360 feedback report for lucia aschettino feb 2009

Feedback ReportLeadership Mirror®Pitney Bowes

Subject Name:Lucia Aschettino

2009-02-17 16:05 (GMT)

09 Senior Leader Survey - Contact Center Opers Team

© Development Dimensions International, Inc., 2000-2008.All Rights Reserved. Leadership Mirror® Version 5.0Confidential Report

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino

Interpreting Your Reports

What is Multirater Feedback?

Multirater feedback enables an organization's employees to receive insights from a variety of internal andexternal people on their level of perceived effectiveness in a number of performance areas. Specific itemsare rated and then rolled up into an overall score in the broader performance area.

What is the Value of Feedback?

Knowing whether others' perceptions of you are similar or different from your own can provide you withsignificant insight into your strengths and development needs.

The table below illustrates the significance of the combination of self vs. others' feedback.

Self-Evaluation

Ratings from Others

Low Medium High

High Pleasant Surprise Pleasant Surprise Strength

Medium Pleasant Surprise Opportunity Blind Spot

Low Opportunity Blind Spot Blind Spot

- Pleasant Surprise: Others rated you higher than you rated yourself.- Blind Spot: Others rated you lower than you rated yourself.- Strength: You and others agree that you are at a moderate or high level in the performance area.- Opportunity: You and others agree that you are at a lower-than-moderate level in the performance area.

What Reports are Available?

The following reports are available. They are listed in the order they will appear/print if selected:- Summary Report- Detail Report- Top Strengths/Top Opportunities for Development Report- Open-Ended Comments Report- Performance Area and Item List Report


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Summary Report

The Summary report provides a rank order of all performance areas, from your strongest area to the areaneeding the most development, based on the average score of all respondents. If you completed a self-evaluation, the average score does not include your self-rating. (If no one else rated you, the performanceareas are ranked based on your self-evaluation.)

The first column in the report presents the performance areas, ranked from the highest rated to the lowest.

The second column emphasizes that these ratings are from all others and self.

The bar chart in the third column provides the average ratings for each performance area. Respondents'ratings are shown in the "All Others" bar. Your self-evaluation is shown in the "Self" bar.

Note: Respondents do not specifically rate the broader performance areas in the survey. Instead, they rateindividual items within each performance area. The ratings for these items are then averaged to compilethe overall performance area rating.

If your organization has elected to include the "Survey Average," that measure will appear in the column tothe graph's right. Survey averages reflect the average scores for all subjects in your organization whoparticipated in the survey.

If your organization used multiple rating scales, the measures for the second rating scale will be shown inthe graph as a hash mark. Both the measures for the second rating scale and the difference between thetwo measures will be presented in columns to the graph's right.

If your organization has elected to show the "Norm" scores, that measure will appear in the column to thegraph's right. Norms provide average scores for thousands of subjects across many organizations thathave conducted similar surveys.


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Detail Report

The Detail report provides an overall summary for each performance area followed by detailed scores foreach item by relationship group. This report provides detail on how you were rated by the respondents andthe extent to which the ratings differ from item to item and relationship to relationship, as well as how theycompare to your self-evaluation.

The first column, first row of this report presents the performance area (shown in capital letters) that wasevaluated. The remaining rows in the first column list the items under the performance area that were rated.

Note: Use the items to help you understand the meaning of the performance area and to interpret youroverall performance area rating. At the same time, keep in mind that performance area ratings are derivedfrom responses to multiple survey items, while the ratings for items are based on single responses. For thisreason, when interpreting your results emphasize overall performance area ratings.

The second column lists the relationship groups of your respondents, such as Self, Mgr (manager), Peer,etc., as well as All respondents. The number in the third column to the right of each relationship representsthe number (n) of respondents for that item.

The bar chart in the fourth column provides the average ratings by group for each performance area anditem. To protect respondents' anonymity, if fewer than the minimum number of respondents per group ratedyou, then the scores for that group are left blank, but are rolled into "All." These respondents are includedin "n" for the Anon group, but Anon does not show any ratings.

The "Rate Dist%" listed beneath the "All" bar displays the distribution of responses for each point on therating scale (i.e., the percentage of respondents who rated you 3.00, the percentage of respondents whorated you 4.00, etc.).

The "Gap from Self" column to the graph's right represents the difference between your self-ratings and theaverage rating by relationship on each performance area and item. For example, if you rated yourself 5.00and your manager rated you 4.00, the "Gap from Self" is -1.00.

If your organization has elected to include the "Range of Scores," that measure will appear in the column tothe graph's right. Range of Scores represents the actual range of scores (from low to high) that werecollected by group for each performance area and item, adding an indication of the amount of agreement(or lack of) among respondents.


If your organization used multiple rating scales, the measures for the second rating scale will be shown inthe graph as a hash mark. Both the measures for the second rating scale and the difference between thetwo measures will be presented in columns to the graph's right.


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Top Strengths/Top Opportunities for Development Report

The Top Strengths / Top Opportunities for Development report lists the individual items that were rated, onaverage, as the highest and lowest among all items on the survey.

Note: Some items on your survey might not be shown on this report either because the items have noscore or because the average score fell between the top strengths and development opportunities.

The purpose of this report is to direct you to high-impact areas. Top strengths are those behaviors that aresignificant enablers of your success and that you might leverage for even greater challenges andachievement. Top development opportunities are those behaviors on which you can focus to significantlyimprove overall performance.

These two lists also help identify insights that might not otherwise be readily apparent in the data organizedby performance area.

Keep in mind that the ratings in this report are based on single item responses, while performance arearatings on other reports are derived from responses to multiple survey items. For this reason, wheninterpreting your results emphasize the overall performance area ratings provided in other reports.

The first column presents the items, ranked either from the highest rated to the lowest (strengths) or fromthe lowest rated to the highest (opportunities).

Note: This column presents a maximum of 10 items. If the survey contains fewer than 20 total items, it'spossible that items will appear on both the top strengths list and the top opportunities list.

The second column emphasizes that these ratings are from all others and self.

The bar chart in the third column provides the average ratings for each item. Respondents' ratings areshown by the "All Others" bar. Your self-rating is shown by the "Self" bar.


The "Gap from Self" column to the graph's right represents the difference between your self-evaluation andthe average rating on each item. For example, if you rated yourself 5.00 and your respondents' averagerating was 4.00, the "Gap from Self" is -1.00.


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Open-Ended Comments Report

The Open-Ended Comments Report lists all the comments you received from respondents (if your surveyinvited comments through an open-ended question at the end of the survey and/or additional comments foreach performance area).

The first section shows the open-ended question text. The second section randomly lists the commentsrespondents provided to the open-ended question. The third section randomly lists the additionalcomments respondents provided for each performance area.

Performance Area and Item List Report

The Performance Area and Item List Report shows the names and definitions of each performance area,with the name and description of each item associated with that performance area. Performance areas arelisted alphabetically. Items under each performance area are listed in the order they appear during thesurvey.


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Rating Scales

The survey used the following rating scale(s):

Rating Scale: Frequency

Label Value Name/Description

1 1 Never or almost neverThe behavior is not performed, even when there is an opportunity to do so - (almost) without exception.

2 2 SeldomThe behavior is performed occasionally. It is normally not chosen when there is an opportunity to do so.

3 3 SometimesWhen presented with an opportunity to perform the behavior, half the time it is done, half the time it is not done.

4 4 OftenThe behavior is performed on most occasions when there is an opportunity to do so. It is a preferred behavior.

5 5 AlwaysThe behavior is performed every time there is an opportunity to do so - (almost) without exception.

N -- Not ObservedNo opportunity to observe.


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Summary Report

This report provides a rank order for all performance areas, from your strongest area to your area needing the mostdevelopment, based on the average rating from all respondents. If you completed a self-evaluation, the average rating does notinclude your self-rating. (If others did not rate you, the performance areas are ranked based on your self-evaluation.) For a moredetailed description of this report and the information it displays, refer to Interpreting Your Reports.

Report Based on 16 of 25 Respondents

Performance Areas Relation 1 2 3 4 5

Continuous LearnerAll Others

Self4.415.00

Uses Innovation to Solve ProblemsAll Others

Self4.375.00

Builds RelationshipsAll Others

Self4.354.00

Leads ChangeAll Others

Self4.324.00

Ethical LeaderAll Others

Self4.304.00

Inclusive LeaderAll Others

Self4.244.00

Acts with One-Company PerspectiveAll Others

Self4.233.80

Creates Successful CustomersAll Others

Self4.214.60

Talent DevelopmentAll Others

Self4.174.00

Leads Diverse TeamsAll Others

Self4.144.00

Courageous LeaderAll Others

Self4.104.00

Empathetic LeaderAll Others

Self4.052.50

Attracts TalentAll Others

Self4.004.00

Executes on Business PlansAll Others

Self3.973.83

Thinks and Acts StrategicallyAll Others

Self3.954.20

Takes Intelligent Risks for GrowthAll Others

Self3.953.67

Makes Decisions with AgilityAll Others

Self3.794.00

1 2 3 4 5


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Detail Report

This report provides an overall summary for each performance area followed by detailed scores for each item by relationshipgroup. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.


PERFORMANCE AREA / Item Relation n 1 2 3 4 5

GapfromSelf

Rangeof

Scores

CONTINUOUS LEARNER(Overall performance area combines scores fromall items below)

Self 2 5.00 5-5MGR1 2 5.00 0.00 5-5Peer 10 4.40 -0.60 3-5DR 8 4.50 -0.50 4-5IC 10 4.20 -0.80 3-5MGR2 2 4.50 -0.50 4-5Anon 0All 32 4.41 -0.59 3-5Rate Dist% 6 47 47

Is a quick learner, rapidly grasping new ideasand concepts using all resources.

Self 1 5.00 5-5MGR1 1 5.00 0.00 5-5Peer 5 4.60 -0.40 4-5DR 4 4.75 -0.25 4-5IC 5 4.20 -0.80 4-5MGR2 1 5.00 0.00 5-5Anon 0All 16 4.56 -0.44 4-5Rate Dist% 44 56

Applies and adapts learning’s from own andother’s experiences to new situations; gainsand applies learning’s from mistakes andfailures.

Self 1 5.00 5-5MGR1 1 5.00 0.00 5-5Peer 5 4.20 -0.80 3-5DR 4 4.25 -0.75 4-5IC 5 4.20 -0.80 3-5MGR2 1 4.00 -1.00 4-4Anon 0All 16 4.25 -0.75 3-5Rate Dist% 13 50 38

1 2 3 4 5


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USES INNOVATION TO SOLVEPROBLEMS(Overall performance area combines scores fromall items below)

Self 2 5.00 5-5MGR1 3 4.00 -1.00 3-5Peer 11 4.54 -0.46 4-5DR 9 4.55 -0.45 3-5IC 15 4.20 -0.80 2-5MGR2 3 4.33 -0.67 4-5Anon 0All 41 4.37 -0.64 2-5Rate Dist% 2 10 37 51

Inspires continuous learning from multipleinternal and external sources; appliesknowledge to generate innovative problemsolving.

Self 1 5.00 5-5MGR1 1 5.00 0.00 5-5Peer 4 4.50 -0.50 4-5DR 3 4.67 -0.33 4-5IC 5 4.60 -0.40 4-5MGR2 1 5.00 0.00 5-5Anon 0All 14 4.64 -0.36 4-5Rate Dist% 36 64

Encourages experiments and pilots;champions new ideas and initiatives; andhelps overcome organizational resistance.

Self 1 5.00 5-5MGR1 1 3.00 -2.00 3-3Peer 5 4.60 -0.40 4-5DR 4 4.75 -0.25 4-5IC 5 4.60 -0.40 4-5MGR2 1 4.00 -1.00 4-4Anon 0All 16 4.50 -0.50 3-5Rate Dist% 6 38 56

Identifies organizational barriers toinnovation; provides time and money forpursuit of innovative ideas.

SelfMGR1 1 4.00 - 4-4Peer 2 4.50 - 4-5DR 2 4.00 - 3-5IC 5 3.40 - 2-5MGR2 1 4.00 - 4-4Anon 0All 11 3.82 - 2-5Rate Dist% 9 27 36 27

1 2 3 4 5


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BUILDS RELATIONSHIPS(Overall performance area combines scores fromall items below)

Self 3 4.00 4-4MGR1 3 4.00 0.00 4-4Peer 14 4.50 0.50 3-5DR 9 4.33 0.33 3-5IC 15 4.20 0.20 4-5MGR2 2 5.00 1.00 5-5Anon 0All 43 4.35 0.35 3-5Rate Dist% 5 56 40

Makes connections to and communicateswith multiple constituencies to understandtheir needs and capabilities.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.80 0.80 4-5DR 4 4.50 0.50 4-5IC 5 4.00 0.00 4-4MGR2 1 5.00 1.00 5-5Anon 0All 16 4.44 0.44 4-5Rate Dist% 56 44

Creates informal internal and externalpartnerships to identify complementary areasof expertise.


Cultivates network of relationships incommunity, industry, and externalenvironment.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 4 4.50 0.50 4-5DR 2 4.00 0.00 4-4IC 5 4.20 0.20 4-5MGR2Anon 0All 12 4.25 0.25 4-5Rate Dist% 75 25

1 2 3 4 5


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LEADS CHANGE(Overall performance area combines scores fromall items below)

Self 4 4.00 4-4MGR1 4 4.00 0.00 3-5Peer 19 4.63 0.63 3-5DR 16 4.25 0.25 3-5IC 20 4.10 0.10 2-5MGR2 4 4.50 0.50 4-5Anon 0All 63 4.32 0.32 2-5Rate Dist% 2 13 38 48

Is passionate and inspiring to others aboutthe success of the organization.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 4 4.75 0.75 4-5DR 4 4.25 0.25 3-5IC 5 4.80 0.80 4-5MGR2 1 4.00 0.00 4-4Anon 0All 15 4.47 0.47 3-5Rate Dist% 13 27 60

Acts as champion to drive change and asense of urgency into the organization.on atimely basis.


Effectively engages the participation ofothers in designing and executing change.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.80 0.80 4-5DR 4 4.25 0.25 3-5IC 5 3.60 -0.40 2-5MGR2 1 5.00 1.00 5-5Anon 0All 16 4.25 0.25 2-5Rate Dist% 6 13 31 50

Anticipates need for change in the business;and understands the impact of change onpeople.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.40 0.40 4-5DR 4 4.25 0.25 4-5IC 5 3.80 -0.20 3-5MGR2 1 5.00 1.00 5-5Anon 0All 16 4.19 0.19 3-5Rate Dist% 13 56 31

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Detail Report




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ETHICAL LEADER(Overall performance area combines scores fromall items below)


Demonstrates unquestionable integrity inbusiness, customer and employeerelationships and communications byadhering to business practice guidelines andcompany values.


Reinforces ethical behavior by recognizingappropriate behaviors in others


Shows consistency and trustworthiness inethical behavior - “walks the talk” – evenduring difficult times


1 2 3 4 5


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INCLUSIVE LEADER(Overall performance area combines scores fromall items below)

Self 4 4.00 4-4MGR1 3 4.00 0.00 4-4Peer 17 4.53 0.53 4-5DR 10 4.40 0.40 3-5IC 20 3.95 -0.05 3-5MGR2Anon 0All 50 4.24 0.24 3-5Rate Dist% 8 60 32

Creates an environment that reflects fairnessand respect for everyone’s contributions, andenables people from all backgrounds to worktogether effectively

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.60 0.60 4-5DR 3 4.33 0.33 3-5IC 5 4.20 0.20 4-5MGR2Anon 0All 14 4.36 0.36 3-5Rate Dist% 7 50 43

Advocates the importance of diversity andinclusion at all levels; encourages itsdevelopment as a company value withbenefits to our overall business.


Values the uniqueness of each person andthe power that cultural differences bring to anorganization’s ability to innovate, to competeand to meet customer needs.


Leverages diversity and inclusion externally:in the labor market, marketplace and withcustomers.

Self 1 4.00 4-4MGR1Peer 3 4.33 0.33 4-5DRIC 5 3.60 -0.40 3-4MGR2Anon 1All 9 3.89 -0.11 3-5Rate Dist% 22 67 11

1 2 3 4 5


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ACTS WITH ONE-COMPANYPERSPECTIVE(Overall performance area combines scores fromall items below)


Advocates cross-business actions andinvestments needed to respond to customerneeds.


Considers balance between business andone-company objectives when assessingperformance.


Educates other leaders about own businessmodel, and reaches out to understand otherparts of the business.


Partners and networks effectively, bothformally and informally, with others insideand outside of Pitney Bowes to help PBI andindividual businesses succeed.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.20 0.20 4-5DR 4 4.25 0.25 4-5IC 5 4.00 0.00 4-4MGR2 1 5.00 1.00 5-5Anon 0All 16 4.19 0.19 4-5Rate Dist% 81 19

1 2 3 4 5


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Develops joint objectives and business planswith other business unit leaders.


1 2 3 4 5


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CREATES SUCCESSFULCUSTOMERS(Overall performance area combines scores fromall items below)

Self 5 4.60 4-5MGR1 5 3.80 -0.80 3-5Peer 20 4.45 -0.15 4-5DR 20 4.30 -0.30 2-5IC 24 3.96 -0.64 3-5MGR2 3 4.67 0.07 4-5Anon 0All 72 4.21 -0.39 2-5Rate Dist% 1 8 58 32

Motivates and recognizes people for takingthe customer perspective and satisfyingcomprehensive customer needs, not justachieving targets relating to a single productor service.


Identifies and enables business solutionsdeveloped for one customer to be replicatedfor multiple customers.

Self 1 5.00 5-5MGR1 1 4.00 -1.00 4-4Peer 3 4.67 -0.33 4-5DR 4 4.50 -0.50 4-5IC 5 3.80 -1.20 3-4MGR2 1 5.00 0.00 5-5Anon 0All 14 4.29 -0.71 3-5Rate Dist% 7 57 36

Creates strategies and structures that arealigned and highly responsive to changingcustomer needs.

Self 1 5.00 5-5MGR1 1 3.00 -2.00 3-3Peer 4 4.50 -0.50 4-5DR 4 4.50 -0.50 4-5IC 5 4.00 -1.00 3-5MGR2 1 4.00 -1.00 4-4Anon 0All 15 4.20 -0.80 3-5Rate Dist% 13 53 33

Implements organizational systems andprocedures that make it easy for customersto do business with Pitney Bowes.

Self 1 5.00 5-5MGR1 1 3.00 -2.00 3-3Peer 4 4.25 -0.75 4-5DR 4 4.25 -0.75 4-5IC 5 4.00 -1.00 3-5MGR2 1 5.00 0.00 5-5Anon 0All 15 4.13 -0.87 3-5Rate Dist% 13 60 27

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Spends time with customers and takesaccountability for building and maintainingdeep understanding of customer needs.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.40 0.40 4-5DR 4 3.75 -0.25 2-5IC 5 4.00 0.00 3-5MGR2Anon 0All 15 4.07 0.07 2-5Rate Dist% 7 7 60 27

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TALENT DEVELOPMENT(Overall performance area combines scores fromall items below)

Self 1 4.00 4-4MGR1Peer 8 4.38 0.38 4-5DR 5 4.40 0.40 4-5IC 5 3.60 -0.40 3-4MGR2Anon 0All 18 4.17 0.17 3-5Rate Dist% 11 61 28

Sparks development by providing clear,motivational, and constructive feedback.

SelfMGR1Peer 3 4.33 - 4-5DR 2 4.50 - 4-5IC 2 4.00 - 4-4MGR2Anon 0All 7 4.29 - 4-5Rate Dist% 71 29

Spends time actively coaching high-potentialinternal talent and nurturing relationshipswith external talent.

SelfMGR1Peer 2 4.50 - 4-5DRIC 2 3.50 - 3-4MGR2Anon 1All 5 4.20 - 3-5Rate Dist% 20 40 40

Establishes challenging yet achievableobjectives and empowers people toaccomplish them.

Self 1 4.00 4-4MGR1Peer 3 4.33 0.33 4-5DR 2 4.00 0.00 4-4ICMGR2Anon 1All 6 4.00 0.00 3-5Rate Dist% 17 67 17

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LEADS DIVERSE TEAMS(Overall performance area combines scores fromall items below)


Celebrates the accomplishments ofdepartments, teams, and individuals.


Manages teams of individuals with a varietyof skills and perspectives, and who may belocated in different cultures and geographies.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 3 4.67 0.67 4-5DRIC 4 4.00 0.00 4-4MGR2Anon 1All 9 4.11 0.11 3-5Rate Dist% 11 67 22

Stimulates an environment that respects andvalues diverse perspectives and opencommunication.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 4 4.00 0.00 3-5DR 4 4.25 0.25 3-5IC 5 3.80 -0.20 3-4MGR2Anon 0All 14 4.00 0.00 3-5Rate Dist% 21 57 21

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COURAGEOUS LEADER(Overall performance area combines scores fromall items below)

Self 4 4.00 4-4MGR1 4 3.50 -0.50 3-4Peer 19 4.37 0.37 3-5DR 16 4.25 0.25 3-5IC 19 3.79 -0.21 2-5MGR2 4 4.25 0.25 4-5Anon 0All 62 4.10 0.10 2-5Rate Dist% 2 23 40 35

Sets high expectations, makes significantcommitments, and holds self and othersaccountable to achieve them.


Makes difficult decisions and implementsactions despite personal risk or discomfort;challenges others to do the same.Aggressively challenges the status quo.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 5 4.40 0.40 3-5DR 4 4.25 0.25 3-5IC 5 4.00 0.00 2-5MGR2 1 4.00 0.00 4-4Anon 0All 16 4.13 0.13 2-5Rate Dist% 6 19 31 44

Provides direct, constructive and sometimestough feedback.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 4 4.50 0.50 4-5DR 4 3.75 -0.25 3-4IC 4 4.25 0.25 3-5MGR2 1 4.00 0.00 4-4Anon 0All 14 4.07 0.07 3-5Rate Dist% 21 50 29

Builds credibility by confronting issuesrealistically, addressing problems promptlyand communicating honestly and openly.


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EMPATHETIC LEADER(Overall performance area combines scores fromall items below)


Demonstrates real empathy for others (e.g.,understands how people are feeling and whythey are feeling that way; uses effectivelistening skills such as paraphrasing andrelecting back).


Shows and awareness of and support tocommunity outreach initiatives; activelyparticipates in and/or sponsors communityevents; recognizes and reinforces theparticipation of others.

Self 1 2.00 2-2MGR1Peer 2 4.50 2.50 4-5DRIC 3 3.67 1.67 3-4MGR2Anon 0All 5 4.00 2.00 3-5Rate Dist% 20 60 20

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ATTRACTS TALENT(Overall performance area combines scores fromall items below)

Self 2 4.00 4-4MGR1 2 3.50 -0.50 3-4Peer 9 4.33 0.33 4-5DR 7 4.00 0.00 3-5IC 8 3.75 -0.25 2-5MGR2Anon 0All 26 4.00 0.00 2-5Rate Dist% 4 19 50 27

Builds ongoing relationships with peopleoutside of Pitney Bowes to identify potentialcandidates for current and future roles.

SelfMGR1 1 4.00 - 4-4Peer 3 4.33 - 4-5DR 2 4.00 - 3-5IC 2 5.00 - 5-5MGR2Anon 0All 8 4.38 - 3-5Rate Dist% 13 38 50

Attracts and selects and places high caliberglobal talent from diverse cultures,backgrounds, and experiences to build astrong team for Pitney Bowes.

Self 1 4.00 4-4MGR1Peer 2 4.50 0.50 4-5DRIC 2 4.00 0.00 4-4MGR2Anon 1All 5 4.20 0.20 4-5Rate Dist% 80 20

Formulates talent plans to address workforce,retention, and succession needs.

SelfMGR1Peer 2 4.00 - 4-4DR 2 4.50 - 4-5ICMGR2Anon 1All 5 4.20 - 4-5Rate Dist% 80 20

Creates an environment that attracts andengages high performing individuals; is a“talent magnet”.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 2 4.50 0.50 4-5DR 2 3.50 -0.50 3-4IC 3 2.67 -1.33 2-3MGR2Anon 0All 8 3.38 -0.63 2-5Rate Dist% 13 50 25 13

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EXECUTES ON BUSINESS PLANS(Overall performance area combines scores fromall items below)

Self 6 3.83 3-4MGR1 4 3.75 -0.08 3-4Peer 20 4.45 0.62 3-5DR 19 4.11 0.27 3-5IC 27 3.56 -0.28 2-5MGR2 1 4.00 0.17 4-4Anon 0All 71 3.97 0.14 2-5Rate Dist% 6 20 46 28

Forecasts effectively with a joint focus onshort-term and long-term results.

Self 1 3.00 3-3MGR1Peer 3 4.33 1.33 4-5DR 2 4.00 1.00 4-4IC 2 4.00 1.00 3-5MGR2Anon 0All 7 4.14 1.14 3-5Rate Dist% 14 57 29

Demonstrates understanding of financialperformance metrics for own and otherbusiness units.

Self 1 4.00 4-4MGR1Peer 2 5.00 1.00 5-5DR 2 4.50 0.50 4-5IC 5 3.60 -0.40 2-5MGR2Anon 0All 9 4.11 0.11 2-5Rate Dist% 11 22 11 56

Drives towards achievement of long-termgrowth goals in addition to short-termoutcomes.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 4 4.75 0.75 4-5DR 4 4.25 0.25 4-5IC 5 3.40 -0.60 2-5MGR2Anon 0All 14 4.07 0.07 2-5Rate Dist% 7 14 43 36

Conveys a clear bias for action and a senseof urgency on priorities; removes obstacles ina timely manner.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 5 4.20 0.20 3-5DR 4 4.00 0.00 4-4IC 5 3.60 -0.40 2-4MGR2 1 4.00 0.00 4-4Anon 0All 16 3.94 -0.06 2-5Rate Dist% 6 6 75 13

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Run Date: 2009-02-17 16:05 (GMT)


Detail Report




GapfromSelf

Rangeof

Scores

Defines business goals and cascades themthrough the organization. Provides openaccess to information.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 3 4.33 0.33 3-5DR 3 4.33 0.33 4-5IC 5 3.40 -0.60 2-5MGR2Anon 0All 12 3.92 -0.08 2-5Rate Dist% 8 25 33 33

Ensures processes are in place to monitorand mitigate risk exposure and provide forcontinuous improvement.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 3 4.33 0.33 4-5DR 4 3.75 -0.25 3-4IC 5 3.60 -0.40 3-5MGR2Anon 0All 13 3.77 -0.23 3-5Rate Dist% 38 46 15

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Run Date: 2009-02-17 16:05 (GMT)


Detail Report




GapfromSelf

Rangeof

Scores

THINKS AND ACTSSTRATEGICALLY(Overall performance area combines scores fromall items below)

Self 5 4.20 4-5MGR1 6 3.33 -0.87 3-4Peer 16 4.38 0.17 3-5DR 12 3.83 -0.37 3-5IC 26 3.85 -0.35 2-5MGR2 2 4.50 0.30 4-5Anon 0All 62 3.95 -0.25 2-5Rate Dist% 2 26 48 24

Explores external market and competitiveenvironment for business opportunities andtrends within and across community andglobal borders.

Self 1 5.00 5-5MGR1 1 4.00 -1.00 4-4Peer 3 4.33 -0.67 4-5DR 2 4.00 -1.00 4-4IC 4 4.50 -0.50 4-5MGR2 1 5.00 0.00 5-5Anon 0All 11 4.36 -0.64 4-5Rate Dist% 64 36

Balances the realities of short and long termbusiness priorities with an increasinglydemanding governance and complianceenvironment.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 2 5.00 1.00 5-5DRIC 4 4.00 0.00 3-5MGR2Anon 1All 8 4.13 0.13 3-5Rate Dist% 25 38 38

Paints a clear, inspiring picture of what theorganization will be, so people see thedesired end result and can take actions toreach it.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 4 4.25 0.25 3-5DR 3 4.00 0.00 3-5IC 5 4.00 0.00 3-5MGR2Anon 0All 13 4.00 0.00 3-5Rate Dist% 31 38 31

Influences external stakeholders and shapesexternal environment to enhanceunderstanding of Mailstream and PBIstrategies.

SelfMGR1 1 3.00 - 3-3PeerDRIC 3 4.00 - 4-4MGR2Anon 1All 5 4.00 - 3-5Rate Dist% 20 60 20

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Run Date: 2009-02-17 16:05 (GMT)


Detail Report




GapfromSelf

Rangeof

Scores

Helps others understand how their workconnects to the vision of the organization andenergizes others t turn strategies into action.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 4 4.00 0.00 3-5DR 3 4.00 0.00 4-4IC 5 3.60 -0.40 3-5MGR2 1 4.00 0.00 4-4Anon 0All 14 3.86 -0.14 3-5Rate Dist% 29 57 14

Translates opportunities and developsbusiness strategies and organizational plans;creates momentum for the organization toexecute on these strategies to achievemeaningful results.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 2 4.50 0.50 4-5DR 3 3.33 -0.67 3-4IC 5 3.20 -0.80 2-4MGR2Anon 0All 11 3.45 -0.55 2-5Rate Dist% 9 45 36 9

1 2 3 4 5


Run Date: 2009-02-17 16:05 (GMT)


Detail Report




GapfromSelf

Rangeof

Scores

TAKES INTELLIGENT RISKS FORGROWTH(Overall performance area combines scores fromall items below)


Celebrates intelligent risk taking andinnovative actions; teaches others rather thanpenalizing for mistakes.


Creates atmosphere of trust where peopleunderstand that some risks are acceptableand feel comfortable taking intelligent risks.


Encourages pursuit of opportunities that maypose potential risks; puts procedures in placeto mitigate risks.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 3 4.33 0.33 4-5DR 2 4.00 0.00 4-4IC 5 3.40 -0.60 3-4MGR2 1 4.00 0.00 4-4Anon 0All 12 3.75 -0.25 3-5Rate Dist% 33 58 8

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Run Date: 2009-02-17 16:05 (GMT)


Detail Report




GapfromSelf

Rangeof

Scores

MAKES DECISIONS WITH AGILITY(Overall performance area combines scores fromall items below)

Self 4 4.00 4-4MGR1 4 3.50 -0.50 3-4Peer 15 4.13 0.13 4-5DR 16 3.94 -0.06 2-5IC 18 3.39 -0.61 2-5MGR2 3 4.00 0.00 4-4Anon 0All 56 3.79 -0.22 2-5Rate Dist% 7 23 54 16

Creates atmosphere where discussion andhealthy, straightforward debate on problemsand possible solutions is the norm.


Exercises sound and well-reasoned judgmentin making decisions.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 4 4.25 0.25 4-5DR 4 4.00 0.00 3-5IC 5 3.40 -0.60 3-4MGR2 1 4.00 0.00 4-4Anon 0All 15 3.80 -0.20 3-5Rate Dist% 33 53 13

Models thinking on feet and makingdecisions rapidly, sometimes with ambiguousinformation.

Self 1 4.00 4-4MGR1 1 4.00 0.00 4-4Peer 4 4.00 0.00 4-4DR 4 3.50 -0.50 2-5IC 5 3.80 -0.20 2-5MGR2 1 4.00 0.00 4-4Anon 0All 15 3.80 -0.20 2-5Rate Dist% 13 13 53 20

Pushes decision making responsibility toothers at the lowest appropriate level.

Self 1 4.00 4-4MGR1 1 3.00 -1.00 3-3Peer 2 4.00 0.00 4-4DR 4 4.00 0.00 3-5IC 4 2.50 -1.50 2-3MGR2Anon 0All 11 3.36 -0.64 2-5Rate Dist% 18 36 36 9

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Run Date: 2009-02-17 16:05 (GMT)


Top Strengths

This report lists the individual items that were rated, on average, as the highest and lowest among all items on the survey. Someitems on your survey may not be shown on this report either because the items have no score or because the average score fellbetween the top strengths and development opportunities. Keep in mind that the ratings in this report are based on single itemresponses while performance area ratings on other reports are derived from responses to multiple survey items. For this reason,emphasize the overall performance area ratings provided in other reports when interpreting your results. For a more detaileddescription of this report and the information it displays, refer to Interpreting Your Reports.


Items Relation 1 2 3 4 5Gap From

SelfInspires continuous learning from multiple internaland external sources; applies knowledge togenerate innovative problem solving.(Uses Innovation to Solve Problems)

All OthersSelf

4.64

5.00

-0.36

Is a quick learner, rapidly grasping new ideas andconcepts using all resources.(Continuous Learner) All Others

Self4.56

5.00

-0.44

Encourages experiments and pilots; champions newideas and initiatives; and helps overcomeorganizational resistance.(Uses Innovation to Solve Problems)

All OthersSelf

4.50

5.00

-0.50

Is passionate and inspiring to others about thesuccess of the organization.(Leads Change) All Others

Self4.47

4.00

0.47

Makes connections to and communicates withmultiple constituencies to understand their needsand capabilities.(Builds Relationships)

All OthersSelf

4.44

4.00

0.44

Advocates cross-business actions and investmentsneeded to respond to customer needs.(Acts with One-Company Perspective) All Others

Self4.40

4.00

0.40

Demonstrates unquestionable integrity in business,customer and employee relationships andcommunications by adhering to business practiceguidelines and company values.(Ethical Leader)

All OthersSelf

4.40

4.00

0.40

Motivates and recognizes people for taking thecustomer perspective and satisfying comprehensivecustomer needs, not just achieving targets relatingto a single product or service.(Creates Successful Customers)

All OthersSelf

4.38

4.00

0.38

Acts as champion to drive change and a sense ofurgency into the organization.on a timely basis.(Leads Change) All Others

Self4.38

4.00

0.38

Builds ongoing relationships with people outside ofPitney Bowes to identify potential candidates forcurrent and future roles.(Attracts Talent)

All OthersSelf

4.38 --

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Run Date: 2009-02-17 16:05 (GMT)


Top Opportunities for Development

This report lists the individual items that were rated, on average, as the highest and lowest among all items on the survey. Someitems on your survey may not be shown on this report either because the items have no score or because the average score fellbetween the top strengths and development opportunities. Keep in mind that the ratings in this report are based on single itemresponses while performance area ratings on other reports are derived from responses to multiple survey items. For this reason,emphasize the overall performance area ratings provided in other reports when interpreting your results. For a more detaileddescription of this report and the information it displays, refer to Interpreting Your Reports.


Items Relation 1 2 3 4 5Gap From

SelfPushes decision making responsibility to others atthe lowest appropriate level.(Makes Decisions with Agility) All Others

Self3.36

4.00

-0.64

Creates an environment that attracts and engageshigh performing individuals; is a “talent magnet”.(Attracts Talent) All Others

Self3.38

4.00

-0.63

Translates opportunities and develops businessstrategies and organizational plans; createsmomentum for the organization to execute on thesestrategies to achieve meaningful results.(Thinks and Acts Strategically)

All OthersSelf

3.45

4.00

-0.55

Encourages pursuit of opportunities that may posepotential risks; puts procedures in place to mitigaterisks.(Takes Intelligent Risks for Growth)

All OthersSelf

3.75

4.00

-0.25

Ensures processes are in place to monitor andmitigate risk exposure and provide for continuousimprovement.(Executes on Business Plans)

All OthersSelf

3.77

4.00

-0.23

Models thinking on feet and making decisionsrapidly, sometimes with ambiguous information.(Makes Decisions with Agility) All Others

Self3.80

4.00

-0.20

Exercises sound and well-reasoned judgment inmaking decisions.(Makes Decisions with Agility) All Others

Self3.80

4.00

-0.20

Identifies organizational barriers to innovation;provides time and money for pursuit of innovativeideas.(Uses Innovation to Solve Problems)

All OthersSelf

3.82 --

Helps others understand how their work connects tothe vision of the organization and energizes others tturn strategies into action.(Thinks and Acts Strategically)

All OthersSelf

3.86

4.00

-0.14

Leverages diversity and inclusion externally: in thelabor market, marketplace and with customers.(Inclusive Leader) All Others

Self3.89

4.00

-0.11

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Run Date: 2009-02-17 16:05 (GMT)


Open-Ended Comments Report

This report lists the comments you received in response to the Open-Ended Question at the end of the survey. The commentsare sequenced in a random order.

Open-Ended Question

Please provide specific examples regarding:-a) this person's leadership strengths andb) suggestions for strengthening his/her leadership capabilities.

Comments

Lucia is a talented emerging leader. Her strengths lie is grasping and articulating customer needs, cross functionalcollaboration, and she can envision the future. I think she would grow tremendously in a managerial position where she hadthe responsibility to make the decisions and investments in customer facing changes. A managerial role with these financialand implementation underpinnings would be a great next step for Lucia.

Lucia took on the rate change initiative this year and represented us well. It was an event largely different from others like it inthe past. She gained respect from our team and the larger team as well as its leadership. She gained enough knowledge tocreate a "burning platform" for future similar events. Changing how we deal with these--becoming much more proactive willrequire a keen understanding of the nusiness as well as influencing business partners to invest and change to reduce pain feltin other areas.Lucia is a continuous learner and stays in touch with industry trends. I would like to see her use that info to build a platformstimulated by her recommendations and gaining informed consensus instead of just relevant reading. Ownership and drivingchange she defines will separate her from the rest.

Lucia has the potential to be a solid leader, does a good job managing projects, and is effective building teams andcommunicating with all levels of management as well as her peers.

Note: many of the questions did not apply since she is more of a project manager than "people manager".

Lucia's leadership strengths are that she is courageous, passionate, and customer focused. I have not had the opportunity toobserve how she is as a performance manager or working with external constituents.

Lucia is a very inspiring member of our team. She always makes sure to congratulate people on their successes (bothprofessional and personal). Lucia is also extremely passionate about improving the customer experience and she partnersvery well with a variety of business units to accomplish a goal.

Most of my experience with her has been on projects and initiatives. She is strong facilitor of meetings who values input fromeveryone and displays an awareness of the value of their time and perspectives. She is a solid team player with a globalfocus. A valued team member for sure.

She has the excellent ability in strategizing and planning complex deliverables as demonstrated in multiple eCommerceprojects for PB.com. Also laid out processes, standards for corporate marketing team to engage with IT for all eCommerceprojects.

Lucia gets things done. Her greatest strengths are her ability to identify gaps, her ability to find people and solutions that willwork to remedy them, and her relentless drive for the success of the project. I was pleased to work with her on an initiativethat was not wholly popular for a number of political reasons, and I can say that her strengths availed us of the conviction andresources we needed to get the job done. As far as development opportunities, tough to say. I'd like to be able to say thatsometimes, I would have liked to have seen Lucia stick to her guns, as it were, and go with her own instincts, listen to her ownvoice, do the thing SHE thinks is appropriate to do, versus what everyone else is telling her to do. I would like to be able to saythis but I'm not convinced this would be good advice. The reality is that in a hyper-dynamic business environment, Lucia'scapacity for listening to the people above and around her, and her capacity for executing against what she hears as sheleverages her network, is not only wholly impressive but quite critical. So, I suppose my only suggestion would be to continueto cultivate the skills and abilities she has acquired, but perhaps understand opportunities to transcend them.


Run Date: 2009-02-17 16:05 (GMT)


Lucia is a joy to work with. She is very open and honest, and does not hesitate to be frank. She is very strong thinking anddreaming up new solutions, and always brings things to the table. She is a big picture thinker.An area Lucia could improve on is her ambility to manage the big picture to the details behind it. Lucia can sometimes be sopassionate with an idea that it sounds like an easy thing to implement - but can then be found to be more difficult and involvedthan originally apparent.

Lucia has plenty of passion and wants to do the right things. She will need to balance between that and getting people to seeher point of view to get things done.


Run Date: 2009-02-17 16:05 (GMT)

360 feedback report for lucia aschettino feb 2009

Business

development

mitigate risk

section randomly

survey averages

multiple rating

average score

ended comments

performance