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Report Profile

Sample -- Leadership Survey
Coaching Dynamics
06/07/2003
Single Participant: Joe Sample

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Overall Results

Coaching Dynamics, Inc.

There are a total of 11 respondents in groups including: Boss(), Peer(5), Team(), Staff(5), Manager(1)

Strengths
These are the top 6 behaviors or practices identified by at least 50% of the respondent groups.

2. Admit ignorance to an issue or situation.	1. Initiative and Risk Taking
22. Helps others to work together to resolve conflict.	5. Conflict Management
23. Effectively mediates difficult situations.	5. Conflict Management
24. Acts assertively when appropriate.	5. Conflict Management
8. Exercise confidentiality when dealing with sensitive issues.	2. Personal Integrity
6. Follow through on agreed to actions.	2. Personal Integrity

Developmental Needs
These are the top 5 behaviors or practices identified by at least 50% of the respondent groups.

4. Willingly take an unpopular stand.	1. Initiative and Risk Taking
7. Act in an honest and up front manner.	2. Personal Integrity
12. Answer questions specifically and to the point.	3. Communicating
13. Demonstrate that you have been heard and understood.	3. Communicating
20. Use his/her time effectively.	4. Planning and Goal Setting

This three part report identifies the number of raters who provided feedback for this Feedback Profile. It identifies your top strengths to build on and those areas to develop.
Each item was identified by at least 50% of the rater groups. Items with a recommendation that you DO MORE (Increase) or DO LESS (Decrease) can be included. Ties are listed in numeric order.

Self data is not included under Strengths, nor Developmental Needs.
A maximum of 6 items or 35% of the total number of questions in the survey are listed under Strengths and Developmental Needs.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Overall Importance Ratings

Coaching Dynamics, Inc.

By Rater Group

/Self/ (N=1)

3. Communicating

1. Initiative and Risk Taking

Peer (N=5)

2. Personal Integrity

3. Communicating

Staff (N=5)

2. Personal Integrity

3. Communicating

Manager (N=1)

1. Initiative and Risk Taking

2. Personal Integrity

By Frequency of Occurrence

Personal Integrity (3)	Communicating (2)
Initiative and Risk Taking (1)

This two-part report identifies areas of importance not effectiveness. It lists those skills or themes identified as most important by each rater group and which skills or themes were the most frequently identified by all rater groups.
This report answers the questions: "Which skills or themes are most important to each rater group when I interact with them?" and "Which skills or themes were frequently identified by all rater groups. Which are the most important for me to focus on overall?"
A total of 4 or 40% of all themes on the survey are listed for each rater group. Self data is not included under 'By Frequency of Occurrence'.
Under By Frequency of Occurrence, the number in parenthesis (X) represents the number of rater groups that identified a specific skill as being more important.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Strengths by Frequency of Occurrence

Coaching Dynamics, Inc.

Initiative and Risk Taking

Initiative and Risk Taking (3 of 3)

2.	Admit ignorance to an issue or situation.
5.	Demonstrate a willingness to take the lead.
1.	Accept responsibility for her/his mistakes.

Personal Integrity

Personal Integrity (3 of 3)

8.	Exercise confidentiality when dealing with sensitive issues.
6.	Follow through on agreed to actions.

Communicating

Communicating (3 of 3)

16.	Appear to be approachable and easy to talk with.
14.	Ask questions to learn more about (or to clarify) what you are saying.

This report lists the skills and behaviors most frequently identified as areas of strength by at least two respondent groups. Self data is not included.
Your strongest strengths are listed first for each skill or theme. The numbers within parenthesis (X of X) represent the total number of rater groups who identified this skill or theme as an area of strength out of the total number of rater groups.
The shaded items mean that 50% or more of the rater groups identified that item or behavior as a key strength to build upon.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Strengths by Frequency of Occurrence

Coaching Dynamics, Inc.

Planning and Goal Setting

Planning and Goal Setting (3 of 3)

17.	Complete work within an agreed upon time frame.
18.	Develop realistic plans for reaching goals.
19.	Set measurable objectives for you/others.

Conflict Management

Conflict Management (3 of 3)

22.	Helps others to work together to resolve conflict.
23.	Effectively mediates difficult situations.
24.	Acts assertively when appropriate.
26.	Is able to say no to unreasonable requests.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Strengths by Rater Group

Coaching Dynamics, Inc.

/Self/ (N = 1)

1) Initiative and Risk Taking 1,2,5
2) Personal Integrity 8,9,10
3) Communicating 12,16
4) Planning and Goal Setting 19
5) Conflict Management 22,23,26

Peer (N = 5)

1) Initiative and Risk Taking 2,1
2) Personal Integrity 8,6
5) Conflict Management 22,23,26,24
3) Communicating 14,16
4) Planning and Goal Setting 18,19

Staff (N = 5)

1) Initiative and Risk Taking 2,5,3
3) Communicating 15
5) Conflict Management 22,23,24
4) Planning and Goal Setting 17
2) Personal Integrity 6,8

Manager (N = 1)

1) Initiative and Risk Taking 1,2,5
2) Personal Integrity 6,8,9
3) Communicating 14,16
4) Planning and Goal Setting 17,18,19,21
5) Conflict Management 22,23,24,26

This report lists the skills and behaviors identified as your key strengths, according to each rater group. Build on these practices.
The numbers following each skill or theme represent your most effective behaviors and practices in that skill area, according to each rater group.
Ties are listed in numeric order.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Developmental Needs by Rater Group

Coaching Dynamics, Inc.

/Self/ (N = 1)

4) Planning and Goal Setting 18,17,20,21
2) Personal Integrity 6

Peer (N = 5)

1) Initiative and Risk Taking 4
2) Personal Integrity 10,7
3) Communicating 12,13
5) Conflict Management 25
4) Planning and Goal Setting 20

Staff (N = 5)

2) Personal Integrity 7,10,9
3) Communicating 13,12,14
1) Initiative and Risk Taking 4
4) Planning and Goal Setting 20,21,19
5) Conflict Management 25

Manager (N = 1)

3) Communicating 12,13
1) Initiative and Risk Taking 4
2) Personal Integrity 7
4) Planning and Goal Setting 20

This report lists the skills and behaviors identified as your key developmental needs, according to each rater group. Minimize or resolve these issues.
The numbers following each skill or theme represent your behaviors and practices with the greatest developmental need for that skill area, according to each rater group. Ties are listed in numeric order.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Developmental Needs by Frequency of Occurrence

Coaching Dynamics, Inc.

Initiative and Risk Taking

Initiative and Risk Taking (3 of 3)

4.	Willingly take an unpopular stand.

Personal Integrity

Personal Integrity (3 of 3)

7.	Act in an honest and up front manner.
10.	Build trust by openly sharing information.

Communicating

Communicating (3 of 3)

12.	Answer questions specifically and to the point.
13.	Demonstrate that you have been heard and understood.

This report lists the skills and behaviors most frequently identified as areas for development. Self data is not included.
Your greatest developmental needs are listed first for each skill or theme. Ties are included.
The numbers within parenthesis (X of X) are the total number of rater groups who identified this skill or theme as an area for development out of the total number of rater groups.
The shaded items mean that 50% or more of the rater groups identified that item as a developmental need.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Developmental Needs by Frequency of Occurrence

Coaching Dynamics, Inc.

Planning and Goal Setting

Planning and Goal Setting (3 of 3)

20.	Use his/her time effectively.

Conflict Management

Conflict Management (2 of 3)

25.	Ask for constructive feedback

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Importance Ratings

Coaching Dynamics, Inc.

Initiative and Risk Taking

							% Response Distribution					N		Priorities
	AR	1	2	3	4	5	1	2	3	4	5	Valid	Total	1	2

/Self/	4.00									100		1	1		X
Peer	4.40									60	40	5	5		X
Staff	3.60								60	20	20	5	5
Manager	5.00										100	1	1	X
Overall Average	2.60								27	36	36	11	11

Personal Integrity

							% Response Distribution					N		Priorities
	AR	1	2	3	4	5	1	2	3	4	5	Valid	Total	1	2

/Self/	4.00									100		1	1		X
Peer	5.00										100	5	5	X
Staff	4.80									20	80	5	5	X
Manager	5.00										100	1	1	X
Overall Average	2.96									9	91	11	11

Communicating

							% Response Distribution					N		Priorities
	AR	1	2	3	4	5	1	2	3	4	5	Valid	Total	1	2

/Self/	5.00										100	1	1	X
Peer	5.00										100	5	5	X
Staff	4.60									40	60	5	5	X
Manager	5.00										100	1	1	X
Overall Average	2.92									18	82	11	11


Not as Important	Somewhat Important	Important	Very Important	Extremely Important

This report identifies which skills or themes are the most important to focus on when interacting with each rater group. The higher the Average Rating (AR), the more important that skill is according to that rater group.
Skills are listed in the sequence they appear in the survey (not importance).
Self data is not included in the Overall Average.
An 'X' lists those skills identified as either Priority One or Two in importance, according to each rater group. No priority rating is listed if the AR is <3.75.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Importance Ratings

Coaching Dynamics, Inc.

Planning and Goal Setting

							% Response Distribution					N		Priorities
	AR	1	2	3	4	5	1	2	3	4	5	Valid	Total	1	2

/Self/	4.00									100		1	1		X
Peer	3.80								20	80		5	5
Staff	4.20									80	20	5	5		X
Manager	4.00									100		1	1		X
Overall Average	2.40								9	82	9	11	11

Conflict Management

							% Response Distribution					N		Priorities
	AR	1	2	3	4	5	1	2	3	4	5	Valid	Total	1	2

/Self/	2.00							100				1	1
Peer	2.00							100				5	5
Staff	2.60							40	60			5	5
Manager	3.00								100			1	1
Overall Average	1.52							64	36			11	11

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Initiative and Risk Taking

1) To what extent does this person ... Accept responsibility for her/his mistakes.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.40						3	2					****
Staff	5	0.80						2	2	1				**
Manager	1	0.00						1						****
Overall Average	11	0.55						6	4	1				**

Initiative and Risk Taking

2) To what extent does this person ... Admit ignorance to an issue or situation.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.00						5						****
Staff	5	0.00						5						****
Manager	1	0.00						1						****
Overall Average	11	0.00						11						****

Initiative and Risk Taking

3) To what extent does this person ... Make decisions without all desired information

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1				1	**
Peer	5	0.00						3	2				1	CLARIFY
Staff	5	0.20						4	1					****
Manager	1	1.00							1					**
Overall Average	11	0.18						7	4				1	CLARIFY

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

This detailed item analysis report links each item to its corresponding skill or theme. This report identifies the number of people who answered each item and how they responded (N or % Distribution).
Recommended Action Plan: (*) identifies areas of strength. The number of (*)s indicates the level of strength (** or ****). Increase = do more of that behavior. Decrease = do less.
Self data is not included in the Overall Average data line.
Note: If this report includes the AGS or Average Gap Size, you will be able to compare the gap or difference between what a rater group sees you doing compared to the performance expectations that rater group has for you.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Initiative and Risk Taking

4) To what extent does this person ... Willingly take an unpopular stand.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	2.60								2	3			INCREASE
Staff	5	1.80							1	4				INCREASE
Manager	1	2.00								1				INCREASE
Overall Average	11	2.18							1	7	3			INCREASE

Initiative and Risk Taking

5) To what extent does this person ... Demonstrate a willingness to take the lead.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.60						3	1	1				**
Staff	5	0.00						5						****
Manager	1	0.00						1						****
Overall Average	11	0.27						9	1	1				****

Initiative and Risk Taking Overall Average

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

Peer	25	0.72						14	5	3	3		1	CLARIFY
Staff	25	0.56						16	4	5				**
Manager	5	0.60						3	1	1				**

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Personal Integrity

6) To what extent does this person ... Follow through on agreed to actions.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	2.00								1				INCREASE
Peer	5	0.20						4	1					****
Staff	5	0.40						3	2					****
Manager	1	0.00						1						****
Overall Average	11	0.27						8	3					****

Personal Integrity

7) To what extent does this person ... Act in an honest and up front manner.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	1.20						2		3				INCREASE
Staff	5	2.60							1		4			INCREASE
Manager	1	2.00								1				INCREASE
Overall Average	11	1.91						2	1	4	4			INCREASE

Personal Integrity

8) To what extent does this person ... Exercise confidentiality when dealing with sensitive issues.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.00						5						****
Staff	5	0.40						3	2					****
Manager	1	0.00						1						****
Overall Average	11	0.18						9	2					****

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Personal Integrity

9) To what extent does this person ... Deal with you/others in a fair and consistent manner.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.60						2	3					**
Staff	5	1.40							3	2				INCREASE
Manager	1	0.00						1						****
Overall Average	11	0.91						3	6	2				**

Personal Integrity

10) To what extent does this person ... Build trust by openly sharing information.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	1.60							2	3				INCREASE
Staff	5	2.20							1	2	2			INCREASE
Manager	1	1.00							1					**
Overall Average	11	1.82							4	5	2			INCREASE

Personal Integrity Overall Average

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

Peer	25	0.72						13	6	6				**
Staff	25	1.40						6	9	4	6			INCREASE
Manager	5	0.60						3	1	1				**

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Communicating

11) To what extent does this person ... Express ideas clearly.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	0.60						3	1	1				**
Staff	5	0.80						2	2	1				**
Manager	1	1.00							1					**
Overall Average	11	0.73						5	4	2				**

Communicating

12) To what extent does this person ... Answer questions specifically and to the point.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	1.60						1		4				INCREASE
Staff	5	1.20						2	1	1	1			INCREASE
Manager	1	3.00									1			INCREASE
Overall Average	11	1.55						3	1	5	2			INCREASE

Communicating

13) To what extent does this person ... Demonstrate that you have been heard and understood.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	1.00						1	3	1				INCREASE
Staff	5	2.40							1	1	3			INCREASE
Manager	1	2.00								1				INCREASE
Overall Average	11	1.73						1	4	3	3			INCREASE

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Communicating

14) To what extent does this person ... Ask questions to learn more about (or to clarify) what you are saying.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	0.20						4	1					****
Staff	5	1.00							5					INCREASE
Manager	1	0.00						1						****
Overall Average	11	0.55						5	6					**

Communicating

15) To what extent does this person ... Present ideas or information in a persuasive manner.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	0.80						1	4					**
Staff	5	0.00						5						****
Manager	1	1.00							1					**
Overall Average	11	0.45						6	5					****

Communicating

16) To what extent does this person ... Appear to be approachable and easy to talk with.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.20						4	1					****
Staff	5	0.60						2	3					**
Manager	1	0.00						1						****
Overall Average	11	0.36						7	4					****

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Communicating Overall Average

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

Peer	30	0.73						14	10	6				**
Staff	30	1.00						11	12	3	4			INCREASE
Manager	6	1.17						2	2	1	1			INCREASE

Planning and Goal Setting

17) To what extent does this person ... Complete work within an agreed upon time frame.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	2.00								1				INCREASE
Peer	5	0.40						3	1		1		1	CLARIFY
Staff	5	0.20						4	1					****
Manager	1	0.00						1						****
Overall Average	11	0.09						8	2		1		1	CLARIFY

Planning and Goal Setting

18) To what extent does this person ... Develop realistic plans for reaching goals.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	3.00									1			INCREASE
Peer	5	0.20						4	1					****
Staff	5	0.80						3		2				**
Manager	1	0.00						1						****
Overall Average	11	0.45						8	1	2				****

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Planning and Goal Setting

19) To what extent does this person ... Set measurable objectives for you/others.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	4	0.25						3	1					****
Staff	5	1.00						1	3	1				INCREASE
Manager	1	0.00						1						****
Overall Average	10	0.60						5	4	1				**

Planning and Goal Setting

20) To what extent does this person ... Use his/her time effectively.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	2.00								1				INCREASE
Peer	5	1.00							5					INCREASE
Staff	5	1.40						1	1	3				INCREASE
Manager	1	2.00								1				INCREASE
Overall Average	11	1.27						1	6	4				INCREASE

Planning and Goal Setting

21) To what extent does this person ... Establish clear work priorities for tasks, projects.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	2.00								1				INCREASE
Peer	5	0.80						2	2	1				**
Staff	5	1.40							3	2				INCREASE
Manager	1	0.00						1						****
Overall Average	11	1.00						3	5	3				INCREASE

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Planning and Goal Setting Overall Average

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

Peer	24	0.37						12	10	1	1		1	CLARIFY
Staff	25	0.96						9	8	8				**
Manager	5	0.40						4		1				****

Conflict Management

22) Helps others to work together to resolve conflict.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.00						5						****
Staff	5	0.00						5						****
Manager	1	0.00						1						****
Overall Average	11	0.00						11						****

Conflict Management

23) Effectively mediates difficult situations.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.00						5						****
Staff	5	0.00						5						****
Manager	1	0.00						1						****
Overall Average	11	0.00						11						****

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Conflict Management

24) Acts assertively when appropriate.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	0.20						4	1					****
Staff	5	0.00						5						****
Manager	1	0.00						1						****
Overall Average	11	0.09						10	1					****

Conflict Management

25) Ask for constructive feedback

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	1.00							1					**
Peer	5	1.40							3	2				INCREASE
Staff	5	1.00						2	1	2				INCREASE
Manager	1	1.00							1					**
Overall Average	11	1.18						2	5	4				INCREASE

Conflict Management

26) Is able to say no to unreasonable requests.

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

/Self/	1	0.00						1						****
Peer	5	0.00						5						****
Staff	5	0.60						3	1	1				**
Manager	1	0.00						1						****
Overall Average	11	0.27						9	1	1				****

Current Performance...how often does this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always
Expectations...how often should this occur? =	1 - Almost Never,	2 - Sometimes,	3 - Generally,	4 - Almost Always,	5 - Always

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Analysis by Behavior

Coaching Dynamics, Inc.

Conflict Management Overall Average

Rater Group			Avg. Gap Size					N Distribution					Do Less	Action Plan
	N	AGS	1	2	3	4	5	0	1	2	3	4	Do Less	Action Plan

Peer	25	0.32						19	4	2				****
Staff	25	0.32						20	2	3				****
Manager	5	0.20						4	1					****

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Open-Ended Questions

Coaching Dynamics, Inc.

27) What could this person START DOING to become more effective?

Focus on some time management and basic communication skills.
More direct and candid reasons why we are being ask to do what we are doing and the short deadlines
Understand elements of individual communication styles and related strategies to influence/communicate more effecively with each individual.
To lead, give more direction rather than react.
Be honest and stand up for what he believes is right.
Listen more effectively.
Listen More.
As a peer, Joe needs to become more involved with and communicate more directly with his employees
Become more comfortable with addressing conflict.

28) What could this person STOP DOING to become more effective?

Giving superficial answers to difficult questions
Avoidiing tough questions.
Giving excuses and not answering direct
Stop talking in circles
Tell people different answers to the same pointed questions. It tends to cause a lot of confusion internally.

The comments shown on this report are verbatim and have not been edited or checked for spelling or grammatical errors.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Open-Ended Questions

Coaching Dynamics, Inc.

29) What could this person CONTINUE DOING to become more effective?

Weekly meetings with us, but with more focus.
To work on building interpersonal and communications skills
Letting people know his door is always open.
Continue to be easy to talk with and open to other viewpoints
Keep true to who you are -- be willing to take a stand and not just say what you think others want to hear or is the popular answer.
Being supportive.
Maintain working relationships and trust.
Most of what he does...responsive, establish plans and implement, follow up, metrics, embrace broad objectives...develop goals to accomplish, customer focused.

30) Other comments you want to share with this person ...

Appreciate your kind and encouraging words.
While I am not sure you always hear what the team is saying, but you act as if you are listening. Become a little more engaging in the team discussions.
Don't always rely on others opinions or perceptions for making decisions, form own opinions by gathering some of own information.
Be honest and more up-front...then you don't have to worry about who you told what.
You are a really nice guy and sometimes that causes what you do to be viewed as treating others unfairly or equal. Be more assertive as a leader -- your team really will support you.
Joe, you are a super nice guy, just be willing to take a more active leadership, less manager, role.

The comments shown on this report are verbatim and have not been edited or checked for spelling or grammatical errors.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Resource Guide

Coaching Dynamics, Inc.

4.	Willingly take an unpopular stand.

Here are some ideas to consider for improving your performance: 1. Verbalize your position, no matter how you feel others will respond. 2. Identify the reasons why you are taking this particular position. 3. Describe the benefits of your position, explaining the benefits to you and others. 4. Openly discuss the benefits without attempting to appease people or groups. 5. Take the risk to show others what you think and how you feel about taking the position that you are. Quotations Johann Wolfgang von Goethe "The right man is the one who seizes the moment." William Faulkner "Don’t bother just to be better than your contemporaries or predecessors. Try to be better than yourself."

7.	Act in an honest and up front manner.

Here are some ideas to consider for improving your performance: 1. Use each “honest” exchange as a learning experience. Evaluate how you and others react to your honest and upfront manner. Are you “too upfront?” Are you “too honest with others?” 2. As a peer/mentor for advice on how (s)he acts in the manner you would like to emulate. 3. Do not try to “shade” or hide the truth to protect yourself or others. 4. Being honest doesn’t mean being tactless. 5. Don’t make apologies for being honest. Quotations Beethoven (Eroica) "… nothing is more intolerable than to have to admit to yourself your own errors." Mark Twain "If you tell the truth you don’t have to remember anything." "When in doubt, tell the truth." "I was gratified to be able to answer promptly. I said I don’t know."

10.

Build trust by openly sharing information.

Here are some ideas to consider for improving your performance:

1. Do not “edit” the information you are going to share.
2. Present the information to others without changing the intent or focus of your message. It is not always helpful to soften your message. It may be better to “tell it like it is.”
3. Determine how you would like to receive information and then share that information in the same manner.

Quotations

The Six Mistakes of Man (Marcus Tullius Cicero-106BC-43BC)
1. The delusion that personal gain is made by crushing others.
2. The tendency to worry about things that cannot be changed or corrected.
3. Insisting that a thing is impossible because we cannot accomplish it.
4. Refusal to set aside trivial preferences.
5. Neglecting development and refinement of the mind, and not acquiring the habit of reading or studying.
6. Attempting to compel others to believe and live as we do.

LaRochefoucauld “Most of our faults are more pardonable than the means we use to conceal them.”

This Resource Guide identifies specific suggestions for developing your effectiveness for selected behaviors and practices. This Guide includes practical developmental suggestions that you can apply immediately. We encourage you to do so.

Items listed in this Resource Guide represent your greatest weakness(es), regardless of how many rater groups identified the item.

For more extensive developmental suggestions and other online resources or to learn more about CCi Assessment Group International visit our website at www.cci4360.com. Or contact us at info@cci4360.com, larryc@cci4360.com or the Human Resource Department in your organization.

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Resource Guide

Coaching Dynamics, Inc.

13.	Demonstrate that you have been heard and understood.

Here are some ideas to consider for improving your performance: 1. Acknowledge the communication you receive from others. 2. During your conversations, use summary statements as checks to see whether you have understood what you have heard. 3. Identify those areas where additional information is needed. 4. If others indicate that you are not hearing them, use this indication as a chance to open different communication channels with those individuals. 5. Use active listening skills such as asking open-ended questions, paraphrasing, and reflecting. Besides checking that you understand and communicating that you do, these actions give you something specific to do while the person is talking, rather than formulating your own ideas and response. 6. Watch and listen to your colleagues. Who displays interest and empathy? How does that affect their reputation and skill as a leader? Quotations Larry Cipolla “Just because you ask someone a question and get an answer you did not expect, does not mean they are wrong.” Mark Twain “It usually takes more than three weeks to prepare a good impromptu speech.” “The difference between the right word and the almost right word is the difference between lightning and a lightning bug.”

12.

Answer questions specifically and to the point.

Here are some ideas to consider for improving your performance:

1. Provide complete information to the questions being asked.
2. If you do not understand the question, ask that person to repeat or rephrase the question.
3. If you are afraid to ask a question because you do not want to appear “stupid,” or “slow,” think how you will appear if you charge ahead without fully understanding what you need to know before you respond.
4. Do not try to protect the employee by softening the impact of the information you want to communicate.
5. Be honest at all times.
6. Model how you want others to answer the questions that you ask.

Quotations

Mark Twain “It usually takes more than three weeks to prepare a good impromptu speech.”
“The difference between the right word and the almost right word is the difference between lightning and a lightning bug.”

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Most Favorable/Unfavorable

Coaching Dynamics, Inc.

		% Favorable
Most Favorable Items		0	100
2)	Admit ignorance to an issue or situation.			100%
22)	Helps others to work together to resolve conflict.			100%
23)	Effectively mediates difficult situations.			100%
24)	Acts assertively when appropriate.			99%
8)	Exercise confidentiality when dealing with sensitive issues.			97%
5)	Demonstrate a willingness to take the lead.			95%
6)	Follow through on agreed to actions.			95%
26)	Is able to say no to unreasonable requests.			95%
16)	Appear to be approachable and easy to talk with.			93%
		% Unfavorable
Least Favorable Items		100	0
4)	Willingly take an unpopular stand.

43%

Act in an honest and up front manner.

38%

10)

Build trust by openly sharing information.

36%

13)

Demonstrate that you have been heard and understood.

34%

12)

Answer questions specifically and to the point.

30%

20)

Use his/her time effectively.

25%

25)

Ask for constructive feedback

23%

21)

Establish clear work priorities for tasks, projects.

20%

This summary report identifies those behaviors and practices identified by the rater groups as your primary strengths (most favorable) and primary weaknesses (most unfavorable).

Sample -- Leadership Survey - 06/07/2003
Single Participant: Joe Sample

Demographics Pie Chart

Coaching Dynamics, Inc.

1) Rater Group

Percentage of valid N

50%

100%

Self

8.3%

Boss

Peer

41.7%

Team

Staff

41.7%

Manager

8.3%

This report displays information based on the demographic questions selected for this report.
It identifies the valid number of raters for each demographic. It also includes the percentage of raters in each demographic category out of the total number of demographic categories selected by raters.