This improved version will be available starting February 4, Feedback Report Prepared for. 4 Feb 2013

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1 This improved version will be available starting February 4, 2013 Feedback Report Prepared for TestPerson Participant Model_5-1 Name 4 Feb 2013 In addition to your self-ratings, this report includes your ratings from: 1 Boss 1 Superior 3 Peers All Raters Total number of raters shown in quick view The term observers replaced with raters throughout the assessment 360 By Design Norm Group Enhanced graphic and layout; includes duplexing Version 3 Center for Creative Leadership, CCL and 360 By Design are registered trademarks owned by the Center for Creative Leadership

2 The Center for Creative Leadership gratefully acknowledges the contribution of the following individuals whose work and dedication made 360 By Design possible: Contributors Dawn Barts Craig Chappelow Jean Brittain Leslie Nancy Staley Copyright 2013 Center for Creative Leadership. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

3 Table of Contents Introduction 4 Leadership Competencies - Overview Charts 5 Importance for Success and Average Scores 5 Norm Group Comparisons: Self and All Raters 6 Norm Group Comparisons: By Rater Group 7 Leadership Competencies - Comprehensive Data 8 Brings out the best in people 10 Forging synergy 11 Managing conflict; negotiation 12 Leading change 13 Change management 14 Insightful: sees things from new angles 15 Interpersonal savvy 16 Openness to influence; flexibility 17 Decision maker 18 Negotiator 19 Problems That Can Stall A Career 20 Problems with interpersonal relationships 21 Difficulty building and leading a team 22 Too narrow a functional orientation 23 Failure to meet business objectives 24 Difficulty changing or adapting 25 Written Comments 26 Supplementary Data 28 Greatest Differences Between All Raters and Self Scores 28 Highest Rated Items in Leadership Competencies 29 Lowest Rated Items in Leadership Competencies 30 Highest Rated Items in Problems That Can Stall A Career 31 More supplementary data cuts to aid interpretation 2

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5 Introduction Introduction What is 360 By Design? 360 By Design provides you feedback on the behaviors that are important for leadership effectiveness. After reviewing your results, we recommend you use the 360 By Design Development Planning Guide to help you analyze your results and create your plan for development. How was 360 By Design Developed? The Center for Creative Leadership maintains an extensive library of research-based competencies and derailment factors developed from more than 40 years of research. The subject of these research programs have included the identification of skills and capabilities successful executives learn and develop over the course of their careers, derailment, entrepreneurial leadership, openness to learning and willingness to seek opportunities to develop, top-level executive effectiveness, managerial effectiveness, and global leadership. Clients select content from this library to create their 360 By Design. The set of competencies in this report were selected because they represent leadership effectiveness in your group or organization. Leadership Competencies - Overview Charts The next three charts provide you with an overview of your scores. Detailed information describing the charts is located at the top of each page. At the beginning of each feedback report section is a Guide for Interpretation. Here you will find a series of questions to help you broadly think about the meaning of your results. Guide for Interpretation Do you and your boss agree on which competencies are most important for success? What competencies were rated highest and lowest by others? Were there any differences between Self and All Raters scores? Pay particular attention to areas in which you rated yourself high and your observers rated you low. Where are the scores from the various rater groups similar and where do they diverge? What might be the reasons for this? 4

6 LEADERSHIP COMPETENCIES - OVERVIEW CHARTS Importance for Success and Average Scores Leadership Competencies - Overview Charts Importance for Success and Average Scores Chart descriptions relocated to same page as the chart The left column of this chart lists the competencies. The center gray column shows the Importance ratings. You and your raters were asked to choose 5 competencies Most Important for Success in your organization. The right column of the chart provides the average scores from All Raters and Self for each of the competencies. All Raters includes Boss, but not Self. You and your raters used the following response scale to indicate the extent to which you display specific behaviors: 1 = To a very little extent 4 = To a great extent 2 = To a little extent 5 = To a very great extent 3 = To some extent DK = Don't Know/Not Applicable Don t Know added to Not Applicable response option Key: [ ]40% highest rated competencies by All Raters 40% lowest rated competencies by All Raters Percentage now shown for highest / lowest rated competencies Importance for Success Average Scores Competency All Raters Boss Self All Raters Self 1. Brings out the best in people [4.02] Forging synergy Managing conflict; negotiation [3.96] Leading change Change management [3.83] Insightful: sees things from new angles Interpersonal savvy 1 1 [3.84] Openness to influence; flexibility Decision maker Negotiator Competencies now numbered Numerical count instead of check marks 5

7 Norm Group Comparisons: Self and All Raters Leadership Competencies - Overview Charts Norm Group Comparisons: Self and All Raters This chart displays your Self and All Rater scores relative to the scores of other people who have used 360 By Design. On this chart you can see if your scores are low, mid-range, or high compared to the normative database CCL maintains for 360 By Design. Competency 1. Brings out the best in people Self All Raters Low Mid-Range High 2. Forging synergy 3. Managing conflict; negotiation 4. Leading change 5. Change management 6. Insightful: sees things from new angles 7. Interpersonal savvy 8. Openness to influence; flexibility 9. Decision maker 10. Negotiator All normative data completely updated 6

8 Norm Group Comparisons: By Rater Group Leadership Competencies - Overview Charts Norm Group Comparisons: By Rater Group This chart provides more detailed information by breaking the All Rater scores into the component rater groups: Boss, Superiors, Peers and. Self scores are also plotted on this chart. Competency 1. Brings out the best in people Self Superior Boss Peers Low Mid-Range High 2. Forging synergy 3. Managing conflict; negotiation 4. Leading change 5. Change management 6. Insightful: sees things from new angles 7. Interpersonal savvy 8. Openness to influence; flexibility 9. Decision maker 10. Negotiator Self icon added to this page 7

9 Leadership Competencies - Comprehensive Data Leadership Competencies - Comprehensive Data The comprehensive data section shows each of the competencies in more detail and includes: Competency Name and Description The name and description appears at the top of the page. Competency Summary with Breakout by Rater Group The Importance column shows how many respondents chose the competency as one of the five Most Important for Success in your organization. The scores column shows your actual, or raw, competency score. You and your raters used the following response scale to indicate the extent to which you display specific behaviors: 1 = To a very little extent 2 = To a little extent 3 = To some extent 4 = To a great extent 5 = To a very great extent DK = Don't Know/Not Applicable Don t Know added to Not Applicable response option Your norm group comparisons by rater group are reprinted in this chart. Your scores by rater group are plotted relative to scores of individuals in your norm or reference group. In order to receive a competency-level score in any rater group: Each rater must complete at least 50% of the items in the competency, and A minimum number of raters in the group must submit a survey: Item-level Feedback Boss - at least 1 - at least 2 Superior - at least 1 - at least 1 Peers - at least 2 All Raters - at least 4 This part of your feedback report shows the greatest level of detail and indicates how your raters responded to the individual items (questions) in the survey. The questions were listed in random order in the survey and are organized by competency in this report. In order to receive an item-level score, the following number of raters must respond: Boss - at least 1 Superior - at least 1 Peers - at least 3, to ensure anonymity - at least 3, to ensure anonymity - at least 1 All Raters - at least 4, to ensure anonymity Minimum for All Raters added for clarification Peers and are protected rater groups. If your report contains feedback from exactly two Peers and two, a combined score will be reported and labeled "Peer/ Report". Highest and Lowest Rated Items The 3 highest rated items (including tied scores) for each rater group are bracketed and shaded in green. The 3 lowest rated items (including tied scores) are underlined and shaded in red. 8

10 Leadership Competencies - Comprehensive Data Rater Disagreement An asterisk (*) by an item indicates a gap of three points or more in your ratings from at least two individuals in that rater group on that item. Guide for Interpretation How do your responses compare to those of your raters? How do the scores from the various rater groups compare to each other? Are there areas where you consistently rate yourself lower or higher than others rate you? How do your scores compare to those of the norm group? 9

11 Brings out the best in people Leadership Competencies - Comprehensive Data 1. Brings out the best in people - Has a special talent with people that is evident in his/her ability to pull people together into highly effective teams. Self Importance Scores Low Mid-Range High All Raters Importance scores Boss relocated here to save space and eliminate page Superior 4.20 breaks for some Peers 4.13 competencies Is able to pull people together around a common goal. Self Boss Superior Peers 4.00 [5.00] 4.00 [4.33] 4.00* Is able to draw out the best in people Can turn a group into a high-performing team [4.33] [4.33] [5.00] 4. Is able to achieve consensus even when people disagree on the best course of action [4.33] Has a special talent for dealing with people [5.00] 4.00* 3.33 [5.00] Highest / lowest expressed by count instead of percentages Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 10

12 Forging synergy Leadership Competencies - Comprehensive Data 2. Forging synergy - Maintains smooth, effective working relationships; promotes effective teamwork. Self 4.33 All Raters Boss 3.50 Superior 4.00 Peers Importance Scores Low Mid-Range High 6. Focuses others' energy on common goals, priorities, and problems. 7. Helps direct reports resolve their conflicts constructively. 8. Seeks common ground in an effort to resolve conflicts. Self Boss Superior Peers [5.00] 2.67 [4.33] [4.33] Works harmoniously with key stakeholders Identifies and removes barriers to effective teamwork [4.67] Maintains smooth, effective working relationships [5.00] Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 11

13 Managing conflict; negotiation Leadership Competencies - Comprehensive Data 3. Managing conflict; negotiation - Negotiates adeptly with individuals and groups; effective at managing conflict and confrontations skillfully. Self All Raters Boss Superior 4.00 Peers Importance Scores Low Mid-Range High Self Boss Superior Peers 12. Is effective at managing conflict [5.00] 4.00 [4.33] [4.33] Confronts others skillfully Negotiates adeptly with individuals and groups over roles and resources [5.00] Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 12

14 Leading change Leadership Competencies - Comprehensive Data 4. Leading change - Supports activities that position the business for the future; offers novel ideas and perspectives. Self 3.80 All Raters Boss 3.40 Superior 4.40 Peers Importance Scores Low Mid-Range High Self Boss Superior Peers 15. Correctly judges which creative ideas will pay off Supports activities that position the business for the future [5.00] 4.00* [4.33] [5.00] 17. Pushes the organization to adopt new initiatives [4.33] Offers novel ideas and perspectives [5.00] 3.67 [4.33] Fosters a climate of experimentation [4.33] 3.00 Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 13

15 Change management Leadership Competencies - Comprehensive Data 5. Change management - Uses effective strategies to facilitate organizational change initiatives and overcome resistance to change. Self All Raters Boss Superior 4.00 Peers Importance Scores Low Mid-Range High Self Boss Superior Peers 20. Leads change by example Accepts change as positive * [4.33] Adapts plans as necessary [5.00] 23. Takes into account people's concerns during change. 24. Effectively involves key people in the design and implementation of change [5.00] [4.33] Adjusts management style to changing situations [5.00] 26. Effectively manages others' resistance to organizational change. 27. Adapts to the changing external pressures facing the organization. 28. Is straightforward with individuals about consequences of an expected action or decision [4.33] [5.00] [4.33] [4.33] [5.00] [4.33] [4.33] 4.00 Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 14

16 Insightful: sees things from new angles Leadership Competencies - Comprehensive Data 6. Insightful: sees things from new angles - Other people admire this person's intelligence, particularly his/her ability to ask insightful questions. Self 4.25 All Raters Boss Superior 4.25 Peers Importance Scores Low Mid-Range High 29. Is good at identifying the most important part of a complex problem or issue. Self Boss Superior Peers [5.00] Is admired by others for his/her intelligence Shows impressive mental agility [4.33] Is good at asking insightful questions Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 15

17 Interpersonal savvy Leadership Competencies - Comprehensive Data 7. Interpersonal savvy - Understands own impact on situations and people; accurately senses when to give and take when negotiating. Self All Raters Boss 3.71 Superior 4.00 Peers Importance Scores Low Mid-Range High 33. Tailors communication based on other's needs, motivations, and agendas. 34. Understands own impact on situations and people. Self Boss Superior Peers [5.00] 4.00 [5.00] 4.00 [4.33] 3.00* Influences others without using formal authority Knows when and with whom to build alliances [5.00] 37. Wins concessions from others without harming relationships. 38. Adjusts leadership style according to the demands of the situation. 39. Accurately senses when to give and take when negotiating [4.33] [4.33] [5.00] [4.33] [4.33] [5.00] Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 16

18 Openness to influence; flexibility Leadership Competencies - Comprehensive Data 8. Openness to influence; flexibility - Takes ideas different from own seriously; shares responsibility and collaborates with others; accepts criticism well; doesn't assume a single best way. Self 4.11 All Raters Boss 3.89 Superior 4.00 Peers Importance Scores Low Mid-Range High Self Boss Superior Peers 40. Listens well [5.00] Takes ideas different from own seriously, and from time to time changes mind. 42. Accepts criticism well; easy to give feedback on his/her performance. 43. Is a participative manager; shares responsibility and influence with direct reports * [4.33] Collaborates well with others [4.33] [4.33] [5.00] 45. Is flexible; good at varying his or her approach with the situation. 46. Thinks in terms of trade-offs; doesn't assume a single best way. 47. Creates good give-and-take with others in conversations, meetings [5.00] [4.33] [4.33] [4.33] [5.00] 48. Doesn't let power or status go to his/her head [4.33] 4.00 Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 17

19 Decision maker Leadership Competencies - Comprehensive Data 9. Decision maker - The ability to make timely and effective decisions. Self 4.00 All Raters Boss 3.73 Superior 4.09 Peers Importance Scores Low Mid-Range High 49. Manages the process of decision making effectively; knows who to involve on what issue. Self Boss Superior Peers [5.00] 3.67* 3.67 [5.00] 50. Is action-oriented; presses for immediate results [4.33] Is decisive; doesn t procrastinate on decisions [5.00] Is a troubleshooter; enjoys solving problems Can implement decisions, follow through, follow-up well; an expediter. 54. Can make decisions rapidly when speed and timing are paramount. 55. Can make good decisions under pressure with incomplete information. 56. Can modify plans in response to changing conditions * [4.33] [4.33] [5.00] 4.00 [5.00] 4.00 [4.33] Can create significant organizational change [4.33] [4.33] Can introduce needed change even in the face of opposition. 59. Is comfortable with the power of the managerial role [5.00] Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 18

20 Negotiator Leadership Competencies - Comprehensive Data 10. Negotiator - The ability to translate strategy into action by negotiating the use of time, roles, and resources with individuals and groups. Self All Raters Boss Superior 4.14 Peers Importance Scores Low Mid-Range High 60. Can organize and manage big, long-term projects; has good shepherding skills. 61. Can translate strategy into action over the long haul. 62. Builds work and management systems that are self-monitoring and can be managed effectively by remote control. 63. Establishes effective management practices for directing employees he/she sees only twice a month. 64. Carefully weighs consequences of contemplated action. 65. Negotiates adeptly with individuals and groups over roles and resources. 66. Carries out negotiations with multiple risk factors and unknowns. Self Boss Superior Peers [5.00] [4.33] 2.33 [5.00] [5.00] 3.33 [4.33] [4.67] [4.33] [4.33] 3.67 [5.00] Key: [ ] = 3 highest rated items (plus ties) for each rater group = 3 lowest rated items (plus ties) for each rater group * = Gap of at least 3 points between raters from one rater group 19

21 Problems That Can Stall A Career Problems That Can Stall A Career This section addresses specific behavioral issues known to increase one's risk for career derailment. You and your raters used the following response scale to indicate the extent to which you display these behaviors. 1 = Strongly disagree 4 = Tend to agree 2 = Tend to disagree 5 = Strongly agree 3 = Hard to decide DK = Don't Know/Not Applicable In this section, lower ratings are preferred. Don t Know added to Not Applicable Underlined Scores response option Scores of 2.5 or greater are shaded in red and underlined. We recommend that you pay attention to these potential problem areas. Rater Disagreement An asterisk (*) by an item indicates a gap of three points or more in your ratings from at least two individuals in that rater group on that item. Lower Ratings Preferred Self All Raters Boss Superior Peers 1. Problems with interpersonal relationships 2. Difficulty building and leading a team 3. Too narrow a functional orientation 4. Failure to meet business objectives Difficulty changing or adapting Guide for Interpretation How do your responses compare to those of your raters? What patterns do you see? How are these data related to feedback you received in the Comprehensive Data section? How are data consistent or inconsistent with feedback from other sources? Organizations differ in which problems might stall a career. Based on your knowledge of your organization, what might be a potential problem area? 20

22 Problems with interpersonal relationships Problems That Can Stall A Career 1. Problems with interpersonal relationships Difficulties in developing good working relationships with others. Self All Raters Boss Superior Peers Average Scores Lower Ratings Preferred Self Boss Superior Peers 67. Is arrogant (e.g., devalues the contribution of others). 68. Tends to resist input from other departments * Is dictatorial in his/her approach * Makes direct reports or peers feel stupid or unintelligent * Has left a trail of bruised people Is emotionally volatile and unpredictable Is reluctant to share decision making with others Adopts a bullying style under stress Even when asking for input, has already made up his/her mind. 76. Orders people around rather than working to get them on board Key: = Score of 2.5 or greater * = Gap of at least 3 points between raters from one rater group 21

23 Difficulty building and leading a team Problems That Can Stall A Career 2. Difficulty building and leading a team Difficulties in selecting and building a team. Self All Raters Boss Superior Peers Average Scores Lower Ratings Preferred Self Boss Superior Peers 77. Does not resolve conflict among direct reports. 78. Hires people with good technical skills but poor ability to work with others. 79. Does not motivate team members to do the best for the team. 80. Chooses an overly narrow employee group. 81. Selects people for a team who don't work well together * * Is not good at building a team Does not help individuals understand how their work fits into the goals of the organization. 84. Fails to encourage and involve team members * 2.00 Key: = Score of 2.5 or greater * = Gap of at least 3 points between raters from one rater group 22

24 Too narrow a functional orientation Problems That Can Stall A Career 3. Too narrow a functional orientation Lacks depth to manage outside of one's current function. Self All Raters Boss Superior Peers Average Scores Lower Ratings Preferred Self Boss Superior Peers 85. A promotion would cause him or her to go beyond their current level of competence Is not ready for more responsibility Would not be able to manage in a different department. 88. Could not handle management outside of current function. 89. Doesn't understand how other departments function in the organization Key: = Score of 2.5 or greater * = Gap of at least 3 points between raters from one rater group 23

25 Failure to meet business objectives Problems That Can Stall A Career 4. Failure to meet business objectives Difficulties in following up on promises and completing a job. Self All Raters Boss Superior Peers Average Scores Lower Ratings Preferred Self Boss Superior Peers 90. Neglects necessary work to concentrate on high-profile work. 91. Makes a splash and moves on without really completing a job * 2.33* Is overwhelmed by complex tasks May have exceeded his or her current level of competence Overestimates his/her own abilities Has difficulty meeting the expectations of his/her current position. 96. Is self-promoting without the results to support it * 1.00 Key: = Score of 2.5 or greater * = Gap of at least 3 points between raters from one rater group 24

26 Difficulty changing or adapting Problems That Can Stall A Career 5. Difficulty changing or adapting Resistant to change, learning from mistakes, and developing. Self All Raters Boss Superior Peers Average Scores Lower Ratings Preferred Self Boss Superior Peers 97. Cannot adapt to a new boss with a more participative management style. 98. Has not adapted to the culture of the organization. 99. Is unprofessional about his/her disagreement with upper management Has an unresolved interpersonal conflict with boss Is not adaptable to many different types of people * * 2.00* Resists learning from his/her mistakes Does not use feedback to make necessary changes in his/her behaviors Does not handle pressure well Has not adapted to the management culture Can't make the mental transition from technical manager to general manager Key: = Score of 2.5 or greater * = Gap of at least 3 points between raters from one rater group 25

27 Written Comments Written Comments Responses to the open-ended questions are listed here exactly as they were typed by each respondent. What are this person's most significant strengths Self Comment 1 Boss TestPerson Boss1 Comment 1 Superior TestPerson Superior1 Comment 1 Peers / TestPerson Peer2 Comment 1 TestPerson Peer1 Comment 1 Boss, Superior, and now displayed separately Peers and are still combined. Requires a minimum of 2 submitted surveys in order to report comments TestPerson Report3 Comment 1 TestPerson Peer3 Comment 1 TestPerson Report1 Comment 1 TestPerson Report2 Comment 1 TestPerson Other1 Comment 1 Guide for Interpretation How do your comments compare to those of others? What patterns do you see? How are the written comments related to feedback you received in the Comprehensive Data section of this report? How are the comments consistent or inconsistent with comments from other sources? 26

28 Written Comments What are this person's most significant areas for development Self Comment 2 Boss TestPerson Boss1 Comment 2 Superior TestPerson Superior1 Comment 2 Peers / TestPerson Peer1 Comment 2 TestPerson Report2 Comment 2 TestPerson Report1 Comment 2 TestPerson Peer3 Comment 2 TestPerson Report3 Comment 2 TestPerson Peer2 Comment 2 TestPerson Other1 Comment 2 Guide for Interpretation How do your comments compare to those of others? What patterns do you see? How are the written comments related to feedback you received in the Comprehensive Data section of this report? How are the comments consistent or inconsistent with comments from other sources? 27

29 Supplementary Data Greatest Differences Between All Raters and Self Scores Supplementary Data Greatest Differences relocated to the end of report in this more comprehensive Supplementary Data Greatest Differences Between All Raters and Self Scores Listed below are the 15 items in this section representing the greatest difference between your Self scores and All Raters scores. Item Competency All Raters Self 33. Tailors communication based on other's needs, motivations, and agendas. 63. Establishes effective management practices for directing employees he/she sees only twice a month. 41. Takes ideas different from own seriously, and from time to time changes mind. 11. Maintains smooth, effective working relationships. Interpersonal savvy Now includes Negotiator competency 3.33 name 5.00 for each item to highlight themes and patterns Openness to influence; flexibility Forging synergy Adapts plans as necessary. Change management Is a troubleshooter; enjoys solving problems. Decision maker Adapts to the changing external pressures facing the organization. 30. Is admired by others for his/her intelligence. Insightful: sees things from new angles 38. Adjusts leadership style according to the demands of the situation. 8. Seeks common ground in an effort to resolve conflicts. 16. Supports activities that position the business for the future. 37. Wins concessions from others without harming relationships. 55. Can make good decisions under pressure with incomplete information. 14. Negotiates adeptly with individuals and groups over roles and resources. Change management Interpersonal savvy Forging synergy Leading change Interpersonal savvy Decision maker Managing conflict; negotiation Fosters a climate of experimentation. Leading change Additional item(s) had Self - All Raters differences that are tied with the last item listed. 28

30 Supplementary Data Added new page to show highest rated items Highest Rated Items in Leadership Competencies Highest Rated Items in Leadership Competencies Listed below are the 15 highest rated items in this section from All Raters. Item Competency All Raters Self 3. Can turn a group into a high-performing team. Brings out the best in people Is effective at managing conflict. Managing conflict; negotiation 27. Adapts to the changing external pressures facing the organization. 38. Adjusts leadership style according to the demands of the situation. 1. Is able to pull people together around a common goal. 16. Supports activities that position the business for the future. 37. Wins concessions from others without harming relationships. 46. Thinks in terms of trade-offs; doesn't assume a single best way Change management Interpersonal savvy Brings out the best in people Leading change Interpersonal savvy Openness to influence; flexibility Can create significant organizational change. Decision maker Is straightforward with individuals about consequences of an expected action or decision. 44. Collaborates well with others. Openness to influence; flexibility 47. Creates good give-and-take with others in conversations, meetings. 56. Can modify plans in response to changing conditions. 64. Carefully weighs consequences of contemplated action. 4. Is able to achieve consensus even when people disagree on the best course of action. Change management Openness to influence; flexibility Decision maker Negotiator Brings out the best in people Additional item(s) had All Raters scores that were tied with the score of last item listed. 29

31 Supplementary Data Added new page to show lowest rated items Lowest Rated Items in Leadership Competencies Lowest Rated Items in Leadership Competencies Listed below are the 15 lowest rated items in this section from All Raters. Item Competency All Raters Self 6. Focuses others' energy on common goals, priorities, and problems. 15. Correctly judges which creative ideas will pay off. 32. Is good at asking insightful questions. Insightful: sees things from new angles 40. Listens well. Openness to influence; flexibility 33. Tailors communication based on other's needs, motivations, and agendas. 42. Accepts criticism well; easy to give feedback on his/her performance. 51. Is decisive; doesn t procrastinate on decisions. 63. Establishes effective management practices for directing employees he/she sees only twice a month. Forging synergy Leading change Interpersonal savvy Openness to influence; flexibility Decision maker Negotiator Leads change by example. Change management Takes ideas different from own seriously, and from time to time changes mind. 7. Helps direct reports resolve their conflicts constructively. 11. Maintains smooth, effective working relationships. Openness to influence; flexibility Forging synergy Forging synergy Adapts plans as necessary. Change management Accurately senses when to give and take when negotiating. Interpersonal savvy Is a troubleshooter; enjoys solving problems. Decision maker Additional item(s) had All Raters scores that were tied with the score of last item listed. 30

32 Supplementary Data Added new page to show highest rated derailment items Highest Rated Items in Problems That Can Stall A Career Highest Rated Items in Problems That Can Stall A Career Listed below are the 5 highest rated items in this section from All Raters compared to your Boss and Self scores. Please recall that lower ratings are preferred in this section. Scores of 2.5 or greater indicate potential problem areas. Item Potential Problem Area All Raters Boss Self 12. Hires people with good technical skills but poor ability to work with others. Difficulty building and leading a team 3. Is dictatorial in his/her approach. Problems with interpersonal relationships 13. Does not motivate team members to do the best for the team. 19. A promotion would cause him or her to go beyond their current level of competence. 8. Adopts a bullying style under stress. Difficulty building and leading a team Too narrow a functional orientation Problems with interpersonal relationships Additional item(s) had All Raters scores that were tied with the score of last item listed