Executive Leadership Team Choices™ - Korn Ferry · Executive Leadership Team 5/3/2013. ... you will find your Factor Profile, ... your report may also include a subset of the individual

5/3/2013

Executive Leadership Team

Choices™

Group Report

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Choices™Introduction

Choices™ is a research-based measure of Learning Agility—defined as the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions.

Learning Agility is different from the kinds of learning that help us in memory, analysis, and comprehending new information. Rather, it relates to learning new personal behaviors or ways of viewing events and problems.

Research has shown that Learning Agility is more predictive of broad leadership potential than intelligence. One reason for this is that many of us are more likely to rely on our successful habits from the past rather than going to the trouble of creating new ones. Under the pressure of change or first-time situations for us, we stick to our comfort zone, repeating what has worked before or switching to a different past solution, but not a new strategy.

Report Overview

This report represents the results of a Choices™ assessment. The format is known as multi-rater, therefore the results will include responses from several rater groups. Raters completed a survey of the 81 items that represent behaviors associated with Learning Agility.

The items that comprise the survey are sorted into five areas, or Factors. Within each Factor, items are further grouped into Dimensions to add texture and help you home in on more specific behavioral themes. This Dimension level analysis will be beneficial as you consider where best to focus development of your Learning Agility. The Choices™ Factor and Dimension structure is illustrated below:

COPYRIGHT ©1996–2013 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. 1

Executive Leadership Team 5/3/2013


Rater Groups

Your report includes ratings from several people who are grouped into categories based on their relationship with you. The table below lists the most common rater groups that you might expect to see in your report. (Note: Your report results may not include all these groups.)

Rater Group Description

Self Displays your own responses to the survey.

Direct Manager(s) This is your boss, supervisor, manager, and/or the leader who directly manages you. In most cases, this will be one person. If you are in a matrixed organization, this rater group might contain more than one person.

Other Manager(s) This group contains one or more bosses or colleagues of your direct manager, supervisor, or boss (a.k.a. the boss or bosses of your boss). This group might also contain a past boss of yours, typically from the same organization that you are in currently.

HR This group is made up of the one or more Human Resource Professionals who are familiar with you and with the concept of Learning Agility.

Peers These are people who are at the same level as you—colleagues either from within your same unit or from outside the unit.

Direct Reports These are the people who report to you. You are the boss of these raters.

Customers This group consists of external (outside of the organization) customers or clients.

Others In some applications, the administrator may specify an additional group of raters (like customers). Raters who do not fit into the groups listed above will appear here.

All Others This category represents the aggregate of every group of raters described above (but NOT including Self). Much of the report will display results from All Others.

Rating Scale Definitions

When you and all other raters completed the survey, you responded to this question: How would you describe/rate the participant (or yourself) on this behavior?

Using the following rating scale to respond:

5 – One of the clearest examples of this4 – Does this better or more often than most3 – About like most people2 – Does this less well or less often than most1 – Not at all like this 0 – Don’t know/can’t rate clearly




What You Will Find in This Report

Your Overall Learning Agility Summary is presented first, including how each of the rater groups compared.

Next, you will find your Factor Profile, a Factor-level Learning Agility Profile which illustrates how your scores across the five main areas of Learning Agility compare to each other.

Since meaningful development of Learning Agility occurs at a deeper level than the more general Factor context, the next sections of your report focus on the 27 Dimensions of Learning Agility. These sections include a Dimension Overview and a Dimension Summary. The Dimension Overview illustrates the overall Choices™ structure and highlights your top third and bottom third rated Dimensions. The Dimension Summary lists each of the 27 Dimensions in rank order from highest rated to lowest rated (based on percentile).

*To further aid in interpreting your results, your report may also include a subset of the individual items from the survey—specifically, the highest and lowest rated items from the combined All Others rater group.

**Finally, if any raters submitted written comments, those would be listed in the Comments by Raters section.

Your report contains some or all of the following sections:

The Coach Section of this report contains these additional sections:

Overall Learning Agility Summary

Factor Profile

Dimension Overview

Dimension Summary

*Highest Rated and Lowest Rated Survey Items

**Comments by Raters

Group Summary of Item Ratings

Overall Learning Agility Scoring

Frequently Asked Questions




How to Interpret Your Choices™ Scores

To enable you to understand your score relative to others, scores have been converted into percentiles. The percentiles are based on norms from a global sample of nearly 6,000 organizational leaders and professionals collected between 2007 and 2012. For example, a percentile score of 60 indicates that this individual is equal or higher on a factor of Learning Agility than 60% of other individuals who have taken this assessment. Similarly, a percentile score of 40 indicates that this individual is equal or higher on a factor of Learning Agility than 40% of other individuals who have taken this assessment.

When examining the Choices™ assessment results, it is helpful to understand your relative highs and lows across the 27 Dimensions of Learning Agility in the context of your current job and career goals. Recognize that characteristics associated with higher scores may be desirable for certain jobs and organizations, but not all. Research indicates that Learning Agility is very beneficial for broad leadership roles and is also helpful in many, but not all, other situations.

Finally, because Learning Agility can be developed, if you aspire to the kinds of jobs or the characteristics where having higher levels of Learning Agility would be beneficial, you can choose to focus on growing and practicing those behaviors.



Choices™Overall Learning Agility Summary

The graph below illustrates your Overall Learning Agility today. This percentile score was derived from the cumulative ratings from All Other raters across the 81 Choices™ items.

50th33rd10th 67th 90th

Note: Overall score does not include Self rating.

This graph illustrates the distribution of scores across the different rater groups. This is helpful in understanding how different groups perceive your relative Learning Agility.

Note: Numbers in ( ) refer to number of raters in each rater group.

50th33rd10th 67th 90th



Choices™Factor Profile

The Factor-level Learning Agility Profile illustrates how your scores compare to each other across the five main factors of Learning Agility. The percentile scores below represent the composite ratings from All Other rater groups (but NOT including the Self rating). This profile helps reveal areas where you are currently demonstrating Learning Agility more (or less) often than others.

If you often demonstrate these LearningAgility behaviors, you are likely to…

If you demonstrate these Learning Agilitybehaviors less often, you may…

SELF-AWARENESS

Reflect on your experiences, clearly understand your personal strengths and weaknesses, actively seek feedback, gain insights from missteps

Be satisfied with who you are, like to focus on the present, value people who accept others as they are, believe you know yourself better than others

MENTALAGILITY

Be comfortable with complexity and ambiguity, find solutions to tough problems, have broad interests, be highly curious

Value conventional wisdom, focus on what is readily apparent, seek mostly error-proof solutions, prefer when things are clearly defined

PEOPLEAGILITY

Work effectively with and through a diversity of people, be politically agile, adjust your approach to the situation, manage people conflict well

Treat everyone the same, favor harmony, prefer people you have a lot in common with, do and say things that align with your personal values

CHANGEAGILITY

Never be satisfied with status quo, introduce novel perspectives, experiment with new ideas, willingly take the heat of others’ resistance to change

Like it when things are settled, view unvetted ideas with skepticism, honor tradition, ensure consensus before initiating change

RESULTSAGILITY

Get the most out of limited resources, instill confidence in others, not give up easily, buildhigh-performing teams

Prefer not to be in the spotlight, get discouraged when things don’t go as planned, like working on your own, prefer predictable courses of action



The ability to get consistent results under

difficult circumstances is characteristic of

someone w

ho Delivers A

gainst the Odds.

These people em

ploy a focus, determ

ination, resilience, and willingness

to take risks to succeed in highly challenging situations.

D27: D

elivers Against the O

dds

A person w

ho Inspires Others is able to tap

into what m

otivates people in order to create a sense of com

mon purpose. T

hey reinforce team

work and strong effort,

which instills confidence w

hen tackling tough challenges.

D26: Inspires O

thers

Those skilled at P

resence encourage others to look beyond constraints and pursue fresh possibilities. T

hey project confidence and poise, putting others at ease by establishing a “Y

ou can count on m

e” personal brand.

D25: P

resence

A person skilled in R

esourcefulness cultivates m

ultiple ways of solving

problems and can devise new

approaches at a m

oment’s notice. O

bstacles and setbacks are m

erely something to be

navigated.

D24: R

esourcefulness

Individuals high in Drive tap into an intense

internal energy and channel it directly tow

ard the outcomes they seek. N

urtured and sustained correctly, D

rive provides sustainable fuel to overcom

e challenges and achieve at the highest levels.

D23: D

rive

FA

CT

OR

V: R

ES

ULT

S A

GILIT

Y

People w

ho don’t know their strengths and

weaknesses tend to overestim

ate them

selves. Having S

elf-Know

ledge helps people use their strengths better and develop w

here they are less skilled.

D5: S

elf-Know

ledge

People w

ho are skilled at Em

otion M

anagement both understand and

manage their em

otional triggers. This

enables them to stay com

posed in high-pressure situations and m

aintain a positive, proactive attitude.

D4: E

motion M

anagement

Cultivating a R

eflective mind-set requires

the time, the space, and the desire to

examine thoughts, feelings, and actions.

Reflective people m

ake sense of their experiences, take lessons from

those experiences, and m

ake adjustments for

the future.

D3: R

eflective

Feedback O

riented people seek and act on feedback from

many sources. T

hey are com

fortable with m

aking personal changes and they view

criticism as helpful input.

D2: F

eedback Oriented

Personal Learners view

themselves as a

work in progress. T

hey are comm

itted to the journey of self-im

provement rather than

a specific destination of perfection. Every

experience presents them w

ith an opportunity to learn.

D1: P

ersonal Learner

FA

CT

OR

I: SE

LF-A

WA

RE

NE

SS

Choices™

The D

imension O

verview illustrates the overall C

hoices™ structure and it highlights your top third and bottom

third rated Dim

ensions, based on ratings from A

ll Other

rating groups (but NO

T including the S

elf rating). Your top third D

imensions are highlighted in G

reen and your bottom third are highlighted in O

range.

The person w

ho Manages U

ncertainty effectively handles am

biguity and uncertainty. T

hey adjust their approach—to both problem

s and people—to match

changing conditions. And surrender the

need to be sure.

D11: M

anages Uncertainty

When confronted w

ith piles of information,

often contradictory information, those

skilled at Com

plexity are able to sort through, categorize, and distill the inform

ation down to sim

pler, understandable them

es to help solve com

plex problems.

D10: C

omplexity

Essence involves looking to patterns and

causes of how and w

hy something w

orks (or doesn’t w

ork) to uncover the meaning,

the essence, of a problem, issue, or

challenge.

D9: E

ssence

Connectors can see beyond the obvious.

They look underneath the surface features

of an issue, problem, or set of conditions to

find the in-comm

on, the patterns, in what

seems to be com

pletely unrelated but isn’t.

D8: C

onnector

Broad S

canners find something inherently

fascinating in just about everything. They

explore a variety of diverse sources, m

aking it possible to extract insights that w

ould otherwise be elusive.

D7: B

road Scanner

Being Inquisitive m

eans constantly hunting for answ

ers to questions like What’s this?

How

does that work? W

hy did that happen? W

hat can be learned from this?

Tough problem

s become intriguing puzzles

to be solved.

D6: Inquisitive

FA

CT

OR

II: ME

NT

AL A

GILIT

Y

Helping others succeed involves

developing others by providing the right am

ount of challenge and autonomy. B

eing available as a coach and m

entor. And

stepping aside to let others shine.

D17: H

elps Others S

ucceed

A C

onflict Manager sees conflict as an

opportunity rather than a problem. T

hey don’t avoid conflict, but are careful not to escalate it. C

onflicts are handled in the positive spirit of collaboration, m

utual gain, and solution orientation.

D16: C

onflict Manager

Agile com

municating is as m

uch about the content, the w

hat, of the message as it is

about the how of the process. T

his means

adjusting the pace, style, and message to

the audience, whether com

municating

one-on-one or one-to-many.

D15: A

gile Com

municator

A person skilled in S

ituational Flexibility

can sense interpersonal dynamics and

adjust to the demands of different

situations in real time. T

hey adapt their dem

eanor and approach to what fits best

because no two situations are exactly

alike.

D14: S

ituational Flexibility

Som

eone who is P

eople Sm

art accurately anticipates how

others are likely to respond in different situations. T

hey are in tune w

ith others’ strengths and w

eaknesses, values, and perspectives. T

hese insights make it easier to adjust and

respond appropriately.

D13: P

eople Sm

art

People w

ho are Open M

inded collect more

viewpoints and are open to ideas they

don’t necessarily agree with. T

hey recognize the value in learning from

others and w

ill adjust their viewpoint w

hen it m

akes sense to do so.

D12: O

pen Minded

FA

CT

OR

III: PE

OP

LE A

GILIT

Y

Dim

ension Overview

Those skilled at C

omfort Leading C

hange can take a lot of heat, even w

hen it gets personal. T

hey use a balance of objectivity and em

pathy in dealing with people’s

resistance and are not deterred to move

ahead with the change.

D22: C

omfort Leading C

hange

Innovation Managers transform

new ideas

into a successful something (product,

service). They understand the creative

process, project what’s needed to execute

on innovations, and effectively maneuver

through the organizational maze.

D21: Innovation M

anager

Being an E

xperimenter m

eans tirelessly trying, risking failure, yet secure in the know

ledge that failure equals learning. Learning w

hat not to do the next time they

try.

D20: E

xperimenter

The person w

ith Visioning skill can

anticipate future consequences and trends accurately and project m

ultiple future scenarios. T

hey study history, trends, parallels and lessons learned by others, and introduce new

ways of view

ing a problem

or opportunity.

D19: V

isioning

Continuous Im

provers retain a healthy dose of skepticism

about the current state of things. T

hey find golden nuggets to innovate and change fast, in both sm

all and big w

ays.

D18: C

ontinuous Improver

FA

CT

OR

IV: C

HA

NG

E A

GILIT

Y



Choices™Dimension Summary

The Dimension Summary provides a rank order presentation of your current skill level on the 27 Dimensions of Learning Agility. Results are listed from highest or strongest or best strength to lowest or weakest or most serious development need based on the average percentile score from all of the respondents who completed the survey (but NOT including the Self rating).

Each of the 27 Dimensions is comprised of three (3) items.

To best understand your results, concentrate on the one-third highest (your Learning Agility strengths) and theone-third lowest (your potential Learning Agility development opportunities) and look for patterns and themes.

Potential Overuse: Depending on your individual results, in a few instances, you may see the term "Potential Overuse" associated with one of your higher-rated Dimensions. Research shows that if you demonstrate a Learning Agility strength without regard to demonstrating other, complementary, behaviors, what started as a strength could end up getting in the way of your effectiveness. For example, by balancing being a fast Connector with staying alert to whether people have caught up with you by being an Agile Communicator, you keep your Connector skill from becoming a barrier to effectiveness.




RANK DIMENSION PERCENTILE 90th67th50th33rd 10th Unrated

Items

1 Dimension 10: Complexity (Mental Agility) 5 81st 0%

2 Dimension 4: Emotion Management (Self-Awareness) 5 77th 0%

2 Dimension 20: Experimenter (Change Agility) 5 77th 0%

2 Dimension 9: Essence(Mental Agility) 5 77th 2%

5 Dimension 3: Reflective(Self-Awareness) 5 75th 8%

5 Dimension 8: Connector (Mental Agility) 5 75th 0%

7 Dimension 16: Conflict Manager (People Agility) 5 71st 2%

8 Dimension 18: Continuous Improver (Change Agility) 5 68th 0%

8 Dimension 2: Feedback Oriented (Self-Awareness) 5 68th 0%

8 Dimension 19: Visioning (Change Agility) 68th 1%

Highest 1/35 Lowest 1/36





Items

11 Dimension 5: Self-Knowledge (Self-Awareness) 66th 4%

12 Dimension 7: Broad Scanner (Mental Agility) 65th 7%

13 Dimension 1: Personal Learner (Self-Awareness) 61st 1%

14 Dimension 17: Helps Others Succeed (People Agility) 57th 11%

15 Dimension 15: Agile Communicator (People Agility) 54th 2%

15 Dimension 23: Drive(Results Agility) 54th 2%

17 Dimension 6: Inquisitive (Mental Agility) 53rd 5%

18 Dimension 12: Open Minded (People Agility) 51st 8%

19 Dimension 27: Delivers Against the Odds (Results Agility) 6 49th 4%

20Dimension 24: Resourcefulness(Results Agility)

6 48th 8%






Items

21 Dimension 21: Innovation Manager (Change Agility) 6 47th 0%

21 Dimension 13: People Smart (People Agility) 6 47th 6%

23 Dimension 11: Manages Uncertainty (Mental Agility) 6 45th 2%

24Dimension 22: Comfort Leading Change(Change Agility)

6 43rd 6%

25 Dimension 14: Situational Flexibility (People Agility) 6 40th 4%

26 Dimension 26: Inspires Others (Results Agility) 6 28th 1%

26 Dimension 25: Presence (Results Agility) 6 28th 0%




Choices™Highest Rated and Lowest Rated Survey Items

This section provides a subset of the individual items from the survey. The section lists the highest rated and lowest rated items as rated by all the respondents (but NOT including the Self rating).

Highest Rated Items: Items are listed in descending rank order from the highest rated item to a maximum of 10 items (possibly fewer, depending on ties in ranking.)

Lowest Rated Items: Items are listed in descending rank order ending with the lowest rated item to a maximum of 10 items (possibly fewer, depending on ties in ranking.)

Because this section focuses on item level data, unlike the previous sections, results are displayed by rating (1–5) rather than percentiles. You will note the rating scale used in the survey is reflected at the top of each page.

Interpreting themes by analyzing which items received the highest and lowest relative ratings from respondents can help you better understand how you are demonstrating specific behaviors of Learning Agility today.



Choices™Highest Rated Survey Items

Rank Item Mean 1 2 3 4 5N

ot at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

1 Can sort through complex data and information to make sense of it. 4.32

2 Is comfortable with complexity. 4.07

2 Has high internal standards of excellence. 4.07

4 Is able to connect things others don't see as related. 3.96

5 Takes time for reflection and introspection. 3.96

6 Maintains composure in emotional situations. 3.93

6 Picks up on things quickly. 3.93

6 Likes finding the essence of why things work and don't work. 3.93



Choices™Lowest Rated Survey Items

Rank Item Mean 1 2 3 4 5N

ot at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

74 Presents ideas and concepts in the language of the target audience. 3.21

75 Inspires others to work hard. 3.19

76 Effectively handles others' resistance to change. 3.15

77 Easily adjusts approach in response to changing situations. 3.11

78 Exudes self-confidence. 3.11

78 Creates energy and excitement in others to take on challenges. 3.11

80 Plays different roles and acts differently depending upon the demands of the situation. 3.00

81 Has a significant, noticeable presence. 2.86



Choices™ Developing Learning Agility

Learning Agility is much more than just an abstract concept. It is characterized by certain behaviors and preferences—both in how we go about our work and the choices we make on and off the job. Because it’s a set of behaviors, you can choose to develop these qualities in yourself and help build them in others.

We trust you will find value in gaining a clearer understanding of what it means to be learning agile and how, depending on your career and life aspirations, Learning Agility can help you achieve what you’re looking for.

Now that you know more about your current Learning Agility, you can start to think about how best to develop it. Here are some additional tools that can help you on your journey to explore and potentially build your Learning Agility.

Development Resources

FYI™ for Learning Agility is designed for any motivated person seeking to develop skills that lead to increased Learning Agility. It includes 200+ improvement strategies that you can use today on or off the job. Each chapter addresses development in the dimensions of Learning Agility and includes tips, recommendations, and suggested resources to learn more to help enhance your Learning Agility.

Becoming an Agile Leader: Know What to Do…When You Don’t Know What to Do explores the five key characteristics, or factors, of Learning Agility. Spotlighting well-known leaders from business and the world stage, Becoming an Agile Leader is filled with more than 70 practical development tips you can start using today to increase your own agility and help ensure success in those new, challenging assignments. So you will know what to do…when you don’t know what to do.

With Becoming an Agile Leader: A Guide to Learning From Your Experiences, you can explore the formative experiences that shaped the learning agile leaders profiled in the book Becoming an Agile Leader. This practical guide lets you reflect on your own experiences, past and present, and includes a comprehensive listing of on- and off-the-job experiences that will help you plan for assignments that build Learning Agility.

The Becoming an Agile Leader Reflections App can help you achieve greater self-awareness through capturing on-the-spot insights and reflections. The Becoming an Agile Leader Reflections App provides inspiring, thought-provoking quotes related to the Learning Agility factors that help you easily reflect, document, and transfer lessons from your experiences.



Choices™Coach Section

FOR THE COACH

This section of the Choices™ report is intended for use by the person who will be serving as Coach for the individual learner (Self). The information in this section provides more detail on the ratings, which will help the Coach interpret the overall results in order to provide helpful feedback to the learner. By uncovering and exploring themes that emerge from the data, the learner can begin to focus on a targeted development plan to build Learning Agility.

Also included in this section is information on overall scoring. This provides helpful data when using the Choices™ assessment to identify high potentials within the organization.

Finally, a list of frequently asked questions about report interpretation is included.



Choices™Group Summary of Item Ratings

This section displays skill ratings by the rater groups that are large enough to report. Two or more raters are required per rater group other than Self and Boss categories. Skills are listed in rank order of how all raters rated the learner’s skills from highest to lowest.

Because this section focuses on item level data, unlike the previous sections, results are displayed by rating (1–5) rather than percentiles. You will note the rating scale used in the survey is reflected at the top of each page. The items are displayed from highest or strongest or best strength to lowest or weakest or most serious development need based on the average score from ALL OTHER rater groups (but NOT including the Self Rating). Each item is broken down by rater category.

Please note that if only one valid rater appears in the categories for Peers, Direct Reports, Customers, or Others, that individual’s ratings are "rolled up" into the All Others category to protect anonymity.

Rater Group Number

All Others 30

Self 3

Direct Manager(s) 2

Other Manager(s) 3

Peers 6

Direct Reports 5

Customers 5

Others 7



Group Summary Choices™

RANK ITEM GROUP RANGE* AVG 1

Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

Unrated Item

s

GROUP SUMMARY AVERAGE

The averages and the graph on the right represent the learner’s average ratings across all the items. All Others is a rollup of each rater group except Self.

All Others 1-5 3.60 3%

Self 2-5 3.45 0%

Direct Manager(s) 2-5 4.04 1%

Other Manager(s) 1-5 3.38 2%

Peers 1-5 3.52 3%

Direct Reports 2-5 3.89 2%

Customers 2-5 3.51 5%

Others 2-5 3.51 4%

1 Can sort through complex data and information to make sense of it.(Mental Agility: Complexity)

All Others 3-5 4.32 5 0%

Self 4-4 4.00 5 0%

Direct Manager(s) 4-5 4.50 5 0%

Other Manager(s) 4-4 4.00 5 0%

Peers 4-5 4.50 5 0%

Direct Reports 4-5 4.60 5 0%

Customers 4-5 4.20 5 0%

Others 3-5 4.14 5 0%

2 Is comfortable with complexity.(Mental Agility: Complexity)

All Others 3-5 4.07 5 0%

Self 4-4 4.00 5 0%



Peers 3-5 4.00 5 0%


Customers 4-5 4.20 5 0%

Others 3-5 4.00 5 0%

*Range: Range of scores (from low to high) within each rater group

Lowest 1/36Highest 1/35





Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

Unrated Item

s

2 Has high internal standards of excellence.(Results Agility: Drive)

All Others 3-5 4.07 5 0%

Self 4-4 4.00 5 0%



Peers 3-5 4.17 5 0%


Customers 3-4 3.60 5 0%

Others 3-4 3.86 5 0%

4 Is able to connect things others don't see as related.(Mental Agility: Connector)

All Others 2-5 3.96 5 0%

Self 3-4 3.67 5 0%



Peers 4-5 4.33 5 0%


Customers 3-5 4.00 5 0%

Others 2-4 3.57 0%

5 Takes time for reflection and introspection.(Self-Awareness: Reflective)

All Others 3-5 3.96 5 13%

Self 2-5 3.33 6 0%



Peers 4-5 4.20 5 17%


Customers 3-4 3.25 6 20%

Others 3-5 3.80 5 29%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

Unrated Item

s

6 Maintains composure in emotional situations.(Self-Awareness: Emotion Management)

All Others 2-5 3.93 5 0%

Self 3-4 3.67 5 0%



Peers 3-5 4.00 5 0%


Customers 3-5 3.60 5 0%

Others 4-4 4.00 5 0%

6 Picks up on things quickly.(Mental Agility: Complexity)

All Others 2-5 3.93 5 0%

Self 3-4 3.67 5 0%



Peers 2-5 3.67 0%


Customers 3-5 4.00 5 0%

Others 3-4 3.86 5 0%

6 Likes finding the essence of why things work and don't work.(Mental Agility: Essence)

All Others 2-5 3.93 5 0%

Self 3-4 3.67 5 0%



Peers 3-5 4.00 5 0%


Customers 3-4 3.80 5 0%

Others 2-4 3.57 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

Unrated Item

s

9 Works hard and makes personal sacrifices to succeed.(Results Agility: Drive)

All Others 1-5 3.93 5 3%

Self 4-5 4.67 5 0%



Peers 1-5 3.67 0%


Customers 4-5 4.20 5 0%

Others 3-4 3.67 5 14%

10 Prefers to get to the root causes of things.(Mental Agility: Essence)

All Others 3-5 3.89 5 0%

Self 3-4 3.33 6 0%



Peers 3-5 4.00 5 0%


Customers 3-4 3.60 5 0%

Others 3-4 3.57 0%

10 Is constantly on the lookout for ways to make improvements.(Change Agility: Continuous Improver)

All Others 3-5 3.89 5 0%

Self 3-4 3.67 5 0%



Peers 3-5 3.83 5 0%


Customers 3-5 4.00 5 0%

Others 3-4 3.86 5 0%







Not at alllike this

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than most

About like

most people

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oreoften than m

ost

The clearest

example of this

2 3 4 5

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10 Is able to manage his/her emotions.(Self-Awareness: Emotion Management)

All Others 2-5 3.89 5 0%

Self 3-4 3.67 5 0%



Peers 3-5 4.00 5 0%


Customers 3-4 3.60 5 0%

Others 3-4 3.71 5 0%

10 Delivers results despite obstacles and setbacks. (Results Agility: Delivers Against the Odds)

All Others 3-5 3.89 5 0%

Self 4-4 4.00 5 0%



Peers 3-5 4.00 5 0%


Customers 3-4 3.60 5 0%

Others 4-4 4.00 5 0%

14 Seeks information from a broad range of sources.(Mental Agility: Broad Scanner)

All Others 2-5 3.89 5 3%

Self 3-4 3.33 6 0%



Peers 2-5 4.00 5 0%


Customers 3-4 3.80 5 0%

Others 3-4 3.67 5 14%







Not at alllike this

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than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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15 Looks for the why and how of events and experiences more than the what. (Mental Agility: Essence)

All Others 3-5 3.88 5 7%

Self 3-4 3.67 5 0%



Peers 3-5 3.80 5 17%



Others 3-5 3.86 5 0%

16 Is more of a credit giver and sharer than taker.(People Agility: Helps Others Succeed)

All Others 2-5 3.83 5 13%

Self 2-4 3.00 6 0%



Peers 3-5 3.80 5 17%


Customers 3-4 3.33 6 40%

Others 2-5 3.57 0%

17 Seeks and looks forward to opportunities for new learning experiences in business or personal areas.(Self-Awareness: Personal Learner)

All Others 2-5 3.82 5 0%

Self 3-4 3.67 5 0%



Peers 2-5 3.67 0%


Customers 3-5 3.80 5 0%

Others 3-5 3.86 5 0%







Not at alllike this

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than most

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most people

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oreoften than m

ost

The clearest

example of this

2 3 4 5

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17 Fills in the missing pieces needed to solve the problem.(Mental Agility: Connector)

All Others 3-5 3.82 5 0%

Self 3-4 3.67 5 0%



Peers 3-5 4.00 5 0%


Customers 3-4 3.60 5 0%

Others 3-4 3.43 6 0%

19 Avoids words and actions that incite or escalate conflicts.(People Agility: Conflict Manager)

All Others 1-5 3.81 5 3%

Self 2-4 3.33 6 0%



Peers 3-5 4.20 5 17%


Customers 2-4 3.20 6 0%

Others 3-4 3.57 0%

19 Is good at envisioning "what if" scenarios.(Change Agility: Visioning)

All Others 2-5 3.81 5 3%

Self 3-4 3.67 5 0%



Peers 3-5 3.83 5 0%


Customers 4-5 4.25 5 20%

Others 2-5 3.43 6 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

Unrated Item

s

21 Appreciates other people's diverse perspectives, opinions, and behaviors.(People Agility: Open Minded)

All Others 2-5 3.81 5 7%

Self 2-5 3.67 5 0%



Peers 3-5 4.00 5 17%


Customers 2-4 3.25 6 20%

Others 3-4 3.71 5 0%

21 Broadly shares responsibility and accountability.(People Agility: Helps Others Succeed)

All Others 3-5 3.81 5 7%

Self 3-4 3.33 6 0%



Peers 3-5 4.17 5 0%


Customers 3-4 3.33 6 40%

Others 3-5 3.57 0%

23 Looks back on situations and considers what he/she could have done differently.(Self-Awareness: Reflective)

All Others 3-5 3.80 5 10%

Self 3-4 3.67 5 0%



Peers 3-5 3.80 5 17%


Customers 3-4 3.60 5 0%

Others 3-4 3.50 14%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

Unrated Item

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24 Views failures and mistakes as opportunities for learning.(Change Agility: Experimenter)

All Others 2-5 3.79 5 0%

Self 2-4 3.00 6 0%



Peers 2-5 3.50 0%


Customers 3-4 3.80 5 0%

Others 3-4 3.71 5 0%

24 After stating a position and being presented with reasonable counterevidence, can change his/her mind.(People Agility: Conflict Manager)

All Others 2-5 3.79 5 0%

Self 3-4 3.67 5 0%



Peers 2-5 3.50 0%


Customers 2-4 3.60 5 0%

Others 3-4 3.86 5 0%

26 Articulately explains complex ideas and concepts to others.(People Agility: Agile Communicator)

All Others 3-5 3.78 5 3%

Self 3-4 3.33 6 0%



Peers 3-4 3.60 17%


Customers 3-4 3.80 5 0%

Others 3-5 3.57 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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27 Is eager to test new ideas.(Change Agility: Experimenter)

All Others 2-5 3.75 5 0%

Self 4-4 4.00 5 0%



Peers 2-5 3.83 5 0%


Customers 3-4 3.60 5 0%

Others 2-4 3.71 5 0%

27 Is counted on to get things done in new and tough situations.(Results Agility: Delivers Against the Odds)

All Others 2-5 3.75 5 0%

Self 3-4 3.67 5 0%



Peers 2-5 3.33 6 0%


Customers 4-4 4.00 5 0%

Others 3-5 4.00 5 0%

27 Asks "Can we make this better?"(Change Agility: Continuous Improver)

All Others 2-5 3.75 5 0%

Self 3-4 3.33 6 0%



Peers 2-5 3.67 0%


Customers 3-5 4.00 5 0%

Others 2-4 3.43 6 0%







Not at alllike this

Less well/often

than most

About like

most people

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oreoften than m

ost

The clearest

example of this

2 3 4 5

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27 Introduces new ways of viewing a problem or opportunity.(Change Agility: Visioning)

All Others 2-5 3.75 5 0%

Self 3-4 3.33 6 0%



Peers 3-4 3.83 5 0%


Customers 3-4 3.60 5 0%

Others 2-4 3.57 0%

31 Is willing to experiment with unproven solutions. (Change Agility: Experimenter)


Self 3-4 3.67 5 0%



Peers 3-4 3.67 0%


Customers 3-4 3.80 5 0%

Others 3-4 3.43 6 0%

32 Seeks feedback.(Self-Awareness: Feedback Oriented)


Self 3-4 3.33 6 0%



Peers 2-5 3.17 6 0%


Customers 3-4 3.80 5 0%

Others 3-5 4.00 5 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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32 Responds to feedback and criticism without being defensive.(Self-Awareness: Feedback Oriented)


Self 3-3 3.00 6 0%



Peers 3-5 3.83 5 0%


Customers 2-4 3.00 6 0%

Others 3-4 3.43 6 0%

32 Often combines the best parts of more than one idea into an overall better idea or solution.(Mental Agility: Connector)


Self 3-4 3.67 5 0%



Peers 3-4 3.50 0%


Customers 3-4 3.60 5 0%

Others 2-4 3.43 6 0%

32 Puts continuous effort into personal growth and improvement.(Self-Awareness: Personal Learner)


Self 3-4 3.67 5 0%



Peers 1-5 3.50 0%


Customers 3-4 3.60 5 0%

Others 3-4 3.57 0%







Not at alllike this

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than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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36 Finds new things to learn and get good at.(Self-Awareness: Personal Learner)


Self 3-4 3.67 5 0%



Peers 1-5 3.33 6 0%


Customers 3-5 4.00 5 0%

Others 2-4 3.17 6 14%

36 Admits to mistakes and shortcomings.(Self-Awareness: Self-Knowledge)


Self 3-4 3.67 5 0%



Peers 2-5 3.83 5 0%


Customers 3-4 3.20 6 0%

Others 3-4 3.29 6 0%

36 Is curious about a lot of different things. (Mental Agility: Inquisitive)


Self 3-4 3.67 5 0%



Peers 3-5 3.67 0%


Customers 3-4 3.75 5 20%

Others 3-4 3.29 6 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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36 States others' opinions and arguments clearly and without bias.(People Agility: Agile Communicator)


Self 3-4 3.67 5 0%



Peers 3-5 3.67 0%



Others 3-4 3.67 5 14%

40 Changes based upon critical feedback, making a mistake, or learning something new.(Self-Awareness: Feedback Oriented)


Self 3-4 3.33 6 0%



Peers 2-4 3.50 0%



Others 3-4 3.71 5 0%

41 Deals constructively with people he/she disagrees with, doesn't like, or is in conflict with. (People Agility: Conflict Manager)


Self 3-4 3.67 5 0%



Peers 3-5 4.00 5 17%


Customers 3-4 3.20 6 0%

Others 2-4 3.14 6 0%







Not at alllike this

Less well/often

than most

About like

most people

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oreoften than m

ost

The clearest

example of this

2 3 4 5

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41 Is not easily deterred by others' negative reactions to something he/she thinks will eventually work.(Change Agility: Comfort Leading Change)


Self 2-4 3.00 6 0%



Peers 3-4 3.83 5 0%



Others 3-5 3.86 5 0%

41 Is more likely to explore rather than dismiss other people's differing and unfamiliar viewpoints.(People Agility: Open Minded)


Self 2-4 3.00 6 0%



Peers 2-5 3.67 0%


Customers 4-4 4.00 5 20%

Others 2-4 3.43 6 0%

44 Has a broad range of interests.(Mental Agility: Broad Scanner)

All Others 2-5 3.63 13%

Self 2-3 2.67 6 0%



Peers 2-5 3.80 5 17%


Customers 3-4 3.67 5 40%

Others 3-4 3.33 6 14%







Not at alllike this

Less well/often

than most

About like

most people

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oreoften than m

ost

The clearest

example of this

2 3 4 5

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45 Is not deterred by failures when implementing something new.(Change Agility: Innovation Manager)


Self 3-4 3.33 6 0%



Peers 3-4 3.67 0%



Others 3-4 3.29 6 0%

45 Is flexible and adaptable in finding ways to get things done.(Results Agility: Resourcefulness)


Self 4-4 4.00 5 0%



Peers 1-5 3.33 6 0%


Customers 3-4 3.60 5 0%

Others 3-4 3.57 0%

47 Is more intrigued than stressed by tough problems and challenges.(Mental Agility: Inquisitive)

All Others 2-5 3.60 10%

Self 3-4 3.67 5 0%



Peers 2-4 3.20 6 17%


Customers 3-4 3.20 6 0%

Others 3-4 3.67 5 14%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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48 Is honest with self and others about own strengths and weaknesses.(Self-Awareness: Self-Knowledge)


Self 3-4 3.33 6 0%



Peers 3-5 3.67 0%


Customers 3-4 3.20 6 0%

Others 3-4 3.57 0%

49 Has often achieved things with limited or rare resources.(Results Agility: Resourcefulness)

All Others 2-5 3.58 13%

Self 4-4 4.00 5 0%



Peers 2-5 3.20 6 17%


Customers 3-4 3.75 5 20%

Others 3-4 3.50 14%

50 Takes an innovative idea and moves it all the way into practice.(Change Agility: Innovation Manager)


Self 3-4 3.33 6 0%



Peers 2-5 3.50 0%


Customers 3-4 3.80 5 0%

Others 2-4 3.29 6 0%







Not at alllike this

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than most

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oreoften than m

ost

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example of this

2 3 4 5

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50 Articulates reasons behind his/her thoughts, feelings, and actions.(Self-Awareness: Reflective)


Self 3-4 3.67 5 0%



Peers 2-5 3.50 0%



Others 3-4 3.29 6 0%

52 Assembles the best team to get the job done. (Results Agility: Resourcefulness)

All Others 3-5 3.56 10%

Self 3-4 3.33 6 0%



Peers 3-5 4.00 5 17%


Customers 3-3 3.00 6 0%

Others 3-4 3.50 14%

53 Knows a lot about many work and non-work topics. (Mental Agility: Broad Scanner)


Self 3-4 3.33 6 0%



Peers 2-4 3.00 6 0%



Others 3-4 3.67 5 14%







Not at alllike this

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than most

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oreoften than m

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example of this

2 3 4 5

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54 Stays reasonably positive despite negative circumstances.(Self-Awareness: Emotion Management)


Self 3-3 3.00 6 0%



Peers 3-4 3.50 0%



Others 3-4 3.14 6 0%

55 Is energized by working on many things at once.(Results Agility: Drive)

All Others 1-5 3.48 6 3%

Self 3-4 3.67 5 0%



Peers 1-4 2.83 6 0%


Customers 3-5 4.00 5 0%

Others 2-4 3.33 6 14%

55 Is observant and perceptive about other people.(People Agility: People Smart)

All Others 2-5 3.48 6 3%

Self 3-4 3.67 5 0%



Peers 2-4 3.17 6 0%


Customers 2-4 3.20 6 0%

Others 2-4 3.00 6 14%







Not at alllike this

Less well/often

than most

About like

most people

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oreoften than m

ost

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example of this

2 3 4 5

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57 Performs well under first-time conditions.(Results Agility: Delivers Against the Odds)

All Others 3-4 3.48 6 10%

Self 3-4 3.67 5 0%



Peers 3-4 3.33 6 0%


Customers 4-4 4.00 5 20%

Others 3-4 3.57 0%

58 Is constantly searching for something new.(Mental Agility: Inquisitive)

All Others 2-5 3.46 6 0%

Self 3-4 3.33 6 0%



Peers 2-4 3.33 6 0%



Others 2-4 3.29 6 0%

58 Accurately anticipates future consequences and trends.(Change Agility: Visioning)

All Others 2-5 3.46 6 0%

Self 4-4 4.00 5 0%



Peers 3-5 3.83 5 0%


Customers 3-4 3.60 5 0%

Others 2-4 3.14 6 0%







Not at alllike this

Less well/often

than most

About like

most people

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oreoften than m

ost

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example of this

2 3 4 5

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60 Functions as effectively under conditions of ambiguity as when things are more certain.(Mental Agility: Manages Uncertainty)

All Others 2-5 3.44 6 3%

Self 3-4 3.33 6 0%



Peers 2-5 3.33 6 0%



Others 3-4 3.83 5 14%

61 Develops and equips others to do their best work.(People Agility: Helps Others Succeed)

All Others 2-5 3.44 6 10%

Self 2-4 3.00 6 0%



Peers 2-5 3.17 6 0%


Customers 2-4 3.33 6 40%

Others 2-5 3.50 14%

62 Challenges the status quo.(Change Agility: Continuous Improver)

All Others 2-5 3.39 6 0%

Self 2-4 3.00 6 0%



Peers 2-4 3.33 6 0%


Customers 3-5 3.80 5 0%

Others 3-4 3.43 6 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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62 Is comfortable when things are ambiguous, uncertain, or up in the air.(Mental Agility: Manages Uncertainty)

All Others 1-4 3.39 6 0%

Self 3-4 3.33 6 0%



Peers 2-4 3.33 6 0%


Customers 3-4 3.20 6 0%

Others 3-4 3.71 5 0%

64 Can empathize (put himself/herself in the shoes of others).(People Agility: People Smart)

All Others 2-4 3.33 6 3%

Self 2-4 3.33 6 0%



Peers 2-4 3.17 6 0%


Customers 2-4 3.00 6 20%

Others 2-4 3.43 6 0%

64 Behaves situationally rather than how he/she feels or would like to act. (People Agility: Situational Flexibility)

All Others 1-4 3.33 6 3%

Self 3-4 3.67 5 0%



Peers 1-4 2.83 6 0%


Customers 2-4 3.20 6 0%

Others 3-4 3.43 6 0%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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64 Understands his/her impact on others.(Self-Awareness: Self-Knowledge)

All Others 2-5 3.33 6 3%

Self 2-4 3.00 6 0%



Peers 3-5 3.60 17%


Customers 2-4 2.80 6 0%

Others 3-4 3.14 6 0%

67 Anticipates how people are likely to act in different situations.(People Agility: People Smart)

All Others 1-5 3.32 6 10%

Self 3-4 3.67 5 0%



Peers 1-5 3.00 6 0%


Customers 3-4 3.20 6 0%

Others 3-4 3.20 6 29%

68 Monitors others closely to gauge his/her impact and adjusts accordingly.(People Agility: Situational Flexibility)

All Others 2-5 3.31 6 7%

Self 3-4 3.67 5 0%



Peers 2-4 3.17 6 0%


Customers 2-4 2.75 6 20%

Others 2-4 3.50 14%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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69 Is looked to for direction in challenging situations.(Results Agility: Presence)

All Others 1-5 3.29 6 0%

Self 2-4 3.00 6 0%



Peers 1-5 3.17 6 0%



Others 2-4 3.00 6 0%

69 People feel more confident when this person is in charge.(Results Agility: Inspires Others)

All Others 2-5 3.29 6 0%

Self 2-3 2.67 6 0%



Peers 2-5 3.17 6 0%


Customers 3-4 3.20 6 0%

Others 3-4 3.57 0%

71 Lives with the negative consequences of leading change.(Change Agility: Comfort Leading Change)

All Others 2-4 3.28 6 10%

Self 2-4 3.00 6 0%



Peers 2-4 2.83 6 0%



Others 3-4 3.60 5 29%







Not at alllike this

Less well/often

than most

About like

most people

Better/m

oreoften than m

ost

The clearest

example of this

2 3 4 5

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72 Has a genuine curiosity about other people.(People Agility: Open Minded)

All Others 1-5 3.25 6 13%

Self 3-4 3.33 6 0%



Peers 1-5 3.00 6 33%


Customers 3-3 3.00 6 20%

Others 2-4 3.17 6 14%

72 Navigates through formal and informal channels to implement new ideas.(Change Agility: Innovation Manager)

All Others 2-5 3.25 6 0%

Self 3-4 3.33 6 0%



Peers 2-5 3.17 6 0%



Others 2-4 3.14 6 0%

74 Presents ideas and concepts in the language of the target audience.(People Agility: Agile Communicator)

All Others 1-5 3.21 6 0%

Self 3-3 3.00 6 0%



Peers 1-5 2.67 6 0%



Others 3-5 3.43 6 0%







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than most

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oreoften than m

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example of this

2 3 4 5

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75 Inspires others to work hard.(Results Agility: Inspires Others)

All Others 2-4 3.19 6 3%

Self 3-4 3.33 6 0%



Peers 2-4 3.00 6 0%


Customers 2-4 3.25 6 20%

Others 2-4 3.00 6 0%

76 Effectively handles others' resistance to change.(Change Agility: Comfort Leading Change)

All Others 1-4 3.15 6 3%

Self 2-3 2.67 6 0%



Peers 1-4 3.00 6 0%


Customers 3-3 3.00 6 20%

Others 3-4 3.14 6 0%

77 Easily adjusts approach in response to changing situations.(Mental Agility: Manages Uncertainty)

All Others 2-4 3.11 6 3%

Self 3-4 3.67 5 0%



Peers 2-4 3.00 6 0%


Customers 2-4 2.80 6 0%

Others 2-4 3.17 6 14%







Not at alllike this

Less well/often

than most

About like

most people

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oreoften than m

ost

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example of this

2 3 4 5

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78 Exudes self-confidence.(Results Agility: Presence)

All Others 1-5 3.11 6 0%

Self 2-3 2.67 6 0%



Peers 1-5 2.50 6 0%


Customers 2-4 3.20 6 0%

Others 2-4 3.29 6 0%

78 Creates energy and excitement in others to take on challenges.(Results Agility: Inspires Others)

All Others 2-4 3.11 6 0%

Self 2-3 2.67 6 0%



Peers 2-4 3.00 6 0%


Customers 2-4 3.00 6 0%

Others 2-4 3.14 6 0%

80 Plays different roles and acts differently depending upon the demands of the situation.(People Agility: Situational Flexibility)

All Others 2-4 3.00 6 0%

Self 3-4 3.67 5 0%



Peers 2-4 2.83 6 0%


Customers 2-4 2.80 6 0%

Others 2-4 3.14 6 0%







Not at alllike this

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than most

About like

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oreoften than m

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example of this

2 3 4 5

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81 Has a significant, noticeable presence.(Results Agility: Presence)

All Others 1-5 2.86 6 0%

Self 2-3 2.67 6 0%



Peers 1-5 2.50 6 0%


Customers 3-4 3.20 6 0%

Others 2-4 3.14 6 0%





Choices™Overall Learning Agility Scoring

This section presents the scored results of this survey for this group. The scores are calculated for each survey participant (Self). The group score represents an aggregate of all "Self" participants scores. Results are displayed in categories of raters. A grand average is present which is the result of the average of all raters* (but NOT including the Self rating). The scores are determined by multiplying the average by 81—the total number of items. If there are any unrated items, the score is a best estimate. The range of possible scores is 81 (lowest) to 405 (highest). A range number is provided for individual raters and for categories of raters. The larger the range, the less agreement there is among raters. The smaller the range, the closer the agreement. A norm percentile is presented which compares the scores of this individual to a general global sample. The higher the norm score or percentile, the higher the Learning Agility.

*Any raters with more than 15% unrated items will not be included. See Frequently Asked Question #5 for more details.



RaterGroups

TotalScore

UnratedItems

NormsPercentile

Direct Manager(s) 327 1% 89th

Other Manager(s) 273 2% 39th

Peers 285 3% 53rd

Direct Reports 316 2% 82nd

Customers 284 5% 52nd

Others 283 4% 52nd

Range of Scores 54 39th–89th

Grand Average 291 3% 60th

Choices™Overall Learning Agility Scoring

Percentile ChartPercentiles Min.

Score 1st 5th 10th 25th 33rd 50th 67th 75th 90th 95th 99th

MaxScore

Overall Score 81 200 224 237 259 267 283 299 307 329 342 366 405



Choices™Frequently Asked Questions

Frequently Asked Questions About the Choices™ Assessment

1. Does a score of 299 or above indicate high potential?

a. In our research, these scores are in the top third. This is where we recommend you start looking for high potentials. But keep in mind that the Choices™ assessment is intended as a piece of information, not a cutoff score. In your organization, you should have evidence of how people have performed in first-time or different situations and how eagerly they embrace personal improvement. All these factors help determine the potential to do something different.

b. Once out of the research stage, questionnaires are typically used with a select population (those who may have high potential), therefore the scores go up. This is why our norms or any norms are only a reference point. To make the best use of the Choices™ assessment, your organization should have its own norms.

2. We have two candidates who average 50 points apart. Is this significant?

This depends where the scores fall. If both scores are high (above 300, for example), it may only signal the difference between good and very good. Both might be superb candidates if other information about them is equal. However, if the scores cross a meaningful line, then fewer than 40 points may be meaningful. For example, one candidate averages 300 and another 260. The first candidate is in the top third on our norms and the second candidate is in the bottom third.

3. We have high individual rater and/or rater group disagreement. What does this mean?

a. Either the raters are untrained and possibly inaccurate, or the wrong level of raters has been used. It’s very rare for a single direct report or a peer to be an accurate rater for succession purposes, for example. The Choices™ assessment ratings are not especially reliable when either the wrong level of rater is used or when raters don’t know the person being rated very well. Typically, people should have worked closely with the person for more than a year.

b. It could be normal disagreement and should simply trigger a discussion. 80 points of disagreement on the total scale is equivalent to one scale point of difference. For example, one rater thinks the candidate is above average and another says average.



Choices™Frequently Asked Questions

4. Which groups are the most accurate and reliable raters?

Research generally shows that bosses are the best raters, followed by boss’s boss, previous boss (within the past one to two years), and Human Resources. Some scholars also suggest that peers can be a good source in evaluating individuals’ Learning Agility and potential.

5. Some of the questions are hard to answer. One has to know the person quite well. How many unrated items are too many?

Unrated items are responses returned as Don’t know/Can’t rate clearly. A common standard is to discard raters with more than 15% unrated items because the ratings may be unreliable or inaccurate. Typically in these cases, raters don’t know the person well enough to rate him or her fully. Any rater with more than 15% unrated items has been excluded from this report.

6. Our scores seem to run much higher or lower than the Lominger norms. What does this mean?

You may have a tough or a lenient rating culture. Our norms may not be totally accurate for you, and you should consider having your own organizational norms. (See Question 1b.) Korn/Ferry can assist your organization with this process.

7. Why is it that, in some cases, the Highest Rated and Lowest Rated Survey Items section is not included in the report?

The Choices™ assessment is intended for use as a multi-rater instrument. The fewer raters that complete the survey, the more likely that multiple items will be tied. In these instances, there may be too little differentiation to specify a top or bottom 10 ranking.

8. In the Dimension Summary section, what prompts “Potential Overuse” to appear?

“Potential Overuse” appears for a Dimension when the following conditions have been met:

n At least three raters have completed the assessment (NOT including Self).

n At least two-thirds of the raters rated the learners above the 90th percentile on the Dimension.



Documents

Executive Leadership Team Choices™ - Korn Ferry · Executive Leadership Team 5/3/2013. ... you will find your Factor Profile, ... your report may also include a subset of the individual