#0000000 for Sample Person on January 1, 2003

360° Profile

Commitments to Leadership

Contents	Page

I. Summary of Results	1
II. Detailed Results	2
III. Leadership Development Feedback	8

#0000000 for Sample Person on January 1, 2003

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	Page 1

I. Summary of Results

	Scores				Gap (vs Self)

COMMITMENT	Self	Direct Report	Supervisor	Peer	Direct Report	Supervisor	Peer

LIFE-LONG LEARNING	4.3	4.3	4.2	4.2	0.0	-0.1	-0.1
STRATEGIC THINKING	4.0	4.3	3.3	3.7	0.3	-0.7	-0.3
RESULTS ORIENTATION	4.5	4.2	3.5	3.8	-0.3	-1.0	-0.7
COACHING	4.2	4.3	3.3	3.8	0.1	-0.9	-0.4
COMMUNICATING	4.1	4.2	3.6	3.6	0.1	-0.5	-0.5
COLLABORATION	4.0	4.2	3.3	4.2	0.2	-0.7	0.2

Response Rate

RATER	N
Self	1
Direct Report	4
Supervisor	1
Peer	2

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	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.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(a) Business Acumen

Knowledge of company and industry; knowledge of future trends and practices.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3	4
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(b) Rapid Learner

Learns quickly; experiments to find solutions.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3	4
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(c) Self Development

Actively works to continuously improve self.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	Page 3

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.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(a) Strategic Agility

Future oriented; anticipates future trends and consequences.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(b) Creating & Managing Vision & Purpose

Creates and shares the vision and inspires others to support the vision.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2		4	5

Gap (vs. Self)
Above				Below

(c) Implications Thinking

Is process oriented; understands the consequences of ideas and actions.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3	4
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	Page 4

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.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(a) Drive For Results

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

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3	4
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(b) Managing & Measuring Work

Sets clear objectives and assigns responsibilities; monitors progress and designs feedback.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(c) Managing Through Systems

Can manage remotely; impacts people and results remotely.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	Page 5

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.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(a) Developing Direct Reports

Provides guidance and feedback to support the development of others.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3	4
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(b) Providing Honest Feedback

Provides positive and corrective feedback to others; faces up to a situation quickly and directly.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(c) Motivating Others

Empowers others to do their best; creates a positive, motivating work environment.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	Page 6

COMMUNICATING

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

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(a) Listening

Attentive, active, listener; has patience to hear.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3	4
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(b) Informing

Provides timely information.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(c) Presentation Skills

Effective in formal presentations.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3	4
Peers	n/a	1	2		4	5

Gap (vs. Self)
Above				Below

(d) Conflict Management

Deals with conflict; seeks agreement.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	Page 7

COLLABORATION

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

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(a) Understanding Others

Understands groups.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2	3		5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

(b) Interpersonal Savvy

Relates well to a variety of people; builds relationships.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3	4

Gap (vs. Self)
Above				Below

(c) Building Effective Teams

Creates strong team morale; blends people into teams.

Rating
	N/A	Never	Seldom	Occas	Usually	Always
Self	n/a	1	2	3		5
Direct Report	n/a	1	2	3		5
Supervisor	n/a	1	2		4	5
Peers	n/a	1	2	3		5

Gap (vs. Self)
Above				Below

Š2002,Self Management Group

360° Profile (#0000000 for Sample Person on January 1, 2003)	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 with the resolution of both big and small problems. I do not feel this is a major problem but one that I believe can be easily be corrected with the positive reinforcement that he should be getting for his efforts. - wearing his emotions on his sleeve, which is not necessarily always a bad thing, but occasionally it can be self defeating for him.

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 back to this organization.

Others

being willing to accept constructive criticism, start accepting coaching/mentoring.
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

Š2002,Self Management Group