360° - benchmarking leadership · 3 direct reports 2 others 13 all contributors john doe 1. ......

Working Psychology Ltd

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360° – Benchmarking Leadership

LeadershipAdvisorsBergGruen

360° - Benchmarking Leadership

Private & Confidential

Feedback report prepared for:

Report prepared:

Your reports contains feedback from the following:

John Doe

Friday, October 14, 2016

1 Self

1 Manager

2 Senior Stakeholders

4 Peers

3 Direct Reports

2 Others

13 All contributors

John Doe

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John Doe

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Table of ContentsTable of ContentsTable of ContentsTable of Contents PagePagePagePage

Introduction

Benchmarking Leadership Competency Model

Importance Ratings

Behaviour Skill Summaries

- Skill Rating (All Raters) - Skill Rating (by Rater Group) - Hidden Strengths - Strengths Overplayed - Blind Spots - Behaviour Skill Ratings

Potential Stumbling Blocks

Open Text Feedback

Behaviour Specific Feedback

Development Planning Guide

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This 360° report is designed to support and enhance your effectiveness as a manager and a leader. Comments are intended to be constructive and helpful and have been anonymised and copied, unedited, into this report. As with any form of feedback, the information is personal to you and it is therefore easy to react defensively rather than considering the information objectively.

The following notes will help you use the feedback constructively.

• People play many roles in their lives. This report concentrates on your strengths and potential development areas as a professional in the context of your current role. Often people feel some degree of pressure to behave in non-preferred ways at work. Please consider if and how this may have affected perceptions you have created at work.

• Most people develop unevenly, that is, they develop certain attributes while others remain relatively undeveloped. For example, you may have learned to work well with people and neglected to learn how to deal with budgets. Other strengths almost inevitably bring certain limitations along with them. For example, you may have become tough and resilient emotionally at the expense of sensitivity to others. This report will help you identify where there may be imbalances in your skill set and some of the implications of these.

• Perceptions are ‘currency’ at work, even if they’re not always fact-based. This report summarises others’ perceptions of you rather than absolute truths. Each contributor will have seen you in different contexts, will have had different expectations of you and will have their own frame of reference with respect to using rating scales and giving feedback. Nevertheless, perceptions matter at work, and are often at the core of our individual “PR” or “Brand”. Understanding these perceptions helps to understand the stories that exist about us in the organisation, and therefore whether we are at risk of derailing or stalling in our careers or whether others’ perceive us to have the potential to achieve much more than we are at present.

• ‘Work with, work on, work around’. A limitation identified in this report may not mean that the attribute is completely missing, merely that it is underdeveloped or insufficiently developed for your current context. A limitation may be able to be reversed through further growth and development. Yet not all limitations are easily remedied. It is a matter of your capacity to learn, and the organisation’s capacity to devote the time and resources to the task. A small proportion may be so embedded that they are difficult to change.

• A snapshot in time. This report simply (and possibly over simplistically) captures a moment in time. Perceptions can and do change and are often the product of recently occurring events. Be sure to think about how your current context may have influenced others’ experiences of you, without neglecting also how these perceptions may be helping or hindering you in your longer-term objectives. Perceptions are quickly formed and often need a sustained ‘campaign’ to change.

IntroductionIntroductionIntroductionIntroduction

John Doe

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• Read and re-read your report. Being in an open, curious mindset is essential to getting the most value from your report. You are likely to notice that you feel more and more objective as you read the report for the second, third or fourth time.

• Your immediate reactions are important; don’t ignore them. What surprises you? What do you think? How do you feel? What do you notice about yourself?

• Look for the obvious trends.

• Are you consistently under- or over-rating yourself? What might be some of the consequences of this?

• Are there any clear differences in perception across your different rater groups? • Are any strengths being over- or under-used? • What has come to the surface as a weakness which was not an issue before but is now more

important or will become more important? • What are the key risks for you and what are the triggers for these?

• Pay attention to both the absolute and relative ratings. Irrespective of the absolute numbers, what are the highest and lowest ratings for each group? Where is there a high level of variance (i.e. disagreement) in ratings?

• Different groups will have different insights. Different rater groups will have seen or worked with you in different contexts and are likely therefore to have formed different perceptions. Think about the relative weight you may wish to attach to each group’s view as a result.

Preparing to read your reportPreparing to read your reportPreparing to read your reportPreparing to read your report

John Doe

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Competency

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Description

Benchmarking Leadership Competency ModelBenchmarking Leadership Competency ModelBenchmarking Leadership Competency ModelBenchmarking Leadership Competency Model

1 Openness Openness to change, to new ideas and to new viewpoints;creativity, adaptability and ambiguity tolerance.

2 Drive Passion and a sense of urgency and pace. Inspires andenthuses others through their positivity and focus.

3 Resilience, Composure &Grit

Calm and resourceful in navigating obstacles, challenges andsetbacks. Emotionally composed and even-tempered.

4 Learning Agility Deeply committed to learning and self-development; open tofeedback and criticism and to learning from mistakes.

5 Professionalism & Integrity Deeply professional and ethically robust in all they do; sets aninspiring standard regarding integrity.

6 Work ethic Deeply reliable and conscientious in approach to work.Consistently follows-through and follows-up.

7 Insight into Others Highly skilled interpersonally; sincerely interested in othersand in harnessing diversity and cultural differences.

8 Poise, Impact &Persuasiveness

Communicates credibly and impactfully, convincing,persuasive and dynamic; has leadership presence.

9 Inspiring Leadership Sets an inspiring and engaging vision; gets people fullyaligned and fired-up to excel.

10 Building Teams Fosters an inclusive, collaborative environment withexceptional levels of contribution and transversal thinking.

11 Developing talent Backs the development of potential; gives feedback,delegates, coaches and enables accelerated development.

12 Driving Performance Actively manages performance at all levels, tacklesperformance challenges head on, gets things done.

13 Strategic Thinking Thinks ahead; can project current business state into likelyfuture requirements. Deep understanding of market trends.

14 Business & Market Savvy Highly capable technically and deep insights into businesslevers. Close to customers and stakeholders.

15 Business ManagementCapability

Able to manage and grow a profitable/successful business;skilled with budgets, regulation, delegated authority etc.

16 Problem solving, Intellectand Common-sense

Incisively examines issues, reduces complexity, synthesisesdata and applies common sense to problems.

17 Decision-making Prepared to commit to firm decisions even on the mostcomplex and difficult topics; exceptional judgement.

18 Planning & Organizing Deeply organised, structured and planned in approach.Makes efficient use of available resources.

19 Conscientiousness gonewrong

Accepts too much responsibility, not realising when enough isenough; perfectionistic and ‘in the weeds’.

20 Storm force Overly aggressive, tough, insensitive, unappreciative anddemanding; gets things done but bruises along the way.

21 Me, me, me Overly self-orientated and excessively self-confident.Charming manipulative with a sense of entitlement.

22 Hot or cold Temperamental and easily rattled, upset or derailed. Can bevolatile, impulsive, quick to temper and show irritation.

23 Risk Attitude Low risk intelligence; excessively risk taking or risk avoidant.Low ambiguity tolerance with rigidly held views.

John Doe

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Competency

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Importance for Success

Importance Rating Key:

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Mission criticalImportantUsefulUnimportantPotentially counterproductive/unhelpful

Importance to success in current role Importance to success over next 2 – 3 yearsSelf Now

Self Future

Manager Now

Manager Future

Now Future Key

Importance RatingsImportance RatingsImportance RatingsImportance Ratings

1 Openness

2 Drive

3 Resilience, Composure & Grit

4 Learning Agility

5 Professionalism & Integrity

6 Work ethic

7 Insight into Others

8 Poise, Impact & Persuasiveness

9 Inspiring Leadership

10 Building Teams

11 Developing talent

12 Driving Performance

13 Strategic Thinking

14 Business & Market Savvy

15 Business Management Capability

16 Problem solving, Intellect andCommon-sense

17 Decision-making

18 Planning & Organizing

John Doe

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Competency

Skill Rating Key:

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Signature strengthStrengthOKWeaknessSignificant development need

Your perception of current skill level in this behaviour

Self Now

All Raters

=> 3pt difference between raters

Key

1 2 3 4 5 Self *

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Rating

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Behaviour Skill Summary (All Raters)Behaviour Skill Summary (All Raters)Behaviour Skill Summary (All Raters)Behaviour Skill Summary (All Raters)

1 Openness 3.67 3.77 *

2 Drive 3.33 3.73 *

3 Resilience, Composure &Grit 3.83 3.74 *

4 Learning Agility 3.2 3.79 *

5 Professionalism & Integrity 3.5 3.79 *

6 Work ethic 3.67 3.75 *

7 Insight into Others 3.5 3.79 *

8 Poise, Impact &Persuasiveness 3.33 3.68 *

9 Inspiring Leadership 2.83 3.66 *

10 Building Teams 3.67 3.97 *

11 Developing talent 3.67 3.76 *

12 Driving Performance 3.83 3.82 *

13 Strategic Thinking 3 3.69 *

14 Business & Market Savvy 3.83 3.68 *

15 Business ManagementCapability 3 3.73 *

16 Problem solving, Intellectand Common-sense 3.5 3.88 *

17 Decision-making 4 3.75 *

18 Planning & Organizing 4 3.79 *

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Competency

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Rating

Skill Rating Key:

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Signature strengthStrengthOKWeaknessSignificant development need

Your perception of current skill level in this behaviour Key

Behaviour Skill Summary (by Rater Group)Behaviour Skill Summary (by Rater Group)Behaviour Skill Summary (by Rater Group)Behaviour Skill Summary (by Rater Group)

1 Openness

2 Drive

3 Resilience, Composure & Grit

4 Learning Agility

5 Professionalism & Integrity

6 Work ethic

7 Insight into Others

8 Poise, Impact & Persuasiveness

9 Inspiring Leadership

10 Building Teams

11 Developing talent

12 Driving Performance

13 Strategic Thinking

14 Business & Market Savvy

15 Business Management Capability

16 Problem solving, Intellect andCommon-sense

17 Decision-making

18 Planning & Organizing

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Others

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The section of your report details those behaviours where you have rated yourself significantly lower than the average given by all raters. If you have no ratings with a gap equal to or greater than 1.5pt, no behaviours will be listed below.

There may be good reason for your lower ratings (e.g. you feel under confident but do not show this to others, and hence they perceive you to be more skilled). However, it could also be that you are being too self-depreciating and under-confident and not recognising a skill area that others recognise. If you have given yourself many 1s and 2s in your self review for some spurious reason (e.g. you felt especially self-critical on the day of completing your survey) this could lead to a greater number of hidden strengths being listed here. Not all hidden strengths are of equal significance (e.g. a self rating of 4 to a group average of 5), whereas 2 to 3 respectively would be more noteworthy. The larger the difference the more noteworthy it might be. Behaviours below are rank ordered by size of difference. Hidden strengths in areas of low importance may be of less interest than those of current an/or future importance.

Hidden StrengthsHidden StrengthsHidden StrengthsHidden Strengths

9.2. Inspiring Leadership9.2. Inspiring Leadership9.2. Inspiring Leadership9.2. Inspiring Leadership

Is able to formulate an inspiring andmeaningful vision which gets to theheart of what is important andenables people to pull together

54321Self

All Raters

Difference

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3.9

2.9

16.2. Problem solving, Intellect and16.2. Problem solving, Intellect and16.2. Problem solving, Intellect and16.2. Problem solving, Intellect andCommon-senseCommon-senseCommon-senseCommon-senseGets to the heart of problems withspeed and incisiveness; cutsthrough the key issues

54321Self

All Raters

Difference

1

3.9

2.9

9.4. Inspiring Leadership9.4. Inspiring Leadership9.4. Inspiring Leadership9.4. Inspiring Leadership

Facilitates full alignment on keyobjectives; faces up to challengingconversations on this if required

54321Self

All Raters

Difference

1

3.8

2.8

John Doe

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Hidden StrengthsHidden StrengthsHidden StrengthsHidden Strengths

13.3. Strategic Thinking13.3. Strategic Thinking13.3. Strategic Thinking13.3. Strategic Thinking

Possesses the necessary breadthand depth of insight into globalbusiness, regulatory and culturalpractices to bring great perspectiveto strategic discussions

54321Self

All Raters

Difference

1

3.8

2.8


Able to formulate a coherent andcompelling strategy whilst stayingwell aligned with corporate values

54321Self

All Raters

Difference

2

3.9

1.9

5.1. Professionalism & Integrity5.1. Professionalism & Integrity5.1. Professionalism & Integrity5.1. Professionalism & Integrity

Has a clear moral code and thecourage and integrity to live by it

54321Self

All Raters

Difference

2

3.9

1.9

15.3. Business Management15.3. Business Management15.3. Business Management15.3. Business ManagementCapabilityCapabilityCapabilityCapabilityMaintains tight control ondeliverables; quickly intervenes ifthings look to be running off-course

54321Self

All Raters

Difference

2

3.6

1.6

2.3. Drive2.3. Drive2.3. Drive2.3. Drive

Is consistently driven to achieveresults and add value

54321Self

All Raters

Difference

2

3.5

1.5

John Doe

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It is possible to overuse a key area of strength with the result that you can become too reliant on it, become too predictable (e.g. in negotiations, coaching conversations etc.), resort to it out of habit rather than necessity, etc.. Where a rater gives a rating of 5 (Signature Strength), they are then asked a follow-up question:

“It is possible for strengths to be overused (e.g. over relied on, resorted to out of habit rather than real need etc.) and then for it to become more problematic. For example, being highly confident and expressive may be useful to engage others, but if overused, it could start to appear overly self-orientated and start to negatively impact levels of engagement.

You have rated the following as Signature Strengths and given them a rating of 5. Please review these and select “Potential Overuse Risk” for any where you perceive there to be a risk of overuse.”

Where 3 or more raters (across all group) have indicated an overuse risk, these behaviours will be listed below. If no behaviours are listed below it means that too few or no overuse risks were identified.

Strengths OverplayedStrengths OverplayedStrengths OverplayedStrengths Overplayed

TotalTotalTotalTotalNumberNumberNumberNumberRatersRatersRatersRaters

TotalTotalTotalTotalNumberNumberNumberNumber5s5s5s5s

TotalTotalTotalTotalNumberNumberNumberNumberOveruse RiskOveruse RiskOveruse RiskOveruse RiskRatingsRatingsRatingsRatings

14.1. Business & Market Savvy14.1. Business & Market Savvy14.1. Business & Market Savvy14.1. Business & Market SavvyHas a deep understanding of the business, its key levers,its operating requirements and how it makes/loses money 11 4 3

16.4. Problem solving, Intellect and Common-sense16.4. Problem solving, Intellect and Common-sense16.4. Problem solving, Intellect and Common-sense16.4. Problem solving, Intellect and Common-senseSynthesises data effectively; pulls together disparate dataand reaches meaningful conclusions 12 3 3

7.6. Insight into Others7.6. Insight into Others7.6. Insight into Others7.6. Insight into OthersBuilds and sustains trust-based relationships; listensdeeply, acknowledges others’ views, shows empathy andengenders trust

11 3 3

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The section of your report details those behaviours where you have rated yourself significantly higher than the average given by all raters. The larger the difference the greater the potential risk attached to the blind spot. If you have no ratings with a gap equal to or greater than 1.25pt, no behaviours will be listed below. If however, you have given yourself many 4s and 5s, you could have several blind spots listed here. Not all listed here however will be interesting or relevant. Pay close attention to those behaviours which have also been listed as important now or in the near future. Blind spots in areas which are mission critical could have a big career impact.

Blind SpotsBlind SpotsBlind SpotsBlind Spots

11.3. Developing talent11.3. Developing talent11.3. Developing talent11.3. Developing talent

Is creative and resourceful in fullyleveraging the availabledevelopment opportunities for thebenefit of the team

54321Self

All Raters

Difference

5

3.6

1.4

17.4. Decision-making17.4. Decision-making17.4. Decision-making17.4. Decision-making

Prepared to make the right decisioneven if they are in the minority; isprepared to be unpopular

54321Self

All Raters

Difference

5

3.6

1.4

12.2. Driving Performance12.2. Driving Performance12.2. Driving Performance12.2. Driving Performance

Sets clear direction for others andestablishes common goals

54321Self

All Raters

Difference

5

3.5

1.5


Reformulates complex issues in away which brings new perspectiveto strategic discussions

54321Self

All Raters

Difference

5

3.4

1.6

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Importance

Now Future Rating

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Skill Ratings

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* >= 3pt diffference between raters

Behaviour Skill RatingsBehaviour Skill RatingsBehaviour Skill RatingsBehaviour Skill Ratings

Leading SelfLeading SelfLeading SelfLeading Self

OpennessOpennessOpennessOpennessOpenness to change, to new ideas and to new viewpoints; creativity, adaptability and ambiguity tolerance.

Overall SummaryOverall SummaryOverall SummaryOverall Summary

3.73.03.0

4.2*3.03.0

3.8*

3.5*

3.4

4.1

4.0

Role-models a high level of openness to changeand new ways of doing things 4.0 5.0 3.9* 3.5* 3.5 4.3 4.0

Fosters a culture which encourages openness andinnovation 3.0 4.0 3.8* 4.0 3.3 4.0 4.0

Is prepared to flex and adapt to changingcircumstances 3.0 5.0 3.8 3.5 3.3 4.3 3.5

Is highly tolerant of ambiguity; is prepared to thinkaround missing data and unknowns 5.0 2.0 3.8* 4.0 3.8 4.3 4.0

Strikes an effective balance between havingconviction and yet being open to new and differentviewpoints 3.0 4.0 3.7* 3.0 3.5 3.7 4.5

Has skill and sophistication in leading change;understands the process and human factors atplay 4.0 5.0 3.6* 3.0 3.0 4.0 4.0

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Importance

Now Future Rating

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Skill Ratings

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DriveDriveDriveDrivePassion and a sense of urgency and pace. Inspires and enthuses others through their positivity and focus.


3.34.03.0

3.72.02.0

3.7*

3.5*

3.4

4.2

4.0

Shows passion and enthusiasm in all they do3.0 2.0 3.6* 4.0 3.3 4.0 4.0

Shows an appropriate sense of urgency and pacein their work 4.0 4.0 3.9 4.0 3.3 4.3 4.0

Is consistently driven to achieve results and addvalue 2.0 4.0 3.5* 3.0 3.0 4.3 3.5

Inspires and drives the pace of delivery; bringsenergy and focus to what they do 3.0 4.0 3.9* 3.0 3.8 4.0 5.0

Is relentlessly solution-focussed; turns ideas andproblems into actions 4.0 4.0 3.5 3.5 3.3 3.7 3.5

Identifies game-changing, transformational goalsand pursues these 4.0 4.0 3.9 3.5 3.5 4.7 4.0

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Importance

Now Future Rating

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Resilience, Composure & GritResilience, Composure & GritResilience, Composure & GritResilience, Composure & GritCalm and resourceful in navigating obstacles, challenges and setbacks. Emotionally composed and even-tempered.


3.84.04.0

2.7*4.04.0

3.7*

4.0

3.5*

4.0

4.1

Highly stress resilient; remains calm and focusedin the face of adversity 4.0 4.0 4.0 4.0 3.8 4.0 4.5

Emotionally composed at all times; fully in controlof their emotions, even under pressure 4.0 1.0 3.5* 4.0 3.8 4.0 3.5

Has a deep understanding of how pressure andstress affects others; works with skill, maturity andpatience in helping others through the inevitablestresses of work

4.0 2.0 3.8* 4.5 3.5 4.0 4.0

Shows resourcefulness, determination and grit innavigating obstacles, challenges and setbacks;finds a way to make things happen 3.0 2.0 3.8* 4.0 3.5* 4.0 4.5

Applies common sense in knowing when to pushon and when to regroup and/or shelve plans whenencountering resistance 4.0 4.0 3.8 4.0 3.5 4.0 4.0

Bounces back quickly from setbacks4.0 3.0 3.5* 3.5 3.3 4.0 4.0

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Importance

Now Future Rating

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Learning AgilityLearning AgilityLearning AgilityLearning AgilityDeeply committed to learning and self-development; open to feedback and criticism and to learning frommistakes.


3.23.03.0

4.23.03.0

3.8*

3.6*

3.4*

4.2

4.0

Really knows themselves and fully leverages thisinsight to create the conditions for personalsuccess 3.0 4.0 3.5* 3.0 3.3* 4.0 3.5

Seeks, listens to and acts on feedback3.0 4.0 4.0 4.0 3.8 4.3 4.0

Role-models a visible commitment to self-improvement and on-going development andencourages/facilitates others to do the same 3.0 3.8 4.0 3.5 4.0 4.5

Creates a culture which welcomes mistakes as anecessary cost of pushing at boundaries andlearning 3.0 4.0 3.6* 3.5* 3.0 4.0 4.0

Achieves visible change and personaldevelopment; willing to adapt and evolve 4.0 5.0 3.8* 3.0 3.3* 4.3 4.0

Proactively seeks out challenging on-the-jobexperiences; pushes themselves to grow anddevelop 3.0 5.0 4.0 4.0 3.3 4.5 4.0

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Importance

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Professionalism & IntegrityProfessionalism & IntegrityProfessionalism & IntegrityProfessionalism & IntegrityDeeply professional and ethically robust in all they do; sets an inspiring standard regarding integrity.


3.53.03.0

3.3*3.03.0

3.8*

3.8*

3.6*

3.9*

4.2

Has a clear moral code and the courage andintegrity to live by it 2.0 2.0 3.9* 4.0 3.8 4.0 5.0

Faces up to difficult choices and evaluates optionsin a way which is respectful, ethical and with greatintegrity 4.0 4.0 3.6* 3.0 3.0* 4.3 4.0

Will robustly challenge behaviours which fall shortof minimum professional standards, irrespective ofstanding or status in the business; never 'turns ablind eye'

4.0 2.0 3.6 4.0 3.3 4.0 4.0

Approaches difficult conversations with maturity,tact and self-confidence 4.0 3.0 4.1 4.5 4.0 4.3 4.0

Shows great pride in their work; leads by exampleand shows commitment, loyalty and personalintegrity at all times 3.0 5.0 3.8* 3.5 3.8 3.7* 4.0

Fosters a team environment which is ethical andconsistent with the business’ values and ideals 4.0 4.0 3.7* 4.0 3.5 3.3 4.0

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Importance

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Work ethicWork ethicWork ethicWork ethicDeeply reliable and conscientious in approach to work. Consistently follows-through and follows-up.


3.73.03.0

3.4*4.03.0

3.8*

3.7*

3.6*

3.9*

3.9

Works systematically and conscientiously to reachgoals 4.0 5.0 3.8* 3.5* 3.3* 4.3 3.5

Enthusiastically accepts responsibilities4.0 3.0 3.8* 3.5* 3.8 4.0 4.0

Engenders a culture which values pro-activity,responsibility-taking and ownership 3.0 5.0 3.8* 3.0 3.8 3.3 4.5

Is highly productive; makes excellent use of theirtime focussing only on the tasks and activities thatmatter 3.0 3.9 4.0 3.8 4.0 4.0

Is 100% reliable; consistently does what they haveagreed to do and manages expectationsappropriately along the way 4.0 2.0 3.5 3.5 3.0 4.0 4.0

Accepts responsibility for decisions they havetaken or agreed to as part of a group 4.0 2.0 3.8* 4.5 4.0 4.0 3.5

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Importance

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Leading OthersLeading OthersLeading OthersLeading Others

Insight into OthersInsight into OthersInsight into OthersInsight into OthersHighly skilled interpersonally; sincerely interested in others and in harnessing diversity and culturaldifferences.


3.53.03.0

4.44.03.0

3.8*

3.8

3.5*

4.0*

3.8

Interacts with sincere interest and respect with allstakeholders (e.g. customers, team members,colleagues, executives etc.) 4.0 5.0 3.5* 3.5 2.7* 3.7* 3.5

Skilfully works with the differences among people;knows how to create the optimal conditions tomake others’ feel worthwhile and able tocontribute to the max

4.0 5.0 4.0 3.5 3.5 4.7 4.0

Perceptive and attuned; able to pick up on andrespond appropriately to subtle social cues 3.0 3.0 3.8 3.5 3.5 4.3 4.0

Deeply self aware and able to maturely manageown impact on others 4.0 4.0 3.6* 4.0 3.5 3.0* 4.0

An authentic chameleon; socially flexible andresponsive whilst maintaining some measure ofconsistency and character 3.0 5.0 3.8 3.5 3.5 4.3 3.5

Builds and sustains trust-based relationships;listens deeply, acknowledges others’ views, showsempathy and engenders trust 3.0 4.1 4.5 4.0 4.0 4.0

John Doe

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Poise, Impact & PersuasivenessPoise, Impact & PersuasivenessPoise, Impact & PersuasivenessPoise, Impact & PersuasivenessCommunicates credibly and impactfully, convincing, persuasive and dynamic; has leadership presence.


3.33.03.0

3.5*4.03.0

3.7*

3.3

3.6*

3.8*

4.1

Has strong presence; consistently acts withdynamism, impact and self-belief 3.0 1.0 3.5* 3.5 3.5 4.0 4.0

Builds and maintains strong networks in andoutside the business; has a positive reputation asa credible business leader 3.0 2.0 3.7* 3.5 3.5 4.3 4.0

Behaves with poise and leader-like tact and at alltimes; recognises their role-model responsibilities 4.0 4.0 3.7 3.5 3.8 3.3 4.0

Presents well-constructed proposals andinfluences opinion intelligently; an impactfulthought-leader 3.0 4.0 3.8* 3.0 3.8 3.7 5.0

Consistently and successfully influences others’thinking; wins hearts and minds through anengaging and thought-provoking style 4.0 5.0 3.7* 3.5 3.0* 4.3 3.5

‘Stands by’ their views; without becomingdefensive, defends their views constructively andimpactfully 3.0 5.0 3.8* 3.0 4.0 3.3* 4.0

John Doe

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Inspiring LeadershipInspiring LeadershipInspiring LeadershipInspiring LeadershipSets an inspiring and engaging vision; gets people fully aligned and fired-up to excel.


2.83.03.0

3.3*5.05.0

3.7*

3.6*

3.6*

3.7*

3.9

Is able to show ‘take charge’ leadership at times ofcrisis; is prepared to step up to strategic businessleadership when required 4.0 1.0 3.5* 3.5 3.5 4.0 4.0

Is able to formulate an inspiring and meaningfulvision which gets to the heart of what is importantand enables people to pull together 1.0 5.0 3.9* 4.5 4.0 3.0* 4.0

Communicates vision and strategy in a way whichinspires and engages others 4.0 4.0 3.5* 3.0 3.0 4.0 4.0

Facilitates full alignment on key objectives; facesup to challenging conversations on this if required 1.0 3.0 3.8* 4.0 4.0 3.7* 4.0

Fully appreciates their role and value as leader;knows when to give others space and freedom toperform and when to get into the detail 4.0 3.0 3.5 3.5 3.3 4.0 3.5

Has an in-depth understanding of people; knowshow to authentically adapt to get the best out ofthem and support through challenging times 3.0 4.0 3.6 3.0 3.8 3.3 4.0

John Doe

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Building TeamsBuilding TeamsBuilding TeamsBuilding TeamsFosters an inclusive, collaborative environment with exceptional levels of contribution and transversalthinking.


3.73.03.0

5.05.05.0

4.0*

3.8*

3.7

4.0*

4.3

Builds and develops high performing teams;knows how to fully leverage collaborative effort 3.0 5.0 3.8* 3.5* 3.8 3.7 4.0

Skilfully brings cohesion and robust debate toteam working 4.0 5.0 4.2 4.0 3.8 4.3 4.5

Harnesses diversity in all its forms to bring breadthof perspective and experience to the team 3.0 5.0 3.7* 3.5 3.8 3.0 4.0

Establishes team processes and habits whichdrive quality discussions, decisions and action 4.0 4.0 4.0 3.5 4.0 5.0

Encourages people to ‘think as one team’;challenges siloed-thinking 4.0 3.9 4.0 3.5 4.5 4.0

Creates a strong sense of inclusion and belongingwithin the team; builds a team identity and senseof purpose 4.0 5.0 4.3 4.0 4.0 4.7 4.0

John Doe

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Developing talentDeveloping talentDeveloping talentDeveloping talentBacks the development of potential; gives feedback, delegates, coaches and enables accelerateddevelopment.


3.73.03.0

4.35.05.0

3.8*

3.5*

3.5

3.9

4.0

Skilfully supports others’ development; knowswhat is important to each person and tailors theirefforts to individual needs 3.0 5.0 3.8* 3.5* 3.8 3.7 4.0

Takes a risk on others to accelerate their growthand development 3.0 4.0 3.7 3.0 3.5 4.0 4.0

Is creative and resourceful in fully leveraging theavailable development opportunities for the benefitof the team 5.0 5.0 3.6* 3.5 3.3 3.7 3.5

Is visibly supportive and encouraging of other’stalent and potential; expresses personal belief inthem 4.0 3.0 3.8 4.5 3.3 4.3 3.5

Knows how to attract and nurture talent; createsconditions which are attractive to talented people 4.0 5.0 3.9 3.5 3.8 3.7 4.5

Has honest conversations with people about whatthey need to do to realise their potential 3.0 4.0 3.8* 3.0 3.5 4.0 4.5

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Driving PerformanceDriving PerformanceDriving PerformanceDriving PerformanceActively manages performance at all levels, tackles performance challenges head on, gets things done.


3.84.04.0

3.7*3.04.0

3.8*

3.5*

3.6*

4.1*

4.2

Drives performance against world class standards;continually looks to achieve the exceptional 3.0 4.0 3.9* 3.0 3.8 4.0 5.0

Sets clear direction for others and establishescommon goals 5.0 4.0 3.5* 3.0 3.0* 4.3 3.5

Builds a high performance culture in whichperformance focussed feedback is expected andgiven 4.0 4.0 3.8* 3.5* 3.5 4.3 4.0

Actively facilitates others’ delivery by giving themwhat they need to succeed and tacklingorganisational blockers; sets people up forsuccess

4.0 2.0 3.9* 4.0 4.0 4.3 4.0

Willing to differentiate between high and lowperformers; will not tolerate repeatedunderperformance 3.0 3.0 3.9 4.0 3.8 4.0 4.5

Is quick to praise and acknowledge effort andachievements; is as appreciative as they aredemanding 4.0 5.0 3.8* 3.5 3.8 3.7* 4.0

John Doe

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Leading BusinessLeading BusinessLeading BusinessLeading Business

Strategic ThinkingStrategic ThinkingStrategic ThinkingStrategic ThinkingThinks ahead; can project current business state into likely future requirements. Deep understanding ofmarket trends.


3.03.04.0

4.23.03.0

3.7*

3.7*

3.5*

3.8*

3.6

Capable of strategic thinking; able to think throughvarious anticipated future states in building apicture of a way forward 4.0 4.0 3.6* 3.5 3.5* 4.0 3.0

As relevant to the strategic landscape facing thebusiness, has a deep understanding ofgeopolitical and socioeconomic trends andpatterns

3.0 5.0 3.5* 3.0 3.0 4.0 3.5

Possesses the necessary breadth and depth ofinsight into global business, regulatory and culturalpractices to bring great perspective to strategicdiscussions

1.0 4.0 3.8* 4.0 4.0 3.3 4.0

Able to formulate a coherent and compellingstrategy whilst staying well aligned with corporatevalues 2.0 3.9* 4.5 4.0 3.3 4.0

Reformulates complex issues in a way whichbrings new perspective to strategic discussions 5.0 4.0 3.4* 3.5* 3.0* 4.0 3.0

Is visionary; is prepared to be bold andimaginative in building a rich picture of the future 3.0 4.0 3.8 3.5 3.5 4.3 4.0

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Business & Market SavvyBusiness & Market SavvyBusiness & Market SavvyBusiness & Market SavvyHighly capable technically and deep insights into business levers. Close to customers and stakeholders.


3.83.03.0

3.5*4.04.0

3.7*

3.5*

3.4*

4.2*

3.8

Has a deep understanding of the business, its keylevers, its operating requirements and how itmakes/loses money 4.0 5.0 3.9* 3.5* 3.0 4.7 4.0

Views the business and its products/servicesthrough the eyes of its stakeholders andcustomers; possesses a deep insight into theirneeds and wants

4.0 4.0 3.6 3.0 3.8 3.3 4.0

Drives ‘customer-consciousness’ and product/service orientation throughout the organisation 4.0 3.0 3.8 4.0 3.8 4.3 3.5

Is well-networked in their professional community;has good visibility of what others in themarketplace are doing and thinking 3.0 4.0 3.5* 3.0 2.7* 4.3 3.5

Is commercially minded; consistently thinks aboutsustainable revenue streams, cost:value tradeoffs, staying commercially relevant, cashflow etc. 4.0 1.0 3.5* 4.0 3.0 4.3 3.5

Is personally interested in business matters; readsbusiness literature, attends events, contributes topapers and articles on business topics internallyand externally

4.0 4.0 3.8 3.5 3.8 4.0 4.0

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Business Management CapabilityBusiness Management CapabilityBusiness Management CapabilityBusiness Management CapabilityAble to manage and grow a profitable/successful business; skilled with budgets, regulation, delegatedauthority etc.


3.04.03.0

4.55.05.0

3.7*

3.2

3.5*

4.0*

3.9

Has deep experience managing a P&L, workingwithin budgets and forecasting/business planning 3.0 4.0 3.7* 3.0 3.5 4.0 4.0

Fully understands the organisational infrastructure(e.g. the people, reporting lines, responsibilities,systems, processes, policies etc.) required to runa sustainable enterprise

4.0 5.0 3.5* 3.0 3.0* 4.0 3.5

Maintains tight control on deliverables; quicklyintervenes if things look to be running off-course 2.0 5.0 3.6* 3.0 3.0 4.3 3.5

Quickly establishes key commercial priorities indealing with operational matters 3.0 5.0 3.9* 3.0 4.0 4.0 4.0

Gets things done through the right people in theorganisation; knows who to ask and how to keepthem on point 3.0 3.0 3.9 4.0 3.8 4.0 4.5

Creates a culture with a clear focus on operationalexcellence and commercial results; is pragmaticand focussed in delivery 3.0 5.0 3.8* 3.0 3.8 3.7* 4.0

John Doe

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Problem solving, Intellect and Common-senseProblem solving, Intellect and Common-senseProblem solving, Intellect and Common-senseProblem solving, Intellect and Common-senseIncisively examines issues, reduces complexity, synthesises data and applies common sense to problems.


3.53.03.0

3.34.05.0

3.9*

4.0

3.7*

4.1

4.2

Confronts problems directly; does not delay ordefer but instead takes timely corrective action 4.0 4.0 3.8 4.0 3.3 4.0 4.0

Gets to the heart of problems with speed andincisiveness; cuts through the key issues 1.0 2.0 3.9* 4.0 3.8 4.0 5.0

Is able to process complex data at speed and withaccuracy; is a clear thinker 4.0 4.0 3.8 4.0 3.5 4.0 4.0

Synthesises data effectively; pulls togetherdisparate data and reaches meaningfulconclusions 4.0 4.0 4.1 4.0 4.0 4.3 4.0

Shows excellent judgement when reviewing dataand evaluating options; weighs things upappropriately and applies sound common-sense 4.0 4.0 4.2 4.5 4.0 4.0 4.5

Understands commonly occurring judgementbiases (e.g. group think, risky shift, cognitivedissonance, sunk investment etc.) and takes stepsto think problems through more objectively

4.0 2.0 3.5* 3.5 3.3 4.3 3.5

John Doe

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Decision-makingDecision-makingDecision-makingDecision-makingPrepared to commit to firm decisions even on the most complex and difficult topics; exceptional judgement.


4.03.03.0

3.5*4.04.0

3.8*

3.8*

3.5*

4.1

3.8

Thinks through the potential knock-ons anddecision impact when evaluating options 3.0 5.0 3.8* 4.0 3.0 4.0 4.0

Shows good decision-making judgement inknowing when to prioritise speed overdeliberation, or vice versa; makes maturejudgements about when to move forward and

4.0 3.0 3.8 4.0 3.8 4.0 4.0

Even under pressure, is not derailed or distractedby ambiguity or missing data; is prepared toaccept when the available data is as good as it isgoing to get

4.0 4.0 3.8 4.0 3.5 4.0 3.5

Prepared to make the right decision even if theyare in the minority; is prepared to be unpopular 5.0 5.0 3.6* 3.0 2.0 4.3 4.0

Even on the most complex of issues, commits tofirm decisions and ‘stands-by’ these withconviction and determination 4.0 3.0 3.7* 3.0 3.8 4.0 4.0

Recognises when circumstances warrant achange of direction; prepared to update decisionswhen appropriate 4.0 1.0 3.8* 4.5 4.0 4.3 3.5

John Doe

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Planning & OrganizingPlanning & OrganizingPlanning & OrganizingPlanning & OrganizingDeeply organised, structured and planned in approach. Makes efficient use of available resources.


4.04.04.0

4.24.04.0

3.8*

3.9*

3.5*

3.7*

4.1

Quickly identifies key milestones and criticalpaths; breaks objectives down into manageablephases 4.0 3.0 3.8 4.0 3.5 4.0 4.0

Thinks ahead; anticipates and plans around likelyobstacles and/or interdependencies 4.0 4.0 3.6* 3.5* 3.3 4.0 3.5

Is planned and organised in their approach towork; establishes priorities and sticks to these 4.0 5.0 3.9 4.0 3.5 3.7 4.5

Maintains an effective level of oversight overproject delivery; keeps an appropriate distancewhilst ensuring delivery is achieved 4.0 4.0 3.6* 4.0 3.5 3.0* 4.0

Puts the right people to work on the right tasks;fully leverages the available resources 3.0 5.0 4.2 4.5 4.0 3.7 4.5

Revises and updates plans in light of changingcircumstances; builds in contingency 5.0 4.0 3.8 3.5 3.5 4.0 4.0

John Doe

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There are a number of unproductive behaviours which can block, stall or otherwise derail a career. Taken to an extreme, any one blocker & derailer on its own has the potential to have these career impacting consequences. Whilst there is no one predictive model which works across cultures and organisations, the fewer blockers and derailers you have the less at risk you are. Each organisation will have its own tolerances; its culture will determine this to a large extent. Equally however, an organisations’ current climate and operating environment will further influence what behaviours are tolerated and which will not be. Being aware of your risk profile empowers you to be more vigilant in those situations which you recognise as your triggers.

Please note: in this section, lower ratings suggest lower risk. The higher the rating, the more frequently you are perceived to show or be at risk of showing the related behaviour. Any highlighted scores should be regarded as potentially important areas to reflect on. Those highlighted in red should be considered closely.

Behaviour Summary

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Key:

54321

Very oftenOftenSometimesRarelyNot at all

Your perception of the frequency of this (or related) behaviour being shown

Potential Stumbling BlocksPotential Stumbling BlocksPotential Stumbling BlocksPotential Stumbling Blocks

Conscientiousness gone wrongConscientiousness gone wrongConscientiousness gone wrongConscientiousness gone wrongAccepts too much responsibility, notrealising when enough is enough;perfectionistic and ‘in the weeds’.

4.0 2.3 3.4 3.8 3.2 2.8 4.9

Storm forceStorm forceStorm forceStorm forceOverly aggressive, tough, insensitive,unappreciative and demanding; gets thingsdone but bruises along the way.

3.5 3.3 3.4 3.9 3.0 2.6 4.8

Me, me, meMe, me, meMe, me, meMe, me, meOverly self-orientated and excessively self-confident. Charming manipulative with asense of entitlement.

3.8 3.3 3.4 3.8 3.0 2.7 4.8

Hot or coldHot or coldHot or coldHot or coldTemperamental and easily rattled, upset orderailed. Can be volatile, impulsive, quick totemper and show irritation.

4.3 1.8 3.3 3.8 2.9 2.6 4.8

Risk AttitudeRisk AttitudeRisk AttitudeRisk AttitudeLow risk intelligence; excessively risk takingor risk avoidant. Low ambiguity tolerancewith rigidly held views.

3.3 3.5 3.5 4.0 3.4 2.8 4.6

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Conscientiousness gone wrongConscientiousness gone wrongConscientiousness gone wrongConscientiousness gone wrongAccepts too much responsibility, not realising when enough is enough; perfectionistic and ‘in the weeds’.


4.0

2.3

3.4

3.8

3.2

2.8

4.9

Regularly takes on too much and puts in toomany hours; finds it hard to and/or choosesnot to say “no” 4.0 2.0 3.2 4.0 3.3 2.0 4.5

Levels of diligence and perfectionism oftenexceed what is required

4.0 1.0 3.1 3.5 2.3 3.0 5.0

Is too emotionally invested in their work, lacksperspective and life balance much of the time

4.0 4.0 3.6 3.5 3.5 2.7 5.0

Quietly resentful of the excessive demandsbeing placed on them; suffers in relativesilence 4.0 2.0 3.8 4.0 3.8 3.3 5.0

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Storm forceStorm forceStorm forceStorm forceOverly aggressive, tough, insensitive, unappreciative and demanding; gets things done but bruises alongthe way.


3.5

3.3

3.4

3.9

3.0

2.6

4.8

Gets things done at the expense of people’sfeelings along the way; insensitive, ruthlessand tough in their dealings with others 4.0 3.0 3.2 3.5 3.0 2.3 4.5

Demanding and unappreciative of others,lacks empathy or concern for others; appearsnot to care 4.0 5.0 3.5 4.0 2.5 2.7 5.0

Is arrogant and/or dictatorial in approach; doesnot engage with people and often leaves a trailof damaged relationships and unresolvedconflict

3.0 2.0 3.2 4.0 3.3 2.0 4.5

Adopts a bullying style, in particular undertimes of stress

3.0 3.0 3.7 4.0 3.3 3.3 5.0

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Me, me, meMe, me, meMe, me, meMe, me, meOverly self-orientated and excessively self-confident. Charming manipulative with a sense of entitlement.


3.8

3.3

3.4

3.8

3.0

2.7

4.8

Regularly dismisses others’ views andopinions (e.g. talks over, fails to consult etc.);appears not to value other’s input 4.0 2.0 3.0 3.5 2.5 2.3 4.5

Lacks humility; is overly self-promoting andappears to feel superior to others

3.0 2.0 3.3 4.0 3.0 2.7 5.0

Over-estimates own capabilities; lacks insight

3.0 5.0 3.6 4.0 3.0 3.0 5.0

Puts themselves in a good light wheneverpossible; takes on the glamorous/high profilework and/or fails to credit others 5.0 4.0 3.6 3.5 3.5 2.7 4.5

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Hot or coldHot or coldHot or coldHot or coldTemperamental and easily rattled, upset or derailed. Can be volatile, impulsive, quick to temper and showirritation.


4.3

1.8

3.3

3.8

2.9

2.6

4.8

Is temperamental and volatile; moody anddifficult to ‘read’ at times

4.0 2.0 3.2 4.0 3.0 2.3 4.5

Under even modest stress and pressurebehaves emotionally and judgement/composure suffers as a result 4.0 1.0 3.2 3.5 2.5 3.0 5.0

Is quick to temper and show irritation; can behard to please at times

5.0 1.0 3.1 3.5 2.5 2.7 4.5

Often reacts emotionally to situations; finds itdifficult to remain even-tempered

4.0 3.0 3.5 4.0 3.5 2.3 5.0

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Risk AttitudeRisk AttitudeRisk AttitudeRisk AttitudeLow risk intelligence; excessively risk taking or risk avoidant. Low ambiguity tolerance with rigidly heldviews.


3.3

3.5

3.5

4.0

3.4

2.8

4.6

Is too quick to see things in extreme; is ‘blackor white’ and ambiguity intolerant in theirapproach 3.0 2.0 3.2 4.0 3.5 2.0 4.5

Is not risk intelligent; fails to weigh up risks ontheir own merits but is consistently excessivelyrisk-taking or risk avoidant 3.0 4.0 3.6 4.0 3.5 2.7 5.0

Has a number of rigidly held beliefs and viewswhich impact on business decisions but,despite contra-evidence, is unwilling to shift; isnot intellectually agile

3.0 3.0 3.8 4.0 4.0 3.3 4.5

Fails to learn from mistakes; has low learningagility

4.0 5.0 3.5 4.0 2.8 3.0 4.5

John Doe

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These comments have been copied unedited. They are split out by rater group to protect anonymity.

Open Text FeedbackOpen Text FeedbackOpen Text FeedbackOpen Text Feedback

What are this individual’s greatest areas of strength and leadership capability?What are this individual’s greatest areas of strength and leadership capability?What are this individual’s greatest areas of strength and leadership capability?What are this individual’s greatest areas of strength and leadership capability?

Manager 'He is brilliant at defining strategies.'

SeniorStakeholders

'He holds it together under pressure and able to manage the team effectivelydespite the pressure we experience. He also is great at developing strategies andpulling us to that goal.'

Peers 'Effectively manages timecard processing, schedules work appropriately, and setsperformance expectations to reach and exceed departmental goals. '

'John has a positive influence on most people. he empowers them to reach goals.'

'He strives to provide for his team a healthy work-life balance and maintainperspective in light of constantly changing priorities'

'Listens openly and encourages feedback while creating and maintaining aninclusive work environment.'

Direct Reports 'He defines, delegates, and directs work in a flexible manner'

'He engages team in setting specific, measurable goals as well as concreteoutcomes.'

'John is effective when it come to brining strategies to life.'

Others 'He makes sure the team does not get bogged down in analysis paralysis. He alsoplans, prioritizes, and executes in light of budget guidelines and constraints.'

'He is very technically savvy and encourages innovation thinking'

John Doe

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Open Text FeedbackOpen Text FeedbackOpen Text FeedbackOpen Text Feedback

What are this individual’s greatest areas of development need?What are this individual’s greatest areas of development need?What are this individual’s greatest areas of development need?What are this individual’s greatest areas of development need?

Manager 'He needs to be more aware of the emotional impact his lack of listening andtolerance can have on some people.'

SeniorStakeholders

'His insight into others could be worked on. I would encourage him to look into whatit means to harness diversity in the team.'

Peers 'He could work on effective listening.'

'He has some degree of authenticity. However, that could be an area ofdevelopment.'

'He is able to listen but I believe that his listening capacity could be improvedfurther by giving undivided attention. For the moment, the listening is done in apassive way and not engaging at all.'

'He could work on improving his confidence.'

Direct Reports 'He would benefit from enhancing his listening skills.'

'He could work on his self-awareness. '

'He can come across as arrogant at times. A bit of humility would be welcome.'

Others 'He should work on accepting that individuals have preferences in their way ofworking and show more tolerance to these differences.'

' I believe he needs to work on his coaching skills and mainly work on the listeningskill.'

John Doe

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Where your raters have chosen to provide additional feedback on a specific behavioural question it will be copied, unedited, below, split out by rater group to preserve anonymity. Not all respondents chose to provide this additional feedback. Nothing will be shown below if no such feedback has been provided.

Behaviour Specific FeedbackBehaviour Specific FeedbackBehaviour Specific FeedbackBehaviour Specific Feedback

Behaves with poise and leader-like tact and at all times; recognises their role-model responsibilitiesBehaves with poise and leader-like tact and at all times; recognises their role-model responsibilitiesBehaves with poise and leader-like tact and at all times; recognises their role-model responsibilitiesBehaves with poise and leader-like tact and at all times; recognises their role-model responsibilities

Manager 'John has the capacity of practising self-management and resilience during timesof stress.'

Sets clear direction for others and establishes common goalsSets clear direction for others and establishes common goalsSets clear direction for others and establishes common goalsSets clear direction for others and establishes common goals

Self 'I believe this is one of my key strengths based on the feedback received. '

John Doe

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It is important to be clear about the context for your development (e.g. your career ambitions) in order that you have a frame of reference for deciding on the relative priority of your development action plan.

• Avoid trying to change too much all in one go; think about what is important and prioritise.

• Where are the “quick wins”? These may be strengths to further capitalise on or ‘easy’ developmental changes.

• Be clear about what is at the heart of the development topic; Is it that you need to develop your motivation to behave in a particular way, your confidence in some respect, some aspect of technical knowledge or know-how or is it more about how you do things; your behaviour?

• Remember that development mainly comes through challenging, focussed experiences (e.g. Job expansion, New Role, Delegation, Exposure, ‘Fix-its’, Start-ups, Special Projects, Community Projects, Secondments etc.) rather than through training or courses per se. Look for developmental challenges where success and failure are both possible, where you are required to work without formal authority, where there is high ambiguity/variety, where you will be visible and where something important is missing.

Development planning guideDevelopment planning guideDevelopment planning guideDevelopment planning guide

John Doe

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Strength

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John Doe

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360° - benchmarking leadership · 3 direct reports 2 others 13 all contributors john doe 1. ......

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