pol leadership report - new

8/2/2019 Pol Leadership Report - New

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Profiling Online Leadership 360-degree survey

Job Holder: Sam Sample

Date: 1st January 2012


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WHATS IN THIS REPORT

Your Leadership Competency Assessment report provides with you a comprehensivebreakdown of your demonstrated performance, including;

How to Interpret This Report: A breakdown of how to use this report, response categories and

scales, who responded to your assessment and how they are related to you.

Summary Circumplex: Your Leadership Competency Circumplex a summary view of yourassessment, your self-ratings and how they compare to the average of all others.

Detailed Competency Breakdowns:A more comprehensive visual and numeric outline of yourdetailed assessment results. The assessment is divided into overall groups and their associatedbehaviours.

Highest and Lowest Rated Statements: These are your 5 highest and 5 lowest scoringstatements.

Unknown Strengths and Weaknesses: This area outlines behaviours that you perceiveyourself as significantly more or less capable than your rater group perceives you.

Importance by Rating: This area outlines your performance compared to your managersperception of how important each behaviour is to your current role, and compares yourmanagers perception of importance to your overall performance.

Comments: Each of your raters was asked a number of open ended questions about youroverall strengths and development opportunities.

HOW TO INTERPRET THIS REPORT

This report summarises your performance as perceived by people you work with.Their feedback provides you with a rich insight into your overall strengths and areas fordevelopment. The report summarises feedback from a number of different 'raters', including;

Participants Abbreviation Participant TypeSam Sample JH Job Holder

Tom Power PM ManagerKim Smith, Leah Franks, Gary Kelly DR Direct ReportRon Pickering, Lynne Barrett, Shayne Howson PR PeerSarah Chiu, Bob Dean, John Lowe CT Client

Frequency Description Importance DescriptionN/A No Opportunity to Observe 1 Not RelevantID Infrequently Demonstrates 2 Somewhat RelevantSD Sometimes Demonstrates 3 Very RelevantFD Frequently Demonstrates 4 EssentialCD Consistently Demonstrates


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CIRCUMPLEX SUMMARY

The Overall Circumplex Summary offers an overview of your ratings in each competency and compares yourratings against those of your rater group.

This summary view will help you to identify your overall strengths and development opportunities, in addition tohighlighting gaps between self and others ratings.

Each of these competencies is broken down into detail throughout this report. The shaded areas represent theaverage of all rating excluding self, the black line represents self ratings.


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STRATEGIC LEADERSHIP

Strategic Leadership includes the competencies 'Strategic

Thinking/Future Orientation', 'Developing Organisational Talent','Establishing Strategic Direction' and 'Strategic Planning and Vision'

JobHolder Client

PrimaryManager

DirectReport Peer

Strategic Planning andVision

Establishing StrategicDirection

Developing OrganisationalTalent

Strategic Thinking / FutureOrientation


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STRATEGIC LEADERSHIP

Self AVG CL PM DR PR Range

Strategic Planning and Vision 3.4 3.2 3.0 2.8 3.4 3.4 1 2 3 4

I have a clear vision of what I expect my team to achieveover the next three years.

3.0 3.0 2.0 2.0 3.5 4.0

The people who work for me know and are able to definethe long-term objectives of the organisation.

3.0 3.0 3.0 2.0 3.0 4.0

Everyone in my team knows and follows their cross-functional roles in ensuring that we achieve our strategicobjectives.

4.0 3.6 4.0 4.0 3.5 3.0

I involve all members of my team in strategic planninganalysis activities.

4.0 3.2 3.0 3.0 3.5 3.0

I base my strategic planning on the corporate missionstatement.

3.0 3.2 3.0 3.0 3.5 3.0


Establishing Strategic Direction 1.5 3.5 3.3 3.3 3.6 3.5 1 2 3 4

When establishing a course of action any logicalassumptions that I make, turn out to be correct.

1.0 3.0 2.0 3.0 3.0 4.0

Strategic goals that I set are achieved within theavailable timeframe.

2.0 3.4 3.0 3.0 4.0 3.0

I have reliable systems in place that ensure I receive allthe relevant information I need to achieve businessimprovement.

2.0 3.6 4.0 4.0 3.5 3.0

When I identify a business trend I have sufficient data toreport on its implications.

1.0 3.8 4.0 3.0 4.0 4.0


Developing Organisational Talent 2.8 2.0 2.3 1.8 2.1 1.7 1 2 3 4

I involve members of my team in objectively assessingtheir own development needs.

3.0 2.0 2.0 2.0 2.0 -

I am able to establish the competencies required by theholder of any job.

2.0 1.8 3.0 1.0 1.5 2.0

Even if my team has a heavy workload, I ensure that allteam members follow a programme of personaldevelopment activities.

3.0 2.2 2.0 2.0 2.5 2.0

As a result of coaching my team members, I amcontinually able to give them greater responsibilities.

3.0 2.0 2.0 2.0 2.5 1.0


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BUSINESS LEADERSHIP

Business Leadership includes the competencies 'Adaptability','Collaboration', 'Decision Making' and "Managing Performance'

JobHolder Client

PrimaryManager

DirectReport Peer

Managing Performance Decision Making Collaboration Adaptability


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BUSINESS LEADERSHIP


Managing Performance 3.5 2.4 2.0 2.0 2.5 3.0 1 2 3 4

My team members habitually achieve the targets that Iagree with them

4.0 1.8 1.0 1.0 2.5 2.0

My team and I regularly review progress towardsachievement of their targets

4.0 3.2 3.0 3.0 3.5 3.0

Performance reviews that I conduct result in action plansthat my staff are committed to achieving

3.0 2.2 2.0 2.0 2.0 3.0

I have systems in place to track my teams performanceand achievements

3.0 2.4 2.0 2.0 2.0 4.0


Decision Making 3.0 2.8 3.0 2.8 3.1 2.3 1 2 3 4

I involve team members in making decisions that affectthe team

2.0 2.2 2.0 3.0 2.5 1.0

I define problems and issues clearly and examinealternatives before making decisions

3.0 3.4 4.0 3.0 4.0 2.0

If my decision is needed, I make it without delay 3.0 2.6 3.0 2.0 3.0 2.0

Before making a decision that affects my own work, Imake time to discuss its possible implications with

anyone who might be affected

4.0 3.2 3.0 3.0 3.0 4.0


Collaboration 2.5 2.8 2.8 3.3 2.6 2.5 1 2 3 4

I consult with key stakeholders when I plan and managea project

2.0 3.4 3.0 4.0 3.5 3.0

Before I determine a course of action I consider how itwill affect others

3.0 2.6 2.0 3.0 3.0 2.0

I promote co-operation and collaboration of efforts withinthe team and across functions

3.0 2.4 3.0 3.0 2.0 2.0

I ensure that my team understands the relationship ofthe teams roles and objectives, and those of otherteams

2.0 2.6 3.0 3.0 2.0 3.0


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PEOPLE LEADERSHIP

People Leadership includes the competencies 'Communicating','Influencing', 'Leadership' and 'Ability to Coach and Council Staff'

JobHolder Client

PrimaryManager

DirectReport Peer

Ability to Coach and Counsel Staff Leadership Influencing Communicating


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PEOPLE LEADERSHIP


Ability to Coach and Counsel Staff 3.7 2.8 3.0 3.0 2.6 2.8 1 2 3 4

I spend time coaching my staff so that they contributefully to the team effort.

- 3.0 4 .0 2.0 3.0 3.0

I get people to discuss their problems frankly with me sothat we can agree some positive solutions.

4.0 3.4 3.0 4.0 3.0 4.0

I discuss work performance issues with staff as soon asthey arise rather than delay until later.

4.0 2.6 3.0 3.0 2.5 2.0

My team and I regularly review progress towardsachievement of their targets.

3.0 2.2 2.0 3.0 2.0 2.0


Leadership 3.6 1.8 1.6 2.2 1.6 2.0 1 2 3 4

I ensure that team members understand how theirindividual and team goals contribute to the corporatebusiness plan.

4.0 2.0 1.0 3.0 2.0 -

I regularly review with my team our progress towardsachieving our team goals and objectives.

4.0 1.6 2.0 1.0 2.0 1.0

I encourage others to assume leadership roles whenappropriate to the situation.

3.0 2.4 2.0 3.0 2.0 3.0

I role model high people values on a day-to-day basis. 3.0 1.6 2.0 2.0 1.0 2.0

I take total personal responsibility for delivering thepromises I have made.

4.0 1.4 1.0 2.0 1.0 2.0


Influencing 3.0 3.2 3.4 3.4 2.8 3.6 1 2 3 4

If I am relying on a colleague to enable me to meet mycommitments, I make sure that what I am asking for iswithin that person's capability.

3.0 3.2 4.0 3.0 2.5 4.0

Colleagues accept proposals that I put forward. 3.0 3.4 3.0 4.0 3.0 4.0

I anticipate and manage the concerns of others toachieve desired results.

2.0 3.8 4.0 4.0 3.5 4.0

I identify the appropriate time to raise issues to maximisebuy-in and minimise resistance.

3.0 2.8 3.0 3.0 2.5 3.0

I create an atmosphere of mutual respect andconfidence where diversity (e.g. differing personalitystyles, ideas and views, ethnicity, etc.) is valued.

4.0 2.8 3.0 3.0 2.5 3.0


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HIGHEST RATED STATEMENTS

Your 5 highest rated statements as per the average of all raters excluding self are listed below. Targeted tips for leveragingthese strengths are outlined later in this report.

LOWEST RATED STATEMENTS

Your 5 lowest rated statements as per the average of all raters excluding self are listed below. Targeted tips for developingthese weaknesses are outlined later in this report.


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UNKNOWN STRENGTHS

Unknown Strengths are identified where your rater group (excluding self) rated you significantly higher than you ratedyourself.

UNKNOWN WEAKNESSES

Unknown Weaknesses are identified where your rater group (excluding self) rated you significantly lower than you ratedyourself.


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IMPORTANCE

The table below outlines how important each of the competencies are to your role, as determined by your manager and byyourself. This information is useful when prioritising development activities or identifying gaps in perceived importance.


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IMPORTANCE BY RATING

The table below compares the importance of each competency to your actual performance. This should be taken intoconsideration when prioritising and planning your development activities.

Importance:

Less Important attributes are those ranked as either Not Relevant or Somewhat Relevant by your manager.

More Important attributes are those ranked as either Very Relevant or Essential by your manager.Performance:

Lower Performance is where the average of all raters excluding self was 2.5 or lower

Moderate Performance is where the average of all raters excluding self was greater than 2.5 but less than 3.5

Strong Performance is where the average of all raters excluding self was 3.5 or higher


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DEVELOPMENT TIPS FOR YOUR HIGHEST RATED STATEMENTS

Suggested ways to develop and leverage your highest rated statements are listed below


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