360Pro

Commitments to Leadership






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


#00000000 for Sample Person on January 1, 2009

©2003, Self Management Group





 
 360Pro (#00000000 for Sample Person on January 1, 2009) Page 1 

I. Summary of Results

  Scores Gap (vs Self)
 Commitment    SELF     REPORT     SUP     PEER     REPORT     SUP     PEER  
 LIFE-LONG LEARNING 4.2 4.1 4.5 3.8 -0.1 +0.3 -0.4
 STRATEGIC THINKING 4.2 3.4 3.8 3.7 -0.8 -0.4 -0.5
 RESULTS ORIENTATION 4.2 4.2 4.0 3.8 - - - -0.2 -0.4
 COACHING 4.3 3.4 3.8 3.6 -0.9 -0.5 -0.7
 COMMUNICATING 4.4 3.4 4.3 3.3 -1.0 -0.1 -1.1
 COLLABORATION 4.0 3.4 4.0 3.7 -0.6 - - - -0.3

Raters:SELF=Self; REPORT=Direct Report; SUP=Supervisor; PEER=Peer



Response Rate

 Rater   N
 Self  1
 Direct Report  6
 Supervisor  1
 Peer  4

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) 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 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) 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 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) 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 
  

7. 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 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) 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 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) 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 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

14. Informing - Provides timely information.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

15. Presentation Skills - Effective in formal presentations.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) 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 
  

17. Understanding Others - Understands groups.

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

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

 
 Self 
 Direct Report 
 Supervisor 
 Peer 
  

©2003, Self Management Group
 
 360Pro (#00000000 for Sample Person on January 1, 2009) Page 8 

III. Leadership Development Feedback


You should continue doing...
Self
  • Communicate more to others.

    Others
  • sounding board and provide guidance
  • being supportive and a good listener when issues arise. He has been very helpful in the past and I wish for this to continue.
  • increasing communication of upcoming events that impact workload and staffing requirements
  • To be active in discussion and initiatives
  • to provide strong Financial Leadership.
  • to do what he does

    You should stop doing...
    Self
  • Comparing departments to illustrate contrast.

    Others
  • gathering so much paper and allow me to help clear it away to make more room to work. It would allow for a presentable office for meetings.
  • avoid using the Finance Department as an example of fiscal restraint in a growing business environment.
  • letting others get the best of him

    You should start doing...
    Self
  • Not sure here, open to suggestions.

    Others
  • Sharing information with direct reports and provide more timely feedback on the performance of direct reports.
  • visual organization
  • providing at least a days notice that working late may be required rather than an hour before quiting time. This way I could make alternate arrangments for my kids events.
  • trying to understand that growth within the rest of the company has an impact on workload within the area he oversees.
  • Being more visible across the company and on shop floor.
  • treating his managers as an integral part of his team.
  • communicating better with other departments and colleagues

    • ©2003, Self Management Group