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Table of Contents
t
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Summaries E How did I do overall?
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Task Cycle® Summary: An overall summary of your
centile scores averaged by Task Cycle® phase and
rater group.
R
Plots of Your Raw and Centile Scores: Line plots of
your centile scores and raw scores separated by rater
group.
e
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Scores & Details E How did I do in detail?
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Executive Leadership Survey
Introduction
Before you begin analyzing this report, make sure you are mindful of what you want to achieve in your work and
career. Take a few moments to also think about your present job, the people with whom you work, and the
environment in which you work. Your raters draw on recent experiences, such as the last few projects or previous
year, when evaluating your management practices.
t
The feedback in this report is organized into six The dimensions that make up the phases of the Task
or
phases of activity that all executives, leaders and Cycle® are the fundamental skills. The Outcome or
managers engage in, called the Task Cycle®. The Impact dimensions that follow show the effect of the
Task Cycle® is a sequential, valid organizing tool that Task Cycle® skills on how others perceive you. Your skill
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can help you know where to focus your development. competence is integral to the impression you make.
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Raw Score
ELS This is the actual score that was given to you by those
who completed the survey.
TASK CYCLE®
e Centile
This compares your scores to everyone else who has
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taken the survey. If your centile score for a particular
skill is "30," it means that 30% of the individuals who
have taken the survey scored lower than you (and 70%
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Task Cycle® Phases scored higher). Centile scores are presented frequently
I.SETTING DIRECTION
throughout the report, and are intended to give you a
competitive analysis of how your leadership skills
II.EXECUTIVE PERSPECTIVE compare to others in similar professional situations.
III.EXECUTIVE IMPLEMENTATION
Situational Scales (***)
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IV.FEEDBACK
Dimensions marked with (***) are dimensions on which
V.DRIVE high scores are not necessarily desirable. When these
VI.ACKNOWLEDGING CONTRIBUTIONS are the only strengths in a profile, it indicates that the
leader is pushing, not leading. However, when balanced
with solid leadership skills and used strategically, they
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Why you should care about the Task Cycle® can significantly enhance your leadership abilities.
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3 Leader, X 04/11
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Executive Leadership Survey
Summaries
All of your centile scores are averaged and are shown for each phase of the
Task Cycle®. Consider the Task Cycle® when looking at your scores,
keeping in mind the importance of the Task Cycle® sequence. Its premise
t
states that some tasks come first in time and importance. Mastery of the
or
intital tasks influences mastery of the following tasks.
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The shading in the "low"
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and "low average" areas of
the first two phases is an
Averaged centile scores are
shown for each phase, broken
out by rater level. The position
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area where you could be of each colored block shows if
losing leverage of the the score is low, low average,
Task Cycle® sequence. etc.
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All of your raw scores for each dimension are presented separately for each
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rater level on the plot at the top of the page. The scores you gave yourself
(via your self-survey) are also plotted. Compare different rater levels and
look for trends. A legend showing the colors for each rater level is located at
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The centile plot shows a summary of your scores for each dimension and
serves as the primary interpretation tool for many users. All of your centile
scores for each dimension are presented separately for each rater level on
the plot. The scores you gave yourself are also plotted.
04/11 Leader, X 4
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Executive Leadership Survey
Summaries
ELS
I. SETTING DIRECTION
70
TASK CYCLE® 70
t
42
or
77
II. EXECUTIVE PERSPECTIVE
71
63
ep
63
62
Importance of the Task Cycle® III. EXECUTIVE IMPLEMENTATION
Its premise states that some
63
tasks come first in time and
importance. Mastery of the initial 60
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tasks influences mastery of the 37
following tasks. 54
IV. FEEDBACK
Scores that land in the shaded
areas indicate an area that you 27
may be losing leverage within
the Task Cycle®. Review your
dimension scores for a better e 2
25
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27
analysis.
V. DRIVE
63
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57
Reports
51
Peers
63
Manager
VI. ACKNOWLEDGING CONTRIBUTIONS
Self
16
26
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1
7
OUTCOMES
a
72
61
33
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78
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5 Leader, X 04/11
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04/11
10 20 30 40 50 60 70 80 90 1 2 3 4 5 6 7
A. LEADERSHIP VISION
REPORTS
I
B. RISK TAKING/INNOVATION
Summaries
C. ENGAGEMENT
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D. BUSINESS & FINANCIAL
ACUMEN
PEERS
Executive Leadership Survey
II
F. ORGANIZATIONAL SAVVY
G. JUDGMENT
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H. CUSTOMER FOCUS
YOUR RAW SCORES (Actual Survey Responses)
MANAGER
PLOTS OF YOUR RAW AND CENTILE SCORES
III
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DEVELOPMENT
SELF
K. PERSEVERANCE
L. AWARENESS OF OTHERS
IV
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M. SELF-AWARENESS
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N. DELIVERING WORLD CLASS
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RESULTS R
O. PUSH/PRESSURE (***)
VI
R. TRUST
or
S. EFFECTIVENESS/OUTCOMES
Leader, X
Outcomes
LOW AVERAGE HIGH
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6
Executive Leadership Survey
t
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· Most participants will have separate rows for direct reports, peers, a
supervisor and self.
· Peers and reports are not broken out separately when the minimum
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number required to protect rater anonymity are not completed by the
survey deadline.
Question Scores
Below the dimension table you will see data for each question making up the
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dimension. This includes: average score, standard deviation, exact
frequency of the “NR” and “1-7” ratings, and, if you have taken the survey
before, previous average scores.
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OPEN-ENDED COMMENTS
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Written comments from your raters shown exactly as they were entered into
the web survey, without editing.
7 Leader, X 04/11
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Executive Leadership Survey
I. SETTING DIRECTION
A. Leadership Vision
t
If You Score Low
or
If you scored very low on this dimension, you may not be focused adequately on the issues and ideas that will
move the organization into the future. You may have a difficult time explaining clearly and concisely what the
organization must do to improve its competitive position in the marketplace. You may be so focused on the
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"here and now" that you neglect to neglect to describe the organization's future direction. To improve your
scores, clearly articulate your vision and take every opportunity to communicate it so that others will be inspired
to contribute.
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Dimension Scores
PEERS (11)
6.40
6.15
5.62
5.24
77
81
e 5.96
6.05
63
78
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MANAGER (1) 5.80 5.30 70 5.00 38
Development Tips
If this dimension is an area for improvement, here are some suggestions.
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- Make sure you understand your industry, your organization, and its products and services thoroughly. As you review your
knowledge, focus on gaps in services or products that you notice, and allow yourself to visualize how to fill in the gaps.
- Review your vision statement or create one that is future oriented and describes an ideal state. Well designed mission
and vision statements provide a sense of direction and help people understand how their jobs contribute to organizational
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success.
- Create an “elevator message” as part of your plan to communicate your vision. This is a colorful story, metaphor, or
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saying that captures the essence of your vision and can be conveyed in less than 30 seconds (i.e., the length of a typical
ride in an elevator).
- Encourage discussion of international business within your organization, including the difficult issues, in dealing with
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Question Scores
- almost always...
- almost never...
- not rated, N/A
- sometimes...
- always...
- average
- never...
- often...
PRE
i Question # within survey AVG SD NR 1 2 3 4 5 6 7 AVG
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1. Acts in a way that makes us a REPORTS 6.5 0.6 . . . . . . 2 2 6.4
progressive, global organization PEERS 6.0 0.9 5.7
or
. . . . . 4 3 4
MANAGER 6.0 --- . . . . . . 1 . 3.0
SELF 6.0 --- . . . . . . 1 . 6.0
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10. Establishes and communicates an REPORTS 6.3 0.5 . . . . . . 3 1 5.2
inspiring vision PEERS 6.0 0.9 . . . . 1 1 6 3 6.2
MANAGER 4.0 --- . . . . 1 . . . 5.0
SELF 5.0 --- . . . . . 1 . . 5.0
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30. Vigorously promotes positive REPORTS 6.3 1.0 . . . . . 1 1 2 5.6
change in the organization PEERS 6.0 0.8 1 . . . . 3 4 3 6.0
MANAGER 5.0 --- . . . . . 1 . . 6.0
SELF 6.0 --- . . . . . . 1 . 6.0
9 Leader, X 04/11
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OPEN-ENDED COMMENTS
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u Survey received; no comment provided.
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u Survey received; no comment provided.
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u Survey received; no comment provided.
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u
Self
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OPEN-ENDED COMMENTS
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u Survey received; no comment provided.
u Survey received; no comment provided.
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u Survey received; no comment provided.
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u Survey received; no comment provided.
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u
Self
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47 Leader, X 04/11
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OPEN-ENDED COMMENTS
t
u
or
u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
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u Survey received; no comment provided.
u Survey received; no comment provided.
u Survey received; no comment provided.
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u Survey received; no comment provided.
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Self
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04/11 Leader, X 48
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Development
CENTILE HIGHLIGHTS
t
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This is the same information, compressed to 20-point ranges, as the Centile
Plot.
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CENTILE SCORES AND BLIND SPOT ANALYSIS
This chart shows your centile scores broken out by rater group. Shading and
centile ranking designations help you identify whether your scores are
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considered Low, Low Average, Average, High Average or High.
A blind spot analysis is shown to the right of each dimension. This analysis
compares the specified rater group's centile scores with your Self scores.
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This comparison will help you determine whether or not a particular
dimension (skill) is considered a Blind Spot or Strength (see explanations
below the chart). Situational dimensions marked with (***) are not included in
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the Blind Spot Analysis. These dimensions need to be interpreted in light of
the situation and high scores may not be desired.
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This chart lists the highest and lowest rated questions by rater group. In each
case you will see the questions identified by the dimension title and question
number.
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This chart shows the range of numeric changes, up (+) or down (-) from your
previous centile scores. For example, +20 means that the centile rank went
up 20 points or you have improved. Shading is used in this chart to indicate
that the centile score has decreased from your previous centile scores.
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Understanding where your scores have decreased or increased can aid you
in creating or adjusting your development plan.
These pages provide you with space to create a development plan based on
your results. Before you begin creating your development plan, you'll need to
read and understand the results from this report.
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Development
CENTILE HIGHLIGHTS
These comparisons are in reference to the norms for each rating group.
DESIGNATION t l n l u
PERCENTILE 0 10 20 30 40 50 60 70 80 90 100
t
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I. SETTING DIRECTION REPORTS PEERS MANAGER SELF
A. LEADERSHIP VISION l u l l
B. RISK TAKING/INNOVATION l l t u
l l n l
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C. ENGAGEMENT
R
F. ORGANIZATIONAL SAVVY l n n l
G. JUDGMENT l n l n
H. CUSTOMER FOCUS l n t l
III. EXECUTIVE IMPLEMENTATION
IV. FEEDBACK
L. AWARENESS OF OTHERS l l t l
M. SELF-AWARENESS l l t l
V. DRIVE
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Q. SHARING CREDIT t l t t
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OUTCOMES
OTCM. OUTCOMES
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R. TRUST l n l u
S. EFFECTIVENESS/OUTCOMES l l n l
(***) Must be interpreted in light of the situation.
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Development
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83 VISIBLE STRENGTH
D. Business & Financial Acumen
91
or
81 VISIBLE STRENGTH
E. Industry & Market Insight
50
70 VISIBLE STRENGTH
F. Organizational Savvy
ep
67
60 VISIBLE STRENGTH
G. Judgment
42
62 VISIBLE STRENGTH
H. Customer Focus
61
R
71 VISIBLE STRENGTH
I. Speed & Decisiveness
62
48 UNREALIZED STRENGTH
J. Talent & Team Development
26
K. Perseverance
71
73
e VISIBLE STRENGTH
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33 SOFT SPOT
L. Awareness of Others
24
21 SOFT SPOT
M. Self-Awareness
30
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83 VISIBLE STRENGTH
N. Delivering World Class Results
78
88 ---
O. Push/Pressure (***)
83
42 VISIBLE STRENGTH
P. Self Management
48
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16 SOFT SPOT
Q. Sharing Credit
7
72 VISIBLE STRENGTH
R. Trust
83
72 VISIBLE STRENGTH
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S. Effectiveness/Outcomes
72
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Reports VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
UNREALIZED STRENGTH = Rated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by others
Self SOFT SPOT = Rated LOW or LOW AVERAGE by others and yourself
BLIND SPOT = Rated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
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Development
t
81 VISIBLE STRENGTH
D. Business & Financial Acumen
91
or
69 VISIBLE STRENGTH
E. Industry & Market Insight
50
57 VISIBLE STRENGTH
F. Organizational Savvy
ep
67
59 VISIBLE STRENGTH
G. Judgment
42
48 VISIBLE STRENGTH
H. Customer Focus
61
R
64 VISIBLE STRENGTH
I. Speed & Decisiveness
62
49 UNREALIZED STRENGTH
J. Talent & Team Development
26
K. Perseverance
68
73
e VISIBLE STRENGTH
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29 SOFT SPOT
L. Awareness of Others
24
22 SOFT SPOT
M. Self-Awareness
30
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78 VISIBLE STRENGTH
N. Delivering World Class Results
78
75 ---
O. Push/Pressure (***)
83
37 BLIND SPOT
P. Self Management
48
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26 SOFT SPOT
Q. Sharing Credit
7
50 VISIBLE STRENGTH
R. Trust
83
73 VISIBLE STRENGTH
a
S. Effectiveness/Outcomes
72
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Peers VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
UNREALIZED STRENGTH = Rated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by others
Self SOFT SPOT = Rated LOW or LOW AVERAGE by others and yourself
BLIND SPOT = Rated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
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04/11 Leader, X 52
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Development
t
92 VISIBLE STRENGTH
D. Business & Financial Acumen
91
or
78 VISIBLE STRENGTH
E. Industry & Market Insight
50
51 VISIBLE STRENGTH
F. Organizational Savvy
ep
67
77 VISIBLE STRENGTH
G. Judgment
42
17 BLIND SPOT
H. Customer Focus
61
R
48 VISIBLE STRENGTH
I. Speed & Decisiveness
62
9 SOFT SPOT
J. Talent & Team Development
26
K. Perseverance
55
73
e VISIBLE STRENGTH
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1 SOFT SPOT
L. Awareness of Others
24
2 SOFT SPOT
M. Self-Awareness
30
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81 VISIBLE STRENGTH
N. Delivering World Class Results
78
99 ---
O. Push/Pressure (***)
83
21 BLIND SPOT
P. Self Management
48
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1 SOFT SPOT
Q. Sharing Credit
7
20 BLIND SPOT
R. Trust
83
47 VISIBLE STRENGTH
a
S. Effectiveness/Outcomes
72
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Manager VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
UNREALIZED STRENGTH = Rated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by others
Self SOFT SPOT = Rated LOW or LOW AVERAGE by others and yourself
BLIND SPOT = Rated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
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53 Leader, X 04/11
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Development
t
D. BUSINESS & FINANCIAL ACUMEN 7.00
13. Analyzes numerical information effectively
or
7.00
ep
33. Understands and contributes to financial D. BUSINESS & FINANCIAL ACUMEN
discussions, which may be reasonably complex
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expects others to do the same
7.00
43. Expects people to complete what they undertake
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N. DELIVERING WORLD CLASS RESULTS
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5 lowest rated questions
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M. SELF-AWARENESS 4.00
42. Recognizes circumstances that can lead to an
emotional reaction
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M. SELF-AWARENESS 4.25
61. Is aware of how feelings can affect actions
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04/11 Leader, X 54
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Development
t
A. LEADERSHIP VISION 6.55
68. Is very convincing when proposing a new course of
or
action
6.55
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31. Demonstrates the confidence to act B. RISK TAKING/INNOVATION
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6.45
52. Demonstrates sound financial judgment
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D. BUSINESS & FINANCIAL ACUMEN
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5 lowest rated questions
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M. SELF-AWARENESS 4.20
42. Recognizes circumstances that can lead to an
emotional reaction
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M. SELF-AWARENESS 4.33
61. Is aware of how feelings can affect actions
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55 Leader, X 04/11
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Development
t
A. LEADERSHIP VISION 7.00
68. Is very convincing when proposing a new course of
or
action
7.00
ep
31. Demonstrates the confidence to act B. RISK TAKING/INNOVATION
R
7.00
13. Analyzes numerical information effectively
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D. BUSINESS & FINANCIAL ACUMEN
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5 lowest rated questions
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Development
t
C. ENGAGEMENT 7.00
12. Shows enthusiasm about our business and our
or
opportunities
7.00
ep
3. Uses financial and operational data effectively D. BUSINESS & FINANCIAL ACUMEN
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7.00
33. Understands and contributes to financial
discussions, which may be reasonably complex
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D. BUSINESS & FINANCIAL ACUMEN
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5 lowest rated questions
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M. SELF-AWARENESS 4.00
61. Is aware of how feelings can affect actions
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Development
t
C. ENGAGEMENT +21 +13 +32 +10
or
II. EXECUTIVE PERSPECTIVE
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F. ORGANIZATIONAL SAVVY +3 +2 +47 -8
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III. EXECUTIVE IMPLEMENTATION
K. PERSEVERANCE -1 +4 +31 0
IV. FEEDBACK
e
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L. AWARENESS OF OTHERS +9 0 -5 -25
M. SELF-AWARENESS -4 -6 -5 -12
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V. DRIVE
OUTCOMES
a
OTCM. OUTCOMES
04/11 Leader, X 58
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Development
DEVELOPMENT PLAN
Summarize your feedback from each rater below to help identify an area for improvement.
REPORTS
List Key Strengths
t
or
PEERS
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List Key Strengths
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MANAGER
List Key Strengths e
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Enter your most important business objectives and career goals. These are the best guides for deciding what to do about the
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Development Focus. Consider your challenges in light of what you need to achieve in the near future and remember that
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Phases I & II of the Task Cycle® are where you get the most leverage. Note below your priorities for development before
lining out one or more development items in the next section.
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Executive Leadership Survey
Development
DEVELOPMENT PLAN
4 Print or photocopy this page for
additional development items
and/or actions
Development Item(s)
Business or career goals (Refer to previous page)
t
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What skills, practices or knowledge do you need to focus on at this time?
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Development Action(s)
What action(s) are you going to take? e By when?
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04/11 Leader, X 60
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