feedback sample
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Leadership Competencies For Managers Survey
July 2004
Sample Manager
Sample Corporation
wwuTHIS IS A SAMPLE REPORT! tvvSample reports do not contain all pages typically
included in a full report.
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C O N F I D E N T I A L F E E D B A C K R E P O R T
Sample Manager 07/04
Where You Are
The table of contents will be displayed on each main section page tohelp indicate where you are within your report. The section block willturn dark blue based on which section you are in.
1-1. About this Report
A brief introduction to this report and its contents.
2-1. Change Analysis
Shows comparison between current and previous scores.
3-1. Centile PlotComparison of each rater group's scores and its norm.
5-1. Centile Highlights
A narrative version of the Centile Plot.
6-1. Summary of Strengths/Soft SpotsCompares your self ratings with all others.
7-1. Using Your Feedback
Provides a comprehensive discussion of the LeadershipCompetencies for Managers survey, a detailed discussion andpresentation of each dimension, and your scores on eachquestion.
8-1. Table of ResultsNumerical summary of all scores and norms.
10-1. Action Plan
Three development items that will help you achieve high ratings.
11-1. Additional Resources
Resources that can aid in developing your Action Plan.
WHERE YOU ARE
About this Report
Change Analysis
Centile Plot
Raw Score Plot
Centile Highlights
Summary of Strengths/Soft Spots
Using Your Feedback
Table of Results
Open-Ended Comments
Action Plan
Additional Resources
9-1. Open-Ended Comments
Verbatim listing of all personal comments.
f
4-1. Raw Score Plot
Actual scores from each rater group.
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C O N F I D E N T I A L F E E D B A C K R E P O R T
ABOUT THIS REPORT
Your own career and performance goals provide the context for this report.
With clear goals, you can honor the people who invested their time and
energy into completing the surveys. You can also transform the hundreds of
question scores into strategic information. To paraphrase Dr. Clark Wilson,
"with goals you can plan; with plans you can control; with control you can
manage and succeed."
Before you begin analyzing this report, make sure you are mindful of what
you want to achieve in your work and career. Take a few moments to also
think about your present job, the people with whom you work, and the
environment in which you work. Your raters draw on recent experiences,
such as the last few projects or previous year, when evaluating your
management practices. (That's why taking the survey annually is a good
way to track your progress.)
A note on the different sections: The body of this report presents all ofthe questions in the sequence of the Leadership Competencies for
Managers Task Cycle. In addition, there is a wide variety of one-page
summaries, from graphs to number tables. This is to accommodatedifferent learning styles.
Understanding the Leadership Competencies for Managers surveyManagement and leadership are inextricably linked. Effective leaders
incorporate the fundamental skills of good management. We define these
two distinct sets of skills below.
Management skills help you achieve goals and objectives. Effectivemanagers have a good balance of work-oriented and people-oriented skills
that allow them to achieve the goals of the organization while fostering a
good quality of working life.
Leadership skills build upon and expand the management role.Leadership means creating ideas and preparing the organization for
change. Positive change will come about if leaders have an established
foundation of competency in management.
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WHERE YOU ARE
About this Reportu
Change Analysis
Centile Plot
Raw Score Plot
Centile Highlights
Summary of Strengths/Soft Spots
Using Your Feedback
Table of Results
Open-Ended Comments
Action Plan
Additional Resources
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ABOUT THIS REPORT
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How we ensure the credibility of your feedback survey
Relevance to the roleAll the questions posed by this survey have been validated
against the performance of thousands of managers worldwide.
ReliabilityEvery question about management skills focus on performance
and behaviors that can be observed by others.
UtilityThe Leadership Competencies for Managers survey generates
ratings about behaviors that are under your personal control.
Additional questions have to do with the Impact of your skills on
perceptions of your effectiveness, and how you exercise power.
The foundation of the survey and this report: The Task
CycleThe feedback in this report is organized into six phases of activity
that all managers engage in, called the Task Cycle. The Task
Cycle is a sequential, valid organizing tool that can help you know
where to focus your development.
Three reasons why you should care about the Task Cycle1.The Task Cycle organizes all of your feedback data into logical,
business-relevant categories of action, which will help you
to focus and direct your developmental activity.
2.The Task Cycle is organized sequentially, with the phases ofgreatest leverage appearing first. As a result, if you focus on
developing capacity in the earliest phases of the cycle, you will
see the greatest benefit to your entire performance as a
manager.
3.Your performance across the Task Cycle phases predicts howothers perceive the impact of your management.
iiiii
TASK CYCLE PHASES
I. INITIATING ACTION
II. PLANNING AND PROBLEM SOLVING
III. MANAGING HUMAN RESOURCES
IV. FEEDBACK
V. DRIVE
When managers successfully fulfillthe activities associated with earlyphases of the Task Cycle, theyaccomplish successive phases moreeasily and with greater predictabilityof success.
VI. RECOGNITION i
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CHANGE ANALYSIS
Your centile ranked scores from this report compared to your last reportThe words "HIGH, hi, LOW, lo and SAME" describe the range of the changes, as defined below. The actual
numeric changes, up (+) or down (-) are in the parentheses. For example, HIGH (+20) means that the centile rank
change was "HIGH" or more than 16 points. More specifically, the rank went up 20 points.
HIGH, LOW = a change of 16 or more centile points hi, lo = a change of 6 to 15 centile points SAME = a change of 5 or less centile points
REPORTS SELFSUPVPEERS
TASK CYCLE SKILLS
I. INITIATING ACTION
HIGH (+23) LOW (-20)SAMEhi (+9)VISION/IMAGINATIONA.
HIGH (+17) HIGH (+32)HIGH (+29)HIGH (+30)CLARIFICATION OF GOALSB.
HIGH (+35) hi (+9)SAMEhi (+10)RISK-TAKING/VENTURESOMENESSC.
II. PLANNING AND PROBLEM SOLVING
HIGH (+18) hi (+10)hi (+9)SAMEDECISION-MAKING/PROBLEM SOLVINGD.
HIGH (+32) HIGH (+31)HIGH (+37)hi (+15)MANAGING COSTSE.
hi (+15) SAMELOW (-23)HIGH (+32)ENCOURAGING PARTICIPATIONF.
hi (+12) hi (+12)HIGH (+52)SAMECLARITY OF COMMUNICATIONSG.
III. MANAGING HUMAN RESOURCES
HIGH (+18) hi (+8)SAMESAMETEAMBUILDINGH.
HIGH (+25) SAMEHIGH (+22)SAMECOACHINGI.
hi (+12) LOW (-52)SAMESAMEMANAGING CONFLICTJ.
IV. FEEDBACK
hi (+12) hi (+11)HIGH (+33)hi (+6)PROVIDING FEEDBACKK.
V. DRIVE
HIGH (+25) LOW (-18)HIGH (+40)lo (-6)STANDARDS OF PERFORMANCEL.
HIGH (+28) SAMEHIGH (+34)hi (+10)PERSONAL DRIVEM.
HIGH (+20) lo (-10)lo (-6)SAMEPERSUASIVENESSN.
HIGH (+17) SAMESAMEhi (+13)DELEGATION (PERMISSIVENESS) (***)O.
hi (+6) LOW (-46)LOW (-17)SAMEGOAL PRESSURE (***)P.
VI. RECOGNITION
hi (+11) HIGH (+23)HIGH (+35)hi (+7)RECOGNITION FOR GOOD PERFORMANCEQ.
RESIDUAL IMPACT
IMPT. RESIDUAL IMPACT
hi (+14) SAMEHIGH (+19)HIGH (+21)BUILDING TRUSTR.
HIGH (+20) SAMEHIGH (+18)HIGH (+22)MANAGING DIVERSITYS.
LOW (-18) LOW (-55)lo (-10)SAMETENSION LEVEL (***)T.
hi (+10) hi (+6)HIGH (+21)hi (+6)OVERALL EFFECTIVENESSU.
(***) Must be interpreted in light of the situation.
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10
20
30
40
50
60
70
80
90
Visio
n/Imagin
ation
Clarific
ation
ofGoa
ls
Risk
-taking/Ve
ntur
esom
enes
s
Decis
ion-m
aking
/Proble
mSolv
ing
Mana
gingCos
ts
Enco
uraging
Partic
ipatio
n
Clarity
ofC
omm
unica
tions
Team
building
Coac
hing
Mana
gingCon
flict
Prov
idingFe
edba
ck
Stan
dardsofP
erfo
rman
ce
Pers
onalD
rive
Pers
uasiven
ess
Deleg
ation
(Per
miss
ivene
ss)(
***)
Goal
Pressu
re(***)
Reco
gnitionfo
rGoo
dPe
rform
ance
Build
ingTru
st
Mana
gingDive
rsity
Tens
ionLev
el(**
*)
Over
allEffe
How your ratings compare to the Norm: Centile Plot
TASK CYCLE PHASES
CENTILERANK
LOW
LOWA
VERAGE
AVERAGE
HIGHAVERAGE
HIGH
I II III V VI IMPT
N R S T ULKJIHGFEDCBA M O P Q
IVSAMPLE
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CENTILE HIGHLIGHTS
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How you compare to the NormThese comparisons are in reference to the norms for each rating group. "AVERAGE" means that your rating is
within 10 points of the 50th Centile.
DESIGNATION LOW LOW AVERAGE AVERAGE HIGH AVERAGE HIGH
0 10 20 30 40 50 60 70 80 90 100PERCENTILE
REPORTS SELFSUPVPEERS
TASK CYCLE SKILLS
I. INITIATING ACTION
LOW AVERAGE AVERAGELOW AVERAGEAVERAGEVISION/IMAGINATIONA.
LOW AVERAGE HIGH AVERAGEHIGH AVERAGEHIGH AVERAGECLARIFICATION OF GOALSB.
AVERAGE LOW AVERAGEAVERAGEHIGH AVERAGERISK-TAKING/VENTURESOMENESSC.
II. PLANNING AND PROBLEM SOLVING
LOW AVERAGE HIGH AVERAGELOWAVERAGEDECISION-MAKING/PROBLEM SOLVINGD.
AVERAGE HIGH AVERAGEAVERAGEAVERAGEMANAGING COSTSE.
LOW AVERAGE AVERAGELOWHIGH AVERAGEENCOURAGING PARTICIPATIONF.
LOW AVERAGE AVERAGEAVERAGELOW AVERAGECLARITY OF COMMUNICATIONSG.
III. MANAGING HUMAN RESOURCES
LOW AVERAGE HIGHLOWAVERAGETEAMBUILDINGH.
AVERAGE HIGH AVERAGELOW AVERAGEAVERAGECOACHINGI.
LOW AVERAGE LOW AVERAGELOWLOW AVERAGEMANAGING CONFLICTJ.
IV. FEEDBACK
LOW AVERAGE HIGH AVERAGELOW AVERAGEHIGH AVERAGEPROVIDING FEEDBACKK.
V. DRIVE
LOW AVERAGE HIGH AVERAGEAVERAGEAVERAGESTANDARDS OF PERFORMANCEL.
AVERAGE AVERAGEAVERAGEAVERAGEPERSONAL DRIVEM.
AVERAGE HIGHLOWAVERAGEPERSUASIVENESSN.
LOW AVERAGE HIGH AVERAGELOWLOW AVERAGEDELEGATION (PERMISSIVENESS) (***)O.
HIGH AVERAGE AVERAGEHIGH AVERAGEHIGH AVERAGEGOAL PRESSURE (***)P.
VI. RECOGNITION
LOW AVERAGE HIGHAVERAGEAVERAGERECOGNITION FOR GOOD PERFORMANCEQ.
RESIDUAL IMPACT
IMPT. RESIDUAL IMPACT
LOW AVERAGE HIGH AVERAGELOW AVERAGEAVERAGEBUILDING TRUSTR.
AVERAGE HIGH AVERAGEAVERAGEAVERAGEMANAGING DIVERSITYS.
HIGH AVERAGE AVERAGEHIGHHIGH AVERAGETENSION LEVEL (***)T.
LOW HIGHLOW AVERAGELOW AVERAGEOVERALL EFFECTIVENESSU.
(***) Must be interpreted in light of the situation.
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SUMMARY OF STRENGTHS/SOFT SPOTS
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Self rating from Centile Highlights compared to othersThis analysis compares the Self scores against those of others. When there are no Self scores, this report is notapplicable.
V.STRENGTH
U. STRENGTH
SOFT
BLIND
Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourselfRated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by othersRated LOW or LOW AVERAGE by others and yourselfRated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
= Visible strength ------------------------->= Unrealized strength ------------------->= Soft Spot ----------------------------------->= Blind Spot ---------------------------------->
REPORTS SELFSUPVPEERS
TASK CYCLE SKILLS
I. INITIATING ACTION
AVERAGEBLINDV. STRENGTHVISION/IMAGINATIONA. BLIND
HIGH AVERAGEV. STRENGTHV. STRENGTHCLARIFICATION OF GOALSB. BLIND
LOW AVERAGEU. STRENGTHU. STRENGTHRISK-TAKING/VENTURESOMENESSC. U. STRENGTH
II. PLANNING AND PROBLEM SOLVING
HIGH AVERAGEBLINDV. STRENGTHDECISION-MAKING/PROBLEM SOLVINGD. BLIND
HIGH AVERAGEV. STRENGTHV. STRENGTHMANAGING COSTSE. V. STRENGTH
AVERAGEBLINDV. STRENGTHENCOURAGING PARTICIPATIONF. BLIND
AVERAGEV. STRENGTHBLINDCLARITY OF COMMUNICATIONSG. BLIND
III. MANAGING HUMAN RESOURCES
HIGHBLINDV. STRENGTHTEAMBUILDINGH. BLIND
HIGH AVERAGEBLINDV. STRENGTHCOACHINGI. V. STRENGTH
LOW AVERAGESOFTSOFTMANAGING CONFLICTJ. SOFT
IV. FEEDBACK
HIGH AVERAGEBLINDV. STRENGTHPROVIDING FEEDBACKK. BLIND
V. DRIVE
HIGH AVERAGEV. STRENGTHV. STRENGTHSTANDARDS OF PERFORMANCEL. BLIND
AVERAGEV. STRENGTHV. STRENGTHPERSONAL DRIVEM. V. STRENGTH
HIGHBLINDV. STRENGTHPERSUASIVENESSN. V. STRENGTH
HIGH AVERAGEBLINDBLINDDELEGATION (PERMISSIVENESS) (***)O. BLIND
AVERAGEV. STRENGTHV. STRENGTHGOAL PRESSURE (***)P. V. STRENGTH
VI. RECOGNITION
HIGHV. STRENGTHV. STRENGTHRECOGNITION FOR GOOD PERFORMANCEQ. BLIND
RESIDUAL IMPACT
IMPT. RESIDUAL IMPACT
HIGH AVERAGEBLINDV. STRENGTHBUILDING TRUSTR. BLIND
HIGH AVERAGEV. STRENGTHV. STRENGTHMANAGING DIVERSITYS. V. STRENGTH
AVERAGEV. STRENGTHV. STRENGTHTENSION LEVEL (***)T. V. STRENGTH
HIGHBLINDBLINDOVERALL EFFECTIVENESSU. BLIND
(***) Must be interpreted in light of the situation.
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TASK CYCLE PHASE I: INITIATING ACTION
TASK CYCLE PHASE I: INITIATING ACTION
Management Skills (Dimensions) for Phase IA. Vision/Imagination
B. Clarification of Goals
C. Risk-taking/Venturesomeness
TASK CYCLE PHASES
I. INITIATING ACTION
II. PLANNING AND PROBLEM SOLVING
III. MANAGING HUMAN RESOURCES
IV. FEEDBACK
V. DRIVE
RESIDUAL IMPACT
VI. RECOGNITION
RESIDUAL IMPACT
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C O N F I D E N T I A L F E E D B A C K R E P O R T
TASK CYCLE PHASE I: INITIATING ACTION
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Management Skill: Vision/ImaginationA.
If You Score HighIf you scored high on this dimension, people know where you and where the organization are headed. You are
respected for your ability to clearly describe the future direction of the organization, and you easily communicate
a solid understanding of your business and its future direction. People probably feel energized and motivated by
your leadership, visionary expertise, and emphasis on excellence in everything we do.
If You Score Low
If you scored low on this dimension, you may appear to be stuck in the here and now and are not focused on
the issues and ideas that will move the organization into the future. You have a difficult time explaining clearly
and concisely what the organization must do to improve its competitive position in the marketplace. You may
not generate energy, motivation, and the desire to excel because you seem tentative or unfocused about the
future direction of the organization.
Dimension TableThe numbers presented below are assessed by the questions from the following page(s) with a rating of 1 to 7.
RATER(S) NORMRAWAVG CENTILE
PREAVG
PRECEN10 20 30 40 50 60 70 80 90
REPORTS (5) 5.284.70 3.58 932
PEERS (5) 5.305.17 4.92 3645
SUPV (1) 5.435.00 4.88 2933
SELF (1) 5.405.50 6.00 7555
LOW AVERAGE HIGH
Role Model ExamplesThe following are defined behavioral descriptions to help you picture and understand what it looks like to
perform this management skill.
- Actively tracks changes and trends in our marketplace.- Evaluates and aligns the organizations goals with the emerging trends in our marketplace.
- Monitors and shepherds the mission-critical tasks to completion.
- Coaches others to translate their own ideas and visions into practical goal-focused actions.
- Seeks out opportunities to communicate our strategic objectives in ways that are easily understood at all levels of the
organization.
- Accurately assesses marketplace information and plans accordingly; identifies opportunities and consequences quickly
and concisely.
- Studies the competition and uses benchmark data to continuously improve our competitive position in the marketplace.
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TASK CYCLE PHASE I: INITIATING ACTION
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Vision/ImaginationManagement Skill:
RATER(S)
REPORTS (5)PEERS (5)
SUPV (1)
SELF (1)
AVG
PREAVG
-always...
-almostalways...
-often...
-average
-sometimes...
-almostnever...
-never...
-notrated,
N/A
i Question # within survey
7654321NRSD
28. Develops innovative ideas toimprove the quality of services
11.. 1 1 15.0 1.6 .REPORTS 3.0
1... . 2 .5.3 1.2 2PEERS 5.7
.... 1 . .5.0 --- .SUPV 5.0
.... 1 . .5.0 --- .SELF 5.0
49. Is a leader in promoting new ideas
and change
.... 3 . 15.5 1.0 1REPORTS 4.3
1... 1 1 .5.0 1.0 2PEERS 5.0
.... 1 . .5.0 --- .SUPV 5.0
.... . 1 .6.0 --- .SELF 6.0
70. Has good ideas to improve ourproducts and services
21.. 1 1 .4.4 1.1 .REPORTS 3.3
1... . 2 .5.3 1.2 2PEERS 4.7
.... 1 . .5.0 --- .SUPV 5.0
.... . 1 .6.0 --- .SELF 6.0
90. Anticipates changes that will beneeded in the future
21.. 2 . .4.2 0.8 .REPORTS 3.7
1... 1 1 .5.0 1.0 2PEERS 4.3
.... 1 . .5.0 --- .SUPV 4.5
.... 1 . .5.0 --- .SELF 7.0
A.
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TABLE OF RESULTS
0.93
4.70
32
9
0.76
4.95
38
21
0.61
5.52
53
18
1.01
4.68
26
8
0.43
5.44
42
10
0.82
4.79
34
19
1.07
4.65
23
11
0.70
4.84
34
16
0.96
4.80
42
17
1.19
4.40
27
15
1.01
4.53
27
15
0.53
5.26
32
7
0.41
5.68
47
19
0.70
4.67
45
25
0.51
5.02
28
11
0.69
3.80
69
63
1.18
4.45
25
14
1.04
5.17
45
36
0.24
5.81
67
37
0.80
5.78
61
51
0.70
5.33
42
37
0.79
5.75
54
39
0.79
5.68
65
33
0.74
5.20
37
41
0.29
5.34
50
49
0.76
4.83
41
44
0.65
4.75
36
33
0.65
5.75
64
58
1.43
5.40
40
46
0.68
5.75
48
38
0.74
4.75
44
46
0.84
5.00
36
23
1.09
4.36
79
74
0.50
5.42
44
37
---
5.00
3329
---
5.75
6132
---
5.60
4742
---
4.75
167
---
5.75
5316
---
4.20
1134
---
5.75
542
---
4.40
1214
---
5.00
3917
---
4.00
1111
---
5.25
385
---
5.80
5010
---
6.00
4915
---
4.00
1218
---
4.00
68
---
4.00
7188
---
5.67
438
---
5.50
55
75
---
6.00
76
44
---
5.40
37
28
---
6.20
73
63
---
6.00
65
34
---
5.80
59
59
---
5.50
46
34
---
6.40
81
73
---
5.75
66
66
---
5.00
33
85
---
6.00
72
61
---
6.00
60
78
---
6.00
57
57
---
5.60
82
92
---
6.25
76
76
---
3.00
43
89
---
7.00
91
68
Rating by REPORTS
# of surveys processed: 5
Average
SD
Centile
PreCentile
Rating by PEERS
# of surveys processed: 5
Average
SD
Centile
PreCentile
Rating by SUPV
# of surveys processed: 1
Average
SD
CentilePreCentile
Rating by SELF
# of surveys processed: 1
Average
SD
Centile
PreCentile
Task Cycle Skills (dimensions)
A.
VISION/IMAGINATION
B.
CLARIFICATION
OFGOALS
C.
RISK-TAKING/VENTURESOMENESS
D.
DECISION-MAKING/PROBLEM
SOLVING
E.
MANAGING
COSTS
F.
ENCOURAGING
PARTICIPATION
G.
CLARITYOFCOMMUNICATIONS
H.
TEAMBUILDING
I.
COACHING
J.
MANAGING
CONFLICT
K.
PROVIDING
FEEDBACK
L.
STANDARDSOFPERFORMANCE
M.
PERSONALDRIVE
N.
PERSUASIVENESS
O.
DELEGATION
(PERMISSIVENESS)(***)
P.
GOALPRESSURE(***)
Q.
RECOGNITION
FOR
GOOD
PERFORM
ANCE
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OPEN-ENDED COMMENTS
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What does this person do that should be continued?
Reports
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
Peers
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
Supv
u Survey received; no comment provided.
Self
u Survey received; no comment provided.
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ACTION PLAN
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Summarize your feedback from each rater below (Include question #'s for further investigation.)
PEERS (If combined to Associates then utilize this space)
SUPERVISOR
How does your Supervisor feedback differ from your Direct Reports and Peers feedback (Associates if combined)?What does the difference mean to you?
Given the perceptions of your raters, where should you focus your development efforts to achieve your professional goals?
List Key Strengths
List Key Challenges
List Key Strengths
List Key Challenges
REPORTS (If combined to Associates then utilize this space)
List Key Strengths
List Key Challenges
Copyright The Clark Wilson Group, Inc. The Booth Company, Boulder, CO (303) 581-1408
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8/8/2019 Feedback Sample
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07/04 Sample Manager 11-1
C O N F I D E N T I A L F E E D B A C K R E P O R T
ADDITIONAL RESOURCES
Many resources that can aid in developing your Action Plan are readily
available to you. Become aware of the people in your immediate
environment who can help you. Look around your local community for
training centers with programs and material for adult and continuing
education. Here are a few suggestions:
u Consider your colleagues and peers as mentors. Who do you know is that
accomplished in the areas you want to develop? Watch those people and talk
with them about how they have developed their skills.
u What is your preferred learning style? Certain personality and preference
assessments can be illuminating about your personal style of learning.
Knowing your style can help you shape your development plan.
u Explore the course offerings and materials in your organization's Human
Resource/Training Department.
Online Action Planning ResourcesIf you were a participant utilizing the Assessment Portal(tm), refer to the"Postwork"section of the portal site for action planning resources.
Online Resources
name product
The Booth Company Books
American Management Association Seminars
ASTD InfoLine Books/Booklets
http://www.astd.com
http://www.amanet.org
http://www.boothco.com/resources/books.html
The Booth Company Articles
http://www.boothco.com/resources/articles.html
Interested in other survey products from The Booth Company? Click on the URL Below
http://www.boothco.com/surveyseries/
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WHERE YOU ARE
About this Report
Change Analysis
Centile Plot
Raw Score Plot
Centile Highlights
Summary of Strengths/Soft Spots
Using Your Feedback
Table of Results
Open-Ended Comments
Action Plan
Additional Resourcesu
http://www.boothco.com/surveyseries/http://www.boothco.com/resources/articles.htmlhttp://www.boothco.com/resources/books.htmlhttp://www.amanet.org/http://www.astd.com/