pat sample - university of denver · pat sample page 3. the most accurate feedback data usually...

Prepared for

Pat Sample

15 March 2017

In addition to your self‐ratings, this reportincludes your ratings from:

All Raters15

BossPeersDirect ReportsOthers

1554

©2016 Center for Creative Leadership. All Rights Reserved.

Center for Creative Leadership®, CCL®, and Skillscope® are registered trademarks owned by the Center for Creative Leadership.

©2016 Center for Creative Leadership.

All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in anyform or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior writtenpermission of the publisher.

The Center for Creative Leadership gratefully acknowledges the contribution of the following individuals whosework and dedication made Skillscope possible:

Lead Contributors

To cite from this report, please use the following as your reference:

Kaplan, Robert E. (2016). Skillscope® Feedback Report. Greensboro, NC: Center for Creative Leadership.

Special Contributor

Author Robert E. Kaplan

Michael Raper

Dawn BartsCraig ChappelowNancy StaleySylvester Taylor

Development needed

If you have more than 9 raters in any column, the total number of responses is included in the middleicon (e.g., )

What is Skillscope?

Comprehensive Data

How do I interpret my report?

Skillscope is a research‐based, multi‐rater assessment that is designed to provide you with straightforward, practicalfeedback on job related skills and behaviors necessary for effectiveness in your role.

The following pages show each of the 15 Skillscope competencies in more detail and include:

Competency Name

Importance for Success ‐ You and your raters were asked to identify the five competencies that are mostimportant to your current job. A Pnext to Self or Boss indicates this competency was chosen as one ofthe five most important for success in your current job. A number next to Other Raters indicates howmany raters selected this competency as one of the five most important competencies.

Item Feedback ‐ Your Skillscope scores are presented as frequency counts, using the following symbols:

Strength= =

Introduction

Pat Sample

The most accurate feedback data usually comes from raters that know you well. The table below indicates how wellyour raters said they know you.

How well your raters said they know you Number of Raters

Hardly at all

Fairly well

Quite well

Extremely well

1

11

2

1

Your feedback report indicates how your raters responded to the individual items (questions) in the survey. In orderto receive an item‐level score, the following number of raters must respond:

Boss ‐ at least 1

Peers ‐ at least 3, to ensure anonymity

Direct Reports ‐ at least 3, to ensure anonymity

Others ‐ at least 1

All Raters ‐ at least 4, to ensure anonymity

How Well Your Raters Know You

Pat Sample

Seeks information actively.1.

Peers

DirectReports

Others

Probes for underlying data; checksthe validity of information.

2.

Peers

DirectReports

Others

Creates order out of largequantities of information.

3.

Peers

DirectReports

Others

Is a keen observer of people,events, and things.

4.

Peers

DirectReports

Others

Defines problems effectively.5.

Peers

DirectReports

Others

Identifies problems, opportunities,trends, and threats early.

6.

Peers

DirectReports

Others

Is logical, data‐based, and rational.7.

Peers

DirectReports

Others

14Self P Other RatersBoss PImportance:

Pat Sample

Solves problems

Self Boss Development NeededItem Strength

= Development needed = Strength

= Total number of Raters (see explanation in the Introduction)Key

Is adept at disseminatinginformation to others.

8.

Peers

DirectReports

Others

Is crisp, clear, and articulate.9.

Peers

DirectReports

Others

Is good at speaking in front of anaudience.

10.

Peers

DirectReports

Others

Makes his/her point effectively toa resistant audience.

11.

Peers

DirectReports

Others

Has strong writing skills.12.

Peers

DirectReports

Others


Pat Sample

Communicates information




Is action‐oriented; presses forimmediate results.

13.

Peers

DirectReports

Others

Is decisive; does not procrastinateon decisions.

14.

Peers

DirectReports

Others

Enjoys solving problems.15.

Peers

DirectReports

Others

Implements decisions; followsthrough.

16.

Peers

DirectReports

Others

Considers possible consequenceswhen making decisions.

17.

Peers

DirectReports

Others


Pat Sample

Takes action




Has vision; often brings up ideasabout possibilities for the future.

18.

Peers

DirectReports

Others

Is entrepreneurial; takesadvantage of new opportunities.

19.

Peers

DirectReports

Others

Consistently generates new ideas.20.

Peers

DirectReports

Others

Creates significant organizationalchange.

21.

Peers

DirectReports

Others

Introduces needed change even inthe face of opposition.

22.

Peers

DirectReports

Others

0Self -- Other RatersBoss --Importance:

Pat Sample

Takes risks, innovates




Manages conflict effectively.23.

Peers

DirectReports

Others

Confronts others skillfully.24.

Peers

DirectReports

Others

Negotiates adeptly with others.25.

Peers

DirectReports

Others


Pat Sample

Manages conflict




Conveys a sense of purpose.26.

Peers

DirectReports

Others

Is a team builder; brings peopletogether successfully around tasks.

27.

Peers

DirectReports

Others

Structures others’ workappropriately.

28.

Peers

DirectReports

Others

Is resourceful; can effectivelysecure project resources.

29.

Peers

DirectReports

Others

Successfully manages large, long‐term projects.

30.

Peers

DirectReports

Others

Recognizes and rewards people fortheir work.

31.

Peers

DirectReports

Others

Manages decision‐makingprocesses effectively; knows whoto involve on what issues.

32.

Peers

DirectReports

Others

5Self P Other RatersBoss --Importance:

Pat Sample

Manages teams




Can easily handle situations wherethere is no clear answer or methodfor proceeding.

33.

Peers

DirectReports

Others

Can translate strategy into actionover time.

34.

Peers

DirectReports

Others


Pat Sample

Manages teams (continued)




Builds warm, cooperativerelationships.

35.

Peers

DirectReports

Others

Is not abrasive or antagonistic.36.

Peers

DirectReports

Others

Interacts with others in a fair, openmanner; does not exploit.

37.

Peers

DirectReports

Others

Has good relationships with directreports or support staff.

38.

Peers

DirectReports

Others

Has good relationships with seniorstaff.

39.

Peers

DirectReports

Others

Has good relationships with peers.40.

Peers

DirectReports

Others

Has good relationships with peopleoutside of the organization.

41.

Peers

DirectReports

Others


Pat Sample

Develops relationships




Relates well to many differenttypes of people.

42.

Peers

DirectReports

Others

Is readily available to others.43.

Peers

DirectReports

Others

Is competent at dealing withpeople's feelings.

44.

Peers

DirectReports

Others


Pat Sample

Develops relationships (continued)




Inspires people, helps them seethe importance of their work.

45.

Peers

DirectReports

Others

Effectively promotes ideas andvisions.

46.

Peers

DirectReports

Others

Maintains extensive businessrelationships inside and outsidethe organization.

47.

Peers

DirectReports

Others

Knows how to be tactful anddiscreet.

48.

Peers

DirectReports

Others

Motivates and inspires people totake action.

49.

Peers

DirectReports

Others

Is comfortable with the power of amanagerial role.

50.

Peers

DirectReports

Others

Is skilled at influencing superiors.51.

Peers

DirectReports

Others


Pat Sample

Influences others




Delegates effectively.52.

Peers

DirectReports

Others

Works effectively with others overwhom he/she has no directauthority.

53.

Peers

DirectReports

Others


Pat Sample

Influences others (continued)




Listens well.54.

Peers

DirectReports

Others

Takes ideas different from ownseriously.

55.

Peers

DirectReports

Others

Accepts criticism well.56.

Peers

DirectReports

Others

Is participative; sharesresponsibility and influence withothers.

57.

Peers

DirectReports

Others

Collaborates well with others.58.

Peers

DirectReports

Others

Is flexible; varies his/her approachwith the situation.

59.

Peers

DirectReports

Others

Acts as if there are multiple waysto approach a problem.

60.

Peers

DirectReports

Others


Pat Sample

Open to influence




Encourages others to share theirthoughts and opinions inconversations and meetings.

61.

Peers

DirectReports

Others

Is comfortable with power andstatus.

62.

Peers

DirectReports

Others


Pat Sample

Open to influence (continued)




Recognizes the talents of others.63.

Peers

DirectReports

Others

Attracts talented people.64.

Peers

DirectReports

Others

Considers personalities whendealing with people.

65.

Peers

DirectReports

Others

Is tolerant of others’idiosyncrasies.

66.

Peers

DirectReports

Others

Is a good coach, counselor,mentor.

67.

Peers

DirectReports

Others

Inspires others to do their best.68.

Peers

DirectReports

Others

Gives others appropriatelychallenging assignments with theopportunity to grow.

69.

Peers

DirectReports

Others


Pat Sample

Develops people




Shows mastery of job content;excels at his/her function orprofessional specialty.

70.

Peers

DirectReports

Others

Is a good general manager.71.

Peers

DirectReports

Others

Is effective in a job with a bigscope.

72.

Peers

DirectReports

Others

In a new assignment, developsknowledge and expertise easily; isa quick study.

73.

Peers

DirectReports

Others

Is comfortable working withnumerical and technicalinformation (e.g., graphs, charts,statistics, budgets).

74.

Peers

DirectReports

Others

Understands cash flows andfinancial reports.

75.

Peers

DirectReports

Others

4Self -- Other RatersBoss PImportance:

Pat Sample

Knows the job, business




Shows initiative; continuallyreaches for more responsibility.

76.

Peers

DirectReports

Others

Demonstrates a high energy level.77.

Peers

DirectReports

Others

Shows high motivation to advancehis/her career.

78.

Peers

DirectReports

Others

Is goal‐directed, persistent; isdriven to achieve objectives.

79.

Peers

DirectReports

Others


Pat Sample

Drives for results




Distinguishes between importantand unimportant tasks.

80.

Peers

DirectReports

Others

Makes the most of the timeavailable; is extremely productive.

81.

Peers

DirectReports

Others

Deals with interruptionsappropriately.

82.

Peers

DirectReports

Others

Avoids overcommitting self.83.

Peers

DirectReports

Others


Pat Sample

Manages time




Remains calm in high pressuresituations.

84.

Peers

DirectReports

Others

Shows resilience; deals well withsetbacks.

85.

Peers

DirectReports

Others

Is willing to admit a lack ofknowledge when necessary.

86.

Peers

DirectReports

Others

Is optimistic; displays behaviorsthat suggest that most problemscan be solved.

87.

Peers

DirectReports

Others

Admits mistakes.88.

Peers

DirectReports

Others

Shows integrity; is trustworthy.89.

Peers

DirectReports

Others

Puts the organization's objectivesahead of his/her own ambitions.

90.

Peers

DirectReports

Others


Pat Sample

Copes with pressure; demonstrates integrity




Maintains equilibrium betweenhis/her work and home life.

91.

Peers

DirectReports

Others


Pat Sample

Copes with pressure; demonstrates integrity (continued)




Compensates for own weaknesses.92.

Peers

DirectReports

Others

Capitalizes on own strengths.93.

Peers

DirectReports

Others

Responds well to new situationsthat require him or her to stretchand grow.

94.

Peers

DirectReports

Others

Learns from own experience.95.

Peers

DirectReports

Others

Uses constructive outlets toaddress tension and frustrations.

96.

Peers

DirectReports

Others

Makes needed adjustments in ownbehavior.

97.

Peers

DirectReports

Others

Is aware of his/her feelings.98.

Peers

DirectReports

Others


Pat Sample

Manages and develops self




Self

Learn about all of our product lines, especially since the merger. Focus more on strategic and less on tactical day today.

Boss

Pat should challenge her direct reports more. Address performance issues directly. Continue to build strongrelationships within the company and with clients.

All Other Raters

Continue to learn more about what's going on across the whole company.

Continue to take the time to listen and ask questions if she doesn’t understand.

Spend more time checking in with us.

Stop trying to be everything to everybody. Be willing to say ‘no’ or delegate to others.

Responses to the open‐ended question are listed here exactly as they were typed by each respondent.

Describe specific actions Pat can take in order to be more effective as a leader in the future.

Written Comments

Pat Sample

Guide forInterpretation

How do your comments compare to those of others? What patterns do you see?

How are the written comments related to other feedback you received in this report?

How are the comments consistent or inconsistent with feedback from other sources?

These pages list the 10 items from the previous section most often identified as strengths or development needs byyour raters.

All Raters includes: Boss, Peers, Direct Reports and Other responses.

The number of raters who selected this item as a strength (or development need).

Your rating for the item.

Top 10 Strengths and Top 10 Development Needs

Pat Sample

The ten items listed below are the items most often identified as strengths by your raters. They are listed in rank order.The “All Raters” column shows the number of raters who identified this item as a strength. The “Self” column showshow you rated yourself on that item.

Item Competency All Raters Self

1. Seeks information actively. Solves problems

47. Maintains extensive business relationships inside andoutside the organization.

Influences others13

Creates order out of large quantities of information. Solves problems12

3.

13. Is action‐oriented; presses for immediate results. Takes action12

Remains calm in high pressure situations. Copes with pressure;demonstrates integrity 12

84.

87. Is optimistic; displays behaviors that suggest that mostproblems can be solved.

Copes with pressure;demonstrates integrity 12

26. Conveys a sense of purpose. Manages teams11

Is not abrasive or antagonistic. Develops relationships11

36.

40. Has good relationships with peers. Develops relationships11

Is readily available to others. Develops relationships11

43.

13

Additional item(s) had All Raters scores that were tied with the score of the last item listed.

Top 10 Strengths

Pat Sample



The ten items listed below are the items most often identified as development needs by your raters. They are listed inrank order. The “All Raters” column shows the number of raters who identified this item as a development need. The“Self” column shows how you rated yourself on that item.

Item CompetencyAll

Raters Self

20. Consistently generates new ideas. Takes risks, innovates6

52. Delegates effectively. Influences others6

Avoids overcommitting self. Manages time6

83.

24. Confronts others skillfully. Manages conflict5

Recognizes and rewards people for theirwork.

Manages teams5

31.

33. Can easily handle situations where thereis no clear answer or method forproceeding.

Manages teams5

37. Interacts with others in a fair, openmanner; does not exploit.

Develops relationships5

Motivates and inspires people to takeaction.

Influences others5

49.

50. Is comfortable with the power of amanagerial role.

Influences others5

Is comfortable with power and status. Open to influence5

62.

Top 10 Development Needs

Pat Sample



Self 1

Pat Sample

Boss 1

Charlotte Baan

Peer 5

Liam Daniels

Nora Farrell

Noah Granger

Emma Ingold

Audrey Kingsley

Direct Report 5

Cora Hagar

Gavin Jackson

Harper Landry

Elijah MacGuire

Levi Nelson

Other 4

Avery Adams

Mason Cahill

Emily Eastwell

Wyatt Gaines

Rater Summary

This section lists the raters you invited and the number of people from each category who completed surveys.

Raters Assigned SurveysSubmitted

Pat Sample

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