,qjp5corng - decisionwise · $fokpkuvgtgfvq ,qjp5corng 5corng&qorcp[)qewu$tgc...

John Sample7/24/2017

© 2017 DecisionWise, LLC. 1

Administered to: John Sample 7/24/2017

Sample Company

Introduction

Interpreting your Leadership Intelligence® Report

Your Leadership Intelligence® Report collects feedback about your behavior and performance from your supervisors, peers,direct reports, and other internal or external stakeholders. This feedback is a starting point for action planning and is especiallyuseful for development, evaluating performance, and setting personal goals.

Look at the Demographic Summary section of the Leadership Intelligence® Report in order to understand how many peopleparticipated from each rater group.

Review the Competency Summary section, paying attention to how the overall results compare to the norm (average), as wellas which scores are potential strengths and which are areas for improvement.

Identify the behaviors that received the highest and lowest scores in the Focus Areas section. Notice which behaviors show thegreatest gaps, both positive and negative, when compared to the norm.

Review the Behaviors section for Gaps. Gaps are areas where self responses (the scores you gave yourself) di獚�er signiㅚ�cantlyfrom others' responses. Also compare responses that di獚�er between the other groups of raters. Look for any patterns orcommon themes.

Look at the Derailers section (Note: some organizations may not include this section). The derailers listed in this section arethose found to be most common (and destructive) for leaders today. A derailer is not just a weakness, it is a behavior that getsin the way of your progress and requires improvement if you are to reach your full potential. Keep in mind that, contrary to theBehaviors section, it is better to have a lower score in the Derailers section.

Review the entire report again and identify strengths and areas for improvement. Determine how your strengths havecontributed, or might contribute, to your success and how they can be leveraged. Compare the numeric results with thequalitative feedback included in the Written Comments section. Identify where comments support (and where theycontradict) the quantitative data.

In order to maximize the ㅚ�ndings of your Leadership Intelligence® Report and turn your feedback into results, your nextstep is to create an Action Plan for development. If an action planner is not located at the end of your report, you can requestthis from your 360 coach or contact [email protected].



Sample Company

Demographic SummaryThe Demographic Summary lists, by rater group, the number and percentage of raters that were invited and participated inproviding you with feedback.

Feedback was received from:

Actual Anticipated Percent

Self 1 1 100%

Supervisor 1 1 100%

Peer 3 5 60%

Direct Report 5 6 83%

Other 3 4 75%

Total 13 17 76%

Self

John Sample

Supervisor

Supervisor

Peer

Peer 1Peer 2Peer 3Peer 4Peer 5

Direct Report

Direct Report 1Direct Report 2Direct Report 3Direct Report 4Direct Report 5Direct Report 6

Other

Other 1Other 2Other 3Other 4

Feedback was requested from:



Sample Company

Focus AreaThe Focus Area identi巰�es your highest and lowest scores. The Gap indicates the positive or negative di񰀀erences between yourscore and the norm.

Your Highest Scores

Score GapBusinessLeaderNorm

Is honest, ethical, and trustworthy. 6.4 0.2 6.2

Takes responsibility for his/her own actions. 6.0 -0.1 6.1

Builds and maintains excellent relationships with internal/external customers. 6.0 0.2 5.8

Creates an environment of openness and cooperation. 6.0 0.3 5.7

Sets a good example of the behavior he/she asks for. 5.9 0.0 5.9

Your Lowest Scores

Score GapBusinessLeaderNorm

Takes timely corrective action for poor performance. 4.0 -1.4 5.4

Delegates both routine and critical tasks or responsibilities. 4.5 -1.0 5.5

Identi㺓�es innovative solutions through “out-of-the-box” thinking. 4.7 -0.8 5.5

Adjusts priorities in order to address changing situations and conditions. 4.7 -1.0 5.7

Uses his/her time e�ectively. 4.8 -0.9 5.6



Sample Company

Competency SummaryThis section provides a summary of results for each competency (group of questions). The blue horizontal bars represent theaverage score from all survey questions under each competency. The grey vertical lines show the norm, which represents theaverage score from all survey respondents in the DecisionWise Leadership Intelligence database.

Very Poor Poor Fair Average Good Excellent Outstanding

Overall

Business Acumen

Decision Making

Planning and Organization

Integrity and Trust

Innovation and Creativity

Results Orientation

Customer Focus

Managing Change

Communication

Teamwork and Collaboration

Leading Others

Performance Management

General

5.3

5.3

5.2

4.9

6.0

4.9

5.1

5.9

4.9

5.6

5.8

5.3

4.6

5.5



Sample Company

Business Acumen 5.3 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)

Direct Report (5.00)

Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Stays current with the latest trends and advances in his/her industry or ㅚ�eld.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Demonstrates a clear understanding of the factors that impact our success as a business.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Is respected as a talented and knowledgeable person in his/her area of responsibility.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Sets clear direction that aligns his/her team with the organization's strategy.

5.0

6.8

5.9

4.8

5.3

5.0

7.0

5.5

5.4

5.3

5.0

7.0

6.0

4.8

4.7

5.0

7.0

6.0

4.8

6.3

5.0

6.0

6.0

4.2

5.0



Sample Company

Decision Making 5.2 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Makes decisions that re뒚�ect a clear understanding of what we do.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Considers multiple sources of information when making important decisions.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Makes decisions in a timely manner.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Demonstrates good judgment and common sense when making decisions.

5.5

6.8

5.5

4.5

5.4

6.0

7.0

5.3

4.6

5.3

6.0

6.0

5.7

4.8

6.0

5.0

7.0

5.3

4.2

4.3

5.0

7.0

5.7

4.4

6.0



Sample Company

Planning and Organization 4.9 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Creates short-term goals that �t within the long-term strategy of the organization.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Breaks down larger projects into manageable tasks.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Uses his/her time e�ectively.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Keeps people focused on the organization’s key initiatives and priorities.

5.0

6.3

5.8

4.2

5.3

6.0

6.0

6.0

4.4

5.0

6.0

6.0

4.4

5.0

4.0

7.0

5.5

4.0

5.0

5.0

6.0

5.5

4.0

6.0



Sample Company

Integrity and Trust 6.0 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Is honest, ethical, and trustworthy.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Can be counted on to follow through with his/her promises.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Takes responsibility for his/her own actions.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Sets a good example of the behavior he/she asks for.

6.0

7.0

6.7

5.1

6.7

6.0

7.0

6.7

5.8

7.0

6.0

7.0

6.7

4.8

6.3

6.0

7.0

6.7

5.0

6.7

6.0

7.0

6.7

4.8

6.7



Sample Company

Innovation and Creativity 4.9 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Identiㅚ�es innovative solutions through “out-of-the-box” thinking.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Has good judgment about which creative ideas and suggestions will work.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Turns new ideas and innovative solutions into new products and/or services.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Creates an environment that encourages innovation, risk taking, and challenge.

4.8

6.5

5.6

4.5

4.5

4.0

7.0

5.0

4.2

5.0

5.0

7.0

6.0

4.6

5.0

5.0

6.0

5.5

4.6

4.0

5.0

6.0

6.0

4.4

4.0



Sample Company

Results Orientation 5.1 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Delivers superior results, even in challenging situations.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Maintains focus and commitment despite challenges or setbacks.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Sets high performance standards for his/her team.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Creates a sense of accountability for results within his/her team.

5.0

6.5

5.9

4.5

5.0

5.0

7.0

5.7

4.4

5.0

4.0

7.0

5.7

4.4

5.7

5.0

6.0

6.0

5.0

4.5

6.0

6.0

6.3

4.2

5.0



Sample Company

Customer Focus 5.9 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Builds and maintains excellent relationships with internal/external customers.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Finds solutions with even the most demanding customers.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Consistently advocates for superior quality.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Sets high standards of excellence for serving customers.

6.0

7.0

6.7

5.3

5.7

6.0

7.0

6.7

5.2

6.3

6.0

7.0

6.7

5.2

6.0

6.0

7.0

6.3

5.4

5.0

6.0

7.0

7.0

5.4

5.3



Sample Company

Managing Change 4.9 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Accepts changes and adapts to new situations and responsibilities.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Adjusts priorities in order to address changing situations and conditions.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

E�ectively implements change.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Establishes an environment in which others embrace change.

5.3

6.0

5.6

4.3

5.0

6.0

7.0

5.5

4.4

5.0

5.0

5.0

5.5

4.2

5.0

5.0

7.0

5.5

4.4

5.0

5.0

6.0

4.2



Sample Company

Communication 5.6 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Establishes eȩective two-way communication with others.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Shares information in a clear and concise manner.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Is open to feedback without becoming defensive.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Provides candid feedback to others in a way that facilitates improvement.

5.0

7.0

6.4

4.8

5.9

5.0

7.0

6.7

4.8

5.7

4.0

7.0

6.3

5.0

6.0

6.0

7.0

6.7

5.0

6.3

5.0

7.0

6.0

4.2

5.5



Sample Company

Teamwork and Collaboration 5.8 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

I can trust this person to represent my interests, even if I am not around.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Looks for solutions where all parties will bene򠀍t.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Creates an environment of openness and cooperation.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Facilitates teamwork and communication across functions, divisions, and/or departments.

5.8

6.8

6.5

4.8

6.3

6.0

7.0

6.3

4.8

6.7

5.0

6.0

6.3

4.8

5.7

6.0

7.0

6.7

5.0

6.7

6.0

7.0

6.7

4.4

6.3



Sample Company

Leading Others 5.3 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Builds genuine relationships with others.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Fosters energy, enthusiasm, and commitment in others.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Provides challenging assignments and opportunities for others to grow.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Takes the time to coach, mentor, and support others.

6.3

6.0

5.5

4.7

5.6

6.0

7.0

6.0

5.2

6.3

6.0

7.0

5.7

5.0

6.0

6.0

5.0

5.0

4.4

5.0

7.0

5.0

5.5

4.0

5.0



Sample Company

Performance Management 4.6 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Delegates both routine and critical tasks or responsibilities.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Empowers others with the resources and authority they need to succeed.

Self (1)

Supervisor (1)

Direct Report (5)

Takes timely corrective action for poor performance.

Self (1)

Supervisor (1)

Direct Report (5)

Other (3)

Recognizes and rewards people for excellent performance.

4.8

6.3

5.5

4.1

5.0

4.0

5.0

6.0

4.2

6.0

6.0

5.0

4.2

5.0

4.0

7.0

3.4

5.0

7.0

4.6

5.0



Sample Company

General 5.5 Very Poor Poor Fair Average Good Excellent Outstanding

Self (1.00)

Supervisor (1.00)

Peer (3.00)


Other (3.00)

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Overall, I rate this person's business skills and abilities as...

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Overall, I rate this person’s relationships with others as...

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Overall, I rate this person's contributions and achievements as...

5.3

7.0

6.0

4.6

6.2

5.0

7.0

5.7

4.2

5.3

5.0

7.0

6.3

5.0

7.0

6.0

7.0

6.0

4.6

6.3



Sample Company

Derailers SummaryThis section provides a summary of results on potential Derailers. The blue horizontal bars represent the average score fromall respondents under each Derailer. The grey vertical lines show the norm, which represents the average score from all surveyrespondents in the DecisionWise Leadership Intelligence database.

None Very Little Some Quite a Bit A Great Deal

Derailers

Lacks Focus

Not a Team Player

Disengaged

Not Trusted

Micromanager

Volatile

Lacks Con�dence

Aloof

Arrogant

Closed Minded

Eager to Please

Perfectionist

Complacent

Key De�ciency

1.4

1.9

1.2

1.1

1.2

1.4

1.1

2.4

1.1

1.0

1.0

2.2

1.4

1.3

1.8



Sample Company

Derailers 1.4 None Very Little Some Quite a Bit A Great Deal

Self

Supervisor

Peer

Direct Report

Other

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Lacks Focus: Easily distracted; shifts from task to task without getting the most critical things done.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Not a Team Player: Sel򠀍sh; places personal agenda before the good of the team.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Disengaged: Appears bored or dissatis򠀍ed with work; does just enough to "get by."

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Not Trusted: Violates or compromises the trust of others; has di;culty gaining the trust of others.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Micromanager: Overly controlling; does not empower others with the freedom and latitude to do their best work.

1.6

1.1

1.4

1.6

1.1

3.0

2.0

2.0

2.0

1.0

1.0

1.0

1.0

1.4

1.0

1.0

1.0

1.0

1.2

1.0

1.0

1.0

1.0

1.4

1.0

1.0

1.0

1.7

1.6

1.0



Sample Company

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Volatile: Loses his/her temper; loses patience quickly; irritable and lacks composure.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Lacks Con򠀍dence: Overly concerned with making mistakes; indecisive; avoids risk.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Aloof: Distant, unapproachable, or isolated; viewed as indiⱀ�erent to others; fails to build eⱀ�ective relationships.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Arrogant: Egotistical; displays a strong sense of entitlement.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Closed Minded: Is closed to new ideas; not open to critical feedback; unwilling to consider other viewpoints.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Eager to Please: Overly concerned with being accepted and liked; defers to other people's opinions.

1.0

1.0

1.0

1.2

1.0

3.0

1.0

2.7

2.8

1.7

1.0

1.0

1.3

1.0

1.0

1.0

1.0

1.0

1.0

1.0

1.0

1.0

1.0

1.0

1.0

3.0

1.0

2.3

2.6

1.7



Sample Company

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Perfectionist: Fails to recognize when something is "good enough;" obsessive; uncompromising.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (5)

Other (3)

Complacent: Stagnant; avoids opportunities for personal growth or learning.

Self (1)

Supervisor (1)

Peer (3)

Direct Report (4)

Other (3)

Key De򠀍ciency: Lacks one or more job-speci򠀍c skills critically needed to perform the job eⱀ�ectively.

2.0

1.0

1.5

1.6

1.0

1.0

1.0

1.0

1.6

1.0

3.0

1.0

1.0

2.5

1.3



Sample Company

Comments

Please describe the above "key deㅚ�ciencies" (if any).

In this new position: - I need to 򠀍nd the appropriate mix to allow me to fully grow into my new role. - I need to push

my staⱀ� to take ownership in areas that I would normally take the lead.

John lacks con򠀍dence as described above. He relies too heavily on Mary G. He gives the appearance that he isn't

prepared or lacks the knowledge to carry out duties without consulting Mary 򠀍rst.

John needs to develop the ability to see the big picture and then address all the details that must happen to get

thise.

None that apply

John is new in his role and will gain the skills he needs with time.

Sometimes is overwhelmed so his response time is slower than it should be. John needs to learn which tasks he can

delegate to his team and hold them accountable for the results.

Describe this person's greatest strengths as a leader.

John is a very compassionate leader and has excellent relationships with his staⱀ�.

John is a wonderful person to work with. He is a real team player who will do anything for you.

Very vocal, fair and always open minded

Strong customer services skills. Very responsive. Knowledgeable about his area of expertise. De򠀍nitely a team

player.

integrity, committment to the department and the team, willing to learn new areas,

I am still learning about John's leadership style so cannot eⱀ�ectively rate many of the above questions. At this point,

I would say his greatest strength (and he has many) is his integrity and commitment - as a person and a leader.

Easy to communicate with and approachable

John greatest's strength is his openess and willing to do what is necessary to get the job done.

He is very knoweldgeable and people feel very comfortable with coming to him for assistance. He is very responsive

even if it may take a little while.



Sample Company

John is a newly promoted Director, so my exposure to him as a leader is fairly recent and limited, but with that

caveat... - Customer service skills are excellent, and I have heard anectodally how he has attempted to impress

those same expectations on his staⱀ�. - John's follow through is very good. Thise are a couple of times I thought the

resolution could have been a bit more timely, but when he came back with the resolution, it was quite thorough, so

perhaps the delay was due to extra research. - If I involve John in something I am working on, I assume that it will be

taken care of responsibly, timely and professionally due to the track record he has demonstrated during my time

with our company.

Willingness to get the task done.

John has an excellent understanding of the issues that we address and immediately knows whise to 򠀍nd answers to

our challenges. He is e;cient and complete in his feedback. John is very easy to work with under any of the

challenging circumstances that we face together. He is very concerned about my needs and how they 򠀍t into the

company performance as a whole. He is a pleasure to work with.

Describe speciㅚ�c things this person could do to become a more e獚�ective leader.

John should take ownership of his new role and be less dependent on his former supervisor. He should assert

hisself by vocalizing his opinions more rather than relying on the opinions of others. John should convey a sense of

urgency to deliver projects on time i.e. draft scorecard, reviewing acquisition materials in a timely manner, etc. I see

the potential in his to be a good leader. He just has to believe in himself 򠀍rst and show others that he is up to the

task.

He sometimes get distracted and is more focused on whatever is happening at the time instead of focusing on his

priorities.

In the position very little time, really do not see anything needing approval

Demonstrate more assertiveness and enthusiasm as a leader.

be more aggressive with his leaders, be proactive in his approach

John is an incredible resource for our team, and our customers. Finding his voice, and contributing his expertise in a

more assertive and de򠀍nitive way will only enhance our ability to provide great services.

delegating tasks to team

John is new in his role and will gain the knowledge needed as time goes by.

Continue to provide opportunitis for his team to grow and develop so that he can focus on the more strategic

pieces of his role.



Sample Company

- If John is working towards a resolution on a request, and it requires some additional resaearch on his part, a

status update explaining this delay would be helpful. - This is a preception on my part, but...John's style is very soft,

and my exposure to his is remote (we don't work in the same building) so I wonder what sort of "presence" he

exudes with othis leaders and his staⱀ�. Does he make hisself known and heard as a competent prefessional leader,

or does he blend in without establishing hisself as a leader of the group. I don't know one way or the othis, but it is

something for his to be cognizant of in his new role.

Find the appropriate mix to allow me to fully grow into my new role. Push my staⱀ� to take ownership in areas that I

would normally take the lead.

Ask for more opportunities to get involved in projects that will stretch you and allow you to showcase your skills.


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