to stickto.
People with a win-win orientation build relationships which benefit everyone involved and are happywhen others succeed. In contrast, some people seek to gain the advantage in relationships at theexpense of others.
73 53 80
60 53 60
60
40
66
57
73 53 60
73 47 60
60
60
63
60
80 53 60
80 53 60
60
80
66
66
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Self Others
Self Others
Self Others
16.
17.
18.
THINK WIN-WIN–Courage
SEEK FIRST TO UNDERSTAND–Seeking First to Understand
SEEK FIRST TO UNDERSTAND–Listening for Content
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who have courage face up to difficult situations and are able to make difficult decisions. Incontrast, some people can’t say "no," give in too quickly to disagreement, or won’t face problems.
Effective people actively seek first to understand a problem before trying to solve it. In contrast,some people assume they have the solution before understanding the underlying problem.
People who listen for content are genuinely interested in the ideas of others and listen attentively towhat they have to say. In contrast, some people talk more than listen, cut off others in conversations,or prematurely veto new ideas.
87 53 80
73 53 60
60
40
71
63
73 53 60
67 53 60
60
80
63
60
80 53 60
73 60 60
60
60
66
66
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Self Others
Self Others
Self Others
19.
20.
21.
SEEK FIRST TO UNDERSTAND–Listening Empathically
…THEN TO BE UNDERSTOOD–Seeking to Be Understood
SYNERGIZE–Valuing Differences
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Empathic listeners seek to understand the underlying feelings as well as the words of the personspeaking. In contrast, some people assume they know how the other person feels and never reallygive them a chance to be heard.
People who effectively communicate their ideas are open with their thoughts, and are clear in bothwritten and verbal communication. In contrast, some people say little with a lot of words, share onlyhalf the story, or are afraid to say what is on their mind.
People who value differences appreciate people with other talents and perspectives. To achievegreater results, they actively seek out ideas that others may have, even if those ideas may opposetheir own ideas. In contrast, some people avoid different points of view and even pressure peopletoward conformity.
73 53 60
67 53 60
60
60
63
60
73 47 80
73 60 60
60
60
63
66
73 47 60
73 60 60
60
60
60
66
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Self Others
Self Others
Self Others
22.
23.
24.
SYNERGIZE–Teamwork
SYNERGIZE–Openness to Creativity
SHARPEN THE SAW–Personal Renewal
Needs Improvement Outstanding
Needs Improvement Outstanding
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
DirectReports
DirectReports
DirectReports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who are team oriented actively promote the spirit of teamwork within a group. They respectthe dignity of the individual and promote the success of the team. In contrast, some people focus ontheir own success at the expense of team objectives.
Some people are open to change and encourage others to be creative and to take reasonable risks.In contrast, some people are resistant to change or new ways of doing things, and allow others noroom for risk or creativity.
People who are effective over the long term are continually improving themselves emotionally,mentally and physically. They are technically competent and frequently reevaluate their personalgoals and values. In contrast, some people seem to never change and are reluctant to take stepstoward personal growth and development.
73 60 60
80 47 80
60
60
66
66
73 47 60
87 47 60
60
60
60
66
73 47 60
80 53 60
80
60
60
66
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Self Others
25. SHARPEN THE SAW–Building Others
Needs Improvement Outstanding
Before
Now
DirectReports
Peer Boss
10 20 30 40 50 60 70 80 90
Effective leaders are interested in the development and growth of the individuals they work with.They take steps to provide training and experiences which allow people to make progress. Incontrast, some leaders do little to help others take steps toward continual improvement.
73 53 60
73 47 80
60
60
63
63
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FREQUENCIES SCORES
RankingsandFrequenciesBefore
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
NeedsImprovement
Outstanding Don’tKnow
DirectReports
Peer Boss Others Self
1
1
11
1
1
0
0
0
1
1
1
1
1
1
0
1
1
0
1
1
11
1
1
0
0
00
0
0
1
1
1
0
0
0
0
0
0
1
0
0
1
0
0
00
0
0
0
0
00
0
0
1
1
0
1
0
0
0
0
0
0
0
0
1
0
0
00
0
1
1
2
23
3
3
2
3
4
2
3
3
3
3
4
4
4
4
4
4
4
35
5
4
5
5
53
3
4
4
3
3
4
4
4
4
4
2
3
3
3
2
3
3
42
2
2
1
0
01
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
00
0
0
0
0
00
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
00
0
0
87
73
8080
73
80
73
67
67
73
73
73
73
73
73
73
73
73
60
73
73
7367
67
67
53
53
5353
60
47
47
60
60
53
53
53
53
53
47
53
47
47
60
47
47
4747
47
47
80
80
6060
60
60
80
60
60
60
60
60
60
60
80
60
60
60
60
60
60
6060
60
40
71
66
6666
66
63
63
63
63
63
63
63
63
63
63
63
60
60
60
60
60
6057
57
54
60
60
6060
60
60
60
40
60
40
60
60
60
60
60
60
60
60
40
60
60
8060
60
60
16 Courage
13 Importance Focus
15 Win-Win Orientation
18 Listening for Content
22 Teamwork
5 Apology vs. Pride
8 Self Control
9 Forward Thinking
10 Uniting Teams
11 Big Picture
12 Delegation
14 Resul ts Orientation
17 Seeking First to Understand
19 Listening Empathically
20 Seeking to Be Understood
25 Building Others
1 Work Balance
2 Personal Balance
7 Circle of Influence
21 Valuing Differences
23 Openness to Creativity
24 Personal Renewal
4 Courtesy and Kindness
6 Personal Responsibili ty
3 Honesty/Integrity
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FREQUENCIES SCORES
RankingsandFrequenciesNow
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
NeedsImprovement
Outstanding Don’tKnow
DirectReports
Peer Boss Others Self
0
1
10
0
1
1
1
1
1
0
1
1
1
1
1
1
1
1
1
1
10
1
1
1
0
01
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
01
0
0
0
0
00
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
11
1
0
3
2
13
3
3
2
3
2
3
4
3
2
2
3
4
4
4
4
4
3
24
4
6
4
5
64
4
3
5
3
5
4
3
4
4
4
4
3
3
3
3
3
4
42
2
1
0
0
00
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
00
0
0
0
0
00
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
00
0
0
73
80
8073
73
73
80
87
80
73
67
73
73
73
73
73
67
67
67
73
67
6760
60
60
60
53
5360
60
60
47
47
53
47
53
53
53
53
47
47
53
53
53
47
53
5353
53
47
60
60
6060
60
60
80
60
60
80
80
60
60
60
80
60
60
60
60
60
60
6060
60
60
66
66
6666
66
66
66
66
66
63
63
63
63
63
63
60
60
60
60
60
60
6057
57
54
60
60
8060
60
60
60
60
60
60
60
60
40
40
60
60
60
60
60
60
80
6060
40
60
9 Forward Thinking
10 Uniting Teams
15 Win-Win Orientation
18 Listening for Content
20 Seeking to Be Understood
21 Valuing Differences
22 Teamwork
23 Openness to Creativity
24 Personal Renewal
5 Apology vs. Pride
7 Circle of Influence
11 Big Picture
12 Delegation
16 Courage
25 Building Others
1 Work Balance
2 Personal Balance
4 Courtesy and Kindness
6 Personal Responsibili ty
14 Resul ts Orientation
17 Seeking First to Understand
19 Listening Empathically
8 Self Control
13 Importance Focus
3 Honesty/Integrity
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Written CommentsNote: Some participants may not have responded to some or all of the items below.
A. The most outstanding qualities with regard to your overall effectiveness.
Self
No comments given in this area.
Boss
No comments given in this area.
OthersNo comments given in this area.
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Written CommentsNote: Some participants may not have responded to some or all of the items below.
B. The most important things that could be improved upon in order to increaseoverall effectiveness.
Self
No comments given in this area.
Boss
No comments given in this area.
Others
No comments given in this area.
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Written CommentsNote: Some participants may not have responded to some or all of the items below.
C. Clarification of question responses and/or general comments related to yourdevelopment that have not been addressed.
Self
No comments given in this area.
Boss
No comments given in this area.
Others
No comments given in this area.
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Written CommentsNote: Some participants may not have responded to some or all of the items below.
D. A specific success (cost savings, increased productivity, improve relations, etc.)that can be attributed directly to the 7 Habits training you received.
Self
No comments given in this area.
Boss
No comments given in this area.
Others
No comments given in this area.
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The 4 Roles of Leadership 360° Profile
Sample ProfileFranklin Covey
4 Roles
Franklin Covey Profile Center
© 1999 Franklin Covey Co. All rights reserved. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 13-17
WRITTEN COMMENTS 18
CATEGORY REVIEWS
Role: Pathfinding 5-6Role: Aligning 7-8
Role: Empowering 9-10
Role: Modeling 11-12
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INTRODUCTION
Welcome toThe 4 Roles of Leadership 360° Profile. This tool provides you with valuablefeedback regarding a number of issues related to effective leadership.
The following assessments contributed to your personal profile:
Self 1
Boss 1
Peers 4
Direct Reports 3
Total 9
Detailed instructions for understanding and using The 4 Roles of Leadership 360° Profileare contained in the "Profile" section of your training manual. Please note that allresponses received in your behalf (from Strongly Disagree to Strongly Agree) wereconverted to a six-point scale. The numeric scale of 1 to 6 was then translated into apercentage in the following manner:
6 Strongly Agree 100%
5 Agree 80%
4 Slightly Agree 60%3 Slightly Disagree 40%
2 Disagree 20%
1 Strongly Disagree 0%
? Don’t Know ••
Responses of "Don’t Know" or nonresponses are indicated by •• in this report and are nottallied in the percentages.
Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.
If you have questions regarding your profile or would like to make comments regardingthe profile process, please contact the Franklin Covey Profile Center at:
1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced ortransmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrievalsystem, for any purpose without the express written permission of Franklin Covey Co.
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TOT
ALS
The 4 Roles ofLeadership
Overview
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Relationships Pathfinding Aligning Empowering Modeling
Self
Boss
PeerDirect Report
StronglyAgree
Agree
SlightlyAgree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
Pathfinding Aligning Empowering Modeling
68 72 7175
70
79
68
74
75
71
73
76
69
75
70
69
61
75
71
70
66
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TOT
ALS
Role:Pathfinding
Items
1 Understands stakeholder (employee,customer, supplier, investor, etc.)needs.(PATHFINDING —Stakeholders)
2 Ensures that team membersunderstand the needs of thestakeholder.(PATHFINDING —Stakeholders)
3 Ensures that team goals are alignedwith stakeholder needs.(PATHFINDING —Stakeholders)
4 Takes initiative to determinestakeholder needs.(PATHFINDING —Stakeholders)
5 Looks for better ways to meetstakeholder needs.(PATHFINDING —Stakeholders)
6 Ensures that team membersunderstand the organization’s mission.(PATHFINDING —Mission)
7 Helps individual team membersunderstand how their contributionssupport the overall purpose of the
organization.(PATHFINDING —Mission)
8 Demonstrates personal commitmentto the values of the organization.(PATHFINDING —Values)
9 Encourages team members to behavein accordance with organizationalvalues.(PATHFINDING —Values)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 75 60
80
75
67 70 80
80
70
87 85 80
80
85
80 75 60
60
75
73 75 60
100
72
73 75 80
100
75
73 80 60
60
75
87 90 80
100
88
73 60 80
60
68
75 74 6879
73
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Role:Pathfinding
Items
10 Involves team members in settingvision and direction.(PATHFINDING —Vision)
11 Ensures that his/her team has a clearsense of direction.(PATHFINDING —Vision)
12 Ensures that team members are clearon how to achieve the organization’svision.(PATHFINDING —Vision)
13 Communicates organizational strategyto the team.(PATHFINDING —Strategy)
14 Maintains a clear focus on priorities.(PATHFINDING —Strategy)
15 Ensures that team goals support theorganization’s goals.(PATHFINDING —Strategy)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 75 60
100
75
73 60 60
80
65
60 60 60
80
60
67 75 60
40
70
80 85 80
80
82
67 65 60
80
65
(Continued)
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TOT
ALS
Role: Aligning
Items
16 Finds innovative ways to improve.(ALIGNING —Process)
17 Achieves smooth work flow througheffective coordination.(ALIGNING —Process)
18 Eliminates unnecessary procedures.(ALIGNING —Process)
19 Eliminates unnecessary hierarchy.(ALIGNING —Structure)
20 Establishes empowering lines ofauthority.(ALIGNING —Structure)
21 Organizes work groups so that peoplework well with each other.(ALIGNING —Structure)
22 Helps to ensure that people areproperly trained.(ALIGNING —People)
23 Matches the right people to the right jobs.(ALIGNING —People)
24 Gives people opportunities that helpthem develop greater capacity.(ALIGNING —People)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
67 60 60
40
62
53 85 100
80
75
73 85 80
100
80
80 85 80
80
82
87 90 80
100
88
80 70 80
60
75
80 80 60
100
78
67 65 60
60
65
73 80 80
60
78
69 76 7371
73
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Role: Aligning
Items
25 Ensures that people have theinformation they need to do their jobs.(ALIGNING —Information)
26 Makes sure that the team has anawareness of changes that affect theirperformance.(ALIGNING —Information)
27 Ensures that the team has usefulfeedback to know how they are doing.(ALIGNING —Information)
28 Makes on-time decisions.(ALIGNING —Decisions)
29 Considers long-term implicationswhen making decisions.(ALIGNING —Decisions)
30 Gives recognition for positiveperformance.(ALIGNING —Rewards)
31 Recognizes how changing one part ofthe system impacts other parts.(ALIGNING —Ecosystem)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 80 80
80
80
60 75 60
80
68
67 70 60
60
68
60 70 60
60
65
67 80 80
80
75
53 70 60
40
62
60 75 80
60
70
(Continued)
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TOT
ALS
Role:Empowering
Items
32 Allows others to be responsible fortheir work/stewardships.(EMPOWERING —Leadership Style)
33 Delegates work that should be done byothers.(EMPOWERING —Leadership Style)
34 Utilizes people’s abilities.(EMPOWERING —Leadership Style)
35 Encourages creative thinking.(EMPOWERING —Leadership Style)
36 Encourages people without beingcontrolling.(EMPOWERING —Leadership Style)
37 Gives people flexibility to determinethe best methods for accomplishingassignments.(EMPOWERING —Leadership Style)
38 Is open to ideas that others suggest.(Empowering —Leadership Style)
39 Takes interest in people beyond justgetting the job done.(EMPOWERING —Leadership Style)
40 When improvement is needed,corrects people in a positive way.(EMPOWERING —Leadership Style)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
47 70 80
80
62
73 80 80
100
78
60 75 80
40
70
67 75 80
80
72
67 75 80
80
72
53 60 80
40
60
47 75 60
80
62
53 65 60
100
60
73 75 60
80
72
61 69 7075
66
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Role:Empowering
Items
41 Clearly explains expectations whenassigning tasks.(EMPOWERING —Win-WinAgreements)
42 Holds people accountable forachieving the objectives they set.(EMPOWERING —Win-WinAgreements)
43 Provides regular feedback toindividuals on how well they performtheir jobs.(EMPOWERING —Win-WinAgreements)
44 Helps people achieve their potential.(EMPOWERING —Win-WinAgreements)
45 Seeks input from others when makingdecisions that will affect them.(EMPOWERING —Win-WinAgreements)
46 Takes time to teach people.(EMPOWERING —Win-WinAgreements)
47 Ensures that people have theresources to complete their jobs.(EMPOWERING —Win-Win
Agreements)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
53 75 60
100
65
47 65 60
100
58
67 55 60
40
60
67 70 60
60
68
60 65 60
80
62
67 60 80
60
65
73 65 80
80
70
(Continued)
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TOT
ALS
Role: Modeling
Items
48 Has earned the trust of others.(MODELING —Character)
49 Communicates openly.(MODELING —Character)
50 Is open to feedback from others.(MODELING —Character)
51 Leads by example.(MODELING —Character)
52 Helps other people achieve their goals.(MODELING —Character)
53 Maintains high ethical standards.(MODELING —Character)
54 Has a strong work ethic.(MODELING —Character)
55 Does not undermine others.(MODELING —Character)
56 Strives for excellence.(MODELING —Character)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
60 60 80
100
62
73 75 60
40
72
60 65 80
100
65
60 55 80
80
60
60 65 80
40
65
53 65 80
40
62
53 55 60
60
55
60 55 60
80
58
73 70 80
80
72
66 70 7175
68
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Role: Modeling
Items
57 Is candid about his/her strengths.(MODELING —Character)
58 Is candid about his/her weaknesses.(MODELING —Character)
59 Builds effective relationships.(MODELING —Competence)
60 Completes tasks on time.(MODELING —Competence)
61 Completes assignments competently.(MODELING —Competence)
62 Communicates clearly.(MODELING —Competence)
63 Meets customer needs.(MODELING —Competence)
64 Is someone I would be willing tofollow.(MODELING —Competence)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 85 100
100
85
73 80 60
100
75
73 80 60
80
75
80 85 60
80
80
67 70 80
80
70
67 75 60
100
70
67 65 60
80
65
60 80 60
40
70
(Continued)
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FREQUENCIES SCORES
NO
TES
Rankings
and Frequencies
• The individual statements are ranked below by the scores of
"Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
• "Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
2
1
1
2
3
2
2
2
2
3
4
5
3
3
4
6
4
2
5
5
5
7
3
3
4
5
4
4
2
3
4
2
2
2
0
3
2
0
0
0
0
0
0
0
0
0
0
0
0
0
87
87
87
80
80
80
73
80
80
80
73
73
80
90
90
85
85
85
85
85
80
85
80
80
80
75
80
80
80
100
80
80
80
80
60
60
80
80
60
88
88
85
85
82
82
80
80
80
78
78
78
75
100
100
80
100
80
80
100
80
80
100
60
100
80
8 Demonstrates personal commitment to the values of theorganization.(PATHFINDING —Values)
20 Establishes empowering lines of authority.(ALIGNING —Structure)
3 Ensures that team goals are aligned with stakeholder needs.(PATHFINDING —Stakeholders)
57 Is candid about his/her strengths.(MODELING —Character)
14 Maintains a clear focus on priorities.(PATHFINDING —Strategy)
19 Eliminates unnecessary hierarchy.(ALIGNING —Structure)
18 Eliminates unnecessary procedures.(ALIGNING —Process)
25 Ensures that people have the information they need to dotheir jobs.(ALIGNING —Information)
60 Completes tasks on time.(MODELING —Competence)
22 Helps to ensure that people are properly trained.(ALIGNING —People)
24 Gives people opportunities that help them develop greatercapacity.(ALIGNING —People)
33 Delegates work that should be done by others.(EMPOWERING —Leadership Style)
1 Understands stakeholder (employee, customer, supplier,investor, etc.) needs.(PATHFINDING —Stakeholders)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
2
1
0
0
0
1
0
0
0
1
0
1
4
1
4
2
1
3
3
3
2
2
4
3
4
3
3
2
4
5
4
3
3
3
5
4
7
4
4
6
4
5
6
6
1
2
1
3
3
2
1
2
0
2
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80
73
73
80
53
80
67
73
73
73
67
67
73
73
73
67
75
75
80
75
85
70
80
80
80
75
75
75
75
75
70
70
60
80
60
60
100
80
80
60
60
60
80
80
60
60
80
80
75
75
75
75
75
75
75
75
75
72
72
72
72
72
72
70
60
100
60
100
80
60
80
100
80
100
80
80
80
40
80
80
4 Takes initiative to determine stakeholder needs.(PATHFINDING —Stakeholders)
6 Ensures that team members understand the organization’smission.(PATHFINDING —Mission)
7 Helps individual team members understand how theircontributions support the overall purpose of the organization.(PATHFINDING —Mission)
10 Involves team members in setting vision and direction.(PATHFINDING —Vision)
17 Achieves smooth work flow through effective coordination.(ALIGNING —Process)
21 Organizes work groups so that people work well with eachother.(ALIGNING —Structure)
29 Considers long-term implications when making decisions.(ALIGNING —Decisions)
58 Is candid about his/her weaknesses.(MODELING —Character)
59 Builds effective relationships.(MODELING —Competence)
5 Looks for better ways to meet stakeholder needs.(PATHFINDING —Stakeholders)
35 Encourages creative thinking.(EMPOWERING —Leadership Style)
36 Encourages people without being controlling.(EMPOWERING —Leadership Style)
40 When improvement is needed, corrects people in a positiveway.(EMPOWERING —Leadership Style)
49 Communicates openly.(MODELING —Character)
56 Strives for excellence.(MODELING —Character)
2 Ensures that team members understand the needs of thestakeholder.(PATHFINDING —Stakeholders)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
0
1
1
2
1
1
0
0
1
1
1
1
3
4
3
3
4
2
2
3
4
3
6
7
4
4
5
5
2
4
5
3
5
6
5
3
4
5
3
1
4
4
3
3
1
0
0
1
0
0
1
1
0
0
0
1
0
0
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
60
60
73
67
67
60
73
60
67
67
73
67
67
60
53
75
75
75
65
70
75
80
60
75
70
70
60
65
65
70
75
60
80
80
80
80
60
60
80
60
60
60
60
60
60
60
60
70
70
70
70
70
70
70
68
68
68
68
65
65
65
65
65
40
60
40
80
80
100
40
60
80
60
60
80
80
60
60
100
13 Communicates organizational strategy to the team.(PATHFINDING —Strategy)
31 Recognizes how changing one part of the system impactsother parts.(ALIGNING —Ecosystem)
34 Utilizes people’s abilities.(EMPOWERING —Leadership Style)
47 Ensures that people have the resources to complete their jobs.(EMPOWERING —Win-Win Agreements)
61 Completes assignments competently.(MODELING —Competence)
62 Communicates clearly.(MODELING —Competence)
64 Is someone I would be willing to follow.(MODELING —Competence)
9 Encourages team members to behave in accordance withorganizational values.(PATHFINDING —Values)
26 Makes sure that the team has an awareness of changes thataffect their performance.
(ALIGNING —Information)
27 Ensures that the team has useful feedback to know how theyare doing.(ALIGNING —Information)
44 Helps people achieve their potential.(EMPOWERING —Win-Win Agreements)
11 Ensures that his/her team has a clear sense of direction.(PATHFINDING —Vision)
15 Ensures that team goals support the organization’s goals.(PATHFINDING —Strategy)
23 Matches the right people to the right jobs.(ALIGNING —People)
28 Makes on-time decisions.(ALIGNING —Decisions)
41 Clearly explains expectations when assigning tasks.(EMPOWERING —Win-Win Agreements)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
1
0
0
0
0
0
3
2
3
1
2
3
1
2
0
2
2
1
4
4
2
2
1
2
2
5
5
4
2
1
7
3
2
6
2
1
6
4
5
4
4
2
2
1
5
4
2
3
4
2
3
2
1
3
0
1
0
1
0
1
0
1
0
1
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
60
60
67
67
53
47
47
60
60
53
60
53
53
67
60
60
65
65
65
60
70
70
75
65
60
65
60
60
65
55
55
80
80
80
60
60
60
80
60
60
80
80
60
80
60
60
80
65
65
65
65
62
62
62
62
62
62
62
60
60
60
60
60
60
100
40
80
40
40
80
80
80
100
40
80
40
100
40
80
46 Takes time to teach people.(EMPOWERING —Win-Win Agreements)
50 Is open to feedback from others.(MODELING —Character)
52 Helps other people achieve their goals.(MODELING —Character)
63 Meets customer needs.(MODELING —Competence)
16 Finds innovative ways to improve.(ALIGNING —Process)
30 Gives recognition for positive performance.(ALIGNING —Rewards)
32 Allows others to be responsible for their work/stewardships.(EMPOWERING —Leadership Style)
38 Is open to ideas that others suggest.(Empowering —Leadership Style)
45 Seeks input from others when making decisions that willaffect them.
(EMPOWERING —Win-Win Agreements)
48 Has earned the trust of others.(MODELING —Character)
53 Maintains high ethical standards.(MODELING —Character)
12 Ensures that team members are clear on how to achieve theorganization’s vision.(PATHFINDING —Vision)
37 Gives people flexibility to determine the best methods foraccomplishing assignments.(EMPOWERING —Leadership Style)
39 Takes interest in people beyond just getting the job done.(EMPOWERING —Leadership Style)
43 Provides regular feedback to individuals on how well theyperform their jobs.(EMPOWERING —Win-Win Agreements)
51 Leads by example.(MODELING —Character)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
3
3
3
3
3
5
2
3
1
1
0
0
0
0
0
47
60
53
65
55
55
60
60
60
58
58
55
100
80
60
42 Holds people accountable for achieving the objectives theyset.(EMPOWERING —Win-Win Agreements)
55 Does not undermine others.(MODELING —Character)
54 Has a strong work ethic.(MODELING —Character)
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
1. Characteristics that respondents believe contribute most to the effectiveness ofleaders. Following each characteristic a rating (in parenthesis) indicates howstrongly they agree or disagree that you are an excellent example of thatcharacteristic.
Self
An effective leader is a good listener (Agree).
An effective leader is a steward/teacher (not an enabler) (Slightly Agree).
An effective leader is always learning (Strongly Agree).
An effective leader is persistent (Agree).
An effective leader is proactive (Slightly Agree).
Boss
An effective leader listens. (Agree)
An effective leader is organized. (Strongly Agree)
An effective leader is patient. (Strongly Agree)
Others
An effective leader brings out the best in others (Agree).
An effective leader is a good communicator (Agree).
An effective leader is an excellent communicator (Strongly Agree).
An effective leader is committed to integrity in all interactions (Strongly Agree).
An effective leader is committed to the vision and mission of the organization(Strongly Agree).
An effective leader is flexible (adjust with change) (Slightly Disagree).
An effective leader is genuine (Slightly Agree).
An effective leader is honest, trustworthy (Strongly Agree).
An effective leader is integrous (Agree).
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
An effective leader listens (Slightly Agree).
An effective leader is open to feedback (Strongly Agree).
An effective leader is open-minded (Slightly Disagree).
An effective leader is smart (Strongly Agree).
An effective leader is trustworthy (Slightly Agree).
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
2. The three most positive qualities with regard to your overall effectiveness.
Self
Desire to do a good job.
Helping others accomplish their goals.
Willingness to do what it takes.
Boss
Always wanting better things for others.
Does not need to be prodded into action.
Is an expert in his/her area of operation.
Others
Excellent communicator.
Integrity.
Is dedicated to doing his best and getting the most out of his team.
Is respected for his business background and abilities.
Is seen as being an excellent decision maker.
Leads by example.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
3. The three most important things you could improve on to increase your overalleffectiveness.
Self
Needs to be a better listener.
Needs to be more assertive with support groups to get to objective.
Needs to request feedback from peers.
Boss
Increase the amount of communication with people within department.
Others
Acknowledge good performance more frequently.
Become more comfortable communicating verbally instead of using writtencommunication.
Giving feedback regularly.
Many scheduling conflicts--Is very busy.
Needed more team-building outings.
Work on his listening skills.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
4. Clarifications to items in the survey or comments related to your effectivenessthat were not addressed in the profile.
Self
No comments given in this area.
Boss
No comments given in this area.
Others
Is a great manager--very easy to work with.
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4 Roles of Leadership Follow-up Profile
Sample 4 Roles Report
4 Roles of Leadership Training Course
February 16, 2000
4 Roles
Franklin Covey Profile Center
©2000 Franklin Covey. All rights reserved. Printed on recycled paper
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CONTENTS
INTRODUCTION 3
RANKINGS AND FREQUENCIES 10-11
WRITTEN COMMENTS 12
CATEGORIES
Pathfinding 4-5
Aligning 5-7
Empowering 8
Modeling 8-9
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INTRODUCTION
Welcome to the 4 Roles of Leadership Follow-up 360° Profile™. This tool provides you
with valuable feedback regarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1
Boss 1
Peers 2
Direct Reports 4
Total 8
Please note that all responses received in your behalf (from Strongly Disagree toStrongly Agree) were converted to a six-point scale. The numeric scale of 1 to 6 was thentranslated into a percentage in the following manner:
6 Strongly Agree 100%
5 Agree 80%
4 Slightly Agree 60%
3 Slightly Disagree 40%
2 Disagree 20%1 Strongly Disagree 0%
? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
Information gathered by this survey should be used for personal development. FranklinCovey is not responsible if this information is used for any other purpose. If you havequestions or would like to make comments regarding the profile process, please contact
The Profile Center at: 1-800-332-6839.
© 2000 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronicor mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. FranklinCovey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of theindividual profiled. Franklin Covey Co. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.
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Self Others
Self Others
Self Others
1.
2.
3.
Pathfinding–Stakeholders
Pathfinding–Mission
Pathfinding–Values
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
Before
Now
Before
Now
Before
Now
DirectReport
DirectReport
DirectReport
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Directs the organization to serve stakeholder (employee, customer, supplier, investor, etc.) needs.Takes the initiative to research, become aware of the culture, and to establish meaningful goals.
Helps team members understand how their support and contributions support the overall purpose ofthe organization.
Shows commitment to the values of the organization and helps team members behave inaccordance with those values.
60 60 60
65 90 80
80
80
60
74
47 60 60
65 90 80
80
80
53
74
60 60 60
65 90 80
80
80
60
74
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Self Others
Self Others
Self Others
4.
5.
6.
Pathfinding –Vision
Pathfinding –Strategy
Aligning –Process
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
Before
Now
Before
Now
Before
Now
DirectReport
DirectReport
DirectReport
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Involves team members in setting a clear vision and in developing ways to achieve it.
Develops a strategy to ensure that priorities are clear and that team goals support the organization’sgoals.
Simplifies processes to eliminate unnecessary procedures, finds innovative ways to improve, andachieves smooth work flow through effective coordination.
53 60 60
65 90 100
80
80
57
77
55 60 60
60 80 100
80
80
57
71
60 60 60
65 80 100
80
80
60
74
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Self Others
Self Others
Self Others
7.
8.
9.
Aligning –Structure
Aligning –People
Aligning –Information
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
Before
Now
Before
Now
Before
Now
DirectReport
DirectReport
DirectReport
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Eliminates unnecessary hierarchy by establishing empowering lines of authority and work groupsthat encourage people to work well with each other.
Ensures that people are in the right jobs, are properly trained, and are provided with opportunities todevelop greater capacity.
Ensures that people have the information they need to do their jobs, are made aware of changes thatwill affect job processes, and get regular feedback on how well they are doing.
75 60 60
60 80 80
80
80
69
69
60 60 60
60 90 80
80
60
60
71
55 60 60
60 80 80
80
80
57
69
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Self Others
Self Others
Self Others
10.
11.
12.
Aligning –Decisions
Aligning –Rewards
Aligning –Ecosystem
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
Before
Now
Before
Now
Before
Now
DirectReport
DirectReport
DirectReport
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Makes decisions when they are needed and considers the long-term implications of those decisionsbefore implementation.
Gives recognition for positive performance.
Recognizes how changing one part of the system impacts other parts.
65 60 60
60 90 80
80
60
63
71
67 60 60
73 80 100
80
80
63
80
70 60 60
75 90 100
80
60
66
83
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Self Others
Self Others
Self Others
13.
14.
15.
Empowering –Leadership Style
Empowering –Win-Win Agreements
Modeling –Character
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
StronglyDisagree
StronglyAgree
Before
Now
Before
Now
Before
Now
DirectReport
DirectReport
DirectReport
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Helps others to be responsible for their stewardships without being controlling. Delegates work thatshould be done by others in ways that encourage them to creatively determine the best methods foraccomplishing assignments.
Works with people to set mutually beneficial expectations and accountability. Ensures that peoplehave the resources and training they need to achieve these expectations. Provides guidelines andongoing feedback to individuals to help them succeed.
Has earned the trust of others by communicating openly, listening to feedback, helping othersachieve their goals, maintaining high ethical standards, striving for excellence, and being candidabout both strengths and weaknesses.
60 60 60
70 80 100
80
60
60
77
70 60 60
67 90 100
80
60
66
80
70 60 60
80 80 80
80
60
66
80
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Self Others
16. Modeling –Competence
StronglyDisagree
StronglyAgree
Before
Now
DirectReport
Peer Boss
10 20 30 40 50 60 70 80 90
Is someone I would be willing to follow. He/she builds effective relationships, completes taskscompetently and on time, communicates clearly, and meets customer needs.
60 70 80
67 100 80
60
80
67
80
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FREQUENCIES SCORES
RANKINGS &FREQUENCIES
Before
• The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
• "Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
0
0
00
0
0
0
0
0
0
0
0
0
1
1
1
0
0
00
0
1
0
1
1
1
1
0
1
0
0
0
0
1
01
0
0
0
0
0
0
0
1
0
0
0
0
5
3
54
5
4
5
4
4
4
4
5
4
4
4
4
2
3
32
3
2
2
3
3
3
3
2
2
3
3
2
1
0
01
0
1
0
0
0
0
0
0
0
0
0
0
0
1
00
0
0
1
0
0
0
0
0
1
0
0
1
75
60
7070
70
65
67
60
60
60
60
60
53
55
55
47
60
70
6060
60
60
60
60
60
60
60
60
60
60
60
60
60
80
6060
60
60
60
60
60
60
60
60
60
60
60
60
69
67
6666
66
63
63
60
60
60
60
60
57
57
57
53
80
60
8080
80
80
80
80
80
80
80
80
80
80
80
80
7 Structure
16 Competence
12 Ecosystem
14 Win-Win Agreements
15 Character
10 Decisions
11 Rewards
1 Stakeholders
3 Values
6 Process
8 People
13 Leadership Style
4 Vision
5 Strategy
9 Information
2 Mission
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FREQUENCIES SCORES
RANKINGS &FREQUENCIES
Now
• The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
• "Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
0
0
00
0
0
0
0
0
0
0
0
0
0
0
0
0
0
00
0
0
0
0
0
0
0
0
0
0
0
0
0
0
00
0
1
0
1
1
1
1
1
1
1
1
1
2
1
32
2
1
3
1
1
1
1
2
3
3
2
2
4
5
25
3
4
4
5
5
5
5
4
3
3
5
5
2
1
21
2
2
1
1
1
1
1
1
1
1
0
0
0
1
10
0
0
0
0
0
0
0
0
0
0
0
0
75
73
6780
67
65
70
65
65
65
65
60
60
60
60
60
90
80
9080
100
90
80
90
90
90
80
80
90
90
80
80
100
100
10080
80
100
100
80
80
80
100
100
80
80
80
80
83
80
8080
80
77
77
74
74
74
74
71
71
71
69
69
60
80
6060
80
80
60
80
80
80
80
80
60
60
80
80
12 Ecosystem
11 Rewards
14 Win-Win Agreements
15 Character
16 Competence
4 Vision
13 Leadership Style
1 Stakeholders
2 Mission
3 Values
6 Process
5 Strategy
8 People
10 Decisions
7 Structure
9 Information
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WRITTEN COMMENTS
01. Please explain your rating on item 1.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
02. Please explain your rating on item 2.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
03. Please explain your rating on item 3.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
04. Please explain your rating on item 4.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
05. Please explain your rating on item 5.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
06. Please explain your rating on item 6.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
07. Please explain your rating on item 7.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
08. Please explain your rating on item 8.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
09. Please explain your rating on item 9.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
10. Please explain your rating on item 10.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
11. Please explain your rating on item 11.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
12. Please explain your rating on item 12.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
13. Please explain your rating on item 13.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
14. Please explain your rating on item 14.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
15. Please explain your rating on item 15.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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WRITTEN COMMENTS
16. Please explain your rating on item 16.
SELF
No comments given in this area.
BOSS
No comments given in this area.
OTHERS
No comments given in this area.
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What Matters Most Profile
Sample ReportFranklin Covey
February 28, 2000
360° Assessment
RESPONSES RECEIVED
SELF 1
OTHERS 5
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What Matters Most Profile
OVERALL SCORES Sample Report
TOTAL SCORE SCORES
Self 71
Others 69
Score 1-30: Deficient
Score 31-50: Below Average
Score 51-78: Average
Score 79-93: Above Average
Score 94+: Excellent
Your combined score shows general trends in yourtime management behaviors. Items 1-22 combine toshow general time management competency asperceived by yourself and others. A generalinterpretation of the scores is found below.
0-50
51-70
80+
Weak
Average
Strong
PERCENTAGES
71
69
0 20 40 60 80 100
StronglyDisagree StronglyAgree
We highly recommend that you begin a planning process to manage your time and life. Starting a planningprocess will help you align your choices with what matters most to you. Review carefully each of thecompetency areas to determine your strengths and weaknesses. Examine the quadrant analysis which followsto determine which quadrant you spend most of your time in. Consider making an action plan based on theresults of this profile. You will probably need to consider how well you relate your work priorities to yourpersonal values. Also, determine how you can improve at planning, prioritizing, handling details, keepingcommitments, and dealing with interruptions. Finally, consider working on improving relationships with yourco-workers through effective communication.
Your planning needs improvement. If you have a planning system, it can be used more effectively. Reviewcarefully each of the competency areas to determine your strengths and weaknesses. Examine the quadrant
analysis which follows to determine which quadrant you spend most of your time in. Consider making anaction plan based on the results of this profile. How well do you relate your work priorities to your personalvalues? As you consider that question, determine how you can improve at planning, prioritizing, handlingdetails, keeping commitments, and dealing with interruptions. Finally, consider working on improvingrelationships with your co-workers through effective communication.
Your planning system is working, but there is still room for improvement. You may need help focusing onpriorities, dealing with urgent interruptions, or writing your daily plan. Review carefully each of thecompetency areas to determine your strengths and weaknesses. Examine the quadrant you spend most of yourtime in. Consider making an action plan based on the results of this profile.
Congratulations, your planning system is working well. Keep up the good work. Review this survey carefullyto determine if there are areas where you can improve. Consider the quadrant analysis which follows todetermine which quadrant you spend most of your time in.
You have mastered your planning system. If you continue to plan as you currently do, you should experiencethe peace and serenity that comes from being in control of the events in your life.
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What Matters Most Profile
OVERVIEW Sample Report
MANAGING TIME SCORES
Self 78
Others 69
REMOVING OBSTACLES SCORES
Self 64
Others 70
LIVING A PERSONAL VISION SCORES
Self 67
Others 73
DECISION MAKING SCORES
Self 67
Others 64
GOAL SETTING SCORES
Self 70
Others 66
64
70
0 20 40 60 80 100
67
73
0 20 40 60 80 100
67
64
0 20 40 60 80 100
70
66
0 20 40 60 80 100
Weak
Average
Strong
0-59
60-82
83+
0-59
60-84
85+
Weak
Average
Strong
0-59
60-87
88+
0-59
60-87
88+
0-50
51-70
80+
Weak
Average
Strong
78
69
0 20 40 60 80 100
PERCENTAGESStronglyDisagree
StronglyAgree
Controlling the use of one's time takes skill andperseverance. Items 1-9 measure specific timemanagement behaviors related to the competencyof managing time.
Due to unplanned events, plans often have to bechanged. Items 10-14 measure specific timemanagement behaviors related to the competencyof removing obstacles.
To live a personal vision, a course of behaviorconsistent with personal goals and purposes must
be maintained. Items 15-17 measure specific time
management behaviors related to living a personalvision.
Judging alternative consequences of decisions to bemade can be a difficult task. Aligning decisions withplans, and individual values can improve our timemanagement satisfaction. Items 18-20 measurespecific time management behaviors related todecision making.
A purpose or objective which plans and efforts canwork toward is a goal. Goals give us direction forthe use of our time. Items 21-22 profile a timemanagement behavior related to the competency ofgoal setting.
Weak
Average
Strong
Weak
Average
Strong
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What Matters Most Profile
ITEM SCORES AND FREQUENCY TABULATIONS Sample Report
S t r o n g
l y
D i s a g r
e e
D i s a g r
e e
S l i g h t l y
D i s a g r
e e
S l i g h l y
A g r e e
A g r e e
S t r o n g
l y
A g r e e
D o n' t
K n o w S
e l f
O t h e r s
1 Keeps a record of things which are done and said inmeetings. 2 4 80 72
2 Prioritizes job tasks so that the important tasks getthe most time and attention. 2 4 80 72
3 Has a good sense of control over his/her job. 1 1 4 80 68
4 Records appointments on a calendar. 1 1 4 80 68
5 Prepares each day with a plan. 1 2 3 80 64
6 Uses a task list daily. 1 2 3 80 64
7 Is on time for appointments. 2 4 80 72
8 Is organized. 1 2 3 80 64
9 Communicates at work effectively. 1 5 60 80
10 Adjusts his/her schedule to allow importantinterruptions. 1 2 3 60 68
11 Communicates his/her schedule to avoid schedulingconflicts. 2 4 80 72
12 Follows up with people to remind them of requestsmade. 5 1 60 64
13 Has a low level of stress at work. 3 3 60 72
14 Has a good relationship with co-workers. 1 1 4 60 72
15 Organizes work priorities according to what he/she believes matters most. 1 3 1 1 60 68
16 Appears satisfied with his/her work. 2 3 1 80 76
17 Does long-term planning well. 2 4 60 76
18 Spends his/her time on the most important job tasks. 4 2 60 68
19 Keeps commitments. 1 5 60 56
20 Completes work assignments on time. 1 1 4 80 68
21 Has a list of specific work goals. 1 1 3 1 80 68
22 Assigns completion dates to work goals. 1 2 3 60 64
68
72
64
72
72
68
76
76
68
56
68
68
6460
80
80
60
60
60
80
60
60
60
60
80
60
60
80
80
80
80
80
80
80
8072
72
68
68
64
64
72
64
80
0 20 40 60 80 100
PERCENTAGESNote: 0 = Strongly Disagree, 20 = Disagree,40 = Slightly Disagree, 60 = Slightly Agree,
80 = Agree, 100 = Strongly Agree.
StronglyDisagree
StronglyAgree
0 20 40 60 80 100 ?
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What Matters Most Profile
QUADRANT ANALYSIS Sample Report
TIME MANAGEMENT MATRIX
## ##
## ##
## ##
## 26%
1 2 3 4 5 6 ? Self Others
23. Works to meet pressing deadlines (crisis management). 4 2 4 4.40
27. Spends time doing things that are both important and urgent. 1 1 3 1 4 4.80
24. Spends time planning. 1 3 2 4 4.20
28. Spends time preparing to prevent future problems. 1 4 1 5 4.40
(i.e. unnecessary reports, others' minor issues, telephone, junk mail, etc.) 2 2 2 4 4.00
29. Spends time on other people’s priorities, unrelated to his|her 1 1 1 3 4 3.80
26. Does things that are not urgent or important (time wasters). 1 4 1 5 5.00
30. Spends time doing unimportant, irrelevant things. 1 4 1 4 4.00
TOTALS 2 6 16 21 3 34 34.6
Questions 23-30 are designed to help you determine howmuch time you spend in each of the quadrants of the TimeManagement Matrix. Most of the activities we do in lifecan be placed in one of the four quadrants found in theTime Management Matrix. Clearly, we deal with bothfactors--urgency and importance--in our lives. But in ourday-to-day decision making, one of these factors tends todominate. The problem comes when we operate from aparadigm of urgency rather than a paradigm ofimportance.
I • Crises • Pressing Problems • Deadline-driven
Projects • Deadline-driven
Meetings
II • Preparation • Prevention • Values Clarification • Planning • Relationship Building • Needed Relaxation • Empowerment
III • Needless Interruptions • Unnecessary Reports • Unimportant Meetings, Phone Calls, Mail • Other People's
Minor Issues
IV • Some Phone Calls • Time Wasters • "Escape" Activities • Irrelevant Mail • Excessive TV
• Excessive Relaxation
I M P O R T A N T
N O T I M P O R T A N T
URGENT
26%24%
26%24%
I II
III IV
NOT URGENT
26%23%
25%27%
I II
III IV
This graph is a representation of YOUR responses tothe items 23-30 estimating where you focus your timein the 4 quadrants.
1 = Never 2 = Seldom 3 = Sometimes 4 = Regularly 5 = Often 6 = Always ? = Don't Know
SCALE
25. Does things that have little relevance to top priorities, but are ur ent.
I
II
III
IV
This graph is a representation of OTHERS' responsesto the items 23-30 estimating where they observe youfocus your time in the 4 quadrants.
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What Matters Most Profile
INTERPRETING THE QUADRANT ANALYSIS
If you spend most of your time in Quadrant I…
If you spend most of your time in Quadrant II…
The following information is designed to help you meet challenges related to the Time Management Matrix. Ifyou are like most working adults, the profile has revealed that you spend too much time in Quadrant I and III,and too little time in Quadrant II. Following are concepts and suggestions which will help you better understandyour situation and provide the "next steps" you might take in your journey to greater effectiveness.
We all spend time in Quadrant I doing the urgent andimportant things that are an inevitable part of life. Thereare always crises that demand our immediate attention,pressing problems to deal with, deadlines to meet,meetings to attend, phone calls to answer, and so on. But if you spend most of your time in Quadrant I, youare being less than effective and are subjecting yourself toexcessive stress (unless you have a job that is inherentlyQuadrant I oriented, such as a paramedic or air trafficcontroller). You may be "addicted to urgency," an all-too-common malady in a hectic world. You may be actuallycreating Quadrant I demands by spending too little time inQuadrant II, where planning and prevention can keepimportant activities from becoming urgent. If you are entrenched in Quadrant I, you might besuffering the stress and burnout common to those who areconstantly putting out fires. Problems tend to get bigger
and bigger until they dominate your life. Most people inthis situation are beaten up by urgent problems day afterday, and find relief only by escaping into the nonurgent,unimportant activities of the Quadrant IV. They tend tospend most of their time in Quadrant I, and the remainderin Quadrant IV, paying little attention to Quadrant II.
Examine the quadrant analysis to see if you areaddicted to urgency. If you decide that you aredependent upon the "rush" of urgent matters, youmust scrutinize your activities to determine whichare unavoidable and which are self-inflicted.Remember, people with an addiction to the urgentset themselves up for a continuous string of crises.By becoming aware of how you do this to yourself,you can avoid these self-destructive habits. Even if you are not addicted to urgency, you canavoid many of the crises that you commonly face
by spending more time in Quadrant II, doing theplanning, preparation, and prevention that willkeep important matters from becoming urgencies. Initially, the only way you will be able to findextra time for Quadrant II is by taking it fromQuadrant III and IV. You can't ignore the urgent,
important activities of Quadrant I, so you musttake the time from the quadrants of unimportantactivities. There are several tips and techniques tohelp you shift from Quadrants III and IV toQuadrant II. (See "How to Spend More Time inQuadrant II.")
Congratulations! This is the "important but not urgent"
quadrant of optimal effectiveness. It is where you want to be. Quadrant II is where you plan, prepare, prevent crises,clarify your values, build relationships, renew yourself,empower others, and lead your life in the direction of yourchoice. If your focus is on Quadrant II activities, your life will beone of vision, perspective, discipline, control, andachievement. It will be balanced and fulfilling, with fewercrises and stress.
Unless you have perfected your time management
skills, there are still times when you find yourselfslipping into Quadrants III and IV. By convertingthose times into Quadrant II activities, you can dothe preparation and planning necessary toeliminate many of the stressful urgencies of theQuadrant I activities in your life. Franklin Coveyhas provided several suggestions for moving fromthe other quadrants into Quadrant II. (See "Howto Spend More Time in Quadrant II.")
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What Matters Most Profile
INTERPRETING THE QUADRANT ANALYSIS
If you spend most of your time in Quadrant III…
If you spend most of your time in Quadrant IV…
Quadrant III is where the majority of working people spend the bulk of their time unless they apply the time management andlife leadership principles taught in What Matters Most™.Quadrant III includes activities that are urgent, but notimportant. Quadrant III activities are generally important tosomeone else, but not to you. The noise of their urgency createsthe illusion of importance, so we often deceive ourselves intothinking that we are in Quadrant I when we are really inQuadrant III. Many phone calls, meetings, drop-in visitors, andreports fall into this category. The time we spend meeting otherpeople's priorities and expectations also falls into this quadrant.If you are caught up primarily in Quadrant III activities, you feelvictimized and out of control. You are frustrated and perhapseven angry because you feel trapped into doing things that "haveto be done now," yet are not important to you. This frustration iscompounded by the fact that these activities keep you fromspending time in Quadrant II and doing the things that are trulyimportant to you. Chances are, your preoccupation withQuadrant III activities has given your life a short-term focus, andyou think of goals and long-term plans as worthless.
First you must learn to distinguish what isimportant from what is not. It is easy to letsomeone else's sense of urgency lead you to
believe that the task they need done is important.Yet it may not be important to you. It is also easyto assume that any activity is important just
because it is urgent. But this is often a falseassumption. Learn to tell the difference. Onequick way to do this is to ask yourself if theurgent activities will contribute to an importantobjective. If it won't, it probably belongs in
Quadrant III.
You must also learn to say "no" to people who bring you Quadrant III activities, and tocircumstances that attempt to impose thesesituations on you. Some tips for doing thiswithout offending people are presented in thesection entitled "How to Spend More Time inQuadrant II."
Very few adults have the time to focus primarily onQuadrant IV activities, which are neither urgent orimportant. This is the "Quadrant of Waste"--triviaand junk mail, mindless television shows, addictivelight novels, busywork and time-wasters, "escape"activities, and indolence.
While it is not likely that Quadrant IV garners themajority of your time, it is an unfortunate fact thatwe all spend some time there. After all, it is acommon refuge from the rigors of Quadrants Iand III. But remember, any time in Quadrant IVis too much time.Instead, convert this to Quadrant II time byundertaking nonurgent activities that areimportant to you in the sense that they relax,refresh, or improve you in some way: exercise,
participate in a sport, read an interesting bookthat broadens you. The possibilities are endless.Be careful, however. These types of Quadrant IIactivities can turn into wasteful Quadrant IVactivities when indulged in to an excess. Forexample, watching one entertaining orinformational television program may be aQuadrant II activity because it renews and relaxesyou. But watching hours of mindless televisioncan quickly become a Quadrant IV activity.
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What Matters Most Profile
HOW TO SPEND MORE TIME IN QUADRANT II: Practical Tips from Franklin Covey
Identify and eliminate the activities that are keeping you out of Quadrant II.
Identify what is causing you to spend too much time in Quadrants, I, III, and IV. Then work to eliminate orreduce those activities or demands. For example, if you are spending too much time answering unimportantvoice-mail and e-mail messages, set rules regarding what can be mailed to you, by whom, and where the othermessages should be routed.
Ask those who bring you work to help you reprioritize their tasks.
When people give you projects or tasks that will take you away from important Quadrant II activities, showthem on a white board or project management board your life of projects and tasks, with the associateddeadlines. Then ask, "If I do what you are requesting, it will require me to delay or cancel these other projects.Can you help me reprioritize these projects in terms of their importance and immediacy?" It is also helpful to
tactfully ask, "Does this need to be done now?" or "What is the actual deadline for this?" If you do thisconsistently, it will help "rescript people into more carefully and realistically evaluating the level of urgency forthe tasks they bring to you.
Schedule Quadrant II time, and honor your commitment to that time.
Set aside time blocks in your schedule for Quadrant II activities. Let the people around you know that you arenot available for anything but real emergencies during those times. This may require some training on your partto help your co-workers honor your Quadrant II time. Some individuals lock their doors and put up signs thatask anyone who does not have a bonafide emergency to please return at a specified time. If you do this, it isimportant to be available at the time you specify. If you work in a cubicle, you can cordon off your area andplace a sign across your cubicle's entrance. After a week or two, a sign on the cubicle frame will likely besufficient.
Use the Franklin Planner.
The Franklin Planner is a powerful tool designed to help the user spend more time in Quadrant II. Use it as it ismeant to be used. It provides ongoing reminders and processes that have been designed to help you maintainyour course toward professional and personal effectiveness. The organizer, utilized properly and reinforced bythe Six-step Weekly Planning Process, is a powerful effectiveness tool.
Visualize the coming week… and years.
When you do your weekly organizing, visualize spending your upcoming week in Quadrant II mode. Byapplying the power of visualization to your planning, it will be easier to resist Quadrant III activities when you
are confronted with them. Also, mentally transport yourself a year or more into the future, and visualize whatyou want that future to be. This will help you focus on the Quadrant II activities that will take you there.
Learn to say "no," but do it at the proper time.
When someone brings you an urgent task that seems important to him or her, but not to you, do what is asked ifpossible. To say no when the other person is in a harried or even frantic frame of mind is unwise. Instead, waitfor a calm moment when the "crisis" is over, then point out that even though you did what was requested, youdidn't feel that it was as important or valuable as that person thought it was at the time. This will help youclarify future expectations.
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What Matters Most Profile
Take 10-minute Quadrant II breaks.
Find a 10-minute block of discretionary time each day. Select one Quadrant II activity (such as calling a clientwho has not called that day to ask if they are happy with your service), and use that time every day for that task.
Reduce the time of all your meetings by 25 percent.
Reduce the time of all the meetings you hold by 25 percent. You can do this even if it is not your meeting. Justadvise the person in charge that you will have to leave early. Arrange to do your part in the meeting early.
Commonly Asked Questions
Among all the urgent and important things that face us, how do we know what to do?
This is the dilemma that we constantly face. It is what leads us to feel that we need to hunker down and domore, faster. But usually, there is one thing among all the others that should be done at first. Is a sense, there isa Quadrant I of Quadrant I, or a Quadrant II of Quadrant II. How we decide what is most important at anygiven time is one of the primary issues addressed in the What Matters Most Workshop.
Is it bad to be in Quadrant I?
Not necessarily. In fact, many people spend a significant amount of their time in Quadrant I. The key issue iswhy you are there. Are you in Quadrant I based on urgency or importance? If urgency dominates, whenimportance fades, you will slip into Quadrant III. It is the "urgency addiction." But if you are in Quadrant I
because of importance, when urgency fades, you are more likely to move into Quadrant II. Both Quadrant I andQuadrant II describe what is important; it is only the time factor that changes. The real problem is when you arespending time in Quadrants III and IV.
Where do I get the time to spend in Quadrant II?
If you are looking for time to spend in Quadrant II, Quadrant III is primarily the place to get it. Time spent inQuadrant I is certainly urgent, but we know we are there because it is also important and we know we shouldnot waste any time in Quadrant IV. Quadrant III can fool us because it still has urgency attached to it, but it issomeone else's urgency, not ours. The key is learning to see all of our activities in terms of their importance.When we define importance for us, we are able to reclaim the time lost to the deception of urgency, and spend itin Quadrant II.
What if I am in a Quadrant I environment?
Some professions are, by nature, almost completely in Quadrant I. For example, it is the job of firefighters, manydoctors and nurses, police officers, news reporters, and editors to respond to the urgent and important. Forthese people it is even more critical to capture Quadrant II time for the reason that it builds their capacity tohandle Quadrant I. Time spent in Quadrant II increases our capacities and performance even in Quadrant I
activities.
Is there anything in Quadrant I that does not act on us and demand our attention "right now?"
Some things are crises or problems in the making if we don't attend to them. We can choose to make thesethings urgent. In addition, what may be a Quadrant II activity to an organization, such as long-term visioning,planning, and relationship building, may be Quadrant I to its executive. This is the CEO's unique charge. Theneed for these things is great, and the consequences of either doing these things or not doing them aresignificant. The need for that executive is "now," it is urgent, and it must be acted on.
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The 7 Habits Sales 360° Profile™
Sales Manager Sample ProfileFranklin Covey
J uly 27, 2000
Sales Report
Franklin Covey Profile Center
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 17-22
WRITTEN COMMENTS 23
Emotional Bank Account 5P/PC Balance 6
Be Proactive 7
Begin with the End in Mind 8
Put First Things First 9
Think Win-Win 10
Win-Win Agreements 11
Win-Win Follow-up 12
Seek First To Understand 13
. . .Then to be Understood 14Synergize 15
Sharpen the Saw 16
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INTRODUCTION
Welcome to the 7 Habits Sales 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1
Boss 1
Peers 4
Direct Reports 3
Total 9
Detailed instructions for understanding and using the profile are contained in the ActionPlanning Guide. Please note, however, that for ease in reading the feedback report, thenumerical responses have been translated from a scale of one to six to percentages usingthe following logic:
6 Outstanding 100%
5 Very Good 80%
4 Good 60%
3 Fair 40%
2 Poor 20%
1 Very Poor 0%
? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
If you have questions regarding your profile or would like to make comments regardingthe profile process, please contact the Franklin Covey Profile Center at:
1-800-332-6839.
2000 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any
means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission
f Franklin Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360° Profile™ is intended
olely for use in the personal development of the individual profiled. Franklin Covey. is not responsible for any claim, action, liability, expense, damage, or concern arising
om its use in any other manner. Review of any individual 360° Profile report by any party other than the intended recipient, except for internal processing, is strictly
rohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical errors and to omit inappropriate or
busive language when transcribing comments.
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TOTALS
The 7HABITS® SALESOVERVIEW
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
RELATIONSHIPSEmotional
Bank AccountP/PC Balance Be Proactive Begin with the
End in MindPut First
Things FirstThink Win-Win Seek First To
UnderstandSynergize Sharpen the
Saw
Self
Boss
Peers
Direct Reports
StronglyAgree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EmotionalBank Account
P/PC Balance Be Proactive Begin with theEnd in Mind
Put FirstThings First
Think Win-Win Seek First ToUnderstand
Synergize Sharpen theSaw
77 80 72
75
78
78
73
79
78
80
63
81
76
80
74
73
77
60
70
81
78
80
71
73
78
77
73
83
76
71
73
82
71
77
67
83
78
71
80
82
80
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TOTALS
EmotionalBankAccount
ITEMS
1 Willingly assists and serves people.
2 Acknowledges and apologizes formistakes.
3 Is honest in interactions with people.
4 Does not backbite or gossip aboutpeople.
5 Keeps promises and honorscommitments.
6 Shows courtesy and respect forpeople.
7 Helps create a positive and optimisticwork environment.
8 Encourages and motivates others to beproductive.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
73 85 60
80
78
73 75 60
60
72
73 75 60
80
72
78 79 73
78
78
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TOTALS
P/PCBalance
ITEMS
9 Does not push or pressure people towork beyond a reasonable limit.
10 Is concerned about people, not justsales.
11 Appears to balance all aspects of life(i.e., work, leisure, family, etc.) tomaintain overall effectiveness.
12 Consistently provides quality work andservices.
13 Does not work so hard that burnoutresults.
14 Is concerned with quality, not justquantity.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 80 60
80
75
80 80 60
80
78
73 85 60
100
78
73 80 60
80
75
80 85 60
80
80
73 75 80
60
75
76 81 63
80
77
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TOTALS
Be Proactive
ITEMS
15 Remains in control of his/her actions,even in difficult or emotionalcircumstances.
16 Focuses efforts on things he/she cando something about, rather than onthings beyond his/her control.
17 Makes decisions based upon whathe/she feels is "right," not upon what is"popular."
18 Accepts responsibility for his/heractions and attitudes, rather thanblaming others or making excuses.
19 Receives complaints or negativefeedback without becoming defensive.
20 Acts to prevent problems, rather thanwaiting for problems to arise.
21 Takes initiative to get things done.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 75 80
60
75
87 75 80
60
80
87 80 80
100
82
73 65 60
100
68
73 60 60
80
65
73 80 80
80
78
73 75 80
80
75
77 73 74
80
75
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TOTALS
Begin withthe End inMind
ITEMS
22 Has a clear sense of purpose anddirection when working on projects orcustomer accounts.
23 Is well organized for meetings or salescalls.
24 Works toward long-term solutions, not just temporary "quick fixes."
25 Ensures that sales team membersunderstand the purpose and value ofproducts and/or services.
26 Sees potential in people andencourages them to reach it.
27 Takes time to create an overall planbefore beginning projects.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 90 60
60
82
80 85 60
60
80
80 85 80
60
82
73 85 80
60
80
73 70 80
60
72
80 70 60
60
72
78 81 70
60
78
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TOTALS
Put FirstThings First
ITEMS
28 Meets requests in a timely manner.
29 Is disciplined in carrying out plans(i.e., avoids procrastination, busywork,time wasters, etc.).
30 Organizes his/her time and resourcesin a way that prevents having to workin a crisis mode.
31 When conducting meetings or salespresentations, keeps the discussionfocused on important issues.
32 Is accessible to sales team members(i.e., easy to reach, returns calls, etc.).
33 Coordinates resources and scheduleswithin the sales team so that workflows smoothly.
34 Prioritizes work so that time is spenton the most important issues.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 85 60
100
78
73 75 80
80
75
80 60 80
80
70
80 55 60
80
65
80 70 60
60
72
80 85 80
80
82
80 80 80
80
80
78 73 71
80
75
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TOTALS
ThinkWin-Win
ITEMS
35 Is happy when others succeed.
36 Does not undermine or manipulateothers for personal gain.
37 Contributes to the success of thosehe/she works with.
38 When resolving conflicts, works to findsolutions that benefit everyoneinvolved.
39 Shares credit and recognition forsuccesses.
40 Does not allow people to take unfairadvantage of him/her.
41 Is fair with all people regardless oftheir position.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 85 80
80
82
87 80 80
100
82
80 85 80
80
82
80 80 80
80
80
73 85 80
60
80
67 85 80
60
78
60 80 80
80
72
75 83 80
77
80
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TOTALS
Win-WinAgreements
ITEMS
42 When making plans that will affectothers, involves them in the planningand decision-making process.
43 When assigning work, gives peopleflexibility to determine the bestmethods for accomplishing theassignments.
44 When working with people on projects,works to ensure that the desiredoutcomes are clear and agreeable toall involved.
45 When working with people on projects,works to ensure that the guidelines forcompleting tasks are clear (i.e.,standards, constraints, policies, etc.).
46 When working with people on projects,works to ensure that the necessaryresources are identified and available(i.e., supplies, people, budget, etc.).
47 When working with people on projects,works to ensure that the wayperformance will be measured isunderstood by all.
48 When working with people on projects,works to ensure that the consequencesof both good and bad performance areunderstood by all.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
53 75 80
80
68
80 80 80
80
80
87 80 80
80
82
80 85 60
60
80
73 85 60
60
78
87 85 60
80
82
80 85 60
80
80
77 82 69
74
79
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TOTALS
Win-WinFollow-up
ITEMS
49 After goals or assignments areestablished, evaluates progress in atimely manner.
50 Trusts sales team members toperform well without continuallychecking up on them.
51 Recognizes and shows appreciationfor positive performance.
52 When improvement is needed,provides constructive feedback tosales team members.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 85 80
80
82
53 85 60
80
70
80 80 80
80
80
87 85 60
80
82
75 84 70
80
79
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TOTALS
Seek FirstToUnderstand
ITEMS
53 Seeks to understand other people’sviewpoints.
54 Listens to people without interrupting.
55 Is sensitive to the feelings andemotions of others.
56 Seeks to understand a problem beforeapplying a solution.
57 Seeks to understand the "world" ourcustomers live in (i.e., products,industry, budget, constraints, etc.).
58 Acknowledges when he/she does notknow the answer to a question andthen seeks out the answer.
59 Is easy to approach with a problem orconcern.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
53 85 80
60
72
80 95 80
60
88
60 85 80
80
75
60 80 60
80
70
80 80 60
80
78
80 75 60
60
75
67 80 80
60
75
69 83 71
69
76
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TOTALS
. . .Then tobeUnderstood
ITEMS
60 Is clear and concise whencommunicating.
61 Does not dominate or overpowerpeople during discussions.
62 Expresses ideas and feelings withconfidence.
63 Uses tact and consideration for otherswhen speaking (i.e., is not demeaning,discriminatory, or vulgar).
64 Is upfront about the limitations ofproducts and services as well as thebenefits.
65 Takes steps to ensure that meaningfulcommunication occurs within thesales team.
66 Updates and informs sales teammembers regarding relevant andimportant matters.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
67 85 60
80
75
80 80 80
80
80
80 80 80
80
80
73 80 80
80
78
73 80 80
80
78
73 80 80
60
78
73 85 60
60
78
74 81 74
74
78
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TOTALS
Synergize
ITEMS
67 Creatively looks for alternativeapproaches to meet customer needs.
68 Seeks out the knowledge and skills ofothers to better meet customer needs.
69 Is open to ideas suggested by others.
70 Encourages and supports others intaking responsible risks.
71 Builds on people’s ideas, rather thanmerely criticizing or finding fault.
72 Develops teamwork and cooperationwithin the sales team.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 85 60
60
78
73 85 60
80
78
80 85 60
80
80
80 80 60
80
78
80 80 80
80
80
80 80 80
80
80
78 83 67
77
79
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TOTALS
Sharpen theSaw
ITEMS
73 Strives to build and improverelationships with people.
74 Cares for his/her physical health andwell-being.
75 Is current and knowledgeable abouthis/her company’s products andservices.
76 Is current and knowledgeable aboutcompetitors’ products and services.
77 Takes time to find meaning andenjoyment in life.
78 Takes steps to improve his/herleadership abilities.
79 Actively works toward the continualdevelopment of sales team members.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReports
Peers BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 85 80
60
82
80 85 80
60
82
80 85 80
60
82
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 82 80
71
81
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Frequencies Scores
NOT
ES
RANKINGSANDFREQUENCIES
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReports
Peers Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
1
1
1
1
0
0
2
0
1
1
5
5
5
7
6
6
5
8
8
4
8
6
7
3
3
2
1
2
2
3
1
1
3
1
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
80
87
80
80
80
80
87
80
87
87
80
87
80
95
80
90
85
85
85
80
85
80
85
85
85
85
80
80
60
80
80
80
80
80
80
60
80
60
80
88
82
82
82
82
82
82
82
82
82
82
82
82
60
100
60
60
80
80
100
80
80
80
80
80
60
54 Listens to people without interrupting.
17 Makes decisions based upon what he/she feels is "right," notupon what is "popular."
22 Has a clear sense of purpose and direction when working onprojects or customer accounts.
24 Works toward long-term solutions, not just temporary "quickfixes."
33 Coordinates resources and schedules within the sales teamso that work flows smoothly.
35 Is happy when others succeed.
36 Does not undermine or manipulate others for personal gain.
37 Contributes to the success of those he/she works with.
44 When working with people on projects, works to ensure thatthe desired outcomes are clear and agreeable to all involved.
47 When working with people on projects, works to ensure thatthe way performance will be measured is understood by all.
49 After goals or assignments are established, evaluatesprogress in a timely manner.
52 When improvement is needed, provides constructivefeedback to sales team members.
73 Strives to build and improve relationships with people.
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReports
Peers Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
1
1
2
2
1
1
2
0
2
7
7
9
9
9
9
9
7
5
6
6
7
7
6
9
6
1
1
0
0
0
0
0
1
2
1
1
1
1
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80
80
80
80
80
80
80
80
87
80
73
80
80
73
80
80
85
85
80
80
80
80
80
85
75
85
85
80
80
85
80
85
80
80
80
80
80
80
80
60
80
60
80
80
80
80
80
60
82
82
80
80
80
80
80
80
80
80
80
80
80
80
80
80
60
60
80
80
80
80
80
80
60
60
60
80
80
60
80
60
74 Cares for his/her physical health and well-being.
75 Is current and knowledgeable about his/her company’sproducts and services.
1 Wil lingly assists and serves people.
2 Acknowledges and apologizes for mistakes.
3 Is honest in interactions with people.
4 Does not backbite or gossip about people.
5 Keeps promises and honors commitments.
13 Does not work so hard that burnout results.
16 Focuses efforts on things he/she can do something about,rather than on things beyond his/her control.
23 Is well organized for meetings or sales calls.
25 Ensures that sales team members understand the purposeand value of products and/or services.
34 Prioritizes work so that time is spent on the most importantissues.
38 When resolving conflicts, works to find solutions that benefiteveryone involved.
39 Shares credit and recognition for successes.
43 When assigning work, gives people flexibility to determinethe best methods for accomplishing the assignments.
45 When working with people on projects, works to ensure thatthe guidelines for completing tasks are clear (i.e., standards,constraints, policies, etc.).
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReports
Peers Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
2
2
2
2
2
7
9
9
9
7
9
9
9
9
9
9
6
6
5
6
5
1
0
0
0
1
0
0
0
0
0
0
1
1
2
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80
80
80
80
80
80
80
80
80
80
80
73
80
73
73
73
85
80
80
80
85
80
80
80
80
80
80
85
80
85
80
85
60
80
80
80
60
80
80
80
80
80
80
60
60
60
80
60
80
80
80
80
80
80
80
80
80
80
80
78
78
78
78
78
80
80
80
80
80
80
80
80
80
80
80
80
80
100
80
100
48 When working with people on projects, works to ensure thatthe consequences of both good and bad performance areunderstood by all.
51 Recognizes and shows appreciation for positiveperformance.
61 Does not dominate or overpower people during discussions.
62 Expresses ideas and feelings with confidence.
69 Is open to ideas suggested by others.
71 Builds on people’s ideas, rather than merely criticizing orfinding fault.
72 Develops teamwork and cooperation within the sales team.
76 Is current and knowledgeable about competitors’ productsand services.
77 Takes time to find meaning and enjoyment in life.
78 Takes steps to improve his/her leadership abilities.
79 Actively works toward the continual development of salesteam members.
6 Shows courtesy and respect for people.
10 Is concerned about people, not just sales.
11 Appears to balance all aspects of life (i.e., work, leisure,family, etc.) to maintain overall effectiveness.
20 Acts to prevent problems, rather than waiting for problems toarise.
28 Meets requests in a timely manner.
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReports
Peers Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
1
4
1
1
1
2
3
3
2
1
3
3
2
2
2
2
6
3
8
8
8
7
5
5
6
8
5
5
5
5
7
7
1
2
0
0
0
0
1
1
1
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
73
80
73
73
73
73
73
73
80
73
73
73
73
73
73
85
85
80
80
80
80
85
85
85
80
80
80
75
75
75
75
80
60
60
80
80
80
60
60
60
60
60
60
80
80
80
80
78
78
78
78
78
78
78
78
78
78
75
75
75
75
75
75
60
60
80
80
80
60
60
60
80
80
80
80
60
60
80
80
40 Does not allow people to take unfair advantage of him/her.
46 When working with people on projects, works to ensure thatthe necessary resources are identified and available (i.e.,supplies, people, budget, etc.).
57 Seeks to understand the "world" our customers live in (i.e.,products, industry, budget, constraints, etc.).
63 Uses tact and consideration for others when speaking (i.e.,is not demeaning, discriminatory, or vulgar).
64 Is upfront about the limitations of products and services as
well as the benefits.
65 Takes steps to ensure that meaningful communicationoccurs within the sales team.
66 Updates and informs sales team members regarding relevantand important matters.
67 Creatively looks for alternative approaches to meet customerneeds.
68 Seeks out the knowledge and skills of others to better meetcustomer needs.
70 Encourages and supports others in taking responsible risks.
9 Does not push or pressure people to work beyond areasonable limit.
12 Consistently provides quality work and services.
14 Is concerned with quality, not just quantity.
15 Remains in control of his/her actions, even in difficult oremotional circumstances.
21 Takes initiative to get things done.
29 Is disciplined in carrying out plans (i.e., avoidsprocrastination, busywork, time wasters, etc.).
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReports
Peers Boss Others Self
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
1
1
1
0
1
1
1
0
0
0
0
0
1
1
1
1
0
0
0
1
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
3
2
1
4
3
2
2
2
1
1
1
1
1
2
1
7
6
5
6
5
6
5
5
5
6
6
6
6
7
4
7
1
0
1
1
0
0
1
1
1
1
1
1
1
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
60
80
67
67
73
73
73
80
80
60
53
80
53
60
73
53
85
75
80
85
75
75
70
70
70
80
85
60
85
80
65
75
80
60
80
60
60
60
80
60
60
80
80
80
60
60
60
80
75
75
75
75
72
72
72
72
72
72
72
70
70
70
68
68
80
60
60
80
60
80
60
60
60
80
60
80
80
80
100
80
55 Is sensitive to the feelings and emotions of others.
58 Acknowledges when he/she does not know the answer to aquestion and then seeks out the answer.
59 Is easy to approach with a problem or concern.
60 Is clear and concise when communicating.
7 Helps create a positive and optimistic work environment.
8 Encourages and motivates others to be productive.
26 Sees potential in people and encourages them to reach it.
27 Takes time to create an overall plan before beginningprojects.
32 Is accessible to sales team members (i.e., easy to reach,returns calls, etc.).
41 Is fair with all people regardless of their position.
53 Seeks to understand other people’s viewpoints.
30 Organizes his/her time and resources in a way that preventshaving to work in a crisis mode.
50 Trusts sales team members to perform well withoutcontinually checking up on them.
56 Seeks to understand a problem before applying a solution.
18 Accepts responsibility for his/her actions and attitudes,rather than blaming others or making excuses.
42 When making plans that will affect others, involves them inthe planning and decision-making process.
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReports
Peers Boss Others Self
1 2 3 4 5 6 ?
1
1
0
0
0
0
2
2
6
6
0
0
0
0
73
80
60
55
60
60
65
65
80
80
19 Receives complaints or negative feedback without becomingdefensive.
31 When conducting meetings or sales presentations, keepsthe discussion focused on important issues.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
A. Your three most positive qualities with regard to overall effectiveness.
Self
I give my best at all times.
I try to help wherever I can.
I work well with my team and motivate them.
Boss
Listens with empathy even when he does not agree with others’ opinions.
Strong sales abilities.
Very even tempered.
Others
Challenges his team.
Great person.
Has a good outlook on life.
Has a great personality.
Helps others enjoy work.
Helps others learn his best techniques.
Is dependable.
Stays on top of the latest trends.
Very hard worker.
Very knowledgeable.
When we are with clients he always builds the customer’s confidence in us.
Willing to help others.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
B. The three most important things you could improve to increase your overalleffectiveness.
Self
I need to be more organized.
Need to spend more time at home.
Practice new skills.
Boss
Should dress more in harmony with company standards.
Others
More organized.
Needs to go home on time.
Should take more time off to spend with his great family.Should watch his back when communicating policies.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
C. General comments and/or clarification of question responses.
Self
No comments given in this area.
Boss
No comments given in this area.
OthersNo comments given in this area.
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The 7 Habits Sales 360° Profile™
Sales Employee Sample Report
Franklin Covey
September 6, 2000
Sales Report
Franklin Covey Profile Center
© 2000 Franklin Covey Co. All Rights Reserved. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 15-18
WRITTEN COMMENTS 19
CATEGORY REVIEWS
Emotional Bank Account™ 5P/PC Balance™ 6
Be Proactive® 7
Begin With the End in Mind® 8
Put First Things First® 9
Think Win-Win™ 10
Seek First to Understand 11
. . .Then to be Understood™ 12
Synergize™ 13
Sharpen the Saw™ 14
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INTRODUCTION
Welcome to The 7 Habits Sales 360° Profile™. This tool provides you with valuable feedbackregarding a number of issues related to effectiveness.
The following people contributed to your personal profile: Self 1Boss 1Peers 3Customers 4
Total 9 Detailed instructions for understanding and using the profile are contained in the Action PlanningPlease note, however, that for ease in reading the feedback report, the numerical responses havbeen translated from a scale of one to six to percentages using the following logic:
6 Outstanding 100%5 Very Good 80%4 Good 60%3 Fair 40%2 Poor 20%
1 Very Poor 0% ? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages. If you have questions regarding your profile or would like to make comments regarding the profilprocess, please contact the Franklin Covey Profile Center at: 1-800-332-6839.
99 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any informage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intendedy for use in the personal development of the individual profiled. Franklin Covey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile report by another than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive
uage when transcribing comments.
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TOT
ALS
The 7 Habits® Overview 10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
RelationshipsEmotional
Bank AccountP/PC Balance Be Proactive Begin With the
End in MindPut First
Things FirstThink Win-Win Seek First to
Understand,Then to be
Synergize Sharpen theSaw
Self
Boss
Peer
Customer
Strongly Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EmotionalBank Account
P/PC Balance Be Proactive Begin With theEnd in Mind
Put FirstThings First
Think Win-Win Seek First toUnderstand,Then to beUnderstood
Synergize Sharpen theSaw
49 72 7872
61
68
78
70
49
73
80
69
50
67
77
70
49
63
77
70
48
70
80
77
48
73
77
71
49
67
78
75
51
92
80
69
48
76
76
77
50
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TOT
ALS
Emotional BankAccount™
ITEMS
1 Willingly assists and serves people.
2 Acknowledges and apologizes formistakes.
3 Is honest in interactions with people.
4 Has authentic concern for people’sneeds (i.e., avoids insincere flattery).
5 Keeps promises and commitments.
6 Shows courtesy and respect forpeople.
7 Does not speak negatively tocustomers about competitors.
8 Encourages customers to buyproducts or services without makingthem feel pressured or uncomfortable.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
50 60 80
80
58
45 67 80
60
58
50 73 80
80
62
55 67 80
60
62
50 80 80
80
65
50 67 80
60
60
50 80 60
60
62
45 67 80
60
58
49 70 7868
61
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TOT
ALS
P/PC Balance™
ITEMS
9 Is concerned with people, not justsales.
10 Is concerned with quality, not justquantity.
11 Appears to balance all aspects of life(i.e., work, family, leisure, etc.) tomaintain overall effectiveness.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
45 67 80
80
58
55 67 80
60
62
50 73 80
80
62
50 69 8073
61
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TOT
ALS
Be Proactive ®
ITEMS
12 Focuses efforts on things he/she cando something about, rather than onthings beyond his/her control.
13 Makes the best of difficult situations.
14 Accepts responsibility for his/hermistakes, rather than blaming othersor making excuses.
15 Does not become angry or defensiveat customer complaints.
16 Works to solve problems, rather thanignoring or avoiding them.
17 Takes initiative to get things done.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
55 80 80
60
68
50 73 80
80
62
45 67 80
60
58
50 60 60
80
55
55 73 80
60
65
40 67 80
60
55
49 70 7767
60
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TOT
ALS
Begin With theEnd in Mind ®
ITEMS
18 Prepares in advance and is wellorganized for sales calls orpresentations.
19 Works toward long-term solutions, not just temporary "quick fixes."
20 Foresees and prepares for problemsbefore they arise.
21 Appears to have a clear sense ofdirection in life.
22 Does not overpromise or createunrealistic customer expectations.
23 Works with customers to clearlyidentify what the desired outcomes ofhis/her products or services should be.
24 When making a sale, creates clearexpectations for when events willoccur (i.e., delivery times, payments,
etc.).
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
55 87 80
80
70
55 67 80
60
62
45 67 80
60
58
45 67 60
80
55
50 73 80
60
62
45 60 80
60
55
40 73 80
40
58
48 70 7763
60
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TOT
ALS
Put First ThingsFirst ®
ITEMS
25 Meets customer requests in a timelymanner.
26 Is disciplined in carrying out plans(i.e., avoids procrastination, busywork,time wasters, etc.).
27 Organizes time and resources in away that reduces having to work in acrisis mode.
28 When giving sales presentations,keeps the discussion focused oncustomer needs and important issues.
29 Is accessible to customers (i.e., easyto reach, returns calls, etc.).
30 Follows up on customer needs afterthe sale.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
50 73 80
60
62
40 87 80
80
62
50 80 80
60
65
55 67 80
80
62
50 80 80
80
65
45 73 80
60
60
48 77 8070
63
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TOT
ALS
Think Win-Win™
ITEMS
31 Respects other people’s time.
32 Is happy when others succeed.
33 Does not undermine others forpersonal gain.
34 Cooperates with others to achievegoals.
35 When making a sale, works to findalternatives that benefit everyoneinvolved.
36 Acknowledges when products orservices will not meet customer needs(i.e., does not push products thatcustomers do not need).
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
50 73 60
60
60
50 73 80
100
62
50 67 80
60
60
50 60 80
80
58
45 80 80
60
62
50 73 80
80
62
49 71 7773
61
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TOT
ALS
Seek First toUnderstand
ITEMS
37 Lets others state feelings and opinionswithout interrupting.
38 Listens to and seeks to understandpeople’s concerns.
39 Is sensitive to the feelings andemotions of others.
40 Seeks to understand a problem beforeapplying a solution.
41 Understands the "world" his/hercustomers live in (i.e., products,industry, budget, constraints, etc.).
42 Acknowledges when he/she does notknow the answer to a question andthen seeks out the answer.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
55 87 80
60
70
50 67 80
80
60
50 73 80
60
62
45 73 80
80
60
50 80 80
60
65
55 80 80
40
68
51 77 8063
64
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TOT
ALS
. . .Then to beUnderstood™
ITEMS
43 Is clear and concise whencommunicating.
44 Does not dominate or overpowerpeople during discussions.
45 Expresses ideas and feelings withconfidence.
46 Uses tact and consideration for otherswhen speaking (i.e., is not demeaning,discriminatory, or vulgar).
47 Is not afraid to communicate "badnews" if necessary.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
50 73 80
60
62
50 80 60
80
62
55 73 80
60
65
45 80 80
80
62
55 60 80
80
60
51 73 7672
63
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TOT
ALS
Synergize™
ITEMS
48 Creatively looks for alternativeapproaches to meeting customerneeds.
49 Seeks out the knowledge and skills ofothers to better meet customer needs.
50 Supports appropriate ideas suggestedby others.
51 Builds on other people’s ideas, ratherthan merely criticizing or finding fault.
52 Strives to build and improverelationships with people.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
45 53 80
80
52
50 67 80
100
60
45 80 80
100
62
50 67 80
100
60
50 80 80
80
65
48 69 8092
60
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TOT
ALS
Sharpen theSaw™
ITEMS
53 Cares for his/her physical health andwell-being.
54 Is current and knowledgeable about theproducts and services he/she sells.
55 Is up-to-date on competitors’ productsand services.
56 Seeks feedback on ways he/she canimprove.
57 Seems to take time to find meaningand enjoyment in life.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Customer Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
50 87 80
80
68
45 87 80
100
65
55 67 80
80
62
45 80 60
60
60
55 67 80
60
62
50 77 7676
64
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Frequencies Scores
NO
TES
RankingsandFrequencies
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Customers
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
Items1 2 3 4 5 6 ?
StronglyDisagree
Strongly Agree Don’tKnow
Customer Peer Boss Others Self
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
2
2
1
2
3
3
3
3
3
3
3
3
6
5
6
6
5
4
5
5
4
5
5
4
3
1
1
0
0
1
1
0
0
1
0
0
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
55
55
55
55
50
50
55
50
50
50
55
50
45
87
87
80
80
87
80
73
80
80
80
73
80
87
80
80
80
80
80
80
80
80
80
80
80
80
80
70
70
68
68
68
65
65
65
65
65
65
65
65
80
60
60
40
80
80
60
60
80
60
60
80
100
18 Prepares in advance and is well organized for sales calls orpresentations.
37 Lets others state feelings and opinions without interrupting.
12 Focuses efforts on things he/she can do something about,rather than on things beyond his/her control.
42 Acknowledges when he/she does not know the answer to aquestion and then seeks out the answer.
53 Cares for his/her physical health and well-being.
5 Keeps promises and commitments.
16 Works to solve problems, rather than ignoring or avoidingthem.
27 Organizes time and resources in a way that reduces havingto work in a crisis mode.
29 Is accessible to customers (i.e., easy to reach, returns calls,etc.).
41 Understands the "world" his/her customers live in (i.e.,products, industry, budget, constraints, etc.).
45 Expresses ideas and feelings with confidence.
52 Strives to build and improve relationships with people.
54 Is current and knowledgeable about the products andservices he/she sells.
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Frequencies Scores
ItemsStronglyDisagree
Strongly Agree Don’tKnow
Customer Peer Boss Others Self
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
1
0
0
1
0
0
0
3
4
4
2
3
3
2
4
4
2
3
3
2
3
5
4
5
4
4
5
5
5
5
4
4
4
5
4
5
5
2
4
0
0
0
0
0
0
0
0
0
1
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
50
55
50
55
50
50
55
50
50
40
55
50
45
50
50
50
73
67
80
67
73
73
67
73
73
87
67
73
80
73
73
73
80
80
60
80
80
80
80
80
80
80
80
80
80
80
80
80
62
62
62
62
62
62
62
62
62
62
62
62
62
62
62
62
80
60
60
60
80
80
60
60
60
80
80
100
60
80
60
60
3 Is honest in interactions with people.
4 Has authentic concern for people’s needs (i.e., avoidsinsincere flattery).
7 Does not speak negatively to customers about competitors.
10 Is concerned with quality, not just quantity.
11 Appears to balance all aspects of life (i.e., work, family,leisure, etc.) to maintain overall effectiveness.
13 Makes the best of difficult situations.
19 Works toward long-term solutions, not just temporary "quickfixes."
22 Does not overpromise or create unrealistic customerexpectations.
25 Meets customer requests in a timely manner.
26 Is disciplined in carrying out plans (i.e., avoidsprocrastination, busywork, time wasters, etc.).
28 When giving sales presentations, keeps the discussionfocused on customer needs and important issues.
32 Is happy when others succeed.
35 When making a sale, works to find alternatives that benefiteveryone involved.
36 Acknowledges when products or services will not meetcustomer needs (i.e., does not push products that customersdo not need).
39 Is sensitive to the feelings and emotions of others.
43 Is clear and concise when communicating.
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Frequencies Scores
ItemsStronglyDisagree
Strongly Agree Don’tKnow
Customer Peer Boss Others Self
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
0
1
1
0
0
0
1
1
3
3
3
3
2
5
3
4
5
2
2
4
4
4
3
3
5
5
4
5
5
3
4
2
3
5
5
4
3
3
4
4
0
0
1
0
0
0
0
1
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
50
45
45
55
55
50
45
50
50
50
45
55
50
50
45
50
80
80
80
67
67
67
73
73
67
67
73
60
67
67
80
60
60
80
80
80
80
80
80
60
80
80
80
80
80
80
60
80
62
62
62
62
62
60
60
60
60
60
60
60
60
60
60
58
80
80
100
80
60
60
60
60
60
80
80
80
100
100
60
80
44 Does not dominate or overpower people during discussions.
46 Uses tact and consideration for others when speaking (i.e.,is not demeaning, discriminatory, or vulgar).
50 Supports appropriate ideas suggested by others.
55 Is up-to-date on competitors’ products and services.
57 Seems to take time to find meaning and enjoyment in life.
6 Shows courtesy and respect for people.
30 Follows up on customer needs after the sale.
31 Respects other people’s time.
33 Does not undermine others for personal gain.
38 Listens to and seeks to understand people’s concerns.
40 Seeks to understand a problem before applying a solution.
47 Is not afraid to communicate "bad news" if necessary.
49 Seeks out the knowledge and skills of others to better meetcustomer needs.
51 Builds on other people’s ideas, rather than merely criticizingor finding fault.
56 Seeks feedback on ways he/she can improve.
1 Wil lingly assists and serves people.
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Frequencies Scores
ItemsStronglyDisagree
Strongly Agree Don’tKnow
Customer Peer Boss Others Self
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
1
1
2
0
0
1
1
1
2
4
4
5
4
4
3
5
6
5
4
5
3
3
3
3
3
3
3
3
2
2
3
2
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
45
45
45
45
45
40
50
50
40
45
45
45
67
67
67
67
67
73
60
60
67
67
60
53
80
80
80
80
80
80
80
60
80
60
80
80
58
58
58
58
58
58
58
55
55
55
55
52
60
60
80
60
60
40
80
80
60
80
60
80
2 Acknowledges and apologizes for mistakes.
8 Encourages customers to buy products or services withoutmaking them feel pressured or uncomfortable.
9 Is concerned with people, not just sales.
14 Accepts responsibility for his/her mistakes, rather thanblaming others or making excuses.
20 Foresees and prepares for problems before they arise.
24 When making a sale, creates clear expectations for whenevents will occur (i.e., delivery times, payments, etc.).
34 Cooperates with others to achieve goals.
15 Does not become angry or defensive at customercomplaints.
17 Takes initiative to get things done.
21 Appears to have a clear sense of direction in life.
23 Works with customers to clearly identify what the desiredoutcomes of his/her products or services should be.
48 Creatively looks for alternative approaches to meetingcustomer needs.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
A. Your three most positive qualities with regard to overall effectiveness.
Self
I get along well with people.
I like a challange.
I look for ways I can help.
Boss
No comments given in this area.
Others
No comments given in this area.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
B. The three most important things you could improve to increase your overalleffectiveness.
Self
I have trouble relating to some people.
I need to plan my time better.
BossNo comments given in this area.
Others
No comments given in this area.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
C. General comments and/or clarification of question responses.
Self
No comments given in this area.
Boss
No comments given in this area.
Others
No comments given in this area.
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Helping Clients Succeed Profile
Sample ReportHelping Clients Succeed Program
April 18, 2001
Franklin Covey Profile Center
©2001 Franklin Covey Co. All rights reserved. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 14-17
WRITTEN COMMENTS 18
Foundational Principles 5-6Opportunity 7-8
Resources 9
Decision Process 10
Exact Solution 11
Relationship 12
Overall 13
©2001 Franklin Covey Co. All rights reserved. Sample Report – Page 2
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INTRODUCTION
Welcome to The Franklin Covey 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1Manager 1Colleagues 4Clients 3 Total 9
Please note that all responses received in your behalf (from Strongly Disagree to StronglyAgree) were converted to a six-point scale. The numeric scale of 1 to 6 was then translatedinto a percentage in the following manner:
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%
1 Strongly Disagree 0% ? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
If you have questions or would like to make comments regarding the profile process,please contact The Profile Center at: 1-800-332-6839.
© 2001 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of FranklinCovey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in thepersonal development of the individual profiled. Franklin Covey Co. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any othermanner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the writtenpermission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribingcomments.
©2001 Franklin Covey Co. All rights reserved. Sample Report – Page 3
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TOT
ALS
HELPINGCLIENTS
SUCCEEDOVERVIEW
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
RELATIONSHIPS Principles Opportunity Resources Decision Solution Relationship Overall
Self
Manager
Colleague
Client
StronglyAgree
Agree
SlightlyAgree
SlightlyDisagree
Disagree
StronglyDisagree
100
80
60
40
20
0
Principles Opportunity Resources Decision Solution Relationship Overall
56 75 6560
67
57
59
74
56
63
66
73
58
50
80
78
53
50
65
72
57
69
69
77
57
70
70
79
58
60
47
74
56
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TOT
ALS
FoundationalPrinciples
ITEMS
1 Seems intent on meeting the client ’scompany’s best interests first, ratherthan his/her own best interests.
2 Does not use manipulative salestechniques.
3 Does not pressure the client to buyproducts or services beyond his/herneeds.
4 Creates a trusting environment wherethe client can freely share without fearthat what he/she says will be usedagainst him/her.
5 Clarifies the client’s use of words andphrases that may not have precisemeaning.
6 Does not dominate conversations withthe client.
7 Does not interrupt when the client istalking.
8 Asks one precise question at a time,then waits for a response.
9 Asks questions to ensure his/herunderstanding is accurate.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
40 80 40
60
63
53 80 80
60
70
60 80 60
40
70
53 80 40
60
65
60 80 80
60
72
60 70 60
60
65
53 75 40
80
62
60 80 60
80
70
53 75 40
60
62
56 74 5957
65
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FoundationalPrinciples
ITEMS
10 Asks questions to ensure his/herunderstanding is complete.
11 Is an exceptional listener.
12 Is exceptional at asking relevantquestions (i.e., asks the right questionsat the right time).
13 Is confident in who he/she is and doesnot overtly try to gain approval oracceptance in order to get his/her ownego needs met.
14 Is not defensive when challenged bythe client.
15 Does not become too aggressive in thequestions he/she asks.
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
53 65 60
40
60
60 75 80
60
70
53 55 80
60
58
60 80 60
60
69
53 73 40
40
60
60 67 60
40
63
(CONTINUED)
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TOT
ALS
Opportunity
ITEMS
16 Does not talk about his/her solutionsbefore understanding what the client istrying to accomplish.
17 Does not talk about the advantages ofhis/her solutions too early in theconversation.
18 When discussing the client’s needs,the consultant brings out ALL of theclient’s relevant issues, not just thefirst one or two that come up.
19 Consultant helps the client identify thehighest leverage issues that impact theclient’s business.
20 Helps the client discuss his/her issuesin depth, in order of their importance.
21 When the client states an importantproblem, the consultant helps him/herfind or think through the informationthat proves the problem exists.
22 When the client states that he/shewants a particular result, theconsultant gets a clear measurement
of how the result will be achieved.
23 Is skilled in helping the client estimatethe financial impact of not solving aproblem.
24 Is skilled in helping the client estimatethe financial impact of achieving aparticular result.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
60 75 40
60
65
53 70 60
60
62
60 80 80
80
72
60 65 80
60
65
60 65 80
80
65
53 75 80
60
68
60 70 60
40
65
60 80 40
60
68
60 75 60
80
68
58 73 6663
66
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Opportunity
ITEMS
25 At the end of conversations with thisconsultant, the client feels confident inpresenting a strong business case forhis/her recommendations.
26 Thinks beyond the immediate impactof the proposed intervention byexploring who or what else in thecompany would be affected.
27 Works to make sure proposedsolutions are tied to the client ’scompany’s overall key initiatives andstrategies.
28 Explores with the client what hasprevented a successful solution in thepast or what might prevent one in thefuture.
29 Helps the client address issues arisingfrom people who may be negativelyimpacted by the decision.
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
53 65 80
60
62
60 60 80
40
62
60 75 60
60
68
53 80 40
80
65
60 80 80
60
72
(CONTINUED)
©2001 Franklin Covey Co. All rights reserved. Sample Report – Page 8
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TOT
ALS
Resources
ITEMS
30 Encourages the client to discuss areasonable budget for a solution beforethe final solution is proposed.
31 Diplomatically challenges the client’sbeliefs regarding resources (time,people, money, etc.) that don’t appearrealistic.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
53 80 80
40
70
53 75 80
60
68
53 78 8050
69
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TOT
ALS
DecisionProcess
ITEMS
32 Helps the client find or think throughevery step that his/her organizationmust take to make a well-informeddecision.
33 Helps the client establish a realistictimetable for each decision step,including the final decision.
34 Before preparing a solution, theconsultant prepares the client to speakwith each person who may influencethe decision.
35 Does not hesitate to ask the client’sviews on alternative solutionsavailable inside and outside of his/hercompany.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
53 75 80
40
68
60 70 60
60
65
60 73 40
40
63
53 70 80
60
65
57 72 6550
65
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TOT
ALS
Exact Solution
ITEMS
36 Before presenting potential solutions,the consultant obtains agreement onthe desired objectives from all keypeople.
37 Includes ALL participants interactivelyin presentations.
38 Presents his/her proposed solutionclearly.
39 Presents his/her proposed solutionpersuasively.
40 Demonstrates strong grouppresentation skills.
41 Demonstrates strong group facilitationskills.
42 Uncovers and explicitly discusses alldoubts and concerns about his/herproposed solution.
43 Is non-defensive and yet convincingwhen resolving concerns about doingbusiness with the client.
44 Does not become too pushy in tellingthe client what he/she should do.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
60 85 80
80
75
60 75 80
80
70
53 75 60
80
65
53 65 60
80
60
53 75 60
60
65
60 85 80
40
75
60 80 80
60
72
53 67 40
80
57
60 80 80
60
72
57 77 6969
68
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TOT
ALS
Relationship
ITEMS
45 Once the solution is adopted, theconsultant ensures there is a mutuallyagreed upon implementation plan.
46 Works with the client to developcontingency plans to deal with theunexpected (e.g., impediments,missed expectations, changes in cost,personnel, timing, etc.).
47 Does not disappear after the sale, butremains committed to achievingdesired outcomes.
48 Searches for additional ways he/shecan add value to the client’s business.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
60 75 60
60
68
53 75 60
80
65
60 85 80
80
75
60 80 80
60
72
58 79 7070
70
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TOT
ALS
Overall
ITEMS
49 Understands the client’s business.
50 Understands his/her products andservices well.
51 Builds convincing business cases forhis/her solutions.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Cl ien t Co lleague Manager
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
53 70 40
60
60
60 73 60
60
66
53 80 40
60
63
56 74 4760
63
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FREQUENCIES SCORES
NO
TES
RANKINGSAND
FREQUENCIES
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Manager, Colleague and Client
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
Client Colleague Manager Others Self
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
1
1
0
1
1
2
2
2
2
2
1
2
2
4
3
6
6
5
4
4
4
4
5
5
4
5
3
3
2
1
2
2
2
2
2
1
1
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
60
60
60
60
60
60
60
60
60
53
60
60
60
85
85
85
80
80
80
80
80
80
80
80
80
75
80
80
80
80
80
80
80
80
80
80
60
60
80
75
75
75
72
72
72
72
72
72
70
70
70
70
80
40
80
60
80
60
60
60
60
60
40
80
60
36 Before presenting potential solutions, the consultant obtainsagreement on the desired objectives from all key people.
41 Demonstrates strong group facilitation skills.
47 Does not disappear after the sale, but remains committed toachieving desired outcomes.
5 Clarifies the client’s use of words and phrases that may nothave precise meaning.
18 When discussing the cl ient’s needs, the consultant bringsout ALL of the client’s relevant issues, not just the first one ortwo that come up.
29 Helps the client address issues arising from people who maybe negatively impacted by the decision.
42 Uncovers and explicitly discusses all doubts and concernsabout his/her proposed solution.
44 Does not become too pushy in telling the client what he/sheshould do.
48 Searches for additional ways he/she can add value to theclient’s business.
2 Does not use manipulative sales techniques.
3 Does not pressure the client to buy products or servicesbeyond his/her needs.
8 Asks one precise question at a time, then waits for aresponse.
11 Is an exceptional l istener.
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
Client Colleague Manager Others Self
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
1
0
0
1
0
1
0
1
1
1
2
3
2
3
3
3
3
3
3
2
4
2
4
1
5
6
4
4
3
3
4
4
2
4
3
4
3
4
3
5
1
1
1
1
2
2
1
1
2
1
1
1
1
1
1
1
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
53
60
60
53
60
60
60
53
53
60
60
53
60
60
60
60
80
75
80
75
80
75
75
75
75
75
73
80
70
75
65
65
80
80
60
80
40
60
60
80
80
60
60
40
60
40
80
80
70
70
69
68
68
68
68
68
68
68
66
65
65
65
65
65
40
80
60
60
60
80
60
60
40
60
60
60
60
60
60
80
30 Encourages the client to discuss a reasonable budget for asolution before the final solution is proposed.
37 Includes ALL participants interactively in presentations.
13 Is confident in who he/she is and does not overtly try to gainapproval or acceptance in order to get his/her own ego needsmet.
21 When the client states an important problem, the consultanthelps him/her find or think through the information that provesthe problem exists.
23 Is skilled in helping the client estimate the financial impactof not solving a problem.
24 Is skilled in helping the client estimate the financial impactof achieving a particular result.
27 Works to make sure proposed solutions are tied to theclient’s company’s overall key initiatives and strategies.
31 Diplomatically challenges the client’s beliefs regardingresources (time, people, money, etc.) that don’t appearrealistic.
32 Helps the client find or think through every step that his/herorganization must take to make a well-informed decision.
45 Once the solution is adopted, the consultant ensures there isa mutually agreed upon implementation plan.
50 Understands his/her products and services well.
4 Creates a trusting environment where the client can freelyshare without fear that what he/she says will be used againsthim/her.
6 Does not dominate conversations with the client.
16 Does not talk about his/her solutions before understandingwhat the client is trying to accomplish.
19 Consultant helps the client identify the highest leverageissues that impact the client’s business.
20 Helps the client discuss his/her issues in depth, in order oftheir importance.
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
Client Colleague Manager Others Self
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
1
1
2
1
1
1
0
0
2
3
2
4
4
3
4
3
1
3
1
2
2
3
5
5
2
3
3
3
3
4
3
4
5
2
3
3
4
3
2
2
3
1
2
1
1
1
1
1
0
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
1
1
1
1
0
0
0
0
0
60
53
60
53
53
53
53
40
60
60
53
53
53
53
53
60
70
80
70
70
75
75
75
80
67
73
80
75
75
70
65
60
60
40
60
80
60
60
60
40
60
40
40
40
40
60
80
80
65
65
65
65
65
65
65
63
63
63
63
62
62
62
62
62
40
80
60
60
80
60
80
60
40
40
60
80
60
60
60
40
22 When the client states that he/she wants a particular result,the consultant gets a clear measurement of how the resultwill be achieved.
28 Explores with the client what has prevented a successfulsolution in the past or what might prevent one in the future.
33 Helps the client establish a realistic timetable for eachdecision step, including the final decision.
35 Does not hesitate to ask the client’s views on alternativesolutions available inside and outside of his/her company.
38 Presents his/her proposed solution clearly.
40 Demonstrates strong group presentation skills.
46 Works with the client to develop contingency plans to dealwith the unexpected (e.g., impediments, missedexpectations, changes in cost, personnel, timing, etc.).
1 Seems intent on meeting the cl ient’s company’s bestinterests first, rather than his/her own best interests.
15 Does not become too aggressive in the questions he/sheasks.
34 Before preparing a solution, the consultant prepares theclient to speak with each person who may influence thedecision.
51 Builds convincing business cases for his/her solutions.
7 Does not interrupt when the client is talking.
9 Asks questions to ensure his/her understanding is accurate.
17 Does not talk about the advantages of his/her solutions tooearly in the conversation.
25 At the end of conversations with this consultant, the clientfeels confident in presenting a strong business case forhis/her recommendations.
26 Thinks beyond the immediate impact of the proposedintervention by exploring who or what else in the companywould be affected.
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
Client Colleague Manager Others Self
1 2 3 4 5 6 ?
1
1
1
1
2
1
0
0
1
0
0
0
2
2
0
1
0
1
3
2
2
4
3
3
2
2
4
2
3
2
1
1
1
1
1
1
0
1
0
0
0
1
53
53
53
53
53
53
65
73
65
70
55
67
60
40
60
40
80
40
60
60
60
60
58
57
40
40
80
60
60
80
10 Asks questions to ensure his/her understanding is complete.
14 Is not defensive when challenged by the client.
39 Presents his/her proposed solution persuasively.
49 Understands the client’s business.
12 Is exceptional at asking relevant questions (i.e., asks theright questions at the right time).
43 Is non-defensive and yet convincing when resolvingconcerns about doing business with the client.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
A. Please list the consultant’s greatest business development strengths.
Self
I can be convincing when needed.
I have a good sense for where problem areas might be.
I listen closely to the needs of my clients.
Boss
Has a great work ethic.
Others
No comments given in this area.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
B. Please list areas the consultant could improve to better help clients.
Self
I need to be more organized.
Boss
Could use a little more knowledge in the technical industry.
Others
No comments given in this area.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
C. Please give examples or elaborate on the 3 lowest responses you gave on questions 1-51.
Self
No comments given in this area.
Boss
No comments given in this area.
Others
No comments given in this area.
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The 7 Habits/4 Roles 360° Profile
Managerial ReportSample 7 Habits/4 Roles Profile
August 11, 1999
Franklin Covey Profile Center
© 1999 Franklin Covey Co. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 19-25
WRITTEN COMMENTS 26
CATEGORY REVIEWS
EMOTIONAL BANK ACCOUNT 5P/PC BALANCE 6
BE PROACTIVE 7
BEGIN WITH THE END IN MIND 8
PUT FIRST THINGS FIRST 9
THINK WIN-WIN 10
SEEK FIRST TO UNDERSTAND 11
THEN TO BE UNDERSTOOD 12
SYNERGIZE 13
SHARPEN THE SAW 14PATHFINDING 15
ALIGNING 16
EMPOWERING 17
MODELING 18
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INTRODUCTION
Welcome to The Franklin Covey 360° Profile™. This tool provides you with valuable feedbackregarding a number of issues related to effectiveness.
The following people contributed to your personal profile:
Self 1Boss 1Peers 4Direct Reports 3 Total 9
Detailed instructions for understanding and using this 360° Profile™ are contained in the "Profilesection of your training manual. Please note that all responses received in your behalf (from StroDisagree to Strongly Agree) were converted to a six-point scale. The numeric scale of 1 to 6 wasthen translated into a percentage in the following manner:
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%
2 Disagree 20%1 Strongly Disagree 0% ? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.
If you have questions or would like to make comments regarding the profile process, please conThe Profile Center at: 1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic ormechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin Covey Cresponsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of the individual profiled. FraC. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other thanintended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical eto omit inappropriate or abusive language when transcribing comments.
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TOT
ALS
Level ofInfluence
Overview
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
Categories EBA P/PC Hab 1 Hab 2 Hab 3 Hab 4 Hab 5 Hab 6 Hab 7 Path Align Emp Model
Self
Boss
Peer
Direct Report
StronglyAgree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EBA P/PC Hab 1 Hab 2 Hab 3 Hab 4 Hab 5 Hab 6 Hab 7 Path Align Emp Model
80 83 8782
82
83
80
87
87
80
80
84
76
83
97
84
80
76
76
77
64
80
93
75
71
83
90
84
86
83
84
81
82
83
83
80
82
83
100
83
84
80
91
86
81
80
88
82
81
80
75
82
80
89
94
92
80
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TOT
ALS
EMOTIONALBANK ACCOUNT
Items
1 Willingly helps people.
2 Follows through on commitments.
3 Shows courtesy toward people.
4 Is loyal to those who are absent (i.e.,does not criticize people behind theirbacks).
5 Is honest with people.
6 Keeps confidences.
7 Acknowledges and apologizes formistakes.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
93 90 80
80
90
87 90 80
80
88
87 90 100
100
90
73 80 60
80
75
93 90 80
80
90
87 87 80
80
86
87 80 80
80
82
87 87 8083
86
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TOT
ALS
P/PC BALANCE
Items
8 Makes cost-effective use of resources.
9 Is a hard worker.
10 Balances all aspects of life (e.g., work,leisure, family) to maintain overalleffectiveness.
11 Influences others to be productive.
12 Does not push people to work beyonda reasonable limit.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 80 80
80
78
80 95 100
80
90
80 87 60
80
80
67 80 80
80
75
80 80 80
80
80
76 84 8080
81
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TOT
ALS
BE PROACTIVE
Items
13 Takes initiative to get things done.
14 Works to solve problems rather thanavoiding them.
15 Focuses on things he/she can dosomething about rather than on thingsbeyond his/her control.
16 Maintains self-control, even in difficultor emotional circumstances.
17 Does the “right” thing, even if it isunpopular.
18 Is decisive when a decision is needed.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
67 95 100
80
85
87 90 100
80
90
73 80 100
80
80
87 75 80
80
80
87 85 100
80
88
80 80 100
100
82
80 84 9783
84
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TOT
ALS
BEGIN WITH THEEND IN MIND
Items
19 Begins projects with a clearunderstanding of desired outcomes.
20 Displays a sense of direction in life.
21 Plans ahead to reduce having to workin a crisis mode
22 Anticipates how his/her decisionsimpact others.
23 Is organized when conductingmeetings.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
67 80 80
60
75
73 80 80
80
78
53 80 80
80
70
67 70 60
80
68
60 75 80
80
70
64 77 7676
72
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TOT
ALS
PUT FIRSTTHINGS FIRST
Items
24 Prioritizes work so time is spent onthe most important issues.
25 Is punctual (i.e., on time forappointments, meetings, etc.).
26 Is disciplined in carrying out plans(i.e., avoids procrastination).
27 Respects people’s time (i.e., does notwaste others’ time with trivialinterruptions).
28 Responds to requests in a timelymanner.
29 Is organized in handling multiple tasksand projects.
30 Sets reasonable deadlines so othershave sufficient time to respond.
31 Keeps his/her work group focused onpriorities.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
70 80 80
80
77
93 70 100
80
82
67 75 100
80
75
73 75 100
80
78
60 75 100
80
72
80 75 100
80
80
60 75 80
80
70
73 80 80
80
78
71 75 9380
76
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TOT
ALS
THINK WIN-WIN
Items
32 Is fair with all people (i.e., does notshow favoritism).
33 Works to find win-win solutions.
34 Does what is best for the entireorganization, not just his/her owninterests.
35 Has the courage to say “no” whenappropriate.
36 Shares credit and recognition forsuccesses.
37 Does not pressure people tocompromise personal values.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
87 80 80
100
82
80 80 80
80
80
93 85 100
80
90
87 90 100
80
90
93 90 100
80
92
70 80 80
80
77
86 84 9083
86
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TOT
ALS
SEEK FIRST TOUNDERSTAND
Items
38 Listens without interrupting.
39 Is sensitive to people’s feelings.
40 Seeks to understand people’sviewpoints.
41 Seeks to understand problems beforeattempting to solve them.
42 Is easy to approach with a concern.
43 Spends enough one-on-one time withindividuals in his/her work group.
44 Understands what is going on inhis/her work group.
45 Understands issues outside his/herwork group (e.g., other departments,product trends, competition).
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
87 80 60
80
80
80 85 60
80
80
80 80 80
80
80
73 85 80
80
80
87 80 100
100
85
80 75 60
80
75
73 80 80
80
78
87 80 100
80
85
81 81 7883
80
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TOT
ALS
THEN TO BEUNDERSTOOD
Items
46 Communicates clearly and concisely.
47 Does not dominate discussions.
48 Expresses viewpoints with confidence.
49 Is considerate when communicating.
50 Is straight forward whencommunicating.
51 Informs people regarding importantmatters.
52 Shows appreciation for positiveperformance.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 85 100
80
82
80 70 60
80
72
87 85 80
80
85
80 75 100
80
80
80 75 100
80
80
93 90 100
80
92
87 95 100
100
92
83 82 9183
84
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TOT
ALS
SYNERGIZE
Items
53 Seeks out the strengths of others to getthings done.
54 Networks with people outside his/herwork group.
55 Values differences in people.
56 Involves people when making plansthat will affect them.
57 Encourages and supports creativityand innovation.
58 Supports people in taking responsiblerisks.
59 Builds teamwork by maximizing thetalents of his/her work group.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 85 80
80
82
60 90 80
80
83
80 75 80
80
78
87 80 80
80
82
87 80 80
80
82
87 75 100
80
82
80 75 80
100
78
82 80 8383
81
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TOT
ALS
SHARPEN THESAW
Items
60 Cares for his/her physical well-being.
61 Is competent in his/her field of work.
62 Takes time to find enjoyment andmeaning in life.
63 Takes steps to improve his/herleadership abilities.
64 Seeks feedback on ways he/she canimprove.
65 Strives to improve his/her work groupperformance.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 80 100
80
83
80 90 100
100
88
87 73 100
80
83
87 87 100
80
89
87 75 100
80
82
87 90 100
80
90
84 83 10083
86
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TOT
ALS
PATHFINDING
Items
66 Understands stakeholder (employee,customer, supplier, investor, etc.)needs.
67 Looks for better ways to meetstakeholder needs.
68 Ensures that team membersunderstand the organization’s mission.
69 Helps individual team membersunderstand how their contributionssupport the overall purpose of theorganization.
70 Demonstrates personal commitmentto the values of the organization.
71 Ensures that his/her work group has aclear sense of direction.
72 Communicates organizational strategyto the team.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
87 93 100
80
91
67 93 80
80
80
80 80 80
80
80
80 80 80
80
80
93 95 100
80
95
80 90 100
80
88
80 75 100
80
80
81 86 9180
85
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TOT
ALS
ALIGNING
Items
73 Achieves smooth work flow througheffective coordination.
74 Eliminates unnecessary procedures.
75 Eliminates unnecessary hierarchy.
76 Helps to ensure that people areproperly trained.
77 Works toward long-term solutions, not just “quick fixes.”
78 Ensures that people have theinformation they need to do their jobs.
79 Encourages and supports thedevelopment of others.
80 Recognizes how changing one part ofthe system impacts other parts.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
73 80 80
80
78
73 70 80
80
72
87 70 80
80
78
80 85 100
80
85
87 95 100
80
92
87 85 100
80
88
87 90 80
80
88
70 80 80
80
77
81 82 8880
82
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TOT
ALS
EMPOWERING
Items
81 Delegates work that ought to be doneby others.
82 Encourages people without beingcontrolling.
83 Gives people flexibility to determinethe best methods for accomplishingassignments.
84 Is flexible and open-minded in tryingnew ideas.
85 Sets clear expectations withindividuals when assigning tasks.
86 Provides regular feedback on how wellpeople perform their jobs.
87 Seeks input from others when makingdecisions that will affect them.
88 Ensures that people have theresources to complete their jobs.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 75 80
100
78
87 80 60
80
80
87 85 80
80
85
80 85 60
80
80
73 80 80
80
78
80 85 80
80
82
73 85 80
60
80
80 80 80
80
80
80 82 7580
80
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TOT
ALS
MODELING
Items
89 Has earned the trust of others.
90 Receives negative feedback withoutbecoming defensive.
91 Leads by example.
92 Does not undermine others forpersonal gain.
93 Accepts responsibility for his/heractions rather than making excuses.
94 Cares about others and tries to buildlasting friendships.
95 Produces high-quality work.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
Slightly Agree Agree StronglyAgree
80 85 100
100
85
73 93 80
80
83
73 90 80
100
82
87 95 100
80
92
93 90 100
80
92
80 95 100
80
91
70 95 100
100
89
80 92 9489
88
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Frequencies Scores
NO
TES
RankingsandFrequencies
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
Items1 2 3 4 5 6 7
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
3
4
4
3
4
4
4
4
4
5
4
5
3
6
5
5
6
5
5
5
4
4
4
5
4
5
0
0
0
0
0
0
0
1
1
0
0
0
0
93
93
93
87
87
87
93
87
80
93
87
93
80
95
90
90
95
95
95
90
93
95
90
90
90
95
100
100
100
100
100
100
100
100
100
80
100
80
100
95
92
92
92
92
92
92
91
91
90
90
90
90
80
80
80
100
80
80
80
80
80
80
100
80
80
70 Demonstrates personal commitment to the values of theorganization.
36 Shares credit and recognition for successes.
51 Informs people regarding important matters.
52 Shows appreciation for positive performance.
77 Works toward long-term solutions, not just “quick fixes.”
92 Does not undermine others for personal gain.
93 Accepts responsibility for his/her actions rather than makingexcuses.
66 Understands stakeholder (employee, customer, supplier,investor, etc.) needs.
94 Cares about others and tries to build lasting friendships.
1 Willingly helps people.
3 Shows courtesy toward people.
5 Is honest with people.
9 Is a hard worker.
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Frequencies Scores
Items StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
1
0
2
1
0
5
3
5
5
5
2
6
6
5
6
6
4
6
3
4
7
4
5
4
4
3
5
3
3
4
3
3
4
2
4
4
2
0
0
0
0
1
1
0
0
0
0
0
0
1
0
0
0
87
93
87
87
87
70
87
87
80
80
87
87
87
67
87
87
90
85
90
90
87
95
90
85
90
90
85
90
87
95
80
80
100
100
100
100
100
100
80
100
100
100
100
80
80
100
100
100
90
90
90
90
89
89
88
88
88
88
88
88
86
85
85
85
80
80
80
80
80
100
80
80
100
80
80
80
80
80
100
80
14 Works to solve problems rather than avoiding them.
34 Does what is best for the entire organization, not just his/herown interests.
35 Has the courage to say “no” when appropriate.
65 Strives to improve his/her work group performance.
63 Takes steps to improve his/her leadership abilities.
95 Produces high-quality work.
2 Follows through on commitments.
17 Does the “right” thing, even if it is unpopular.
61 Is competent in his/her field of work.
71 Ensures that his/her work group has a clear sense ofdirection.
78 Ensures that people have the information they need to dotheir jobs.
79 Encourages and supports the development of others.
6 Keeps confidences.
13 Takes initiative to get things done.
42 Is easy to approach with a concern.
45 Understands issues outside his/her work group (e.g., otherdepartments, product trends, competition).
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Frequencies Scores
Items StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
1
0
2
0
0
1
1
1
2
1
1
1
1
1
7
7
5
6
2
4
4
5
6
5
4
5
6
6
6
6
2
2
3
3
3
3
3
2
2
3
3
3
2
2
2
2
0
0
0
0
2
1
1
1
0
0
0
0
0
0
0
0
87
80
87
80
60
80
87
73
87
80
93
87
73
80
87
87
85
85
85
85
90
80
73
93
80
80
70
80
85
85
80
80
80
100
80
100
80
100
100
80
80
100
100
80
100
80
80
80
85
85
85
85
83
83
83
83
82
82
82
82
82
82
82
82
80
80
80
100
80
80
80
80
80
100
80
100
80
80
80
80
48 Expresses viewpoints with confidence.
76 Helps to ensure that people are properly trained.
83 Gives people flexibility to determine the best methods foraccomplishing assignments.
89 Has earned the trust of others.
54 Networks with people outside his/her work group.
60 Cares for his/her physical well-being.
62 Takes time to find enjoyment and meaning in life.
90 Receives negative feedback without becoming defensive.
7 Acknowledges and apologizes for mistakes.
18 Is decisive when a decision is needed.
25 Is punctual (i.e., on time for appointments, meetings, etc.).
32 Is fair with all people (i.e., does not show favoritism).
46 Communicates clearly and concisely.
53 Seeks out the strengths of others to get things done.
56 Involves people when making plans that will affect them.
57 Encourages and supports creativity and innovation.
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Frequencies Scores
Items StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
2
1
0
2
1
1
2
1
2
1
1
1
1
5
5
8
3
6
8
5
4
5
5
7
4
7
7
7
7
3
3
1
4
1
0
2
3
1
2
1
2
1
1
1
1
0
0
0
0
1
1
0
0
2
0
0
1
0
0
0
0
87
87
80
73
80
80
73
87
80
80
87
80
80
73
80
80
75
75
85
90
87
80
80
75
75
80
80
85
80
85
75
75
100
100
80
80
60
80
100
80
100
80
60
60
80
80
100
100
82
82
82
82
80
80
80
80
80
80
80
80
80
80
80
80
80
80
80
100
80
80
80
80
80
80
80
80
80
80
80
80
58 Supports people in taking responsible risks.
64 Seeks feedback on ways he/she can improve.
86 Provides regular feedback on how well people perform their jobs.
91 Leads by example.
10 Balances all aspects of life (e.g., work, leisure, family) tomaintain overall effectiveness.
12 Does not push people to work beyond a reasonable limit.
15 Focuses on things he/she can do something about ratherthan on things beyond his/her control.
16 Maintains self-control, even in difficult or emotionalcircumstances.
29 Is organized in handling multiple tasks and projects.
33 Works to find win-win solutions.
38 Listens without interrupting.
39 Is sensit ive to people’s feelings.
40 Seeks to understand people’s viewpoints.
41 Seeks to understand problems before attempting to solvethem.
49 Is considerate when communicating.
50 Is straight forward when communicating.
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Frequencies Scores
Items StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
1
0
0
0
0
2
0
0
1
0
0
2
0
1
0
1
1
3
1
2
2
0
2
1
0
1
2
4
9
7
6
4
4
4
7
6
6
4
6
8
7
7
6
2
0
1
2
3
3
2
1
1
1
3
1
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
80
80
80
87
80
73
80
73
73
73
73
73
80
80
73
93
80
80
75
80
85
85
80
80
80
75
80
80
75
75
80
80
80
80
100
60
60
80
80
80
80
100
80
80
80
80
80
80
80
80
80
80
80
80
80
78
78
78
78
78
78
78
78
80
80
80
80
80
80
60
80
80
80
80
80
80
80
100
80
67 Looks for better ways to meet stakeholder needs.
68 Ensures that team members understand the organization’smission.
69 Helps individual team members understand how theircontributions support the overall purpose of the organization.
72 Communicates organizational strategy to the team.
82 Encourages people without being controlling.
84 Is flexible and open-minded in trying new ideas.
87 Seeks input from others when making decisions that willaffect them.
88 Ensures that people have the resources to complete their jobs.
8 Makes cost-effective use of resources.
20 Displays a sense of direction in life.
27 Respects people’s time (i.e., does not waste others ’ timewith trivial interruptions).
31 Keeps his/her work group focused on priorities.
44 Understands what is going on in his/her work group.
55 Values differences in people.
59 Builds teamwork by maximizing the talents of his/her workgroup.
73 Achieves smooth work flow through effective coordination.
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Frequencies Scores
Items StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
1
0
0
0
0
0
0
0
1
0
1
0
0
2
2
0
1
2
1
1
2
3
3
4
2
2
2
1
1
1
1
6
4
6
6
6
5
5
5
4
4
7
5
6
6
5
5
2
3
1
0
0
1
1
1
1
2
0
1
1
1
1
1
0
0
0
2
2
1
0
0
0
0
0
0
0
0
0
0
87
80
73
70
70
70
73
67
67
67
80
60
80
73
53
60
70
75
80
80
80
80
80
80
80
75
75
75
70
70
80
75
80
80
80
80
80
80
60
80
80
100
60
100
60
80
80
80
78
78
78
77
77
77
75
75
75
75
75
72
72
72
70
70
80
100
80
80
80
80
80
80
60
80
80
80
80
80
80
80
75 Eliminates unnecessary hierarchy.
81 Delegates work that ought to be done by others.
85 Sets clear expectations with individuals when assigningtasks.
24 Prioritizes work so time is spent on the most importantissues.
37 Does not pressure people to compromise personal values.
80 Recognizes how changing one part of the system impactsother parts.
4 Is loyal to those who are absent (i.e., does not criticizepeople behind their backs).
11 Influences others to be productive.
19 Begins projects with a clear understanding of desiredoutcomes.
26 Is disciplined in carrying out plans (i.e., avoidsprocrastination).
43 Spends enough one-on-one time with individuals in his/herwork group.
28 Responds to requests in a timely manner.
47 Does not dominate discussions.
74 Eliminates unnecessary procedures.
21 Plans ahead to reduce having to work in a crisis mode
23 Is organized when conducting meetings.
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Frequencies Scores
Items StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 7
0
0
0
0
1
1
2
3
6
5
0
0
0
0
60
67
75
70
80
60
70
68
80
80
30 Sets reasonable deadlines so others have sufficient time torespond.
22 Anticipates how his/her decisions impact others.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
A. The three most positive qualities with regard to your overall effectiveness.
Self
I am good at team building and moving a team towards a goal.
I look for creative solutions to problems.
Boss
Commitment to excellence.
Determination.
Vision--personal and professional.
Others
Conveys a positive winning attitude to an organization.
Dedicated.
Delegates effectively and creates an atmosphere conducive to teamwork andcooperation.
Does an excellent job in communicating the mission and goals of the organization.
Excellent leader.
Excellent team builder.
Good sense of humor.
Knowledgeable.
Loyal.
Understanding.
Very intelligent.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
B. The three most important things you could improve on to increase your overalleffectiveness.
Self
Be more open to others’ ideas and opinions.
Be committed to firm’s agendas, rather than mine.
Boss
Focus on working on important things.
Identifying people skills.
Others
Better listener.
Better understanding of the business.
Coaching new employees.
Delegate more work to other people.
Give more feedback.
Leave work issues and stress at work.
Less or shorter meetings.
Needs to develop leadership skills.
Needs to express information clearly and in terms understandable to the listener.
Needs to set and inform co-workers of goals and expectations of his organization.
Strategic direction.
Take comments less personally.
Take criticism nondefensively.
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WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.
C. Clarifications to items in the survey or comments related to your effectiveness that werenot addressed in the profile.
Self
No comments given in this area.
Boss
No comments given in this area.
OthersNo comments given in this area.
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The 7 Habits 360° Profile™
7 Habits Managerial ScoresAverages from 53,470 Manager Profiles
Aggregate Profile
Franklin Covey Profile Center
1958 South 950 East, Provo, Utah 84606 (800)332-6839
©1999 Franklin Covey Co. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 15-20
CATEGORY REVIEWS
Emotional Bank Account® 5P/PC Balance® 6
Be Proactive® 7
Begin with the End in Mind® 8
Put First Things First® 9
Think Win-Win® 10
Seek First to Understand 11
... Then to Be Understood® 12
Synergize® 13
Sharpen the Saw® 14
©1999 Franklin Covey Co. – Page 2
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INTRODUCTION
Welcome toThe 7 Habits 360° Profile™ Aggregate. This profile provides you with valuablefeedback regarding a number of issues related to effectiveness. . The following people contributed to this aggregate profile:
Self 49836Boss 46375Peers 189636Direct Reports 103312
Total 389159
Detailed instructions for understanding and using The 7 Habits 360° Profile™ Aggregate arecontained in the "Profile" section of your training manual. Please note that all responsesreceived in your behalf (from Strongly Disagree to Strongly Agree) were converted to asix-point scale. The numeric scale of 1 to 6 was then translated into a percentage in thefollowing manner:
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%
2 Disagree 20%1 Strongly Disagree 0%
? Don’t Know ••
Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages. Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.If you have questions or would like to make comments regarding the profile process, please
contact The Profile Center at: 1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin CoveyCo. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personaldevelopment of the individual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner.Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of theperson profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.
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TOT
ALS
The 7Habits®Overview
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Relationships EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
Self
Boss
Peer
Direct Report
StronglyAgree
Agree
SlightlyAgree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
81 80 8179
81
84
84
83
83
79
82
81
82
77
79
79
81
75
78
78
78
75
79
79
79
85
84
82
83
76
80
80
80
80
79
80
80
79
82
82
82
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TOT
ALS
EmotionalBankAccount ®
ITEMS
1 Willingly helps people. (EBA)
2 Follows through on commitments.(EBA)
3 Shows courtesy toward people. (EBA)
4 Is loyal to those who are absent (i.e.,does not criticize people behind theirbacks).(EBA)
5 Is honest with people. (EBA)
6 Keeps confidences. (EBA)
7 Acknowledges and apologizes formistakes. (EBA)
8 Leads by example. (EBA)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
88 88 89
90
88
82 84 84
84
84
85 85 85
87
85
79 78 81
72
79
84 85 86
86
85
84 84 85
87
84
80 80 81
85
80
79 78 80
81
79
83 83 8484
83
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TOT
ALS
P/PCBalance ®
ITEMS
9 Produces high-quality work. (P/PC)
10 Makes cost-effective use of resources.(P/PC)
11 Is a hard worker. (P/PC)
12 Balances all aspects of life (e.g., work,leisure, family) to maintain overalleffectiveness. (P/PC)
13 Influences others to be productive.(P/PC)
14 Does not push people to work beyonda reasonable limit. (P/PC)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
85 85 85
84
85
82 81 80
80
81
89 88 89
89
88
78 78 78
65
78
81 77 76
76
78
79 79 80
77
79
82 81 8279
82
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TOT
ALS
BeProactive ®
ITEMS
15 Takes initiative to get things done.(Habit 1)
16 Works to solve problems rather thanavoiding them. (Habit 1)
17 Focuses on things he/she can dosomething about rather than on thingsbeyond his/her control. (Habit 1)
18 Maintains self-control, even in difficultor emotional circumstances. (Habit 1)
19 Accepts responsibility for his/heractions rather than making excuses.(Habit 1)
20 Receives negative feedback withoutbecoming defensive. (Habit 1)
21 Does the “right” thing, even if it isunpopular. (Habit 1)
22 Is decisive when a decision is needed.(Habit 1)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
84 83 83
84
83
83 82 82
80
82
81 78 77
74
79
80 78 78
71
78
82 80 82
83
81
75 73 76
67
74
80 80 81
79
80
80 78 78
78
79
81 79 7977
80
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TOT
ALS
Begin withthe End inMind ®
ITEMS
23 Begins projects with a clearunderstanding of desired outcomes.(Habit 2)
24 Displays a sense of direction in life.(Habit 2)
25 Works toward long-term solutions, not just “quick fixes.” (Habit 2)
26 Plans ahead to reduce having to workin a crisis mode. (Habit 2)
27 Anticipates how his/her decisionsimpact others. (Habit 2)
28 Is organized when conductingmeetings. (Habit 2)
29 Ensures that his/her work group has aclear sense of direction. (Habit 2)
30 Sets clear expectations withindividuals when assigning tasks.(Habit 2)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 79 78
75
79
83 81 81
77
82
80 80 80
79
80
76 76 76
73
76
74 74 75
76
74
81 80 80
75
80
76 78 78
75
77
77 77 77
74
77
78 78 7875
78
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TOT
ALS
Put FirstThingsFirst ®
ITEMS
31 Prioritizes work so time is spent onthe most important issues. (Habit 3)
32 Is punctual (i.e., on time forappointments, meetings, etc.). (Habit3)
33 Is disciplined in carrying out plans(i.e., avoids procrastination). (Habit 3)
34 Respects people’s time (i.e., does notwaste others’ time with trivialinterruptions). (Habit 3)
35 Responds to requests in a timelymanner. (Habit 3)
36 Is organized in handling multiple tasksand projects. (Habit 3)
37 Delegates work that ought to be doneby others. (Habit 3)
38 Sets reasonable deadlines so othershave sufficient time to respond. (Habit3)
39 Keeps his/her work group focused onpriorities. (Habit 3)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
78 77 75
73
77
80 80 81
78
80
79 78 78
66
78
80 80 82
78
81
78 80 81
78
80
81 80 79
77
80
78 74 72
68
75
79 78 79
78
79
80 79 78
76
79
79 79 7975
79
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TOT
ALS
ThinkWin-Win ®
ITEMS
40 Does not undermine others forpersonal gain. (Habit 4)
41 Is fair with all people (i.e., does notshow favoritism). (Habit 4)
42 Works to find win-win solutions.(Habit 4)
43 Does what is best for the entireorganization, not just his/her owninterests. (Habit 4)
44 Has the courage to say “no” whenappropriate. (Habit 4)
45 Shares credit and recognition forsuccesses. (Habit 4)
46 Does not pressure people tocompromise personal values. (Habit4)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
85 85 87
90
85
77 80 82
82
80
82 81 80
82
81
84 82 83
85
82
82 79 79
76
80
84 84 86
88
84
86 86 88
90
86
83 82 8485
83
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TOT
ALS
Seek First toUnderstand
ITEMS
47 Listens without interrupting. (Habit 5)
48 Is sensitive to people’s feelings. (Habit5)
49 Seeks to understand people’sviewpoints. (Habit 5)
50 Seeks to understand problems beforeattempting to solve them. (Habit 5)
51 Is easy to approach with a concern.(Habit 5)
52 Spends enough one-on-one time withindividuals in his/her work group.(Habit 5)
53 Understands what is going on inhis/her work group. (Habit 5)
54 Understands issues outside his/herwork group (e.g., other departments,product trends, competition). (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 79 81
66
80
78 79 80
80
79
78 78 78
79
78
80 79 79
79
79
84 84 83
81
84
75 78 76
66
77
79 82 82
78
81
81 78 75
73
78
79 80 7975
80
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TOT
ALS
... Thento BeUnderstood ®
ITEMS
55 Communicates clearly and concisely.(Habit 5)
56 Does not dominate discussions. (Habit5)
57 Expresses viewpoints with confidence.(Habit 5)
58 Is considerate when communicating.(Habit 5)
59 Is straightforward whencommunicating. (Habit 5)
60 Informs people regarding importantmatters. (Habit 5)
61 Provides regular feedback on how wellpeople perform their jobs. (Habit 5)
62 Shows appreciation for positiveperformance. (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
80 80 78
74
80
77 79 81
73
79
86 83 81
78
84
81 81 82
78
81
83 82 82
80
83
82 82 83
84
82
72 76 75
71
75
81 83 83
83
82
80 81 8178
81
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TOT
ALS
Synergize ®
ITEMS
63 Seeks out the strengths of others to getthings done. (Habit 6)
64 Networks with people outside his/herwork group. (Habit 6)
65 Is flexible and open-minded in tryingnew ideas. (Habit 6)
66 Values differences in people. (Habit 6)
67 Involves people when making plansthat will affect them. (Habit 6)
68 Encourages and supports creativityand innovation. (Habit 6)
69 Supports people in taking responsiblerisks. (Habit 6)
70 Builds teamwork by maximizing thetalents of his/her work group. (Habit 6)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
82 80 78
81
81
83 82 79
74
82
80 79 79
80
79
80 80 80
82
80
76 78 80
81
78
82 81 80
84
81
81 80 80
82
80
78 78 77
77
78
80 80 7980
80
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TOT
ALS
SharpentheSaw ®
ITEMS
71 Cares for his/her physical well-being.(Habit 7)
72 Cares about others and tries to buildlasting friendships. (Habit 7)
73 Is competent in his/her field of work.(Habit 7)
74 Takes time to find enjoyment andmeaning in life. (Habit 7)
75 Encourages and supports thedevelopment of others. (Habit 7)
76 Takes steps to improve his/herleadership abilities. (Habit 7)
77 Seeks feedback on ways he/she canimprove. (Habit 7)
78 Strives to improve his/her work groupperformance. (Habit 7)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
83 82 81
72
82
80 82 83
81
82
88 88 89
86
88
82 83 83
74
83
83 82 82
84
82
83 81 80
79
82
74 76 78
76
76
82 82 83
83
82
82 82 8279
82
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Frequencies Scores
NO
TES
RankingsandFrequencies
•The individual statements are ranked below by the scores of "Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
•"Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
767
821
1021
1010
1236
1086
736
2373
1105
1558
1492
2103
642
2083
2096
1977
1912
3063
2660
2403
4070
3894
3513
2807
4839
2205
4949
5943
5147
5735
9735
8581
7401
10621
10755
9858
7664
14468
10708
22631
26898
24985
22192
35108
33486
37621
26909
40308
34211
32914
43458
47495
156035
139047
153011
169147
164492
183365
173611
150717
178587
167434
181669
160615
193305
200413
210284
197977
165010
174176
154938
153180
177673
149565
148567
146842
158948
132284
887
2872
3651
21930
295
3995
12722
14417
3202
22025
14350
3489
1279
88
89
88
86
85
84
85
85
82
84
84
84
86
88
88
88
86
85
85
85
85
84
84
84
84
83
89
89
89
88
85
86
85
87
84
85
86
83
81
88
88
88
86
85
85
85
85
84
84
84
84
84
90
89
86
90
87
86
84
90
84
87
88
81
78
1 Will ingly helps people. (EBA)
11 Is a hard worker. (P/PC)
73 Is competent in his/her field of work. (Habit 7)
46 Does not pressure people to compromise personal values.(Habit 4)
3 Shows courtesy toward people. (EBA)
5 Is honest with people. (EBA)
9 Produces high-quality work. (P/PC)
40 Does not undermine others for personal gain. (Habit 4)
2 Follows through on commitments. (EBA)
6 Keeps conf idences. (EBA)
45 Shares credit and recognition for successes. (Habit 4)
51 Is easy to approach with a concern. (Habit 5)
57 Expresses viewpoints with confidence. (Habit 5)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
1138
986
1658
1672
1178
1682
1313
1746
1201
2109
1643
1042
1438
1203
1284
1978
3544
2715
4320
4271
3678
3600
3223
3421
4573
5964
3854
2631
3884
2810
4069
4397
12392
11782
13537
14292
12902
11198
10952
10083
15599
16791
11964
9008
13499
9112
13414
14186
46631
47873
44413
48929
49707
40947
41761
42859
51785
48565
50226
45114
52708
44475
51423
46112
168166
197123
161559
178617
183748
185077
198449
175367
165634
174287
174640
188709
170047
187220
177704
190995
152891
126389
115491
134818
113376
135852
125202
122510
112527
119848
121468
115094
119289
115383
108238
122904
3093
884
45984
4058
22396
9297
6220
31223
35845
20182
23323
26047
26530
26967
30193
7391
84
83
82
83
83
84
82
81
83
83
80
83
83
82
82
82
83
82
83
82
81
82
82
83
82
82
82
82
81
82
81
80
83
82
83
82
81
83
83
83
79
81
83
82
80
83
80
82
83
83
83
82
82
82
82
82
82
82
82
82
82
82
81
81
84
80
74
80
77
85
84
83
74
72
81
84
79
83
80
83
15 Takes initiative to get things done. (Habit 1)
59 Is straightforward when communicating. (Habit 5)
74 Takes time to find enjoyment and meaning in life. (Habit 7)
16 Works to solve problems rather than avoiding them. (Habit1)
24 Displays a sense of direction in life. (Habit 2)
43 Does what is best for the entire organization, not just his/herown interests. (Habit 4)
60 Informs people regarding important matters. (Habit 5)
62 Shows appreciation for positive performance. (Habit 5)
64 Networks with people outside his/her work group. (Habit 6)
71 Cares for his/her physical well-being. (Habit 7)
72 Cares about others and tries to build lasting friendships.(Habit 7)
75 Encourages and supports the development of others. (Habit7)
76 Takes steps to improve his/her leadership abilities. (Habit7)
78 Strives to improve his/her work group performance. (Habit 7)
10 Makes cost-effective use of resources. (P/PC)
19 Accepts responsibility for his/her actions rather than makingexcuses. (Habit 1)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
2702
1158
1758
1519
1067
1247
2233
1441
1472
1489
3710
1789
2098
3848
2151
3780
5739
3200
4542
3704
3078
2924
5606
3925
4382
4342
8731
5476
5657
7024
6091
8739
16977
11492
14485
13992
12278
10925
14877
14286
16083
15366
21132
17514
18212
19387
20531
23340
47740
52393
49565
51473
51325
51629
51481
59037
58788
56561
49747
59054
57168
49430
58668
60588
194412
194938
188127
203362
189630
184405
183804
184018
184756
163982
163842
193603
177091
175347
168881
180104
115669
112163
106842
112490
102851
109233
118092
100944
109747
101177
133539
106684
111966
122181
117766
110648
3785
11088
22410
866
27386
26542
11681
24176
12619
44094
6174
3885
14999
10570
12939
847
80
82
79
81
82
82
80
80
80
81
80
78
81
77
82
80
80
81
82
81
80
81
80
80
80
80
80
80
80
80
79
79
82
80
82
82
78
80
81
81
80
80
81
81
79
82
79
81
81
81
81
81
81
81
80
80
80
80
80
80
80
80
80
80
78
82
78
78
81
84
85
79
79
75
78
78
77
82
76
66
34 Respects people’s time (i.e., does not waste others ’ timewith trivial interruptions). (Habit 3)
42 Works to find win-win solutions. (Habit 4)
53 Understands what is going on in his/her work group. (Habit5)
58 Is considerate when communicating. (Habit 5)
63 Seeks out the strengths of others to get things done. (Habit6)
68 Encourages and supports creativity and innovation. (Habit6)
7 Acknowledges and apologizes for mistakes. (EBA)
21 Does the “right” thing, even if it is unpopular. (Habit 1)
25 Works toward long-term solutions, not just “quick fixes.” (Habit 2)
28 Is organized when conducting meetings. (Habit 2)
32 Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)
35 Responds to requests in a timely manner. (Habit 3)
36 Is organized in handling multiple tasks and projects. (Habit3)
41 Is fair with all people (i.e., does not show favoritism). (Habit4)
44 Has the courage to say “no” when appropriate. (Habit 4)
47 Listens without interrupting. (Habit 5)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
1724
1416
1027
2903
2431
2250
1399
1990
1192
1378
921
3324
1541
3857
1721
3463
4898
3452
2510
7890
7082
5999
5286
5914
4143
3554
3386
7319
4078
8533
4415
10603
18076
13086
9744
22378
18081
16978
18408
19925
16839
12651
13072
21651
15884
23648
16563
24202
65552
54912
49301
62669
63850
48774
62253
66514
65013
52982
57861
59740
60273
55092
62866
61798
191684
192175
193294
175234
174702
194491
198443
176728
190049
205145
193766
170114
201385
190694
187138
158163
105170
99512
84977
105523
109391
88025
88012
107059
93377
71134
75248
121082
96534
103504
105067
86998
839
22621
46508
10191
10988
30440
13864
8457
17070
40809
43508
4314
7480
2156
10040
41724
80
80
81
79
79
79
81
80
80
79
80
78
80
77
80
78
80
80
80
78
78
79
78
78
79
78
79
79
79
79
79
78
78
80
80
81
80
80
77
78
78
79
78
80
79
81
79
78
80
80
80
79
79
79
79
79
79
79
79
79
79
79
79
78
74
82
82
72
81
77
74
78
75
78
76
80
79
73
80
65
55 Communicates clearly and concisely. (Habit 5)
66 Values differences in people. (Habit 6)
69 Supports people in taking responsible risks. (Habit 6)
4 Is loyal to those who are absent (i.e., does not criticizepeople behind their backs).(EBA)
8 Leads by example. (EBA)
14 Does not push people to work beyond a reasonable limit.(P/PC)
17 Focuses on things he/she can do something about ratherthan on things beyond his/her control. (Habit 1)
22 Is decisive when a decision is needed. (Habit 1)
23 Begins projects with a clear understanding of desiredoutcomes. (Habit 2)
38 Sets reasonable deadlines so others have sufficient time torespond. (Habit 3)
39 Keeps his/her work group focused on priorities. (Habit 3)
48 Is sensit ive to people’s feelings. (Habit 5)
50 Seeks to understand problems before attempting to solvethem. (Habit 5)
56 Does not dominate discussions. (Habit 5)
65 Is flexible and open-minded in trying new ideas. (Habit 6)
12 Balances all aspects of life (e.g., work, leisure, family) tomaintain overall effectiveness. (P/PC)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
1393
3174
3127
1966
1550
2301
1971
1688
1494
2298
2967
3428
2660
2949
2598
3825
5323
8857
9006
5278
5237
5513
4843
5366
4967
7004
9253
9148
8379
9480
7698
10377
18627
25074
25868
19288
19981
17562
17210
19422
19696
22759
26861
27447
26399
27401
24332
32012
74341
65088
65089
67672
70060
60050
62934
68625
68370
68879
63213
75149
74580
70078
71608
80515
183156
169122
177673
193316
177802
188226
167164
174801
168811
179008
143898
170031
162167
160120
140725
166159
88240
107048
95125
96062
88447
90964
77857
75720
72142
79425
76538
85359
89772
69274
61605
62923
16739
8379
11833
4238
24011
23024
54603
42127
51074
28120
64033
16153
23792
48433
79023
31075
81
80
79
78
81
76
78
76
77
78
75
76
74
78
72
75
77
78
78
78
78
78
78
78
77
77
78
76
76
74
76
73
76
78
78
78
75
80
77
78
77
75
76
76
78
72
75
76
78
78
78
78
78
78
78
77
77
77
77
76
76
75
75
74
76
71
66
79
73
81
77
75
74
73
66
73
76
68
71
67
13 Influences others to be productive. (P/PC)
18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1)
33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3)
49 Seeks to understand people’s viewpoints. (Habit 5)
54 Understands issues outside his/her work group (e.g., otherdepartments, product trends, competition). (Habit 5)
67 Involves people when making plans that will affect them.(Habit 6)
70 Builds teamwork by maximizing the talents of his/her workgroup. (Habit 6)
29 Ensures that his/her work group has a clear sense ofdirection. (Habit 2)
30 Sets clear expectations with individuals when assigningtasks. (Habit 2)
31 Prioritizes work so time is spent on the most importantissues. (Habit 3)
52 Spends enough one-on-one time with individuals in his/herwork group. (Habit 5)
26 Plans ahead to reduce having to work in a crisis mode.(Habit 2)
77 Seeks feedback on ways he/she can improve. (Habit 7)
37 Delegates work that ought to be done by others. (Habit 3)
61 Provides regular feedback on how well people perform their jobs. (Habit 5)
20 Receives negative feedback without becoming defensive.(Habit 1)
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Frequencies Scores
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
2714 7965 26470 81054 181324 67064 20969 74 74 75 74 7627 Anticipates how his/her decisions impact others. (Habit 2)
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The 4 Roles of Leadership 360° Profile™
4 Roles of Leadership ScoresAverages from 14596 Profiles
Aggregate Profile
Franklin Covey Profile Center
1958 South 950 East, Provo, Utah 84606 (800)332-6839
© 1999 Franklin Covey Co. All rights reserved. Printed on Recycled Paper
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CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 13-17
CATEGORY REVIEWS
Role: Pathfinding 5-6Role: Aligning 7-8
Role: Empowering 9-10
Role: Modeling 11-12
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INTRODUCTION Welcome toThe 4 Roles of Leadership 360° Profile™. This tool provides you with valuable
feedback regarding a number of issues related to effective leadership. The following assessments contributed to your aggregate profile:
Self 13254Boss 12282Peers 41831Direct Reports 36088
Total 103455
Detailed instructions for understanding and using The 4 Roles of Leadership Profile are
contained in the "Profile" section of your training manual. Please note that all responses receivedin your behalf (from Strongly Disagree to Strongly Agree) were converted to a six-pointscale. The numeric scale of 1 to 6 was then translated into a percentage in the following manner
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%1 Strongly Disagree 0%
? Don’t Know ••
Responses of "Don’t Know" or nonresponses are indicated by •• in this report and are nottallied in the percentages. Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.If you have questions regarding your profile or would like to make comments regarding theprofile process, please contact the Franklin Covey Profile Center at: 1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced ortransmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrievalsystem, for any purpose without the express written permission of Franklin Covey Co.
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TOT
ALS
The 4 Roles ofLeadership
Overview
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
Relationships Pathfinding Aligning Empowering Modeling
Self
Boss
Peer
Direct Report
StronglyAgree
Agree
SlightlyAgree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
Pathfinding Aligning Empowering Modeling
80 80 8180
80
80
80
80
80
78
79
78
77
79
80
79
79
83
84
83
83
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TOT
ALS
Role:Pathfinding
Items
1 Understands stakeholder (employee,customer, supplier, investor, etc.)needs.(PATHFINDING —Stakeholders)
2 Ensures that team membersunderstand the needs of thestakeholder.(PATHFINDING —Stakeholders)
3 Ensures that team goals are alignedwith stakeholder needs.(PATHFINDING —Stakeholders)
4 Takes initiative to determinestakeholder needs.(PATHFINDING —Stakeholders)
5 Looks for better ways to meetstakeholder needs.(PATHFINDING —Stakeholders)
6 Ensures that team membersunderstand the organization’s mission.(PATHFINDING —Mission)
7 Helps individual team membersunderstand how their contributionssupport the overall purpose of the
organization.(PATHFINDING —Mission)
8 Demonstrates personal commitmentto the values of the organization.(PATHFINDING —Values)
9 Encourages team members to behavein accordance with organizationalvalues.(PATHFINDING —Values)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
86 85 85
86
85
82 81 80
80
81
81 81 80
80
81
81 81 80
79
81
82 82 82
83
82
82 80 79
79
81
78 78 78
78
78
88 87 89
88
87
84 82 82
83
83
80 80 8080
80
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Role:Pathfinding
Items
10 Involves team members in settingvision and direction.(PATHFINDING —Vision)
11 Ensures that his/her team has a clearsense of direction.(PATHFINDING —Vision)
12 Ensures that team members are clearon how to achieve the organization’svision.(PATHFINDING —Vision)
13 Communicates organizational strategyto the team.(PATHFINDING —Strategy)
14 Maintains a clear focus on priorities.(PATHFINDING —Strategy)
15 Ensures that team goals support theorganization’s goals.(PATHFINDING —Strategy)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
77 76 76
76
76
76 78 78
77
77
74 75 75
72
74
75 76 76
74
76
79 81 80
78
80
82 80 81
80
81
(Continued)
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TOT
ALS
Role: Aligning
Items
16 Finds innovative ways to improve.(ALIGNING —Process)
17 Achieves smooth work flow througheffective coordination.(ALIGNING —Process)
18 Eliminates unnecessary procedures.(ALIGNING —Process)
19 Eliminates unnecessary hierarchy.(ALIGNING —Structure)
20 Establishes empowering lines ofauthority.(ALIGNING —Structure)
21 Organizes work groups so that peoplework well with each other.(ALIGNING —Structure)
22 Helps to ensure that people areproperly trained.(ALIGNING —People)
23 Matches the right people to the right jobs.(ALIGNING —People)
24 Gives people opportunities that helpthem develop greater capacity.(ALIGNING —People)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
78 80 80
80
79
72 76 78
74
75
72 75 76
75
74
74 75 78
75
75
76 75 76
77
76
75 76 78
75
76
77 80 82
78
79
77 78 80
78
78
81 80 80
82
80
77 78 7978
78
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Role: Aligning
Items
25 Ensures that people have theinformation they need to do their jobs.(ALIGNING —Information)
26 Makes sure that the team has anawareness of changes that affect theirperformance.(ALIGNING —Information)
27 Ensures that the team has usefulfeedback to know how they are doing.(ALIGNING —Information)
28 Makes on-time decisions.(ALIGNING —Decisions)
29 Considers long-term implicationswhen making decisions.(ALIGNING —Decisions)
30 Gives recognition for positiveperformance.(ALIGNING —Rewards)
31 Recognizes how changing one part ofthe system impacts other parts.(ALIGNING —Ecosystem)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
78 80 81
81
79
77 78 79
78
78
74 77 78
75
76
77 79 80
78
78
79 80 79
83
79
81 83 84
84
82
79 80 79
82
79
(Continued)
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TOT
ALS
Role:Empowering
Items
32 Allows others to be responsible fortheir work/stewardships.(EMPOWERING —Leadership Style)
33 Delegates work that should be done byothers.(EMPOWERING —Leadership Style)
34 Utilizes people’s abilities.(EMPOWERING —Leadership Style)
35 Encourages creative thinking.(EMPOWERING —Leadership Style)
36 Encourages people without beingcontrolling.(EMPOWERING —Leadership Style)
37 Gives people flexibility to determinethe best methods for accomplishingassignments.(EMPOWERING —Leadership Style)
38 Is open to ideas that others suggest.(Empowering —Leadership Style)
39 Takes interest in people beyond justgetting the job done.(EMPOWERING —Leadership Style)
40 When improvement is needed,corrects people in a positive way.(EMPOWERING —Leadership Style)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
85 82 81
83
83
79 77 75
74
78
81 80 80
81
81
83 81 80
84
82
79 77 78
77
78
82 79 79
81
80
83 82 83
84
83
82 84 85
84
83
78 78 79
77
78
79 79 8079
79
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Role:Empowering
Items
41 Clearly explains expectations whenassigning tasks.(EMPOWERING —Win-WinAgreements)
42 Holds people accountable forachieving the objectives they set.(EMPOWERING —Win-WinAgreements)
43 Provides regular feedback toindividuals on how well they performtheir jobs.(EMPOWERING —Win-WinAgreements)
44 Helps people achieve their potential.(EMPOWERING —Win-WinAgreements)
45 Seeks input from others when makingdecisions that will affect them.(EMPOWERING —Win-WinAgreements)
46 Takes time to teach people.(EMPOWERING —Win-WinAgreements)
47 Ensures that people have theresources to complete their jobs.(EMPOWERING —Win-Win
Agreements)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
77 78 78
73
77
80 79 77
75
79
71 76 76
70
74
76 78 79
76
77
78 80 80
82
79
74 79 81
78
77
79 80 82
80
80
(Continued)
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TOT
ALS
Role: Modeling
Items
48 Has earned the trust of others.(MODELING —Character)
49 Communicates openly.(MODELING —Character)
50 Is open to feedback from others.(MODELING —Character)
51 Leads by example.(MODELING —Character)
52 Helps other people achieve their goals.(MODELING —Character)
53 Maintains high ethical standards.(MODELING —Character)
54 Has a strong work ethic.(MODELING —Character)
55 Does not undermine others.(MODELING —Character)
56 Strives for excellence.(MODELING —Character)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
81 83 84
82
82
81 83 83
83
82
81 81 82
82
81
81 81 84
84
82
79 80 81
80
80
88 88 91
90
88
90 89 91
91
89
83 83 86
84
83
89 88 89
89
88
83 83 8483
83
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Role: Modeling
Items
57 Is candid about his/her strengths.(MODELING —Character)
58 Is candid about his/her weaknesses.(MODELING —Character)
59 Builds effective relationships.(MODELING —Competence)
60 Completes tasks on time.(MODELING —Competence)
61 Completes assignments competently.(MODELING —Competence)
62 Communicates clearly.(MODELING —Competence)
63 Meets customer needs.(MODELING —Competence)
64 Is someone I would be willing tofollow.(MODELING —Competence)
10 20 30 40 50 60 70 80 90
DirectReport
Peer BossSelf
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
82 81 82
79
82
77 77 78
77
77
80 81 82
80
81
80 81 81
78
81
86 86 86
85
86
80 82 82
77
81
85 84 84
82
84
84 80 81
80
82
(Continued)
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FREQUENCIES SCORES
NO
TES
Rankingsand Frequencies
• The individual statements are ranked below by the scores of
"Others."
• Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
• "Self" scores are included in the Frequencies.
ITEMS1 2 3 4 5 6 ?
StronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
352
430
188
263
265
193
203
230
351
555
740
792
255
528
591
377
602
477
585
469
659
791
1046
1296
1379
923
1494
1531
1193
1742
1600
1451
1785
2398
2370
3395
3596
3800
3267
6390
6705
7277
7963
7845
7653
9778
12503
10808
13255
12675
10438
15467
32016
36215
37903
39230
45775
51130
52074
49467
50943
43898
39897
41555
45702
61642
56378
55442
52686
42467
40936
35465
34653
35172
40480
43324
43333
35175
658
1234
667
684
4574
1096
3188
3206
2667
560
1619
1755
2311
90
88
89
88
86
86
85
84
85
83
82
83
82
89
88
88
87
86
85
84
82
82
82
84
83
82
91
91
89
89
86
85
84
82
81
83
85
86
82
89
88
88
87
86
85
84
83
83
83
83
83
82
91
90
89
88
85
86
82
83
83
84
84
84
83
54 Has a strong work ethic.(MODELING —Character)
53 Maintains high ethical standards.(MODELING —Character)
56 Strives for excellence.(MODELING —Character)
8 Demonstrates personal commitment to the values of theorganization.(PATHFINDING —Values)
61 Completes assignments competently.(MODELING —Competence)
1 Understands stakeholder (employee, customer, supplier,investor, etc.) needs.(PATHFINDING —Stakeholders)
63 Meets customer needs.(MODELING —Competence)
9 Encourages team members to behave in accordance withorganizational values.(PATHFINDING —Values)
32 Allows others to be responsible for their work/stewardships.(EMPOWERING —Leadership Style)
38 Is open to ideas that others suggest.(Empowering —Leadership Style)
39 Takes interest in people beyond just getting the job done.(EMPOWERING —Leadership Style)
55 Does not undermine others.(MODELING —Character)
5 Looks for better ways to meet stakeholder needs.(PATHFINDING —Stakeholders)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
687
450
1203
799
876
366
1202
185
199
258
235
202
416
709
720
636
1232
946
1930
1613
1520
870
2018
740
729
1122
883
641
952
1384
1438
1516
3385
3443
4130
4223
3955
3194
4017
2584
2627
3865
3409
2583
3249
4183
4217
4578
13387
14817
12549
13149
13507
14535
13965
14812
15059
16568
16865
14717
14189
14067
15043
14085
40860
44663
38938
41535
43209
49180
40227
54669
53883
47024
48045
53357
52273
45128
46595
44394
39745
35369
43040
41603
38161
30633
39417
27338
27047
31700
29577
27553
29230
36706
33845
33343
3803
3384
1349
238
1837
4178
2126
2861
3598
2608
4095
3948
2827
924
1166
4446
81
83
81
81
81
82
84
82
81
81
82
82
81
81
80
80
83
81
83
83
81
81
80
81
81
81
80
80
80
81
81
81
84
80
84
83
84
82
81
80
80
80
79
81
80
82
82
81
82
82
82
82
82
82
82
81
81
81
81
81
81
81
81
81
84
84
82
83
84
79
80
80
80
79
79
80
81
82
80
78
30 Gives recognition for positive performance.(ALIGNING —Rewards)
35 Encourages creative thinking.(EMPOWERING —Leadership Style)
48 Has earned the trust of others.(MODELING —Character)
49 Communicates openly.(MODELING —Character)
51 Leads by example.(MODELING —Character)
57 Is candid about his/her strengths.(MODELING —Character)
64 Is someone I would be willing to follow.(MODELING —Competence)
2 Ensures that team members understand the needs of thestakeholder.(PATHFINDING —Stakeholders)
3 Ensures that team goals are aligned with stakeholder needs.(PATHFINDING —Stakeholders)
4 Takes initiative to determine stakeholder needs.(PATHFINDING —Stakeholders)
6 Ensures that team members understand the organization’smission.(PATHFINDING —Mission)
15 Ensures that team goals support the organization’s goals.(PATHFINDING —Strategy)
34 Utilizes people’s abilities.(EMPOWERING —Leadership Style)
50 Is open to feedback from others.(MODELING —Character)
59 Builds effective relationships.(MODELING —Competence)
60 Completes tasks on time.(MODELING —Competence)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
597
639
454
528
367
427
496
646
476
671
531
348
822
394
535
446
1263
1680
1055
1249
920
982
1405
1542
1225
1444
1296
996
1662
1332
1237
1194
4327
5119
3438
4218
3154
3166
5008
4835
4064
4660
4428
4272
4667
4807
3931
4591
15873
16651
14973
15288
15274
16241
19983
16986
16124
15435
16161
17310
15823
20568
16894
18366
48143
44897
44834
46550
51919
50963
42224
44559
50374
46201
48253
49060
46125
46557
46935
49028
32593
33147
29819
30493
26193
26405
31842
27899
28037
30948
29063
22404
30363
24942
20527
21653
229
1005
8498
4745
5217
4810
2165
6636
2773
3711
3318
8684
3603
4555
12975
7774
80
79
81
82
79
79
78
77
78
79
79
80
78
78
77
77
82
81
80
79
80
80
80
80
80
80
80
79
80
78
78
78
82
80
80
79
82
81
80
82
81
79
79
77
80
78
80
79
81
80
80
80
80
80
79
79
79
79
79
79
79
78
78
78
77
78
82
81
80
80
80
78
81
83
82
75
82
78
78
78
62 Communicates clearly.(MODELING —Competence)
14 Maintains a clear focus on priorities.(PATHFINDING —Strategy)
24 Gives people opportunities that help them develop greatercapacity.(ALIGNING —People)
37 Gives people flexibility to determine the best methods foraccomplishing assignments.(EMPOWERING —Leadership Style)
47 Ensures that people have the resources to complete their jobs.(EMPOWERING —Win-Win Agreements)
52 Helps other people achieve their goals.(MODELING —Character)
16 Finds innovative ways to improve.(ALIGNING —Process)
22 Helps to ensure that people are properly trained.(ALIGNING —People)
25 Ensures that people have the information they need to dotheir jobs.
(ALIGNING —Information)
29 Considers long-term implications when making decisions.(ALIGNING —Decisions)
31 Recognizes how changing one part of the system impactsother parts.(ALIGNING —Ecosystem)
42 Holds people accountable for achieving the objectives theyset.(EMPOWERING —Win-Win Agreements)
45 Seeks input from others when making decisions that willaffect them.(EMPOWERING —Win-Win Agreements)
7 Helps individual team members understand how theircontributions support the overall purpose of the organization.(PATHFINDING —Mission)
23 Matches the right people to the right jobs.(ALIGNING —People)
26 Makes sure that the team has an awareness of changes thataffect their performance.(ALIGNING —Information)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
893
755
1353
882
582
452
601
836
721
665
584
850
680
694
941
1046
1839
2292
2348
1766
1573
1315
1371
2043
1701
2012
1952
2057
1760
1758
2329
2334
5814
6052
6479
5365
5487
5200
4621
6179
6074
6098
6355
6022
5702
6224
7919
6824
16865
17104
16728
16789
19965
19970
19727
19815
18615
21104
21702
19345
19661
21048
22509
19311
46178
45768
42214
45591
47591
48129
47576
41981
44842
42854
45422
42997
44163
44972
45145
42507
29396
25336
31427
25809
23413
20922
21752
27133
26032
23747
20525
21396
20657
21432
22299
21589
2138
5745
2516
6887
4510
7112
7395
5099
4931
6645
6521
10274
10402
6899
1906
9390
77
79
79
78
76
77
76
74
77
77
75
76
75
74
72
74
79
77
77
78
78
78
78
79
77
76
76
75
76
77
76
75
80
75
78
79
78
78
79
81
78
76
76
76
78
78
78
78
78
78
78
78
77
77
77
77
77
76
76
76
76
76
75
75
78
74
77
77
77
73
76
78
77
76
74
77
75
75
74
75
28 Makes on-time decisions.(ALIGNING —Decisions)
33 Delegates work that should be done by others.(EMPOWERING —Leadership Style)
36 Encourages people without being controlling.(EMPOWERING —Leadership Style)
40 When improvement is needed, corrects people in a positiveway.(EMPOWERING —Leadership Style)
11 Ensures that his/her team has a clear sense of direction.(PATHFINDING —Vision)
41 Clearly explains expectations when assigning tasks.(EMPOWERING —Win-Win Agreements)
44 Helps people achieve their potential.(EMPOWERING —Win-Win Agreements)
46 Takes time to teach people.(EMPOWERING —Win-Win Agreements)
58 Is candid about his/her weaknesses.(MODELING —Character)
10 Involves team members in setting vision and direction.(PATHFINDING —Vision)
13 Communicates organizational strategy to the team.(PATHFINDING —Strategy)
20 Establishes empowering lines of authority.(ALIGNING —Structure)
21 Organizes work groups so that people work well with eachother.(ALIGNING —Structure)
27 Ensures that the team has useful feedback to know how theyare doing.(ALIGNING —Information)
17 Achieves smooth work flow through effective coordination.(ALIGNING —Process)
19 Eliminates unnecessary hierarchy.(ALIGNING —Structure)
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FREQUENCIES SCORES
ITEMSStronglyDisagree
StronglyAgree
Don’tKnow
DirectReport
Peer Boss Others Self
1 2 3 4 5 6 ?
454
1006
852
1632
2410
2420
6570
8051
7589
25402
22853
22588
46018
42682
40813
16798
20970
17755
6183
5109
11083
74
72
71
75
75
76
75
76
76
74
74
74
72
75
70
12 Ensures that team members are clear on how to achieve theorganization’s vision.(PATHFINDING —Vision)
18 Eliminates unnecessary procedures.(ALIGNING —Process)
43 Provides regular feedback to individuals on how well theyperform their jobs.(EMPOWERING —Win-Win Agreements)
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1 2 3 4 5 6 ?
Direct
ReportPeer Boss Others Self
1 Willingly helps people. (EBA) 2 5 1 3 3 4 8 4 2709 2894 20 89 8 7 88 8 6 8 8
2 Follows through on commitments. (EBA) 2 0 1 1 8 0 203 2954 2 089 48 82 8 2 83 8 2 8 1
3 Shows courtesy toward people. (EBA) 1 3 1 5 5 2 155 2734 2 554 11 86 8 4 84 8 4 8 5
4 Is loyal to those who are absent (i.e., does not criticize people behind theirbacks). (EBA) 3 6 3 1 114 339 2956 1569 154 73 7 9 80 7 9 7 9
5 Is honest with people. (EBA) 2 4 9 5 4 144 2960 2379 64 86 8 4 85 8 4 8 4
6 Keeps confidences. (EBA) 3 1 1 3 4 9 152 2774 2 247 350 86 8 4 85 8 3 8 4
7 Acknowledges and apologizes for mistakes. (EBA) 3 1 3 3 8 9 245 2999 1 749 170 84 7 9 80 7 9 8 0
8 Leads by example. (EBA) 3 1 3 4 111 291 2844 1713 107 81 7 8 79 7 8 7 8
9 Produces high-quality work. (P/PC) 3 4 1 1 3 1 135 2915 2 229 193 83 8 4 84 8 4 8 5
10 Makes cost-effective use of resources. (P/PC) 3 7 2 1 6 7 249 2951 1 590 358 79 8 0 80 7 9 8 0
11 Is a hard worker. (P/PC) 3 6 1 3 2 6 113 2356 3 120 57 87 8 8 89 8 6 8 9
12 Balances all aspects of life (e.g., work, leisure, family) to maintain overalleffectiveness. (P/PC) 3 6 5 2 171 408 2581 1329 654 65 7 7 78 7 8 7 7
13 Influences others to be productive. (P/PC) 4 1 2 4 7 9 304 2963 1 331 189 75 7 7 75 7 6 8 0
14 Does not push people to work beyond a reasonable limit. (P/PC) 3 9 2 6 9 5 291 3224 1 307 393 75 7 9 80 7 9 7 8
15 Takes initiative to get things done. (Habit 1) 4 1 1 7 5 8 223 2829 2 187 43 82 8 2 83 8 1 8 3
16 Works to solve problems rather than avoiding them. (Habit 1) 3 9 1 7 6 9 256 2922 2 011 56 80 8 2 82 8 1 8 2
17 Focuses on things he/she can do something about rather than on things
beyond his/her control. (Habit 1) 3 3 1 5 7 7 297 3165 1 406 190 74 7 9 77 7 8 8 1
18 Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 3 9 3 3 136 382 2717 1800 113 72 7 9 78 7 9 8 1
19 Accepts responsibility for his/her actions rather than making excuses.(Habit 1) 3 3 2 5 5 8 237 3150 1 924 106 83 8 1 82 8 0 8 3
20 Receives negative feedback without becoming defensive. (Habit 1) 3 6 4 6 156 485 2737 949 434 66 7 4 75 7 3 7 5
21 Does the “right” thing, even if it is unpopular. (Habit 1) 3 8 2 0 6 3 245 2978 1 536 324 78 7 9 81 7 9 8 0
22 Is decisive when a decision is needed. (Habit 1) 5 9 2 4 8 8 341 2877 1 672 87 78 7 9 78 7 8 8 0
23 Begins projects with a clear understanding of desired outcomes. (Habit 2) 3 1 1 1 7 2 292 3086 1 348 213 74 7 8 78 7 8 7 9
24 Displays a sense of direction in life. (Habit 2) 5 5 7 5 2 220 3059 1 658 340 76 8 2 81 8 1 8 2
25 Works toward long-term solutions, not just “quick fixes.” (Habit 2) 2 7 2 3 7 6 289 2992 1 679 162 79 7 9 80 7 9 8 0
26 Plans ahead to reduce having to work in a crisis mode. (Habit 2) 4 8 5 5 134 512 2753 1156 206 71 7 4 74 7 5 7 4
27 Anticipates how his/her decisions impact others. (Habit 2) 4 2 3 9 117 481 2833 975 278 75 7 3 74 7 3 7 3
28 Is organized when conducting meetings. (Habit 2) 4 0 1 6 8 0 286 2685 1 473 523 72 7 9 78 7 9 7 9
29 Ensures that his/her work group has a clear sense of direction. (Habit 2) 3 6 2 5 113 371 2862 1072 527 74 7 6 76 7 6 7 5
ITEMS
GUYS FREQUENCIES GUYS SCORES
Strongly
Disagree
Strongly
Agree
Don't
Know
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30 Sets clear expectations with individuals when assigning tasks. (Habit 2) 3 7 2 5 8 9 389 2793 1 009 650 72 7 6 75 7 6 7 6
31 Prioritizes work so time is spent on the most important issues. (Habit 3) 3 9 3 1 119 418 2924 1071 393 71 7 6 74 7 6 7 6
32 Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 3 6 6 2 153 317 2729 1 953 80 78 7 9 80 7 9 7 9
33 Is disciplined in carrying out plans (i.e., avoids procrastination). (Habit 3) 3 2 4 8 153 462 2894 1361 148 64 7 7 77 7 7 7 8
34 Respects people’s time (i.e., does not waste others’ time with trivialinterruptions). (Habit 3) 3 5 3 3 100 274 3157 1 738 59 77 8 0 82 8 0 8 0
35 Responds to requests in a timely manner. (Habit 3) 2 9 3 2 9 9 345 3146 1 438 49 75 7 8 78 7 9 7 7
36 Is organized in handling multiple tasks and projects. (Habit 3) 3 1 2 6 8 3 356 3004 1 535 212 75 7 9 78 7 9 8 0
37 Delegates work that ought to be done by others. (Habit 3) 2 8 3 8 160 420 2776 1115 544 70 7 6 73 7 4 7 8
38 Sets reasonable deadlines so others have sufficient time to respond. (Habit3) 3 3 2 2 6 3 234 3445 1 024 494 77 7 8 79 7 8 7 8
39 Keeps his/her work group focused on priorities. (Habit 3) 3 2 1 0 6 5 250 3186 1 076 555 75 7 8 77 7 8 7 8
40 Does not undermine others for personal gain. (Habit 4) 2 4 2 7 4 5 182 2466 2 776 203 90 8 5 87 8 4 8 6
41 Is fair with all people (i.e., does not show favoritism). (Habit 4) 3 5 3 9 100 289 2948 1820 165 81 8 0 82 8 0 7 9
42 Works to find win-win solutions. (Habit 4) 3 7 1 3 3 6 188 3122 1 740 151 82 8 1 80 8 1 8 1
43 Does what is best for the entire organization, not just his/her own interests.(Habit 4) 2 4 2 1 4 6 154 3038 2 081 142 86 8 2 83 8 1 8 4
44 Has the courage to say “no” when appropriate. (Habit 4) 3 9 1 7 9 8 291 2804 1 884 183 78 8 1 80 8 0 8 2
45 Shares credit and recognition for successes. (Habit 4) 2 3 1 7 3 7 126 2903 2 339 187 87 8 4 86 8 3 8 5
46 Does not pressure people to compromise personal values. (Habit 4) 3 9 1 3 3 4 104 2865 2 450 298 89 8 5 87 8 5 8 5
47 Listens without interrupting. (Habit 5) 2 6 6 8 146 410 2978 1 556 11 66 7 8 80 7 8 7 9
48 Is sensitive to people's feelings. (Habit 5) 3 8 5 6 133 411 2796 1 562 69 76 7 7 77 7 7 7 7
49 Seeks to understand people's viewpoints. (Habit 5) 3 2 2 8 7 6 333 3140 1 333 52 77 7 7 77 7 7 7 8
50 Seeks to understand problems before attempting to solve them. (Habit 5) 3 5 2 2 6 2 255 3340 1 426 93 78 7 9 79 7 9 7 9
51 Is easy to approach with a concern. (Habit 5) 2 9 2 7 7 6 250 2680 2 383 43 80 8 3 82 8 3 8 4
52 Spends enough one-on-one time with individuals in his/her work group.(Habit 5) 4 3 5 0 164 532 2348 1007 923 63 7 4 73 7 6 7 3
53 Understands what is going on in his/her work group. (Habit 5) 3 5 2 8 9 0 264 3051 1 464 355 76 7 9 80 8 0 7 8
54 Understands issues outside his/her work group (e.g., other departments,product trends, competition). (Habit 5) 4 7 1 8 7 7 311 2946 1 382 291 74 7 8 75 7 8 8 1
55 Communicates clearly and concisely. (Habit 5) 2 6 2 3 7 8 326 3147 1 449 11 73 7 9 77 7 9 7 9
56 Does not dominate discussions. (Habit 5) 2 7 6 3 158 444 3168 1 415 32 71 7 7 80 7 8 7 6
57 Expresses viewpoints with confidence. (Habit 5) 2 9 8 3 0 116 3214 2110 13 79 8 4 83 8 4 8 5
58 Is considerate when communicating. (Habit 5) 3 8 1 7 6 1 244 3339 1 580 15 77 8 0 81 8 0 8 1
59 Is straightforward when communicating. (Habit 5) 2 7 8 4 3 201 3239 1880 14 80 8 2 81 8 2 8 3
60 Informs people regarding important matters. (Habit 5) 3 2 2 2 4 3 213 3259 1 765 100 83 8 1 81 8 1 8 1
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61 Provides regular feedback on how well people perform their jobs. (Habit 5) 3 2 4 1 141 468 2319 837 1044 69 7 3 74 7 4 7 1
62 Shows appreciation for positive performance. (Habit 5) 3 1 2 0 5 6 164 2945 1 841 383 81 8 2 83 8 2 8 1
63 Seeks out the strengths of others to get things done. (Habit 6) 2 5 1 4 4 6 213 3150 1 572 334 81 8 0 78 8 0 8 2
64 Networks with people outside his/her work group. (Habit 6) 3 8 1 6 7 5 235 2769 1 723 445 73 8 1 78 8 1 8 3
65 Is flexible and open-minded in trying new ideas. (Habit 6) 3 1 1 4 6 1 285 3154 1 485 130 79 7 9 79 7 8 8 0
66 Values differences in people. (Habit 6) 4 5 1 8 4 7 207 3197 1 339 347 80 7 9 79 7 9 8 0
67 Involves people when making plans that will affect them. (Habit 6) 2 8 2 9 104 355 3025 1292 294 79 7 7 78 7 7 7 5
68 Encourages and supports creativity and innovation. (Habit 6) 4 6 1 0 3 7 214 3077 1 599 333 84 8 0 79 7 9 8 1
69 Supports people in taking responsible risks. (Habit 6) 2 7 1 1 3 7 169 3274 1 306 569 82 8 0 80 7 9 8 1
70 Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 5 0 1 9 9 0 338 2755 1 170 685 76 7 7 76 7 7 7 7
71 Cares for his/her physical well-being. (Habit 7) 2 6 3 5 9 9 264 2918 1 715 338 72 8 1 79 8 1 8 2
72 Cares about others and tries to build lasting friendships. (Habit 7) 3 9 2 6 5 7 228 2913 1 611 368 78 8 0 81 8 0 7 9
73 Is competent in his/her field of work. (Habit 7) 3 4 1 1 2 6 7 9 2478 3139 46 86 8 8 89 8 8 8 9
74 Takes time to find enjoyment and meaning in life. (Habit 7) 5 5 2 5 7 1 236 2743 1 636 715 72 8 2 81 8 2 8 1
75 Encourages and supports the development of others. (Habit 7) 3 3 1 4 2 9 159 3186 1 667 316 83 8 1 81 8 0 8 2
76 Takes steps to improve his/her leadership abilities. (Habit 7) 3 2 2 3 5 9 217 2848 1 691 391 77 8 1 79 8 0 8 2
77 Seeks feedback on ways he/she can improve. (Habit 7) 2 6 4 5 145 458 2599 1233 339 75 7 4 76 7 5 7 3
78 Strives to improve his/her work group performance. (Habit 7) 3 9 1 6 4 7 162 3102 1 699 367 82 8 1 82 8 1 8 2
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1 2 3 4 5 6 ?
Direct
ReportPeer Boss Others Self
1 Willingly helps people. (EBA) 1 9 9 3 0 6 2 2201 3558 12 91 9 0 91 8 9 9 0
2 Follows through on commitments. (EBA) 3 1 1 4 3 4 131 2702 2 747 47 85 8 6 87 8 7 8 4
3 Shows courtesy toward people. (EBA) 1 6 1 0 3 7 132 2524 2947 1 87 8 6 87 8 6 8 7
4 Is loyal to those who are absent (i.e., does not criticize people behind theirbacks). (EBA) 3 7 4 6 127 398 2744 1683 156 70 7 9 81 7 8 7 9
5 Is honest with people. (EBA) 1 7 1 0 4 0 130 2849 2 586 53 85 8 5 86 8 6 8 5
6 Keeps confidences. (EBA) 1 9 2 4 6 9 179 2487 2 551 338 86 8 4 86 8 4 8 4
7 Acknowledges and apologizes for mistakes. (EBA) 2 5 2 8 7 5 204 2879 2 091 181 86 8 2 84 8 1 8 1
8 Leads by example. (EBA) 4 1 3 3 8 5 246 2794 1 858 207 80 8 0 82 8 0 8 0
9 Produces high-quality work. (P/PC) 2 4 9 3 2 7 5 2583 2832 183 85 8 7 88 8 7 8 8
10 Makes cost-effective use of resources. (P/PC) 5 0 1 4 4 5 167 2808 1 847 565 79 8 3 81 8 3 8 4
11 Is a hard worker. (P/PC) 1 9 8 2 8 6 0 2028 3737 31 91 9 0 91 9 0 9 2
12 Balances all aspects of life (e.g., work, leisure, family) to maintain overalleffectiveness. (P/PC) 3 0 5 7 180 397 2503 1472 559 65 7 8 79 7 8 7 8
13 Influences others to be productive. (P/PC) 1 7 1 5 6 0 261 2908 1 489 348 77 7 9 77 7 8 8 2
14 Does not push people to work beyond a reasonable limit. (P/PC) 3 7 2 6 8 4 190 3059 1 493 622 79 8 1 81 8 0 8 1
15 Takes initiative to get things done. (Habit 1) 2 0 1 8 4 5 139 2556 2 765 39 85 8 5 86 8 5 8 6
16 Works to solve problems rather than avoiding them. (Habit 1) 4 3 2 4 5 2 191 2844 2 295 63 80 8 4 84 8 3 8 5
17 Focuses on things he/she can do something about rather than on things
beyond his/her control. (Habit 1) 1 9 3 2 8 8 326 3116 1 409 196 72 7 9 77 7 8 8 2
18 Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 3 9 4 1 137 455 2711 1578 114 68 7 8 77 7 7 8 1
19 Accepts responsibility for his/her actions rather than making excuses.(Habit 1) 1 8 2 5 6 4 194 3003 2 031 119 82 8 2 83 8 1 8 3
20 Receives negative feedback without becoming defensive. (Habit 1) 4 4 6 0 145 497 2585 1024 535 66 7 4 77 7 3 7 6
21 Does the “right” thing, even if it is unpopular. (Habit 1) 2 1 1 7 5 3 188 2911 1 723 447 79 8 1 83 8 1 8 2
22 Is decisive when a decision is needed. (Habit 1) 3 4 2 4 7 7 337 2787 1 738 147 76 8 0 78 7 9 8 2
23 Begins projects with a clear understanding of desired outcomes. (Habit 2) 1 8 1 8 4 0 230 2990 1 633 282 76 8 1 79 8 0 8 2
24 Displays a sense of direction in life. (Habit 2) 3 0 3 1 6 0 229 2835 1 919 302 77 8 2 81 8 1 8 4
25 Works toward long-term solutions, not just “quick fixes.” (Habit 2) 1 9 1 5 5 2 218 2939 1 864 220 79 8 2 81 8 1 8 2
26 Plans ahead to reduce having to work in a crisis mode. (Habit 2) 3 6 4 9 141 385 2696 1519 265 72 7 7 78 7 8 7 7
27 Anticipates how his/her decisions impact others. (Habit 2) 2 0 3 7 115 316 2955 1236 343 78 7 6 77 7 6 7 6
28 Is organized when conducting meetings. (Habit 2) 3 7 1 6 4 2 177 2536 1 826 820 77 8 3 82 8 3 8 3
29 Ensures that his/her work group has a clear sense of direction. (Habit 2) 2 1 2 0 5 6 214 2764 1 316 848 75 7 9 79 8 0 7 9
ITEMS
GALS FREQUENCIES GALS SCORES
Strongly
Disagree
Strongly
Agree
Don't
Know
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30 Sets clear expectations with individuals when assigning tasks. (Habit 2) 3 6 1 8 5 4 223 2655 1 264 977 75 7 9 79 7 9 7 9
31 Prioritizes work so time is spent on the most important issues. (Habit 3) 1 9 2 9 104 324 2857 1469 421 73 7 9 77 7 9 7 9
32 Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 2 9 6 3 134 334 2501 2 253 84 75 8 1 83 8 1 8 0
33 Is disciplined in carrying out plans (i.e., avoids procrastination). (Habit 3) 1 8 5 4 121 362 2773 1707 178 66 8 0 80 8 0 8 0
34 Respects people’s time (i.e., does not waste others’ time with trivialinterruptions). (Habit 3) 3 2 3 5 6 8 219 3012 2 066 49 78 8 2 84 8 2 8 3
35 Responds to requests in a timely manner. (Habit 3) 1 5 2 1 6 9 194 3037 2 038 59 80 8 2 84 8 3 8 0
36 Is organized in handling multiple tasks and projects. (Habit 3) 2 5 2 6 6 3 251 2717 2 133 202 79 8 2 82 8 2 8 3
37 Delegates work that ought to be done by others. (Habit 3) 2 2 6 0 145 471 2394 1063 956 66 7 5 71 7 4 7 8
38 Sets reasonable deadlines so others have sufficient time to respond. (Habit3) 2 2 1 8 3 9 155 3235 1 202 757 78 8 0 80 8 0 8 1
39 Keeps his/her work group focused on priorities. (Habit 3) 2 1 1 1 2 7 176 3022 1 263 880 76 8 1 80 8 1 8 1
40 Does not undermine others for personal gain. (Habit 4) 3 3 3 3 5 1 163 2320 2 982 213 90 8 6 89 8 5 8 6
41 Is fair with all people (i.e., does not show favoritism). (Habit 4) 1 7 5 0 9 3 331 2715 2 057 151 81 8 0 83 8 1 7 8
42 Works to find win-win solutions. (Habit 4) 3 8 1 7 3 4 163 3094 1 879 186 83 8 2 82 8 2 8 3
43 Does what is best for the entire organization, not just his/her own interests.(Habit 4) 2 1 2 1 4 6 170 2936 2 281 149 86 8 4 85 8 3 8 5
44 Has the courage to say “no” when appropriate. (Habit 4) 3 1 4 4 105 351 2595 1860 233 74 8 0 79 7 9 8 3
45 Shares credit and recognition for successes. (Habit 4) 1 9 2 1 3 7 9 7 2846 2 482 235 88 8 5 87 8 4 8 6
46 Does not pressure people to compromise personal values. (Habit 4) 3 3 1 2 1 7 8 3 2519 2 848 386 91 8 7 89 8 7 8 7
47 Listens without interrupting. (Habit 5) 2 0 5 7 126 329 2810 1 978 14 65 8 2 83 8 1 8 2
48 Is sensitive to people's feelings. (Habit 5) 2 7 4 0 8 7 247 2620 2 354 37 83 8 2 84 8 1 8 2
49 Seeks to understand people's viewpoints. (Habit 5) 2 3 2 0 6 7 273 3076 1 704 77 81 8 0 80 7 9 8 0
50 Seeks to understand problems before attempting to solve them. (Habit 5) 3 1 1 8 3 7 243 3210 1 643 123 79 8 1 81 8 0 8 1
51 Is easy to approach with a concern. (Habit 5) 1 4 2 2 7 8 213 2479 2 645 55 82 8 4 84 8 4 8 5
52 Spends enough one-on-one time with individuals in his/her work group.(Habit 5) 3 3 3 4 113 365 2295 1353 1129 67 7 9 79 8 0 7 7
53 Understands what is going on in his/her work group. (Habit 5) 1 9 1 9 4 7 170 2937 1 910 362 78 8 3 84 8 3 8 2
54 Understands issues outside his/her work group (e.g., other departments,product trends, competition). (Habit 5) 3 0 1 9 7 6 331 2670 1 482 407 72 7 9 76 7 8 8 3
55 Communicates clearly and concisely. (Habit 5) 2 3 2 0 6 2 228 3010 1 910 15 74 8 2 81 8 2 8 2
56 Does not dominate discussions. (Habit 5) 2 7 4 7 106 326 2953 1 933 38 73 8 1 84 8 1 8 0
57 Expresses viewpoints with confidence. (Habit 5) 1 5 4 4 5 210 2942 2161 22 76 8 4 81 8 3 8 7
58 Is considerate when communicating. (Habit 5) 1 9 1 7 3 8 183 3178 2 048 12 79 8 3 84 8 3 8 4
59 Is straightforward when communicating. (Habit 5) 2 3 9 3 4 156 3040 2178 13 79 8 4 83 8 4 8 5
60 Informs people regarding important matters. (Habit 5) 3 2 1 7 3 5 121 3103 2 291 81 85 8 4 85 8 5 8 4
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61 Provides regular feedback on how well people perform their jobs. (Habit 5) 2 5 3 2 8 0 282 2207 1095 1465 72 7 7 77 7 8 7 6
62 Shows appreciation for positive performance. (Habit 5) 3 3 2 1 4 0 121 2725 2 135 571 84 8 4 85 8 4 8 4
63 Seeks out the strengths of others to get things done. (Habit 6) 2 0 2 0 3 8 193 2905 1 782 463 81 8 2 80 8 1 8 3
64 N t k ith l t id hi /h k (H bit 6) 2 7 1 7 6 6 217 2521 1 980 575 76 8 3 80 8 2 8 5