DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0
About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an aggregated report of the perceptions of your raters, it is intended to: Encourage candid and constructive feedback from your colleagues Help you identify your professional strengths and areas for development Establish a quantitative baseline that will allow you to assess your progress over time Enable you to compare and contrast how you view yourself with how others view you Provide a starting point for conversations about how your individual performance can be enhanced Demonstrate your openness to feedback and commitment to continuous improvement Rater Groups That Provided Feedback Rater Group # of Respondents (n) # Invited to Participate Direct reports 0 Peers Supervisors About The Rating Scale Scale Option Assigned Value n/a 0 strongly disagree disagree neutral agree strongly agree Reverse scored items: In order to make safeguard against response bias and to ensure that respondents read each question carefully, questions and 6 in each category are negatively worded. In the final report, they are "reverse scored", meaning that the response that was given is subtracted from 6. This reverse scoring ensures that in the final report, higher scores are always better. For example, if a respondent answers question "Can be distant and difficult to read at times" with a "" for "strongly disagree", that is reported as a. If the respondent answered "" for "strongly agree" with question, that is reported as a. Page of
Summary of All Items The chart below shows a summary of all responses sorted by Rater group. Reading the Box and Whisker Diagram. The Box and Whisker chart above is useful in summarizing and interpreting a range of data. The example chart below shows the different components of the Box and Whisker diagram and how to interpret the data. Lowest Score: This is the lowest score that the individual received from a particular Rater group. Range Box: This box represents all values falling plus or minus standard deviation from the mean. Approximately 68 percent of all scores fall within this range. Mean Marker: The center line of the graph represents the average score received from a particular Rater group. Highest Score: This value is the highest rating provided by a particular Rater group. Page of
Competency Summary Leader Sample, //0 Summary of all competency groups sorted by Rater group. Communication Supervisors Peers Direct reports Decision making Supervisors Peers Direct reports Developing talent Supervisors Peers Direct reports Ethics and fairness Supervisors Peers Direct reports Interpersonal style Supervisors Peers Direct reports Learning orientation Supervisors Peers Direct reports Management style Supervisors Peers Direct reports Page of
Motivation Supervisors Peers Direct reports Overall Supervisors Peers Direct reports Page of
Competency Profile The Competency Profile radar chart below shows scores for each rating group across all competencies. Radar charts are useful in easily spotting gaps between rater groups' perceptions and observations of an individual's behaviors. More favorable scores fall toward the outside of the chart. Page 6 of
Individual Review Items This report shows average ratings for each individual item in the review segmented by each rater group. The HI and LO columns present the highest and lowest ratings submitted by each rater group for a given review item. The N column shows the number of responses submitted in a given rater group for a particular item.. Communication Works hard to listen and connect to people.0.0..0. Communication Provides candid and constructive feedback and is willing to have difficult conversations.0.0.0.0. Communication Can be distant and difficult to read at times (Reverse Scored Item).0.0.0.0. Communication Effectively presents to large meetings and groups.0.0.8.0. Communication Shares rationale for decisions whenever possible.0.0.8.0 6. Communication Sends ambiguous signals and mixed messages (Reverse Scored Item).0.0.8.0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 7 of
Individual Review Items (continued) 7. Communication Clearly communicates who is responsible for what.0.0..0 8. Communication Becoming a better communicator over time.0.0.6.0 9. Decision making Considers a wide array of alternatives and contingencies before making a decision.0.0.0.0 Decision making 0. Involves others in the decision making process and considers their perspectives.0.0.0.0 Decision making. Jumps to conclusions before gathering a sufficient amount of information (Reverse Scored Item).0.0..0 Decision making. Makes logical decisions and is not unduly influenced by mood or emotions.0.0.7.0 Decision making. Delegates decisions appropriately when others have more expertise.0.0.0.0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 8 of
Individual Review Items (continued) Decision making. Spends too much time analyzing before making decisions (Reverse Scored Item).0.0..0 Decision making. Good at developing big picture strategy.0.0.0.0 Decision making 6. Becoming a better decision maker over time.0.0.0.0 Developing talent 7. Conveys confidence in staff, creating positive, selffulfilling expectations.0.0.7.0 Developing talent 8. Cares about people and serves as a supporter and advocate to staff.0.0..0 Developing talent 9. Does not care about developing the professional capabilities of staff (Reverse Scored Item).0.0.0.0 Developing talent 0. Works to get people the resources, training and information they need.0.0.7.0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 9 of
Individual Review Items (continued) Developing talent. Committed to building a diverse organization.0.0..0 Developing talent Does not provide enough specific, actionable. performance feedback on an ongoing basis (Reverse Scored Item).0.0.7.0 Developing talent. Supports the worklife balance of employees.0.0.7.0 Developing talent. Becoming a better developer of talent over time.0.0..0 Ethics and fairness. Holds self to the same high ethical standards as everyone else.0.0..0 Ethics and fairness 6. Consistently follows through on commitments.0.0.0.0 Ethics and fairness 7. Plays favorites and holds people to different standards of performance (Reverse Scored Item).0.0..0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page 0 of
Individual Review Items (continued) Ethics and fairness 8. More concerned with organizational priorities than personal gain.0.0.0.0 Ethics and fairness 9. Treats everyone with consideration and respect.0.0.7.0 Ethics and fairness 0. Does not demonstrate consistency between words and actions (Reverse Scored Item).0.0.7.0 Ethics and fairness. Quick to confront others on issues of ethics or fairness.0.0.7.0 Ethics and fairness. Has a reputation for being ethical and fair that is growing over time.0.0.0.0 Interpersonal style. Values good working relationships and demonstrates interpersonal sensitivity.0.0.7.0 Interpersonal style. Sensitive to, and respectful of, cultural differences.0.0..0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of
Individual Review Items (continued) Interpersonal style. Does not make people feel valued and appreciated (Reverse Scored Item).0.0.0.0 Interpersonal style 6. Takes a constructive approach to surfacing and resolving conflicts.0.0..0 Interpersonal style 7. Constructively uses humor in the workplace.0.0.7.0 Interpersonal style 8. Loses temper and expresses anger in a destructive manner (Reverse Scored Item).0.0..0 Interpersonal style 9. Cares about people and takes an interest in getting to know them.0.0.7.0 Interpersonal style 0. Has an interpersonal style which is getting better over time.0.0..0 Learning orientation. Open to feedback and suggestions.0.0.0.0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of
Individual Review Items (continued) Learning orientation. Able to focus, learn and perform even in high stress situations.0.0..0 Learning orientation. Unwilling to acknowledge errors and mistakes or to apologize (Reverse Scored Item).0.0.0.0 Learning orientation. aware and able to learn from mistakes.0.0..0 Learning orientation. Willing to challenge tradition and to experiment with new ways of doing things.0.0.7.0 Learning orientation 6. Defensive and denies the validity of negative information or feedback (Reverse Scored Item).0.0.0.0 Learning orientation 7. Committed to enhancing substantive knowledge and expertise on an ongoing basis.0.0..0 Learning orientation 8. Demonstrating more of a learning orientation over time.0.0..0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of
Individual Review Items (continued) Management style 9. Empowers people to make decisions and does not micromanage.0.0..0 Management style 0. Embraces the value of teamwork and collaboration.0.0.0.0 Management style. Manages by fear and intimidation (Reverse Scored Item).0.0.0.0 Management style. Is able to adapt leadership style depending on the person and situation.0.0..0 Management style. Runs meetings effectively.0.0.0.0 Management style. Becomes moody and irrational at times (Reverse Scored Item).0.0..0 Management style. Holds people accountable and confronts performance issues on a timely basis.0.0.0.0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of
Individual Review Items (continued) Management style 6. Becoming a better manager over time.0.0.0.0 Motivation 7. Displays a high level of optimism, engagement and energy.0.0..0 Motivation 8. Energizes and motivates people in the pursuit of common goals.0.0.7.0 Motivation 9. Demotivated and demotivating to others (Reverse Scored Item).0.0.7.0 Motivation 60. Persistent and resilient in the face of obstacles and setbacks.0.0..0 Motivation 6. Shares credit and recognizes and rewards people for their contributions.0.0.7.0 Motivation Makes the mistake of assuming everyone is 6. motivated by the same things (Reverse Scored Item).0.0..0 Rating Scale: = strongly agree; = agree; = neutral; = disagree; = strongly disagree; 0 = n/a Page of
Individual Review Items (continued) 6. Motivation Pays attention to the morale of the organization.0.0.7.0 6. Motivation Building skill at motivating people over time.0.0.0.0 6. Overall I'm glad that I work with this leader.0.0.0 0.0 66. Overall This leader is performing well.0.0. 0.0 67. Overall This leader's performance is improving over time.0.0. 0.0 Page 6 of
0 Highest Rated Items This report shows average ratings for each of the top 0 rated items in the review across all nonself rater groups. Average ratings for individual rater groups are also shown for easy reference. Top 0 Items All Raters Peers Supervisors Direct reports. Overall I'm glad that I work with this leader. Learning orientation Able to focus, learn and perform even in high stress situations. Overall This leader is performing well. Overall This leader's performance is improving over time. Learning orientation Open to feedback and suggestions 6. Learning orientation aware and able to learn from mistakes 7. Learning orientation Committed to enhancing substantive knowledge and expertise on an ongoing basis 8. Learning orientation Demonstrating more of a learning orientation over time 9. Communication Works hard to listen and connect to people 0. Interpersonal style Has an interpersonal style which is getting better over time 0.0.0.0.0.0.0.6.0.0. 0.0.6.0.0. 0.0.6.0.0..0..0.0.0.0..0.0..0..0.0..0..0.0..0..0.0..0..0.0. Page 7 of
0 Lowest Rated Items This report shows average ratings for each of the bottom 0 rated items in the review across all nonself rater groups. Average ratings for individual rater groups are also shown for easy reference. Bottom 0 Items All Raters Peers Supervisors Direct reports. Decision making Jumps to conclusions before gathering a sufficient amount of information (Reverse Scored Item). Ethics and fairness Plays favorites and holds people to different standards of performance (Reverse Scored Item). Ethics and fairness Does not demonstrate consistency between words and actions (Reverse Scored Item). Developing talent Supports the worklife balance of employees. Interpersonal style Does not make people feel valued and appreciated (Reverse Scored Item) 6. Learning orientation Defensive and denies the validity of negative information or feedback (Reverse Scored Item) 7. Communication Sends ambiguous signals and mixed messages (Reverse Scored Item) 8. Developing talent Works to get people the resources, training and information they need 9. Learning orientation Unwilling to acknowledge errors and mistakes or to apologize (Reverse Scored Item) 0. Communication Can be distant and difficult to read at times (Reverse Scored Item).0.8.0.0..0.0.0.0..0.0.0.0.7.0..0.0.7.0..0.0.0.0..0.0.0.0..0.0.8.0..0.0.7.0..0.0.0.0.6.0.0.0 Page 8 of
Openended Comments All respondents were asked to provide openended commentary on skills. The comments below are segmented by question and are presented exactly as they were entered by the respondent. Communication: Observations/Suggestions I am happy with my team's progress this year Others Great contributions and enthusiasm Good communicator fadfafd I feel that she tries really hard all the time and she is willing to take constructive criticism. Communication is a strength dtfcgvj7tiukj, Decision making: Observations/Suggestions Feedback from the team helps me make good decisions Others Great analytic skills Needs to take more perspectives into account when making decisions Decision making is improving rcg rgâ Developing talent: Observations/Suggestions Page 9 of
Among my proudest accomplishments is the success of my direct reports Others This needs to be more of a priority Much more is needed in this realm He needs to focus more on developing his team Testing out comment box here.â Ethics and fairness: Observations/Suggestions This area is a top priority for me Others Great integrity No issues here Sets an example for ethics and professionalism Interpersonal style: Observations/Suggestions I have enhanced my style for the most part Others Always friendly, positive, and pleasant Great with clients Here's the test of another comment. Can be very direct at times Page 0 of
Learning orientation: Observations/Suggestions I always want to learn more Others Sets an example for ongoing professional development True commitment to continuous improvement Technical and organizational learning are among his top priorities Management style: Observations/Suggestions I empower my team as much as I can Others Has become more versatile and adaptable as a leader A real rising star Has responded to coaching and improved management style and approach swdfghjk Motivation: Observations/Suggestions I need to do more to keep motivation high Others Is personally motivated, but needs to do more to motivate others Needs to build own energy and team's energy Page of
ewrdtfy Very motivated and motivational Overall: Please share your overall observations/suggestions I am committed to ongoing development Others Great asset for the department Good and getting better Final comment test. Best boss I've ever had the good fortune of working for Page of