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Copyright 1993 by Personnel Decisions International Corp.

All Rights Reserved.This material may not be reproduced in wholeor in part and in any media without written

permission from Personnel Decisions International.

Pat Sample

ABC Company

Boss A: John DoeBoss B: Jane Doe

2

INTRODUCTION

The PROFILOR for Executives FeedbackReport gives you information based on thequestionnaires you sent to five groups of people;yourself, your boss(es), your direct reports, yourpeers/colleagues, and “other” feedbackproviders you selected. It is used in conjunctionwith The PROFILOR for ExecutivesInterpretive Guide and Development Planform.

The Interpretive Guide describes the purpose,background, and benefits of The PROFILOR forExecutives. It also includes information thathelps you interpret your Feedback Report andformulate a Development Plan. We recommendthat you read The PROFILOR for ExecutivesInterpretive Guide as you analyze your report.

In conjunction with the Guide, the followingbrief descriptions will help you get the mostfrom the different sections of your FeedbackReport. For further explanation, refer to thekey at the bottom of each page of yourFeedback Report.

Summary Information

IMPORTANCE SUMMARYThis section compares how you rated theimportance of the competency areas for yourcurrent job with similar ratings from yourboss(es). Your rating is displayed by the filledcircle and your boss’s rating by the diamond. Ifyou are receiving feedback from two bosses,Boss A’s rating is displayed by the diamond andBoss B’s rating is displayed by the invertedtriangle.

These ratings help you determine whichcompetency areas are most critical for your job.By comparing the ratings of your boss(es) withyour ratings, you will be able to get a goodsense of similarities or differences inperceptions of importance between you andyour boss(es).

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COMPETENCY OVERVIEWThis section provides the results of your selfratings and your respondents’ ratings, bothcompared to all other executives who havepreviously used The PROFILOR for Executives.Your self ratings are shown by the filled circleand the average ratings made by otherrespondents are represented by the square. Therange of ratings received by the large group ofother executives who have taken ThePROFILOR for Executives (the norm group) isrepresented by the horizontal shaded bar. Thisbar represents the middle 50% of the scores forthis group.

This information shows you how your self-perceptions compare to the perceptions ofothers. Any large differences are marked in theDiscrepancy column (DISC) by a box with anarrow to the left or right. A box with an arrowto the right means you may be overestimatingyour skill compared to how others view you; abox with an arrow to the left means you may beunderestimating.

The Importance column (IMP) shows the mostcritical competencies from your and yourbosses’ points of view. This is noted by (S) foryour self ratings and (B) for your boss’s ratings.If you are receiving feedback from two bosses,Boss A’s ratings are noted by (BA) and Boss B’sratings are noted by (BB).

PERSPECTIVE COMPARISONSThis section displays the ratings you receivedfrom the different groups of your respondents—self, boss(es), direct reports, peers/colleagues,and “other” feedback providers—compared tothe large norm group of executives who havepreviously responded to The PROFILOR forExecutives questionnaire. Your ratings fromeach group are represented by the narrowvertical bar. The norm group is represented bythe horizontal shaded bar. Please note thatnorms are not available for the “other”respondents due to the variability placed in thiscategory. If your ratings from one group ofrespondents are consistently higher or lower

3

INTRODUCTION

than the others, you should try to determinethe reason for the differences.

Detailed Information

SPECIFIC QUESTION RESULTSThis section reports the ratings you receivedfrom each respondent group for each questionon The PROFILOR for Executives. The highestrated questions in each area are marked withbrackets; the lowest rated questions are markedwith parentheses. This more detailed feedbackcan help you understand the different impactyou may have with different groups and giveyou specific direction in planning yourdevelopment.

Many specific questions in this section have acorresponding page number from TheSuccessful Executive’s Handbook listed in thefar right-hand column. The Handbook containsa comprehensive listing of developmentsuggestions for on-the-job developmentactivities, recommended readings, and top-rated seminar sources. It can be used as a self-development tool or for developing directreports. It is available separately fromPersonnel Decisions International.

COMPOSITEThe Leading Continuous ImprovementComposite shows your ratings on the specificbehaviors and competencies necessary toensure continuous learning and improvementthroughout the organization. The behaviors inthe Composite are drawn from relevantcompetencies in The PROFILOR for Executivesmodel.

HIGHEST AND LOWEST RATINGSThis section lists specific question results takenfrom all competencies, showing the 20 highestrated questions and the 20 lowest ratedquestions. In addition to the text, the rating ofeach item is displayed.

Developmental Highlights

FOCUS FOR DEVELOPMENTThe Focus for Development helps you identifyyour key strengths and development needs asseen by others. Your overall three highest andthree lowest competencies are identified at thetop of the page, based on the overall ratings byothers compared to the norm group.

Then, the importance ratings in your current jobare factored in. BOSS or BOSS APERSPECTIVE identifies the competenciesrated most important by your boss (or Boss A)and rated highest and lowest by others. SELFPERSPECTIVE identifies the competenciesrated most important by yourself and ratedhighest and lowest by others. If you arereceiving feedback from two bosses, the secondset of pages shows BOSS B PERSPECTIVE,identifying the competencies rated mostimportant by Boss B and rated highest andlowest by others.

Strengths are competencies seen as strong byothers; development needs can be interpretedin several ways. They may be deficits,opportunities for fine-tuning, low priorityareas, or behaviors not demonstrated in thepresence of one or more respondent groups.

For more information about your FeedbackReport, contact:

Product OperationsPersonnel Decisions International612/339-0927 or 800/400-1121

For more information on all of PDI’s productsand services, please call PDI’s Client Relations,800/633-4410.

In Europe, contact:Product OperationsPersonnel Decisions International EuropeGulledelle 961200 Brussels, BelgiumTEL: 32.3.777.70.20FAX: 32.2.777.70.55

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COMPETENCY DEFINITIONS

THINKING FACTOR

Seasoned Judgment: Applies broad knowledge and seasoned experience when addressing complex issues;defines strategic issues clearly despite ambiguity; takes all critical information into account when makingdecisions; makes timely, tough decisions.

Visionary Thinking: Has a clear vision for the business or operation; maintains a long-term, big-pictureview; foresees obstacles and opportunities; generates breakthrough ideas.

Financial Acumen: Understands the meaning and implications of key financial indicators; manages overallfinancial performance (income statement and balance sheet); uses financial analysis to evaluate strategicoptions and opportunities.

Global Perspective: Keeps abreast of important trends that impact the business or organization(technological, competitive, social, economic, etc.); understands the position of the organization within a globalcontext.

STRATEGIC MANAGEMENT FACTOR

Shaping Strategy: Develops distinctive strategies to achieve competitive advantage; translates broadstrategies into specific objectives and action plans; aligns the organization to support strategic priorities.

Driving Execution: Assigns clear authority and accountability; directs change while maintaining operatingeffectiveness; integrates efforts across units and functions; monitors results; tackles problems directly andwith dispatch.

LEADERSHIP FACTOR

Attracting and Developing Talent: Attracts high caliber people; develops teams and talent with diversecapabilities; accurately appraises the strengths and weaknesses of others; provides constructive feedback;develops successors and talent pools.

Empowering Others: Creates a climate that fosters personal investment and excellence; nurturescommitment to a common vision and shared values; gives people opportunity and latitude to grow andachieve; promotes collaboration and teamwork.

Influencing and Negotiating: Promotes ideas and proposals persuasively; shapes stakeholder opinions;projects a positive image; works through conflicts; negotiates win/win solutions.

Leadership Versatility: Plays a variety of leadership roles (e.g., driving, delegating, supporting, coaching)as appropriate; adapts style and approach to match the needs of different individuals and teams.

5


INTERPERSONAL FACTOR

Building Organization Relationships: Cultivates an active network of relationships inside and outsidethe organization; relates well to key colleagues (i.e., bosses, peers, direct reports); stays in touch withemployees at all levels.

Inspiring Trust: Establishes open, candid, trusting relationships; treats all individuals fairly and withrespect; behaves in accord with expressed beliefs and commitments; maintains high standards of integrity.

COMMUNICATION FACTOR

Fostering Open Dialogue: Promotes a free flow of information and communication throughout theorganization (upward, downward, and across); listens actively; encourages open expression of ideas andopinions.

High Impact Delivery: Delivers clear, convincing, and well-organized presentations; projects credibilityand poise even in highly visible, adversarial situations.

MOTIVATION FACTOR

Drive for Stakeholder Success: Sets and pursues aggressive goals; drives for results; demonstrates astrong commitment to organizational success; works to do what is best for all stakeholders (customers,shareholders, employees, etc.).

Entrepreneurial Risk Taking: Champions new ideas and initiatives; identifies new business opportunitiesand makes them a reality; fosters innovation and risk taking.

SELF-MANAGEMENT FACTOR

Mature Confidence: Realistically appraises own strengths and weaknesses; shares credit and visibility;maintains and projects confidence, even when not supported by others.

Adaptability: Maintains a positive outlook, resisting stress and working constructively under pressure;responds resourcefully to change and ambiguity.

Career and Self-direction: Conveys a clear sense of personal goals and values; manages time efficiently;pursues continuous learning and self development.

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BREADTH AND DEPTH FACTOR

Cross-functional Capability: Understands the role and interrelationships of each organizational function(e.g., marketing, sales, operations, finance, human resources); has experience and skill in managing acrossfunctional and organizational lines.

Industry Knowledge: Knows what it takes to be successful in this industry; has a thorough knowledge ofthis industry’s history, customers, and competitive environment.

Business Situation Versatility: Knows how to size up and meet the challenges of different businesssituations (e.g., start-up, fast growth, steady state, turnaround, close-down, merger/acquisition).

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Very ImportantImportant Critical1 2 3 4 5 6 7COMPETENCIES

Key: Boss A

Self

Boss B

Name

Pat Sample

IMPORTANCE SUMMARYRel. importance of each competency to your current position

THINKING Seasoned Judgment

Visionary Thinking

Financial Acumen

Global Perspective

STRATEGIC MANAGEMENT Shaping Strategy

Driving Execution

LEADERSHIP Attracting and Developing Talent

Empowering Others

Influencing and Negotiating

Leadership Versatility

INTERPERSONAL Building Org. Relationships

Inspiring Trust

COMMUNICATION Fostering Open Dialogue

8

Very ImportantImportant Critical1 2 3 4 5 6 7COMPETENCIES

Key: Boss A

Self

Boss B

IMPORTANCE SUMMARYRel. importance of each competency to your current position

High Impact Delivery

MOTIVATION Drive For Stakeholder Success

Entrepreneurial Risk Taking

SELF-MANAGEMENT Mature Confidence

Adaptability

Career and Self-direction

BREADTH AND DEPTH Cross-functional Capability

Industry Knowledge

Business Situation Versatility

9

COMPETENCIESDegree of Competence DISC IMP

1not developed

2underdeveloped

3competent

4very strong

5outstanding

Name Norm Group

Pat Sample Executives

COMPETENCY OVERVIEW

Key: All Other RatersSelfNorm Group

Self/Other discrepancySelf critically importantSBoss critically importantBA,BB


SBA

Visionary Thinking

Financial Acumen

Global PerspectiveS

BABB


Driving Execution


BABB

Empowering Others

Influencing and NegotiatingS

Leadership VersatilityS

INTERPERSONAL Building Org. Relationships BB

Inspiring Trust BABB

10

COMPETENCIESDegree of Competence DISC IMP

1not developed

2underdeveloped

3competent

4very strong

5outstanding

COMPETENCY OVERVIEW

Key: All Other RatersSelfNorm Group

Self/Other discrepancySelf critically importantSBoss critically importantBA,BB


BABB

High Impact DeliveryS


S

Entrepreneurial Risk Taking BABB

SELF-MANAGEMENT Mature Confidence BB

Adaptability

Career and Self-directionS


Industry Knowledge BABB


COMPOSITELeading Continuous Improvement

11

COMPETENCIESDegree of Competence Perspective

1not developed

2underdeveloped

3competent

4very strong

5outstanding

Name Norm Group


PERSPECTIVE COMPARISONS

Other = 2Peers/Colleagues = 3

Direct Reports = 3Boss B = 1Boss A = 1Respondents: Key: Average Rating, each perspective

Norm Group


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Visionary Thinking

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Financial Acumen

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Global Perspective

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Driving Execution

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

12


1not developed

2underdeveloped

3competent

4very strong

5outstanding




Norm Group


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Empowering Others

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Leadership Versatility

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

INTERPERSONAL Building Org. Relationships

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Inspiring Trust

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

13


1not developed

2underdeveloped

3competent

4very strong

5outstanding

Name Norm Group





Norm Group


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

SELF-MANAGEMENT Mature Confidence

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Adaptability

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

14


1not developed

2underdeveloped

3competent

4very strong

5outstanding




Norm Group

Career and Self-direction

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

Industry Knowledge

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other


Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

COMPOSITELeading Continuous Improvement

Self

Boss A

Boss B

Direct Reports

Peers/Colleagues

Other

15

THINKING Seasoned Judgment 4.39 4.63 4.63 4.04 4.13 4.38 4.00

5(3.67) 4.50 (3.33)(2.33) 4.00 5.00 4.00

Applies broad knowledge and seasoned experience to address critical issues

7 4.38 4.50 5.00 4.00 4.00 4.00 4.00

Defines issues clearly despite incomplete or ambiguous information

8 4.25 4.50 4.00 4.00 5.00 4.00 (3.00)

Digs deeply to get the necessary information for decision making

10 4.46 4.50 5.00 4.33 4.00 4.00 [5.00]

Links problems and symptoms to identify underlying strategic issues

12 4.79 4.50 5.00 [4.67] 5.00 5.00 4.00 Creatively integrates different ideas and perspectives

13 4.46 [5.00] 5.00 4.33 (3.00) 4.00 4.00

Takes all important issues into account when making decisions

13[4.92][5.00] 5.00 [4.67] 5.00 5.00 4.00 Comes to a decision at the right time

16 4.17 4.50 4.67 4.00 (3.00) 4.00 4.00 Makes tough, pragmatic decisions when necessary

Visionary Thinking 4.09 4.50 3.95 3.62 4.14 4.43 4.43

22 4.46 4.50 4.33 4.00 5.00 5.00 5.00 Has a clear vision for the future of the business or organization

28 4.25 4.50 4.00 4.00 4.00 5.00 5.00

Conveys a sense of purpose and mission that captures the imagination of others

36 4.33 4.50 4.33 4.00 5.00 4.00 4.00 Sees problems and understands issues before others do

37[4.50][5.00][5.00] 4.00 4.00 4.00 5.00 Challenges status quo thinking and assumptions

40 3.71 (4.00) 4.00 3.33 (3.00) 4.00 4.00 Comes up with fresh perspectives and innovative ideas

32 3.96 4.50 3.00 3.33 5.00 5.00 4.00 Recognizes when it is time to shift strategic direction

30(3.29) 4.50 (2.50)(2.67)(3.00) 4.00 4.00 Maintains a long-term, big-picture view of the business

Financial Acumen 3.93 4.40 3.62 3.40 4.20 4.40 4.20

51(3.54) 4.50 (2.00)(2.67)[5.00][5.00] 4.00 Grasps the full meaning and interrelationships of key financial indicators

52 3.75 (4.00) 3.67 3.33 4.00 4.00 4.00 Readily identifies soft spots in budgets and profit plans

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SPECIFIC QUESTION RESULTS

* Successful Executive’s Handbook - 1999 Edition.Key:

[ ] 1 or 2 highest rated items in each competencyper perspective

( ) 1 or 2 lowest rated items in each competencyper perspective

If 3 or more ratings are equally high or low,none are marked

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53[4.38] 4.50 [4.67][4.33] 4.00 4.00 [5.00]

Uses financial analysis to evaluate strategic choices and options

56 4.13 [5.00] 3.67 3.33 [5.00] 4.00 4.00

Recognizes profitability and revenue potential in business opportunities

57 3.71 (4.00) 3.50 3.33 (3.00)[5.00] 4.00

Manages the business’ overall financial performance (income statement and balance sheet)

Global Perspective 4.06 4.70 4.08 3.57 4.00 3.80 4.00

83 3.96 4.50 [4.50] 3.33 (3.00) 4.00 (3.00)Has wide-ranging curiosity and interests

81 4.21 4.50 4.33 [4.00] 4.00 4.00 [5.00]

Stays abreast of important trends (e.g., competitive, technological, social, economic)

72[4.25] 4.50 4.33 3.67 [5.00] 4.00 4.00

Understands the impact of global trends on the organization’s plans and growth

79(3.83)[5.00](3.33)(3.00)[5.00](3.00) 4.00

Recognizes opportunities for global expansion and alliances

66 4.13 [5.00] 4.00 [4.00](3.00) 4.00 4.00

Grasps the position of the business within the global marketplace STRATEGIC MANAGEMENT Shaping Strategy 4.03 4.42 4.13 3.59 4.00 4.00 4.33

91 3.92 [5.00] 3.67 (3.00) 5.00 (3.00) 4.00

Identifies critical success factors in different business situations

95[4.42][5.00] 4.67 [4.00] 3.00 [5.00] 4.00

Develops distinctive strategies to achieve and sustain competitive advantage

104(3.50) 4.50 (2.50)(3.00) 5.00 (3.00) 4.00

Sees that broad strategies are translated into clear objectives and practical action plans

101 3.92 4.00 4.50 3.67 3.00 4.00 [5.00]

Anticipates risks and devises contingency plans to manage them

106 4.25 4.00 [5.00][4.00] 3.00 [5.00][5.00]

Focuses the organization on efforts that add significant value

108 4.13 4.00 4.33 3.67 5.00 4.00 4.00

Aligns the organization and allocates resources according to strategic priorities

Driving Execution 4.25 4.44 4.12 4.12 4.56 4.11 4.22

122[4.71] 5.00 4.33 [5.00] 5.00 4.00 (3.00)Drives continuous improvement in all organization processes and products

120[4.71] 5.00 4.67 4.67 5.00 4.00 5.00

Assigns clear accountability backed by appropriate authority

118(3.71)(3.00)(3.33) 4.00 5.00 4.00 4.00 Integrates efforts across functions and organizations

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116 4.08 5.00 3.67 3.67 5.00 (3.00) 4.00

Orchestrates the pace and process of change to maintain operating effectiveness

124 4.29 4.00 [5.00] 3.67 5.00 4.00 4.00

Uses benchmarks and performance measures to track progress

127 4.17 4.50 4.00 3.67 4.00 5.00 5.00 Takes preventive measures to avoid crisis management

128 4.54 4.50 4.67 4.50 4.00 5.00 5.00

Tackles problems head-on and works to resolve them without delay

129 4.08 4.00 4.00 4.33 (3.00) 5.00 (3.00)

Confronts problem performers directly, replacing them when appropriate

130 4.08 5.00 3.67 3.67 5.00 (3.00) 5.00 Takes decisive action in a crisis

LEADERSHIP Attracting and Developing Talent 3.80 4.21 3.57 3.43 3.86 4.14 3.71

147 4.25 [5.00] 3.67 3.33 [5.00][5.00] 4.00 Attracts and selects high caliber talent

150 3.58 4.00 3.00 3.33 4.00 4.00 4.00

Builds a strong management team whose members have complementary strengths

154 4.13 4.50 3.67 [4.33] 3.00 [5.00](3.00)

Encourages and values diversity in the organization’s talent base

156 3.67 4.50 (2.67) 3.00 [5.00] 4.00 4.00

Accurately appraises strengths and weaknesses of others

160[4.29] 4.50 [4.67] 4.00 4.00 4.00 4.00 Gives clear, motivating, and constructive feedback

165 3.46 4.00 3.33 3.00 3.00 4.00 4.00 Recognizes and unleashes the full potential of others

170(3.25)(3.00) 4.00 3.00 3.00 (3.00)(3.00)Develops successors and talent pools for key positions

Empowering Others 4.23 4.29 4.38 3.90 4.14 4.57 4.00

177(3.71) 4.50 (3.67)(2.67) 3.00 5.00 [5.00]Creates a climate where everyone stretches beyond what they thought they could do

180 4.42 4.00 [5.00] 3.67 5.00 5.00 4.00

Creates a feeling of energy, excitement, and personal investment

182[4.75][5.00] 4.67 4.33 5.00 5.00 4.00

Nurtures commitment to a common vision and shared values

184 4.42 (3.50)[5.00][4.67] 5.00 4.00 4.00

Gives people the opportunity and latitude to run their area(s) of the organization

185 4.25 4.50 4.67 4.33 3.00 4.00 4.00

Promotes collaboration and removes obstacles to teamwork across the organization

188 4.29 4.50 4.00 [4.67] 3.00 5.00 (3.00)

Conveys confidence in others’ ability and desire to do their best

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190 3.79 4.00 (3.67) 3.00 5.00 4.00 4.00

Celebrates and rewards significant organizational achievements

Influencing and Negotiating 4.37 4.57 4.37 3.95 4.43 4.71 4.29

197(3.92) 4.50 (3.33)(3.33) 5.00 (4.00) 4.00 Promotes and sells ideas persuasively

199 4.63 [5.00] 5.00 4.00 4.00 5.00 [5.00]

Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.)

201 4.38 4.50 4.00 4.00 5.00 5.00 4.00

Has earned the respect of senior executives in the organization

203 4.21 4.50 4.33 4.00 (3.00) 5.00 4.00

Promotes and projects a positive image of the organization

205[4.88] 4.50 5.00 [5.00] 5.00 5.00 4.00

Wins acceptance for proposed changes and new initiatives

206 4.50 4.50 5.00 4.00 5.00 (4.00)[5.00]Works through conflicts to create win/win results

208 4.08 4.50 4.00 (3.33) 4.00 5.00 4.00 Negotiates skillfully to get the best deal possible

Leadership Versatility 4.17 4.50 3.95 3.74 4.57 4.43 4.29

224 3.96 4.50 3.00 3.33 5.00 5.00 4.00 Plays a driving, demanding leadership role when appropriate

220[4.75] 4.50 [5.00][4.50] 5.00 5.00 4.00

Plays an evaluative, analytic leadership role when appropriate

226(3.67) 4.50 (2.00) 3.67 5.00 4.00 (3.00)

Plays a hands-off, fully delegating leadership role when appropriate

221(3.67) 4.50 3.00 (2.67) 4.00 5.00 5.00

Plays a coaching, teaching leadership role when appropriate

223 4.25 4.50 4.00 4.00 5.00 4.00 5.00

Plays a supportive, encouraging leadership role when appropriate

228 4.38 4.50 4.67 4.33 5.00 (3.00) 4.00 Uses a participative leadership style when appropriate

215 4.38 4.50 [5.00] 4.00 (3.00) 5.00 5.00

Adjusts leadership style to meet the needs of different individuals and teams INTERPERSONAL Building Org. Relationships 3.87 4.17 3.57 3.39 4.00 4.67 4.33

242 3.88 4.50 3.67 3.33 3.00 5.00 4.00

Respects and appreciates individual differences in perspective and background

235(3.79) 4.50 (2.67) 3.00 5.00 5.00 [5.00]

Stays in touch with people at all levels of the organization

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233 3.83 4.50 4.00 3.33 3.00 (4.00) 4.00

Cultivates a broad network to exchange ideas and rally support

237[4.00] 4.00 ****[4.00] 3.00 5.00 4.00 Relates well to bosses/higher management

241(3.79) 4.50 3.00 (2.67) 5.00 5.00 [5.00]Relates well to peers

239 3.96 (3.00)[4.33][4.00] 5.00 (4.00) 4.00 Relates well to direct reports

Inspiring Trust 4.08 4.30 4.13 3.87 3.80 4.20 4.60

261[4.71] 4.50 [5.00][4.33][5.00][5.00](4.00)Maintains high standards of personal integrity

263 3.92 (3.50)(3.67) 4.00 [5.00] 4.00 (4.00)

Behaves in accord with expressed beliefs and commitments

256 4.13 4.50 4.00 4.00 3.00 [5.00] 5.00 Establishes open, candid, and trusting relationships

267 3.83 [5.00](3.67) 3.67 3.00 (3.00) 5.00 Treats others fairly and consistently

265(3.79) 4.00 4.33 (3.33) 3.00 4.00 5.00

Collaborates as a team player; never undermines others for own gain COMMUNICATION Fostering Open Dialogue 4.40 4.80 4.75 4.14 3.40 4.40 4.00

274(3.50)(4.50)****(2.50) 3.00 4.00 4.00 Creates open channels of communication

277[4.79] 5.00 [5.00][4.67][5.00] 4.00 4.00 Keeps others well informed

283 4.38 5.00 4.67 4.33 3.00 4.00 4.00 Expresses opinions without intimidating others

284 4.58 5.00 [5.00] 4.33 3.00 [5.00] 4.00 Listens carefully to input and feedback

287 4.29 (4.50)(4.33) 4.33 3.00 [5.00] 4.00 Encourages others to express contrary views

High Impact Delivery 3.66 4.10 3.43 3.00 4.20 4.00 4.20

296 3.71 4.50 (2.00)[3.33] 5.00 [5.00] 4.00 Delivers clear, well-organized presentations

298 3.58 4.00 3.67 (2.67) 5.00 (3.00) 4.00

Builds confidence and inspires support through a convincing presentation style

301 3.63 (3.00)[4.67][3.33](3.00) 4.00 4.00

Uses vivid language and illustrations to convey key ideas

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* Successful Executive’s Handbook - 1999 Edition.

**** Item or competency not scored due to insufficient data

Key:[ ] 1 or 2 highest rated items in each competency

per perspective( ) 1 or 2 lowest rated items in each competency

per perspectiveIf 3 or more ratings are equally high or low,none are marked

20

302[3.75][5.00] 3.33 (2.67) 5.00 (3.00)[5.00]Projects a credible executive image with polish and poise

305(3.50) 4.00 3.00 3.00 (3.00)[5.00] 4.00

Handles questions well in highly visible, adversarial situations MOTIVATION Drive For Stakeholder Success 4.09 4.29 4.40 3.80 3.43 4.29 3.86

315 4.38 4.50 5.00 4.50 3.00 4.00 3.00 Establishes aggressive goals and drives for results

319 3.96 (3.50) 4.33 4.00 3.00 5.00 4.00 Places organizational success above individual gain

321(3.58)(3.50)(3.33)(3.00)[5.00] 4.00 3.00

Effectively balances the competing priorities of different constituencies

323 4.25 4.50 5.00 4.00 3.00 4.00 4.00

Conveys a commitment to understanding and doing what is best for shareholders

325 3.75 [5.00] 3.67 3.33 3.00 (3.00) 3.00

Conveys a commitment to understanding and doing what is best for employees

328[4.79][5.00] 5.00 [4.67] 4.00 5.00 [5.00]

Conveys a commitment to understanding and doing what is best for customers

331 4.00 4.00 4.67 3.33 3.00 5.00 [5.00]Models a strong work ethic

Entrepreneurial Risk Taking 4.16 4.63 3.83 3.55 4.50 4.75 4.25

339(3.88) 4.50 (3.00)(3.00) 5.00 5.00 [5.00]Creates an environment that encourages innovation and risk taking

344 4.00 4.50 4.00 [4.00](3.00)(4.00)(3.00)

Pursues new business opportunities and makes them a reality

342 4.04 4.50 3.67 (3.00) 5.00 5.00 4.00 Champions breakthrough ideas and initiatives

346[4.67][5.00][4.67][4.00] 5.00 5.00 [5.00]

Puts own career at risk when necessary to support entrepreneurial ventures SELF-MANAGEMENT Mature Confidence 3.89 4.50 3.88 3.33 3.50 4.17 4.00

353 3.79 4.50 (3.33)(2.33)[5.00][5.00](3.00)Projects self-assurance and unshakable confidence

354 4.25 [5.00] 4.33 3.67 3.00 [5.00] 4.00 Stands up to criticism and makes "lonely" decisions

356[4.29][5.00][4.50] 3.67 4.00 4.00 [5.00]Maintains a sense of humor

357(3.42)(4.00)(3.33) 3.33 3.00 (3.00)[5.00]

Readily shares credit and gives opportunities for visibility to others

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358 4.00 (4.00)[4.50]**** 3.00 4.00 (3.00)Realistically appraises own strengths and weaknesses

361 3.83 4.50 3.67 3.67 3.00 4.00 4.00 Acknowledges own mistakes and limitations

Adaptability 3.92 4.25 3.83 3.50 4.00 4.17 4.00

367(3.42) 4.00 3.67 3.00 3.00 (3.00) 4.00 Responds resourcefully to new demands and challenges

368 3.96 4.00 (3.33) 4.00 5.00 4.00 4.00 Works constructively under stress and pressure

370 4.21 4.50 3.67 [4.67] 3.00 [5.00] 4.00 Works effectively in ambiguous situations

373 3.75 (3.50)[4.67] 3.33 3.00 4.00 4.00 Copes effectively with political realities

375 3.88 4.50 (3.33)(2.67) 5.00 [5.00] 4.00

Handles tense situations without overreacting or becoming overly emotional

376[4.29][5.00] 4.33 3.33 5.00 4.00 4.00

Maintains a constructive, positive outlook even when plans are thwarted

Career and Self-direction 4.22 4.40 4.07 3.93 4.20 4.80 4.60

383 4.54 4.50 [4.67] 4.00 [5.00] 5.00 5.00 Conveys a clear sense of personal goals and values

389 3.83 4.50 3.67 3.67 (3.00)(4.00) 5.00

Manages own time according to priorities; uses time economically and efficiently

386[4.71][5.00][4.67][4.67] 4.00 5.00 5.00

Has personal, career, and organizational goals which are compatible

387 4.33 4.50 4.33 4.00 4.00 5.00 (3.00)

Achieves an effective balance between work and personal life

391(3.71)(3.50)(3.00)(3.33)[5.00] 5.00 5.00

Personally pursues continuous learning and self development BREADTH AND DEPTH Cross-functional Capability 4.35 4.25 4.80 4.05 3.86 4.71 4.29

401[4.71] 4.50 5.00 4.33 5.00 5.00 4.00

Knows how to get things done in a complex, multi-level organization

402(4.04) 4.00 5.00 3.67 3.00 (4.00) 4.00

Understands the role and interrelationships of each management function

403 4.17 4.50 4.50 3.67 3.00 5.00 (3.00)

Understands operations, production, and manufacturing functions

406 4.33 4.00 5.00 4.33 3.00 5.00 5.00 Understands marketing, sales, and service functions

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408 4.50 4.00 (4.33)[4.67] 5.00 5.00 5.00 Understands how to use staff functions effectively

411 4.21 4.50 4.67 3.67 3.00 5.00 4.00

Considers all management functions when developing plans and implementing changes

412 4.50 **** 5.00 4.00 5.00 (4.00) 5.00 Displays strong general management skills

Industry Knowledge 4.04 4.63 4.17 3.73 3.50 3.75 3.50

419 4.17 4.50 [4.67] 4.00 3.00 4.00 (3.00)Knows what it takes to be successful in this industry

421(3.67)[5.00](3.67)(3.00) 3.00 (3.00)(3.00)

Has thorough knowledge of this industry’s history and growth patterns

426 4.13 (4.00)[4.67][4.33] 3.00 4.00 [4.00]

Displays deep insight into the competition’s strengths, weaknesses, and strategies

427[4.21][5.00](3.67) 3.67 [5.00] 4.00 [4.00]Has experience and know-how in a variety of industries

Business Situation Versatility 3.80 3.75 3.97 3.53 4.08 3.83 4.25

4.25 4.50 4.33 3.67 5.00 4.00 5.00 Would function effectively in a corporate (staff) position

3.79 4.00 3.67 [4.00] 3.00 4.00 5.00

Would function effectively in a business unit (line) position

3.46 3.50 3.67 (2.67) 5.00 3.00 5.00

Would do well at starting up a new business venture or major organizational function

3.71 4.00 4.00 3.33 3.00 4.00 (3.00)

Would do well at managing the acquisition and merger of a new business or organizational unit

3.71 4.00 3.33 3.00 5.00 4.00 (3.00)

Would do well at revitalizing a mature business or organization

3.63 3.00 [4.67] 3.33 3.00 4.00 4.00

Would do well at running a fast-growth, highly dynamic business or organization

4.13 [5.00](3.00)[4.00] 5.00 4.00 5.00

Would do well at running a stable business or organization to yield maximum results

3.50 3.00 4.33 3.67 3.00 3.00 5.00

Would do well at "biting the bullet" and closing down a weak business or organization

3.92 4.00 4.00 3.67 5.00 3.00 4.00

Would do well at turning around a business or organization that was in trouble

(3.29)(2.50) 4.00 3.67 3.00 3.00 4.00

Would have the talent required to run many different organizational units simultaneously

[4.58][5.00][4.67] 3.67 5.00 [5.00] 4.00

Would be effective in carrying out an assignment in a foreign country

3.67 (2.50) 4.00 3.67 4.00 [5.00] 4.00

Would be ready to run an organization the size of this one

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4.21 4.38 4.14 3.89 4.38 4.46 4.38 LEADING CONTINUOUS IMPROVEMENT

37 4.50 5.00 5.00 4.00 4.00 4.00 5.00 Challenges status quo thinking and assumptions

106 4.25 4.00 5.00 4.00 3.00 5.00 5.00 Focuses the organization on efforts that add significant value

122 4.71 5.00 4.33 5.00 5.00 4.00 3.00

Drives continuous improvement in all organization processes and products

118 3.71 3.00 3.33 4.00 5.00 4.00 4.00 Integrates efforts across functions and organizations

116 4.08 5.00 3.67 3.67 5.00 3.00 4.00

Orchestrates the pace and process of change to maintain operating effectiveness

124 4.29 4.00 5.00 3.67 5.00 4.00 4.00

Uses benchmarks and performance measures to track progress

177 3.71 4.50 3.67 2.67 3.00 5.00 5.00

Creates a climate where everyone stretches beyond what they thought they could do

185 4.25 4.50 4.67 4.33 3.00 4.00 4.00

Promotes collaboration and removes obstacles to teamwork across the organization

205 4.88 4.50 5.00 5.00 5.00 5.00 4.00


328 4.79 5.00 5.00 4.67 4.00 5.00 5.00

Conveys a commitment to understanding and doing what is best for customers

339 3.88 4.50 3.00 3.00 5.00 5.00 5.00

Creates an environment that encourages innovation and risk taking

342 4.04 4.50 3.67 3.00 5.00 5.00 4.00 Champions breakthrough ideas and initiatives

391 3.71 3.50 3.00 3.33 5.00 5.00 5.00

Personally pursues continuous learning and self development

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LEADING CONTINUOUS IMPROVEMENT COMPOSITE


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1 4.92 5.00 5.00 4.67 5.00 5.00 4.00 Comes to a decision at the right time

2 4.88 4.50 5.00 5.00 5.00 5.00 4.00 Wins acceptance for proposed changes and new initiatives

3 4.79 5.00 5.00 4.67 4.00 5.00 5.00 Conveys a commitment to understanding and doing what is best for customers

4 4.79 5.00 5.00 4.67 5.00 4.00 4.00 Keeps others well informed

5 4.79 4.50 5.00 4.67 5.00 5.00 4.00 Creatively integrates different ideas and perspectives

6 4.75 4.50 5.00 4.50 5.00 5.00 4.00 Plays an evaluative, analytic leadership role when appropriate

7 4.75 5.00 4.67 4.33 5.00 5.00 4.00 Nurtures commitment to a common vision and shared values

8 4.71 4.50 5.00 4.33 5.00 5.00 4.00 Knows how to get things done in a complex, multi-level organization

9 4.71 5.00 4.67 4.67 4.00 5.00 5.00 Has personal, career, and organizational goals which are compatible

10 4.71 4.50 5.00 4.33 5.00 5.00 4.00 Maintains high standards of personal integrity

11 4.71 5.00 4.67 4.67 5.00 4.00 5.00 Assigns clear accountability backed by appropriate authority

12 4.71 5.00 4.33 5.00 5.00 4.00 3.00 Drives continuous improvement in all organization processes and products

13 4.67 5.00 4.67 4.00 5.00 5.00 5.00 Puts own career at risk when necessary to support entrepreneurial ventures

14 4.63 5.00 5.00 4.00 4.00 5.00 5.00 Shapes the opinions of key "stakeholders" (customers, shareholders, employees, etc.)

15 4.58 5.00 4.67 3.67 5.00 5.00 4.00 Would be effective in carrying out an assignment in a foreign country

16 4.58 5.00 5.00 4.33 3.00 5.00 4.00 Listens carefully to input and feedback

17 4.54 4.50 4.67 4.00 5.00 5.00 5.00 Conveys a clear sense of personal goals and values

18 4.54 4.50 4.67 4.50 4.00 5.00 5.00 Tackles problems head-on and works to resolve them without delay

19 4.50 **** 5.00 4.00 5.00 4.00 5.00 Displays strong general management skills

20 4.50 4.00 4.33 4.67 5.00 5.00 5.00 Understands how to use staff functions effectively

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HIGHEST RATINGS


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1 3.25 3.00 4.00 3.00 3.00 3.00 3.00 Develops successors and talent pools for key positions

2 3.29 4.50 2.50 2.67 3.00 4.00 4.00 Maintains a long-term, big-picture view of the business

3 3.29 2.50 4.00 3.67 3.00 3.00 4.00 Would have the talent required to run many different organizational units simultaneously

4 3.42 4.00 3.33 3.33 3.00 3.00 5.00 Readily shares credit and gives opportunities for visibility to others

5 3.42 4.00 3.67 3.00 3.00 3.00 4.00 Responds resourcefully to new demands and challenges

6 3.46 4.00 3.33 3.00 3.00 4.00 4.00 Recognizes and unleashes the full potential of others

7 3.46 3.50 3.67 2.67 5.00 3.00 5.00 Would do well at starting up a new business venture or major organizational function

8 3.50 4.50 2.50 3.00 5.00 3.00 4.00 Sees that broad strategies are translated into clear objectives and practical action plans

9 3.50 4.50 **** 2.50 3.00 4.00 4.00 Creates open channels of communication

10 3.50 4.00 3.00 3.00 3.00 5.00 4.00 Handles questions well in highly visible, adversarial situations

11 3.50 3.00 4.33 3.67 3.00 3.00 5.00 Would do well at "biting the bullet" and closing down a weak business or organization

12 3.54 4.50 2.00 2.67 5.00 5.00 4.00 Grasps the full meaning and interrelationships of key financial indicators

13 3.58 4.00 3.00 3.33 4.00 4.00 4.00 Builds a strong management team whose members have complementary strengths

14 3.58 4.00 3.67 2.67 5.00 3.00 4.00 Builds confidence and inspires support through a convincing presentation style

15 3.58 3.50 3.33 3.00 5.00 4.00 3.00 Effectively balances the competing priorities of different constituencies

16 3.63 3.00 4.67 3.33 3.00 4.00 4.00 Uses vivid language and illustrations to convey key ideas

17 3.63 3.00 4.67 3.33 3.00 4.00 4.00 Would do well at running a fast-growth, highly dynamic business or organization

18 3.67 4.50 3.33 2.33 4.00 5.00 4.00 Applies broad knowledge and seasoned experience to address critical issues

19 3.67 4.50 2.67 3.00 5.00 4.00 4.00 Accurately appraises strengths and weaknesses of others

20 3.67 4.50 2.00 3.67 5.00 4.00 3.00 Plays a hands-off, fully delegating leadership role when appropriate

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LOWEST RATINGS


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GENERAL STRENGTHS BEHAVIORS

BOSS A PERSPECTIVE SELF PERSPECTIVE

Name

Pat Sample

FOCUS FOR DEVELOPMENTBuilding On Key Strengths

NOTE: Competencies rated most important by ‘Boss A’ and highest by ‘others’ compared to the norm group.

NOTE: Competencies rated most important by ‘self’ and highest by ‘others’ compared to the norm group.

NOTE: The above three competencies were rated highest by ‘others’ compared to the norm group.

Seasoned Judgment Creatively integrates different ideas and perspectives

Comes to a decision at the right time

Fostering Open Dialogue Keeps others well informed

Listens carefully to input and feedback

Cross-functional Capability Understands how to use staff functions effectively


Fostering Open Dialogue

Keeps others well informed



Puts own career at risk when necessary to support entrepreneurial ventures


Seasoned Judgment

Creatively integrates different ideas and perspectives





Seasoned Judgment



Cross-functional Capability

Understands how to use staff functions effectively


28

GENERAL DEVELOPMENT NEEDS BEHAVIORS

BOSS A PERSPECTIVE SELF PERSPECTIVE

Name

Pat Sample

FOCUS FOR DEVELOPMENTAddressing Development Needs

NOTE: Competencies rated most important by ‘Boss A’ and lowest by ‘others’ compared to the norm group.

NOTE: Competencies rated most important by ‘self’ and lowest by ‘others’ compared to the norm group.

NOTE: The above three competencies were rated lowest by ‘others’ compared to the norm group.

High Impact Delivery Handles questions well in highly visible, adversarial situations

Projects a credible executive image with polish and poise

Building Org. Relationships Relates well to bosses/higher management

Relates well to peers

Inspiring Trust Behaves in accord with expressed beliefs and commitments

Collaborates as a team player; never undermines others for own gain

Inspiring Trust



Attracting and Developing Talent

Develops successors and talent pools for key positions

Builds a strong management team whose members have complementary strengths

Global Perspective


Has wide-ranging curiosity and interests


Handles questions well in highly visible, adversarial situations


Drive For Stakeholder Success

Models a strong work ethic

Places organizational success above individual gain

Global Perspective



29

GENERAL STRENGTHS BEHAVIORS

BOSS B PERSPECTIVE SELF PERSPECTIVE

Name

Pat Sample

FOCUS FOR DEVELOPMENTBuilding On Key Strengths

NOTE: Competencies rated most important by ‘Boss B’ and highest by ‘others’ compared to the norm group.

NOTE: Competencies rated most important by ‘self’ and highest by ‘others’ compared to the norm group.

NOTE: The above three competencies were rated highest by ‘others’ compared to the norm group.

Seasoned Judgment Creatively integrates different ideas and perspectives


Fostering Open Dialogue Keeps others well informed


Cross-functional Capability Understands how to use staff functions effectively



Puts own career at risk when necessary to support entrepreneurial ventures


Fostering Open Dialogue

Keeps others well informed


Seasoned Judgment






Seasoned Judgment



Cross-functional Capability

Understands how to use staff functions effectively


30

GENERAL DEVELOPMENT NEEDS BEHAVIORS

BOSS B PERSPECTIVE SELF PERSPECTIVE

Name

Pat Sample

FOCUS FOR DEVELOPMENTAddressing Development Needs

NOTE: Competencies rated most important by ‘Boss B’ and lowest by ‘others’ compared to the norm group.

NOTE: Competencies rated most important by ‘self’ and lowest by ‘others’ compared to the norm group.

NOTE: The above three competencies were rated lowest by ‘others’ compared to the norm group.

High Impact Delivery Handles questions well in highly visible, adversarial situations


Building Org. Relationships Relates well to bosses/higher management


Inspiring Trust Behaves in accord with expressed beliefs and commitments


Building Org. Relationships

Relates well to bosses/higher management


Inspiring Trust



Mature Confidence

Readily shares credit and gives opportunities for visibility to others

Projects self-assurance and unshakable confidence


Handles questions well in highly visible, adversarial situations


Drive For Stakeholder Success

Models a strong work ethic

Places organizational success above individual gain

Global Perspective



31

Strengths

Boss° boss a ° boss b

Direct Reports° dir rpt ° dir rpt ° dir rpt

Peers/Colleagues° peer/coll ° peer/coll ° peer/coll

Others° other ° other

WRITTEN COMMENTS

Name

Pat Sample

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Development needs





WRITTEN COMMENTS

Name

Pat Sample

33

Other comments





WRITTEN COMMENTS

Name

Pat Sample

34

35

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