Assessment Instrument for Managers Feedback Results Sample ... · PDF fileAssessment Instrument for Managers Feedback Results Sample, Joe May 2016 ... Sample, Joe Page 11 Norm. Avg

Assessment Instrument for Managers

Feedback Results

Sample, Joe

May 2016

Report format © Copyright 1997 - 2016 Assessment +, Inc.

Report format © Copyright 1997-2016 Assessment+, Inc.

Page 2

Introduction

Managers must pragmatically balance day-to-day operations while staying aligned with corporate goals. They are responsible for delivering results in a complex mix of people, process and organizational forces.

You have been assessed on the behaviors associated with managerial success in five domains and 15 competencies. Considering your management approach in contrast with these behaviors will suggest some techniques and tips for your success.

The following report is a detailed examination of your own evaluation of your management competencies and behaviors. This Assessment Instrument for ManagersTM (AIM) captures and reports all of the data that we received in time for processing concerning your management capabilities. This report contains the 4 parts.

Critical Components of Managerial Success explains the competency model that serves as the foundation for this instrument.

Your Results: Management Components, Competencies, and Comments presents your results in the context of the management components and competencies in the AIM. It also contains your results with respect to the open-ended questions.

Summary of Results highlights those competencies that were rated highest and lowest by others. It also provides information on those areas that represent the largest gaps between your scores and other rater group scores. Finally, this part includes your top ten highest and your top ten lowest rated items.

Individual Development section offers a systematic process to assist you in forming an Individual Development Plan.

Page 3

Report Sections PART III: Your Results A Component Summary This section averages all item ratings within a component by the self and all rater responses. The N signifies the total number of responses received for all items in each respective competency. B Competency Summary This section averages all item ratings within a competency by the self and all rater responses. The N signifies the total number of responses received for all items in each respective competency. C Competency Summary (Ranked by Rating) This section averages all item ratings within a competency by all raters and sorts them by the resulting average for highest to lowest. The N signifies the total number of responses received for all items in each respective component/skill. D Item Results Graphical and numerical data regarding ratings for each specific item are depicted by rater group. E Comments Comments from your raters are categorized by rater group. Comments will not appear on aggregate reports. PART IV: Summary Results F Self Gaps Items in which the ratings between the Self rating and the average ratings of other groups are greater than 30% are listed here. The gaps are provided for each rater group. G Highest and Lowest Rated Items The items with the highest and lowest ratings from all raters are provided in this section. The number of items listed is determined as a percentage of the total number of items in the assessment instrument. If the average is within the highest 20% of the scale, the item will not be displayed as a low rating. If the average is within the lowest 20%, the item will not be displayed as a high rating.

Page 4

PART I

CRITICAL COMPONENTS OF MANAGERIAL SUCCESS

Page 5

THE CRITICAL COMPONENTS OF MANAGERIAL SUCCESS Achieving mastery of the managerial role requires capabilities in fifteen key areas, which can be sorted into five broad categories:

• Manage Self

• Manage Relationships

• Manage People & Teams

• Manage Results & Process

• Manage Across Teams The relative importance of these capabilities may vary in accordance with your specific job responsibilities and the nature of your business. Exceptional managers grow into their role such that they demonstrate each of the capabilities in a situationally appropriate mix, in alignment with the needs of their organization. In this assessment the 15 competencies are defined and each is described with five behaviors.

Page 6

MANAGEMENT COMPETENCIES – DEFINITIONS

MANAGE SELF = Focused: Prioritizes and targets efforts to achieve goals Practical: Demonstrates good judgment and clear understanding of situations and issues Resilient: Adapts and remains capable and energetic in the face of stressors and

setbacks

MANAGE RELATIONSHIPS = Inclusive: Engages with others respectfully and openly Perceptive: Recognizes others’ emotions and challenges, then adapts appropriately Trusted: Wins others’ confidence through fairness, personal consistency and

accountability

MANAGE RESULTS AND PROCESSES = Optimizes Processes: Establishes and manages processes and tasks and removes

barriers to success Builds Accountability: Clarifies expectations, monitors progress and provides feedback

and course corrections Fosters Innovation: Role models and encourages creative thinking and new solutions

MANAGE PEOPLE AND TEAMS = Facilitates Teamwork: Builds and manages results-focused and collaborative teams

Communicates Effectively: Balances active listening and expression to ensure mutual understanding

Develops Others: Builds others’ capabilities by offering opportunities and coaching for growth

MANAGE ACROSS TEAMS = Aligns: Ensures departmental efforts support organizational strategy and efforts Networks: Maintains a system of collaborators across the organization Influences: Affects support and changes beyond formal authority

Page 7

PART II

Interpretative Guide

Page 8

Rater Response The numbers below represent the number of completed surveys submitted by each rater group prior to the deadline. Please note that these numbers do not necessarily reflect the number of responses you received on each item as some individuals may not have given you feedback on every item. These figures only represent completed, submitted assessments.

Report N

NominatedN

Response Rate

Self (Sample) 1 1 100.00%

Manager 1 1 100.00%

Direct Reports 4 4 100.00%

Peers 3 3 100.00%

Others 4 4 100.00%

TOTAL 13 13 100.00% For non-anonymous rater groups such as Self, Manager, ratings will be shown if at least one assessment has been submitted. To preserve anonymity, our processing program will not display responses from anonymous rater groups (e.g., Direct Reports, Peers) with fewer than three submitted surveys. If fewer than three surveys have been received from a rater group, their ratings will be combined with those of another rater group. Your report will indicate which groups have been combined. For any single item with fewer than three responses in a rater group, “Insufficient Responses” will appear for that item in lieu of data.

Page 9

How to Read Your Report

1 Component Heading – This is the component into which the items are grouped. In this example,

“Managing Myself” is shown. 2 Symbol Key – This key will be useful in determining the meaning of different symbols used

throughout the report. The triangle symbols indicate that this item is one of the highest/lowest rated items in the report from a rater group; the horizontal arrows indicate significant gaps, either positive or negative, between the Self rating and the average rating from any other rater group.

3 Scale – In the above example, the rating scale used is a 5-point scale ranging from “Rarely

Demonstrates” to “Almost Always Demonstrates.”

4 Item Results – This graph shows the results by rater group for a specific item. This and other similar items create a category.

5 Rater Groups – These titles depict the different rater groups that provided feedback. In this

example, responses from the participant’s Direct Reports, Peers, Direct Manager, and the participant (labeled as Self) are shown.

6 Mean Bar – The bars graphically depict the average of the ratings for each rater group. In this

example, the average of the ratings from Direct Reports is 4.25 for the item. The vertical line indicates the Self rating. This line is included so that participants can easily see the differences between their Self rating and the ratings of others.

7 Distribution – The numbers above each mean bar show the number of ratings provided for each

point on the rating scale for that particular rater group. In this example, four Direct Reports responded to the item. Of those, one provided a rating of “Sometimes Demonstrates” and three a rating of “Almost Always Demonstrates.”

8 Normative Average – This column shows the normative average. This is provided to compare

the participant’s average ratings to others who have participated in this assessment process, utilizing this survey.

1

3

4

5

8 7

2

6

Page 10

PART III

Your Results

The Management Competencies, Components, and Comments

Component Summary

Section ASample, Joe

Page 11

Norm. Avg.Positive GapNegative Gap

Symbol Key

1Rare

ly Dem

onstr

ates

2Som

etimes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4Very

Ofte

n

Demon

strate

s

5Alm

ost A

lways

Demon

strate

s

MANAGE SELF

Self

Overall

Avg. Norm. %ile4.25 3.92 73

3.62 3.91 20

MANAGE RELATIONSHIPS

Self

Overall

Avg. Norm. %ile3.58 4.09 17

3.51 3.91 17

MANAGE PEOPLE & TEAMS

Self

Overall

Avg. Norm. %ile2.92 3.75 10

3.63 3.79 30

MANAGE RESULTS AND PROCESSES

Self

Overall

Avg. Norm. %ile4.25 3.75 84

3.59 3.81 28

MANAGE ACROSS TEAMS

Self

Overall

Avg. Norm. %ile3.17 3.68 24

3.55 3.77 26

© 1997-2016 Assessment+, Inc.

Competency Summary

Section BSample, Joe

Page 12


Symbol Key

1Rare

ly Dem

onstr

ates

2Som

etimes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4Very

Ofte

n

Demon

strate

s

5Alm

ost A

lways

Demon

strate

s

MANAGE SELF

Focused

Self

Overall

Avg. Norm. %ile4.25 3.91 77

3.60 3.97 18

Practical

Self

Overall

Avg. Norm. %ile4.25 3.94 79

3.58 3.85 26

Resilient

Self

Overall

Avg. Norm. %ile4.25 3.91 74

3.67 3.92 26


Inclusive

Self

Overall

Avg. Norm. %ile3.75 4.19 29

3.75 3.99 28

Perceptive

Self

Overall

Avg. Norm. %ile3.00 3.81 19

3.38 3.69 27

Trusted

Self

Overall

Avg. Norm. %ile4.00 4.27 38

3.42 4.06 10


Competency Summary


Page 13


Symbol Key

1Rare

ly Dem

onstr

ates

2Som

etimes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4Very

Ofte

n

Demon

strate

s

5Alm

ost A

lways

Demon

strate

s


Facilitates Teamwork

Self

Overall

Avg. Norm. %ile3.00 3.77 17

4.04 3.78 73

Communicates Effectively

Self

Overall

Avg. Norm. %ile3.50 3.80 38

3.46 3.86 15

Develops Others

Self

Overall

Avg. Norm. %ile2.25 3.69 4

3.40 3.73 22


Optimizes Processes

Self

Overall

Avg. Norm. %ile4.25 3.70 84

3.81 3.76 54

Builds Accountability

Self

Overall

Avg. Norm. %ile4.50 3.77 92

3.38 3.86 11

Fosters Innovation

Self

Overall

Avg. Norm. %ile4.00 3.79 67

3.58 3.80 31


Competency Summary


Page 14


Symbol Key

1Rare

ly Dem

onstr

ates

2Som

etimes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4Very

Ofte

n

Demon

strate

s

5Alm

ost A

lways

Demon

strate

s

MANAGE ACROSS TEAMS

Aligns

Self

Overall

Avg. Norm. %ile2.75 3.71 10

3.33 3.71 18

Networks

Self

Overall

Avg. Norm. %ile3.75 3.68 56

3.65 3.84 32

Influences

Self

Overall

Avg. Norm. %ile3.00 3.65 21

3.67 3.74 43


Competency Summary (Ranked by Rating)

Section CSample, Joe

Page 15

Norm. Avg.

Symbol Key

1Rare

ly Dem

onstr

ates

2Som

etimes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4Very

Ofte

n

Demon

strate

s

5Alm

ost A

lways

Demon

strate

s

Facilitates Teamwork

OverallAvg. Norm. %ile4.04 3.78 73

Optimizes Processes


Inclusive


Resilient


Influences


Networks


Focused


Fosters Innovation


Practical


Communicates Effectively



Competency Summary (Ranked by Rating)

Section CSample, Joe

Page 16

Norm. Avg.

Symbol Key

1Rare

ly Dem

onstr

ates

2Som

etimes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4Very

Ofte

n

Demon

strate

s

5Alm

ost A

lways

Demon

strate

s

Trusted


Develops Others


Perceptive


Builds Accountability


Aligns



MANAGE SELF

Section DSample, Joe

Page 17


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Focused

Self

Manager

Direct Reports

Peers

Others

Overall

Avg. N1 N2 N3 N4 N5 Norm. %ile4.25 0 0 1 1 2 3.91 77

4.00 0 1 0 1 2 3.67 72

3.81 0 1 6 4 5 4.13 23

3.42 0 1 7 2 2 3.87 17

3.44 0 1 9 4 2 3.85 21

3.60 0 4 22 11 11 3.97 18

Establishes priorities to effectively and efficiently achieve both short- and long-term goals.1

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.63 100

3.25 0 0 3 1 0 4.04 13

3.00 0 0 3 0 0 3.79 16

3.25 0 0 3 1 0 3.76 24

3.33 0 0 9 2 1 3.89 11

Ensures that own efforts are aligned with organizational objectives.14

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.81 74

4.00 0 0 1 2 1 4.26 34

4.33 0 0 1 0 2 3.94 75

3.75 0 0 2 1 1 3.89 36

4.00 0 0 4 4 4 4.07 44

Maintains focus when disruptions might distract attention from key issues and objectives.38

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.53 10

3.00 0 1 2 1 0 4.01 13

3.33 0 1 0 2 0 3.77 25

3.00 0 1 2 1 0 3.76 21

3.00 0 4 4 4 0 3.85 8


MANAGE SELF


Page 18


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Focuses on key tasks when faced with limited time and/or resources.53

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.72 100

5.00 0 0 0 0 4 4.22 100

3.00 0 0 3 0 0 3.98 9

3.75 0 0 2 1 1 3.99 33

4.08 0 0 5 1 6 4.06 47


MANAGE SELF


Page 19


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Practical

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 2 1 0 1 3.61 27

3.44 0 4 3 7 2 3.98 15

3.92 0 1 3 4 4 3.77 61

3.63 0 4 4 2 6 3.75 33

3.58 0 11 11 13 13 3.85 26

Thinks through complex and ambiguous situations systematically, clearly identifying key issues.2

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.56 11

3.50 0 1 0 3 0 4.00 22

3.33 0 0 2 1 0 3.82 22

2.75 0 2 1 1 0 3.82 12

3.08 0 4 3 5 0 3.88 8

Uncovers what is at the root of a problem, distinguishing its causes from its symptoms.15

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.60 100

4.00 0 0 1 2 1 3.91 61

4.00 0 0 0 3 0 3.65 77

4.50 0 0 1 0 3 3.76 86

4.25 0 0 2 5 5 3.77 82

Makes sound, pragmatic decisions based on available information and perspectives.39

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.66 37

3.25 0 1 1 2 0 4.01 16

4.00 0 1 0 0 2 3.81 67

3.50 0 1 1 1 1 3.82 24

3.50 0 3 3 3 3 3.88 25


MANAGE SELF


Page 20


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Makes timely decisions, even when faced with incomplete information or potential criticism.54

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.61 14

3.00 0 2 1 0 1 4.00 11

4.33 0 0 1 0 2 3.80 85

3.75 0 1 1 0 2 3.57 52

3.50 0 4 3 0 5 3.87 25


MANAGE SELF


Page 21


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Resilient

Self

Manager

Direct Reports

Peers

Others

Overall


3.25 0 2 0 1 1 3.70 31

4.00 0 1 5 3 7 4.07 42

3.67 0 3 2 3 4 3.81 36

3.44 0 3 5 6 2 3.81 24

3.67 0 9 12 13 14 3.92 26

Displays needed stamina and energy over the long term to achieve results.25

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.90 68

4.50 0 0 1 0 3 4.17 71

4.67 0 0 0 1 2 3.89 91

4.00 0 0 1 2 1 3.93 57

4.33 0 0 2 4 6 4.02 75

Responds resourcefully and constructively to new demands, priorities, and challenges.16

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.63 100

4.00 0 1 0 1 2 4.04 54

4.00 0 1 0 0 2 3.84 65

3.00 0 1 2 1 0 3.80 17

3.75 0 3 2 2 5 3.91 35

Maintains composure and confidence when faced with challenging or stressful situations.26

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.72 5

4.25 0 0 1 1 2 4.09 51

3.00 0 1 1 1 0 3.82 16

3.25 0 2 0 1 1 3.80 26

3.42 0 4 2 3 3 3.94 18


MANAGE SELF


Page 22


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Demonstrates flexibility and adaptability in response to constraints and adversity.40

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.55 11

3.25 0 0 3 1 0 4.00 10

3.00 0 1 1 1 0 3.68 15

3.50 0 0 2 2 0 3.71 43

3.17 0 2 6 4 0 3.82 11




Page 23


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Inclusive

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 1 2 1 3.83 58

3.81 0 1 6 4 5 4.10 28

4.00 0 0 3 6 3 3.91 51

3.44 0 1 8 6 1 3.89 19

3.75 0 2 18 18 10 3.99 28

Makes self accessible to others in the organization.3

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.86 25

3.75 0 0 2 1 1 4.23 21

3.33 0 0 2 1 0 3.92 17

3.25 0 0 3 1 0 3.87 20

3.42 0 0 8 3 1 4.06 10

Relates to others in an open and approachable manner.17

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.74 100

4.00 0 0 2 0 2 4.07 44

4.33 0 0 0 2 1 3.86 70

3.75 0 0 1 3 0 3.94 40

4.08 0 0 3 5 4 3.94 54

Treats others with dignity and respect.27

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 4.15 55

4.25 0 0 1 1 2 4.19 44

4.33 0 0 1 0 2 4.09 55

3.50 0 0 3 0 1 4.08 19

4.00 0 0 5 2 5 4.14 38




Page 24


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Conveys appreciation for diverse backgrounds, styles, and viewpoints.41

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.56 89

3.25 0 1 1 2 0 3.92 14

4.00 0 0 0 3 0 3.76 70

3.25 0 1 1 2 0 3.66 26

3.50 0 2 2 8 0 3.81 32




Page 25


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Perceptive

Self

Manager

Direct Reports

Peers

Others

Overall


3.25 0 1 2 0 1 3.59 32

3.75 0 1 6 5 4 3.79 44

3.17 0 4 4 2 2 3.60 22

3.19 0 5 4 6 1 3.53 24

3.38 0 11 16 13 8 3.69 27

Considers the impact of own behavior and decisions on others.4

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.60 36

3.50 0 0 2 2 0 3.87 31

3.00 0 1 1 1 0 3.61 23

3.50 0 1 0 3 0 3.58 43

3.33 0 2 4 6 0 3.73 24

Takes into account the impact of others' emotions on their views and actions.18

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.44 100

4.25 0 0 1 1 2 3.65 81

4.67 0 0 0 1 2 3.50 98

3.50 0 0 2 2 0 3.38 52

4.17 0 0 3 4 5 3.57 84

Recognizes when others are experiencing difficulties.28

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.69 31

3.50 0 0 2 2 0 3.90 31

2.33 0 2 1 0 0 3.69 3

2.00 0 4 0 0 0 3.66 5

2.67 0 6 4 2 0 3.79 5




Page 26


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Exhibits consideration of the feelings of others when or before taking action.42

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.65 9

3.75 0 1 1 0 2 3.76 48

2.67 0 1 2 0 0 3.59 12

3.75 0 0 2 1 1 3.51 62

3.33 0 3 5 1 3 3.67 32




Page 27


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Trusted

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 1 2 1 3.98 51

3.63 0 3 3 7 3 4.13 19

3.58 0 2 2 7 1 4.00 18

2.94 0 7 5 2 2 4.00 10

3.42 0 12 11 18 7 4.06 10

Follows through on important commitments.5

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.98 67

3.75 0 0 1 3 0 4.25 19

3.33 0 1 0 2 0 4.08 12

2.25 0 3 1 0 0 4.01 2

3.17 0 4 2 6 0 4.15 4

Behaves in accordance with stated values and views.19

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.88 100

4.25 0 1 0 0 3 4.08 55

3.67 0 0 2 0 1 3.99 31

2.50 0 2 2 0 0 3.93 5

3.58 0 3 4 0 5 4.02 18

Communicates honestly with others, including colleagues and superiors.29

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 4.00 18

3.25 0 1 1 2 0 4.17 7

3.33 0 1 0 2 0 3.99 19

4.50 0 0 0 2 2 4.09 79

3.67 0 2 2 6 2 4.07 16




Page 28


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Treats others fairly and consistently.43

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 4.07 62

3.25 0 1 1 2 0 4.01 13

4.00 0 0 0 3 0 3.95 59

2.50 0 2 2 0 0 3.99 2

3.25 0 3 3 6 0 3.99 9




Page 29


Symbol Key

1

Rarely

Demon

strate

s

2

Someti

mes

Demon

strate

s

3Ofte

n Dem

onstr

ates

4

Very O

ften

Demon

strate

s

5

Almos

t Alway

s

Demon

strate

s

Competency: Facilitates Teamwork

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 2 0 2 3.58 77

4.31 0 0 2 7 7 3.95 72

3.75 0 0 5 5 2 3.62 61

4.00 0 0 3 10 3 3.59 71

4.04 0 0 12 22 14 3.78 73

Builds strong teams with diverse and complementary strengths.9

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.50 100

4.25 0 0 0 3 1 3.93 60

4.00 0 0 1 1 1 3.48 80

4.25 0 0 0 3 1 3.56 83

4.25 0 0 1 7 4 3.70 85

Ensures teams have a clear sense of purpose and objectives to guide their work together.21

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.60 100

4.50 0 0 0 2 2 3.94 81

4.00 0 0 1 1 1 3.73 73

4.00 0 0 1 2 1 3.69 79

4.25 0 0 2 5 5 3.82 83

Creates effective team structures and processes for accomplishing objectives.32

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.57 41

4.25 0 0 1 1 2 3.96 69

3.67 0 0 1 2 0 3.61 54

3.50 0 0 2 2 0 3.49 48

3.75 0 0 5 5 2 3.78 50




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Fosters collaboration among team members, ensuring they draw effectively on one another's skills and expertise.47

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Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.65 35

4.25 0 0 1 1 2 3.96 69

3.33 0 0 2 1 0 3.66 28

4.25 0 0 0 3 1 3.61 81

3.92 0 0 4 5 3 3.80 56




Page 31


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Competency: Communicates Effectively

Self

Manager

Direct Reports

Peers

Others

Overall


3.25 0 1 1 2 0 3.56 41

3.63 0 2 6 4 4 4.01 29

3.67 0 1 5 3 3 3.77 38

3.19 0 4 6 5 1 3.78 19

3.46 0 8 18 14 8 3.86 15

Expresses ideas clearly and concisely up, down and across the organization.6

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.50 81

3.00 0 0 4 0 0 4.03 13

4.67 0 0 0 1 2 3.78 96

4.00 0 0 1 2 1 3.67 81

3.83 0 0 5 4 3 3.86 43

Expresses opinions in ways that encourage dialogue with others.20

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.52 83

3.00 0 1 2 1 0 3.94 15

3.00 0 1 1 1 0 3.68 19

2.75 0 2 1 1 0 3.68 12

3.00 0 4 4 4 0 3.78 13

Asks questions to clarify others' views and/or gather more information.30

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.61 42

4.50 0 0 0 2 2 4.09 81

3.33 0 0 2 1 0 3.85 14

3.00 0 0 4 0 0 3.89 14

3.58 0 0 7 3 2 3.93 18




Page 32


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Listens intently and conveys an understanding of others' views and ideas.44

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Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.63 6

4.00 0 1 0 1 2 3.97 52

3.67 0 0 2 0 1 3.77 41

3.00 0 2 0 2 0 3.85 21

3.42 0 4 2 3 3 3.85 18




Page 33


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Competency: Develops Others

Self

Manager

Direct Reports

Peers

Others

Overall


3.75 0 0 2 1 1 3.49 66

3.19 0 3 8 4 1 3.87 14

3.67 0 2 2 6 2 3.64 49

3.31 0 3 8 2 3 3.61 31

3.40 0 8 20 13 7 3.73 22

Identifies and addresses critical developmental issues or barriers with others.10

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.30 100

3.25 0 0 3 1 0 3.85 19

3.33 0 1 0 2 0 3.54 35

3.00 0 1 2 1 0 3.49 31

3.33 0 2 5 4 1 3.66 25

Provides timely, accurate, and constructive feedback to others.22

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.43 51

2.75 0 2 1 1 0 3.87 7

4.00 0 0 0 3 0 3.59 77

2.75 0 2 1 1 0 3.70 12

3.08 0 4 3 5 0 3.71 12

Offers coaching as needed to help others overcome obstacles and successfully produce results.34

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.61 41

3.75 0 0 2 1 1 3.91 40

4.00 0 0 1 1 1 3.75 77

4.00 0 0 2 0 2 3.66 79

3.83 0 0 6 2 4 3.82 53




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Provides others with experiences and resources that increase success in their current roles and prepare them for the future.48

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.63 88

3.00 0 1 2 1 0 3.83 16

3.33 0 1 1 0 1 3.66 26

3.50 0 0 3 0 1 3.59 50

3.33 0 2 6 2 2 3.74 21




Page 35


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Competency: Optimizes Processes

Self

Manager

Direct Reports

Peers

Others

Overall


3.75 0 0 2 1 1 3.52 64

3.88 0 3 3 3 7 3.93 47

3.50 0 2 3 6 1 3.63 42

4.00 0 2 3 4 7 3.59 71

3.81 0 7 11 14 16 3.76 54

Takes steps to eliminate inefficiencies and obstacles to productivity and operational effectiveness.46

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.50 100

4.50 0 0 1 0 3 3.92 86

3.67 0 0 1 2 0 3.58 54

4.00 0 0 2 0 2 3.55 83

4.17 0 0 4 2 6 3.73 83

Establishes effective and efficient processes for getting work done.56

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.65 38

3.50 0 1 1 1 1 3.98 21

3.00 0 1 1 1 0 3.73 15

3.50 0 2 0 0 2 3.69 38

3.33 0 4 3 2 3 3.83 16

Detects and helps teams work through conflict and other barriers to team progress.58

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.42 49

4.75 0 0 0 1 3 3.88 91

4.33 0 0 0 2 1 3.52 92

4.75 0 0 0 1 3 3.52 98

4.50 0 0 1 4 7 3.68 96




Page 36


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Follows up to ensure that changes in structures and processes have been fully implemented.50

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Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.49 89

2.75 0 2 1 1 0 3.95 6

3.00 0 1 1 1 0 3.67 22

3.75 0 0 1 3 0 3.60 52

3.25 0 3 3 6 0 3.78 18




Page 37


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Competency: Builds Accountability

Self

Manager

Direct Reports

Peers

Others

Overall


3.50 0 1 1 1 1 3.60 45

3.25 0 4 6 4 2 4.04 9

3.17 0 4 3 4 1 3.73 13

3.63 0 4 4 2 6 3.63 38

3.38 0 13 14 11 10 3.86 11

Conveys clear accountabilities and expectations to others.8

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.46 10

3.50 0 0 2 2 0 4.00 25

3.00 0 1 1 1 0 3.67 19

3.75 0 1 1 0 2 3.66 48

3.33 0 3 4 3 2 3.80 19

Acknowledges others' achievements and successes.33

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.92 100

2.25 0 3 1 0 0 4.04 1

4.00 0 0 1 1 1 3.88 65

4.00 0 1 0 1 2 3.70 69

3.50 0 4 2 2 4 3.97 19

Holds people accountable for meeting deadlines and achieving their goals.31

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.47 44

3.00 0 1 2 1 0 4.15 4

2.67 0 2 0 1 0 3.70 6

3.00 0 1 2 1 0 3.51 29

2.92 0 4 5 3 0 3.90 4




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Monitors others' progress and redirects their efforts as necessary to maintain momentum toward goals.57

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.54 85

4.25 0 0 1 1 2 3.95 68

3.00 0 1 1 1 0 3.65 21

3.75 0 1 1 0 2 3.66 55

3.75 0 2 3 3 4 3.79 44




Page 39


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Competency: Fosters Innovation

Self

Manager

Direct Reports

Peers

Others

Overall


4.25 0 0 0 3 1 3.54 85

3.44 0 2 7 5 2 3.96 19

3.58 0 2 3 5 2 3.70 42

3.56 0 4 2 7 3 3.69 40

3.58 0 8 12 20 8 3.80 31

Tests assumptions and challenges current systems and processes.11

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.38 88

4.00 0 0 1 2 1 3.83 62

4.67 0 0 0 1 2 3.53 98

4.50 0 0 0 2 2 3.53 93

4.33 0 0 1 6 5 3.65 92

Seeks better solutions to problems instead of falling back on familiar and less effective options.23

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.63 80

2.75 0 1 3 0 0 4.00 8

3.00 0 1 1 1 0 3.69 18

2.75 0 2 1 1 0 3.71 14

2.92 0 4 5 3 0 3.83 6

Demonstrates creativity in developing and/or improving on new ideas.35

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.48 100

4.00 0 0 1 2 1 3.93 55

3.67 0 0 1 2 0 3.73 50

4.00 0 0 1 2 1 3.75 67

4.00 0 0 3 6 3 3.79 68




Page 40


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Actively supports innovative ideas from others that have positive potential business impact.49

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.66 84

3.00 0 1 2 1 0 4.09 10

3.00 0 1 1 1 0 3.86 15

3.00 0 2 0 2 0 3.78 19

3.08 0 4 3 5 0 3.95 5


MANAGE ACROSS TEAMS


Page 41


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Competency: Aligns

Self

Manager

Direct Reports

Peers

Others

Overall


2.50 0 2 2 0 0 3.41 10

3.38 0 6 3 2 5 3.90 18

3.42 0 3 3 4 2 3.58 33

3.44 0 4 5 3 4 3.60 38

3.33 0 15 13 9 11 3.71 18

Provides a clear link between the efforts of individuals and the broader objectives of the organization.7

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.43 54

4.50 0 0 1 0 3 3.94 89

4.33 0 0 0 2 1 3.63 90

3.50 0 0 3 0 1 3.59 45

4.00 0 0 5 2 5 3.76 75

Delegates appropriate work and decisions to others.45

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.36 18

2.25 0 3 1 0 0 3.96 3

3.00 0 1 1 1 0 3.62 23

3.25 0 1 1 2 0 3.73 24

2.75 0 6 3 3 0 3.76 4

Actively seeks out others to solicit their views and build greater understanding.24

Self

Manager

Direct Reports

Peers

Others

Overall


3.00 0 0 1 0 0 3.44 44

3.50 0 1 1 1 1 3.88 30

3.67 0 1 0 1 1 3.56 56

3.25 0 2 0 1 1 3.60 29

3.42 0 4 2 3 3 3.69 26


MANAGE ACROSS TEAMS


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Adapts approach in order to work with others more effectively.55

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Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.40 13

3.25 0 2 0 1 1 3.83 23

2.67 0 1 2 0 0 3.53 10

3.75 0 1 1 0 2 3.48 57

3.17 0 5 3 1 3 3.65 20


MANAGE ACROSS TEAMS


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Competency: Networks

Self

Manager

Direct Reports

Peers

Others

Overall


3.75 0 1 0 2 1 3.51 58

3.94 0 2 1 9 4 4.02 42

3.75 0 0 5 5 2 3.75 46

3.25 0 3 7 5 1 3.74 17

3.65 0 6 13 21 8 3.84 32

Maintains a network of people who serve as information sources, advisors, and/or collaborators on business-related issues.12

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.47 100

4.50 0 0 0 2 2 4.06 81

4.00 0 0 0 3 0 3.84 66

3.75 0 0 1 3 0 3.84 43

4.17 0 0 1 8 3 3.90 70

Gains the involvement and support of the full range of people needed to move things forward in the organization.36

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.41 9

3.25 0 2 0 1 1 3.99 13

3.33 0 0 2 1 0 3.63 35

2.75 0 1 3 0 0 3.66 12

3.00 0 4 5 2 1 3.77 9

Strengthens networks in the organization by providing information and support.51

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.48 86

4.25 0 0 0 3 1 4.00 61

4.67 0 0 0 1 2 3.74 95

4.00 0 0 1 2 1 3.69 67

4.25 0 0 1 7 4 3.83 81


MANAGE ACROSS TEAMS


Page 44


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Uses own network to ensure adequate coordination and information flow.59

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.66 85

3.75 0 0 1 3 0 4.01 32

3.00 0 0 3 0 0 3.78 13

2.50 0 2 2 0 0 3.77 5

3.17 0 2 6 4 0 3.87 8


MANAGE ACROSS TEAMS


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Competency: Influences

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 1 0 1 2 3.46 83

3.69 0 1 7 4 4 3.94 36

3.75 0 3 2 2 5 3.61 57

3.50 0 4 3 6 3 3.61 40

3.67 0 9 12 13 14 3.74 43

Anticipates and prepares for others' likely reactions when deciding how to influence.13

Self

Manager

Direct Reports

Peers

Others

Overall


4.00 0 0 0 1 0 3.40 94

4.00 0 0 2 0 2 3.80 66

4.67 0 0 0 1 2 3.44 98

4.00 0 0 1 2 1 3.40 83

4.17 0 0 3 4 5 3.61 91

Provides compelling rationale for ideas and decisions to ensure understanding and gain support.37

Self

Manager

Direct Reports

Peers

Others

Overall


2.00 0 1 0 0 0 3.45 10

3.00 0 1 2 1 0 3.98 11

3.00 0 1 1 1 0 3.63 18

2.50 0 3 0 1 0 3.71 7

2.75 0 6 3 3 0 3.77 3

Presents own views and ideas in the context of the needs, interests, and priorities of others.52

Self

Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.50 100

4.25 0 0 1 1 2 4.01 62

3.00 0 2 0 0 1 3.74 14

3.50 0 1 1 1 1 3.69 40

3.75 0 3 2 2 5 3.84 42


MANAGE ACROSS TEAMS


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Finds common ground to accommodate the conflicting needs and wants of different stakeholders.60

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Manager

Direct Reports

Peers

Others

Overall


5.00 0 0 0 0 1 3.50 100

3.50 0 0 2 2 0 3.95 30

4.33 0 0 1 0 2 3.62 90

4.00 0 0 1 2 1 3.60 79

4.00 0 0 4 4 4 3.76 73


Comments

Section ESample, Joe

Page 47

If you could give this person one piece of advice – one that would help him/her if followed – what would that advice be?C1

Self

No comments submitted.

Manager


Direct Reports


Peers


Others


Are there any other comments you would like to share, such as things that you really appreciate about this person?C2

Self


Manager


Direct Reports


Peers



Comments

Section ESample, Joe

Page 48

Are there any other comments you would like to share, such as things that you really appreciate about this person?C2

Others



PART IV

Summary of Results

Summary of Results

This analysis is provided to help you analyze the information contained in the report. The following pages will help you do the following:

Review the summary sections Use the data and analyses provided in Part IV: Summary of Results to identify:

• Competencies and behaviors that represent relative strengths for you and that you may use to help support others

• Competencies and behaviors that represent relative development opportunities for you

• Areas in which you rated yourself very differently from others

Identify your strengths Your strengths are those areas in which you were rated the highest. Use the summary and item data to identify:

• Those competencies and items that received the highest rating and/or where you rated yourself significantly lower than others

• Ways in which your strengths may be used to bolster yourself in areas needing development or to compensate for those areas

Identify your developmental needs Development needs are opportunities for personal and/or professional growth. Use the summary and item data to identify:

• Those competencies and items that received the lowest rating and/or where you rated yourself significantly higher than others

• Areas or themes which are derived from several combined scores (low and high)

Get clarification • Look at the individual item scores to further refine the action you need to

take

• Test your assumptions of what you should develop by looking again at the Summary pages, the Item pages, and the Strengths and Opportunities for Development pages

Positive Self Gaps: Manager

Section FSample, Joe

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sItem appears in other high lists in this section

Avg. Self Gap

21Ensures teams have a clear sense of purpose and objectives to guide their work together. [Facilitates Teamwork]

3.002.005.00Self Avg.

10Identifies and addresses critical developmental issues or barriers with others. [Develops Others]

3.002.005.00

15Uncovers what is at the root of a problem, distinguishing its causes from its symptoms. [Practical]

2.003.005.00

9Builds strong teams with diverse and complementary strengths. [Facilitates Teamwork]

2.003.005.00

12

Maintains a network of people who serve as information sources, advisors, and/or collaborators on business-related issues. [Networks]

2.003.005.00

52Presents own views and ideas in the context of the needs, interests, and priorities of others. [Influences]

2.003.005.00

60Finds common ground to accommodate the conflicting needs and wants of different stakeholders. [Influences]

2.003.005.00

48

Provides others with experiences and resources that increase success in their current roles and prepare them for the future. [Develops Others]

2.002.004.00


Negative Self Gaps: Manager


Page 52

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sItem appears in other low lists in this section

Avg. Self Gap

38Maintains focus when disruptions might distract attention from key issues and objectives. [Focused]

-3.005.002.00SelfAvg.

54Makes timely decisions, even when faced with incomplete information or potential criticism. [Practical]

-3.005.002.00

26Maintains composure and confidence when faced with challenging or stressful situations. [Resilient]

-3.005.002.00

8Conveys clear accountabilities and expectations to others. [Builds Accountability] -3.005.002.00

39Makes sound, pragmatic decisions based on available information and perspectives. [Practical]

-2.005.003.00

3Makes self accessible to others in the organization. [Inclusive] -2.005.003.00

58Detects and helps teams work through conflict and other barriers to team progress. [Optimizes Processes]

-2.005.003.00

2Thinks through complex and ambiguous situations systematically, clearly identifying key issues. [Practical]

-2.004.002.00

44Listens intently and conveys an understanding of others' views and ideas. [Communicates Effectively]

-2.004.002.00

55Adapts approach in order to work with others more effectively. [Aligns] -2.004.002.00


Positive Self Gaps: Direct Reports


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Avg. Self Gap


2.502.004.50Self Avg.

30Asks questions to clarify others' views and/or gather more information. [Communicates Effectively]

1.503.004.50

7Provides a clear link between the efforts of individuals and the broader objectives of the organization. [Aligns]

1.503.004.50

12

Maintains a network of people who serve as information sources, advisors, and/or collaborators on business-related issues. [Networks]

1.503.004.50

28Recognizes when others are experiencing difficulties. [Perceptive] 1.502.003.50

24Actively seeks out others to solicit their views and build greater understanding. [Aligns] 1.502.003.50


Negative Self Gaps: Direct Reports


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-2.005.003.00SelfAvg.


-2.005.003.00

1Establishes priorities to effectively and efficiently achieve both short- and long-term goals. [Focused]

-1.755.003.25


-1.755.003.25

33Acknowledges others' achievements and successes. [Builds Accountability] -1.754.002.25



Positive Self Gaps: Peers


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2.002.004.00Self Avg.

22Provides timely, accurate, and constructive feedback to others. [Develops Others] 2.002.004.00

24Actively seeks out others to solicit their views and build greater understanding. [Aligns] 1.672.003.67

6Expresses ideas clearly and concisely up, down and across the organization. [Communicates Effectively]

1.673.004.67


Negative Self Gaps: Peers


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-2.005.003.00SelfAvg.


-2.005.003.00


57Monitors others' progress and redirects their efforts as necessary to maintain momentum toward goals. [Builds Accountability]

-2.005.003.00


-1.675.003.33



Positive Self Gaps: Others


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2.002.004.00Self Avg.

15Uncovers what is at the root of a problem, distinguishing its causes from its symptoms. [Practical]

1.503.004.50

40Demonstrates flexibility and adaptability in response to constraints and adversity. [Resilient]

1.502.003.50

48

Provides others with experiences and resources that increase success in their current roles and prepare them for the future. [Develops Others]

1.502.003.50


Negative Self Gaps: Others


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19Behaves in accordance with stated values and views. [Trusted] -2.505.002.50

SelfAvg.


-2.005.003.00

16Responds resourcefully and constructively to new demands, priorities, and challenges. [Resilient]

-2.005.003.00


-1.755.003.25


-1.755.003.25


5Follows through on important commitments. [Trusted] -1.754.002.25


-1.505.003.50

59Uses own network to ensure adequate coordination and information flow. [Networks] -1.504.002.50


Positive Self Gaps: Overall


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2.252.004.25Self Avg.


Negative Self Gaps: Overall


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-2.005.003.00SelfAvg.


-1.675.003.33



-1.585.003.42



-1.505.003.50


-1.505.003.50


Highest Items: Overall

Section GSample, Joe

Page 61

Avg. SelfQuestion Competency

58Detects and helps teams work through conflict and other barriers to team progress. Optimizes Processes 4.50 5.00

25Displays needed stamina and energy over the long term to achieve results. Resilient 4.33 5.00

11Tests assumptions and challenges current systems and processes. Fosters Innovation 4.33 4.00

15Uncovers what is at the root of a problem, distinguishing its causes from its symptoms. Practical 4.25 3.00

9Builds strong teams with diverse and complementary strengths. Facilitates Teamwork 4.25 3.00

21Ensures teams have a clear sense of purpose and objectives to guide their work together. Facilitates Teamwork 4.25 2.00

51Strengthens networks in the organization by providing information and support. Networks 4.25 5.00


Lowest Items: Overall

Section GSample, Joe

Page 62

Avg. SelfQuestion Competency

28 Recognizes when others are experiencing difficulties. Perceptive 2.67 2.00

45 Delegates appropriate work and decisions to others. Aligns 2.75 2.00

37Provides compelling rationale for ideas and decisions to ensure understanding and gain support. Influences 2.75 2.00

31Holds people accountable for meeting deadlines and achieving their goals. Builds Accountability 2.92 4.00

23Seeks better solutions to problems instead of falling back on familiar and less effective options. Fosters Innovation 2.92 3.00

36Gains the involvement and support of the full range of people needed to move things forward in the organization.

Networks 3.00 3.00


PART V

Individual Development

Development Planning

Development planning will ensure that your current insights will actually help you to overcome your management challenges and achieve your goals. This final step will help you use what you have learned to plan to address your development needs and leverage your strengths.

Follow the directions below to complete the “Addressing Development Needs” and “Leveraging Strengths” sections on the last two pages of this report.

Directions: 1. Write your goals in the first column. These should be based on your high and low

scores, differences between rater groups, and differences between your self-evaluation and others’ evaluation of you.

• Start with no more than two goals for addressing development needs and three goals for leveraging strengths. Strive for only 1-2 development goals to focus on in the end. Creating more goals than these will inevitably hinder your ability to focus on any of them.

• Be as specific as possible in writing your goals. For example, “Improve my ability to negotiate roles and responsibilities in the merged IT organizations” is much more useful than “Improve my negotiation skills.”

2. In the second column, explain why each goal is important to you.

• You should only be setting goals that will build your capability to address critical management challenges and/or to pursue your career goals. Having a clear sense of why your goals are important should help you maintain your focus on achieving them.

3. In the third column, explain the actions you will take to achieve each goal.

• What you will do/change now: The specific things you can do or start immediately to begin achieving your development goals. They may involve, for example, further self-awareness exercises, or resolutions to immediately change specific behaviors.

• Other developmental activities: These are the longer-term activities and changes that you plan to make. They may involve books to read, courses to take, projects to attempt, a mentoring relationship you’d like to establish, and the like.

Development Planning

4. In the fourth column, explain what support you need from others, in terms of time and/or resources: What, specifically, will you ask them to provide?

Note: Having a coach you trust and respect may be the single most important factor in achieving your development goals. This person may support you with regular check-in meetings or periodic feedback on an as-needed basis. He or she may also be able to provide resources such as time off for training, access to experts, and so on. The coach may be your manager or someone else with whom you have a good relationship and who can help you reach your development goals.

5. Finally, think about the obstacles you will encounter in reaching your goals and what you can do to avoid or overcome them. Two of the most common are:

• Lack of time. If time is a problem, you might try to identify certain time-efficient “practices” you can use on an everyday basis. You might also try setting aside a regular block of daily, weekly, or monthly time that you will spend working toward the goals you have set.

• Lack of support. The best remedies in this case are to identify a coach, as discussed above, and/or colleagues who have similar goals and want to partner in achieving them.

Sample Plan for Addressing Development Needs

Development Goals

Why the Goals Are Important

Actions I Will Take to Achieve Them

Support Needed

Become better at balancing the need for speed with people’s need to participate, especially when I am working under pressure.

Most immediately, need to integrate people and systems from the new acquisition. I can’t do it without their help, so if I blow the relationships now I’ll be shooting myself in the foot.

What I’ll do/change now: At the start of each meeting, do a quick mental check of my and others’ focus, energy, and openness. Other activities and completion dates: Speak with Jack (VP HR) by the end of the week, re: Who can coach me?

Need regular coaching, perhaps from someone in HR.

Improve my ability to negotiate roles and responsibilities in IT.

Merging the two IT groups will be the toughest part of the acquisition, and they’re on the shortest timeline.

What I’ll do/change now: Other activities and completion dates: Read Getting to Yes (by the end of the month) and discuss with Ellen. Look into negotiation workshops at the University. (Decide by the end of the month.)

May need funding to attend workshop. Borrow Jack’s copy of Getting to Yes.

Obstacles to Reaching Goals Steps to Overcome Them Time!

Take 30 minutes per night at home for reading and research. Keep in mind: A little time spent now is worth a lot of time later.

Sample Plan for Leveraging Strengths

Goals for Leveraging Strengths



Support Needed

Coach key managers in exercising trusted influence.

We made the acquisition because they’re the leader in some key markets—not, unfortunately, because of their culture. For the merger to work, some of their key people are going to have to rethink their “just do it” management style.

What I’ll do/change now: Identify key people who will probably need coaching. Other activities and completion dates: As soon as possible, begin building relationships with these key people. Make the cultural issues regarding commitment and empowerment a central part of the merger planning meetings over the next two months. If any of the key people I’ve identified show signs of not getting it, address the issues with them off line.

Discuss the issue with Ellen, Jim, and Kris to get their input on how to handle the issue.

Use communication skills to keep people clued in about what’s going on during the merger.

I’ve been through mergers before, and I know how hard they are and what they can do to productivity in the short term, even when people know what’s going on. If we don’t communicate what’s going on in a caring, up-front way, people will think the worst.

What I’ll do/change now: Other activities and completion dates: At the next planning meeting, offer to lead the communication team.

Talk with Anna over at AmCore, since they just went through a big acquisition. Find out how they handled the communication issue. Also, speak with Elliot in Marketing to get his help in thinking through how we can do some mass communications with the staff.

Obstacles to Reaching Goals Steps to Overcome Them With all the pressure from the merger, the cultural issues may be shunted aside.

Getting Ellen’s, Jim’s, and Kris’s support should help us keep our focus on the issue, as will making it a formal part of the planning conversations.

Development Plan: Addressing Development Needs

Development Goals



Support Needed

Obstacles to Reaching Goals Steps to Overcome Them

Development Plan: Leveraging Strengths

Goals for Leveraging Strengths



Support Needed

Obstacles to Reaching Goals Steps to Overcome Them

AIM Report Index

Section A - Super Category Summary 11

Section B - Category Summary 12

Section C - Sorted Category Summary 15

Section D - Body 17

Section E - Comments 47

Section F - Self Gap High/Low 51

Section G - Average High/Low 61

Documents

Assessment Instrument for Managers Feedback Results Sample ... · PDF fileAssessment Instrument for Managers Feedback Results Sample, Joe May 2016 ... Sample, Joe Page 11 Norm. Avg