Steve Selby Kgatuke

XYZ LEADERSHIP 360° Assessment Name of Assessee : Joe Soap DASHBOARD INTRODUCTION FEEDBACK SUMMARY: Comparative Report XYZ LEADERSHIP 360° Assessment Name of Assessee : Joe Soap Norming Group Comparison FEEDBACK DETAILS: Comparative Report Self Assessment Assessors XYZ LEADERSHIP 360° Assessment XYZ LEADERSHIP Name360° of Assessee Assessment : Joe SoapHOME INTRODUCTION Name of Assessee : Joe Soap DASHBOARD FEEDBACK SUMMARY: Comparative Report Norming Group Comparison FEEDBACK DETAILS: Comparative Report Self Assessment Assessors Introduction, Scoring Methodology & Analysis of Results Introduction Thank you for participating in the LEADERSHIP 360° ASSESSMENT. The LEADERSHIP 360° ASSESSMENT provides participants with valuable feedback on individual leadership development needs. The primary objective of this assessment is to improve the organization’s leadership competencies. The LEADERSHIP 360° ASSESSMENT is for individuals who are currently designated leaders and those who are considered for leadership positions. The leadership competencies evaluated are broad and generic, allowing both formal and informal leaders to participate. The assessment is designed for leadership development purposes only. It is not a performance appraisal or selection tool. Scoring Methodology Once the assessment has been completed, an average score for each behaviour scale is calculated. This is followed by calculating the average score for each leadership competence (such as Strategy). The overall score for the LEADERSHIP 360° ASSESSMENT is the average of the average scores of all the leadership competencies. Analysing the Results The behaviour scale scores and the overall score for the LEADERSHIP 360° ASSESSMENT are compared with norm group scores. There are two norm groups, namely the peers/internal norm group and the external norm group. The norm group scores are used as a benchmark for the assessee scores. A score equal to or above the norm group score (internal or external) represents an area of strength for the assessee. The assessee should be encouraged to enhance the area of strength. Conversely, a score below the norm group score (internal or external) represents an area where there is room for improvement. The line manager and the assessee should find ways to improve this area, such as coaching, formal training or expose the assessee to a part of the organisation where the development can be improved. Leadership is a generic skill that cuts across the different levels of work/job complexity. Given these different levels of complexity, there are competencies that would carry more weight than others. This means that the type of recommended interventions need to factor the complexity of the role. In instances where the leadership competencies are required as part of job promotion, selection and the like, the scores can be used to complement other selection processes to inform decision making. Place a reminder on the calendar to re-take the LEADERSHIP 360° ASSESSMENT a year in the future for the purpose of measuring improvement. XYZ LEADERSHIP 360° Assessment Name of Assessee : Joe Soap HOME INTRODUCTION XYZ FEEDBACK SUMMARY: Comparative Report FEEDBACK DETAILS: Comparative Report Norming Group Comparison Self Assessment Assessors Name of Select Relationship with Assessee : LEADERSHIP 360° Assessment Dashboard Assessor Demographics Relationship with Assessee Line Manager Peer Subordinate Total Assessors Scores versus Normative Group Average Scores Respondents % 1 2 2 5 20.0% 40.0% 40.0% 100.0% Self Assement Scores versus Assessors Average Scores Overall Leadership Score Overall Leadership Score Confidence Confidence Integrity Integrity Priorities Priorities Delegation Delegation Relationships Relationships Influence Influence Learning Learning Knowledge Knowledge Communication Communication Strategy Strategy 0.00 0.50 1.00 1.50 2.00 Norming Group Average 2.50 3.00 Assessors 3.50 4.00 4.50 5.00 0.00 0.50 1.00 Assessors 1.50 2.00 2.50 Self Assessment 3.00 3.50 4.00 4.50 XYZ LEADERSHIP 360° Assessment HOME INTRODUCTION Name of Assessee : Joe Soap DASHBOARD FEEDBACK SUMMARY: Comparative Report XYZ Name of LEADER Assessee Norming Group Comparison FEEDBACK DETAILS: Comparative Report Self Assessment Select Relationship with Assessee : LEADERSHIP 360° Feedback Summary: Comparative Report Score LEADERSHIP AREA Self Assessment Assessors Variance Comment Strategy Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence - - (0.93) (1.40) (0.05) (0.20) 1.17 (2.56) (2.32) - Aligned Potential Blindspot Aligned Aligned Evident Strength Potential Blindspot Potential Blindspot Aligned Aligned Aligned Overall Leadership Score 3.07 2.39 (0.69) Assessors XYZ LEADERSHIP 360° Assessment HOME INTRODUCTION Name of Assessee : Joe Soap DASHBOARD FEEDBACK SUMMARY: Comparative Report FEEDBACK DETAILS: Comparative Report Norming Group Comparison Self Assessment XYZ LEADERSHIP Name360° of Assessee Assessment : Joe Soap Select Relationship with Assessee : LEADERSHIP 360° Feedback Details: Assessors AREA Strategy Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence Overall Leadership Score Behavior Behavior Average Score Consistently seeks new ideas and ways of working Does not focus on the future Creates practical strategic initiatives - Strategy Score 1.40 Is a good communicator Does not communicate persuasively and confidently Communicates well with stakeholders Tends to be non- communicative - Communication Score 1.35 Has a deep-rooted understanding of the functions of her/his organization Does not understand functions of other organizations Is close to the business Takes the narrow view - Knowledge Score 2.45 Seek out new methods, technology and methods Resists change or innovation Is a quick learner - Learning Score 2.80 Builds networks Is unconvincing Gets buy-in from people Motivates people Is dictatorial Is unassertive - Influence Score 4.00 Does not talk to people Is a good listener Has good interpersonal skills Does not treat people with respect Does not interact with people enough - Relationships Score 1.44 Delegates Is detail-oriented Does not empower subordinates Focuses on important issues Is a doer - Delegation Score 1.48 Is able to prioritize 3.20 Priorities Score 3.20 Has integrity Isn’t trusted Lacks credibility Takes responsibility for self Models ethical conduct and personal integrity Is honest - Integrity Score 2.80 Is insecure Has guts Is unwilling to make enemies Is decisive Communicates confidence Is unwilling to make the tough decisions - Confidence Score 2.93 2.39 Does not look for new ideas or new ways of working Creates a visionary and inspiring broad picture Does not set inspiring strategic initiatives Is a poor communicator Communicates persuasively and confidently Communicates poorly with stakeholders Communicates frequently Does not try to understand the functions of her/his organization Understands functions of other organizations Is not close to the business Takes the broad view Does not seek out new methods, technology and methods Actively promotes change or innovation Is a slow learner Fails to build networks Is persuasive Fails to get buy-in from people Fails to motivate people Is democratic Is assertive Talks to people Is a poor listener Has poor interpersonal skills Treats people with respect Interacts with people Does not delegate Is big picture-oriented Empowers subordinates Focuses on inconsequential detail Is a delegator Is unable to prioritize Lacks integrity Is trusted Has credibility Blames others Doesn’t model ethical conduct and personal integrity Is dishonest Is secure Has no guts Is willing to make enemies Is indecisive Communicates fears Is willing to make the tough decisions Assessors XYZ LEADERSHIP 360° Assessment HOME Name of Assessee : Joe Soap DASHBOARD FEEDBACK SUMMARY: Comparative Report XYZ LEADERSH Name of Assessee : Joe Soap INTRODUCTION FEEDBACK DETAILS: Comparative Report Norming Group Comparison Self Assessment LEADERSHIP 360° Feedback Details: Self Assessment AREA Strategy Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence Overall Leadership Score Behavior Behavior Score Consistently seeks new ideas and ways of working Does not focus on the future Creates practical strategic initiatives - Strategy Score 2.33 Is a good communicator Does not communicate persuasively and confidently Communicates well with stakeholders Tends to be non- communicative - Communication Score 2.75 Has a deep-rooted understanding of the functions of her/his organization Does not understand functions of other organizations Is close to the business Takes the narrow view - Knowledge Score 2.50 Seek out new methods, technology and methods Resists change or innovation Is a quick learner - Learning Score 3.00 Builds networks Is unconvincing Gets buy-in from people Motivates people Is dictatorial Is unassertive - Influence Score 2.83 Does not talk to people Is a good listener Has good interpersonal skills Does not treat people with respect Does not interact with people enough - Relationships Score 4.00 Delegates Is detail-oriented Does not empower subordinates Focuses on important issues Is a doer - Delegation Score 3.80 Is able to prioritize 4.00 Priorities Score 4.00 Has integrity Isn’t trusted Lacks credibility Takes responsibility for self Models ethical conduct and personal integrity Is honest - Integrity Score 2.67 Is insecure Has guts Is unwilling to make enemies Is decisive Communicates confidence Is unwilling to make the tough decisions - Confidence Score 2.83 3.07 Does not look for new ideas or new ways of working Creates a visionary and inspiring broad picture Does not set inspiring strategic initiatives Is a poor communicator Communicates persuasively and confidently Communicates poorly with stakeholders Communicates frequently Does not try to understand the functions of her/his organization Understands functions of other organizations Is not close to the business Takes the broad view Does not seek out new methods, technology and methods Actively promotes change or innovation Is a slow learner Fails to build networks Is persuasive Fails to get buy-in from people Fails to motivate people Is democratic Is assertive Talks to people Is a poor listener Has poor interpersonal skills Treats people with respect Interacts with people Does not delegate Is big picture-oriented Empowers subordinates Focuses on inconsequential detail Is a delegator Is unable to prioritize Lacks integrity Is trusted Has credibility Blames others Doesn’t model ethical conduct and personal integrity Is dishonest Is secure Has no guts Is willing to make enemies Is indecisive Communicates fears Is willing to make the tough decisions Assessors XYZ LEADERSHIP 360° Assessment HOME INTRODUCTION XYZ LEADERSHIP Name of Assessee : Joe Soap DASHBOARD FEEDBACK SUMMARY: Comparative Report Name of Assessee : Joe FEEDBACK DETAILS: Comparative Report Norming Group Comparison Self Assessment Assessors Select Relationship with Assessee : LEADERSHIP 360° Feedback Details: Comparative Report Score AREA Strategy Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence Overall Leadership Score Behavior Assessors Self Assessment Variance Consistently seeks new ideas and ways of working Does not focus on the future Creates practical strategic initiatives - - (1.80) (0.60) (0.40) Strategy Score 1.40 2.33 (0.93) Is a good communicator Does not communicate persuasively and confidently Communicates well with stakeholders Tends to be non- communicative - - (1.80) (0.60) (0.60) (2.60) Communication Score 1.35 2.75 (1.40) Has a deep-rooted understanding of the functions of her/his organization Does not understand functions of other organizations Is close to the business Takes the narrow view - - 0.20 (0.20) (1.20) 1.00 Knowledge Score 2.45 2.50 (0.05) Seek out new methods, technology and methods Resists change or innovation Is a quick learner - - 1.00 (0.80) (0.80) Learning Score 2.80 3.00 (0.20) Builds networks Is unconvincing Gets buy-in from people Motivates people Is dictatorial Is unassertive - - 0.80 - Influence Score 4.00 2.83 1.17 Does not talk to people Is a good listener Has good interpersonal skills Does not treat people with respect Does not interact with people enough - - (2.80) (1.60) (2.40) (2.40) (3.60) Relationships Score 1.44 4.00 (2.56) Delegates Is detail-oriented Does not empower subordinates Focuses on important issues Is a doer - - (1.60) (3.40) (2.60) (1.60) (2.40) Delegation Score 1.48 3.80 (2.32) Is able to prioritize 3.20 4.00 (0.80) Priorities Score 3.20 4.00 (0.80) Has integrity Isn’t trusted Lacks credibility Takes responsibility for self Models ethical conduct and personal integrity Is honest - - - - Integrity Score 2.80 2.67 0.13 Is insecure Has guts Is unwilling to make enemies Is decisive Communicates confidence Is unwilling to make the tough decisions - - - (0.60) 0.80 (1.80) Confidence Score 2.93 2.83 0.10 2.39 3.07 (0.69) Behavior Does not look for new ideas or new ways of working Creates a visionary and inspiring broad picture Does not set inspiring strategic initiatives Is a poor communicator Communicates persuasively and confidently Communicates poorly with stakeholders Communicates frequently Does not try to understand the functions of her/his organization Understands functions of other organizations Is not close to the business Takes the broad view Does not seek out new methods, technology and methods Actively promotes change or innovation Is a slow learner Fails to build networks Is persuasive Fails to get buy-in from people Fails to motivate people Is democratic Is assertive Talks to people Is a poor listener Has poor interpersonal skills Treats people with respect Interacts with people Does not delegate Is big picture-oriented Empowers subordinates Focuses on inconsequential detail Is a delegator Is unable to prioritize Lacks integrity Is trusted Has credibility Blames others Doesn’t model ethical conduct and personal integrity Is dishonest Is secure Has no guts Is willing to make enemies Is indecisive Communicates fears Is willing to make the tough decisions XYZ LEADERSHIP 360° Assessment HOME Name of Assessee : Joe Soap DASHBOARD FEEDBACK SUMMARY: Comparative Report XYZ LEADERSHIP Name of 360° Assessee : Joe INTRODUCTION Norming Group Comparison FEEDBACK DETAILS: Comparative Report Self Assessment Select Relationship with Assessee : LEADERSHIP 360° Feedback Summary: Norming Group Comparison Score Assessors Norming Group Average Variance Comment Strategy Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence - - (1.93) (2.15) (2.05) (1.20) 0.00 (2.56) (2.22) (0.80) (0.31) (0.85) Below Norming Group Average Below Norming Group Average Below Norming Group Average Below Norming Group Average Aligned Below Norming Group Average Below Norming Group Average Aligned Aligned Aligned Overall Leadership Score 2.39 3.79 (1.40) LEADERSHIP AREA Assessors