360Pro

Commitments to Leadership






ContentsPage
I. Summary of Results1
II. Detailed Results2
III. Leadership Development Feedback8


#0000000 for Sample Person on December 1, 2002

2003, Self Management Group





 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 1 

I. Summary of Results

  Scores Gap (vs Self)
 Commitment    SELF     SUB     SUP     PEER     OTHER     SUB     SUP     PEER     OTHER  
 LIFE-LONG LEARNING 4.3 4.3 4.2 4.2 0.0 - - - -0.1 -0.1 - - -
 STRATEGIC THINKING 4.0 4.4 3.3 3.7 0.0 +0.4 -0.7 -0.3 - - -
 RESULTS ORIENTATION 4.5 4.3 3.5 3.8 0.0 -0.2 -1.0 -0.7 - - -
 COACHING 4.2 4.5 3.3 3.8 0.0 +0.3 -0.9 -0.4 - - -
 COMMUNICATING 4.1 4.2 3.6 3.6 0.0 +0.1 -0.5 -0.5 - - -
 COLLABORATION 4.0 4.3 3.3 4.2 0.0 +0.3 -0.7 +0.2 - - -

Raters:SELF=Self;SUB=Direct Report;SUP=Supervisor;PEER=Peer;OTHER=Other


Response Rate

 Rater   N
 Self  1
 Direct Report  3
 Supervisor  1
 Peer  2
 Other  0

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 2 

II. Detailed Results

LIFE-LONG LEARNING - Continually searches for opportunities for personal growth, innovation and change, and will encourage life-long learning in all individuals.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

1. Business Acumen - Knowledge of company and industry; knowledge of future trends and practices.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2. Rapid Learner - Learns quickly; experiments to find solutions.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

3. Self Development - Actively works to continuously improve self.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 3 

II. Detailed Results (cont'd)

STRATEGIC THINKING - Be able to envision the future of the organization, create a strategic plan to get there, and motivate others to achieve the vision.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

1. Strategic Agility - Future oriented; anticipates future trends and consequences.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2. Creating & Managing Vision & Purpose - Creates and shares the vision and inspires others to support the vision.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

3. Implications Thinking - Is process oriented; understands the consequences of ideas and actions.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 4 

II. Detailed Results (cont'd)

RESULTS ORIENTATION - Implements plans with a sense of urgency and in a thoughtful and efficient manner, always considering the mission, vision, and values of the organization.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

1. Drive For Results - Works hard to complete a task or achieve results; sets challenging goals and strives to improve "bottom-line" performance.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2. Managing & Measuring Work - Sets clear objectives and assigns responsibilities; monitors progress and designs feedback.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

3. Managing Through Systems - Can manage remotely; impacts people and results remotely.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 5 

II. Detailed Results (cont'd)

COACHING - Is a role model of the organizational values, mission and vision, mentor for the continued success of the organization and identifies the teachable moments in everyday situations so that the potential of every individual is realized.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

1. Developing Direct Reports - Provides guidance and feedback to support the development of others.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2. Providing Honest Feedback - Provides positive and corrective feedback to others; faces up to a situation quickly and directly.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

3. Motivating Others - Empowers others to do their best; creates a positive, motivating work environment.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 6 

II. Detailed Results (cont'd)

COMMUNICATING - Is clear, timely, forthright and respectful in all communications to customers and to all coworkers.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

1. Listening - Attentive, active, listener; has patience to hear.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2. Informing - Provides timely information.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

3. Presentation Skills - Effective in formal presentations.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

4. Conflict Management - Deals with conflict; seeks agreement.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 7 

II. Detailed Results (cont'd)

COLLABORATION - Builds cooperative, creative, cohesive teams and provides an environment in which members of the team can grow and thrive.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

1. Understanding Others - Understands groups.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2. Interpersonal Savvy - Relates well to a variety of people; builds relationships.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

3. Building Effective Teams - Creates strong team morale; blends people into teams.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
 Other 
  

2003, Self Management Group
 
 360Pro (#0000000 for Sample Person on December 1, 2002) Page 8 

III. Leadership Development Feedback


You should continue doing...
Self
  • working to learn more about our industry and gain more specific knowledge of the specialty sectors that we work in as well as those that we strive to work in. Remain true to my big picture outlook
    Others
  • being a motivational force in landing clients
  • his business development efforts
  • doing exactly what he has been doing. Sample is a great inspiration to everyone he meets.
  • encouraging employees to develop skills as well as increase performance; being proactive in solving problems - i.e. helping to clear up problems on various jobs; recognizing when good work has been done; and showing trust in people.

    You should stop doing...
    Self
  • trying so hard, working too much, and recognize the limitations of the work that I can carry
    Others
  • trying to do everything himself and delegate some responsibilities to others.
  • sometimes feeling the need to align personnel and / or opinions into camps. While he can most definitely be inspiring in a very positive way with the enthusiasm he brings to the table, sometimes that same passion makes him less affective in dealing

    You should start doing...
    Self
  • taking educational courses and improve my management capabilities to improve my own self worth and enhance my value to the company. - Insist on playing a more active role in management in accordance with the intent of the agreement that brought me
    Others
  • he should be given more of a free reign in the area he exels in. His attitude and good disposition.
  • give more constructive critisism to people - delegating more tasks to other people

    • 2003, Self Management Group