executiveview360 profile for: chris sample envisia learning · executiveview360 profile for: chris...

EXECUTIVEVIEW360

ExecutiveView360 Profile for:Chris Sample

Envisia Learning

May 2 2013

© 2013 Envisia Learning, Inc.This feedback report should not be used as the sole source of information concerning personnel actions including promotion, salary review, or termination.

Envisia LearningReport for Chris Sample

EXECUTIVEVIEW360May 2 2013 1

Summary Feedback Report

IntroductionThis Feedback Report provides you information about how you are perceived on the 22 job relevant competencies of ExecutiveView360.

This Feedback Report summarizes information from questionnaires completed by the following number and type of raters:

Self 1

Manager 1

Peer 2

Direct Report 2

Team Member 2

This Feedback Report gives you:

Competency DefinitionsSelf Awareness SummaryCompetency Group SummaryCompetency SummaryMost Frequent / Least Frequent BehaviorsOpen Ended Comments



All Invited Raters

Chris Sample Self

Sam Jones Manager

Ed Smuthe Peer

Judy Wong Peer

Fred Ecker Direct Report

Wally Moon Direct Report

Wanda Poon Team Member

Sally Sampson Team Member



Competency Definitions

Performance Leadership

Visionary LeadershipDevelops a clear direction and "picture" for the future of the business. Creates a long term, big picture view of the business. Changes established thinking. Createsa climate that supports future based thinking, analysis, and decision-making.

Drive for ResultsFocuses on bottom-line results and achievement of goals. Sets and pursues aggressive business goals. Monitors and addresses team and organizationalperformance issues.

Technological LeadershipUnderstands and drives the strategy to use technological tools, instruments, and communications of the highest technological advances. Allocates financial andhuman resources to acquire and utilize the most appropriate technologies in information, communication and operational systems for competitive advantage.

Financial LeadershipUnderstands and applies key financial information in the development of strategy, allocation of resources, capital expenditures, and overall corporatedecision-making. Effectively allocates resources through the development and analysis of income and expense budgets. Able to analyze the numbers associatedwith financial statements and balance sheets.

Cross-Functional LeadershipMaximizes value by ensuring that all decisions and practices add superior value. Effectively builds cross-functional capabilities through strategic alliances.Effectively encourages cross-functional partnerships in achieving corporate goals.

Depth of Industry KnowledgeIs a consummate consumer of industry information. Frequently attends seminars, conferences, classes, and other educational opportunities to deepen industryknowledge. Teaches (shares) with others information, knowledge, and industry best practices.

Political LeadershipUnderstands the dynamics of political systems and power relationships within the organization. Strategically asserts political power and influence to achieveorganizational goals and objectives. Fosters a culture that minimizes the negative aspects of political infighting.

Strategic Problem AnalysisAnalyzes situations, identifies alternative solutions, and develops specific actions; Gathers and utilizes available information in order to understand and solveorganizational issues and problems.



Competency Definitions Continued

Decision MakingMakes high quality decisions when required. Thinks and plans strategically.

Change Leadership

Entrepreneurial LeadershipSeeks opportunities to expand existing businesses. Take strategic risks in entering new markets, developing new products, and funding new business ventures.

Driving Strategic DirectionIdentifies and communicates achievable organizational strategies and initiatives. Identifies potential risks and opportunities to achieve business goals andobjectives.

Driving ChangeDrives innovation and change. Creates and inspires innovative ideas, technologies and processes. Values and creates opportunities for innovative thinking thatleads to the development of new products or services. Understands the need to allocate time, energy, and financial resources to creating a culture of innovation.

Interpersonal Leadership

Building Strategic RelationshipsInitiates and cultivates strategic internal and external networking relationships that foster both individual and organizational goals. Builds and maintains effectiveand collaborative relationships with diverse stakeholders.

Empowering OthersInspires extraordinary performance by fostering empowerment. Motivates others to achieve superior business performance by supporting autonomy andindependence. Supports risk taking and innovation.

Team BuildingCreates and develops motivated, cohesive, and high performance teams.

Interpersonal EffectivenessManages interpersonal relations in a cooperative, sensitive and collaborative manner. Seeks to listen and understand diverse viewpoints; Expresses sensitivityand empathy towards others.




Communication/ PresentationPresents individual and organizational viewpoints to groups in a clear and persuasive manner. Able to express written and oral thoughts in a clear and concisemanner.

Influence/NegotiationNegotiates and effectively resolves interpersonal differences with others. Utilizes appropriate interpersonal styles and approaches in facilitating a group towardstask achievement.

Coaching/Talent DevelopmentAttracts, selects, and retains talent. Effectively coaches, trains and develops others.

Personal Leadership

Self-DevelopmentManage one's own time, energy and abilities for continuous personal growth and maximum performance.

Adaptability/FlexibilityMaintains balance and performance under pressure and stress. Effectively copes with ambiguity and change in a constructive manner.

Engenders TrustActs with courage. Confronts difficult issues and takes constructive and responsible action. Acts with integrity. Displays honesty and candor.




FREQUENCY RATING SCALE

1 = To an Extremely Small Extent

2 = To a Very Small Extent

3 = To a Small Extent

4 = To a Moderate Extent

5 = To a Large Extent

6 = To a Very Large Extent

7 = To an Extremely Large Extent

NA = Not Observable or Not Applicable



Self-Awareness Index Introduction

INTRODUCTION

Research suggests that accurate self-awareness about one's strengths and potential areas of development is important for effective job performance andsuccess. The Self-Awareness Index provides a way for you to compare your own self-ratings to those of your raters (e.g. supervisor, direct reports,peers, etc.) on the critical competencies measured by ExecutiveView360.

The scores for all your raters have been averaged together and are compared to your own self-ratings and graphically displayed in one of the fourquadrants shown below. The Self-Awareness Index can be categorized in four distinct ways:

Potential Strengths - the competencies represented in this quadrant are those that were rated higher by your rater groups than your own selfratingsConfirmed Strengths - the competencies represented in this quadrant are those that were rated high by yourself and other rater groupsPotential Development Areas - the competencies represented in this quadrant are those that were rated lower by your rater groups than your ownself ratingsConfirmed Development Areas - the competencies represented in this quadrant are those that were rated low by yourself and other rater groups

High

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Potential Strengths Confirmed Strengths

Confirmed Development Areas Potential Development AreasOTH

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Low HighSELF RATINGS

HOW TO USE YOUR SELF-AWARENESS INDEX

First, examine the specific competencies that fall into each of these four quadrantsNext, explore the themes of these competencies to see how they may or may not be logically related to each other. It's important to continue toleverage those competencies that are categorized as Confirmed or Potential StrengthsFinally, consider ways to enhance skills and effectiveness in those competencies categorized as Confirmed or Potential Development Areas



Self-Awareness IndexSelf - All Raters (N = 7)

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Low HighSelf Rating

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Confirmed StrengthsPotential Strengths

Confirmed Development Areas Potential DevelopmentAreas

Average Scores

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Confirmed Development AreasA. Visionary Leadership 4.67 3.76B. Drive for Results 3.33 4.29C. Technological Leadership 4.67 3.67D. Financial Leadership 3.00 3.38E. Cross-Functional Leadership 2.00 4.00F. Depth of Industry Knowledge 3.33 3.62G. Political Leadership 4.00 4.48I. Decision Making 3.67 3.81J. Entrepreneurial Leadership 4.33 4.29K. Driving Strategic Direction 3.00 3.81L. Driving Change 4.00 4.29M. Building Strategic Relationships 3.67 3.90N. Empowering Others 4.33 3.33O. Team Building 4.33 3.71P. Interpersonal Effectiveness 2.67 3.76Q. Communication/ Presentation 3.33 4.19R. Influence/Negotiation 3.67 3.67S. Coaching/Talent Development 4.00 4.37T. Self-Development 2.67 4.29U. Adaptability/Flexibility 3.00 3.86V. Engenders Trust 3.33 4.43

H

Potential Development AreasH. Strategic Problem Analysis 6.00 4.43



Self-Awareness IndexSelf - Peer (N = 2)

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Low HighSelf Rating

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Self-Awareness IndexSelf - Direct Report (N = 2)

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Self-Awareness IndexSelf - Team Member (N = 2)

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Low HighSelf Rating

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Potential StrengthsT. Self-Development 2.67 5.50

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Confirmed Development AreasA. Visionary Leadership 4.67 2.33B. Drive for Results 3.33 3.67C. Technological Leadership 4.67 2.50D. Financial Leadership 3.00 2.83E. Cross-Functional Leadership 2.00 2.67F. Depth of Industry Knowledge 3.33 3.83G. Political Leadership 4.00 4.17I. Decision Making 3.67 4.50J. Entrepreneurial Leadership 4.33 4.17K. Driving Strategic Direction 3.00 3.67L. Driving Change 4.00 3.83M. Building Strategic Relationships 3.67 3.50N. Empowering Others 4.33 2.83O. Team Building 4.33 4.00P. Interpersonal Effectiveness 2.67 4.17Q. Communication/ Presentation 3.33 4.83R. Influence/Negotiation 3.67 3.50S. Coaching/Talent Development 4.00 4.30U. Adaptability/Flexibility 3.00 4.00V. Engenders Trust 3.33 4.00

H




Competency Group Introduction

Competency Group Bar Graphs

Each ExecutiveView360 bar graph compares your self ratings to those of the other rater groups across 4 competency groups:

Performance LeadershipChange LeadershipInterpersonal LeadershipPersonal Leadership

How to Interpret Your Graphs

The bar graphs that follow compare your perceptions to those of other rater groups using average scores for each of the 4 ExecutiveView360 competencygroups. Each rater group category and scores will be shown separately on the graphs with the actual raw score averages and number of raters shown onthe right side. The thin line within each bar graph provides the range of scores for each rater group. The competency groups are presented in descendingorder based on the average scores of all raters.

Differences of one-half a point or more by the different rater groups might suggest important perceptual differences. Each ExecutiveView360 graph is easyto understand and interpret. You and your respondents were asked to rate the observed behaviors using the following 7-point scale:

On the bar graphs that follow, the frequency ratings are indicated as shown below:

1 To an Extremely Small Extent2 To a Very Small Extent3 To a Small Extent4 To a Moderate Extent5 To a Large Extent6 To a Very Large Extent7 To an Extremely Large ExtentNA Not Observable or Not Applicable



Competency Group Introduction Continued

Avs "Avs" is the average score and corresponds with the bar length.

N "N" shows the number of respondents who answered the questions in this competency group.

NR "NR" means no people from a particular rater group have responded.

AP "AP" means anonymity protection i.e., if fewer than a specified minimum number of people from a particular rater group have responded, the scoreis not shown to protect anonymity.



Competency Group Summary

Personal Leadership Avs NSelf 3.00 1Manager 4.78 1Peer 4.11 2Direct Report 3.67 2Team Member 4.50 2

Average 4.19 7

1 2 3 4 5 6 7

Change Leadership Avs NSelf 3.78 1Manager 4.33 1Peer 3.83 2Direct Report 4.56 2Team Member 3.89 2

Average 4.13 7

1 2 3 4 5 6 7

Performance Leadership Avs NSelf 3.85 1Manager 4.44 1Peer 3.94 2Direct Report 4.19 2Team Member 3.43 2

Average 3.94 7

1 2 3 4 5 6 7



Competency Group Summary Continued

Interpersonal Leadership Avs NSelf 3.74 1Manager 4.00 1Peer 4.26 2Direct Report 3.46 2Team Member 3.91 2

Average 3.89 7

1 2 3 4 5 6 7



Competency Introduction

How to Interpret Your Graphs

The bar graphs that follow compare your perceptions to those of other rater groups using average scores for each of the 22 ExecutiveView360competencies. Each rater group category and scores will be shown separately on the graphs with the actual raw score averages and number of ratersshown on the right side. The thin line within each bar graph provides the range of scores for each rater group. The competencies are presented indescending order based on the average scores of all raters.

Differences of one-half a point or more by the different rater groups might suggest important perceptual differences. Each ExecutiveView360 graph is easyto understand and interpret. You and your respondents were asked to rate the observed behaviors using the following 7-point scale:

On the bar graphs that follow, the frequency ratings are indicated as shown below:

1 To an Extremely Small Extent2 To a Very Small Extent3 To a Small Extent4 To a Moderate Extent5 To a Large Extent6 To a Very Large Extent7 To an Extremely Large ExtentNA Not Observable or Not Applicable

Avs "Avs" is the average score and corresponds with the bar length.

N "N" shows the number of respondents who answered the questions in this competency.

NR "NR" means no people from a particular rater group have responded.

AP "AP" means anonymity protection i.e., if fewer than a specified minimum number of people from a particular rater group have responded, the scoreis not shown to protect anonymity.



Competency Summary

Political Leadership Avs NSelf 4.00 1Manager 5.33 1Peer 4.17 2Direct Report 4.67 2Team Member 4.17 2

Average 4.48 7

1 2 3 4 5 6 7

Engenders Trust Avs NSelf 3.33 1Manager 4.67 1Peer 4.83 2Direct Report 4.33 2Team Member 4.00 2

Average 4.43 7

1 2 3 4 5 6 7

Strategic Problem Analysis Avs NSelf 6.00 1Manager 5.00 1Peer 4.67 2Direct Report 4.00 2Team Member 4.33 2

Average 4.43 7

1 2 3 4 5 6 7



Competency Summary Continued

Coaching/Talent Development Avs NSelf 4.00 1Manager 4.80 1Peer 4.70 2Direct Report 3.90 2Team Member 4.30 2

Average 4.37 7

1 2 3 4 5 6 7

Entrepreneurial Leadership Avs NSelf 4.33 1Manager 5.00 1Peer 4.17 2Direct Report 4.17 2Team Member 4.17 2

Average 4.29 7

1 2 3 4 5 6 7

Self-Development Avs NSelf 2.67 1Manager 3.67 1Peer 4.17 2Direct Report 3.50 2Team Member 5.50 2

Average 4.29 7

1 2 3 4 5 6 7




Driving Change Avs NSelf 4.00 1Manager 3.67 1Peer 4.50 2Direct Report 4.83 2Team Member 3.83 2

Average 4.29 7

1 2 3 4 5 6 7

Drive for Results Avs NSelf 3.33 1Manager 6.00 1Peer 4.67 2Direct Report 3.67 2Team Member 3.67 2

Average 4.29 7

1 2 3 4 5 6 7

Communication/ Presentation Avs NSelf 3.33 1Manager 3.67 1Peer 5.17 2Direct Report 2.83 2Team Member 4.83 2

Average 4.19 7

1 2 3 4 5 6 7




Cross-Functional Leadership Avs NSelf 2.00 1Manager 5.00 1Peer 4.17 2Direct Report 4.67 2Team Member 2.67 2

Average 4.00 7

1 2 3 4 5 6 7

Building Strategic Relationships Avs NSelf 3.67 1Manager 3.00 1Peer 4.83 2Direct Report 3.83 2Team Member 3.50 2

Average 3.90 7

1 2 3 4 5 6 7

Adaptability/Flexibility Avs NSelf 3.00 1Manager 6.00 1Peer 3.33 2Direct Report 3.17 2Team Member 4.00 2

Average 3.86 7

1 2 3 4 5 6 7




Driving Strategic Direction Avs NSelf 3.00 1Manager 4.33 1Peer 2.83 2Direct Report 4.67 2Team Member 3.67 2

Average 3.81 7

1 2 3 4 5 6 7

Decision Making Avs NSelf 3.67 1Manager 3.33 1Peer 3.00 2Direct Report 4.17 2Team Member 4.50 2

Average 3.81 7

1 2 3 4 5 6 7

Interpersonal Effectiveness Avs NSelf 2.67 1Manager 5.33 1Peer 3.50 2Direct Report 2.83 2Team Member 4.17 2

Average 3.76 7

1 2 3 4 5 6 7




Visionary Leadership Avs NSelf 4.67 1Manager 5.00 1Peer 3.50 2Direct Report 4.83 2Team Member 2.33 2

Average 3.76 7

1 2 3 4 5 6 7

Team Building Avs NSelf 4.33 1Manager 4.33 1Peer 4.00 2Direct Report 2.83 2Team Member 4.00 2

Average 3.71 7

1 2 3 4 5 6 7

Influence/Negotiation Avs NSelf 3.67 1Manager 2.67 1Peer 3.67 2Direct Report 4.33 2Team Member 3.50 2

Average 3.67 7

1 2 3 4 5 6 7




Technological Leadership Avs NSelf 4.67 1Manager 4.67 1Peer 3.17 2Direct Report 4.83 2Team Member 2.50 2

Average 3.67 7

1 2 3 4 5 6 7

Depth of Industry Knowledge Avs NSelf 3.33 1Manager 3.00 1Peer 4.17 2Direct Report 3.17 2Team Member 3.83 2

Average 3.62 7

1 2 3 4 5 6 7

Financial Leadership Avs NSelf 3.00 1Manager 2.67 1Peer 4.00 2Direct Report 3.67 2Team Member 2.83 2

Average 3.38 7

1 2 3 4 5 6 7




Empowering Others Avs NSelf 4.33 1Manager 3.67 1Peer 3.67 2Direct Report 3.33 2Team Member 2.83 2

Average 3.33 7

1 2 3 4 5 6 7



Most Frequent Behaviors - All Raters

The following behaviors were identified by your respondents as your most frequently demonstrated behaviors and grouped by relevant competency. Theyare rank ordered so that the first item is perceived to be your most frequently demonstrated behavior. The number of raters is shown for each rating levelof the behavior. A box indicates your own self-rating on this behavior (Note: If there is no box present for an item, it means that you did not provide ananswer between the scale 1 and 7).

These represent behaviors perceived by others as frequently practiced. As such, you should consider ways to continue leveraging these behaviors asstrengths.

Most Frequent Behaviors Competency Ave

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Communicates a vision for realizing new business ventures. Entrepreneurial Leadership 5.29 0 0 1 0 3 2 1

Writes in a clear, direct and concise manner. Communication/ Presentation 5.29 0 0 1 0 3 2 1

Generates and considers multiple solutions to a problem. Strategic Problem Analysis 5.14 0 0 1 2 0 3 1

Pursues continuous learning and self-development by exposure to newideas and perspectives.

Self-Development 5.14 0 1 1 0 1 2 2

Realistically appraises own strengths and development areas. Self-Development 5.14 0 1 1 1 0 1 3

Demonstrates sensitivity towards and actively promotes diversity in theworkforce.

Coaching/Talent Development 5.00 0 1 0 3 0 0 3



Most Frequent Behaviors - All Raters


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Effectively initiates and cultivates strategic internal alliances with boardmembers, senior managers and employees within the organization.

Building Strategic Relationships 5.00 0 0 1 2 1 2 1

Fosters internal negotiation and effective conflict resolution with others. Political Leadership 4.86 0 0 1 3 0 2 1

Regularly monitors and corrects sources of lagging individual, team andorganizational performance.

Drive for Results 4.71 1 0 1 0 1 4 0

Maintains a realistic outlook in the face of challenge and change. Adaptability/Flexibility 4.57 1 1 0 0 2 2 1

Effectively interacts with strategic internal and external stakeholders toinfluence strategy decisions.

Political Leadership 4.57 1 1 0 1 1 1 2

Demonstrates high standards of personal and professional integrity. Engenders Trust 4.57 1 0 2 0 1 1 2



Most Frequent Behaviors - Manager




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Sets and pursues aggressive business goals and targets. Drive for Results 7.00 0 0 0 0 0 0 1

Effectively interacts with strategic internal and external stakeholders toinfluence strategy decisions.

Political Leadership 7.00 0 0 0 0 0 0 1

Seeks and creates opportunities to add value within the marketplace. Entrepreneurial Leadership 7.00 0 0 0 0 0 0 1

Seeks to actively listen and understand diverse points of view. Interpersonal Effectiveness 7.00 0 0 0 0 0 0 1


Stays informed about innovations and new technologies to ensurecompetitive advantage.

Technological Leadership 7.00 0 0 0 0 0 0 1

Establishes a plan and process for developing successors. Coaching/Talent Development 7.00 0 0 0 0 0 0 1



Most Frequent Behaviors - Manager


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Attracts and builds a high performing team. Team Building 7.00 0 0 0 0 0 0 1

Demonstrates high standards of personal and professional integrity. Engenders Trust 7.00 0 0 0 0 0 0 1

Communicates a vision of the organizational future and inspirescommitment and support towards this vision from others.

Visionary Leadership 7.00 0 0 0 0 0 0 1

Transfers the necessary authority to others to ensure completion ofdelegated tasks, assignments, and projects.

Empowering Others 7.00 0 0 0 0 0 0 1



Most Frequent Behaviors - Peer




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Effectively manages the financial health of the organizations they lead. Financial Leadership 6.50 0 0 0 0 0 1 1

Generates and considers multiple solutions to a problem. Strategic Problem Analysis 6.50 0 0 0 0 0 1 1

Regularly monitors and corrects sources of lagging individual, team andorganizational performance.

Drive for Results 6.00 0 0 0 0 0 2 0

Delivers oral presentations that are persuasive, clear, and logicallyorganized.

Communication/ Presentation 6.00 0 0 0 0 0 2 0



Most Frequent Behaviors - Peer


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Seeks and develops business opportunities and ventures. Entrepreneurial Leadership 6.00 0 0 0 0 0 2 0



Demonstrates a depth and breadth of understanding of key operations anddepartments within the organization.

Cross-Functional Leadership 5.50 0 0 0 0 1 1 0


Effectively negotiates "win-win" solutions. Influence/Negotiation 5.50 0 0 0 0 1 1 0




Most Frequent Behaviors - Direct Report




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Gathers enough information and data before making a decision. Decision Making 6.00 0 0 0 0 0 2 0

Articulates a compelling strategy for integrating technology into thestrategic plan.


Demonstrates consistency between actions and words. Engenders Trust 6.00 0 0 0 0 1 0 1



Orchestrates change efforts across functions, departments, business unitsand teams.

Driving Change 5.50 0 0 0 1 0 0 1





Most Frequent Behaviors - Direct Report


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Has a compelling and clear picture for the future of the business andorganization.









Most Frequent Behaviors - Team Member




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Pursues continuous learning and self-development by exposure to newideas and perspectives.

Self-Development 7.00 0 0 0 0 0 0 2

Provides timely, clear and constructive performance and developmentalfeedback.



Gathers and utilizes available information in order to understand and solveorganizational issues and problems.

Strategic Problem Analysis 5.50 0 0 0 0 1 1 0

Makes decisions confidently and quickly when necessary. Decision Making 5.50 0 0 0 0 1 1 0




Most Frequent Behaviors - Team Member


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Promotes collaboration and removes obstacles to teamwork across theorganization.

Team Building 5.50 0 0 0 0 1 1 0


Maintains open, honest and non-defensive relationships. Engenders Trust 5.00 0 0 0 0 2 0 0



Effectively utilizes positional power to drive key initiatives and strategies. Political Leadership 5.00 0 0 1 0 0 0 1

Has a deep knowledge of industry’s history, patterns, and future trends. Depth of Industry Knowledge 5.00 0 0 0 0 2 0 0



Least Frequent Behaviors - All Raters

The following behaviors were identified by your respondents as your least frequently demonstrated behaviors and grouped by relevant competency. Theyare rank ordered so that the first item is perceived to be your least frequently demonstrated behavior. The number of raters is shown for each rating levelof the behavior. A box indicates your own self-rating on this behavior (Note: If there is no box present for an item, it means that you did not provide ananswer between the scale 1 and 7).

These represent behaviors perceived by others as infrequently practiced. As such, you should consider practicing these behaviors more frequently orhelping others understand when you do demonstrate them.

Least Frequent Behaviors Competency Ave

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Identifies key issues in budgets, profit and loss statements, and otherfinancial indicators.

Financial Leadership 2.43 2 1 3 1 0 0 0

Allows for disagreements to emerge and to be discussed openly. Influence/Negotiation 2.57 1 3 2 0 1 0 0

Seeks and applies feedback and constructive criticism. Self-Development 2.57 2 3 0 1 0 1 0

Allows people to manage his or her own project, department, business unitor function with autonomy.


Effectively articulates a clear purpose and mission that inspires theimagination of others.


Handles questions in meetings and presentations in a responsive anddiplomatic manner.




Least Frequent Behaviors - All Raters


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Makes timely decisions based on adequate data and information. Decision Making 3.00 2 2 0 2 0 0 1

Demonstrates emotional control and patience under pressure and stress. Adaptability/Flexibility 3.14 0 4 0 2 0 1 0

Identifies potential risks, contingency plans and drives achievement ofthose plans.

Driving Strategic Direction 3.29 0 2 2 2 1 0 0

Effectively allocates financial resources to meet business objectives. Financial Leadership 3.29 2 1 1 0 2 1 0

Develops and maintains a broad base of support among key internal andexternal stakeholders.




Least Frequent Behaviors - Manager




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Effectively negotiates "win-win" solutions. Influence/Negotiation 1.00 1 0 0 0 0 0 0

Effectively allocates financial resources to meet business objectives. Financial Leadership 1.00 1 0 0 0 0 0 0

Implements "best practices" from other industry experience to besuccessful.

Depth of Industry Knowledge 1.00 1 0 0 0 0 0 0

Has a deep knowledge of industry’s history, patterns, and future trends. Depth of Industry Knowledge 2.00 0 1 0 0 0 0 0


Makes decisions confidently and quickly when necessary. Decision Making 2.00 0 1 0 0 0 0 0



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Encourages a climate of trust, honesty and openness with others. Team Building 2.00 0 1 0 0 0 0 0




Orchestrates change efforts across functions, departments, business unitsand teams.

Driving Change 2.00 0 1 0 0 0 0 0

Identifies potential risks, contingency plans and drives achievement ofthose plans.


Effectively builds relationships with key community members andpartnerships with others outside the organization.






Seeks and develops business opportunities and ventures. Entrepreneurial Leadership 2.00 0 1 0 0 0 0 0



Least Frequent Behaviors - Peer




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Seeks and creates opportunities to add value within the marketplace. Entrepreneurial Leadership 1.00 2 0 0 0 0 0 0










Least Frequent Behaviors - Peer


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Identifies, directs and focuses the organization’s performance on highpriority strategic goals and initiatives.




Gathers enough information and data before making a decision. Decision Making 2.50 0 1 1 0 0 0 0


Team Building 2.50 0 1 1 0 0 0 0



Least Frequent Behaviors - Direct Report




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Handles questions in meetings and presentations in a responsive anddiplomatic manner.


Attracts and builds a high performing team. Team Building 1.50 1 1 0 0 0 0 0

Effectively builds relationships with key community members andpartnerships with others outside the organization.


Establishes a plan and process for developing successors. Coaching/Talent Development 2.00 1 0 1 0 0 0 0

Responds constructively to ambiguity, change, obstacles, and challenges. Adaptability/Flexibility 2.00 1 0 1 0 0 0 0




Least Frequent Behaviors - Direct Report


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Team Building 2.00 0 2 0 0 0 0 0





Sets and pursues aggressive business goals and targets. Drive for Results 2.50 0 1 1 0 0 0 0

Demonstrates awareness of the strengths, weaknesses, and strategies ofindustry competitors.

Depth of Industry Knowledge 2.50 1 0 0 1 0 0 0


Expresses sensitivity and empathy towards others. Interpersonal Effectiveness 2.50 1 0 0 1 0 0 0



Least Frequent Behaviors - Team Member




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Demonstrates a depth and breadth of understanding of key operations anddepartments within the organization.


Involves multiple departments and functions when developing strategicplans and implementing change initiatives.






Least Frequent Behaviors - Team Member


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Supports and champions sufficient financial and human resources fortechnology.


Develops and maintains a broad base of support among key internal andexternal stakeholders.


Ability to effectively manage interpersonal relations in a cooperative,sensitive and collaborative manner.

Interpersonal Effectiveness 2.50 1 0 0 1 0 0 0


Involves others in problem solving, decision making and planningprocesses.


Transfers the necessary authority to others to ensure completion ofdelegated tasks, assignments, and projects.




Demonstrates consistency between actions and words. Engenders Trust 2.50 0 1 1 0 0 0 0



Behavior Summary

The average score for each ExecutiveView360 competency and specific questions are summarized below for each rater category (1 to 7 frequency scalewith higher scores corresponding to more frequently observed behavior). If the symbol AP appears instead of a score it means anonymity protection (i.e.,fewer than a specified minimum number of people from a particular rater group have responded, the score is not shown to protect anonymity). If thesymbol NR appears instead of a score it means no people from a particular rater group have responded. The competencies are presented in descendingorder based on the average scores of all raters. If the symbol AP appears instead of a score it means anonymity protection (i.e., fewer than a specifiedminimum number of people from a particular rater group have responded, the score is not shown to protect anonymity). If the symbol NR appears insteadof a score it means no people from a particular rater group have responded. The competencies are presented in descending order based on the averagescores of all raters.

The number in parentheses next to the average score is an index of or measure of rater agreement. The range of scores for this statistical measure ofrater agreement is 0 to 1 where "1" represents total agreement by all raters. A score closer to "0" suggests that there exists a wider level of disagreementamong raters in their perceptions of how frequently you demonstrate specific actions or behaviors. The higher the agreement score, the greater theconsistency and agreement among raters. An agreement score of less than .50 might suggest that you interpret the average score with caution as it mightnot truly represent an accurate indication of how you are perceived by all raters providing you with feedback.

Questions Self Manager Peer Direct Report TeamMember

Average

Political Leadership 4.00 (0.73) 5.33 (0.43) 4.17 (0.30) 4.67 (0.50) 4.17 (0.48) 4.48 (0.40)

Fosters internal negotiation and effective conflict resolutionwith others.

4.00 (1.00) 6.00 (1.00) 5.00 (0.67) 5.00 (0.33) 4.00 (1.00) 4.86 (0.55)

Effectively interacts with strategic internal and externalstakeholders to influence strategy decisions.

5.00 (1.00) 7.00 (1.00) 4.00 (0.00) 5.00 (0.67) 3.50 (0.50) 4.57 (0.27)

Effectively utilizes positional power to drive key initiatives andstrategies.

3.00 (1.00) 3.00 (1.00) 3.50 (0.50) 4.00 (0.67) 5.00 (0.33) 4.00 (0.47)

Engenders Trust 3.33 (0.84) 4.67 (0.43) 4.83 (0.44) 4.33 (0.29) 4.00 (0.53) 4.43 (0.40)

Demonstrates high standards of personal and professionalintegrity.

4.00 (1.00) 7.00 (1.00) 5.00 (0.33) 3.00 (0.33) 4.50 (0.50) 4.57 (0.29)

Demonstrates consistency between actions and words. 3.00 (1.00) 4.00 (1.00) 5.00 (0.33) 6.00 (0.67) 2.50 (0.83) 4.43 (0.39)



Behavior Summary Continued


Average

Engenders Trust 3.33 (0.84) 4.67 (0.43) 4.83 (0.44) 4.33 (0.29) 4.00 (0.53) 4.43 (0.40)

Maintains open, honest and non-defensive relationships. 3.00 (1.00) 3.00 (1.00) 4.50 (0.83) 4.00 (0.33) 5.00 (1.00) 4.29 (0.57)

Strategic Problem Analysis 6.00 (0.73) 5.00 (0.53) 4.67 (0.32) 4.00 (0.57) 4.33 (0.50) 4.43 (0.45)

Generates and considers multiple solutions to a problem. 7.00 (1.00) 6.00 (1.00) 6.50 (0.83) 4.00 (1.00) 4.50 (0.50) 5.14 (0.55)

Gathers and utilizes available information in order tounderstand and solve organizational issues and problems.

6.00 (1.00) 3.00 (1.00) 4.50 (0.50) 4.00 (0.67) 5.50 (0.83) 4.43 (0.57)

Anticipates potential and future problems. 5.00 (1.00) 6.00 (1.00) 3.00 (0.33) 4.00 (0.33) 3.00 (0.67) 3.71 (0.36)

Coaching/Talent Development 4.00 (0.58) 4.80 (0.56) 4.70 (0.33) 3.90 (0.34) 4.30 (0.50) 4.37 (0.40)

Demonstrates sensitivity towards and actively promotesdiversity in the workforce.

3.00 (1.00) 4.00 (1.00) 7.00 (1.00) 5.50 (0.50) 3.00 (0.67) 5.00 (0.38)

Provides ongoing career coaching, mentoring and guidance. 6.00 (1.00) 5.00 (1.00) 4.00 (1.00) 4.50 (0.17) 4.50 (0.50) 4.43 (0.47)

Selects the best talent for key positions and assignments. 5.00 (1.00) 5.00 (1.00) 4.50 (0.83) 4.00 (0.67) 4.50 (0.50) 4.43 (0.65)

Provides timely, clear and constructive performance anddevelopmental feedback.

3.00 (1.00) 3.00 (1.00) 4.00 (0.00) 3.50 (0.50) 6.00 (1.00) 4.29 (0.29)

Establishes a plan and process for developing successors. 3.00 (1.00) 7.00 (1.00) 4.00 (0.33) 2.00 (0.67) 3.50 (0.83) 3.71 (0.34)

Entrepreneurial Leadership 4.33 (0.69) 5.00 (0.28) 4.17 (0.24) 4.17 (0.35) 4.17 (0.35) 4.29 (0.30)

Communicates a vision for realizing new business ventures. 5.00 (1.00) 6.00 (1.00) 5.50 (0.83) 5.00 (1.00) 5.00 (0.33) 5.29 (0.61)

Seeks and develops business opportunities and ventures. 5.00 (1.00) 2.00 (1.00) 6.00 (1.00) 4.00 (0.33) 3.50 (0.17) 4.14 (0.28)

Seeks and creates opportunities to add value within themarketplace.

3.00 (1.00) 7.00 (1.00) 1.00 (1.00) 3.50 (0.17) 4.00 (1.00) 3.43 (0.23)





Average

Self-Development 2.67 (0.84) 3.67 (0.43) 4.17 (0.24) 3.50 (0.31) 5.50 (0.37) 4.29 (0.27)

Realistically appraises own strengths and developmentareas.

2.00 (1.00) 3.00 (1.00) 6.50 (0.83) 4.50 (0.17) 5.50 (0.50) 5.14 (0.35)

Pursues continuous learning and self-development byexposure to new ideas and perspectives.

3.00 (1.00) 6.00 (1.00) 4.50 (0.50) 3.50 (0.50) 7.00 (1.00) 5.14 (0.40)

Seeks and applies feedback and constructive criticism. 3.00 (1.00) 2.00 (1.00) 1.50 (0.83) 2.50 (0.50) 4.00 (0.33) 2.57 (0.44)

Driving Change 4.00 (0.73) 3.67 (0.43) 4.50 (0.14) 4.83 (0.55) 3.83 (0.41) 4.29 (0.34)

Initiates and promotes continuous learning and improvementefforts throughout the organization.

5.00 (1.00) 6.00 (1.00) 4.50 (0.17) 4.50 (0.50) 3.50 (0.50) 4.43 (0.36)

Inspires and supports risk taking, change, creativity andinnovation by others.

3.00 (1.00) 3.00 (1.00) 5.00 (0.33) 4.50 (0.83) 4.50 (0.17) 4.43 (0.39)

Orchestrates change efforts across functions, departments,business units and teams.

4.00 (1.00) 2.00 (1.00) 4.00 (0.00) 5.50 (0.50) 3.50 (0.83) 4.00 (0.29)

Drive for Results 3.33 (0.43) 6.00 (0.73) 4.67 (0.54) 3.67 (0.43) 3.67 (0.29) 4.29 (0.38)

Regularly monitors and corrects sources of laggingindividual, team and organizational performance.

4.00 (1.00) 5.00 (1.00) 6.00 (1.00) 4.50 (0.50) 3.50 (0.17) 4.71 (0.39)

Develops results-oriented strategies to achieve and maintaincompetitive advantage.

5.00 (1.00) 6.00 (1.00) 4.50 (0.83) 4.00 (0.33) 3.50 (0.17) 4.29 (0.36)

Sets and pursues aggressive business goals and targets. 1.00 (1.00) 7.00 (1.00) 3.50 (0.50) 2.50 (0.83) 4.00 (0.67) 3.86 (0.42)

Communication/ Presentation 3.33 (0.43) 3.67 (0.43) 5.17 (0.64) 2.83 (0.51) 4.83 (0.60) 4.19 (0.45)

Writes in a clear, direct and concise manner. 1.00 (1.00) 6.00 (1.00) 5.50 (0.83) 4.00 (0.67) 6.00 (0.67) 5.29 (0.61)

Delivers oral presentations that are persuasive, clear, andlogically organized.

5.00 (1.00) 2.00 (1.00) 6.00 (1.00) 3.50 (0.83) 5.00 (1.00) 4.43 (0.53)





Average

Communication/ Presentation 3.33 (0.43) 3.67 (0.43) 5.17 (0.64) 2.83 (0.51) 4.83 (0.60) 4.19 (0.45)

Handles questions in meetings and presentations in aresponsive and diplomatic manner.

4.00 (1.00) 3.00 (1.00) 4.00 (0.67) 1.00 (1.00) 3.50 (0.83) 2.86 (0.55)

Cross-Functional Leadership 2.00 (0.73) 5.00 (0.73) 4.17 (0.64) 4.67 (0.54) 2.67 (0.43) 4.00 (0.47)

Aligns organizational structure, systems, processes andtalent to achieve desired results across the organization

2.00 (1.00) 5.00 (1.00) 3.00 (1.00) 5.00 (0.33) 4.00 (0.33) 4.14 (0.42)

Demonstrates a depth and breadth of understanding of keyoperations and departments within the organization.

3.00 (1.00) 6.00 (1.00) 5.50 (0.83) 4.00 (1.00) 2.00 (0.67) 4.14 (0.45)

Involves multiple departments and functions whendeveloping strategic plans and implementing changeinitiatives.

1.00 (1.00) 4.00 (1.00) 4.00 (1.00) 5.00 (0.67) 2.00 (0.67) 3.71 (0.54)

Building Strategic Relationships 3.67 (0.32) 3.00 (0.73) 4.83 (0.70) 3.83 (0.38) 3.50 (0.50) 3.90 (0.49)

Effectively initiates and cultivates strategic internal allianceswith board members, senior managers and employees withinthe organization.

1.00 (1.00) 4.00 (1.00) 5.50 (0.83) 5.50 (0.50) 4.50 (0.50) 5.00 (0.56)

Effectively builds relationships with key community membersand partnerships with others outside the organization.

6.00 (1.00) 2.00 (1.00) 5.00 (0.67) 2.00 (0.67) 4.00 (0.67) 3.43 (0.47)

Develops and maintains a broad base of support among keyinternal and external stakeholders.

4.00 (1.00) 3.00 (1.00) 4.00 (1.00) 4.00 (0.67) 2.00 (1.00) 3.29 (0.66)

Adaptability/Flexibility 3.00 (0.73) 6.00 (0.73) 3.33 (0.54) 3.17 (0.41) 4.00 (0.49) 3.86 (0.42)

Maintains a realistic outlook in the face of challenge andchange.

4.00 (1.00) 7.00 (1.00) 3.50 (0.50) 5.50 (0.83) 3.50 (0.17) 4.57 (0.31)

Responds constructively to ambiguity, change, obstacles,and challenges.

3.00 (1.00) 5.00 (1.00) 4.50 (0.83) 2.00 (0.67) 4.50 (0.83) 3.86 (0.55)





Average

Adaptability/Flexibility 3.00 (0.73) 6.00 (0.73) 3.33 (0.54) 3.17 (0.41) 4.00 (0.49) 3.86 (0.42)

Demonstrates emotional control and patience under pressureand stress.

2.00 (1.00) 6.00 (1.00) 2.00 (1.00) 2.00 (1.00) 4.00 (1.00) 3.14 (0.51)

Driving Strategic Direction 3.00 (0.46) 4.33 (0.43) 2.83 (0.60) 4.67 (0.37) 3.67 (0.75) 3.81 (0.47)

Identifies, directs and focuses the organization’s performanceon high priority strategic goals and initiatives.

1.00 (1.00) 6.00 (1.00) 2.50 (0.50) 5.00 (0.33) 4.00 (1.00) 4.14 (0.40)

Effectively allocates human and financial resourcesnecessary to achieve strategic objectives.

3.00 (1.00) 5.00 (1.00) 3.00 (0.67) 4.50 (0.17) 4.00 (0.67) 4.00 (0.44)

Identifies potential risks, contingency plans and drivesachievement of those plans.

5.00 (1.00) 2.00 (1.00) 3.00 (0.67) 4.50 (0.83) 3.00 (1.00) 3.29 (0.66)

Decision Making 3.67 (0.17) 3.33 (0.37) 3.00 (0.73) 4.17 (0.44) 4.50 (0.34) 3.81 (0.42)

Gathers enough information and data before making adecision.

3.00 (1.00) 6.00 (1.00) 2.50 (0.83) 6.00 (1.00) 4.00 (0.67) 4.43 (0.47)

Makes decisions confidently and quickly when necessary. 1.00 (1.00) 2.00 (1.00) 3.50 (0.83) 4.00 (1.00) 5.50 (0.83) 4.00 (0.60)

Makes timely decisions based on adequate data andinformation.

7.00 (1.00) 2.00 (1.00) 3.00 (0.67) 2.50 (0.50) 4.00 (0.00) 3.00 (0.33)

Interpersonal Effectiveness 2.67 (0.69) 5.33 (0.58) 3.50 (0.68) 2.83 (0.41) 4.17 (0.48) 3.76 (0.45)

Seeks to actively listen and understand diverse points ofview.

2.00 (1.00) 7.00 (1.00) 3.50 (0.83) 2.50 (0.83) 5.50 (0.83) 4.29 (0.44)

Expresses sensitivity and empathy towards others. 4.00 (1.00) 4.00 (1.00) 3.50 (0.83) 2.50 (0.50) 4.50 (0.83) 3.57 (0.61)

Ability to effectively manage interpersonal relations in acooperative, sensitive and collaborative manner.

2.00 (1.00) 5.00 (1.00) 3.50 (0.50) 3.50 (0.17) 2.50 (0.50) 3.43 (0.36)





Average

Visionary Leadership 4.67 (0.84) 5.00 (0.53) 3.50 (0.50) 4.83 (0.55) 2.33 (0.63) 3.76 (0.43)

Communicates a vision of the organizational future andinspires commitment and support towards this vision fromothers.

5.00 (1.00) 7.00 (1.00) 4.00 (0.67) 5.50 (0.83) 2.00 (0.67) 4.29 (0.36)

Has a compelling and clear picture for the future of thebusiness and organization.

4.00 (1.00) 4.00 (1.00) 4.00 (0.33) 5.50 (0.50) 3.50 (0.83) 4.29 (0.47)

Effectively articulates a clear purpose and mission thatinspires the imagination of others.

5.00 (1.00) 4.00 (1.00) 2.50 (0.83) 3.50 (0.83) 1.50 (0.83) 2.71 (0.66)

Team Building 4.33 (0.43) 4.33 (0.32) 4.00 (0.53) 2.83 (0.48) 4.00 (0.49) 3.71 (0.44)

Encourages a climate of trust, honesty and openness withothers.

5.00 (1.00) 2.00 (1.00) 5.00 (1.00) 5.00 (1.00) 3.00 (0.67) 4.00 (0.56)

Attracts and builds a high performing team. 6.00 (1.00) 7.00 (1.00) 4.50 (0.50) 1.50 (0.83) 3.50 (0.50) 3.71 (0.29)

Promotes collaboration and removes obstacles to teamworkacross the organization.

2.00 (1.00) 4.00 (1.00) 2.50 (0.83) 2.00 (1.00) 5.50 (0.83) 3.43 (0.50)

Influence/Negotiation 3.67 (0.69) 2.67 (0.58) 3.67 (0.40) 4.33 (0.58) 3.50 (0.43) 3.67 (0.45)

Effectively negotiates "win-win" solutions. 5.00 (1.00) 1.00 (1.00) 5.50 (0.83) 5.00 (0.67) 4.50 (0.83) 4.43 (0.47)

Communicates and expresses ideas in a manner thatpersuades and influences others.

3.00 (1.00) 4.00 (1.00) 4.00 (0.67) 4.50 (0.83) 3.50 (0.17) 4.00 (0.50)

Allows for disagreements to emerge and to be discussedopenly.

3.00 (1.00) 3.00 (1.00) 1.50 (0.83) 3.50 (0.50) 2.50 (0.83) 2.57 (0.61)

Technological Leadership 4.67 (0.84) 4.67 (0.32) 3.17 (0.51) 4.83 (0.51) 2.50 (0.75) 3.67 (0.42)

Stays informed about innovations and new technologies toensure competitive advantage.

4.00 (1.00) 7.00 (1.00) 2.00 (1.00) 5.50 (0.83) 3.00 (0.67) 4.00 (0.36)





Average

Technological Leadership 4.67 (0.84) 4.67 (0.32) 3.17 (0.51) 4.83 (0.51) 2.50 (0.75) 3.67 (0.42)

Articulates a compelling strategy for integrating technologyinto the strategic plan.

5.00 (1.00) 2.00 (1.00) 3.00 (0.67) 6.00 (0.67) 2.50 (0.83) 3.57 (0.41)

Supports and champions sufficient financial and humanresources for technology.

5.00 (1.00) 5.00 (1.00) 4.50 (0.50) 3.00 (1.00) 2.00 (1.00) 3.43 (0.53)

Depth of Industry Knowledge 3.33 (0.13) 3.00 (0.28) 4.17 (0.51) 3.17 (0.48) 3.83 (0.51) 3.62 (0.44)

Has a deep knowledge of industry’s history, patterns, andfuture trends.

1.00 (1.00) 2.00 (1.00) 4.00 (1.00) 3.00 (0.33) 5.00 (1.00) 3.71 (0.51)

Demonstrates awareness of the strengths, weaknesses, andstrategies of industry competitors.

2.00 (1.00) 6.00 (1.00) 4.00 (0.33) 2.50 (0.50) 3.50 (0.83) 3.71 (0.42)

Implements "best practices" from other industry experienceto be successful.

7.00 (1.00) 1.00 (1.00) 4.50 (0.50) 4.00 (1.00) 3.00 (0.33) 3.43 (0.41)

Financial Leadership 3.00 (0.73) 2.67 (0.43) 4.00 (0.18) 3.67 (0.63) 2.83 (0.44) 3.38 (0.37)

Effectively manages the financial health of the organizationsthey lead.

3.00 (1.00) 5.00 (1.00) 6.50 (0.83) 3.50 (0.50) 3.00 (0.33) 4.43 (0.34)

Effectively allocates financial resources to meet businessobjectives.

2.00 (1.00) 1.00 (1.00) 3.50 (0.17) 4.00 (0.67) 3.50 (0.50) 3.29 (0.36)

Identifies key issues in budgets, profit and loss statements,and other financial indicators.

4.00 (1.00) 2.00 (1.00) 2.00 (0.67) 3.50 (0.83) 2.00 (0.67) 2.43 (0.65)

Empowering Others 4.33 (0.17) 3.67 (0.17) 3.67 (0.58) 3.33 (0.47) 2.83 (0.55) 3.33 (0.45)

Involves others in problem solving, decision making andplanning processes.

7.00 (1.00) 3.00 (1.00) 5.00 (0.67) 4.00 (0.33) 2.50 (0.50) 3.71 (0.42)





Average

Empowering Others 4.33 (0.17) 3.67 (0.17) 3.67 (0.58) 3.33 (0.47) 2.83 (0.55) 3.33 (0.45)

Transfers the necessary authority to others to ensurecompletion of delegated tasks, assignments, and projects.

5.00 (1.00) 7.00 (1.00) 3.00 (1.00) 3.50 (0.83) 2.50 (0.83) 3.57 (0.50)

Allows people to manage his or her own project, department,business unit or function with autonomy.

1.00 (1.00) 1.00 (1.00) 3.00 (0.67) 2.50 (0.50) 3.50 (0.50) 2.71 (0.51)



Open Ended Comments Summary Introduction

You and your respondents had the opportunity to provide written comments online about your perceived strengths and possible development areas.

The questions were:

FEEDFORWARD SIGNATURE STRENGTHSPlease provide any written comments you have regarding the demonstrated Strengths of the individual in the space provided below (what theindividual can do to continue leveraging their strengths)FEEDFORWARD DEVELOPMENT OPPORTUNITIESPlease provide any written comments you have regarding possible Development Areas of the individual in the space provided below (what theindividual can do more, less or differently to be more effective)

These comments are provided on the next pages and are included verbatim without identifying the rater to ensure confidentiality.

Compare the open-ended comments provided in the next few pages with the graphs and other information provided in this feedback report.

Please keep in mind that not all comments will be easy to understand - not everyone can provide concrete, specific, non-judgmental feedback.

It is important to look for trends or themes as you read these comments - it is easy to find a single comment upsetting or even biased. However, if anumber of comments focus on a specific area you might want to place a greater emphasis of importance on the specific behaviors to change to enhanceyour overall effectiveness.

The following questions might be useful in analyzing these open-ended comments:

Are the comments consistent and reinforce the other feedback you have received?Do they add any new information or insight about your performance and effectiveness?Do you see any trends across the open-ended comments?How can you leverage your strengths?What areas are you committed to focus on as part of your executive development plan?



Open Ended Comments SummaryFEEDFORWARD SIGNATURE STRENGTHS



Open Ended Comments Summary ContinuedFEEDFORWARD DEVELOPMENT OPPORTUNITIES

executiveview360 profile for: chris sample envisia learning · executiveview360 profile for: chris...

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