Feedback Sample

wwu THIS IS A SAMPLE REPORT!
tvv
Sample reports do not contain all pages typically
included in a full report.
Sample Corporation
Sample Manager
Leadership Competencies For Managers Survey
July 2004
C O N F I D E N T I A L F E E D B A C K R E P O R T
Sample Manager 07/04
Where You Are

The table of contents will be displayed on each main section page to
help indicate where you are within your report. The section block will
f
turn dark blue based on which section you are in.
WHERE YOU ARE
About this Report 1-1. About this Report

A brief introduction to this report and its contents.
Change Analysis
2-1. Change Analysis
Centile Plot Shows comparison between current and previous scores.
Raw Score Plot 3-1. Centile Plot

Comparison of each rater group's scores and its norm.
Centile Highlights
4-1. Raw Score Plot
Summary of Strengths/Soft Spots Actual scores from each rater group.
Using Your Feedback 5-1. Centile Highlights

A narrative version of the Centile Plot.
Table of Results
6-1. Summary of Strengths/Soft Spots

Open-Ended Comments
Compares your self ratings with all others.
Action Plan
7-1. Using Your Feedback
Provides a comprehensive discussion of the Leadership
Additional Resources
Competencies for Managers survey, a detailed discussion and
presentation of each dimension, and your scores on each
question.
8-1. Table of Results

Numerical summary of all scores and norms.
9-1. Open-Ended Comments

Verbatim listing of all personal comments.
10-1. Action Plan

Three development items that will help you achieve high ratings.
11-1. Additional Resources

Resources that can aid in developing your Action Plan.
Copyright © The Clark Wilson Group, Inc. The Booth Company, Boulder, CO (303) 581-1408
07/04 Sample Manager 1-1
WHERE YOU ARE
ABOUT THIS REPORT
u About this Report
Your own career and performance goals provide the context for this report.
With clear goals, you can honor the people who invested their time and
Change Analysis energy into completing the surveys. You can also transform the hundreds of
question scores into strategic information. To paraphrase Dr. Clark Wilson,
Centile Plot "with goals you can plan; with plans you can control; with control you can
manage and succeed."
Raw Score Plot
Before you begin analyzing this report, make sure you are mindful of what
SAMPLE
you want to achieve in your work and career. Take a few moments to also
Centile Highlights
think about your present job, the people with whom you work, and the
environment in which you work. Your raters draw on recent experiences,
Summary of Strengths/Soft Spots such as the last few projects or previous year, when evaluating your
management practices. (That's why taking the survey annually is a good
Using Your Feedback way to track your progress.)
Table of Results A note on the different sections: The body of this report presents all of
the questions in the sequence of the Leadership Competencies for
Managers Task Cycle®. In addition, there is a wide variety of one-page
Open-Ended Comments
summaries, from graphs to number tables. This is to accommodate
different learning styles.
Action Plan
Additional Resources Understanding the Leadership Competencies for Managers survey

Management and leadership are inextricably linked. Effective leaders
incorporate the fundamental skills of good management. We define these
two distinct sets of skills below.
Management skills help you achieve goals and objectives. Effective

managers have a good balance of work-oriented and people-oriented skills
that allow them to achieve the goals of the organization while fostering a
good quality of working life.
Leadership skills build upon and expand the management role.

Leadership means creating ideas and preparing the organization for
change. Positive change will come about if leaders have an established
foundation of competency in management.
1-2 Sample Manager 07/04
ABOUT THIS REPORT
How we ensure the credibility of your feedback survey
Relevance to the role

All the questions posed by this survey have been validated
against the performance of thousands of managers worldwide.
Reliability
SAMPLE
Every question about management skills focus on performance
and behaviors that can be observed by others.
Utility
The Leadership Competencies for Managers survey generates
ratings about behaviors that are under your personal control.
Additional questions have to do with the Impact of your skills on
perceptions of your effectiveness, and how you exercise power.
TASK CYCLE® PHASES
The foundation of the survey and this report: The Task

I. INITIATING ACTION
i Cycleâ
The feedback in this report is organized into six phases of activity
that all managers engage in, called the Task Cycle. The Task
II. PLANNING AND PROBLEM SOLVING
i Cycle is a sequential, valid organizing tool that can help you know
where to focus your development.
III. MANAGING HUMAN RESOURCES

i
Three reasons why you should care about the Task Cycleâ
i
1. The Task Cycle organizes all of your feedback data into logical,
IV. FEEDBACK business-relevant categories of action, which will help you
to focus and direct your developmental activity.
V. DRIVE
i 2. The Task Cycle is organized sequentially, with the phases of
greatest leverage appearing first. As a result, if you focus on
developing capacity in the earliest phases of the cycle, you will
VI. RECOGNITION
i see the greatest benefit to your entire performance as a
manager.
3. Your performance across the Task Cycle phases predicts how

others perceive the impact of your management.
When managers successfully fulfill
the activities associated with early
phases of the Task Cycle, they
accomplish successive phases more
easily and with greater predictability
of success.
CHANGE ANALYSIS
Your centile ranked scores from this report compared to your last report
The words "HIGH, hi, LOW, lo and SAME" describe the range of the changes, as defined below. The actual
numeric changes, up (+) or down (-) are in the parentheses. For example, HIGH (+20) means that the centile rank
change was "HIGH" or more than 16 points. More specifically, the rank went up 20 points.
HIGH, LOW = a change of 16 or more centile points hi, lo = a change of 6 to 15 centile points SAME = a change of 5 or less centile points
TASK CYCLE SKILLS
A. VISION/IMAGINATION
B. CLARIFICATION OF GOALS
C. RISK-TAKING/VENTURESOMENESS
D. DECISION-MAKING/PROBLEM SOLVING
E. MANAGING COSTS
HIGH (+23)
HIGH (+17)
HIGH (+35)
HIGH (+18)
HIGH (+32)
SAMPLE
REPORTS PEERS
hi (+9)
HIGH (+30)
hi (+10)
SAME
hi (+15)
SAME
SAME
SUPV
HIGH (+29)
hi (+9)
HIGH (+37)
SELF
LOW (-20)
HIGH (+32)
hi (+9)
hi (+10)
HIGH (+31)
hi (+15) HIGH (+32) LOW (-23) SAME

F. ENCOURAGING PARTICIPATION
hi (+12) SAME HIGH (+52) hi (+12)
G. CLARITY OF COMMUNICATIONS

HIGH (+18) SAME SAME hi (+8)
H. TEAMBUILDING
HIGH (+25) SAME HIGH (+22) SAME
I. COACHING
hi (+12) SAME SAME LOW (-52)
J. MANAGING CONFLICT
IV. FEEDBACK
hi (+12) hi (+6) HIGH (+33) hi (+11)
K. PROVIDING FEEDBACK
V. DRIVE
HIGH (+25) lo (-6) HIGH (+40) LOW (-18)
L. STANDARDS OF PERFORMANCE
HIGH (+28) hi (+10) HIGH (+34) SAME
M. PERSONAL DRIVE
HIGH (+20) SAME lo (-6) lo (-10)
N. PERSUASIVENESS
HIGH (+17) hi (+13) SAME SAME
O. DELEGATION (PERMISSIVENESS) (***)
hi (+6) SAME LOW (-17) LOW (-46)
P. GOAL PRESSURE (***)
VI. RECOGNITION
hi (+11) hi (+7) HIGH (+35) HIGH (+23)
Q. RECOGNITION FOR GOOD PERFORMANCE
RESIDUAL IMPACT
IMPT. RESIDUAL IMPACT

hi (+14) HIGH (+21) HIGH (+19) SAME
R. BUILDING TRUST
HIGH (+20) HIGH (+22) HIGH (+18) SAME
S. MANAGING DIVERSITY
LOW (-18) SAME lo (-10) LOW (-55)
T. TENSION LEVEL (***)
hi (+10) hi (+6) HIGH (+21) hi (+6)
U. OVERALL EFFECTIVENESS
(***) Must be interpreted in light of the situation.
How your ratings compare to the Norm: Centile Plot
ce
g
*)
in
an
**
lv
)(
rm
s
So
es
ss
rfo
en
ns
ce
n
em
ne
Pe
io
tio
an
m
ve
at
bl
so
rm
s
ls
ip
si
o
oo
es
k
re
Pr
is
)
oa
y
ic
ac
)
rfo
un
n
**
ct
Ef (***
tu
en
m
G
t
si
g/
io
ar
fG
(*
db
fli
ts
Pe
m
er
n
er
at
in
iv
P
es
on
os
e
o
e
m
el
e
iv
o
(P
ak
in
riv
ct
/V
us
ur
of
g
Fe
o
en
in
ve Lev
C
D
n
ag
fe
in
m
ss
C
Pe al D
ng
Tr
n
io
o
ild
s
g
g
siv
ag
io
g
n-
g
/Im
rd
re
of
t
at
in
in
in
ki
bu
in
ni
in
n
at
io
ur
da
on
ua
ll
ta
lP
ic
ag
ag
ag
in
io
ch
og
y
id
on
ra
eg
am
is
rif
rit
co
k-
ild
ns
ov
an
rs
rs
an
an
an
oa
oa
ec
ec
si
la
la
el
is
En
Pe
Bu
Te
Te
Pr
St
Vi
M
G
O
C
R
A B C D E F G H I J K L M N O P Q R S T U
HIGH
90
LEGEND
REPORTS
HIGH AVERAGE
80 PEERS
SUPV
SELF
70
60
CENTILE RANK
AVERAGE
TASK CYCLE® PHASES

50
I - INITIATING ACTION
SAMPLE
II - PLANNING AND PROBLEM SOLVING
III - MANAGING HUMAN RESOURCES
40 IV - FEEDBACK
V - DRIVE
LOW AVERAGE
VI - RECOGNITION
30
IMPT - RESIDUAL IMPACT
20
10 IMPORTANT NOTE
LOW
SCORES PLOTTED AT THE LOWEST RANK

COULD BE AN INDICATION THAT ALL
QUESTIONS IN THAT PARTICULAR
I II III IV V VI IMPT DIMENSION WERE ANSWERED "N/A."
TASK CYCLE® PHASES

3-2
How your raters rated you: Raw Score Plot
ce
g
*)
in
an
**
lv
)(
rm
s
So
es
ss
rfo
en
ns
ce
n
em
ne
Pe
io
tio
an
m
ve
at
bl
so
rm
s
ls
ip
si
o
oo
es
k
re
Pr
is
)
oa
y
ic
ac
)
rfo
un
n
**
ct
Ef (***
tu
en
m
G
t
si
g/
io
ar
fG
(*
db
fli
ts
Pe
m
er
n
er
at
in
iv
P
es
on
os
e
o
e
m
el
e
iv
o
(P
ak
in
riv
ct
/V
us
ur
of
g
Fe
o
en
in
ve Lev
C
D
n
ag
fe
in
m
ss
C
Pe al D
ng
Tr
n
io
o
ild
s
g
g
siv
ag
io
g
n-
g
/Im
rd
re
of
t
at
in
in
in
ki
bu
in
ni
in
n
at
io
ur
da
on
ua
ll
ta
lP
ic
ag
ag
ag
in
io
ch
og
y
id
on
ra
eg
am
is
rif
rit
co
k-
ild
ns
ov
an
rs
rs
an
an
an
oa
oa
ec
ec
si
la
la
el
is
En
Pe
Bu
Te
Te
Pr
St
Vi
M
G
O
C
R
A B C D E F G H I J K L M N O P Q R S T U
7
LEGEND
6 REPORTS
PEERS
SUPV
RAW SCORE AVERAGE PER DIMENSION
SELF
TASK CYCLE® PHASES

4 I - INITIATING ACTION
SAMPLE
II - PLANNING AND PROBLEM SOLVING
III - MANAGING HUMAN RESOURCES
IV - FEEDBACK
V - DRIVE
3 VI - RECOGNITION
IMPT - RESIDUAL IMPACT
IMPORTANT NOTE
SCORES PLOTTED AT THE LOWEST RANK
COULD BE AN INDICATION THAT ALL
1 QUESTIONS IN THAT PARTICULAR
I II III IV V VI IMPT DIMENSION WERE ANSWERED "N/A."
TASK CYCLE® PHASES

4-2
CENTILE HIGHLIGHTS
How you compare to the Norm

These comparisons are in reference to the norms for each rating group. "AVERAGE" means that your rating is
within 10 points of the 50th Centile.
DESIGNATION LOW LOW AVERAGE AVERAGE HIGH AVERAGE HIGH
PERCENTILE 0 10 20 30 40 50 60 70 80 90 100
TASK CYCLE SKILLS
E. MANAGING COSTS
SAMPLE
REPORTS
LOW AVERAGE
LOW AVERAGE
AVERAGE
LOW AVERAGE
AVERAGE
PEERS
AVERAGE
HIGH AVERAGE
HIGH AVERAGE
AVERAGE
AVERAGE
AVERAGE
LOW
AVERAGE
SUPV
LOW AVERAGE
HIGH AVERAGE
AVERAGE
SELF
HIGH AVERAGE
LOW AVERAGE
HIGH AVERAGE
HIGH AVERAGE
LOW AVERAGE HIGH AVERAGE LOW AVERAGE

F. ENCOURAGING PARTICIPATION
LOW AVERAGE LOW AVERAGE AVERAGE AVERAGE
G. CLARITY OF COMMUNICATIONS

LOW AVERAGE AVERAGE LOW HIGH
H. TEAMBUILDING
AVERAGE AVERAGE LOW AVERAGE HIGH AVERAGE
I. COACHING
LOW AVERAGE LOW AVERAGE LOW LOW AVERAGE
J. MANAGING CONFLICT
IV. FEEDBACK
LOW AVERAGE HIGH AVERAGE LOW AVERAGE HIGH AVERAGE
K. PROVIDING FEEDBACK
V. DRIVE
LOW AVERAGE AVERAGE AVERAGE HIGH AVERAGE
L. STANDARDS OF PERFORMANCE
AVERAGE AVERAGE AVERAGE AVERAGE
M. PERSONAL DRIVE
AVERAGE AVERAGE LOW HIGH
N. PERSUASIVENESS
LOW AVERAGE LOW AVERAGE LOW HIGH AVERAGE
O. DELEGATION (PERMISSIVENESS) (***)
HIGH AVERAGE HIGH AVERAGE HIGH AVERAGE AVERAGE
P. GOAL PRESSURE (***)
VI. RECOGNITION
LOW AVERAGE AVERAGE AVERAGE HIGH
Q. RECOGNITION FOR GOOD PERFORMANCE
RESIDUAL IMPACT

LOW AVERAGE AVERAGE LOW AVERAGE HIGH AVERAGE
R. BUILDING TRUST
AVERAGE AVERAGE AVERAGE HIGH AVERAGE
S. MANAGING DIVERSITY
HIGH AVERAGE HIGH AVERAGE HIGH AVERAGE
T. TENSION LEVEL (***)
LOW LOW AVERAGE LOW AVERAGE HIGH
U. OVERALL EFFECTIVENESS
SUMMARY OF STRENGTHS/SOFT SPOTS
Self rating from Centile Highlights compared to others

This analysis compares the Self scores against those of others. When there are no Self scores, this report is not
applicable.
V.STRENGTH = Visible strength -------------------------> Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
U. STRENGTH = Unrealized strength -------------------> Rated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by others
SOFT = Soft Spot -----------------------------------> Rated LOW or LOW AVERAGE by others and yourself
BLIND = Blind Spot ---------------------------------->Rated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
TASK CYCLE SKILLS

E. MANAGING COSTS
BLIND
BLIND
SAMPLE
REPORTS
U. STRENGTH
BLIND
V. STRENGTH
PEERS
V. STRENGTH
V. STRENGTH
U. STRENGTH
V. STRENGTH
V. STRENGTH
SUPV
BLIND
V. STRENGTH
U. STRENGTH
BLIND
V. STRENGTH
AVERAGE
SELF
HIGH AVERAGE
LOW AVERAGE
HIGH AVERAGE
HIGH AVERAGE
F. ENCOURAGING PARTICIPATION BLIND V. STRENGTH BLIND AVERAGE
G. CLARITY OF COMMUNICATIONS BLIND BLIND V. STRENGTH AVERAGE

H. TEAMBUILDING BLIND V. STRENGTH BLIND HIGH
I. COACHING V. STRENGTH V. STRENGTH BLIND HIGH AVERAGE
J. MANAGING CONFLICT SOFT SOFT SOFT LOW AVERAGE
IV. FEEDBACK
K. PROVIDING FEEDBACK BLIND V. STRENGTH BLIND HIGH AVERAGE
V. DRIVE
L. STANDARDS OF PERFORMANCE BLIND V. STRENGTH V. STRENGTH HIGH AVERAGE
M. PERSONAL DRIVE V. STRENGTH V. STRENGTH V. STRENGTH AVERAGE
N. PERSUASIVENESS V. STRENGTH V. STRENGTH BLIND HIGH
O. DELEGATION (PERMISSIVENESS) (***) BLIND BLIND BLIND HIGH AVERAGE
P. GOAL PRESSURE (***) V. STRENGTH V. STRENGTH V. STRENGTH AVERAGE
VI. RECOGNITION
Q. RECOGNITION FOR GOOD PERFORMANCE BLIND V. STRENGTH V. STRENGTH HIGH
RESIDUAL IMPACT

R. BUILDING TRUST BLIND V. STRENGTH BLIND HIGH AVERAGE
S. MANAGING DIVERSITY V. STRENGTH V. STRENGTH V. STRENGTH HIGH AVERAGE
T. TENSION LEVEL (***) V. STRENGTH V. STRENGTH V. STRENGTH AVERAGE
U. OVERALL EFFECTIVENESS BLIND BLIND BLIND HIGH
TASK CYCLE PHASE I: INITIATING ACTION
TASK CYCLE® PHASES

f
SAMPLE
IV. FEEDBACK
V. DRIVE
VI. RECOGNITION
RESIDUAL IMPACT
RESIDUAL IMPACT
Management Skills (Dimensions) for Phase I

A. Vision/Imagination
B. Clarification of Goals
C. Risk-taking/Venturesomeness
Management Skill: A. Vision/Imagination
If You Score High

If you scored high on this dimension, people know where you and where the organization are headed. You are
respected for your ability to clearly describe the future direction of the organization, and you easily communicate
a solid understanding of your business and its future direction. People probably feel energized and motivated by
SAMPLE
your leadership, visionary expertise, and emphasis on excellence in everything we do.
If You Score Low

If you scored low on this dimension, you may appear to be stuck in the “here and now” and are not focused on
the issues and ideas that will move the organization into the future. You have a difficult time explaining clearly
and concisely what the organization must do to improve its competitive position in the marketplace. You may
not generate energy, motivation, and the desire to excel because you seem tentative or unfocused about the
future direction of the organization.
Dimension Table
The numbers presented below are assessed by the questions from the following page(s) with a rating of 1 to 7.
RAW PRE PRE

RATER(S) AVG NORM CENTILE 10 20 30 40 50 60 70 80 90 AVG CEN
REPORTS (5) 4.70 5.28 32 3.58 9
PEERS (5) 5.17 5.30 45 4.92 36
SUPV (1) 5.00 5.43 33 4.88 29
SELF (1) 5.50 5.40 55 6.00 75

LOW AVERAGE HIGH
Role Model Examples

The following are defined behavioral descriptions to help you picture and understand what it looks like to
perform this management skill.
- Actively tracks changes and trends in our marketplace.

- Evaluates and aligns the organization’s goals with the emerging trends in our marketplace.
- Monitors and shepherds the mission-critical tasks to completion.
- Coaches others to translate their own ideas and visions into practical goal-focused actions.
- Seeks out opportunities to communicate our strategic objectives in ways that are easily understood at all levels of the
organization.
- Accurately assesses marketplace information and plans accordingly; identifies opportunities and consequences quickly
and concisely.
- Studies the competition and uses benchmark data to continuously improve our competitive position in the marketplace.
Management Skill: A. Vision/Imagination
RATER(S)
REPORTS (5)
PEERS (5)
- almost always...
- almost never...
- not rated, N/A
SUPV (1)
- sometimes...
SELF (1)
- always...
- average
- never...
- often...
SAMPLE
PRE
i Question # within survey AVG SD NR 1 2 3 4 5 6 7 AVG
28. Develops innovative ideas to REPORTS 5.0 1.6 . . . 1 1 1 1 1 3.0

improve the quality of services PEERS 5.3 1.2 2 . . . 1 . 2 . 5.7
SUPV 5.0 --- . . . . . 1 . . 5.0
SELF 5.0 --- . . . . . 1 . . 5.0
49. Is a leader in promoting new ideas REPORTS 5.5 1.0 1 . . . . 3 . 1 4.3

and change PEERS 5.0 1.0 2 . . . 1 1 1 . 5.0
SUPV 5.0 --- . . . . . 1 . . 5.0
SELF 6.0 --- . . . . . . 1 . 6.0
70. Has good ideas to improve our REPORTS 4.4 1.1 . . . 1 2 1 1 . 3.3
products and services PEERS 5.3 1.2 2 . . . 1 . 2 . 4.7
SUPV 5.0 --- . . . . . 1 . . 5.0
SELF 6.0 --- . . . . . . 1 . 6.0
90. Anticipates changes that will be REPORTS 4.2 0.8 . . . 1 2 2 . . 3.7

needed in the future PEERS 5.0 1.0 2 . . . 1 1 1 . 4.3
SUPV 5.0 --- . . . . . 1 . . 4.5
SELF 5.0 --- . . . . . 1 . . 7.0
TABLE OF RESULTS
Task Cycle® Skills (dimensions)
RECOGNITION FOR GOOD PERFORMANCE

DECISION-MAKING/PROBLEM SOLVING
DELEGATION (PERMISSIVENESS) (***)

RISK-TAKING/VENTURESOMENESS
STANDARDS OF PERFORMANCE
ENCOURAGING PARTICIPATION
CLARITY OF COMMUNICATIONS
CLARIFICATION OF GOALS
PROVIDING FEEDBACK
MANAGING CONFLICT
GOAL PRESSURE (***)

VISION/IMAGINATION
MANAGING COSTS
SAMPLE
PERSUASIVENESS
PERSONAL DRIVE
TEAMBUILDING
COACHING
A. B. C. D. E. F. G. H. I. J. K. L. M. N. O. P. Q.
Rating by REPORTS
# of surveys processed: 5
Average 4.70 4.95 5.52 4.68 5.44 4.79 4.65 4.84 4.80 4.40 4.53 5.26 5.68 4.67 5.02 3.80 4.45
SD 0.93 0.76 0.61 1.01 0.43 0.82 1.07 0.70 0.96 1.19 1.01 0.53 0.41 0.70 0.51 0.69 1.18
Centile 32 38 53 26 42 34 23 34 42 27 27 32 47 45 28 69 25
PreCentile 9 21 18 8 10 19 11 16 17 15 15 7 19 25 11 63 14
Rating by PEERS
Average 5.17 5.81 5.78 5.33 5.75 5.68 5.20 5.34 4.83 4.75 5.75 5.40 5.75 4.75 5.00 4.36 5.42
SD 1.04 0.24 0.80 0.70 0.79 0.79 0.74 0.29 0.76 0.65 0.65 1.43 0.68 0.74 0.84 1.09 0.50
Centile 45 67 61 42 54 65 37 50 41 36 64 40 48 44 36 79 44
PreCentile 36 37 51 37 39 33 41 49 44 33 58 46 38 46 23 74 37
Rating by SUPV
Average 5.00 5.75 5.60 4.75 5.75 4.20 5.75 4.40 5.00 4.00 5.25 5.80 6.00 4.00 4.00 4.00 5.67
SD --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- ---
Centile 33 61 47 16 53 11 54 12 39 11 38 50 49 12 6 71 43
PreCentile 29 32 42 7 16 34 2 14 17 11 5 10 15 18 8 88 8
Rating by SELF
Average 5.50 6.00 5.40 6.20 6.00 5.80 5.50 6.40 5.75 5.00 6.00 6.00 6.00 5.60 6.25 3.00 7.00
SD --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- ---
Centile 55 76 37 73 65 59 46 81 66 33 72 60 57 82 76 43 91
PreCentile 75 44 28 63 34 59 34 73 66 85 61 78 57 92 76 89 68
OPEN-ENDED COMMENTS
What does this person do that should be continued?
Reports
u Survey received; no comment provided.
SAMPLE
Peers
Supv
Self
ACTION PLAN
Summarize your feedback from each rater below (Include question #'s for further investigation.)
REPORTS (If combined to Associates then utilize this space)

List Key Strengths
SAMPLE
List Key Challenges
PEERS (If combined to Associates then utilize this space)

List Key Strengths
List Key Challenges
SUPERVISOR
List Key Strengths
List Key Challenges
How does your Supervisor feedback differ from your Direct Reports and Peers feedback (Associates if combined)?
What does the difference mean to you?
Given the perceptions of your raters, where should you focus your development efforts to achieve your professional goals?
WHERE YOU ARE
ADDITIONAL RESOURCES
About this Report Many resources that can aid in developing your Action Plan are readily
available to you. Become aware of the people in your immediate
Change Analysis environment who can help you. Look around your local community for
training centers with programs and material for adult and continuing
Centile Plot
education. Here are a few suggestions:
u Consider your colleagues and peers as mentors. Who do you know is that
Raw Score Plot accomplished in the areas you want to develop? Watch those people and talk
SAMPLE
with them about how they have developed their skills.
Centile Highlights
u What is your preferred learning style? Certain personality and preference
Summary of Strengths/Soft Spots assessments can be illuminating about your personal style of learning.
Knowing your style can help you shape your development plan.
Using Your Feedback

u Explore the course offerings and materials in your organization's Human
Resource/Training Department.
Table of Results
Open-Ended Comments
Online Action Planning Resources
Action Plan If you were a participant utilizing the Assessment Portal(tm), refer to the "Postwork"
section of the portal site for action planning resources.
u Additional Resources
Online Resources
name product
The Booth Company Articles
http://www.boothco.com/resources/articles.html
The Booth Company Books
http://www.boothco.com/resources/books.html
American Management Association Seminars
http://www.amanet.org
ASTD InfoLine Books/Booklets
http://www.astd.com
Interested in other survey products from The Booth Company? Click on the URL Below
http://www.boothco.com/surveyseries/

Feedback Sample

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Feedback Sample

Uploaded by

Copyright:

Available Formats

wwu THIS IS A SAMPLE REPORT!

Sample Manager 07/04

Where You Are

About this Report 1-1. About this Report

Raw Score Plot 3-1. Centile Plot

Using Your Feedback 5-1. Centile Highlights

6-1. Summary of Strengths/Soft Spots

8-1. Table of Results

9-1. Open-Ended Comments

10-1. Action Plan

11-1. Additional Resources

Additional Resources Understanding the Leadership Competencies for Managers survey

Management skills help you achieve goals and objectives. Effective

Leadership skills build upon and expand the management role.

ABOUT THIS REPORT

How we ensure the credibility of your feedback survey

Relevance to the role

TASK CYCLE® PHASES

The foundation of the survey and this report: The Task

III. MANAGING HUMAN RESOURCES

3. Your performance across the Task Cycle phases predicts how

TASK CYCLE SKILLS

II. PLANNING AND PROBLEM SOLVING

hi (+15) HIGH (+32) LOW (-23) SAME

III. MANAGING HUMAN RESOURCES

IMPT. RESIDUAL IMPACT

(***) Must be interpreted in light of the situation.

TASK CYCLE® PHASES

SCORES PLOTTED AT THE LOWEST RANK

TASK CYCLE® PHASES

TASK CYCLE® PHASES

IMPT - RESIDUAL IMPACT

TASK CYCLE® PHASES

How you compare to the Norm

DESIGNATION LOW LOW AVERAGE AVERAGE HIGH AVERAGE HIGH

TASK CYCLE SKILLS

II. PLANNING AND PROBLEM SOLVING

LOW AVERAGE HIGH AVERAGE LOW AVERAGE

III. MANAGING HUMAN RESOURCES

IMPT. RESIDUAL IMPACT

(***) Must be interpreted in light of the situation.

SUMMARY OF STRENGTHS/SOFT SPOTS

Self rating from Centile Highlights compared to others

TASK CYCLE SKILLS

II. PLANNING AND PROBLEM SOLVING

F. ENCOURAGING PARTICIPATION BLIND V. STRENGTH BLIND AVERAGE

G. CLARITY OF COMMUNICATIONS BLIND BLIND V. STRENGTH AVERAGE

III. MANAGING HUMAN RESOURCES

I. COACHING V. STRENGTH V. STRENGTH BLIND HIGH AVERAGE

J. MANAGING CONFLICT SOFT SOFT SOFT LOW AVERAGE

M. PERSONAL DRIVE V. STRENGTH V. STRENGTH V. STRENGTH AVERAGE

N. PERSUASIVENESS V. STRENGTH V. STRENGTH BLIND HIGH

O. DELEGATION (PERMISSIVENESS) (***) BLIND BLIND BLIND HIGH AVERAGE

P. GOAL PRESSURE (***) V. STRENGTH V. STRENGTH V. STRENGTH AVERAGE

IMPT. RESIDUAL IMPACT

S. MANAGING DIVERSITY V. STRENGTH V. STRENGTH V. STRENGTH HIGH AVERAGE

T. TENSION LEVEL (***) V. STRENGTH V. STRENGTH V. STRENGTH AVERAGE

U. OVERALL EFFECTIVENESS BLIND BLIND BLIND HIGH

(***) Must be interpreted in light of the situation.

TASK CYCLE PHASE I: INITIATING ACTION

TASK CYCLE® PHASES

III. MANAGING HUMAN RESOURCES

TASK CYCLE PHASE I: INITIATING ACTION