A report on ABC Company, Ltd.'s Leadership Committee Group ... · Nancy Kolakowski August 9, 2012 506 Carnegie Center, Suite 300, P.O. Box 2050, Princeton, NJ USA 08543-2050 Tel

A report onABC Company, Ltd.'s

Leadership Committee Group

Prepared forNancy Kolakowski

August 9, 2012

506 Carnegie Center, Suite 300, P.O. Box 2050, Princeton, NJ USA 08543-2050

Tel. 609-524-1200 Fax. 609-524-1201

ABC Company, Ltd.Leadership Committee

• Clarify the dynamics of a group of individuals

• Gain insight into the strengths and developmental needs of a group

• Identify which group members have potential in other roles in your organization

• Begin a succession-planning program

• Inform a team-building workshop

Section 1. Group Analysis

• Summary of Team Dynamics - A summary that analyzes and interprets the traits most prevalent, or

absent, in your group

• Summary of Performance Potential - A composite graph of your group that shows the average of

the members' Caliper Profile traits, plus and minus 1/2 standard deviation

• Descriptive Attributes - The Caliper Profile traits that are stongest, or most absent, in your group

Section 2. Individual Potential

• Each individual's behavioral potential in Leadership, Problem Solving and Decision Making, Personal

Organization and Time Management, and Interpersonal Dynamics

• The Behavioral Strengths of each group member

• The Behavioral Challenges of each group member

Section 3. Overlay Graphs

• Graphs showing the attributes of each individual in comparison with the group composite

Your Caliper Talent Audit contains information to help you gain insight into the qualities of your group overall

or those of the individual members. In this report you will see the following sections:

About This Report

The Caliper Talent Audit Report, along with your Caliper Consultant, will help you learn about a group of

individuals. The report illustrates the potential strengths and limitations of the group.

It can be used for simply gaining an understanding of the group or as the initial step of a development

process. With your Caliper Consultant, this report may be used to:

Caliper recommends that you use the data presented in this report in conjunction with in-depth conversations

with your Caliper Consultant so that you can understand and apply the information most effectively.

Caliper Talent Audit Contents

2Copyright © 2012 Caliper Management. All rights reserved. P120001


Group Analysis: Summary of Team DynamicsThis portion of the report provides an analysis of the composite graph as well as the highest and lowest

attributes of your Leadership Committee group.

The dynamics exhibited by this leadership team suggest an above average ability to see patterns in

data/information, recognize cause-and-effect relationships, and to apply previous learning and experience to

solve problems in different or novel contexts. They demonstrate much potential to assimilate complex

information quickly, to recognize key issues to be addressed, and to understand how one problem impacts

another. That is, they should be adept at analyzing trends in the business environment and leverage that

information to generate innovative solutions and target change initiatives. Their strong conceptual thinking

ability, coupled with a high degree of risk proclivity, suggests that they will often create opportunities for the

company by challenging conventional thinking and perceived wisdom. They will be comfortable championing

innovative projects, and will be willing to defend initiatives in the face of resistance.

They are likely to be comfortable and effective in situations that call for a straightforward communication

style. They are apt to be highly assertive in communicating their ideas and in championing their opinions.

They should be effective in clearly conveying performance expectations to others and will generally be

comfortable taking a leadership role in situations in which they need to be direct in addressing performance

issues. They should be highly effective in communicating the company’s vision, direction, and goals clearly in

ways that are compelling and easily understood.

Members of this leadership team are apt to move from priority to priority. That is, they are likely to attempt

to deal with a wide range of issues, rather than focus deeply on any single problem or task. Their high levels

of Risk-Taking and Urgency, coupled with low levels of Cautiousness and Thoroughness, suggest that this

group will be very results oriented and biased toward quick action rather than excessive deliberation. While

this tendency could be advantageous at times, it might also impact how effectively they handle each

individual task. This group is apt to have a higher than average comfort level in ambiguous or ill-defined

situations. While these leaders may tend to multi-task and push themselves to get a lot done, they may

struggle in determining in what order they should complete various activities, and may at times be

distractible. Additionally, the members of this leadership team may miss some opportunities to think through

and consider most/all potential consequences and alternative courses before being moved to action. They are

not very likely to be motivated in highly structured, closely managed work environments and may not always

take personal ownership of project plans and the overall quality of work produced, especially for projects or

tasks that they do not consider to be high priorities.



Group Analysis: Summary of Performance PotentialBelow is a composite of the traits for the 13 individuals included in the Leadership Committee group, as shown

in Caliper's Advisor/Insight Report. For each attribute, the bar represents the average of all 13 individual

scores for that particular attribute, plus and minus 1/2 standard deviation.

Leadership

Problem Solving and Decision Making

Personal Organization and Time Management

Interpersonal

Note: The information in this report is based solely on the results of the Caliper Profile. It should be interpreted in light of

other information that is available on individuals and should never be used as the sole basis for making hiring,

developmental, or promotion decisions.

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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Group Analysis: Descriptive AttributesThis section shows which attributes are most descriptive of your Leadership Committee group. The five highest

scores indicate which attributes are most prevalent for your group, while the five lowest scores describe the

attributes that tend to be most absent. This information can be useful in helping to show your group's primary

strengths and potential limitations.

Five Highest Attribute Scores

Five Lowest Attribute Scores

63%

67%

70%

70%

77%

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

Urgency

Assertiveness

Idea Orientation

Abstract Reasoning

Risk-Taking

35%

39%

43%

43%

44%

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

Thoroughness

External Structure

Self-Structure

Cautiousness

Empathy



Individual Potential: Leadership

Potential in Leadership Behaviors

Name

Persuasively sells

ideas to gain

support and buy-in

Is willing to make

tough decisions

Establishes goals,

priorities, and

expectations for

staff members Is persistent

Reid Barret 36 46 39 89

Edmund Gates 91 76 39 74

Ira Greenberg 95 94 93 96

Jonathan Houser 70 91 80 80

Gertrude Kacprzynski 17 42 18 32

Kathleen Levinson 84 84 75 71

Stefan Mikowski 37 17 50 55

Cecelia Pagano 92 89 79 64

Amit Patel 86 91 75 79

Amanda Peete 79 72 47 65

Veronica Scheplinger 91 71 42 79

Vincent Scorzzoni 70 80 58 39

Allison Vibran 37 71 47 71

Overall Group Potential 68 71 57 69

KEY

Strong

Moderate

Weak

This section provides an overview of the group members' potential in the core behaviors related to the

Leadership performance area. These scores are based on various combinations of the attributes measured in

the Caliper Profile.



Individual Potential: Problem Solving and Decision Making

Potential in Problem Solving and Decision Making Behaviors

Name

Recognizes

problems, issues,

and opportunities

Gathers and

analyzes data

Creates new

concepts and

approaches to

solve problems

Leverages

resources

effectively















KEY

Strong

Moderate

Weak


Problem Solving and Decision Making performance area. These scores are based on various combinations of

the attributes measured in the Caliper Profile.



Individual Potential: Personal Organization and Time Management

Potential in Personal Organization and Time Management Behaviors

Name

Independently sets

goals, objectives,

and priorities

Manages multiple

tasks and activities

Follows established

policies and

procedures Works quickly















KEY

Strong

Moderate

Weak


Personal Organization and Time Management performance area. These scores are based on various

combinations of the attributes measured in the Caliper Profile.



Individual Potential: Interpersonal Dynamics

Potential in Interpersonal Behaviors

Name

Develops new

contacts and

initiates

relationships

Demonstrates an

eagerness to help

others

Considers others’

points of view with

an open mind

Copes with

rejection















KEY

Strong

Moderate

Weak

This section provides an overview of the team member's potential in the core behaviors related to the

Interpersonal performance area. These scores are based on various combinations of the attributes measured

in the Caliper Profile.



Individual Potential: Behavioral Strengths

Behavioral StrengthsName

Reid Barret • Is inclined to move quickly in an effort to produce results

• Tends to proactively set goals and effectively prioritize critical tasks

• Tends to persevere in order to overcome obstacles

• Should be able to coordinate multiple activities effectively

Edmund Gates• Should be able to effectively recognize opportunities; is likely to see angles

that others do not

• Tends to devise creative solutions

• Is likely to convince staff members or colleagues to agree with initiatives

and to take specific actions

• Is likely to make effective use of resources and people in order to fulfill

priorities and complete critical work

Ira Greenberg • Tends to persevere in order to overcome obstacles




• Should be able to make decisions easily

Jonathan Houser • Should be able to make decisions easily

• Tends to be unfazed by rejection; is likely to move immediately to the next

activity

• Is likely to establish meaningful performance goals that are consistent with

team and corporate aims


This section provides the behavioral areas in which each individual shows the greatest potential.



Gertrude Kacprzynski• Tends to be unfazed by rejection; is likely to move immediately to the next

activity

• Should be able to coordinate multiple activities effectively

• Is apt to seek out and analyze relevant data in order to understand subtle

trends and complex relationships

Kathleen Levinson• Tends to be unfazed by rejection; is likely to move immediately to the next

activity

• Is apt to actively offer support to staff or colleagues without being asked

• Is likely to listen to people's viewpoints, even when inconvenient, and be

accepting of others' ideas



Stefan Mikowski• Is apt to seek out and analyze relevant data in order to understand subtle

trends and complex relationships



• Should be able to effectively recognize opportunities; is likely to see angles

that others do not

• Tends to proactively set goals and effectively prioritize critical tasks

Cecelia Pagano • Tends to devise creative solutions






Amit Patel • Tends to devise creative solutions


that others do not


• Is inclined to readily develop rapport and build relationships; should be able

to quickly build credibility



Amanda Peete• Is likely to make effective use of resources and people in order to fulfill



that others do not

• Is inclined to move quickly in an effort to produce results


Veronica Scheplinger• Is likely to convince staff members or colleagues to agree with initiatives


• Is inclined to move quickly in an effort to produce results


• Is inclined to readily develop rapport and build relationships; should be able

to quickly build credibility

Vincent Scorzzoni • Should be able to make decisions easily




Allison Vibran • Tends to devise creative solutions


that others do not



• Tends to be unfazed by rejection; is likely to move immediately to the next

activity

Most Frequent Strengths• Is likely to convince staff members or colleagues to agree with initiatives




that others do not




Individual Potential: Behavioral Challenges

Behavioral ChallengesLast Name

Reid Barret• Might not seek out new relationships or take the time to get to know

others

• Tends to have difficulty convincing staff members or colleagues to support

initiatives or to take action

• May not clearly define role expectations for staff members; could create

impractical performance targets

Edmund Gates • May not perform tasks according to established procedures

• Is unlikely to set goals or priorities

• Is likely to react negatively when rejected and may not employ effective

coping strategies

• Might have trouble managing multiple tasks

Ira Greenberg • Is unlikely to volunteer help



Jonathan Houser • Is unlikely to set goals or priorities


• Is unlikely to work quickly; may take additional time to perform tasks

• May not research issues as deeply as necessary, or might not understand

fact patterns

This section provides the behavioral areas in which each individual may experience challenges.



Gertrude Kacprzynski• Tends to have difficulty convincing staff members or colleagues to support

initiatives or to take action

• May not clearly define role expectations for staff members; could create

impractical performance targets

• May have difficulty accepting others' input

• Might not seek out new relationships or take the time to get to know

others

Kathleen Levinson• Appears capable of recognizing and identifying standard problems and

opportunities

• Is usually inclined to accomplish tasks according to established procedures,

but at times may not adhere to them strictly

Stefan Mikowski• Is likely to react negatively when rejected and may not employ effective

coping strategies

• Is likely to avoid making decisions, especially ones that could upset people

• May have difficulty accepting others' input


others

Cecelia Pagano• Appears capable of balancing activities to meet needs, but may sometimes

become overwhelmed during especially busy periods

• Is usually inclined to accomplish tasks according to established procedures,

but at times may not adhere to them strictly

Amit Patel • May not perform tasks according to established procedures






Amanda Peete• Might not seek out new relationships or take the time to get to know

others

• Is inclined to accept input from others in certain situations

Veronica Scheplinger • May not perform tasks according to established procedures


fact patterns

• Is likely to react negatively when rejected and may not employ effective

coping strategies


Vincent Scorzzoni • Might have trouble managing multiple tasks


• May not effectively allocate or make use of resources for work activities


fact patterns

Allison Vibran • Is unlikely to set goals or priorities


• May not perform tasks according to established procedures

• Is unlikely to volunteer help

Most Frequent Challenges • Might have trouble managing multiple tasks


• May not perform tasks according to established procedures


others



Individual Overlay: Reid BarretBelow is a graph that shows how Reid Barret's individual attributes align with those of the 13 individuals

included in the Leadership Committee group.

Leadership

Problem Solving/ Decision Making

Personal Organization/Time Management

Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Edmund GatesBelow is a graph that shows how Edmund Gates's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Ira GreenbergBelow is a graph that shows how Ira Greenberg's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Jonathan HouserBelow is a graph that shows how Jonathan Houser's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Gertrude KacprzynskiBelow is a graph that shows how Gertrude Kacprzynski's individual attributes align with those of the 13

individuals included in the Leadership Committee group.

Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Kathleen LevinsonBelow is a graph that shows how Kathleen Levinson's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Stefan MikowskiBelow is a graph that shows how Stefan Mikowski's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Cecelia PaganoBelow is a graph that shows how Cecelia Pagano's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Amit PatelBelow is a graph that shows how Amit Patel's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Amanda PeeteBelow is a graph that shows how Amanda Peete's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Veronica ScheplingerBelow is a graph that shows how Veronica Scheplinger's individual attributes align with those of the 13

individuals included in the Leadership Committee group.

Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Vincent ScorzzoniBelow is a graph that shows how Vincent Scorzzoni's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Individual Overlay: Allison VibranBelow is a graph that shows how Allison Vibran's individual attributes align with those of the 13 individuals


Leadership



Interpersonal




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

Urgency

Risk-Taking

Energy

Ego-Drive

Assertiveness

Aggressiveness

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

Thoroughness

Idea Orientation

Cautiousness

Abstract Reasoning

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

Urgency

Thoroughness

Self-Structure

External Structure

Cautiousness

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

Sociability

Skepticism

Gregariousness

Empathy

Ego-Strength

Accommodation



Keep in Mind

The information in this report is based solely on the results of the Caliper Profile. It should be interpreted in

light of other information that is available on individuals and should never be used as the sole basis for making

hiring, developmental, or promotion decisions.

If you would like additional information regarding the content of this report, would like to discuss how to best

proceed, have more questions, or need help integrating these results into your selection or development

process, you are invited to contact your Caliper consultant or Caliper Customer Relations at 609-524-1400.


Documents

A report on ABC Company, Ltd.'s Leadership Committee Group ... · Nancy Kolakowski August 9, 2012 506 Carnegie Center, Suite 300, P.O. Box 2050, Princeton, NJ USA 08543-2050 Tel