Return to flip book view

1 360° Feedback Results for Carla Simpson January 20, 2017 Summary results from 14 raters, including: 1 Manager 5 Peers 8 Direct Reports

About This Report Carla Simpson 2 This report contains a summary of your 360-Degree Feedback results. The report begins with a high-level overview and progresses into greater detail as you proceed through it. Start by reading through the entire report to the end of the comments section. Try to keep an open mind as you look at the numeric data and read the comments from your raters. Once you have familiarized yourself with the report and your results, go back through the report and look for inconsistencies, patterns, and themes. Work back and forth between the numeric data and the comments as you do this. Remember that any inconsistencies in your results mean that others see you from different angles and different value systems. Some feedback you can take literally, but some is due to colleagues who lack perspective or who have different expectations of you. You should debrief your results with your manager and/or HR representative. In these meetings you should identify a short list of actionable items. Do not focus on who said what. Table of Contents 1 UNDERSTANDING THE DATA 2 TWO-FACTOR LEADERSHIP PROFILE 3 HIGHEST AND LOWEST RATED ITEMS 4 MANAGER DISAGREEMENTS & BLIND SPOTS 5 CATEGORY SCORES 6 CATEGORY BREAKDOWN 7 WRITTEN COMMENTS

1 UNDERSTANDING THE DATA Carla Simpson 3 This report presents your results in two ways: as Raw Scores and as T-Scores. It is important that you take a moment to understand what these different scores represent. R A W 1 2 3 4 5 S C O R E T - S C O R E D I S T Raw Scores are simply an average of your feedback results on a 5-point scale. The lowest possible raw score is a 1, and the highest possible raw score is a 5. In the sample above, the bar chart represents the raw score from all respondents. The colored circles are scores from different rater groups. A key to the colored circles is provided throughout this report. T-Scores show how your scores compare to the scores received by others. By themselves, raw scores do not give any indication of whether your scores are high or low. T-Scores make this possible by eliminating the natural variation across items and providing a benchmark to measure the raw scores by. The T-Scores on this report show how you scored versus thousands of managers and executives across a broad range of different organizations. When using T-Scores, the mean (average) is always 50, and the standard deviation is 10. If your T-Score is above 50, then it is above average. If your score is less than 50, it is below average. T-Scores are distributed in a bell-shaped curve, as illustrated in the diagram. 68% of T-Scores fall between 40 and 60. 96% of scores fall between 30 and 70. Only 4% of scores fall below 30 or above 70. Frequency Distribution (FREQ) – A small histogram (bar chart) next to each item shows how responses were distributed across the rating scale. This provides an indication of how much agreement or disagreement there was among raters. A high level of agreement means you have a more consistent and reliable result. A high level of disagreement, where responses are more spread out, indicates that people have differing perceptions of your competency in that area. The frequency distribution can also show whether there is an outlier among your raters – for example, if one rater gave a low score while all other raters gave high scores. All "category" and "overall" scores in this report are based on the average of the scores from each rater group, not each rater. For example, a rating from 1 manager carries the same weight as ratings from 10 direct reports. Sample 2.2 54

2 TWO-FACTOR LEADERSHIP PROFILE Carla Simpson 4 Displayed below is a statistically derived overview of your leadership style based on the two primary factors of leadership. = All Respondents = Manager (1 responded) = Peers (5 responded) = Direct Reports (8 responded) = Self 2-Factor Leadership Profile High Task Master Effective Leader Focus on Execution Disengaged Motivator Low Focus on People High High scorers on "People"… • Are sincere and straightforward • Set a positive example • Encourage open dialog • Are open to feedback and criticism • Recognize & reward employees' contributions • Motivate and inspire those around them High scorers on "Execution"… • Focus on achieving results • Are decisive • Follow through on commitments • Hold others accountable • Demand excellence • Understand the business The most effective leaders (upper right) achieve a balance between working with people and achieving bottom-line results.

3 HIGHEST AND LOWEST RATED ITEMS Carla Simpson 5 Highest-Rated Items 1 2 3 4 5 R A W S C O R E T - S C O R E Leadership/Motivation – Helps staff define clear objectives 4.8 74 Interpersonal – Gives personal attention; is accessible 4.7 68 Leadership/Motivation – Recognizes employee contributions and ideas 4.5 66 Execution – Makes timely decisions 4.4 67 Character – Avoids negative politicking and hidden agendas 4.4 62 Execution – Remains focused, even under pressure 4.4 62 Innovation/Change – Feels comfortable in a fast- changing environment 4.3 62 Innovation/Change – Recognizes what already works; avoids unnecessary change 4.3 63 Execution – Takes action with non-performers 4.2 65 Leadership/Motivation – Sensitive to satisfaction and morale in the group 4.2 61

3 HIGHEST AND LOWEST RATED ITEMS Carla Simpson 6 Lowest-Rated Items 1 2 3 4 5 R A W S C O R E T - S C O R E Leadership/Motivation – Creates an atmosphere that inspires others to achieve at a higher level 3.4 47 Building Talent – Judges the capabilities of people accurately 3.5 50 Interpersonal – Preserves others' self esteem 3.6 47 Leadership/Motivation – Facilitates rather than dominates 3.6 49 Interpersonal – Brings conflicts into the open for resolution 3.6 54 Leadership/Motivation – Effectively persuades others in order to build commitment for ideas 3.7 53 Knowledge/Strategic – Takes a broad, strategic approach to problem solving and decision making 3.7 51 Character – Knows own strengths and limitations 3.7 51 Building Talent – Develops a talented team 3.7 52 Character – Patient when necessary 3.7 50

4 MANAGER DISAGREEMENTS Carla Simpson Items with a difference of at least 1.0 (raw score) "Others" does not include "Self" 7 Manager underestimates your skills, compared to others 1 2 3 4 5 M A N O T H G A P Execution – Takes action with non-performers 3.0 4.9 1.9 Execution – Plans effectively; avoids firefighting 3.0 4.5 1.5 Leadership/Motivation – Delegates authority; encourages independence 3.0 4.5 1.5 Execution – Manages own time effectively 3.0 4.5 1.5 Knowledge/Strategic – Understands our industry and the market 3.0 4.4 1.4 Execution – Follows through on commitments 3.0 4.4 1.4 Interpersonal – Helps resolve conflicts among team members 3.0 4.3 1.3 Manager overestimates your skills, compared to others 1 2 3 4 5 M A N O T H G A P Character – Avoids negative politicking and hidden agendas 5.0 4.0 1.0

4 BLIND SPOTS – SELF VS. OTHERS Carla Simpson 8 Items with a difference of at least 1.0 (raw score) "Others" includes everybody except "Self" Unrecognized skills (self rating lower than others' ratings) 1 2 3 4 5 S E L F O T H G A P Leadership/Motivation – Sensitive to satisfaction and morale in the group 2.0 4.2 2.2 Building Talent – Keeps talented people challenged 2.0 4.2 2.2 Building Talent – Develops bench strength for the future 2.0 3.8 1.8 Leadership/Motivation – Helps staff define clear objectives 3.0 4.8 1.8 Interpersonal – Gives personal attention; is accessible 3.0 4.7 1.7 Building Talent – Develops a talented team 2.0 3.7 1.7 Leadership/Motivation – Effectively persuades others in order to build commitment for ideas 2.0 3.7 1.7 Overestimated skills (self rating higher than others' ratings) none

5 CATEGORY SCORES – RAW SCORES Carla Simpson 9 Knowledge/Strategic 1 2 3 4 5 R A W S C O R E T - S C O R E All Respondents 3.9 53 Manager 3.6 47 Peers 4.1 58 Direct Reports 4.0 54 Self 3.0 34 Character All Respondents 4.0 55 Manager 3.9 52 Peers 4.3 62 Direct Reports 3.9 52 Self 3.6 46 Interpersonal All Respondents 3.9 56 Manager 3.5 48 Peers 4.1 60 Direct Reports 4.0 58 Self 3.1 39 Innovation/Change All Respondents 4.2 61 Manager 4.0 57 Peers 4.2 63 Direct Reports 4.2 63 Self 4.0 57 "All Respondents" scores do not include "Self"

5 CATEGORY SCORES – RAW SCORES Carla Simpson 10 Building Talent 1 2 3 4 5 R A W S C O R E T - S C O R E All Respondents 3.8 56 Manager 3.2 42 Peers 4.5 70 Direct Reports 3.8 55 Self 2.2 24 Leadership/Motivation All Respondents 4.0 57 Manager 3.2 41 Peers 4.4 65 Direct Reports 4.0 58 Self 2.7 31 Execution All Respondents 4.1 59 Manager 3.4 44 Peers 4.5 69 Direct Reports 4.3 64 Self 3.4 43

CATEGORY BREAKDOWN – RAW SCORES 6 Carla Simpson 11 Knowledge/Strategic R A W 1 2 3 4 5 S C O R E T - S C O R E D I S T All Respondents 4.1 56 Has a good business mind; Manager 4.0 56 Peers 4.2 56 thinks broadly Direct Reports 4.0 56 Self 3.0 56 All Respondents 3.8 49 Understands our industry Manager 3.0 49 Peers 4.5 49 and the market Direct Reports 4.0 49 Self 3.0 49 All Respondents 3.9 52 Understands the Manager 4.0 52 Peers 3.8 52 operational side of the business Direct Reports 4.0 52 Self 3.0 52 All Respondents 3.7 51 Takes a broad, strategic Manager 3.0 51 approach to problem solving and decision Peers Direct Reports 4.0 51 making 4.0 51 Self 3.0 51 All Respondents 4.0 56 Considers the long-term Manager 4.0 56 Peers 4.2 56 impact of decisions made today Direct Reports 3.9 56 Self 3.0 56

CATEGORY BREAKDOWN – RAW SCORES 6 Carla Simpson 12 Character R A W 1 2 3 4 5 S C O R E T - S C O R E D I S T Knows own strengths and limitations All Respondents 3.7 51 Manager 3.0 51 Peers 4.2 51 Direct Reports 3.9 51 Self 3.0 51 Makes decisions based on business needs rather than personal agenda All Respondents 4.1 56 Manager 4.0 56 Peers 4.4 56 Direct Reports 4.0 56 Self 3.0 56 Open to feedback and criticism All Respondents 3.9 55 Manager 4.0 55 Peers 4.2 55 Direct Reports 3.4 55 Self 4.0 55 All Respondents 4.4 62 Manager 5.0 62 Avoids negative politicking and hidden agendas Peers Direct Reports 4.6 62 3.6 62 Self 4.0 62 Sincere and straightforward All Respondents 4.2 56 Manager 4.0 56 Peers 4.6 56 Direct Reports 4.0 56 Self 4.0 56

CATEGORY BREAKDOWN – RAW SCORES 6 Carla Simpson 13 Interpersonal R A W 1 2 3 4 5 S C O R E T - S C O R E D I S T All Respondents 4.7 68 Gives personal attention; is accessible Manager Peers Direct Reports - 68 5.0 68 4.4 68 Self All Respondents 3.0 68 3.9 59 Helps resolve conflicts Manager Peers 3.0 59 4.2 59 among team members Direct Reports 4.5 59 Self All Respondents 3.0 59 4.0 55 Recognizes the value of people with different talents and skills Manager Peers Direct Reports 4.0 55 4.2 55 3.9 55 Self All Respondents 3.0 55 3.8 51 Encourages open dialog Manager Peers Direct Reports 4.0 51 3.8 51 3.6 51 Self All Respondents 3.0 51 3.6 54 Brings conflicts into the Manager Peers 3.0 54 4.2 54 open for resolution Direct Reports 3.8 54

CATEGORY BREAKDOWN – RAW SCORES 6 Carla Simpson 14 Self 3.0 54

CATEGORY BREAKDOWN – RAW SCORES 6 Carla Simpson 15 Leadership/Motivation R A W 1 2 3 4 5 S C O R E T - SC O R E D I S T All Respondents 4.8 74 Helps staff define clear objectives Manager Peers Direct Reports - 74 5.0 74 4.5 74 Self All Respondents 3.0 74 4.1 59 Delegates authority; Manager Peers 3.0 59 5.0 59 encourages independence Direct Reports 4.4 59 Self All Respondents 3.0 59 4.0 59 Sets clear deadlines Manager Peers Direct Reports 3.0 59 5.0 59 4.1 59 Self All Respondents 3.0 59 3.6 49 Facilitates rather than dominates Manager Peers Direct Reports 3.0 49 3.8 49 4.0 49 Self All Respondents 2.0 49 3.8 53 Communicates reasons for Manager Peers 3.0 53 4.2 53 changes and decisions Direct Reports 4.1 53 Self 3.0 53

CATEGORY BREAKDOWN – RAW SCORES 6 Carla Simpson 16 Execution R A W 1 2 3 4 5 S C O R E T - S C O R E D I S T All Respondents 4.0 56 Manages own time effectively Manager Peers Direct Reports 3.0 56 4.8 56 4.2 56 Self All Respondents 4.0 56 4.4 62 Remains focused, even under pressure Manager Peers Direct Reports 4.0 62 4.8 62 4.3 62 Self All Respondents 4.0 62 4.1 60 Helps staff reduce Manager Peers 4.0 60 4.0 60 obstacles and uncertainty Direct Reports 4.2 60 Self All Respondents 3.0 60 3.9 56 Holds people accountable Manager Peers Direct Reports 3.0 56 4.8 56 4.0 56 Self All Respondents 3.0 56 4.2 65 Takes action with non- performers Manager Peers Direct Reports 3.0 65 5.0 65 4.8 65 Self 3.0 65

7 WRITTEN COMMENTS Carla Simpson 17 General Comments (Manager's comments in boldface.) • She takes the time to speak to each member of her team when they come to work or even when she is leaving for home she will stop and say good night. She will listen to you vent, but will remain on a positive note throughout. • Carla is a wonderful supervisor. She has a great way of making you feel at ease and comfortable in the workplace, while maintaining a professional attitude. She is very helpful and excited to help you in any way possible to better yourself in the workplace. • Carla has significantly toned down her overly aggressive management style. She has matured into the position and as a result, has a more positive relationship with her subordinates. She is very organized and honors commitments in a timely manner. She does a good job of explaining changes and ensures that her team is up-to-date on relevant information. • Always willing to share new information, encourage, and inspire employees to work a little harder. Offers appropriate tools for promotions. • Carla is great at letting negativity roll off her shoulder. She avoids letting her frustrations show in our work environment. • Carla is a great communicator. She responds promptly to emails and phone calls whether I'm at home or work. She takes a personal interest in her staff - for example checking on them when they call off, not solely because she's worried about the negative effect a call has on her teams performance, but because she cares about her team. She's always cheerful and people who are not on her team know her and develops relationships with her. No matter how insignificant or unintelligent a question may seem she answers it without patronizing the person. With her guidance as my supervisor I was able to make the most critical step on the career path, something I was unable to reach with my prior supervisor. • Carla is extremely personable and has on numerous occasions gone the extra mile with assisting me in job related duties and other job related items (such as calling me to make sure I am at work on time after some slacking, on my part, in meeting that obligation for myself). There is not a condescending nor aloof and "unapproachable" bone in her body. Any person on her team will tell you the same. • (Manager) Carla needs to have more direct contact with her employees and get away from some of the silent monitoring practices which seem to at times dominate her day. By having more direct contact I feel that her employees will develop a closer bond with her and want to perform for her as well as maintain a long term employment. • Be more positive, using positive and upbeat tones, more innovative and creative, show consistent, authentic concern for employees, opportunities for more cohesive team • Try to meet with the team a little more frequently to keep us updated on any changes, new ideas, etc. Get more input from the team. • I think that Carla could work harder at building relationships with her team to promote more buy-in. Please elaborate on Carla Simpson's most positive skills: What should Carla Simpson do differently?

7 WRITTEN COMMENTS Carla Simpson 18 • Carla may come off a little rough or intimidating to some people but once she is approached, it is obvious that she is easy to talk to and very considerate. Item-Specific Comments • Do not really know how she reacts to criticism from team, but I am not sure if she is really open to criticism from her team • I don't think she can recognize the different talents and skills of everyone. She doesn't have the time to sit and chit chat and hold idle conversation to see what everyone can and can't do. • Sometimes when the team throws her a curve ball, I think she experiences some frustration at first What are people afraid to tell Carla Simpson? Please elaborate on: "Open to feedback and criticism" Please elaborate on: "Recognizes the value of people with different talents and skills" Please elaborate on: "Adjusts to changes without frustration"