360 degree profile

8/21/2019 360 Degree Profile

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F R A N K L I N C O V E Y ’ S 3 6 0 ˚ P R O F I L E S ™



“ The 7 Habits Profile is the

tool t hat brings the greatest

paradigm shift for part icipants.

It serves as a short and long-

term career development

plan for both i ndividuals and

organizations. I would not

agree to facilitate 7 Habits

without the Profile or the

time it takes to discuss the

Profile during the presenta-

tion of 7 Habits. The Profile

identifies where work is

needed and encourages the

participants t o view 7 Habits

as an on-going process and

not just an event.”

Thomas Dowling, Training and

Development Superintendent,

Wellman Inc., Palmett o Plant

Training your organization is a great start to cultural change

and improved effectiveness. But ensuring that training has a

deep, measurable effect on each person is another story. It isn’t

one-size-fits-all.That’s why Franklin Covey developed a series

of 360˚Profiles to accompany our core workshops.

Profiles are an essential component to maximizing your trainingdollar—customized reports and individual action plans help

every person move from merely understanding the training to

changing their behavior. Additionally, Profiles can be rolled into

a group or company aggregate Profile, giving your team the

information you need to be successful for the long term.

Traininggetspersonal with360̊ Profiles,thetool that translatestraining intoaction for maximum

returnonyour investment.



Franklin Covey 360̊ Prof iles

an essential companion to

successful training initiativ

Profiles make training pers

relevant, and help impleme

learning better t han any ot

product. You can’t maximiz

your training investment w

out 360˚Profiles.

Learn how 360˚Profiles fromFranklin Coveycan help you torealize your trainiinvestment fasteand more fully.Call your Franklin Coveyclient part ner today or cal

1-800-655-2804

The Features You Want

Franklin Covey’s Profiles deliver relevant,

timely, and easy-to-interpret data just for you.

Each Profile includes:

•Survey information collected from boss, self, and

peer/direct reports. Feedback from others is compared

with self-evaluati on, which quickly reveals gaps between self-perception and others’ perspectives

•Easy-to- read reports containing comprehensive

category revi ews, chart s, and graphs

•Data ranked from highest to lowest scores to pro-

vide a scannable overview of strengths and areas

needing improvement

•Strong connection to workshop content , so you’ll

understand terminology and pri nciples and how to

put the findings to work immediately

•A verbatim comments section which delivers candid

insight on perceived strengths and weaknesses and recommendat ions for improvement

How Our Prof il esMeasure Up:

There are a lot of assess-

ment instruments out

there. But over half a

million people choose

Franklin Covey Profiles.

Why? An independent study of thi rty 360˚

assessments conducted by Return on Investment,Inc. ranked Franklin Covey’s Profiles as follows:

•Fi rst in data presentati on and easi ly under-

standable results

•In top five for value for the pri ce

•1 of only 3 products with verbatim comments,

cited as a pivotal feature by respondents

The Futureof Profiles

In addition to a stellar

track record of perform-ance, Franklin Covey

Profiles are evolving to

better suit your organi-

zation’s needs. Assessment users report that

ease of administration is the No.1 criterion in

selecting a product. To better meet that need,

we now offer an Internet Survey Ent ry System,

allowing you to receive and submit surveys

online, and also unparalleled customer support.

T ime and convenience are also factors in

selecting your assessment product. That’s why

Franklin Covey Profiles are now more concise

and focused than ever. For example, our new

7 Habits Profile contains 40% fewer words than

the previous version and can be completed in

less than 10 minutes.

Making It Real:Benefits for YourOrganization

When you include

Franklin Covey’s

Profiles with your

training, you wil l:

•Maximize your training dollar by li nking work-

shop content to individual action planning

•Tie to your business objectives—you can leverage training wi th standard or customized Profiles

•Help individuals embrace principles and change

accordi ngly, leading to measurable team and

organizational improvements

Profile Options

Profiles are available for our core

workshops. All include action

planning guides, and many are

offered in several languages.

•Managerial 7H abits 360 P̊rofi le ™

•Employee 7H abit s 360 P̊rofi le ™

•7 Habi ts Sales M anager Profi le ™

•7 Habit s Salesperson Profi le ™

•7 Habi ts 360 F̊ollow- up Profi le ™

•The 4 Roles of Leadership 360 P̊rofi le ™

•What M atters Most 360 P̊rofi le ™

•Aggregate Profi les ™ (speciali zed reports that

combine results from multiple individual Profi les.

Avail able for T he 7 H abits and The 4 Roles of

Leadership Profi les)

Don’t Waste Your Training Dollar

Ensure that your training has life after the

workshop ends. Include 360̊ Profiles with your

training. I t ’s the only way to make training real

and actionable to every workshop participant

and guarantee bottom-line results for your

organization.



“7 H abits development is a li felong journey that requires practi cing the habits every day. We feel t he 7 Habits

Profile puts all that i n proper perspective so participants can assess what t hey want to change.”

Barbara Nelle, Manager, Human Resources, Texas Depart ment of Human Servi ces

“People are very receptive to the feedback because it i s for their own personal developmental use and not captured by the company for performance appraisal purposes. Another benefit of Profiles is that t he feedback i s organ-

ized and structured in the format of the 7 Habits. Participants receive very specifi c feedback about the 7 Habits,

making i t much easier for them to manage that informati on and do somethi ng meaningful with i t.”

Laura Harvell, Human Resources and Services, OXY USA, Inc.

“The Profile has strong impact all the way across the spectrum of leadership. I have watched people use the

Profi le for ongoing improvement. Long after completi ng their ini ti al personal development acti on plans,

people wi ll repeatedly refer back to their Profile for addit ional insights.”

Buzz Buzbee, Business and Management Education, AT&T

“The Profile provi des a perspective normally not avail able. I t reveals the whole spectrum of interpersonal

behavi or and leadership dynamics. Leadership styles are evaluated and feedback i s directl y related to the

development material being used. I t ’s easy to see the connections.”

Malcolm Cooper, Director, Operations Leadership, Conoco, Inc.

“The Profile makes the difference between ni ght and day about how people buy into the program. In fact, I

wi ll not teach an executi ve group wi thout using the Profi le. Otherwise, there’s too much denial. The Profile

works magic; i t makes the whole program come alive for people.”

Bruce Jeffr ey, 7 Habits Course Facilit ator

“Individuals and organi zat ions change for two reasons: one is pain, the other i s because of the compell ing

vi sion they have of where they want to go and what they want to become. The Profil e does a phenomenal

job of creating some pain in people- the pain compels them to recognize that change is necessary if they are to

achieve the vision that they created for themselves.”

Rick Meinzer, 7 Habits Course Facilitat or

“The Profil e is an incredible tool. I t i s one of the most cri ti cal elements in all of the effort s or i ni ti ati ves in

which I have been i nvolv ed. I t has the abi li ty to create humil it y in part icipants; i t makes people more recep-

ti ve to learning.”

John Paskett, 7 Habit s Course Facilit ator

What 360̊ Profiles

clientsare saying:

PROFILE CENT ER1958 South 950 EastProvo, Utah 84601Telephone 1-800-655-2804www.franklincovey.com

©1999 Franklin Covey Co.

What 360̊ Profilesfacilitatorsaresaying:



For more information about pricing and implementation of Franklin Covey 360° Profiles and other workshops contact Franklin Covey

at 1-800-331-7716 between 8 AM and 5 PM (MST) Monday through Friday.

REV 9/21/00 KT

Franklin Covey 360° Profiles are for Individuals

Each year Franklin Covey processes more than 50,000 360°

Profiles for individuals in small and large organizations

worldwide. Our 360° Profiles are insightful, effective tools for

comparing feedback from supervisors, peers, and direct reports.

Each is accompanied by an Action Planning Guide which

assists in interpreting and implementing the feedback. By

taking advantage of this unique process for personal

development, participants unlock the power within to form

dynamic new skills and habits. Individuals can then become

powerful catalysts for transformation within the organization.

How the 360° Profiles Work

Step 1: The assessment is divided into two segments*. The

first asks several evaluators, including the person being

profiled, to anonymously rate his or her performance on a

number of set criteria using a six-point scale. The second*

allows evaluators to clarify their responses in writing,

evaluating the person's effectiveness and development. This

written section, allowing for additional honest, thoughtful

feedback, distinguishes the Franklin Covey 360° Profile from

other products currently available in its price range.

Step 2: To ensure confidentiality, responses are sent directly

to Franklin Covey in a postage-paid envelope provided.

Franklin Covey Profile Center processes the evaluations thenprepares, seals, and ships a personal report to the individual,

usually within ten to fifteen working days.

Step 3: Facilitated by the Action Planning Guide that

accompanies each 360° Profile, participants use the feedback to

form an action plan for improvement. The Action Planning

Guide includes sections on creating an action plan, choosing

and working with a coach, and building a support system to

help implement the action plan.

*The written comments section does not appear in the

What Matters Most 360° Profile.

*Quantity discounts are given based on volume purchased. Please contactyour Franklin Covey representative for pricing information.

360° Profile Options and PricingFranklin Covey 360° Profiles are available singly to

individuals. When the Profile is not associated with a Franklin

Covey course, we recommend a structured debriefing. The

Profile Center offers training on how to debrief 360° Profiles

for facilitators and/or offers sessions to debrief profiles.Franklin Covey's Personal Coaching Division offers a

program for individual profilees.

The What Matters Most 360° Profile* is designed for

use in conjunction with the What Matters Most™ workshop. Self

and others assess the individual on 30 items. $ 50.00*

The 7 Habits Managerial 360° Profile is designed for

individuals in managerial or supervisory positions. Self,

supervisor, peers, and direct reports assess the individual on 92

items and through written comments. $ 175.00*

The 7 Habits Associate 360° Profile is intended for

individuals in non-managerial positions. Self, supervisor, and

peers evaluate the individual on 60 items and through written

comments. $ 135.00*

The 7 Habits Sales Manager and Sales Person360° Profiles are based on the 7 Habits™ 360° Profile. They

cover issues unique to marketing professions. Self, supervisor,

peers, and either customers or direct reports assessments. $ 175.00

The 7 Habits Follow-Up 360° Profile measures

improvement in 27 work habits. It is designed to evaluate

progress approximately six months after an initial 360° Profile.$ 100.00

The 4 Roles of Leadership 360° Profile is designed fo

use in conjunction with the 4 Roles of Leadership workshop toassist executives and managers in assessing their level of

leadership effectiveness within their team, department and/or

organization. $ 175.00*

The 4 Roles Follow-Up 360° Profile measures

improvement in 16 leadership competencies. It is designed to

evaluate progress approximately six months after an initial 360°

Profile. $ 100.00

The Helping Clients Succeed 360° Profile measures11 competencies of good consultants as presented in the Helping

Clients Succeed program. Self, supervisor, peers, and customers

surveys are included. $ 175.00*

Complimentary Aggregate Report: The facilitator mayuse a compilation report showing the group’s effectiveness

ratings when debriefing the profiles. This report can be provided

free of charge.

Custom Aggregate Report: The numerical profile scores

from various courses are averaged into one report. $ 200.00*

™

360° PROFILES The Profile is clearly superior to any other management and leadership evaluation

process I've ever seen or heard about. It useslanguage closely aligned to the Seven

Habits™ and Principle-Centered Leadership® – Tillie O'Neal, Senior TrainingConsultant, Corporation Training and

Development, AT&T.



Knowledge

Skill Desire

HABIT

Training

Planner Profile

Knowledge gained through trainingcombined with a method for tracking andfollowing through on change is a great wayto waste training budgets. Without desiretraining efforts can become a great waste ofmoney.

Training thareas utilizneeds. Yenot only is become dis

planned or cycle of faicontinue toorganizatio

Change efforts that use measurementare far ahead of other change efforts becausethey focus on actual areas that need improvement.Follow-up efforts are much easier to implement becausethe environment will force change that is necessary.Yet with a training that does not tie into these measurementsefforts will also be off the mark.

Frto enta



The Profile is the key to an Empowered Learning Process. It allows the course

participant to experience the training as a process.

Before the training the Profile Surveys are distributed to each course participant. The

participant assesses their own behaviors in a self survey. All items in the survey are

straight forward and easy to understand. They list behaviors that are key to to course

content that will be presented in the training the participant will be attending.

This gives the participant a greater knowledge of the training from a behavioral point of

view. Assessing oneself is often an eye opening experience and this activity alone will

help the course participant personally relate to the course before attending.

The participant distributes surveys to a circle of trusted associates. This circle usually

includes a boss, some peers, and direct reports. Self interest dictates that a person will

seek feedback from those who are closest. This a good thing for the purpose of personal

development, because these are the raters who will be able to provide the most accurate

information. They are also the people who will have the least fear about giving honestresponses as well.

During the training the participant receives the Profile and is facilitated through the data

and an action planning session.

The Profile is often the most powerful part of the course to participants.

Why?

Anticipation–for weeks now the participants have been wondering how others rated

them on the behaviors that they just introspectively rated themselves by.

Leveler–Within minutes of opening the Profiles they receive in the course a distincthush fills the room. As people read the 20+ page report they are presented with

comparative scores showing how they view themselves and how others see them. The

rubber meets the road for even the highest scored participants and all are quickly made

aware of areas they could improve. Everyone is in a position to learn. Experienced

facilitators often start with the Profile to prepare the audience with the emotional hunger

the Profile delivers.



Buy-in–Through the course there is little need to over validate the powerful principles

our courses teach because the participants have already validated their own personal need

to change.

Deeper Learning–Participants focus on learning how to make the change. Participants

have a knowledge of their scores and will make sure that the facilitator addresses

anything that will help them improve.

Application– The Profile will quickly focus the participant on specific behaviors to

target in making their personal action plan for change.

After the training the participant takes the report with them as a baseline for

performance change. They also take the action plan and if they are really diligent they

will follow it and improve their performance.

What often happens, however, is that people put these materials, course manual and

planner on the shelf and get back to the way they have always done things. It’s to easy to

ignore what we should do with the distractions of our current, fast paced society.

So how is it that we see a change in the knowledge and performance growth after

the course?

The Profile is a reality check.

Because the Profile is a 360° Instrument it has created the needed environment for change

amongst the participants circle of trusted associates.

While rating the course participant, often someone they care for, they provided theinformation that they felt would most help them improve.

They now expect to see something done with that gift. They expect change and they are

just the people who can get the participant to stick with it.

The real reward happens as a person is held responsible for applying what they learn.



The Profile will remind you through directly and indirectly that you have set new

expectations with those around you. Peer pressure is very powerful and this

measurement tool uses it to help course participants learn the material well and then do

something about it.



© 2000 Franklin Covey Co.

“I wanted my children and my wife to say

respected me because I gave them time an

I wanted them to think of me as the best

husband and to say that I was always therneeded me. But then I got my 360° Profil

gave feedback from my peers and those w

me, and it clearly told me that I was not

talk, and that it showed in my relationship

family and my employees. I decided that

lot of time, but I still had the opportunity

and to restore the balance in my life.”John Noel CEO, Noel Group as quoted in Living the Seven Habits , page 2

“I wanted my children and my wife to say

respected me because I gave them time an

I wanted them to think of me as the best

husband and to say that I was always therneeded me. But then I got my 360° Profile

gave feedback from my peers and those w

me, and it clearly told me that I was not w

talk, and that it showed in my relationship

family and my employees. I decided that

lot of time, but I still had the opportunity

and to restore the balance in my life.”John Noel CEO, Noel Group as quoted in Living the Seven Habits , page 2

Participant’s Paradigm SParticipant’s Paradigm S



258 7 Habits Surveys Received Average reported cost savings from actions taken on 7 Habits Profile feedback. 113,503.57$

36 4 Roles Surveys Received Average reported cost savings from actions taken on 4 Roles Prof ile feedback. 14,442.20$

294 Total Surveys Received Total repor ted cost sav ings from proposed act ion taken on prof ile feedback: 3,250,311.00$

Personally Professionally Personally Professionally

72.6 69.8 7 Emotional Bank Account 65.8 70.9 7 Pathfinding

66.7 71.0 8 P/PC 65.3 71.5 8 Aligning73.1 74.8 9 Habit 1 60.7 73.5 9 Empowering

74.6 76.0 1 0 Habit 2 64.1 65.9 1 0 Modeling

76.4 77.0 1 1 Habit 3 1 1

73.6 73.7 1 2 Habit 4 1 2

78.9 77.8 1 3 Habit 5 1 3

72.2 73.9 1 4 Habit 6 1 4. . i

l l i ll l l i ll l l i i ll l l i i ll l l i i ll l l i i ll l l i i ll l l i i ll l l i i ll

Profile Value Feedback

I would recommend the 7 Habits Profile for: I would recommend the 4 Roles of Leadership Profile for:

How Helpful Was Your 7 Habits Profile Feedback

7 2 .6

6 6 .7

7 3 .1 7 4 .6 7 6 .47 3 .6

7 8 .9

7 2 .2

7 7 .9

6 9 .8 7 1 .07 4 .8 7 6 .0 7 7 .0

7 3 .77 7 .8

7 3 .9 7 5 .0

0. 0

20.0

40.0

60.0

80.0

100.0

Emotional

Bank Account

P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7

Personally

Professionally

life changing help

great help

strong help

moderate help

little help

no help

How Helpful Was Your 4 Roles of Leadership Profile Feedback

6 5 . 8 6 5 . 36 0 . 7

6 4 . 1

7 0 . 9 7 1 . 5 7 3 . 5

6 5 . 9

0. 0

20.0

40.0

60.0

80.0

100.0

Pathfinding Aligning Empowering Modeling

Personally

Professionally

life changing help

great help

strong help

moderate help

little help

no help

7 Habits vs. 4 Roles Feedback

8 4 . 1 8 1 . 5 8 1 . 8 8 5 . 48 3 . 4 8 0 . 6 8 4 . 0

8 9 . 1

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

The 360°Profile helped me

better understand my

strengths and my

weaknesses.


discover new areas to

improve.

The feedback in the Profile

from my peers and boss will

help me improve my job

performance.

I felt the 360°Profile was a

valuable part of the training.

Strongly

Agree

Strongly

Disagree

Manager Only

1 6%

Both

8 2 %

Neither

1 %

Non Manager

1 %

Manager Only

3 4 %

Non Manager

0 %

Neither

0 %

Both

6 6 %

Overall Profile Feedback

8 4 . 0 8 1 . 4 8 2 . 1 8 5 . 8

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0


better understand my

strengths and my

weaknesses.


discover new areas to

improve.

The feedback in the Profile

from my peers and boss will

help me improve my job

performance.

I felt the 360°Profile was a

valuable part of the training.

Strongly

Agree

Strongly

Disagree



When asked “What specifically do you plan to do differently as a

result of your Profile experience?” participants who received a

personal 360° Profile said:

Work closer with direct reports, use their input to restructure organization, set priorities,and develop clear direction and expectations to create further efficiencies and reduce

overhead, while still having fun.

Seek to involve others in decisions.

Take time to address people. Develop relationships.

Focus on planning and communicating the plan.

Use my strengths. Don’t put the bar for myself quite so high.

Pay more attention to the employees' needs. Give positive feedback to them.

Eliminate procrastination.

Really look at all the areas where I scored myself higher than peers, and action plan toimprove.

Be more aware of impact of my words, actions, and moods on people I'm not

intentionally addressing.

I plan to review and analyze the results, take the three top areas of concern, and develop astrategic plan of improvement.

Listen more effectively.

Spend more time on planning.

Try to be open minded for critical feedback.

Spend more time on relationships, peers in other organizations.

Having read four of his books, I am spending more time with my son. I noticed my son

says "I love you Dad" more often. What price can you put on that?

Many things, mainly work closer and communicate better during all phases of projectstatus.

Take a step back before reacting in tense situations.



When asked “What specifically do you plan to do differently as a

result of your Profile experience?” participants who received a

personal 360° Profile said:

I would put more effort in understanding the needs of my department, which I have adirect influence on.

Delegate decision making closer to where it should be.

Change from an abandoner to a supervisor and releaser.

Lead by example.

Spend more time with workflow.

Give employees more regular feedback.

Be more caring and thoughtful with delivery of message. Mindful of others.

Empower staff.

Eliminate unnecessary management tasks.

Work on mission, better communicate intent.

I plan to change my work attitude to be respected and once again be that valued asset

within my department.

Follow the profile to become a more complete person.

Communicate more with people outside of my work group, influence others to be productive, be more proactive and positive, keep commitments to myself, and take care

of myself physically and mentally.

I plan to meet and discuss feedback from my boss for clarification and agree onopportunities for development.

Set specific goals and act with clear direction.

Listen more, talk less. Lead--not dictate.

Solicit 360° feedback more frequently as a work plan addendum and implement steps to

develop "need" areas.

Rewrite my script. Be a better person since I've discovered new areas and know myweaknesses.



When asked to “Explain the benefits you believe the 360° Profile

experience are to you, or your organization.” participants who

received a personal 360° Profile said:

Before I knew the areas, but did not have vehicle for improving.

Confirmed a lot of issues brought up in the past, both positive and negative. Real benefitin separation of perceptions at different levels. In my case, perceptions of self, boss, and

peers much more in agreement than those of direct reports. Shows I have work to dowith my staff on communication, getting the message down, spend more time listening,

and solicit their views. This profile identified specific areas to improve with specificaudiences.

The Profile takes the issues discussed in the 7 Habits from hypothetical to real, based on

feedback.

I'll be able to better prioritize, manage time, communicate, relieve stress, and rest better.

Increased job satisfaction.

Increased productivity.

The Synergy will create a better team--starting with my Circle of Influence.

I will be more organized. Working on the important things most of the time. I will become more balanced at work and home.

This has helped me to see what areas that I need to focus on. Putting the little things

aside and concentrate on what matters.

It will raise my productivity by getting my back in balance. I have been able to identifykey areas of improvement, which will change my professional and personal life. I

identified that I need to triple my time in Quad II and reduce time in other areas. I need to be better organized and work on my priorities.

As an organization, it gives us common ground to help each other improve (five from our

company attended). It will open a new avenue for communication.

Better organizational skill development and time management.

Has helped me focus and realize certain behaviors (like remaining too long in QuadrantIII) that are slowing down work and aggravating my life. Given me tools and access to

tools to plan where I want to go in my private life and how to get there, this has helped me immensely.

Allowed me to see my strengths from other people's eyes and know how they think I am.






Will help us have a more well-coordinated, proactive approach to management and leadership.

Showed me several areas where I felt strong but peers were not as strong. I need to work

on better communicating and showing my intent. To my organization, this will help me be a better coach and leader by working on increasing my strengths and weaknesses.

To be able to receive constructive feedback from your boss, peers, etc., without the

respondent feeling intimidated or self-conscious is of enormous value. You can't get thistype of feedback in the normal, routine course of work or in your personal life.

7 Habits Profile will help me focus on areas I need to improve. Will specifically help me

on time management (putting first things first) and also the importance of focusing on

planning activities (Quadrant II). It also has helped to reinforce the things I am doingwell.

Much of what I have learned is as I suspected, but did not want to take the time toaddress. I lost track of how much it is impacting my relationship with employees and my

spouse. I must take time to address these issues not or they will become increasinglymajor hurdles to overcome.

This will make me more effective. I was really demotivated about my work and this has

inspired me. If I am more effective my team will be more effective.

It was one of the most positive, energizing experiences of my life. Really gave me wholenew way to look/act on life and with people.

Super to find out where to put your focus for necessary improvements.

Under no circumstances violate your integrity or character.

Helps me to be a better family member and manager and subordinate, which helps meand the organization.

Concrete objectives.

I'll be a better person, spouse, mother, coach/leader, and friend.

I'll be more effective at work and at home.

Life changing in every way. Combined with the 7 Habits workshop, it was profound.

The provided materials will be helpful in setting up my paradigm mission statement. I

think they're a big positive advantage to the program.






I feel more equipped to take on projects effectively with more direction and organization

than before. I will use my mission statement and planner to guide my daily activities.

Ensures that I utilize full resources, personnel, and otherwise, that will specifically and fully assist in meeting my personal and organizational goals. Before the training, never

considered win-win, only win! Helped me appreciate the inter-related areas of development and nurturing social, physical, emotional, as well as professional

development.

I believe the concepts/principles cannot only make great changes in personal areas of each life but can make a dramatic impact on an organization as these principles are put

into decision maker's hands.

Tangible measurements engage the analytical process.

Gives opportunity to see yourself as others see you.

The 360° feedback makes me aware of blind spots, gaps between my intent and myimpact on others.

I believe it will help me concentrate on areas that I need to improve rather than wasting

time on areas I'm doing okay in.

For me it is another piece in a long journey for self-discovery and joy. This coursespeaks to me spiritually, emotionally, in a deep way, and affirms many lessons I continue

to learn while walking the journey.

Provides a simple, rational, and objective evaluation of my effectiveness.

In allowing the feelings and responses of others to be explained and understood in a wayto really help and hit target areas without generalization. The help in all areas of life,

personal and professional, can be of great consequence to how to continue to live life tothe fullest and be all you can be as well to yourself and others.

Hopefully for the first time, I will be concerned that employees have a life.

Proactive planning and direction should allow me to be more valuable to the company

and thus enhance my promotability and effectiveness.

I have benefited from this experience in the following ways--learn how to listen better,learn to be proactive, help me see how others see me, pointed out my areas for

improvement (which were far different than what I thought), I hope to be a better






manager. This class has helped me to really look at who I want to be in the end and follow the dreams to get there. I realize more that it isn't up to other people how I feel

about myself. It is up to me!

Helped me get feedback from my staff, peers, and boss that I never would have received otherwise.

Gave me inspiration. Gave me ideas. Helped me to look outside of the box.

Rejuvenated my spirit.

The Profile is exceptionally helpful. I think it's easier for people to evaluate their peersthis way, and easier to receive feedback this way.

I have been reviewed at work, but never this thoroughly, therefore I've never beeninspired to improve on so many levels.

Clear picture of my strengths and weaknesses and habits in need of attention. I have aclear action plan now and know where to focus my attention. I also found a couple of

blind spots that would hurt me if I'm not careful or had this information to point it out.Black and white printout, especially the written comments are hard to deny! A great tool!

Thanks!

The 7 Habits Profile is truly helpful. It helps you to truly look at yourself as others seeyou, look for patterns, and then make changes.

From the organizational perspective, employees and management will practice the tools

for changing paradigms therefore creating a more cohesive work group and accomplishment of organizational goals and objectives.

Refocus. Gave plan of action. Motivated me!

It provided a very great tool (life-changing tool) for personal and professional life.

It gives structure to ways of thinking, handling difficult situations, and communicating

with others. Implementing the tools is the true test, but at least we have access to them to

make our lives easier, if we choose.

Showed what was really important to me right now.

It helped me realize and confirmed to me that I have many strengths. It also gave me

some great feedback on areas that I need to improve. The benefits I see are improved efficiency in my work, and a stronger relationship with my wife.



When asked to “Explain adverse affects (if any) that you

experienced as a result of the Profile experience.” participants

who received a personal 360° Profile said:

No adverse effects, just surprised at how much harder I was on myself than other peoplewere. I guess that's a pleasant surprise.

There are always opportunities to improve, I just never knew I had so many. Good

feedback but I discovered I had much to work on.

Experienced high apprehension before opening packet for reviewing. Can be difficultopening yourself up to scrutiny or criticism, even for the proactive result of self-

improvement.

Some of the comments were strong but I needed to hear them.

Moved me away from comfort zone.

None. This Profile and seminar has helped me more on a personal level than professionally.

The only thing hurt actually right now is my pride. I'm not perfect.

I was hurt by a few comments because I took it as an attack. As I sat back and looked

objectively at the results, I saw they were true, I was hurting people and need to change.

A few questions were answered in a way that surprised me. I was, at first, a littledefensive, but I thought deeply about the comments and realized there are some definite

areas I need to improve.

I did not receive a Profile during class because my peers and/or boss did not respond timely. I realize this is not Franklin Covey's fault, but I was disappointed.

Initially became very defensive and questioning of my effectiveness. Left me feeling

deflated until I focused on the positive areas and made a choice how to receive thefeedback.

With the exception of a little difficulty accepting criticism from the Profile, none.



Jack Phillips ROI Studies

The Jack Phillips Center for Research has been conducting ROI studies on

Franklin Covey courses for nearly three years. These studies show that Franklin Coveycourses impact the organizations bottom-line and key business results and produce a

significantly positive ROI. The results of the research show that one key factor in

producing a higher ROI for 7 Habits training is including the 360° Profile with the

learning intervention.

The study involved 21 companies from the following industries.

• Financial/Banking • Social Services

• Government • Technology

• Healthcare • Transportation

• Manufacturing • Retail

• Non-Profit

Return on investment is high for Franklin Covey 7 Habits of Highly Effective People

training.

For every dollar spent our clients receive their money back and an additional 89¢.

ROI: Training with 360° Profiles

For every dollar spent our clients receive their money back and an additional $1.73

That’s 84¢ on every dollar more than Training without the Profile.ROI is increased more than 94%



Why Profiles Produce Higher ROI

1. FOCUS: People learn better when they are involved in “pre-work” before

training. Pre-work increases understanding and excitement for the course

they attend. The 360 Profiles bring focus to the training before the

engagement begins.

2. NEED: When the 360° Profile is introduced early in the training process,

a personal reality is brought to each key concept taught in the course as

expectations are aligned with tools for improvement.

3. AWARENESS: Perhaps the most powerful aspect of the Profile is that

most participants come to training with “blind spots” in their behavior. Often

they think they have good relationship skills but are unaware of weaknesses

that impede high performance.

4. PERCEPTION GAP: The 360° Profile helps participants assess total

effectiveness and gain a better picture of where they are as opposed to where

they want to be.

5. DESIRE: The three main components in developing a habit are

knowledge, skills, and desire. Desire is the central catalyst of learning and

growth. If people don’t want to learn, they won’t. Leaders often face the

challenge of creating desire in people to move forward and to accomplish

new goals, yet the desire to learn must come from within. The key to

creating desire in others and ourselves is to recognize unmet needs and take

ownership for personal improvement.

6. ACCOUNTABILITY: The follow-up 360 is a key element of the post

training experience. It tracks progress based on pre-determined expectations

and reveals improvements made after participants have applied what they

learned.



7 Habits 360° Profile™

Managerial Sample ProfileFranklin Covey

Managerial Report

Franklin Covey Profile Center

©1999 Franklin Covey Co. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4

RANKINGS AND FREQUENCIES 15-20

WRITTEN COMMENTS 21

CATEGORY REVIEWS

Emotional Bank Account 5P/PC Balance 6

Be Proactive 7

Begin with the End in Mind 8

Put First Things First 9

Think Win-Win 10

Seek First to Understand 11

... Then to Be Understood 12

Synergize 13

Sharpen the Saw 14

©1999 Franklin Covey Co. Managerial Sample Profile – Page 2



INTRODUCTION

Welcome to The 7 Habits 360° Profile™. This tool provides you with valuable feedbackregarding a number of issues related to effectiveness.

The following people contributed to your personal profile:

Self 1

Boss 1

Peers 4

Direct Reports 3

Total 9

Detailed instructions for understanding and using The 7 Habits 360° Profile™ arecontained in the "Profile" section of your training manual. Please note that all responsesreceived in your behalf (from Strongly Disagree to Strongly Agree) were converted to asix-point scale. The numeric scale of 1 to 6 was then translated into a percentage in thefollowing manner:

6 Strongly Agree 100%

5 Agree 80%

4 Slightly Agree 60%3 Slightly Disagree 40%

2 Disagree 20%

1 Strongly Disagree 0%

? Don’t Know ••

Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages.

Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.

If you have questions or would like to make comments regarding the profile process,please contact The Profile Center at: 1-800-332-6839.

© 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronicor mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. FranklinCovey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of theindividual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.




TOT

ALS

7 Habits

Overview

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree

Disagree SlightlyDisagree

SlightlyAgree

Agree StronglyAgree

Categories EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7

Self

Boss

PeerDirect Report

StronglyAgree

Agree

SlightlyAgree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0

EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7

57 70 7460

65

60

63

78

56

70

73

71

54

65

63

68

60

63

63

61

58

47

78

74

64

66

80

69

50

53

84

73

56

53

73

71

53

63

88

66

58




TOT

ALS

Emotional

BankAccount

ITEMS

1 Willingly helps people. (EBA)

2 Follows through on commitments.(EBA)

3 Shows courtesy toward people. (EBA)

4 Is loyal to those who are absent (i.e.,does not criticize people behind theirbacks).(EBA)

5 Is honest with people. (EBA)

6 Keeps confidences. (EBA)

7 Acknowledges and apologizes formistakes. (EBA)

8 Leads by example. (EBA)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

60 85 60

80

72

53 85 60

60

70

60 65 60

80

62

67 65 60

40

65

60 85 80

80

75

47 75 60

60

62

53 75 60

40

65

47 85 60

40

68

56 78 6360

68




TOT

ALS

P/PC

Balance

ITEMS

9 Produces high-quality work. (P/PC)

10 Makes cost-effective use of resources.(P/PC)

11 Is a hard worker. (P/PC)

12 Balances all aspects of life (e.g., work,leisure, family) to maintain overalleffectiveness. (P/PC)

13 Influences others to be productive.(P/PC)

14 Does not push people to work beyonda reasonable limit. (P/PC)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

67 75 80

80

72

47 65 80

80

60

73 70 80

60

72

47 87 40

60

63

40 70 60

80

58

53 65 100

60

65

54 71 7370

65




TOT

ALS

Be

Proactive

ITEMS

15 Takes initiative to get things done.(Habit 1)

16 Works to solve problems rather thanavoiding them. (Habit 1)

17 Focuses on things he/she can dosomething about rather than on thingsbeyond his/her control. (Habit 1)

18 Maintains self-control, even in difficultor emotional circumstances. (Habit 1)

19 Accepts responsibility for his/heractions rather than making excuses.(Habit 1)

20 Receives negative feedback withoutbecoming defensive. (Habit 1)

21 Does the “right” thing, even if it isunpopular. (Habit 1)

22 Is decisive when a decision is needed.(Habit 1)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

73 65 80

40

70

67 70 60

60

68

60 75 80

80

70

80 80 60

80

78

47 65 40

80

55

60 45 60

40

52

40 75 60

60

60

53 70 60

80

62

60 68 6365

64




TOT

ALS

Begin

with theEndin Mind

ITEMS

23 Begins projects with a clearunderstanding of desired outcomes.(Habit 2)

24 Displays a sense of direction in life.(Habit 2)

25 Works toward long-term solutions, not just “quick fixes.” (Habit 2)

26 Plans ahead to reduce having to workin a crisis mode. (Habit 2)

27 Anticipates how his/her decisionsimpact others. (Habit 2)

28 Is organized when conductingmeetings. (Habit 2)

29 Ensures that his/her work group has aclear sense of direction. (Habit 2)

30 Sets clear expectations withindividuals when assigning tasks.(Habit 2)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

67 75 60

100

70

67 75 60

60

70

40 40 40

40

40

67 35 40

60

48

47 50 60

0

50

53 75 80

60

68

53 75 80

80

68

80 65 80

100

71

58 61 6363

60




TOT

ALS

Put First

Things First

ITEMS

31 Prioritizes work so time is spent onthe most important issues. (Habit 3)

32 Is punctual (i.e., on time forappointments, meetings, etc.). (Habit3)

33 Is disciplined in carrying out plans(i.e., avoids procrastination). (Habit 3)

34 Respects people’s time (i.e., does notwaste others’ time with trivialinterruptions). (Habit 3)

35 Responds to requests in a timelymanner. (Habit 3)

36 Is organized in handling multiple tasksand projects. (Habit 3)

37 Delegates work that ought to be doneby others. (Habit 3)

38 Sets reasonable deadlines so othershave sufficient time to respond. (Habit3)

39 Keeps his/her work group focused onpriorities. (Habit 3)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

47 85 80

40

70

80 80 80

20

80

67 70 80

40

70

80 70 80

60

75

87 67 80

80

77

53 73 80

80

66

73 80 80

40

77

47 70 80

60

62

40 70 60

0

58

64 74 7847

70




TOT

ALS

Think

Win-Win

ITEMS

40 Does not undermine others forpersonal gain. (Habit 4)

41 Is fair with all people (i.e., does notshow favoritism). (Habit 4)

42 Works to find win-win solutions.(Habit 4)

43 Does what is best for the entireorganization, not just his/her owninterests. (Habit 4)

44 Has the courage to say “no” whenappropriate. (Habit 4)

45 Shares credit and recognition forsuccesses. (Habit 4)

46 Does not pressure people tocompromise personal values. (Habit4)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

40 70 80

80

60

60 60 80

40

63

67 53 60

80

60

53 75 80

80

68

53 70 80

60

65

47 85 80

40

70

33 65 100

80

58

50 69 8066

63




TOT

ALS

Seek First

toUnderstand

ITEMS

47 Listens without interrupting. (Habit 5)

48 Is sensitive to people’s feelings. (Habit5)

49 Seeks to understand people’sviewpoints. (Habit 5)

50 Seeks to understand problems beforeattempting to solve them. (Habit 5)

51 Is easy to approach with a concern.(Habit 5)

52 Spends enough one-on-one time withindividuals in his/her work group.(Habit 5)

53 Understands what is going on inhis/her work group. (Habit 5)

54 Understands issues outside his/herwork group (e.g., other departments,product trends, competition). (Habit 5)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

40 75 100

60

65

40 80 80

20

65

67 70 80

60

70

60 60 100

0

65

60 70 100

80

70

73 67 80

40

71

60 75 80

80

70

60 85 100

60

78

58 73 9050

69




TOT

ALS

... Then

to BeUnderstood

ITEMS

55 Communicates clearly and concisely.(Habit 5)

56 Does not dominate discussions. (Habit5)

57 Expresses viewpoints with confidence.(Habit 5)

58 Is considerate when communicating.(Habit 5)

59 Is straightforward whencommunicating. (Habit 5)

60 Informs people regarding importantmatters. (Habit 5)

61 Provides regular feedback on how wellpeople perform their jobs. (Habit 5)

62 Shows appreciation for positiveperformance. (Habit 5)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

67 80 80

80

75

60 80 80

40

72

53 75 80

20

68

53 80 80

80

70

33 70 80

60

58

60 70 80

20

68

60 65 80

100

65

53 70 60

40

62

55 74 7855

67




TOT

ALS

Synergize

ITEMS

63 Seeks out the strengths of others to getthings done. (Habit 6)

64 Networks with people outside his/herwork group. (Habit 6)

65 Is flexible and open-minded in tryingnew ideas. (Habit 6)

66 Values differences in people. (Habit 6)

67 Involves people when making plansthat will affect them. (Habit 6)

68 Encourages and supports creativityand innovation. (Habit 6)

69 Supports people in taking responsiblerisks. (Habit 6)

70 Builds teamwork by maximizing thetalents of his/her work group. (Habit 6)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

47 80 80

80

68

53 80 80

60

70

47 60 80

20

58

67 75 40

40

68

53 70 80

60

65

53 75 80

40

68

33 60 80

80

52

73 65 60

40

68

53 71 7353

64




TOT

ALS

Sharpen

theSaw

ITEMS

71 Cares for his/her physical well-being.(Habit 7)

72 Cares about others and tries to buildlasting friendships. (Habit 7)

73 Is competent in his/her field of work.(Habit 7)

74 Takes time to find enjoyment andmeaning in life. (Habit 7)

75 Encourages and supports thedevelopment of others. (Habit 7)

76 Takes steps to improve his/herleadership abilities. (Habit 7)

77 Seeks feedback on ways he/she canimprove. (Habit 7)

78 Strives to improve his/her work groupperformance. (Habit 7)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

67 65 80

40

68

67 70 100

60

72

40 65 100

80

60

47 65 100

100

62

40 55 80

80

52

60 70 80

60

68

73 70 80

40

72

67 70 80

40

70

58 66 8863

66




Frequencies Scores

NO

TES

Rankings

andFrequencies

•The individual statements are ranked below by the scores of "Others."

• Others=Average of all Boss, Peer and Direct Report

responses. In other words, all scores excluding "Self."

•"Self" scores are included in the Frequencies.

ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport

Peer Boss Others Self

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

1

0

0

0

2

0

2

4

3

3

2

4

4

2

4

4

4

1

5

4

2

1

3

4

3

4

4

4

4

5

6

3

2

3

4

2

1

2

1

2

1

1

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

80

80

60

87

73

60

80

67

60

67

73

60

67

80

80

85

67

80

85

70

80

85

75

70

80

70

80

60

100

80

80

80

80

80

60

80

80

80

100

80

78

78

77

77

75

75

75

72

72

72

72

72

20

80

60

80

40

80

60

80

80

80

60

40

60

32 Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)

18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1)

54 Understands issues outside his/her work group (e.g., otherdepartments, product trends, competition). (Habit 5)

35 Responds to requests in a timely manner. (Habit 3)

37 Delegates work that ought to be done by others. (Habit 3)


34 Respects people’s time (i.e., does not waste others ’ timewith trivial interruptions). (Habit 3)

55 Communicates clearly and concisely. (Habit 5)

1 Wi ll ingly helps people. (EBA)



56 Does not dominate discussions. (Habit 5)

72 Cares about others and tries to build lasting friendships.(Habit 7)




Frequencies Scores

ITEMSStronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

1

1

0

1

1

1

0

1

0

1

2

1

0

1

0

1

0

3

4

3

4

5

5

3

6

1

3

2

5

3

5

2

3

5

2

4

3

2

3

3

2

5

3

4

4

4

3

6

4

0

2

0

1

1

1

2

1

1

1

1

0

1

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

73

80

73

53

73

60

67

67

47

67

47

67

60

60

53

53

70

65

67

85

65

75

75

75

85

70

85

70

70

75

80

80

80

80

80

60

80

80

60

60

80

80

80

80

100

80

80

80

72

71

71

70

70

70

70

70

70

70

70

70

70

70

70

70

40

100

40

60

40

80

100

60

40

40

40

60

80

80

80

60

77 Seeks feedback on ways he/she can improve. (Habit 7)

30 Sets clear expectations with individuals when assigningtasks. (Habit 2)

52 Spends enough one-on-one time with individuals in his/herwork group. (Habit 5)

2 Follows through on commitments. (EBA)

15 Takes initiative to get things done. (Habit 1)

17 Focuses on things he/she can do something about ratherthan on things beyond his/her control. (Habit 1)

23 Begins projects with a clear understanding of desiredoutcomes. (Habit 2)

24 Displays a sense of direction in life. (Habit 2)

31 Prioritizes work so time is spent on the most importantissues. (Habit 3)

33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3)

45 Shares credit and recognition for successes. (Habit 4)

49 Seeks to understand people’s viewpoints. (Habit 5)

51 Is easy to approach with a concern. (Habit 5)

53 Understands what is going on in his/her work group. (Habit5)

58 Is considerate when communicating. (Habit 5)

64 Networks with people outside his/her work group. (Habit 6)




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

1

2

1

1

0

1

0

0

0

0

0

1

1

0

1

1

0

0

0

0

2

1

1

1

1

1

2

4

4

6

5

3

2

2

5

2

3

2

5

5

5

3

4

4

1

3

2

5

6

5

3

6

4

5

3

3

2

4

3

0

2

0

1

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

67

47

67

53

53

53

53

60

47

67

53

73

67

60

53

67

70

85

70

75

75

75

75

70

80

75

75

65

65

70

73

65

80

60

60

80

80

80

80

80

80

40

80

60

80

80

80

60

70

68

68

68

68

68

68

68

68

68

68

68

68

68

66

65

40

40

60

60

80

80

20

20

80

40

40

40

40

60

80

40

78 Strives to improve his/her work group performance. (Habit 7)


16 Works to solve problems rather than avoiding them. (Habit1)

28 Is organized when conducting meetings. (Habit 2)

29 Ensures that his/her work group has a clear sense ofdirection. (Habit 2)

43 Does what is best for the entire organization, not just his/herown interests. (Habit 4)

57 Expresses viewpoints with confidence. (Habit 5)

60 Informs people regarding important matters. (Habit 5)

63 Seeks out the strengths of others to get things done. (Habit6)


68 Encourages and supports creativity and innovation. (Habit6)

70 Builds teamwork by maximizing the talents of his/her workgroup. (Habit 6)

71 Cares for his/her physical well-being. (Habit 7)

76 Takes steps to improve his/her leadership abilities. (Habit7)

36 Is organized in handling multiple tasks and projects. (Habit3)

4 Is loyal to those who are absent (i.e., does not criticizepeople behind their backs).(EBA)




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

1

1

0

1

1

0

0

0

1

0

0

0

0

1

0

1

1

1

1

1

0

2

2

1

1

2

2

2

1

0

2

0

3

3

5

4

3

3

2

5

3

4

3

5

5

5

5

5

4

3

3

1

3

2

4

3

2

2

4

1

3

3

2

1

0

1

0

2

1

1

1

0

1

0

0

1

0

0

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

53

53

53

40

40

60

60

53

47

60

60

47

53

47

53

47

75

65

70

75

80

60

65

70

87

60

65

75

70

70

70

65

60

100

80

100

80

100

80

80

40

80

60

60

60

80

60

100

65

65

65

65

65

65

65

65

63

63

62

62

62

62

62

62

40

60

60

60

20

••

100

60

60

40

80

60

80

60

40

100

7 Acknowledges and apologizes for mistakes. (EBA)

14 Does not push people to work beyond a reasonable limit.(P/PC)

44 Has the courage to say “no” when appropriate. (Habit 4)


48 Is sensit ive to people’s feelings. (Habit 5)

50 Seeks to understand problems before attempting to solvethem. (Habit 5)

61 Provides regular feedback on how well people perform their jobs. (Habit 5)

67 Involves people when making plans that will affect them.(Habit 6)

12 Balances all aspects of life (e.g., work, leisure, family) tomaintain overall effectiveness. (P/PC)

41 Is fair with all people (i.e., does not show favoritism). (Habit4)


6 Keeps conf idences. (EBA)

22 Is decisive when a decision is needed. (Habit 1)

38 Sets reasonable deadlines so others have sufficient time torespond. (Habit 3)

62 Shows appreciation for positive performance. (Habit 5)

74 Takes time to find enjoyment and meaning in life. (Habit 7)




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

1

0

0

1

0

2

1

1

0

0

0

1

1

2

2

0

0

1

1

0

1

0

0

0

2

0

2

1

1

1

0

2

0

1

0

0

2

0

1

1

1

4

2

1

0

1

1

4

6

3

4

5

2

5

4

4

4

3

3

2

4

4

4

3

1

4

3

2

4

2

2

3

2

1

2

4

3

0

2

0

1

0

0

1

0

0

1

0

0

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

47

40

40

67

40

40

40

33

33

47

47

60

33

40

47

67

65

75

70

53

65

70

70

65

70

60

65

45

60

55

50

35

80

60

80

60

100

60

60

100

80

80

40

60

80

80

60

40

60

60

60

60

60

58

58

58

58

58

55

52

52

52

50

48

80

60

80

80

80

80

••

80

60

20

80

40

80

80

••

60

10 Makes cost-effective use of resources. (P/PC)

21 Does the “right” thing, even if it is unpopular. (Habit 1)

40 Does not undermine others for personal gain. (Habit 4)

42 Works to find win-win solutions. (Habit 4)

73 Is competent in his/her field of work. (Habit 7)

13 Influences others to be productive. (P/PC)

39 Keeps his/her work group focused on priorities. (Habit 3)

46 Does not pressure people to compromise personal values.(Habit 4)

59 Is straightforward when communicating. (Habit 5)

65 Is flexible and open-minded in trying new ideas. (Habit 6)

19 Accepts responsibility for his/her actions rather than makingexcuses. (Habit 1)

20 Receives negative feedback without becoming defensive.(Habit 1)

69 Supports people in taking responsible risks. (Habit 6)

75 Encourages and supports the development of others. (Habit7)

27 Anticipates how his/her decisions impact others. (Habit 2)

26 Plans ahead to reduce having to work in a crisis mode.(Habit 2)




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

1 2 3 2 1 0 0 40 40 40 40 4025 Works toward long-term solutions, not just “quick fixes.”

(Habit 2)




WRITTEN COMMENTSNote: Your written comments are transcribed verbatim with minor grammatical changes.

A. The most outstanding qualities with regard to your overall effectiveness.

Self

I am very aware of others’ feelings and try to help when I can.

Knowledgeable of my field.

Task oriented when the situation calls for it.

Boss

Allowing independent thinking on the part of his/her directors.

Demonstrates sincere desire for the corporation to lead the community in resources.

Enthusiastic about what’s new in my operations. Encourages excellence.

Others

Knowledge base.

Puts first things first.

Seeks win-win.





B. The most important things that could be improved upon in order to increaseoverall effectiveness.

Self

Courage--there are times when I do not express myself well because I feel that othershave much better ideas and shouldn’t have to listen to mine.

Openness--sometimes I tend to withhold information because I cannot trust others like

I want to.

Organization--I need to prioritize and stick to what I have planned.

Boss

Accessibility.

Must control emotional outbursts toward employees and staff.

Must practice the art of active listening and not turn conversations away from originaltopic onto side issues or tangents.

Others

Be a bit more tolerant.

Be more concise with regard to verbal communication with others.

Decrease time spent philosophizing.

Radically reduce the need to control people/conversations (group and one-on-one) andbusiness-related outcomes.

Remain calm and in control of emotions during stressful situations and conversations.

Set down defined expectations and consistently reviewing status of compliance.





C. General comments and/or clarification of question responses.

Self

No comments given in this area.

Boss


OthersVery knowledgeable about our industry, where we have been, now and future.




7 Habits 360° Profile™

Employee Sample ProfileFranklin Covey

May 6, 1999

Occupational Report


© 1999 Franklin Covey Co. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


WRITTEN COMMENTS 19

CATEGORY REVIEWS


Be Proactive 7

Begin With the End in Mind 8

Put First Thing First 9

Think Win-Win 10


...Then to Be Understood 12

Synergize 13

Sharpen The Saw 14

© 1999 Franklin Covey Co. Employee Sample Profile – Page 2



INTRODUCTION

Welcome to The Franklin Covey 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.


Self 1

Boss 1

Peers 5

Unknown 0

Total 7

Detailed instructions for understanding and using this 360° Profile™ are contained in the"Profile" section of your training manual. Please note that all responses received in yourbehalf (from Strongly Disagree to Strongly Agree) were converted to a six-point scale.The numeric scale of 1 to 6 was then translated into a percentage in the following manner:


5 Agree 80%


2 Disagree 20%









TOT

ALS

7 Habits

Overview

10 20 30 40 50 60 70 80 90

Unused Peer BossSelf

Others

StronglyDisagree


Slightly Agree Agree StronglyAgree

Categories EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7

Self

Boss

PeerUnused

StronglyAgree

Agree

Slightly Agree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0


•• 76 9974

80

77

100

70

••

70

100

80

••

83

100

69

••

76

96

70

••

60

100

74

••

72

100

83

••

76

91

77

••

80

100

82

••

70

100

75

••




TOT

ALS

Emotional

BankAccount

ITEMS







10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 84 100

80

87

•• 56 100

60

63

•• 72 100

100

77

•• 56 100

60

63

•• 84 100

80

87

•• 65 100

80

72

•• 70 10077

75




TOT

ALS

P/PC

Balance

ITEMS





10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 80 100

60

83

•• 84 100

100

87

•• 76 100

60

80

•• 80 100

60

85

•• 80 10070

84




TOT

ALS

Be

Proactive

ITEMS







10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 80 100

100

83

•• 96 100

80

97

•• 65 100

100

72

•• 50 100

80

60

•• 65 100

80

72

•• 50 100

60

60

•• 69 10083

75




TOT

ALS

Begin

With theEnd in Mind

ITEMS






10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 68 100

80

73

•• 76 100

100

80

•• 80 100

60

83

•• 56 100

80

63

•• 70 80

60

72

•• 70 9676

74




TOT

ALS

Put First

Thing First

ITEMS







10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 72 100

60

77

•• 72 100

100

77

•• 64 100

0

70

•• 65 100

80

72

•• 80 100

60

83

•• 90 100

60

92

•• 74 10060

78




TOT

ALS

Think

Win-Win

ITEMS






10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 72 100

60

77

•• 96 100

80

97

•• 80 100

80

83

•• 100 100

80

100

•• 70 100

60

76

•• 83 10072

86




TOT

ALS

Seek First

toUnderstand

ITEMS





10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 68 100

60

73

•• 80 80

80

80

•• 76 80

80

77

•• 80 100

60

83

•• 76 9070

78




TOT

ALS

...Then

to Be Understood

ITEMS






10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 76 100

80

80

•• 52 100

60

60

•• 92 100

100

93

•• 68 60

80

67

•• 100 100

80

100

•• 78 9280

80




TOT

ALS

Synergize

ITEMS





10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 84 100

60

87

•• 80 100

100

85

•• 84 100

80

87

•• 80 100

80

84

•• 82 10080

86




TOT

ALS

Sharpen

TheSaw

ITEMS







10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



•• 80 100

20

84

•• 80 100

80

84

•• 88 100

100

90

•• 75 100

80

80

•• 52 100

80

60

•• 76 100

60

80

•• 75 10070

79




Frequencies Scores

NO

TES

Rankings

andFrequencies





ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

Unused Peer Boss Others Self

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

0

0

0

0

2

1

2

0

1

1

2

2

1

1

2

2

2

0

1

1

2

2

1

1

1

5

6

5

5

5

4

5

4

4

4

4

4

2

1

0

0

0

0

1

0

0

0

0

0

0

2

••

••

••

••

••

••

••

••

••

••

••

••

••

100

100

96

96

92

90

88

84

84

84

84

84

80

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

97

97

93

92

90

87

87

87

87

87

85

80

80

80

80

100

60

100

80

80

100

60

80

60








1 Wi ll ingly helps people. (EBA)









Frequencies Scores


StronglyAgree

Don’tKnow


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

1

1

0

0

1

0

0

1

1

0

0

1

0

0

1

1

0

0

2

1

0

0

0

0

0

1

1

0

2

1

1

2

0

1

1

0

0

2

2

1

0

3

2

2

3

3

2

0

2

1

0

3

3

3

2

2

4

2

2

3

2

3

3

4

4

4

4

3

3

2

2

3

2

1

1

1

0

0

0

0

0

0

0

0

0

0

1

0

••

••

••

••

••

••

••

••

••

••

••

••

••

••

••

••

80

80

80

80

80

80

80

80

80

80

76

76

80

76

75

76

100

100

100

100

100

100

100

100

100

100

100

100

80

100

100

100

85

84

84

84

83

83

83

83

83

83

80

80

80

80

80

80

100

80

20

80

60

100

60

60

80

60

60

100

80

80

80

60











9 Is a hard worker . (P/PC)









Frequencies Scores


StronglyAgree

Don’tKnow


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

1

1

1

1

1

1

1

1

1

0

1

0

1

1

2

1

0

1

0

0

0

0

1

1

1

1

1

3

1

2

0

2

1

1

1

2

1

3

0

0

0

2

0

0

1

1

1

2

1

0

2

0

3

0

1

0

1

2

1

0

2

1

4

2

4

4

3

3

2

3

3

4

3

1

3

3

2

2

0

0

0

0

0

1

0

0

1

1

1

1

1

0

0

0

••

••

••

••

••

••

••

••

••

••

••

••

••

••

••

••

72

72

72

72

76

70

68

68

65

65

65

70

65

64

68

56

100

100

100

100

80

100

100

100

100

100

100

80

100

100

60

100

77

77

77

77

77

76

73

73

72

72

72

72

72

70

67

63

100

60

100

60

80

60

80

60

80

100

80

60

80

••

80

60












21 Anticipates how his/her decisions impact others. (Habit 2)








Frequencies Scores


StronglyAgree

Don’tKnow


1 2 3 4 5 6 ?

2

1

2

1

2

1

0

0

0

1

0

0

0

2

0

0

0

1

1

0

0

1

2

2

1

1

1

1

0

1

3

3

3

2

3

2

0

0

1

1

0

0

••

••

••

••

••

••

56

56

50

50

52

52

100

100

100

100

100

100

63

63

60

60

60

60

60

80

80

60

60

80











A. The three most positive qualities with regard to your overall effectiveness.

Self

I am good at team building and moving a team towards a goal.

I look for creative solutions to problems.

Boss

Commitment to excellence.

Determination.

Vision--personal and professional.

Others

Always willing to listen to people and have the correct answer.

Committed.

Confronts problems head on.

Does what he says.

Enthusiasm.

Good people skills.

Good skills.

He is very positive.

Honest.

Leadership.

Looks forward to make good things to be better or improve them.

Reliable.

Teamwork.

Very responsible on his job.





B. The most important things you could improve on to increase your overalleffectiveness.

Self

Be more committed to firm’s agendas, rather than mine.

Be more open to others’ ideas and opinions.

Boss

Focus on working on important things.

Identifying people skills.

Others

Recognize that the day has time to work, time to think, and time to rest.

To dedicate more time to himself.




7 Habits Follow-up 360° Profile™

Follow-up Sample ProfileFranklin Covey


©1997 Franklin Covey Co. All rights reserved. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3


WRITTEN COMMENTS 15

CATEGORY REVIEWS

P/PC BALANCE 4

EMOTIONAL BANK ACCOUNT 4-5

BE PROACTIVE 5-6

BEGIN WITH THE END IN MIND 6-7

PUT FIRST THINGS FIRST 7-8

THINK WIN-WIN 8-9

SEEK FIRST TO UNDERSTAND 9-10

…THEN TO BE UNDERSTOOD 10

SYNERGIZE 10-11

SHARPEN THE SAW 11-12

©1997 Franklin Covey Co. All rights reserved. Follow-up Sample Profile Page



INTRODUCTION

Welcome to the 7 Habits Follow-up 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.


Self 1

Boss 1

Peers 3

Direct Reports 3

Total 8

Detailed instructions for understanding and using the 7 Habits Follow-up 360° Profile™ are contained in the "Profile" section of your training manual. Please note that allresponses received in your behalf (from Needs Improvement to Outstanding) wereconverted to a six-point scale. The numeric scale of 1 to 6 was then translated into apercentage in the following manner:

6 Outstanding 100%

5 Very Good 80%4 Good 60%

3 Fair 40%

2 Poor 20%

1 Needs Improvement 0%









Self Others

Self Others

Self Others

1.

2.

3.

P/PC BALANCE–Work Balance

P/PC BALANCE–Personal Balance

EMOTIONAL BANK ACCOUNT–Honesty/Integrity

Needs Improvement Outstanding



Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

People who maintain an effective work balance do not push so hard for productivity that they orothers feel "used up." They balance their concern for productivity with a concern for the needs ofindividuals in the group. In contrast, some people are overly concerned about getting the job doneregardless of the needs or feelings of others.

People who maintain an appropriate personal balance do not get so wrapped up in their jobs that itconsumes their whole life. In contrast, some people allow work pressures or deadlines to dominatetheir life, potentially harming their physical and emotional well-being.

People with integrity deliver on promises, practice what they preach, and are honest with others. Incontrast, some people deceive others, fail to follow through on commitments, or misuse theorganization to advance their own self-interests.

73 47 60

73 47 60

60

60

60

60

73 47 60

67 53 60

60

60

60

60

67 47 40

60 47 60

60

60

54

54




Self Others

Self Others

Self Others

4.

5.

6.

EMOTIONAL BANK ACCOUNT–Courtesy and Kindness

EMOTIONAL BANK ACCOUNT–Apology vs. Pride

BE PROACTIVE–Personal Responsibility




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

People who care about others consistently perform small courtesies and acts of kindness whichmake life more pleasant for others. In contrast, some people care little about others and make noeffort to build interpersonal relationships.

Effective people are willing to acknowledge their mistakes and apologize when appropriate. Incontrast, some people are too proud to apologize or get defensive when problems occur.

Proactive people accept responsibility for their moods and actions. In contrast, some people makeexcuses or blame others when problems occur.

67 47 60

67 53 60

60

60

57

60

80 47 60

73 47 80

60

60

63

63

67 47 60

67 53 60

60

60

57

60




Self Others

Self Others

Self Others

7.

8.

9.

BE PROACTIVE–Circle of Influence

BE PROACTIVE–Self Control

BEGIN WITH THE END IN MIND–Forward Thinking




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Proactive people focus their efforts on things they have control over or can do something about. Incontrast, some people try to handle other people ’s business or work on matters which are beyondtheir control and influence.

Effective people remain in control of their moods and actions, even in highly emotional and difficultcircumstances. In contrast, some people’s moods and actions seem to be dependent upon outsideevents, how other people treat them, the weather, etc.

Effective people focus on long-range goals and long-term results, not quick-fix solutions withshort-term results. They take time for planning before beginning work on projects. In contrast, somepeople do not take time for planning and when problems arise they resort to quick-fix solutions.

60 60 60

67 53 80

40

60

60

63

73 47 80

60 53 60

60

60

63

57

67 60 60

73 60 60

40

60

63

66




Self Others

Self Others

Self Others

10.

11.

12.

BEGIN WITH THE END IN MIND–Uniting Teams

BEGIN WITH THE END IN MIND–Big Picture

PUT FIRST THINGS FIRST–Delegation




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

People who are successful at uniting a work group involve others in developing common goals,values, or objectives which serve as a guide for how work gets done and what decisions are made. Incontrast, some people fail to unite the work group and the group tends to have little direction orpurpose as a whole.

Effective leaders let people know how their jobs relate to other jobs in the organization and how theirwork fits in with the company’s success. In contrast, some leaders focus so specifically on the task athand that their people never really understand why they are doing the work they do.

People who delegate effectively delegate as a means to help people grow. They do not overloadpeople, and they delegate meaningful work, not just menial tasks. In contrast, some peopledelegate too much, delegate only menial tasks, or don’t delegate at all.

67 60 60

80 53 60

60

60

63

66

73 53 60

73 53 60

40

60

63

63

73 53 60

73 53 60

60

40

63

63




Self Others

Self Others

Self Others

13.

14.

15.

PUT FIRST THINGS FIRST–Importance Focus

PUT FIRST THINGS FIRST–Results Orientation

THINK WIN-WIN–Win-Win Orientation




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

People who focus on high-leverage activities organize their workload so that time is spent doingthose things which are most important. In contrast, some people seem disorganized and waste timeon matters of little importance or no value.

Once plans are made, effective people carry out their plans and achieve results. In contrast, somepeople do not seem to finish much because they are easily distracted or do not have a plan to stickto.

People with a win-win orientation build relationships which benefit everyone involved and are happywhen others succeed. In contrast, some people seek to gain the advantage in relationships at theexpense of others.

73 53 80

60 53 60

60

40

66

57

73 53 60

73 47 60

60

60

63

60

80 53 60

80 53 60

60

80

66

66




Self Others

Self Others

Self Others

16.

17.

18.

THINK WIN-WIN–Courage

SEEK FIRST TO UNDERSTAND–Seeking First to Understand

SEEK FIRST TO UNDERSTAND–Listening for Content




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

People who have courage face up to difficult situations and are able to make difficult decisions. Incontrast, some people can’t say "no," give in too quickly to disagreement, or won’t face problems.

Effective people actively seek first to understand a problem before trying to solve it. In contrast,some people assume they have the solution before understanding the underlying problem.

People who listen for content are genuinely interested in the ideas of others and listen attentively towhat they have to say. In contrast, some people talk more than listen, cut off others in conversations,or prematurely veto new ideas.

87 53 80

73 53 60

60

40

71

63

73 53 60

67 53 60

60

80

63

60

80 53 60

73 60 60

60

60

66

66




Self Others

Self Others

Self Others

19.

20.

21.

SEEK FIRST TO UNDERSTAND–Listening Empathically

…THEN TO BE UNDERSTOOD–Seeking to Be Understood

SYNERGIZE–Valuing Differences




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Empathic listeners seek to understand the underlying feelings as well as the words of the personspeaking. In contrast, some people assume they know how the other person feels and never reallygive them a chance to be heard.

People who effectively communicate their ideas are open with their thoughts, and are clear in bothwritten and verbal communication. In contrast, some people say little with a lot of words, share onlyhalf the story, or are afraid to say what is on their mind.

People who value differences appreciate people with other talents and perspectives. To achievegreater results, they actively seek out ideas that others may have, even if those ideas may opposetheir own ideas. In contrast, some people avoid different points of view and even pressure peopletoward conformity.

73 53 60

67 53 60

60

60

63

60

73 47 80

73 60 60

60

60

63

66

73 47 60

73 60 60

60

60

60

66

©1997 Franklin Covey Co. All rights reserved. Follow-up Sample Profile Page 1



Self Others

Self Others

Self Others

22.

23.

24.

SYNERGIZE–Teamwork

SYNERGIZE–Openness to Creativity

SHARPEN THE SAW–Personal Renewal




Before

Now

Before

Now

Before

Now

DirectReports

DirectReports

DirectReports

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

People who are team oriented actively promote the spirit of teamwork within a group. They respectthe dignity of the individual and promote the success of the team. In contrast, some people focus ontheir own success at the expense of team objectives.

Some people are open to change and encourage others to be creative and to take reasonable risks.In contrast, some people are resistant to change or new ways of doing things, and allow others noroom for risk or creativity.

People who are effective over the long term are continually improving themselves emotionally,mentally and physically. They are technically competent and frequently reevaluate their personalgoals and values. In contrast, some people seem to never change and are reluctant to take stepstoward personal growth and development.

73 60 60

80 47 80

60

60

66

66

73 47 60

87 47 60

60

60

60

66

73 47 60

80 53 60

80

60

60

66




Self Others

25. SHARPEN THE SAW–Building Others


Before

Now

DirectReports

Peer Boss

10 20 30 40 50 60 70 80 90

Effective leaders are interested in the development and growth of the individuals they work with.They take steps to provide training and experiences which allow people to make progress. Incontrast, some leaders do little to help others take steps toward continual improvement.

73 53 60

73 47 80

60

60

63

63




FREQUENCIES SCORES

RankingsandFrequenciesBefore





ITEMS1 2 3 4 5 6 ?

NeedsImprovement

Outstanding Don’tKnow

DirectReports


1

1

11

1

1

0

0

0

1

1

1

1

1

1

0

1

1

0

1

1

11

1

1

0

0

00

0

0

1

1

1

0

0

0

0

0

0

1

0

0

1

0

0

00

0

0

0

0

00

0

0

1

1

0

1

0

0

0

0

0

0

0

0

1

0

0

00

0

1

1

2

23

3

3

2

3

4

2

3

3

3

3

4

4

4

4

4

4

4

35

5

4

5

5

53

3

4

4

3

3

4

4

4

4

4

2

3

3

3

2

3

3

42

2

2

1

0

01

1

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

00

0

0

0

0

00

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

00

0

0

87

73

8080

73

80

73

67

67

73

73

73

73

73

73

73

73

73

60

73

73

7367

67

67

53

53

5353

60

47

47

60

60

53

53

53

53

53

47

53

47

47

60

47

47

4747

47

47

80

80

6060

60

60

80

60

60

60

60

60

60

60

80

60

60

60

60

60

60

6060

60

40

71

66

6666

66

63

63

63

63

63

63

63

63

63

63

63

60

60

60

60

60

6057

57

54

60

60

6060

60

60

60

40

60

40

60

60

60

60

60

60

60

60

40

60

60

8060

60

60

16 Courage

13 Importance Focus

15 Win-Win Orientation

18 Listening for Content

22 Teamwork

5 Apology vs. Pride

8 Self Control

9 Forward Thinking

10 Uniting Teams

11 Big Picture

12 Delegation

14 Resul ts Orientation

17 Seeking First to Understand

19 Listening Empathically

20 Seeking to Be Understood

25 Building Others

1 Work Balance

2 Personal Balance

7 Circle of Influence

21 Valuing Differences

23 Openness to Creativity

24 Personal Renewal

4 Courtesy and Kindness

6 Personal Responsibili ty

3 Honesty/Integrity




FREQUENCIES SCORES

RankingsandFrequenciesNow





ITEMS1 2 3 4 5 6 ?

NeedsImprovement

Outstanding Don’tKnow

DirectReports


0

1

10

0

1

1

1

1

1

0

1

1

1

1

1

1

1

1

1

1

10

1

1

1

0

01

1

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

01

0

0

0

0

00

0

0

0

0

0

0

0

0

1

1

0

0

0

0

0

0

0

11

1

0

3

2

13

3

3

2

3

2

3

4

3

2

2

3

4

4

4

4

4

3

24

4

6

4

5

64

4

3

5

3

5

4

3

4

4

4

4

3

3

3

3

3

4

42

2

1

0

0

00

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

00

0

0

0

0

00

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

00

0

0

73

80

8073

73

73

80

87

80

73

67

73

73

73

73

73

67

67

67

73

67

6760

60

60

60

53

5360

60

60

47

47

53

47

53

53

53

53

47

47

53

53

53

47

53

5353

53

47

60

60

6060

60

60

80

60

60

80

80

60

60

60

80

60

60

60

60

60

60

6060

60

60

66

66

6666

66

66

66

66

66

63

63

63

63

63

63

60

60

60

60

60

60

6057

57

54

60

60

8060

60

60

60

60

60

60

60

60

40

40

60

60

60

60

60

60

80

6060

40

60

9 Forward Thinking

10 Uniting Teams

15 Win-Win Orientation

18 Listening for Content

20 Seeking to Be Understood

21 Valuing Differences

22 Teamwork

23 Openness to Creativity

24 Personal Renewal

5 Apology vs. Pride

7 Circle of Influence

11 Big Picture

12 Delegation

16 Courage

25 Building Others

1 Work Balance

2 Personal Balance

4 Courtesy and Kindness

6 Personal Responsibili ty

14 Resul ts Orientation

17 Seeking First to Understand

19 Listening Empathically

8 Self Control

13 Importance Focus

3 Honesty/Integrity




Written CommentsNote: Some participants may not have responded to some or all of the items below.

A. The most outstanding qualities with regard to your overall effectiveness.

Self


Boss


OthersNo comments given in this area.





B. The most important things that could be improved upon in order to increaseoverall effectiveness.

Self


Boss


Others






C. Clarification of question responses and/or general comments related to yourdevelopment that have not been addressed.

Self


Boss


Others






D. A specific success (cost savings, increased productivity, improve relations, etc.)that can be attributed directly to the 7 Habits training you received.

Self


Boss


Others





The 4 Roles of Leadership 360° Profile

Sample ProfileFranklin Covey

4 Roles


© 1999 Franklin Covey Co. All rights reserved. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


WRITTEN COMMENTS 18

CATEGORY REVIEWS

Role: Pathfinding 5-6Role: Aligning 7-8

Role: Empowering 9-10

Role: Modeling 11-12

© 1999 Franklin Covey Co. All rights reserved. Sample Profile Page 2



INTRODUCTION

Welcome toThe 4 Roles of Leadership 360° Profile. This tool provides you with valuablefeedback regarding a number of issues related to effective leadership.

The following assessments contributed to your personal profile:

Self 1

Boss 1

Peers 4

Direct Reports 3

Total 9

Detailed instructions for understanding and using The 4 Roles of Leadership 360° Profileare contained in the "Profile" section of your training manual. Please note that allresponses received in your behalf (from Strongly Disagree to Strongly Agree) wereconverted to a six-point scale. The numeric scale of 1 to 6 was then translated into apercentage in the following manner:


5 Agree 80%


2 Disagree 20%



Responses of "Don’t Know" or nonresponses are indicated by •• in this report and are nottallied in the percentages.


If you have questions regarding your profile or would like to make comments regardingthe profile process, please contact the Franklin Covey Profile Center at:

1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced ortransmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrievalsystem, for any purpose without the express written permission of Franklin Covey Co.




TOT

ALS

The 4 Roles ofLeadership

Overview

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

Relationships Pathfinding Aligning Empowering Modeling

Self

Boss

PeerDirect Report

StronglyAgree

Agree

SlightlyAgree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0


68 72 7175

70

79

68

74

75

71

73

76

69

75

70

69

61

75

71

70

66




TOT

ALS

Role:Pathfinding

Items

1 Understands stakeholder (employee,customer, supplier, investor, etc.)needs.(PATHFINDING —Stakeholders)

2 Ensures that team membersunderstand the needs of thestakeholder.(PATHFINDING —Stakeholders)

3 Ensures that team goals are alignedwith stakeholder needs.(PATHFINDING —Stakeholders)

4 Takes initiative to determinestakeholder needs.(PATHFINDING —Stakeholders)

5 Looks for better ways to meetstakeholder needs.(PATHFINDING —Stakeholders)

6 Ensures that team membersunderstand the organization’s mission.(PATHFINDING —Mission)

7 Helps individual team membersunderstand how their contributionssupport the overall purpose of the

organization.(PATHFINDING —Mission)

8 Demonstrates personal commitmentto the values of the organization.(PATHFINDING —Values)

9 Encourages team members to behavein accordance with organizationalvalues.(PATHFINDING —Values)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 75 60

80

75

67 70 80

80

70

87 85 80

80

85

80 75 60

60

75

73 75 60

100

72

73 75 80

100

75

73 80 60

60

75

87 90 80

100

88

73 60 80

60

68

75 74 6879

73




Role:Pathfinding

Items

10 Involves team members in settingvision and direction.(PATHFINDING —Vision)

11 Ensures that his/her team has a clearsense of direction.(PATHFINDING —Vision)

12 Ensures that team members are clearon how to achieve the organization’svision.(PATHFINDING —Vision)

13 Communicates organizational strategyto the team.(PATHFINDING —Strategy)

14 Maintains a clear focus on priorities.(PATHFINDING —Strategy)

15 Ensures that team goals support theorganization’s goals.(PATHFINDING —Strategy)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 75 60

100

75

73 60 60

80

65

60 60 60

80

60

67 75 60

40

70

80 85 80

80

82

67 65 60

80

65

(Continued)




TOT

ALS

Role: Aligning

Items

16 Finds innovative ways to improve.(ALIGNING —Process)

17 Achieves smooth work flow througheffective coordination.(ALIGNING —Process)

18 Eliminates unnecessary procedures.(ALIGNING —Process)

19 Eliminates unnecessary hierarchy.(ALIGNING —Structure)

20 Establishes empowering lines ofauthority.(ALIGNING —Structure)

21 Organizes work groups so that peoplework well with each other.(ALIGNING —Structure)

22 Helps to ensure that people areproperly trained.(ALIGNING —People)

23 Matches the right people to the right jobs.(ALIGNING —People)

24 Gives people opportunities that helpthem develop greater capacity.(ALIGNING —People)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

67 60 60

40

62

53 85 100

80

75

73 85 80

100

80

80 85 80

80

82

87 90 80

100

88

80 70 80

60

75

80 80 60

100

78

67 65 60

60

65

73 80 80

60

78

69 76 7371

73




Role: Aligning

Items

25 Ensures that people have theinformation they need to do their jobs.(ALIGNING —Information)

26 Makes sure that the team has anawareness of changes that affect theirperformance.(ALIGNING —Information)

27 Ensures that the team has usefulfeedback to know how they are doing.(ALIGNING —Information)

28 Makes on-time decisions.(ALIGNING —Decisions)

29 Considers long-term implicationswhen making decisions.(ALIGNING —Decisions)

30 Gives recognition for positiveperformance.(ALIGNING —Rewards)

31 Recognizes how changing one part ofthe system impacts other parts.(ALIGNING —Ecosystem)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 80 80

80

80

60 75 60

80

68

67 70 60

60

68

60 70 60

60

65

67 80 80

80

75

53 70 60

40

62

60 75 80

60

70

(Continued)




TOT

ALS

Role:Empowering

Items

32 Allows others to be responsible fortheir work/stewardships.(EMPOWERING —Leadership Style)

33 Delegates work that should be done byothers.(EMPOWERING —Leadership Style)

34 Utilizes people’s abilities.(EMPOWERING —Leadership Style)

35 Encourages creative thinking.(EMPOWERING —Leadership Style)

36 Encourages people without beingcontrolling.(EMPOWERING —Leadership Style)

37 Gives people flexibility to determinethe best methods for accomplishingassignments.(EMPOWERING —Leadership Style)

38 Is open to ideas that others suggest.(Empowering —Leadership Style)

39 Takes interest in people beyond justgetting the job done.(EMPOWERING —Leadership Style)

40 When improvement is needed,corrects people in a positive way.(EMPOWERING —Leadership Style)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

47 70 80

80

62

73 80 80

100

78

60 75 80

40

70

67 75 80

80

72

67 75 80

80

72

53 60 80

40

60

47 75 60

80

62

53 65 60

100

60

73 75 60

80

72

61 69 7075

66




Role:Empowering

Items

41 Clearly explains expectations whenassigning tasks.(EMPOWERING —Win-WinAgreements)

42 Holds people accountable forachieving the objectives they set.(EMPOWERING —Win-WinAgreements)

43 Provides regular feedback toindividuals on how well they performtheir jobs.(EMPOWERING —Win-WinAgreements)

44 Helps people achieve their potential.(EMPOWERING —Win-WinAgreements)

45 Seeks input from others when makingdecisions that will affect them.(EMPOWERING —Win-WinAgreements)

46 Takes time to teach people.(EMPOWERING —Win-WinAgreements)

47 Ensures that people have theresources to complete their jobs.(EMPOWERING —Win-Win

Agreements)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

53 75 60

100

65

47 65 60

100

58

67 55 60

40

60

67 70 60

60

68

60 65 60

80

62

67 60 80

60

65

73 65 80

80

70

(Continued)




TOT

ALS

Role: Modeling

Items

48 Has earned the trust of others.(MODELING —Character)

49 Communicates openly.(MODELING —Character)

50 Is open to feedback from others.(MODELING —Character)

51 Leads by example.(MODELING —Character)

52 Helps other people achieve their goals.(MODELING —Character)

53 Maintains high ethical standards.(MODELING —Character)

54 Has a strong work ethic.(MODELING —Character)

55 Does not undermine others.(MODELING —Character)

56 Strives for excellence.(MODELING —Character)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

60 60 80

100

62

73 75 60

40

72

60 65 80

100

65

60 55 80

80

60

60 65 80

40

65

53 65 80

40

62

53 55 60

60

55

60 55 60

80

58

73 70 80

80

72

66 70 7175

68




Role: Modeling

Items

57 Is candid about his/her strengths.(MODELING —Character)

58 Is candid about his/her weaknesses.(MODELING —Character)

59 Builds effective relationships.(MODELING —Competence)

60 Completes tasks on time.(MODELING —Competence)

61 Completes assignments competently.(MODELING —Competence)

62 Communicates clearly.(MODELING —Competence)

63 Meets customer needs.(MODELING —Competence)

64 Is someone I would be willing tofollow.(MODELING —Competence)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 85 100

100

85

73 80 60

100

75

73 80 60

80

75

80 85 60

80

80

67 70 80

80

70

67 75 60

100

70

67 65 60

80

65

60 80 60

40

70

(Continued)




FREQUENCIES SCORES

NO

TES

Rankings

and Frequencies

• The individual statements are ranked below by the scores of

"Others."



• "Self" scores are included in the Frequencies.

ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

2

1

1

2

3

2

2

2

2

3

4

5

3

3

4

6

4

2

5

5

5

7

3

3

4

5

4

4

2

3

4

2

2

2

0

3

2

0

0

0

0

0

0

0

0

0

0

0

0

0

87

87

87

80

80

80

73

80

80

80

73

73

80

90

90

85

85

85

85

85

80

85

80

80

80

75

80

80

80

100

80

80

80

80

60

60

80

80

60

88

88

85

85

82

82

80

80

80

78

78

78

75

100

100

80

100

80

80

100

80

80

100

60

100

80

8 Demonstrates personal commitment to the values of theorganization.(PATHFINDING —Values)

20 Establishes empowering lines of authority.(ALIGNING —Structure)

3 Ensures that team goals are aligned with stakeholder needs.(PATHFINDING —Stakeholders)





25 Ensures that people have the information they need to dotheir jobs.(ALIGNING —Information)


22 Helps to ensure that people are properly trained.(ALIGNING —People)

24 Gives people opportunities that help them develop greatercapacity.(ALIGNING —People)

33 Delegates work that should be done by others.(EMPOWERING —Leadership Style)

1 Understands stakeholder (employee, customer, supplier,investor, etc.) needs.(PATHFINDING —Stakeholders)




FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

2

1

0

0

0

1

0

0

0

1

0

1

4

1

4

2

1

3

3

3

2

2

4

3

4

3

3

2

4

5

4

3

3

3

5

4

7

4

4

6

4

5

6

6

1

2

1

3

3

2

1

2

0

2

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

80

73

73

80

53

80

67

73

73

73

67

67

73

73

73

67

75

75

80

75

85

70

80

80

80

75

75

75

75

75

70

70

60

80

60

60

100

80

80

60

60

60

80

80

60

60

80

80

75

75

75

75

75

75

75

75

75

72

72

72

72

72

72

70

60

100

60

100

80

60

80

100

80

100

80

80

80

40

80

80

4 Takes initiative to determine stakeholder needs.(PATHFINDING —Stakeholders)

6 Ensures that team members understand the organization’smission.(PATHFINDING —Mission)

7 Helps individual team members understand how theircontributions support the overall purpose of the organization.(PATHFINDING —Mission)

10 Involves team members in setting vision and direction.(PATHFINDING —Vision)

17 Achieves smooth work flow through effective coordination.(ALIGNING —Process)

21 Organizes work groups so that people work well with eachother.(ALIGNING —Structure)

29 Considers long-term implications when making decisions.(ALIGNING —Decisions)



5 Looks for better ways to meet stakeholder needs.(PATHFINDING —Stakeholders)


36 Encourages people without being controlling.(EMPOWERING —Leadership Style)

40 When improvement is needed, corrects people in a positiveway.(EMPOWERING —Leadership Style)



2 Ensures that team members understand the needs of thestakeholder.(PATHFINDING —Stakeholders)




FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

2

0

1

1

2

1

1

0

0

1

1

1

1

3

4

3

3

4

2

2

3

4

3

6

7

4

4

5

5

2

4

5

3

5

6

5

3

4

5

3

1

4

4

3

3

1

0

0

1

0

0

1

1

0

0

0

1

0

0

0

0

3

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

67

60

60

73

67

67

60

73

60

67

67

73

67

67

60

53

75

75

75

65

70

75

80

60

75

70

70

60

65

65

70

75

60

80

80

80

80

60

60

80

60

60

60

60

60

60

60

60

70

70

70

70

70

70

70

68

68

68

68

65

65

65

65

65

40

60

40

80

80

100

40

60

80

60

60

80

80

60

60

100

13 Communicates organizational strategy to the team.(PATHFINDING —Strategy)

31 Recognizes how changing one part of the system impactsother parts.(ALIGNING —Ecosystem)


47 Ensures that people have the resources to complete their jobs.(EMPOWERING —Win-Win Agreements)



64 Is someone I would be willing to follow.(MODELING —Competence)

9 Encourages team members to behave in accordance withorganizational values.(PATHFINDING —Values)

26 Makes sure that the team has an awareness of changes thataffect their performance.

(ALIGNING —Information)

27 Ensures that the team has useful feedback to know how theyare doing.(ALIGNING —Information)

44 Helps people achieve their potential.(EMPOWERING —Win-Win Agreements)

11 Ensures that his/her team has a clear sense of direction.(PATHFINDING —Vision)

15 Ensures that team goals support the organization’s goals.(PATHFINDING —Strategy)



41 Clearly explains expectations when assigning tasks.(EMPOWERING —Win-Win Agreements)




FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

1

0

0

0

0

0

3

2

3

1

2

3

1

2

0

2

2

1

4

4

2

2

1

2

2

5

5

4

2

1

7

3

2

6

2

1

6

4

5

4

4

2

2

1

5

4

2

3

4

2

3

2

1

3

0

1

0

1

0

1

0

1

0

1

0

0

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

67

60

60

67

67

53

47

47

60

60

53

60

53

53

67

60

60

65

65

65

60

70

70

75

65

60

65

60

60

65

55

55

80

80

80

60

60

60

80

60

60

80

80

60

80

60

60

80

65

65

65

65

62

62

62

62

62

62

62

60

60

60

60

60

60

100

40

80

40

40

80

80

80

100

40

80

40

100

40

80

46 Takes time to teach people.(EMPOWERING —Win-Win Agreements)





30 Gives recognition for positive performance.(ALIGNING —Rewards)

32 Allows others to be responsible for their work/stewardships.(EMPOWERING —Leadership Style)


45 Seeks input from others when making decisions that willaffect them.

(EMPOWERING —Win-Win Agreements)



12 Ensures that team members are clear on how to achieve theorganization’s vision.(PATHFINDING —Vision)

37 Gives people flexibility to determine the best methods foraccomplishing assignments.(EMPOWERING —Leadership Style)

39 Takes interest in people beyond just getting the job done.(EMPOWERING —Leadership Style)

43 Provides regular feedback to individuals on how well theyperform their jobs.(EMPOWERING —Win-Win Agreements)





FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

0

0

0

0

0

0

3

3

3

3

3

5

2

3

1

1

0

0

0

0

0

47

60

53

65

55

55

60

60

60

58

58

55

100

80

60

42 Holds people accountable for achieving the objectives theyset.(EMPOWERING —Win-Win Agreements)







1. Characteristics that respondents believe contribute most to the effectiveness ofleaders. Following each characteristic a rating (in parenthesis) indicates howstrongly they agree or disagree that you are an excellent example of thatcharacteristic.

Self

An effective leader is a good listener (Agree).

An effective leader is a steward/teacher (not an enabler) (Slightly Agree).

An effective leader is always learning (Strongly Agree).

An effective leader is persistent (Agree).

An effective leader is proactive (Slightly Agree).

Boss

An effective leader listens. (Agree)

An effective leader is organized. (Strongly Agree)

An effective leader is patient. (Strongly Agree)

Others

An effective leader brings out the best in others (Agree).

An effective leader is a good communicator (Agree).

An effective leader is an excellent communicator (Strongly Agree).

An effective leader is committed to integrity in all interactions (Strongly Agree).

An effective leader is committed to the vision and mission of the organization(Strongly Agree).

An effective leader is flexible (adjust with change) (Slightly Disagree).

An effective leader is genuine (Slightly Agree).

An effective leader is honest, trustworthy (Strongly Agree).

An effective leader is integrous (Agree).





An effective leader listens (Slightly Agree).

An effective leader is open to feedback (Strongly Agree).

An effective leader is open-minded (Slightly Disagree).

An effective leader is smart (Strongly Agree).

An effective leader is trustworthy (Slightly Agree).





2. The three most positive qualities with regard to your overall effectiveness.

Self

Desire to do a good job.

Helping others accomplish their goals.

Willingness to do what it takes.

Boss

Always wanting better things for others.

Does not need to be prodded into action.

Is an expert in his/her area of operation.

Others

Excellent communicator.

Integrity.

Is dedicated to doing his best and getting the most out of his team.

Is respected for his business background and abilities.

Is seen as being an excellent decision maker.

Leads by example.





3. The three most important things you could improve on to increase your overalleffectiveness.

Self

Needs to be a better listener.

Needs to be more assertive with support groups to get to objective.

Needs to request feedback from peers.

Boss

Increase the amount of communication with people within department.

Others

Acknowledge good performance more frequently.

Become more comfortable communicating verbally instead of using writtencommunication.

Giving feedback regularly.

Many scheduling conflicts--Is very busy.

Needed more team-building outings.

Work on his listening skills.





4. Clarifications to items in the survey or comments related to your effectivenessthat were not addressed in the profile.

Self


Boss


Others

Is a great manager--very easy to work with.




4 Roles of Leadership Follow-up Profile

Sample 4 Roles Report

4 Roles of Leadership Training Course

February 16, 2000

4 Roles


©2000 Franklin Covey. All rights reserved. Printed on recycled paper



CONTENTS

INTRODUCTION 3


WRITTEN COMMENTS 12

CATEGORIES

Pathfinding 4-5

Aligning 5-7

Empowering 8

Modeling 8-9

©2000 Franklin Covey. All rights reserved. Sample 4 Roles Report Page



INTRODUCTION

Welcome to the 4 Roles of Leadership Follow-up 360° Profile™. This tool provides you

with valuable feedback regarding a number of issues related to effectiveness.


Self 1

Boss 1

Peers 2

Direct Reports 4

Total 8

Please note that all responses received in your behalf (from Strongly Disagree toStrongly Agree) were converted to a six-point scale. The numeric scale of 1 to 6 was thentranslated into a percentage in the following manner:


5 Agree 80%

4 Slightly Agree 60%

3 Slightly Disagree 40%

2 Disagree 20%1 Strongly Disagree 0%



Information gathered by this survey should be used for personal development. FranklinCovey is not responsible if this information is used for any other purpose. If you havequestions or would like to make comments regarding the profile process, please contact

The Profile Center at: 1-800-332-6839.

© 2000 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronicor mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. FranklinCovey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of theindividual profiled. Franklin Covey Co. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.




Self Others

Self Others

Self Others

1.

2.

3.

Pathfinding–Stakeholders

Pathfinding–Mission

Pathfinding–Values

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

Before

Now

Before

Now

Before

Now

DirectReport

DirectReport

DirectReport

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Directs the organization to serve stakeholder (employee, customer, supplier, investor, etc.) needs.Takes the initiative to research, become aware of the culture, and to establish meaningful goals.

Helps team members understand how their support and contributions support the overall purpose ofthe organization.

Shows commitment to the values of the organization and helps team members behave inaccordance with those values.

60 60 60

65 90 80

80

80

60

74

47 60 60

65 90 80

80

80

53

74

60 60 60

65 90 80

80

80

60

74




Self Others

Self Others

Self Others

4.

5.

6.

Pathfinding –Vision

Pathfinding –Strategy

Aligning –Process

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

Before

Now

Before

Now

Before

Now

DirectReport

DirectReport

DirectReport

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Involves team members in setting a clear vision and in developing ways to achieve it.

Develops a strategy to ensure that priorities are clear and that team goals support the organization’sgoals.

Simplifies processes to eliminate unnecessary procedures, finds innovative ways to improve, andachieves smooth work flow through effective coordination.

53 60 60

65 90 100

80

80

57

77

55 60 60

60 80 100

80

80

57

71

60 60 60

65 80 100

80

80

60

74




Self Others

Self Others

Self Others

7.

8.

9.

Aligning –Structure

Aligning –People

Aligning –Information

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

Before

Now

Before

Now

Before

Now

DirectReport

DirectReport

DirectReport

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Eliminates unnecessary hierarchy by establishing empowering lines of authority and work groupsthat encourage people to work well with each other.

Ensures that people are in the right jobs, are properly trained, and are provided with opportunities todevelop greater capacity.

Ensures that people have the information they need to do their jobs, are made aware of changes thatwill affect job processes, and get regular feedback on how well they are doing.

75 60 60

60 80 80

80

80

69

69

60 60 60

60 90 80

80

60

60

71

55 60 60

60 80 80

80

80

57

69




Self Others

Self Others

Self Others

10.

11.

12.

Aligning –Decisions

Aligning –Rewards

Aligning –Ecosystem

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

Before

Now

Before

Now

Before

Now

DirectReport

DirectReport

DirectReport

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Makes decisions when they are needed and considers the long-term implications of those decisionsbefore implementation.

Gives recognition for positive performance.

Recognizes how changing one part of the system impacts other parts.

65 60 60

60 90 80

80

60

63

71

67 60 60

73 80 100

80

80

63

80

70 60 60

75 90 100

80

60

66

83




Self Others

Self Others

Self Others

13.

14.

15.

Empowering –Leadership Style

Empowering –Win-Win Agreements

Modeling –Character

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

StronglyDisagree

StronglyAgree

Before

Now

Before

Now

Before

Now

DirectReport

DirectReport

DirectReport

Peer

Peer

Peer

Boss

Boss

Boss

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

Helps others to be responsible for their stewardships without being controlling. Delegates work thatshould be done by others in ways that encourage them to creatively determine the best methods foraccomplishing assignments.

Works with people to set mutually beneficial expectations and accountability. Ensures that peoplehave the resources and training they need to achieve these expectations. Provides guidelines andongoing feedback to individuals to help them succeed.

Has earned the trust of others by communicating openly, listening to feedback, helping othersachieve their goals, maintaining high ethical standards, striving for excellence, and being candidabout both strengths and weaknesses.

60 60 60

70 80 100

80

60

60

77

70 60 60

67 90 100

80

60

66

80

70 60 60

80 80 80

80

60

66

80




Self Others

16. Modeling –Competence

StronglyDisagree

StronglyAgree

Before

Now

DirectReport

Peer Boss

10 20 30 40 50 60 70 80 90

Is someone I would be willing to follow. He/she builds effective relationships, completes taskscompetently and on time, communicates clearly, and meets customer needs.

60 70 80

67 100 80

60

80

67

80




FREQUENCIES SCORES

RANKINGS &FREQUENCIES

Before

• The individual statements are ranked below by the scores of "Others."




ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


0

0

00

0

0

0

0

0

0

0

0

0

1

1

1

0

0

00

0

1

0

1

1

1

1

0

1

0

0

0

0

1

01

0

0

0

0

0

0

0

1

0

0

0

0

5

3

54

5

4

5

4

4

4

4

5

4

4

4

4

2

3

32

3

2

2

3

3

3

3

2

2

3

3

2

1

0

01

0

1

0

0

0

0

0

0

0

0

0

0

0

1

00

0

0

1

0

0

0

0

0

1

0

0

1

75

60

7070

70

65

67

60

60

60

60

60

53

55

55

47

60

70

6060

60

60

60

60

60

60

60

60

60

60

60

60

60

80

6060

60

60

60

60

60

60

60

60

60

60

60

60

69

67

6666

66

63

63

60

60

60

60

60

57

57

57

53

80

60

8080

80

80

80

80

80

80

80

80

80

80

80

80

7 Structure

16 Competence

12 Ecosystem

14 Win-Win Agreements

15 Character

10 Decisions

11 Rewards

1 Stakeholders

3 Values

6 Process

8 People

13 Leadership Style

4 Vision

5 Strategy

9 Information

2 Mission

©2000 Franklin Covey. All rights reserved. Sample 4 Roles Report Page 1



FREQUENCIES SCORES

RANKINGS &FREQUENCIES

Now

• The individual statements are ranked below by the scores of "Others."




ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


0

0

00

0

0

0

0

0

0

0

0

0

0

0

0

0

0

00

0

0

0

0

0

0

0

0

0

0

0

0

0

0

00

0

1

0

1

1

1

1

1

1

1

1

1

2

1

32

2

1

3

1

1

1

1

2

3

3

2

2

4

5

25

3

4

4

5

5

5

5

4

3

3

5

5

2

1

21

2

2

1

1

1

1

1

1

1

1

0

0

0

1

10

0

0

0

0

0

0

0

0

0

0

0

0

75

73

6780

67

65

70

65

65

65

65

60

60

60

60

60

90

80

9080

100

90

80

90

90

90

80

80

90

90

80

80

100

100

10080

80

100

100

80

80

80

100

100

80

80

80

80

83

80

8080

80

77

77

74

74

74

74

71

71

71

69

69

60

80

6060

80

80

60

80

80

80

80

80

60

60

80

80

12 Ecosystem

11 Rewards

14 Win-Win Agreements

15 Character

16 Competence

4 Vision

13 Leadership Style

1 Stakeholders

2 Mission

3 Values

6 Process

5 Strategy

8 People

10 Decisions

7 Structure

9 Information




WRITTEN COMMENTS

01. Please explain your rating on item 1.

SELF


BOSS


OTHERS





WRITTEN COMMENTS


SELF


BOSS


OTHERS





What Matters Most Profile

Sample ReportFranklin Covey

February 28, 2000

360° Assessment

RESPONSES RECEIVED

SELF 1

OTHERS 5

© 1998 Franklin Covey. All Rights Reserved Page 1




OVERALL SCORES Sample Report

TOTAL SCORE SCORES

Self 71

Others 69

Score 1-30: Deficient

Score 31-50: Below Average

Score 51-78: Average

Score 79-93: Above Average

Score 94+: Excellent

Your combined score shows general trends in yourtime management behaviors. Items 1-22 combine toshow general time management competency asperceived by yourself and others. A generalinterpretation of the scores is found below.

0-50

51-70

80+

Weak

Average

Strong

PERCENTAGES

71

69

0 20 40 60 80 100

StronglyDisagree StronglyAgree

We highly recommend that you begin a planning process to manage your time and life. Starting a planningprocess will help you align your choices with what matters most to you. Review carefully each of thecompetency areas to determine your strengths and weaknesses. Examine the quadrant analysis which followsto determine which quadrant you spend most of your time in. Consider making an action plan based on theresults of this profile. You will probably need to consider how well you relate your work priorities to yourpersonal values. Also, determine how you can improve at planning, prioritizing, handling details, keepingcommitments, and dealing with interruptions. Finally, consider working on improving relationships with yourco-workers through effective communication.

Your planning needs improvement. If you have a planning system, it can be used more effectively. Reviewcarefully each of the competency areas to determine your strengths and weaknesses. Examine the quadrant

analysis which follows to determine which quadrant you spend most of your time in. Consider making anaction plan based on the results of this profile. How well do you relate your work priorities to your personalvalues? As you consider that question, determine how you can improve at planning, prioritizing, handlingdetails, keeping commitments, and dealing with interruptions. Finally, consider working on improvingrelationships with your co-workers through effective communication.

Your planning system is working, but there is still room for improvement. You may need help focusing onpriorities, dealing with urgent interruptions, or writing your daily plan. Review carefully each of thecompetency areas to determine your strengths and weaknesses. Examine the quadrant you spend most of yourtime in. Consider making an action plan based on the results of this profile.

Congratulations, your planning system is working well. Keep up the good work. Review this survey carefullyto determine if there are areas where you can improve. Consider the quadrant analysis which follows todetermine which quadrant you spend most of your time in.

You have mastered your planning system. If you continue to plan as you currently do, you should experiencethe peace and serenity that comes from being in control of the events in your life.





OVERVIEW Sample Report

MANAGING TIME SCORES

Self 78

Others 69

REMOVING OBSTACLES SCORES

Self 64

Others 70

LIVING A PERSONAL VISION SCORES

Self 67

Others 73

DECISION MAKING SCORES

Self 67

Others 64

GOAL SETTING SCORES

Self 70

Others 66

64

70

0 20 40 60 80 100

67

73

0 20 40 60 80 100

67

64

0 20 40 60 80 100

70

66

0 20 40 60 80 100

Weak

Average

Strong

0-59

60-82

83+

0-59

60-84

85+

Weak

Average

Strong

0-59

60-87

88+

0-59

60-87

88+

0-50

51-70

80+

Weak

Average

Strong

78

69

0 20 40 60 80 100

PERCENTAGESStronglyDisagree

StronglyAgree

Controlling the use of one's time takes skill andperseverance. Items 1-9 measure specific timemanagement behaviors related to the competencyof managing time.

Due to unplanned events, plans often have to bechanged. Items 10-14 measure specific timemanagement behaviors related to the competencyof removing obstacles.

To live a personal vision, a course of behaviorconsistent with personal goals and purposes must

be maintained. Items 15-17 measure specific time

management behaviors related to living a personalvision.

Judging alternative consequences of decisions to bemade can be a difficult task. Aligning decisions withplans, and individual values can improve our timemanagement satisfaction. Items 18-20 measurespecific time management behaviors related todecision making.

A purpose or objective which plans and efforts canwork toward is a goal. Goals give us direction forthe use of our time. Items 21-22 profile a timemanagement behavior related to the competency ofgoal setting.

Weak

Average

Strong

Weak

Average

Strong





ITEM SCORES AND FREQUENCY TABULATIONS Sample Report

S t r o n g

l y

D i s a g r

e e

D i s a g r

e e

S l i g h t l y

D i s a g r

e e

S l i g h l y

A g r e e

A g r e e

S t r o n g

l y

A g r e e

D o n' t

K n o w S

e l f

O t h e r s

1 Keeps a record of things which are done and said inmeetings. 2 4 80 72

2 Prioritizes job tasks so that the important tasks getthe most time and attention. 2 4 80 72

3 Has a good sense of control over his/her job. 1 1 4 80 68

4 Records appointments on a calendar. 1 1 4 80 68

5 Prepares each day with a plan. 1 2 3 80 64

6 Uses a task list daily. 1 2 3 80 64

7 Is on time for appointments. 2 4 80 72

8 Is organized. 1 2 3 80 64

9 Communicates at work effectively. 1 5 60 80

10 Adjusts his/her schedule to allow importantinterruptions. 1 2 3 60 68

11 Communicates his/her schedule to avoid schedulingconflicts. 2 4 80 72

12 Follows up with people to remind them of requestsmade. 5 1 60 64

13 Has a low level of stress at work. 3 3 60 72

14 Has a good relationship with co-workers. 1 1 4 60 72

15 Organizes work priorities according to what he/she believes matters most. 1 3 1 1 60 68

16 Appears satisfied with his/her work. 2 3 1 80 76

17 Does long-term planning well. 2 4 60 76

18 Spends his/her time on the most important job tasks. 4 2 60 68

19 Keeps commitments. 1 5 60 56

20 Completes work assignments on time. 1 1 4 80 68

21 Has a list of specific work goals. 1 1 3 1 80 68

22 Assigns completion dates to work goals. 1 2 3 60 64

68

72

64

72

72

68

76

76

68

56

68

68

6460

80

80

60

60

60

80

60

60

60

60

80

60

60

80

80

80

80

80

80

80

8072

72

68

68

64

64

72

64

80

0 20 40 60 80 100

PERCENTAGESNote: 0 = Strongly Disagree, 20 = Disagree,40 = Slightly Disagree, 60 = Slightly Agree,

80 = Agree, 100 = Strongly Agree.

StronglyDisagree

StronglyAgree

0 20 40 60 80 100 ?





QUADRANT ANALYSIS Sample Report

TIME MANAGEMENT MATRIX

## ##

## ##

## ##

## 26%

1 2 3 4 5 6 ? Self Others

23. Works to meet pressing deadlines (crisis management). 4 2 4 4.40

27. Spends time doing things that are both important and urgent. 1 1 3 1 4 4.80

24. Spends time planning. 1 3 2 4 4.20

28. Spends time preparing to prevent future problems. 1 4 1 5 4.40

(i.e. unnecessary reports, others' minor issues, telephone, junk mail, etc.) 2 2 2 4 4.00

29. Spends time on other people’s priorities, unrelated to his|her 1 1 1 3 4 3.80

26. Does things that are not urgent or important (time wasters). 1 4 1 5 5.00

30. Spends time doing unimportant, irrelevant things. 1 4 1 4 4.00

TOTALS 2 6 16 21 3 34 34.6

Questions 23-30 are designed to help you determine howmuch time you spend in each of the quadrants of the TimeManagement Matrix. Most of the activities we do in lifecan be placed in one of the four quadrants found in theTime Management Matrix. Clearly, we deal with bothfactors--urgency and importance--in our lives. But in ourday-to-day decision making, one of these factors tends todominate. The problem comes when we operate from aparadigm of urgency rather than a paradigm ofimportance.

I • Crises • Pressing Problems • Deadline-driven

Projects • Deadline-driven

Meetings

II • Preparation • Prevention • Values Clarification • Planning • Relationship Building • Needed Relaxation • Empowerment

III • Needless Interruptions • Unnecessary Reports • Unimportant Meetings, Phone Calls, Mail • Other People's

Minor Issues

IV • Some Phone Calls • Time Wasters • "Escape" Activities • Irrelevant Mail • Excessive TV

• Excessive Relaxation

I M P O R T A N T

N O T I M P O R T A N T

URGENT

26%24%

26%24%

I II

III IV

NOT URGENT

26%23%

25%27%

I II

III IV

This graph is a representation of YOUR responses tothe items 23-30 estimating where you focus your timein the 4 quadrants.

1 = Never 2 = Seldom 3 = Sometimes 4 = Regularly 5 = Often 6 = Always ? = Don't Know

SCALE

25. Does things that have little relevance to top priorities, but are ur ent.

I

II

III

IV

This graph is a representation of OTHERS' responsesto the items 23-30 estimating where they observe youfocus your time in the 4 quadrants.





INTERPRETING THE QUADRANT ANALYSIS

If you spend most of your time in Quadrant I…

If you spend most of your time in Quadrant II…

The following information is designed to help you meet challenges related to the Time Management Matrix. Ifyou are like most working adults, the profile has revealed that you spend too much time in Quadrant I and III,and too little time in Quadrant II. Following are concepts and suggestions which will help you better understandyour situation and provide the "next steps" you might take in your journey to greater effectiveness.

We all spend time in Quadrant I doing the urgent andimportant things that are an inevitable part of life. Thereare always crises that demand our immediate attention,pressing problems to deal with, deadlines to meet,meetings to attend, phone calls to answer, and so on. But if you spend most of your time in Quadrant I, youare being less than effective and are subjecting yourself toexcessive stress (unless you have a job that is inherentlyQuadrant I oriented, such as a paramedic or air trafficcontroller). You may be "addicted to urgency," an all-too-common malady in a hectic world. You may be actuallycreating Quadrant I demands by spending too little time inQuadrant II, where planning and prevention can keepimportant activities from becoming urgent. If you are entrenched in Quadrant I, you might besuffering the stress and burnout common to those who areconstantly putting out fires. Problems tend to get bigger

and bigger until they dominate your life. Most people inthis situation are beaten up by urgent problems day afterday, and find relief only by escaping into the nonurgent,unimportant activities of the Quadrant IV. They tend tospend most of their time in Quadrant I, and the remainderin Quadrant IV, paying little attention to Quadrant II.

Examine the quadrant analysis to see if you areaddicted to urgency. If you decide that you aredependent upon the "rush" of urgent matters, youmust scrutinize your activities to determine whichare unavoidable and which are self-inflicted.Remember, people with an addiction to the urgentset themselves up for a continuous string of crises.By becoming aware of how you do this to yourself,you can avoid these self-destructive habits. Even if you are not addicted to urgency, you canavoid many of the crises that you commonly face

by spending more time in Quadrant II, doing theplanning, preparation, and prevention that willkeep important matters from becoming urgencies. Initially, the only way you will be able to findextra time for Quadrant II is by taking it fromQuadrant III and IV. You can't ignore the urgent,

important activities of Quadrant I, so you musttake the time from the quadrants of unimportantactivities. There are several tips and techniques tohelp you shift from Quadrants III and IV toQuadrant II. (See "How to Spend More Time inQuadrant II.")

Congratulations! This is the "important but not urgent"

quadrant of optimal effectiveness. It is where you want to be. Quadrant II is where you plan, prepare, prevent crises,clarify your values, build relationships, renew yourself,empower others, and lead your life in the direction of yourchoice. If your focus is on Quadrant II activities, your life will beone of vision, perspective, discipline, control, andachievement. It will be balanced and fulfilling, with fewercrises and stress.

Unless you have perfected your time management

skills, there are still times when you find yourselfslipping into Quadrants III and IV. By convertingthose times into Quadrant II activities, you can dothe preparation and planning necessary toeliminate many of the stressful urgencies of theQuadrant I activities in your life. Franklin Coveyhas provided several suggestions for moving fromthe other quadrants into Quadrant II. (See "Howto Spend More Time in Quadrant II.")





INTERPRETING THE QUADRANT ANALYSIS

If you spend most of your time in Quadrant III…

If you spend most of your time in Quadrant IV…

Quadrant III is where the majority of working people spend the bulk of their time unless they apply the time management andlife leadership principles taught in What Matters Most™.Quadrant III includes activities that are urgent, but notimportant. Quadrant III activities are generally important tosomeone else, but not to you. The noise of their urgency createsthe illusion of importance, so we often deceive ourselves intothinking that we are in Quadrant I when we are really inQuadrant III. Many phone calls, meetings, drop-in visitors, andreports fall into this category. The time we spend meeting otherpeople's priorities and expectations also falls into this quadrant.If you are caught up primarily in Quadrant III activities, you feelvictimized and out of control. You are frustrated and perhapseven angry because you feel trapped into doing things that "haveto be done now," yet are not important to you. This frustration iscompounded by the fact that these activities keep you fromspending time in Quadrant II and doing the things that are trulyimportant to you. Chances are, your preoccupation withQuadrant III activities has given your life a short-term focus, andyou think of goals and long-term plans as worthless.

First you must learn to distinguish what isimportant from what is not. It is easy to letsomeone else's sense of urgency lead you to

believe that the task they need done is important.Yet it may not be important to you. It is also easyto assume that any activity is important just

because it is urgent. But this is often a falseassumption. Learn to tell the difference. Onequick way to do this is to ask yourself if theurgent activities will contribute to an importantobjective. If it won't, it probably belongs in

Quadrant III.

You must also learn to say "no" to people who bring you Quadrant III activities, and tocircumstances that attempt to impose thesesituations on you. Some tips for doing thiswithout offending people are presented in thesection entitled "How to Spend More Time inQuadrant II."

Very few adults have the time to focus primarily onQuadrant IV activities, which are neither urgent orimportant. This is the "Quadrant of Waste"--triviaand junk mail, mindless television shows, addictivelight novels, busywork and time-wasters, "escape"activities, and indolence.

While it is not likely that Quadrant IV garners themajority of your time, it is an unfortunate fact thatwe all spend some time there. After all, it is acommon refuge from the rigors of Quadrants Iand III. But remember, any time in Quadrant IVis too much time.Instead, convert this to Quadrant II time byundertaking nonurgent activities that areimportant to you in the sense that they relax,refresh, or improve you in some way: exercise,

participate in a sport, read an interesting bookthat broadens you. The possibilities are endless.Be careful, however. These types of Quadrant IIactivities can turn into wasteful Quadrant IVactivities when indulged in to an excess. Forexample, watching one entertaining orinformational television program may be aQuadrant II activity because it renews and relaxesyou. But watching hours of mindless televisioncan quickly become a Quadrant IV activity.





HOW TO SPEND MORE TIME IN QUADRANT II: Practical Tips from Franklin Covey

Identify and eliminate the activities that are keeping you out of Quadrant II.

Identify what is causing you to spend too much time in Quadrants, I, III, and IV. Then work to eliminate orreduce those activities or demands. For example, if you are spending too much time answering unimportantvoice-mail and e-mail messages, set rules regarding what can be mailed to you, by whom, and where the othermessages should be routed.

Ask those who bring you work to help you reprioritize their tasks.

When people give you projects or tasks that will take you away from important Quadrant II activities, showthem on a white board or project management board your life of projects and tasks, with the associateddeadlines. Then ask, "If I do what you are requesting, it will require me to delay or cancel these other projects.Can you help me reprioritize these projects in terms of their importance and immediacy?" It is also helpful to

tactfully ask, "Does this need to be done now?" or "What is the actual deadline for this?" If you do thisconsistently, it will help "rescript people into more carefully and realistically evaluating the level of urgency forthe tasks they bring to you.

Schedule Quadrant II time, and honor your commitment to that time.

Set aside time blocks in your schedule for Quadrant II activities. Let the people around you know that you arenot available for anything but real emergencies during those times. This may require some training on your partto help your co-workers honor your Quadrant II time. Some individuals lock their doors and put up signs thatask anyone who does not have a bonafide emergency to please return at a specified time. If you do this, it isimportant to be available at the time you specify. If you work in a cubicle, you can cordon off your area andplace a sign across your cubicle's entrance. After a week or two, a sign on the cubicle frame will likely besufficient.

Use the Franklin Planner.

The Franklin Planner is a powerful tool designed to help the user spend more time in Quadrant II. Use it as it ismeant to be used. It provides ongoing reminders and processes that have been designed to help you maintainyour course toward professional and personal effectiveness. The organizer, utilized properly and reinforced bythe Six-step Weekly Planning Process, is a powerful effectiveness tool.

Visualize the coming week… and years.

When you do your weekly organizing, visualize spending your upcoming week in Quadrant II mode. Byapplying the power of visualization to your planning, it will be easier to resist Quadrant III activities when you

are confronted with them. Also, mentally transport yourself a year or more into the future, and visualize whatyou want that future to be. This will help you focus on the Quadrant II activities that will take you there.

Learn to say "no," but do it at the proper time.

When someone brings you an urgent task that seems important to him or her, but not to you, do what is asked ifpossible. To say no when the other person is in a harried or even frantic frame of mind is unwise. Instead, waitfor a calm moment when the "crisis" is over, then point out that even though you did what was requested, youdidn't feel that it was as important or valuable as that person thought it was at the time. This will help youclarify future expectations.





Take 10-minute Quadrant II breaks.

Find a 10-minute block of discretionary time each day. Select one Quadrant II activity (such as calling a clientwho has not called that day to ask if they are happy with your service), and use that time every day for that task.

Reduce the time of all your meetings by 25 percent.

Reduce the time of all the meetings you hold by 25 percent. You can do this even if it is not your meeting. Justadvise the person in charge that you will have to leave early. Arrange to do your part in the meeting early.

Commonly Asked Questions

Among all the urgent and important things that face us, how do we know what to do?

This is the dilemma that we constantly face. It is what leads us to feel that we need to hunker down and domore, faster. But usually, there is one thing among all the others that should be done at first. Is a sense, there isa Quadrant I of Quadrant I, or a Quadrant II of Quadrant II. How we decide what is most important at anygiven time is one of the primary issues addressed in the What Matters Most Workshop.

Is it bad to be in Quadrant I?

Not necessarily. In fact, many people spend a significant amount of their time in Quadrant I. The key issue iswhy you are there. Are you in Quadrant I based on urgency or importance? If urgency dominates, whenimportance fades, you will slip into Quadrant III. It is the "urgency addiction." But if you are in Quadrant I

because of importance, when urgency fades, you are more likely to move into Quadrant II. Both Quadrant I andQuadrant II describe what is important; it is only the time factor that changes. The real problem is when you arespending time in Quadrants III and IV.

Where do I get the time to spend in Quadrant II?

If you are looking for time to spend in Quadrant II, Quadrant III is primarily the place to get it. Time spent inQuadrant I is certainly urgent, but we know we are there because it is also important and we know we shouldnot waste any time in Quadrant IV. Quadrant III can fool us because it still has urgency attached to it, but it issomeone else's urgency, not ours. The key is learning to see all of our activities in terms of their importance.When we define importance for us, we are able to reclaim the time lost to the deception of urgency, and spend itin Quadrant II.

What if I am in a Quadrant I environment?

Some professions are, by nature, almost completely in Quadrant I. For example, it is the job of firefighters, manydoctors and nurses, police officers, news reporters, and editors to respond to the urgent and important. Forthese people it is even more critical to capture Quadrant II time for the reason that it builds their capacity tohandle Quadrant I. Time spent in Quadrant II increases our capacities and performance even in Quadrant I

activities.

Is there anything in Quadrant I that does not act on us and demand our attention "right now?"

Some things are crises or problems in the making if we don't attend to them. We can choose to make thesethings urgent. In addition, what may be a Quadrant II activity to an organization, such as long-term visioning,planning, and relationship building, may be Quadrant I to its executive. This is the CEO's unique charge. Theneed for these things is great, and the consequences of either doing these things or not doing them aresignificant. The need for that executive is "now," it is urgent, and it must be acted on.




The 7 Habits Sales 360° Profile™

Sales Manager Sample ProfileFranklin Covey

J uly 27, 2000

Sales Report


©2000 Franklin Covey. All rights reserved. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


WRITTEN COMMENTS 23


Be Proactive 7

Begin with the End in Mind 8

Put First Things First 9

Think Win-Win 10

Win-Win Agreements 11

Win-Win Follow-up 12

Seek First To Understand 13

. . .Then to be Understood 14Synergize 15

Sharpen the Saw 16

©2000 Franklin Covey. All rights reserved. Sales Manager Sample Profile Page



INTRODUCTION

Welcome to the 7 Habits Sales 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.


Self 1

Boss 1

Peers 4

Direct Reports 3

Total 9

Detailed instructions for understanding and using the profile are contained in the ActionPlanning Guide. Please note, however, that for ease in reading the feedback report, thenumerical responses have been translated from a scale of one to six to percentages usingthe following logic:

6 Outstanding 100%

5 Very Good 80%

4 Good 60%

3 Fair 40%

2 Poor 20%

1 Very Poor 0%



If you have questions regarding your profile or would like to make comments regardingthe profile process, please contact the Franklin Covey Profile Center at:

1-800-332-6839.

2000 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any

means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission

f Franklin Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360° Profile™ is intended

olely for use in the personal development of the individual profiled. Franklin Covey. is not responsible for any claim, action, liability, expense, damage, or concern arising

om its use in any other manner. Review of any individual 360° Profile report by any party other than the intended recipient, except for internal processing, is strictly

rohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical errors and to omit inappropriate or

busive language when transcribing comments.




TOTALS

The 7HABITS® SALESOVERVIEW

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



RELATIONSHIPSEmotional

Bank AccountP/PC Balance Be Proactive Begin with the

End in MindPut First

Things FirstThink Win-Win Seek First To

UnderstandSynergize Sharpen the

Saw

Self

Boss

Peers

Direct Reports

StronglyAgree

Agree

Slightly Agree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0

EmotionalBank Account

P/PC Balance Be Proactive Begin with theEnd in Mind

Put FirstThings First

Think Win-Win Seek First ToUnderstand

Synergize Sharpen theSaw

77 80 72

75

78

78

73

79

78

80

63

81

76

80

74

73

77

60

70

81

78

80

71

73

78

77

73

83

76

71

73

82

71

77

67

83

78

71

80

82

80




TOTALS

EmotionalBankAccount

ITEMS

1 Willingly assists and serves people.

2 Acknowledges and apologizes formistakes.

3 Is honest in interactions with people.

4 Does not backbite or gossip aboutpeople.

5 Keeps promises and honorscommitments.

6 Shows courtesy and respect forpeople.

7 Helps create a positive and optimisticwork environment.

8 Encourages and motivates others to beproductive.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



80 80 80

80

80

80 80 80

80

80

80 80 80

80

80

80 80 80

80

80

80 80 80

80

80

73 85 60

80

78

73 75 60

60

72

73 75 60

80

72

78 79 73

78

78




TOTALS

P/PCBalance

ITEMS

9 Does not push or pressure people towork beyond a reasonable limit.

10 Is concerned about people, not justsales.

11 Appears to balance all aspects of life(i.e., work, leisure, family, etc.) tomaintain overall effectiveness.

12 Consistently provides quality work andservices.

13 Does not work so hard that burnoutresults.

14 Is concerned with quality, not justquantity.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



73 80 60

80

75

80 80 60

80

78

73 85 60

100

78

73 80 60

80

75

80 85 60

80

80

73 75 80

60

75

76 81 63

80

77




TOTALS

Be Proactive

ITEMS

15 Remains in control of his/her actions,even in difficult or emotionalcircumstances.

16 Focuses efforts on things he/she cando something about, rather than onthings beyond his/her control.

17 Makes decisions based upon whathe/she feels is "right," not upon what is"popular."

18 Accepts responsibility for his/heractions and attitudes, rather thanblaming others or making excuses.

19 Receives complaints or negativefeedback without becoming defensive.

20 Acts to prevent problems, rather thanwaiting for problems to arise.

21 Takes initiative to get things done.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



73 75 80

60

75

87 75 80

60

80

87 80 80

100

82

73 65 60

100

68

73 60 60

80

65

73 80 80

80

78

73 75 80

80

75

77 73 74

80

75




TOTALS

Begin withthe End inMind

ITEMS

22 Has a clear sense of purpose anddirection when working on projects orcustomer accounts.

23 Is well organized for meetings or salescalls.

24 Works toward long-term solutions, not just temporary "quick fixes."

25 Ensures that sales team membersunderstand the purpose and value ofproducts and/or services.

26 Sees potential in people andencourages them to reach it.

27 Takes time to create an overall planbefore beginning projects.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



80 90 60

60

82

80 85 60

60

80

80 85 80

60

82

73 85 80

60

80

73 70 80

60

72

80 70 60

60

72

78 81 70

60

78




TOTALS


ITEMS

28 Meets requests in a timely manner.

29 Is disciplined in carrying out plans(i.e., avoids procrastination, busywork,time wasters, etc.).

30 Organizes his/her time and resourcesin a way that prevents having to workin a crisis mode.

31 When conducting meetings or salespresentations, keeps the discussionfocused on important issues.

32 Is accessible to sales team members(i.e., easy to reach, returns calls, etc.).

33 Coordinates resources and scheduleswithin the sales team so that workflows smoothly.

34 Prioritizes work so that time is spenton the most important issues.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



73 85 60

100

78

73 75 80

80

75

80 60 80

80

70

80 55 60

80

65

80 70 60

60

72

80 85 80

80

82

80 80 80

80

80

78 73 71

80

75




TOTALS

ThinkWin-Win

ITEMS

35 Is happy when others succeed.

36 Does not undermine or manipulateothers for personal gain.

37 Contributes to the success of thosehe/she works with.

38 When resolving conflicts, works to findsolutions that benefit everyoneinvolved.

39 Shares credit and recognition forsuccesses.

40 Does not allow people to take unfairadvantage of him/her.

41 Is fair with all people regardless oftheir position.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



80 85 80

80

82

87 80 80

100

82

80 85 80

80

82

80 80 80

80

80

73 85 80

60

80

67 85 80

60

78

60 80 80

80

72

75 83 80

77

80

©2000 Franklin Covey. All rights reserved. Sales Manager Sample Profile Page 1



TOTALS

Win-WinAgreements

ITEMS

42 When making plans that will affectothers, involves them in the planningand decision-making process.

43 When assigning work, gives peopleflexibility to determine the bestmethods for accomplishing theassignments.

44 When working with people on projects,works to ensure that the desiredoutcomes are clear and agreeable toall involved.

45 When working with people on projects,works to ensure that the guidelines forcompleting tasks are clear (i.e.,standards, constraints, policies, etc.).

46 When working with people on projects,works to ensure that the necessaryresources are identified and available(i.e., supplies, people, budget, etc.).

47 When working with people on projects,works to ensure that the wayperformance will be measured isunderstood by all.

48 When working with people on projects,works to ensure that the consequencesof both good and bad performance areunderstood by all.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



53 75 80

80

68

80 80 80

80

80

87 80 80

80

82

80 85 60

60

80

73 85 60

60

78

87 85 60

80

82

80 85 60

80

80

77 82 69

74

79




TOTALS

Win-WinFollow-up

ITEMS

49 After goals or assignments areestablished, evaluates progress in atimely manner.

50 Trusts sales team members toperform well without continuallychecking up on them.

51 Recognizes and shows appreciationfor positive performance.

52 When improvement is needed,provides constructive feedback tosales team members.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



80 85 80

80

82

53 85 60

80

70

80 80 80

80

80

87 85 60

80

82

75 84 70

80

79




TOTALS

Seek FirstToUnderstand

ITEMS

53 Seeks to understand other people’sviewpoints.

54 Listens to people without interrupting.

55 Is sensitive to the feelings andemotions of others.

56 Seeks to understand a problem beforeapplying a solution.

57 Seeks to understand the "world" ourcustomers live in (i.e., products,industry, budget, constraints, etc.).

58 Acknowledges when he/she does notknow the answer to a question andthen seeks out the answer.

59 Is easy to approach with a problem orconcern.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



53 85 80

60

72

80 95 80

60

88

60 85 80

80

75

60 80 60

80

70

80 80 60

80

78

80 75 60

60

75

67 80 80

60

75

69 83 71

69

76




TOTALS

. . .Then tobeUnderstood

ITEMS

60 Is clear and concise whencommunicating.

61 Does not dominate or overpowerpeople during discussions.

62 Expresses ideas and feelings withconfidence.

63 Uses tact and consideration for otherswhen speaking (i.e., is not demeaning,discriminatory, or vulgar).

64 Is upfront about the limitations ofproducts and services as well as thebenefits.

65 Takes steps to ensure that meaningfulcommunication occurs within thesales team.

66 Updates and informs sales teammembers regarding relevant andimportant matters.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



67 85 60

80

75

80 80 80

80

80

80 80 80

80

80

73 80 80

80

78

73 80 80

80

78

73 80 80

60

78

73 85 60

60

78

74 81 74

74

78




TOTALS

Synergize

ITEMS

67 Creatively looks for alternativeapproaches to meet customer needs.

68 Seeks out the knowledge and skills ofothers to better meet customer needs.

69 Is open to ideas suggested by others.

70 Encourages and supports others intaking responsible risks.

71 Builds on people’s ideas, rather thanmerely criticizing or finding fault.

72 Develops teamwork and cooperationwithin the sales team.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



73 85 60

60

78

73 85 60

80

78

80 85 60

80

80

80 80 60

80

78

80 80 80

80

80

80 80 80

80

80

78 83 67

77

79




TOTALS

Sharpen theSaw

ITEMS

73 Strives to build and improverelationships with people.

74 Cares for his/her physical health andwell-being.

75 Is current and knowledgeable abouthis/her company’s products andservices.

76 Is current and knowledgeable aboutcompetitors’ products and services.

77 Takes time to find meaning andenjoyment in life.

78 Takes steps to improve his/herleadership abilities.

79 Actively works toward the continualdevelopment of sales team members.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReports

Peers BossSelf

Others

StronglyDisagree



DirectReports

Peers BossSelf

Others

StronglyDisagree



80 85 80

60

82

80 85 80

60

82

80 85 80

60

82

80 80 80

80

80

80 80 80

80

80

80 80 80

80

80

80 80 80

80

80

80 82 80

71

81




Frequencies Scores

NOT

ES

RANKINGSANDFREQUENCIES





ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReports

Peers Boss Others Self

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

2

1

1

1

1

0

0

2

0

1

1

5

5

5

7

6

6

5

8

8

4

8

6

7

3

3

2

1

2

2

3

1

1

3

1

2

1

0

0

0

0

0

0

0

0

0

0

0

0

0

80

87

80

80

80

80

87

80

87

87

80

87

80

95

80

90

85

85

85

80

85

80

85

85

85

85

80

80

60

80

80

80

80

80

80

60

80

60

80

88

82

82

82

82

82

82

82

82

82

82

82

82

60

100

60

60

80

80

100

80

80

80

80

80

60

54 Listens to people without interrupting.

17 Makes decisions based upon what he/she feels is "right," notupon what is "popular."

22 Has a clear sense of purpose and direction when working onprojects or customer accounts.

24 Works toward long-term solutions, not just temporary "quickfixes."

33 Coordinates resources and schedules within the sales teamso that work flows smoothly.


36 Does not undermine or manipulate others for personal gain.

37 Contributes to the success of those he/she works with.

44 When working with people on projects, works to ensure thatthe desired outcomes are clear and agreeable to all involved.

47 When working with people on projects, works to ensure thatthe way performance will be measured is understood by all.

49 After goals or assignments are established, evaluatesprogress in a timely manner.

52 When improvement is needed, provides constructivefeedback to sales team members.

73 Strives to build and improve relationships with people.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReports


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

1

1

0

0

0

0

0

1

1

2

2

1

1

2

0

2

7

7

9

9

9

9

9

7

5

6

6

7

7

6

9

6

1

1

0

0

0

0

0

1

2

1

1

1

1

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

80

80

80

80

80

80

80

80

87

80

73

80

80

73

80

80

85

85

80

80

80

80

80

85

75

85

85

80

80

85

80

85

80

80

80

80

80

80

80

60

80

60

80

80

80

80

80

60

82

82

80

80

80

80

80

80

80

80

80

80

80

80

80

80

60

60

80

80

80

80

80

80

60

60

60

80

80

60

80

60

74 Cares for his/her physical health and well-being.

75 Is current and knowledgeable about his/her company’sproducts and services.

1 Wil lingly assists and serves people.

2 Acknowledges and apologizes for mistakes.


4 Does not backbite or gossip about people.

5 Keeps promises and honors commitments.

13 Does not work so hard that burnout results.

16 Focuses efforts on things he/she can do something about,rather than on things beyond his/her control.

23 Is well organized for meetings or sales calls.

25 Ensures that sales team members understand the purposeand value of products and/or services.

34 Prioritizes work so that time is spent on the most importantissues.

38 When resolving conflicts, works to find solutions that benefiteveryone involved.

39 Shares credit and recognition for successes.

43 When assigning work, gives people flexibility to determinethe best methods for accomplishing the assignments.

45 When working with people on projects, works to ensure thatthe guidelines for completing tasks are clear (i.e., standards,constraints, policies, etc.).




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReports


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

1

0

0

0

0

0

0

2

2

2

2

2

7

9

9

9

7

9

9

9

9

9

9

6

6

5

6

5

1

0

0

0

1

0

0

0

0

0

0

1

1

2

1

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

80

80

80

80

80

80

80

80

80

80

80

73

80

73

73

73

85

80

80

80

85

80

80

80

80

80

80

85

80

85

80

85

60

80

80

80

60

80

80

80

80

80

80

60

60

60

80

60

80

80

80

80

80

80

80

80

80

80

80

78

78

78

78

78

80

80

80

80

80

80

80

80

80

80

80

80

80

100

80

100

48 When working with people on projects, works to ensure thatthe consequences of both good and bad performance areunderstood by all.

51 Recognizes and shows appreciation for positiveperformance.

61 Does not dominate or overpower people during discussions.

62 Expresses ideas and feelings with confidence.

69 Is open to ideas suggested by others.

71 Builds on people’s ideas, rather than merely criticizing orfinding fault.

72 Develops teamwork and cooperation within the sales team.

76 Is current and knowledgeable about competitors’ productsand services.

77 Takes time to find meaning and enjoyment in life.

78 Takes steps to improve his/her leadership abilities.

79 Actively works toward the continual development of salesteam members.

6 Shows courtesy and respect for people.

10 Is concerned about people, not just sales.

11 Appears to balance all aspects of life (i.e., work, leisure,family, etc.) to maintain overall effectiveness.

20 Acts to prevent problems, rather than waiting for problems toarise.

28 Meets requests in a timely manner.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReports


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

1

4

1

1

1

2

3

3

2

1

3

3

2

2

2

2

6

3

8

8

8

7

5

5

6

8

5

5

5

5

7

7

1

2

0

0

0

0

1

1

1

0

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

67

73

80

73

73

73

73

73

73

80

73

73

73

73

73

73

85

85

80

80

80

80

85

85

85

80

80

80

75

75

75

75

80

60

60

80

80

80

60

60

60

60

60

60

80

80

80

80

78

78

78

78

78

78

78

78

78

78

75

75

75

75

75

75

60

60

80

80

80

60

60

60

80

80

80

80

60

60

80

80

40 Does not allow people to take unfair advantage of him/her.

46 When working with people on projects, works to ensure thatthe necessary resources are identified and available (i.e.,supplies, people, budget, etc.).

57 Seeks to understand the "world" our customers live in (i.e.,products, industry, budget, constraints, etc.).

63 Uses tact and consideration for others when speaking (i.e.,is not demeaning, discriminatory, or vulgar).

64 Is upfront about the limitations of products and services as

well as the benefits.

65 Takes steps to ensure that meaningful communicationoccurs within the sales team.

66 Updates and informs sales team members regarding relevantand important matters.

67 Creatively looks for alternative approaches to meet customerneeds.

68 Seeks out the knowledge and skills of others to better meetcustomer needs.

70 Encourages and supports others in taking responsible risks.

9 Does not push or pressure people to work beyond areasonable limit.

12 Consistently provides quality work and services.

14 Is concerned with quality, not just quantity.

15 Remains in control of his/her actions, even in difficult oremotional circumstances.


29 Is disciplined in carrying out plans (i.e., avoidsprocrastination, busywork, time wasters, etc.).




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReports


1 2 3 4 5 6 ?

0

0

0

0

0

0

0

0

0

0

1

1

1

0

1

1

1

0

0

0

0

0

1

1

1

1

0

0

0

1

0

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

3

2

1

4

3

2

2

2

1

1

1

1

1

2

1

7

6

5

6

5

6

5

5

5

6

6

6

6

7

4

7

1

0

1

1

0

0

1

1

1

1

1

1

1

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

60

80

67

67

73

73

73

80

80

60

53

80

53

60

73

53

85

75

80

85

75

75

70

70

70

80

85

60

85

80

65

75

80

60

80

60

60

60

80

60

60

80

80

80

60

60

60

80

75

75

75

75

72

72

72

72

72

72

72

70

70

70

68

68

80

60

60

80

60

80

60

60

60

80

60

80

80

80

100

80

55 Is sensitive to the feelings and emotions of others.

58 Acknowledges when he/she does not know the answer to aquestion and then seeks out the answer.

59 Is easy to approach with a problem or concern.

60 Is clear and concise when communicating.

7 Helps create a positive and optimistic work environment.

8 Encourages and motivates others to be productive.

26 Sees potential in people and encourages them to reach it.

27 Takes time to create an overall plan before beginningprojects.

32 Is accessible to sales team members (i.e., easy to reach,returns calls, etc.).

41 Is fair with all people regardless of their position.

53 Seeks to understand other people’s viewpoints.

30 Organizes his/her time and resources in a way that preventshaving to work in a crisis mode.

50 Trusts sales team members to perform well withoutcontinually checking up on them.

56 Seeks to understand a problem before applying a solution.

18 Accepts responsibility for his/her actions and attitudes,rather than blaming others or making excuses.

42 When making plans that will affect others, involves them inthe planning and decision-making process.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReports


1 2 3 4 5 6 ?

1

1

0

0

0

0

2

2

6

6

0

0

0

0

73

80

60

55

60

60

65

65

80

80

19 Receives complaints or negative feedback without becomingdefensive.

31 When conducting meetings or sales presentations, keepsthe discussion focused on important issues.





A. Your three most positive qualities with regard to overall effectiveness.

Self

I give my best at all times.

I try to help wherever I can.

I work well with my team and motivate them.

Boss

Listens with empathy even when he does not agree with others’ opinions.

Strong sales abilities.

Very even tempered.

Others

Challenges his team.

Great person.

Has a good outlook on life.

Has a great personality.

Helps others enjoy work.

Helps others learn his best techniques.

Is dependable.

Stays on top of the latest trends.

Very hard worker.

Very knowledgeable.

When we are with clients he always builds the customer’s confidence in us.

Willing to help others.





B. The three most important things you could improve to increase your overalleffectiveness.

Self

I need to be more organized.

Need to spend more time at home.

Practice new skills.

Boss

Should dress more in harmony with company standards.

Others

More organized.

Needs to go home on time.

Should take more time off to spend with his great family.Should watch his back when communicating policies.






Self


Boss






The 7 Habits Sales 360° Profile™

Sales Employee Sample Report

Franklin Covey

September 6, 2000

Sales Report


© 2000 Franklin Covey Co. All Rights Reserved. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


WRITTEN COMMENTS 19

CATEGORY REVIEWS

Emotional Bank Account™ 5P/PC Balance™ 6

Be Proactive® 7

Begin With the End in Mind® 8

Put First Things First® 9

Think Win-Win™ 10


. . .Then to be Understood™ 12

Synergize™ 13

Sharpen the Saw™ 14

© 2000 Franklin Covey Co. All Rights Reserved. Kim Report Page 2



INTRODUCTION

Welcome to The 7 Habits Sales 360° Profile™. This tool provides you with valuable feedbackregarding a number of issues related to effectiveness.

The following people contributed to your personal profile: Self 1Boss 1Peers 3Customers 4

Total 9 Detailed instructions for understanding and using the profile are contained in the Action PlanningPlease note, however, that for ease in reading the feedback report, the numerical responses havbeen translated from a scale of one to six to percentages using the following logic:

6 Outstanding 100%5 Very Good 80%4 Good 60%3 Fair 40%2 Poor 20%

1 Very Poor 0% ? Don’t Know ••

Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages. If you have questions regarding your profile or would like to make comments regarding the profilprocess, please contact the Franklin Covey Profile Center at: 1-800-332-6839.

99 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any informage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intendedy for use in the personal development of the individual profiled. Franklin Covey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile report by another than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive

uage when transcribing comments.




TOT

ALS

The 7 Habits® Overview 10 20 30 40 50 60 70 80 90

Customer Peer BossSelf

Others

StronglyDisagree



RelationshipsEmotional

Bank AccountP/PC Balance Be Proactive Begin With the

End in MindPut First

Things FirstThink Win-Win Seek First to

Understand,Then to be


Self

Boss

Peer

Customer

Strongly Agree

Agree

Slightly Agree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0

EmotionalBank Account

P/PC Balance Be Proactive Begin With theEnd in Mind


Think Win-Win Seek First toUnderstand,Then to beUnderstood


49 72 7872

61

68

78

70

49

73

80

69

50

67

77

70

49

63

77

70

48

70

80

77

48

73

77

71

49

67

78

75

51

92

80

69

48

76

76

77

50




TOT

ALS

Emotional BankAccount™

ITEMS

1 Willingly assists and serves people.



4 Has authentic concern for people’sneeds (i.e., avoids insincere flattery).

5 Keeps promises and commitments.

6 Shows courtesy and respect forpeople.

7 Does not speak negatively tocustomers about competitors.

8 Encourages customers to buyproducts or services without makingthem feel pressured or uncomfortable.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



50 60 80

80

58

45 67 80

60

58

50 73 80

80

62

55 67 80

60

62

50 80 80

80

65

50 67 80

60

60

50 80 60

60

62

45 67 80

60

58

49 70 7868

61




TOT

ALS

P/PC Balance™

ITEMS

9 Is concerned with people, not justsales.

10 Is concerned with quality, not justquantity.

11 Appears to balance all aspects of life(i.e., work, family, leisure, etc.) tomaintain overall effectiveness.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



45 67 80

80

58

55 67 80

60

62

50 73 80

80

62

50 69 8073

61




TOT

ALS

Be Proactive ®

ITEMS

12 Focuses efforts on things he/she cando something about, rather than onthings beyond his/her control.

13 Makes the best of difficult situations.

14 Accepts responsibility for his/hermistakes, rather than blaming othersor making excuses.

15 Does not become angry or defensiveat customer complaints.

16 Works to solve problems, rather thanignoring or avoiding them.


10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



55 80 80

60

68

50 73 80

80

62

45 67 80

60

58

50 60 60

80

55

55 73 80

60

65

40 67 80

60

55

49 70 7767

60




TOT

ALS

Begin With theEnd in Mind ®

ITEMS

18 Prepares in advance and is wellorganized for sales calls orpresentations.

19 Works toward long-term solutions, not just temporary "quick fixes."

20 Foresees and prepares for problemsbefore they arise.

21 Appears to have a clear sense ofdirection in life.

22 Does not overpromise or createunrealistic customer expectations.

23 Works with customers to clearlyidentify what the desired outcomes ofhis/her products or services should be.

24 When making a sale, creates clearexpectations for when events willoccur (i.e., delivery times, payments,

etc.).

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



55 87 80

80

70

55 67 80

60

62

45 67 80

60

58

45 67 60

80

55

50 73 80

60

62

45 60 80

60

55

40 73 80

40

58

48 70 7763

60




TOT

ALS

Put First ThingsFirst ®

ITEMS

25 Meets customer requests in a timelymanner.

26 Is disciplined in carrying out plans(i.e., avoids procrastination, busywork,time wasters, etc.).

27 Organizes time and resources in away that reduces having to work in acrisis mode.

28 When giving sales presentations,keeps the discussion focused oncustomer needs and important issues.

29 Is accessible to customers (i.e., easyto reach, returns calls, etc.).

30 Follows up on customer needs afterthe sale.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



50 73 80

60

62

40 87 80

80

62

50 80 80

60

65

55 67 80

80

62

50 80 80

80

65

45 73 80

60

60

48 77 8070

63




TOT

ALS

Think Win-Win™

ITEMS

31 Respects other people’s time.


33 Does not undermine others forpersonal gain.

34 Cooperates with others to achievegoals.

35 When making a sale, works to findalternatives that benefit everyoneinvolved.

36 Acknowledges when products orservices will not meet customer needs(i.e., does not push products thatcustomers do not need).

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



50 73 60

60

60

50 73 80

100

62

50 67 80

60

60

50 60 80

80

58

45 80 80

60

62

50 73 80

80

62

49 71 7773

61




TOT

ALS

Seek First toUnderstand

ITEMS

37 Lets others state feelings and opinionswithout interrupting.

38 Listens to and seeks to understandpeople’s concerns.

39 Is sensitive to the feelings andemotions of others.

40 Seeks to understand a problem beforeapplying a solution.

41 Understands the "world" his/hercustomers live in (i.e., products,industry, budget, constraints, etc.).

42 Acknowledges when he/she does notknow the answer to a question andthen seeks out the answer.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



55 87 80

60

70

50 67 80

80

60

50 73 80

60

62

45 73 80

80

60

50 80 80

60

65

55 80 80

40

68

51 77 8063

64




TOT

ALS

. . .Then to beUnderstood™

ITEMS

43 Is clear and concise whencommunicating.

44 Does not dominate or overpowerpeople during discussions.

45 Expresses ideas and feelings withconfidence.

46 Uses tact and consideration for otherswhen speaking (i.e., is not demeaning,discriminatory, or vulgar).

47 Is not afraid to communicate "badnews" if necessary.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



50 73 80

60

62

50 80 60

80

62

55 73 80

60

65

45 80 80

80

62

55 60 80

80

60

51 73 7672

63




TOT

ALS

Synergize™

ITEMS

48 Creatively looks for alternativeapproaches to meeting customerneeds.

49 Seeks out the knowledge and skills ofothers to better meet customer needs.

50 Supports appropriate ideas suggestedby others.

51 Builds on other people’s ideas, ratherthan merely criticizing or finding fault.

52 Strives to build and improverelationships with people.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



45 53 80

80

52

50 67 80

100

60

45 80 80

100

62

50 67 80

100

60

50 80 80

80

65

48 69 8092

60




TOT

ALS

Sharpen theSaw™

ITEMS

53 Cares for his/her physical health andwell-being.

54 Is current and knowledgeable about theproducts and services he/she sells.

55 Is up-to-date on competitors’ productsand services.

56 Seeks feedback on ways he/she canimprove.

57 Seems to take time to find meaningand enjoyment in life.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Others

StronglyDisagree




Others

StronglyDisagree



50 87 80

80

68

45 87 80

100

65

55 67 80

80

62

45 80 60

60

60

55 67 80

60

62

50 77 7676

64




Frequencies Scores

NO

TES

RankingsandFrequencies


• Others=Average of all Boss, Peer and Customers



Items1 2 3 4 5 6 ?

StronglyDisagree

Strongly Agree Don’tKnow

Customer Peer Boss Others Self

1

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

1

2

2

1

2

3

3

3

3

3

3

3

3

6

5

6

6

5

4

5

5

4

5

5

4

3

1

1

0

0

1

1

0

0

1

0

0

1

2

0

0

0

0

0

0

0

0

0

0

0

0

0

55

55

55

55

50

50

55

50

50

50

55

50

45

87

87

80

80

87

80

73

80

80

80

73

80

87

80

80

80

80

80

80

80

80

80

80

80

80

80

70

70

68

68

68

65

65

65

65

65

65

65

65

80

60

60

40

80

80

60

60

80

60

60

80

100

18 Prepares in advance and is well organized for sales calls orpresentations.

37 Lets others state feelings and opinions without interrupting.

12 Focuses efforts on things he/she can do something about,rather than on things beyond his/her control.

42 Acknowledges when he/she does not know the answer to aquestion and then seeks out the answer.

53 Cares for his/her physical health and well-being.

5 Keeps promises and commitments.

16 Works to solve problems, rather than ignoring or avoidingthem.

27 Organizes time and resources in a way that reduces havingto work in a crisis mode.

29 Is accessible to customers (i.e., easy to reach, returns calls,etc.).

41 Understands the "world" his/her customers live in (i.e.,products, industry, budget, constraints, etc.).

45 Expresses ideas and feelings with confidence.

52 Strives to build and improve relationships with people.

54 Is current and knowledgeable about the products andservices he/she sells.




Frequencies Scores

ItemsStronglyDisagree



1 2 3 4 5 6 ?

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

1

0

0

1

0

0

1

0

0

0

3

4

4

2

3

3

2

4

4

2

3

3

2

3

5

4

5

4

4

5

5

5

5

4

4

4

5

4

5

5

2

4

0

0

0

0

0

0

0

0

0

1

0

1

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

50

55

50

55

50

50

55

50

50

40

55

50

45

50

50

50

73

67

80

67

73

73

67

73

73

87

67

73

80

73

73

73

80

80

60

80

80

80

80

80

80

80

80

80

80

80

80

80

62

62

62

62

62

62

62

62

62

62

62

62

62

62

62

62

80

60

60

60

80

80

60

60

60

80

80

100

60

80

60

60


4 Has authentic concern for people’s needs (i.e., avoidsinsincere flattery).

7 Does not speak negatively to customers about competitors.

10 Is concerned with quality, not just quantity.

11 Appears to balance all aspects of life (i.e., work, family,leisure, etc.) to maintain overall effectiveness.

13 Makes the best of difficult situations.

19 Works toward long-term solutions, not just temporary "quickfixes."

22 Does not overpromise or create unrealistic customerexpectations.

25 Meets customer requests in a timely manner.

26 Is disciplined in carrying out plans (i.e., avoidsprocrastination, busywork, time wasters, etc.).

28 When giving sales presentations, keeps the discussionfocused on customer needs and important issues.


35 When making a sale, works to find alternatives that benefiteveryone involved.

36 Acknowledges when products or services will not meetcustomer needs (i.e., does not push products that customersdo not need).

39 Is sensitive to the feelings and emotions of others.

43 Is clear and concise when communicating.




Frequencies Scores




1 2 3 4 5 6 ?

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

1

0

1

1

0

0

0

1

1

3

3

3

3

2

5

3

4

5

2

2

4

4

4

3

3

5

5

4

5

5

3

4

2

3

5

5

4

3

3

4

4

0

0

1

0

0

0

0

1

0

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

50

45

45

55

55

50

45

50

50

50

45

55

50

50

45

50

80

80

80

67

67

67

73

73

67

67

73

60

67

67

80

60

60

80

80

80

80

80

80

60

80

80

80

80

80

80

60

80

62

62

62

62

62

60

60

60

60

60

60

60

60

60

60

58

80

80

100

80

60

60

60

60

60

80

80

80

100

100

60

80

44 Does not dominate or overpower people during discussions.

46 Uses tact and consideration for others when speaking (i.e.,is not demeaning, discriminatory, or vulgar).

50 Supports appropriate ideas suggested by others.

55 Is up-to-date on competitors’ products and services.

57 Seems to take time to find meaning and enjoyment in life.

6 Shows courtesy and respect for people.

30 Follows up on customer needs after the sale.

31 Respects other people’s time.

33 Does not undermine others for personal gain.

38 Listens to and seeks to understand people’s concerns.

40 Seeks to understand a problem before applying a solution.

47 Is not afraid to communicate "bad news" if necessary.

49 Seeks out the knowledge and skills of others to better meetcustomer needs.

51 Builds on other people’s ideas, rather than merely criticizingor finding fault.

56 Seeks feedback on ways he/she can improve.

1 Wil lingly assists and serves people.




Frequencies Scores




1 2 3 4 5 6 ?

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

1

1

0

1

1

2

0

0

1

1

1

2

4

4

5

4

4

3

5

6

5

4

5

3

3

3

3

3

3

3

3

2

2

3

2

3

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

45

45

45

45

45

40

50

50

40

45

45

45

67

67

67

67

67

73

60

60

67

67

60

53

80

80

80

80

80

80

80

60

80

60

80

80

58

58

58

58

58

58

58

55

55

55

55

52

60

60

80

60

60

40

80

80

60

80

60

80


8 Encourages customers to buy products or services withoutmaking them feel pressured or uncomfortable.

9 Is concerned with people, not just sales.

14 Accepts responsibility for his/her mistakes, rather thanblaming others or making excuses.

20 Foresees and prepares for problems before they arise.

24 When making a sale, creates clear expectations for whenevents will occur (i.e., delivery times, payments, etc.).

34 Cooperates with others to achieve goals.

15 Does not become angry or defensive at customercomplaints.


21 Appears to have a clear sense of direction in life.

23 Works with customers to clearly identify what the desiredoutcomes of his/her products or services should be.

48 Creatively looks for alternative approaches to meetingcustomer needs.





A. Your three most positive qualities with regard to overall effectiveness.

Self

I get along well with people.

I like a challange.

I look for ways I can help.

Boss


Others






B. The three most important things you could improve to increase your overalleffectiveness.

Self

I have trouble relating to some people.

I need to plan my time better.

BossNo comments given in this area.

Others







Self


Boss


Others





Helping Clients Succeed Profile

Sample ReportHelping Clients Succeed Program

April 18, 2001


©2001 Franklin Covey Co. All rights reserved. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


WRITTEN COMMENTS 18

Foundational Principles 5-6Opportunity 7-8

Resources 9

Decision Process 10

Exact Solution 11

Relationship 12

Overall 13

©2001 Franklin Covey Co. All rights reserved. Sample Report – Page 2



INTRODUCTION

Welcome to The Franklin Covey 360° Profile™. This tool provides you with valuablefeedback regarding a number of issues related to effectiveness.


Self 1Manager 1Colleagues 4Clients 3 Total 9

Please note that all responses received in your behalf (from Strongly Disagree to StronglyAgree) were converted to a six-point scale. The numeric scale of 1 to 6 was then translatedinto a percentage in the following manner:

6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%

1 Strongly Disagree 0% ? Don’t Know ••



© 2001 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of FranklinCovey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in thepersonal development of the individual profiled. Franklin Covey Co. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any othermanner. Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the writtenpermission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribingcomments.




TOT

ALS

HELPINGCLIENTS

SUCCEEDOVERVIEW

10 20 30 40 50 60 70 80 90

Cl ien t Co lleague Manager

Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

RELATIONSHIPS Principles Opportunity Resources Decision Solution Relationship Overall

Self

Manager

Colleague

Client

StronglyAgree

Agree

SlightlyAgree

SlightlyDisagree

Disagree

StronglyDisagree

100

80

60

40

20

0

Principles Opportunity Resources Decision Solution Relationship Overall

56 75 6560

67

57

59

74

56

63

66

73

58

50

80

78

53

50

65

72

57

69

69

77

57

70

70

79

58

60

47

74

56




TOT

ALS

FoundationalPrinciples

ITEMS

1 Seems intent on meeting the client ’scompany’s best interests first, ratherthan his/her own best interests.

2 Does not use manipulative salestechniques.

3 Does not pressure the client to buyproducts or services beyond his/herneeds.

4 Creates a trusting environment wherethe client can freely share without fearthat what he/she says will be usedagainst him/her.

5 Clarifies the client’s use of words andphrases that may not have precisemeaning.

6 Does not dominate conversations withthe client.

7 Does not interrupt when the client istalking.

8 Asks one precise question at a time,then waits for a response.

9 Asks questions to ensure his/herunderstanding is accurate.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

40 80 40

60

63

53 80 80

60

70

60 80 60

40

70

53 80 40

60

65

60 80 80

60

72

60 70 60

60

65

53 75 40

80

62

60 80 60

80

70

53 75 40

60

62

56 74 5957

65




FoundationalPrinciples

ITEMS

10 Asks questions to ensure his/herunderstanding is complete.

11 Is an exceptional listener.

12 Is exceptional at asking relevantquestions (i.e., asks the right questionsat the right time).

13 Is confident in who he/she is and doesnot overtly try to gain approval oracceptance in order to get his/her ownego needs met.

14 Is not defensive when challenged bythe client.

15 Does not become too aggressive in thequestions he/she asks.

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

53 65 60

40

60

60 75 80

60

70

53 55 80

60

58

60 80 60

60

69

53 73 40

40

60

60 67 60

40

63

(CONTINUED)




TOT

ALS

Opportunity

ITEMS

16 Does not talk about his/her solutionsbefore understanding what the client istrying to accomplish.

17 Does not talk about the advantages ofhis/her solutions too early in theconversation.

18 When discussing the client’s needs,the consultant brings out ALL of theclient’s relevant issues, not just thefirst one or two that come up.

19 Consultant helps the client identify thehighest leverage issues that impact theclient’s business.

20 Helps the client discuss his/her issuesin depth, in order of their importance.

21 When the client states an importantproblem, the consultant helps him/herfind or think through the informationthat proves the problem exists.

22 When the client states that he/shewants a particular result, theconsultant gets a clear measurement

of how the result will be achieved.

23 Is skilled in helping the client estimatethe financial impact of not solving aproblem.

24 Is skilled in helping the client estimatethe financial impact of achieving aparticular result.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

60 75 40

60

65

53 70 60

60

62

60 80 80

80

72

60 65 80

60

65

60 65 80

80

65

53 75 80

60

68

60 70 60

40

65

60 80 40

60

68

60 75 60

80

68

58 73 6663

66




Opportunity

ITEMS

25 At the end of conversations with thisconsultant, the client feels confident inpresenting a strong business case forhis/her recommendations.

26 Thinks beyond the immediate impactof the proposed intervention byexploring who or what else in thecompany would be affected.

27 Works to make sure proposedsolutions are tied to the client ’scompany’s overall key initiatives andstrategies.

28 Explores with the client what hasprevented a successful solution in thepast or what might prevent one in thefuture.

29 Helps the client address issues arisingfrom people who may be negativelyimpacted by the decision.

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

53 65 80

60

62

60 60 80

40

62

60 75 60

60

68

53 80 40

80

65

60 80 80

60

72

(CONTINUED)




TOT

ALS

Resources

ITEMS

30 Encourages the client to discuss areasonable budget for a solution beforethe final solution is proposed.

31 Diplomatically challenges the client’sbeliefs regarding resources (time,people, money, etc.) that don’t appearrealistic.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

53 80 80

40

70

53 75 80

60

68

53 78 8050

69




TOT

ALS

DecisionProcess

ITEMS

32 Helps the client find or think throughevery step that his/her organizationmust take to make a well-informeddecision.

33 Helps the client establish a realistictimetable for each decision step,including the final decision.

34 Before preparing a solution, theconsultant prepares the client to speakwith each person who may influencethe decision.

35 Does not hesitate to ask the client’sviews on alternative solutionsavailable inside and outside of his/hercompany.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

53 75 80

40

68

60 70 60

60

65

60 73 40

40

63

53 70 80

60

65

57 72 6550

65




TOT

ALS

Exact Solution

ITEMS

36 Before presenting potential solutions,the consultant obtains agreement onthe desired objectives from all keypeople.

37 Includes ALL participants interactivelyin presentations.

38 Presents his/her proposed solutionclearly.

39 Presents his/her proposed solutionpersuasively.

40 Demonstrates strong grouppresentation skills.

41 Demonstrates strong group facilitationskills.

42 Uncovers and explicitly discusses alldoubts and concerns about his/herproposed solution.

43 Is non-defensive and yet convincingwhen resolving concerns about doingbusiness with the client.

44 Does not become too pushy in tellingthe client what he/she should do.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

60 85 80

80

75

60 75 80

80

70

53 75 60

80

65

53 65 60

80

60

53 75 60

60

65

60 85 80

40

75

60 80 80

60

72

53 67 40

80

57

60 80 80

60

72

57 77 6969

68




TOT

ALS

Relationship

ITEMS

45 Once the solution is adopted, theconsultant ensures there is a mutuallyagreed upon implementation plan.

46 Works with the client to developcontingency plans to deal with theunexpected (e.g., impediments,missed expectations, changes in cost,personnel, timing, etc.).

47 Does not disappear after the sale, butremains committed to achievingdesired outcomes.

48 Searches for additional ways he/shecan add value to the client’s business.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

60 75 60

60

68

53 75 60

80

65

60 85 80

80

75

60 80 80

60

72

58 79 7070

70




TOT

ALS

Overall

ITEMS

49 Understands the client’s business.

50 Understands his/her products andservices well.

51 Builds convincing business cases forhis/her solutions.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree


Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

53 70 40

60

60

60 73 60

60

66

53 80 40

60

63

56 74 4760

63




FREQUENCIES SCORES

NO

TES

RANKINGSAND

FREQUENCIES


• Others=Average of all Manager, Colleague and Client



ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

Client Colleague Manager Others Self

1

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

1

0

0

1

1

0

1

1

2

2

2

2

2

1

2

2

4

3

6

6

5

4

4

4

4

5

5

4

5

3

3

2

1

2

2

2

2

2

1

1

2

1

0

0

0

0

0

0

0

0

0

0

0

0

0

60

60

60

60

60

60

60

60

60

53

60

60

60

85

85

85

80

80

80

80

80

80

80

80

80

75

80

80

80

80

80

80

80

80

80

80

60

60

80

75

75

75

72

72

72

72

72

72

70

70

70

70

80

40

80

60

80

60

60

60

60

60

40

80

60

36 Before presenting potential solutions, the consultant obtainsagreement on the desired objectives from all key people.

41 Demonstrates strong group facilitation skills.

47 Does not disappear after the sale, but remains committed toachieving desired outcomes.

5 Clarifies the client’s use of words and phrases that may nothave precise meaning.

18 When discussing the cl ient’s needs, the consultant bringsout ALL of the client’s relevant issues, not just the first one ortwo that come up.

29 Helps the client address issues arising from people who maybe negatively impacted by the decision.

42 Uncovers and explicitly discusses all doubts and concernsabout his/her proposed solution.

44 Does not become too pushy in telling the client what he/sheshould do.

48 Searches for additional ways he/she can add value to theclient’s business.

2 Does not use manipulative sales techniques.

3 Does not pressure the client to buy products or servicesbeyond his/her needs.

8 Asks one precise question at a time, then waits for aresponse.

11 Is an exceptional l istener.




FREQUENCIES SCORES


StronglyAgree

Don’tKnow


1 2 3 4 5 6 ?

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

1

0

0

0

1

0

0

1

0

1

0

1

1

1

2

3

2

3

3

3

3

3

3

2

4

2

4

1

5

6

4

4

3

3

4

4

2

4

3

4

3

4

3

5

1

1

1

1

2

2

1

1

2

1

1

1

1

1

1

1

0

0

1

0

0

0

0

0

0

0

1

0

0

0

0

0

53

60

60

53

60

60

60

53

53

60

60

53

60

60

60

60

80

75

80

75

80

75

75

75

75

75

73

80

70

75

65

65

80

80

60

80

40

60

60

80

80

60

60

40

60

40

80

80

70

70

69

68

68

68

68

68

68

68

66

65

65

65

65

65

40

80

60

60

60

80

60

60

40

60

60

60

60

60

60

80

30 Encourages the client to discuss a reasonable budget for asolution before the final solution is proposed.

37 Includes ALL participants interactively in presentations.

13 Is confident in who he/she is and does not overtly try to gainapproval or acceptance in order to get his/her own ego needsmet.

21 When the client states an important problem, the consultanthelps him/her find or think through the information that provesthe problem exists.

23 Is skilled in helping the client estimate the financial impactof not solving a problem.

24 Is skilled in helping the client estimate the financial impactof achieving a particular result.

27 Works to make sure proposed solutions are tied to theclient’s company’s overall key initiatives and strategies.

31 Diplomatically challenges the client’s beliefs regardingresources (time, people, money, etc.) that don’t appearrealistic.

32 Helps the client find or think through every step that his/herorganization must take to make a well-informed decision.

45 Once the solution is adopted, the consultant ensures there isa mutually agreed upon implementation plan.

50 Understands his/her products and services well.

4 Creates a trusting environment where the client can freelyshare without fear that what he/she says will be used againsthim/her.

6 Does not dominate conversations with the client.

16 Does not talk about his/her solutions before understandingwhat the client is trying to accomplish.

19 Consultant helps the client identify the highest leverageissues that impact the client’s business.

20 Helps the client discuss his/her issues in depth, in order oftheir importance.




FREQUENCIES SCORES


StronglyAgree

Don’tKnow


1 2 3 4 5 6 ?

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

0

0

0

1

1

2

1

1

1

0

0

2

3

2

4

4

3

4

3

1

3

1

2

2

3

5

5

2

3

3

3

3

4

3

4

5

2

3

3

4

3

2

2

3

1

2

1

1

1

1

1

0

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

1

1

1

1

0

0

0

0

0

60

53

60

53

53

53

53

40

60

60

53

53

53

53

53

60

70

80

70

70

75

75

75

80

67

73

80

75

75

70

65

60

60

40

60

80

60

60

60

40

60

40

40

40

40

60

80

80

65

65

65

65

65

65

65

63

63

63

63

62

62

62

62

62

40

80

60

60

80

60

80

60

40

40

60

80

60

60

60

40

22 When the client states that he/she wants a particular result,the consultant gets a clear measurement of how the resultwill be achieved.

28 Explores with the client what has prevented a successfulsolution in the past or what might prevent one in the future.

33 Helps the client establish a realistic timetable for eachdecision step, including the final decision.

35 Does not hesitate to ask the client’s views on alternativesolutions available inside and outside of his/her company.

38 Presents his/her proposed solution clearly.

40 Demonstrates strong group presentation skills.

46 Works with the client to develop contingency plans to dealwith the unexpected (e.g., impediments, missedexpectations, changes in cost, personnel, timing, etc.).

1 Seems intent on meeting the cl ient’s company’s bestinterests first, rather than his/her own best interests.

15 Does not become too aggressive in the questions he/sheasks.

34 Before preparing a solution, the consultant prepares theclient to speak with each person who may influence thedecision.

51 Builds convincing business cases for his/her solutions.

7 Does not interrupt when the client is talking.

9 Asks questions to ensure his/her understanding is accurate.

17 Does not talk about the advantages of his/her solutions tooearly in the conversation.

25 At the end of conversations with this consultant, the clientfeels confident in presenting a strong business case forhis/her recommendations.

26 Thinks beyond the immediate impact of the proposedintervention by exploring who or what else in the companywould be affected.




FREQUENCIES SCORES


StronglyAgree

Don’tKnow


1 2 3 4 5 6 ?

1

1

1

1

2

1

0

0

1

0

0

0

2

2

0

1

0

1

3

2

2

4

3

3

2

2

4

2

3

2

1

1

1

1

1

1

0

1

0

0

0

1

53

53

53

53

53

53

65

73

65

70

55

67

60

40

60

40

80

40

60

60

60

60

58

57

40

40

80

60

60

80

10 Asks questions to ensure his/her understanding is complete.

14 Is not defensive when challenged by the client.

39 Presents his/her proposed solution persuasively.

49 Understands the client’s business.

12 Is exceptional at asking relevant questions (i.e., asks theright questions at the right time).

43 Is non-defensive and yet convincing when resolvingconcerns about doing business with the client.





A. Please list the consultant’s greatest business development strengths.

Self

I can be convincing when needed.

I have a good sense for where problem areas might be.

I listen closely to the needs of my clients.

Boss

Has a great work ethic.

Others






B. Please list areas the consultant could improve to better help clients.

Self

I need to be more organized.

Boss

Could use a little more knowledge in the technical industry.

Others






C. Please give examples or elaborate on the 3 lowest responses you gave on questions 1-51.

Self


Boss


Others





The 7 Habits/4 Roles 360° Profile

Managerial ReportSample 7 Habits/4 Roles Profile

August 11, 1999


© 1999 Franklin Covey Co. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


WRITTEN COMMENTS 26

CATEGORY REVIEWS

EMOTIONAL BANK ACCOUNT 5P/PC BALANCE 6

BE PROACTIVE 7

BEGIN WITH THE END IN MIND 8

PUT FIRST THINGS FIRST 9

THINK WIN-WIN 10

SEEK FIRST TO UNDERSTAND 11

THEN TO BE UNDERSTOOD 12

SYNERGIZE 13

SHARPEN THE SAW 14PATHFINDING 15

ALIGNING 16

EMPOWERING 17

MODELING 18

© 1999 Franklin Covey Co. Managerial Report Page 2



INTRODUCTION

Welcome to The Franklin Covey 360° Profile™. This tool provides you with valuable feedbackregarding a number of issues related to effectiveness.


Self 1Boss 1Peers 4Direct Reports 3 Total 9

Detailed instructions for understanding and using this 360° Profile™ are contained in the "Profilesection of your training manual. Please note that all responses received in your behalf (from StroDisagree to Strongly Agree) were converted to a six-point scale. The numeric scale of 1 to 6 wasthen translated into a percentage in the following manner:

6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%

2 Disagree 20%1 Strongly Disagree 0% ? Don’t Know ••


If you have questions or would like to make comments regarding the profile process, please conThe Profile Center at: 1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic ormechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin Covey Cresponsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personal development of the individual profiled. FraC. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360°Profile™ report by any party other thanintended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical eto omit inappropriate or abusive language when transcribing comments.




TOT

ALS

Level ofInfluence

Overview

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



Categories EBA P/PC Hab 1 Hab 2 Hab 3 Hab 4 Hab 5 Hab 6 Hab 7 Path Align Emp Model

Self

Boss

Peer

Direct Report

StronglyAgree

Agree

Slightly Agree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0

EBA P/PC Hab 1 Hab 2 Hab 3 Hab 4 Hab 5 Hab 6 Hab 7 Path Align Emp Model

80 83 8782

82

83

80

87

87

80

80

84

76

83

97

84

80

76

76

77

64

80

93

75

71

83

90

84

86

83

84

81

82

83

83

80

82

83

100

83

84

80

91

86

81

80

88

82

81

80

75

82

80

89

94

92

80




TOT

ALS

EMOTIONALBANK ACCOUNT

Items

1 Willingly helps people.

2 Follows through on commitments.

3 Shows courtesy toward people.

4 Is loyal to those who are absent (i.e.,does not criticize people behind theirbacks).

5 Is honest with people.

6 Keeps confidences.


10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



93 90 80

80

90

87 90 80

80

88

87 90 100

100

90

73 80 60

80

75

93 90 80

80

90

87 87 80

80

86

87 80 80

80

82

87 87 8083

86




TOT

ALS

P/PC BALANCE

Items

8 Makes cost-effective use of resources.

9 Is a hard worker.

10 Balances all aspects of life (e.g., work,leisure, family) to maintain overalleffectiveness.

11 Influences others to be productive.

12 Does not push people to work beyonda reasonable limit.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



73 80 80

80

78

80 95 100

80

90

80 87 60

80

80

67 80 80

80

75

80 80 80

80

80

76 84 8080

81




TOT

ALS

BE PROACTIVE

Items


14 Works to solve problems rather thanavoiding them.

15 Focuses on things he/she can dosomething about rather than on thingsbeyond his/her control.

16 Maintains self-control, even in difficultor emotional circumstances.

17 Does the “right” thing, even if it isunpopular.

18 Is decisive when a decision is needed.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



67 95 100

80

85

87 90 100

80

90

73 80 100

80

80

87 75 80

80

80

87 85 100

80

88

80 80 100

100

82

80 84 9783

84




TOT

ALS

BEGIN WITH THEEND IN MIND

Items

19 Begins projects with a clearunderstanding of desired outcomes.

20 Displays a sense of direction in life.

21 Plans ahead to reduce having to workin a crisis mode

22 Anticipates how his/her decisionsimpact others.

23 Is organized when conductingmeetings.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



67 80 80

60

75

73 80 80

80

78

53 80 80

80

70

67 70 60

80

68

60 75 80

80

70

64 77 7676

72




TOT

ALS

PUT FIRSTTHINGS FIRST

Items

24 Prioritizes work so time is spent onthe most important issues.

25 Is punctual (i.e., on time forappointments, meetings, etc.).

26 Is disciplined in carrying out plans(i.e., avoids procrastination).

27 Respects people’s time (i.e., does notwaste others’ time with trivialinterruptions).

28 Responds to requests in a timelymanner.

29 Is organized in handling multiple tasksand projects.

30 Sets reasonable deadlines so othershave sufficient time to respond.

31 Keeps his/her work group focused onpriorities.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



70 80 80

80

77

93 70 100

80

82

67 75 100

80

75

73 75 100

80

78

60 75 100

80

72

80 75 100

80

80

60 75 80

80

70

73 80 80

80

78

71 75 9380

76




TOT

ALS

THINK WIN-WIN

Items

32 Is fair with all people (i.e., does notshow favoritism).

33 Works to find win-win solutions.

34 Does what is best for the entireorganization, not just his/her owninterests.

35 Has the courage to say “no” whenappropriate.

36 Shares credit and recognition forsuccesses.

37 Does not pressure people tocompromise personal values.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



87 80 80

100

82

80 80 80

80

80

93 85 100

80

90

87 90 100

80

90

93 90 100

80

92

70 80 80

80

77

86 84 9083

86




TOT

ALS

SEEK FIRST TOUNDERSTAND

Items

38 Listens without interrupting.

39 Is sensitive to people’s feelings.

40 Seeks to understand people’sviewpoints.

41 Seeks to understand problems beforeattempting to solve them.

42 Is easy to approach with a concern.

43 Spends enough one-on-one time withindividuals in his/her work group.

44 Understands what is going on inhis/her work group.

45 Understands issues outside his/herwork group (e.g., other departments,product trends, competition).

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



87 80 60

80

80

80 85 60

80

80

80 80 80

80

80

73 85 80

80

80

87 80 100

100

85

80 75 60

80

75

73 80 80

80

78

87 80 100

80

85

81 81 7883

80




TOT

ALS

THEN TO BEUNDERSTOOD

Items

46 Communicates clearly and concisely.

47 Does not dominate discussions.

48 Expresses viewpoints with confidence.

49 Is considerate when communicating.

50 Is straight forward whencommunicating.

51 Informs people regarding importantmatters.

52 Shows appreciation for positiveperformance.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



73 85 100

80

82

80 70 60

80

72

87 85 80

80

85

80 75 100

80

80

80 75 100

80

80

93 90 100

80

92

87 95 100

100

92

83 82 9183

84




TOT

ALS

SYNERGIZE

Items

53 Seeks out the strengths of others to getthings done.

54 Networks with people outside his/herwork group.

55 Values differences in people.

56 Involves people when making plansthat will affect them.

57 Encourages and supports creativityand innovation.

58 Supports people in taking responsiblerisks.

59 Builds teamwork by maximizing thetalents of his/her work group.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



80 85 80

80

82

60 90 80

80

83

80 75 80

80

78

87 80 80

80

82

87 80 80

80

82

87 75 100

80

82

80 75 80

100

78

82 80 8383

81




TOT

ALS

SHARPEN THESAW

Items

60 Cares for his/her physical well-being.

61 Is competent in his/her field of work.

62 Takes time to find enjoyment andmeaning in life.

63 Takes steps to improve his/herleadership abilities.

64 Seeks feedback on ways he/she canimprove.

65 Strives to improve his/her work groupperformance.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



80 80 100

80

83

80 90 100

100

88

87 73 100

80

83

87 87 100

80

89

87 75 100

80

82

87 90 100

80

90

84 83 10083

86




TOT

ALS

PATHFINDING

Items

66 Understands stakeholder (employee,customer, supplier, investor, etc.)needs.

67 Looks for better ways to meetstakeholder needs.

68 Ensures that team membersunderstand the organization’s mission.

69 Helps individual team membersunderstand how their contributionssupport the overall purpose of theorganization.

70 Demonstrates personal commitmentto the values of the organization.

71 Ensures that his/her work group has aclear sense of direction.

72 Communicates organizational strategyto the team.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



87 93 100

80

91

67 93 80

80

80

80 80 80

80

80

80 80 80

80

80

93 95 100

80

95

80 90 100

80

88

80 75 100

80

80

81 86 9180

85




TOT

ALS

ALIGNING

Items

73 Achieves smooth work flow througheffective coordination.

74 Eliminates unnecessary procedures.

75 Eliminates unnecessary hierarchy.

76 Helps to ensure that people areproperly trained.

77 Works toward long-term solutions, not just “quick fixes.”

78 Ensures that people have theinformation they need to do their jobs.

79 Encourages and supports thedevelopment of others.

80 Recognizes how changing one part ofthe system impacts other parts.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



73 80 80

80

78

73 70 80

80

72

87 70 80

80

78

80 85 100

80

85

87 95 100

80

92

87 85 100

80

88

87 90 80

80

88

70 80 80

80

77

81 82 8880

82




TOT

ALS

EMPOWERING

Items

81 Delegates work that ought to be doneby others.

82 Encourages people without beingcontrolling.

83 Gives people flexibility to determinethe best methods for accomplishingassignments.

84 Is flexible and open-minded in tryingnew ideas.

85 Sets clear expectations withindividuals when assigning tasks.

86 Provides regular feedback on how wellpeople perform their jobs.

87 Seeks input from others when makingdecisions that will affect them.

88 Ensures that people have theresources to complete their jobs.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



80 75 80

100

78

87 80 60

80

80

87 85 80

80

85

80 85 60

80

80

73 80 80

80

78

80 85 80

80

82

73 85 80

60

80

80 80 80

80

80

80 82 7580

80




TOT

ALS

MODELING

Items

89 Has earned the trust of others.

90 Receives negative feedback withoutbecoming defensive.

91 Leads by example.

92 Does not undermine others forpersonal gain.

93 Accepts responsibility for his/heractions rather than making excuses.

94 Cares about others and tries to buildlasting friendships.

95 Produces high-quality work.

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree



DirectReport

Peer BossSelf

Others

StronglyDisagree



80 85 100

100

85

73 93 80

80

83

73 90 80

100

82

87 95 100

80

92

93 90 100

80

92

80 95 100

80

91

70 95 100

100

89

80 92 9489

88




Frequencies Scores

NO

TES






Items1 2 3 4 5 6 7

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

3

4

4

3

4

4

4

4

4

5

4

5

3

6

5

5

6

5

5

5

4

4

4

5

4

5

0

0

0

0

0

0

0

1

1

0

0

0

0

93

93

93

87

87

87

93

87

80

93

87

93

80

95

90

90

95

95

95

90

93

95

90

90

90

95

100

100

100

100

100

100

100

100

100

80

100

80

100

95

92

92

92

92

92

92

91

91

90

90

90

90

80

80

80

100

80

80

80

80

80

80

100

80

80

70 Demonstrates personal commitment to the values of theorganization.

36 Shares credit and recognition for successes.

51 Informs people regarding important matters.

52 Shows appreciation for positive performance.

77 Works toward long-term solutions, not just “quick fixes.”

92 Does not undermine others for personal gain.

93 Accepts responsibility for his/her actions rather than makingexcuses.

66 Understands stakeholder (employee, customer, supplier,investor, etc.) needs.

94 Cares about others and tries to build lasting friendships.

1 Willingly helps people.

3 Shows courtesy toward people.

5 Is honest with people.

9 Is a hard worker.




Frequencies Scores

Items StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 7

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

1

0

0

0

0

0

1

0

2

1

0

5

3

5

5

5

2

6

6

5

6

6

4

6

3

4

7

4

5

4

4

3

5

3

3

4

3

3

4

2

4

4

2

0

0

0

0

1

1

0

0

0

0

0

0

1

0

0

0

87

93

87

87

87

70

87

87

80

80

87

87

87

67

87

87

90

85

90

90

87

95

90

85

90

90

85

90

87

95

80

80

100

100

100

100

100

100

80

100

100

100

100

80

80

100

100

100

90

90

90

90

89

89

88

88

88

88

88

88

86

85

85

85

80

80

80

80

80

100

80

80

100

80

80

80

80

80

100

80

14 Works to solve problems rather than avoiding them.

34 Does what is best for the entire organization, not just his/herown interests.

35 Has the courage to say “no” when appropriate.

65 Strives to improve his/her work group performance.

63 Takes steps to improve his/her leadership abilities.

95 Produces high-quality work.

2 Follows through on commitments.

17 Does the “right” thing, even if it is unpopular.

61 Is competent in his/her field of work.

71 Ensures that his/her work group has a clear sense ofdirection.

78 Ensures that people have the information they need to dotheir jobs.

79 Encourages and supports the development of others.

6 Keeps confidences.


42 Is easy to approach with a concern.

45 Understands issues outside his/her work group (e.g., otherdepartments, product trends, competition).




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 7

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

0

1

0

2

0

0

1

1

1

2

1

1

1

1

1

7

7

5

6

2

4

4

5

6

5

4

5

6

6

6

6

2

2

3

3

3

3

3

2

2

3

3

3

2

2

2

2

0

0

0

0

2

1

1

1

0

0

0

0

0

0

0

0

87

80

87

80

60

80

87

73

87

80

93

87

73

80

87

87

85

85

85

85

90

80

73

93

80

80

70

80

85

85

80

80

80

100

80

100

80

100

100

80

80

100

100

80

100

80

80

80

85

85

85

85

83

83

83

83

82

82

82

82

82

82

82

82

80

80

80

100

80

80

80

80

80

100

80

100

80

80

80

80

48 Expresses viewpoints with confidence.

76 Helps to ensure that people are properly trained.

83 Gives people flexibility to determine the best methods foraccomplishing assignments.

89 Has earned the trust of others.

54 Networks with people outside his/her work group.

60 Cares for his/her physical well-being.

62 Takes time to find enjoyment and meaning in life.

90 Receives negative feedback without becoming defensive.


18 Is decisive when a decision is needed.

25 Is punctual (i.e., on time for appointments, meetings, etc.).

32 Is fair with all people (i.e., does not show favoritism).

46 Communicates clearly and concisely.

53 Seeks out the strengths of others to get things done.

56 Involves people when making plans that will affect them.

57 Encourages and supports creativity and innovation.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 7

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

2

1

0

2

1

1

2

1

2

1

1

1

1

5

5

8

3

6

8

5

4

5

5

7

4

7

7

7

7

3

3

1

4

1

0

2

3

1

2

1

2

1

1

1

1

0

0

0

0

1

1

0

0

2

0

0

1

0

0

0

0

87

87

80

73

80

80

73

87

80

80

87

80

80

73

80

80

75

75

85

90

87

80

80

75

75

80

80

85

80

85

75

75

100

100

80

80

60

80

100

80

100

80

60

60

80

80

100

100

82

82

82

82

80

80

80

80

80

80

80

80

80

80

80

80

80

80

80

100

80

80

80

80

80

80

80

80

80

80

80

80

58 Supports people in taking responsible risks.

64 Seeks feedback on ways he/she can improve.

86 Provides regular feedback on how well people perform their jobs.

91 Leads by example.

10 Balances all aspects of life (e.g., work, leisure, family) tomaintain overall effectiveness.

12 Does not push people to work beyond a reasonable limit.

15 Focuses on things he/she can do something about ratherthan on things beyond his/her control.

16 Maintains self-control, even in difficult or emotionalcircumstances.

29 Is organized in handling multiple tasks and projects.

33 Works to find win-win solutions.

38 Listens without interrupting.

39 Is sensit ive to people’s feelings.

40 Seeks to understand people’s viewpoints.

41 Seeks to understand problems before attempting to solvethem.

49 Is considerate when communicating.

50 Is straight forward when communicating.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 7

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

1

0

0

0

0

2

0

0

1

0

0

2

0

1

0

1

1

3

1

2

2

0

2

1

0

1

2

4

9

7

6

4

4

4

7

6

6

4

6

8

7

7

6

2

0

1

2

3

3

2

1

1

1

3

1

0

1

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

67

80

80

80

87

80

73

80

73

73

73

73

73

80

80

73

93

80

80

75

80

85

85

80

80

80

75

80

80

75

75

80

80

80

80

100

60

60

80

80

80

80

100

80

80

80

80

80

80

80

80

80

80

80

80

80

78

78

78

78

78

78

78

78

80

80

80

80

80

80

60

80

80

80

80

80

80

80

100

80

67 Looks for better ways to meet stakeholder needs.

68 Ensures that team members understand the organization’smission.

69 Helps individual team members understand how theircontributions support the overall purpose of the organization.

72 Communicates organizational strategy to the team.

82 Encourages people without being controlling.

84 Is flexible and open-minded in trying new ideas.

87 Seeks input from others when making decisions that willaffect them.

88 Ensures that people have the resources to complete their jobs.

8 Makes cost-effective use of resources.

20 Displays a sense of direction in life.

27 Respects people’s time (i.e., does not waste others ’ timewith trivial interruptions).

31 Keeps his/her work group focused on priorities.

44 Understands what is going on in his/her work group.

55 Values differences in people.

59 Builds teamwork by maximizing the talents of his/her workgroup.

73 Achieves smooth work flow through effective coordination.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 7

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

0

1

0

0

0

0

0

0

0

1

0

1

0

0

2

2

0

1

2

1

1

2

3

3

4

2

2

2

1

1

1

1

6

4

6

6

6

5

5

5

4

4

7

5

6

6

5

5

2

3

1

0

0

1

1

1

1

2

0

1

1

1

1

1

0

0

0

2

2

1

0

0

0

0

0

0

0

0

0

0

87

80

73

70

70

70

73

67

67

67

80

60

80

73

53

60

70

75

80

80

80

80

80

80

80

75

75

75

70

70

80

75

80

80

80

80

80

80

60

80

80

100

60

100

60

80

80

80

78

78

78

77

77

77

75

75

75

75

75

72

72

72

70

70

80

100

80

80

80

80

80

80

60

80

80

80

80

80

80

80

75 Eliminates unnecessary hierarchy.

81 Delegates work that ought to be done by others.

85 Sets clear expectations with individuals when assigningtasks.

24 Prioritizes work so time is spent on the most importantissues.

37 Does not pressure people to compromise personal values.

80 Recognizes how changing one part of the system impactsother parts.

4 Is loyal to those who are absent (i.e., does not criticizepeople behind their backs).

11 Influences others to be productive.

19 Begins projects with a clear understanding of desiredoutcomes.

26 Is disciplined in carrying out plans (i.e., avoidsprocrastination).

43 Spends enough one-on-one time with individuals in his/herwork group.

28 Responds to requests in a timely manner.

47 Does not dominate discussions.

74 Eliminates unnecessary procedures.

21 Plans ahead to reduce having to work in a crisis mode

23 Is organized when conducting meetings.




Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 7

0

0

0

0

1

1

2

3

6

5

0

0

0

0

60

67

75

70

80

60

70

68

80

80

30 Sets reasonable deadlines so others have sufficient time torespond.

22 Anticipates how his/her decisions impact others.





A. The three most positive qualities with regard to your overall effectiveness.

Self

I am good at team building and moving a team towards a goal.

I look for creative solutions to problems.

Boss

Commitment to excellence.

Determination.

Vision--personal and professional.

Others

Conveys a positive winning attitude to an organization.

Dedicated.

Delegates effectively and creates an atmosphere conducive to teamwork andcooperation.

Does an excellent job in communicating the mission and goals of the organization.

Excellent leader.

Excellent team builder.

Good sense of humor.

Knowledgeable.

Loyal.

Understanding.

Very intelligent.





B. The three most important things you could improve on to increase your overalleffectiveness.

Self

Be more open to others’ ideas and opinions.

Be committed to firm’s agendas, rather than mine.

Boss

Focus on working on important things.

Identifying people skills.

Others

Better listener.

Better understanding of the business.

Coaching new employees.

Delegate more work to other people.

Give more feedback.

Leave work issues and stress at work.

Less or shorter meetings.

Needs to develop leadership skills.

Needs to express information clearly and in terms understandable to the listener.

Needs to set and inform co-workers of goals and expectations of his organization.

Strategic direction.

Take comments less personally.

Take criticism nondefensively.





C. Clarifications to items in the survey or comments related to your effectiveness that werenot addressed in the profile.

Self


Boss






The 7 Habits 360° Profile™

7 Habits Managerial ScoresAverages from 53,470 Manager Profiles

Aggregate Profile


1958 South 950 East, Provo, Utah 84606 (800)332-6839

©1999 Franklin Covey Co. Printed on Recycled Paper



CONTENTS

INTRODUCTION 3

OVERVIEW 4


CATEGORY REVIEWS

Emotional Bank Account® 5P/PC Balance® 6

Be Proactive® 7

Begin with the End in Mind® 8

Put First Things First® 9

Think Win-Win® 10


... Then to Be Understood® 12

Synergize® 13

Sharpen the Saw® 14

©1999 Franklin Covey Co. – Page 2



INTRODUCTION

Welcome toThe 7 Habits 360° Profile™ Aggregate. This profile provides you with valuablefeedback regarding a number of issues related to effectiveness. . The following people contributed to this aggregate profile:

Self 49836Boss 46375Peers 189636Direct Reports 103312

Total 389159

Detailed instructions for understanding and using The 7 Habits 360° Profile™ Aggregate arecontained in the "Profile" section of your training manual. Please note that all responsesreceived in your behalf (from Strongly Disagree to Strongly Agree) were converted to asix-point scale. The numeric scale of 1 to 6 was then translated into a percentage in thefollowing manner:

6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%

2 Disagree 20%1 Strongly Disagree 0%


Responses of "Don’t Know" or non-responses are indicated by •• and are not tallied in thepercentages. Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.If you have questions or would like to make comments regarding the profile process, please

contact The Profile Center at: 1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin CoveyCo. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360°Profile™ is intended solely for use in the personaldevelopment of the individual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner.Review of any individual 360°Profile™ report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of theperson profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.




TOT

ALS

The 7Habits®Overview

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

Relationships EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7

Self

Boss

Peer

Direct Report

StronglyAgree

Agree

SlightlyAgree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0


81 80 8179

81

84

84

83

83

79

82

81

82

77

79

79

81

75

78

78

78

75

79

79

79

85

84

82

83

76

80

80

80

80

79

80

80

79

82

82

82




TOT

ALS

EmotionalBankAccount ®

ITEMS






6 Keeps confidences. (EBA)



10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

88 88 89

90

88

82 84 84

84

84

85 85 85

87

85

79 78 81

72

79

84 85 86

86

85

84 84 85

87

84

80 80 81

85

80

79 78 80

81

79

83 83 8484

83




TOT

ALS

P/PCBalance ®

ITEMS





13 Influences others to be productive.(P/PC)

14 Does not push people to work beyonda reasonable limit. (P/PC)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

85 85 85

84

85

82 81 80

80

81

89 88 89

89

88

78 78 78

65

78

81 77 76

76

78

79 79 80

77

79

82 81 8279

82




TOT

ALS

BeProactive ®

ITEMS







21 Does the “right” thing, even if it isunpopular. (Habit 1)

22 Is decisive when a decision is needed.(Habit 1)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

84 83 83

84

83

83 82 82

80

82

81 78 77

74

79

80 78 78

71

78

82 80 82

83

81

75 73 76

67

74

80 80 81

79

80

80 78 78

78

79

81 79 7977

80




TOT

ALS

Begin withthe End inMind ®

ITEMS






28 Is organized when conductingmeetings. (Habit 2)

29 Ensures that his/her work group has aclear sense of direction. (Habit 2)

30 Sets clear expectations withindividuals when assigning tasks.(Habit 2)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 79 78

75

79

83 81 81

77

82

80 80 80

79

80

76 76 76

73

76

74 74 75

76

74

81 80 80

75

80

76 78 78

75

77

77 77 77

74

77

78 78 7875

78




TOT

ALS

Put FirstThingsFirst ®

ITEMS







37 Delegates work that ought to be doneby others. (Habit 3)

38 Sets reasonable deadlines so othershave sufficient time to respond. (Habit3)

39 Keeps his/her work group focused onpriorities. (Habit 3)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

78 77 75

73

77

80 80 81

78

80

79 78 78

66

78

80 80 82

78

81

78 80 81

78

80

81 80 79

77

80

78 74 72

68

75

79 78 79

78

79

80 79 78

76

79

79 79 7975

79




TOT

ALS

ThinkWin-Win ®

ITEMS


41 Is fair with all people (i.e., does notshow favoritism). (Habit 4)





46 Does not pressure people tocompromise personal values. (Habit4)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

85 85 87

90

85

77 80 82

82

80

82 81 80

82

81

84 82 83

85

82

82 79 79

76

80

84 84 86

88

84

86 86 88

90

86

83 82 8485

83




TOT

ALS

Seek First toUnderstand

ITEMS





51 Is easy to approach with a concern.(Habit 5)

52 Spends enough one-on-one time withindividuals in his/her work group.(Habit 5)

53 Understands what is going on inhis/her work group. (Habit 5)

54 Understands issues outside his/herwork group (e.g., other departments,product trends, competition). (Habit 5)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 79 81

66

80

78 79 80

80

79

78 78 78

79

78

80 79 79

79

79

84 84 83

81

84

75 78 76

66

77

79 82 82

78

81

81 78 75

73

78

79 80 7975

80




TOT

ALS

... Thento BeUnderstood ®

ITEMS






60 Informs people regarding importantmatters. (Habit 5)

61 Provides regular feedback on how wellpeople perform their jobs. (Habit 5)

62 Shows appreciation for positiveperformance. (Habit 5)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

80 80 78

74

80

77 79 81

73

79

86 83 81

78

84

81 81 82

78

81

83 82 82

80

83

82 82 83

84

82

72 76 75

71

75

81 83 83

83

82

80 81 8178

81




TOT

ALS

Synergize ®

ITEMS





67 Involves people when making plansthat will affect them. (Habit 6)

68 Encourages and supports creativityand innovation. (Habit 6)

69 Supports people in taking responsiblerisks. (Habit 6)

70 Builds teamwork by maximizing thetalents of his/her work group. (Habit 6)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

82 80 78

81

81

83 82 79

74

82

80 79 79

80

79

80 80 80

82

80

76 78 80

81

78

82 81 80

84

81

81 80 80

82

80

78 78 77

77

78

80 80 7980

80




TOT

ALS

SharpentheSaw ®

ITEMS





75 Encourages and supports thedevelopment of others. (Habit 7)

76 Takes steps to improve his/herleadership abilities. (Habit 7)



10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

83 82 81

72

82

80 82 83

81

82

88 88 89

86

88

82 83 83

74

83

83 82 82

84

82

83 81 80

79

82

74 76 78

76

76

82 82 83

83

82

82 82 8279

82




Frequencies Scores

NO

TES






ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


767

821

1021

1010

1236

1086

736

2373

1105

1558

1492

2103

642

2083

2096

1977

1912

3063

2660

2403

4070

3894

3513

2807

4839

2205

4949

5943

5147

5735

9735

8581

7401

10621

10755

9858

7664

14468

10708

22631

26898

24985

22192

35108

33486

37621

26909

40308

34211

32914

43458

47495

156035

139047

153011

169147

164492

183365

173611

150717

178587

167434

181669

160615

193305

200413

210284

197977

165010

174176

154938

153180

177673

149565

148567

146842

158948

132284

887

2872

3651

21930

295

3995

12722

14417

3202

22025

14350

3489

1279

88

89

88

86

85

84

85

85

82

84

84

84

86

88

88

88

86

85

85

85

85

84

84

84

84

83

89

89

89

88

85

86

85

87

84

85

86

83

81

88

88

88

86

85

85

85

85

84

84

84

84

84

90

89

86

90

87

86

84

90

84

87

88

81

78

1 Will ingly helps people. (EBA)



46 Does not pressure people to compromise personal values.(Habit 4)






6 Keeps conf idences. (EBA)


51 Is easy to approach with a concern. (Habit 5)





Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

1138

986

1658

1672

1178

1682

1313

1746

1201

2109

1643

1042

1438

1203

1284

1978

3544

2715

4320

4271

3678

3600

3223

3421

4573

5964

3854

2631

3884

2810

4069

4397

12392

11782

13537

14292

12902

11198

10952

10083

15599

16791

11964

9008

13499

9112

13414

14186

46631

47873

44413

48929

49707

40947

41761

42859

51785

48565

50226

45114

52708

44475

51423

46112

168166

197123

161559

178617

183748

185077

198449

175367

165634

174287

174640

188709

170047

187220

177704

190995

152891

126389

115491

134818

113376

135852

125202

122510

112527

119848

121468

115094

119289

115383

108238

122904

3093

884

45984

4058

22396

9297

6220

31223

35845

20182

23323

26047

26530

26967

30193

7391

84

83

82

83

83

84

82

81

83

83

80

83

83

82

82

82

83

82

83

82

81

82

82

83

82

82

82

82

81

82

81

80

83

82

83

82

81

83

83

83

79

81

83

82

80

83

80

82

83

83

83

82

82

82

82

82

82

82

82

82

82

82

81

81

84

80

74

80

77

85

84

83

74

72

81

84

79

83

80

83







60 Informs people regarding important matters. (Habit 5)

62 Shows appreciation for positive performance. (Habit 5)




75 Encourages and supports the development of others. (Habit7)

76 Takes steps to improve his/her leadership abilities. (Habit7)







Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

2702

1158

1758

1519

1067

1247

2233

1441

1472

1489

3710

1789

2098

3848

2151

3780

5739

3200

4542

3704

3078

2924

5606

3925

4382

4342

8731

5476

5657

7024

6091

8739

16977

11492

14485

13992

12278

10925

14877

14286

16083

15366

21132

17514

18212

19387

20531

23340

47740

52393

49565

51473

51325

51629

51481

59037

58788

56561

49747

59054

57168

49430

58668

60588

194412

194938

188127

203362

189630

184405

183804

184018

184756

163982

163842

193603

177091

175347

168881

180104

115669

112163

106842

112490

102851

109233

118092

100944

109747

101177

133539

106684

111966

122181

117766

110648

3785

11088

22410

866

27386

26542

11681

24176

12619

44094

6174

3885

14999

10570

12939

847

80

82

79

81

82

82

80

80

80

81

80

78

81

77

82

80

80

81

82

81

80

81

80

80

80

80

80

80

80

80

79

79

82

80

82

82

78

80

81

81

80

80

81

81

79

82

79

81

81

81

81

81

81

81

80

80

80

80

80

80

80

80

80

80

78

82

78

78

81

84

85

79

79

75

78

78

77

82

76

66



53 Understands what is going on in his/her work group. (Habit5)



68 Encourages and supports creativity and innovation. (Habit6)


21 Does the “right” thing, even if it is unpopular. (Habit 1)


28 Is organized when conducting meetings. (Habit 2)




41 Is fair with all people (i.e., does not show favoritism). (Habit4)






Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

1724

1416

1027

2903

2431

2250

1399

1990

1192

1378

921

3324

1541

3857

1721

3463

4898

3452

2510

7890

7082

5999

5286

5914

4143

3554

3386

7319

4078

8533

4415

10603

18076

13086

9744

22378

18081

16978

18408

19925

16839

12651

13072

21651

15884

23648

16563

24202

65552

54912

49301

62669

63850

48774

62253

66514

65013

52982

57861

59740

60273

55092

62866

61798

191684

192175

193294

175234

174702

194491

198443

176728

190049

205145

193766

170114

201385

190694

187138

158163

105170

99512

84977

105523

109391

88025

88012

107059

93377

71134

75248

121082

96534

103504

105067

86998

839

22621

46508

10191

10988

30440

13864

8457

17070

40809

43508

4314

7480

2156

10040

41724

80

80

81

79

79

79

81

80

80

79

80

78

80

77

80

78

80

80

80

78

78

79

78

78

79

78

79

79

79

79

79

78

78

80

80

81

80

80

77

78

78

79

78

80

79

81

79

78

80

80

80

79

79

79

79

79

79

79

79

79

79

79

79

78

74

82

82

72

81

77

74

78

75

78

76

80

79

73

80

65



69 Supports people in taking responsible risks. (Habit 6)



14 Does not push people to work beyond a reasonable limit.(P/PC)


22 Is decisive when a decision is needed. (Habit 1)


38 Sets reasonable deadlines so others have sufficient time torespond. (Habit 3)

39 Keeps his/her work group focused on priorities. (Habit 3)









Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

1393

3174

3127

1966

1550

2301

1971

1688

1494

2298

2967

3428

2660

2949

2598

3825

5323

8857

9006

5278

5237

5513

4843

5366

4967

7004

9253

9148

8379

9480

7698

10377

18627

25074

25868

19288

19981

17562

17210

19422

19696

22759

26861

27447

26399

27401

24332

32012

74341

65088

65089

67672

70060

60050

62934

68625

68370

68879

63213

75149

74580

70078

71608

80515

183156

169122

177673

193316

177802

188226

167164

174801

168811

179008

143898

170031

162167

160120

140725

166159

88240

107048

95125

96062

88447

90964

77857

75720

72142

79425

76538

85359

89772

69274

61605

62923

16739

8379

11833

4238

24011

23024

54603

42127

51074

28120

64033

16153

23792

48433

79023

31075

81

80

79

78

81

76

78

76

77

78

75

76

74

78

72

75

77

78

78

78

78

78

78

78

77

77

78

76

76

74

76

73

76

78

78

78

75

80

77

78

77

75

76

76

78

72

75

76

78

78

78

78

78

78

78

77

77

77

77

76

76

75

75

74

76

71

66

79

73

81

77

75

74

73

66

73

76

68

71

67

13 Influences others to be productive. (P/PC)




54 Understands issues outside his/her work group (e.g., otherdepartments, product trends, competition). (Habit 5)

67 Involves people when making plans that will affect them.(Habit 6)

70 Builds teamwork by maximizing the talents of his/her workgroup. (Habit 6)

29 Ensures that his/her work group has a clear sense ofdirection. (Habit 2)

30 Sets clear expectations with individuals when assigningtasks. (Habit 2)


52 Spends enough one-on-one time with individuals in his/herwork group. (Habit 5)



37 Delegates work that ought to be done by others. (Habit 3)

61 Provides regular feedback on how well people perform their jobs. (Habit 5)





Frequencies Scores


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

2714 7965 26470 81054 181324 67064 20969 74 74 75 74 7627 Anticipates how his/her decisions impact others. (Habit 2)




The 4 Roles of Leadership 360° Profile™

4 Roles of Leadership ScoresAverages from 14596 Profiles

Aggregate Profile


1958 South 950 East, Provo, Utah 84606 (800)332-6839

© 1999 Franklin Covey Co. All rights reserved. Printed on Recycled Paper



INTRODUCTION Welcome toThe 4 Roles of Leadership 360° Profile™. This tool provides you with valuable

feedback regarding a number of issues related to effective leadership. The following assessments contributed to your aggregate profile:

Self 13254Boss 12282Peers 41831Direct Reports 36088

Total 103455

Detailed instructions for understanding and using The 4 Roles of Leadership Profile are

contained in the "Profile" section of your training manual. Please note that all responses receivedin your behalf (from Strongly Disagree to Strongly Agree) were converted to a six-pointscale. The numeric scale of 1 to 6 was then translated into a percentage in the following manner

6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%1 Strongly Disagree 0%


Responses of "Don’t Know" or nonresponses are indicated by •• in this report and are nottallied in the percentages. Information gathered by this survey should be used for personal development.Franklin Covey is not responsible if this information is used for any other purpose.If you have questions regarding your profile or would like to make comments regarding theprofile process, please contact the Franklin Covey Profile Center at: 1-800-332-6839. © 1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced ortransmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrievalsystem, for any purpose without the express written permission of Franklin Covey Co.




TOT

ALS

The 4 Roles ofLeadership

Overview

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

Relationships Pathfinding Aligning Empowering Modeling

Self

Boss

Peer

Direct Report

StronglyAgree

Agree

SlightlyAgree

Slightly Disagree

Disagree

Strongly Disagree

100

80

60

40

20

0


80 80 8180

80

80

80

80

80

78

79

78

77

79

80

79

79

83

84

83

83




TOT

ALS

Role:Pathfinding

Items

1 Understands stakeholder (employee,customer, supplier, investor, etc.)needs.(PATHFINDING —Stakeholders)

2 Ensures that team membersunderstand the needs of thestakeholder.(PATHFINDING —Stakeholders)

3 Ensures that team goals are alignedwith stakeholder needs.(PATHFINDING —Stakeholders)

4 Takes initiative to determinestakeholder needs.(PATHFINDING —Stakeholders)

5 Looks for better ways to meetstakeholder needs.(PATHFINDING —Stakeholders)

6 Ensures that team membersunderstand the organization’s mission.(PATHFINDING —Mission)

7 Helps individual team membersunderstand how their contributionssupport the overall purpose of the

organization.(PATHFINDING —Mission)

8 Demonstrates personal commitmentto the values of the organization.(PATHFINDING —Values)

9 Encourages team members to behavein accordance with organizationalvalues.(PATHFINDING —Values)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

86 85 85

86

85

82 81 80

80

81

81 81 80

80

81

81 81 80

79

81

82 82 82

83

82

82 80 79

79

81

78 78 78

78

78

88 87 89

88

87

84 82 82

83

83

80 80 8080

80




Role:Pathfinding

Items

10 Involves team members in settingvision and direction.(PATHFINDING —Vision)

11 Ensures that his/her team has a clearsense of direction.(PATHFINDING —Vision)

12 Ensures that team members are clearon how to achieve the organization’svision.(PATHFINDING —Vision)

13 Communicates organizational strategyto the team.(PATHFINDING —Strategy)


15 Ensures that team goals support theorganization’s goals.(PATHFINDING —Strategy)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

77 76 76

76

76

76 78 78

77

77

74 75 75

72

74

75 76 76

74

76

79 81 80

78

80

82 80 81

80

81

(Continued)




TOT

ALS

Role: Aligning

Items


17 Achieves smooth work flow througheffective coordination.(ALIGNING —Process)



20 Establishes empowering lines ofauthority.(ALIGNING —Structure)

21 Organizes work groups so that peoplework well with each other.(ALIGNING —Structure)

22 Helps to ensure that people areproperly trained.(ALIGNING —People)


24 Gives people opportunities that helpthem develop greater capacity.(ALIGNING —People)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

78 80 80

80

79

72 76 78

74

75

72 75 76

75

74

74 75 78

75

75

76 75 76

77

76

75 76 78

75

76

77 80 82

78

79

77 78 80

78

78

81 80 80

82

80

77 78 7978

78




Role: Aligning

Items

25 Ensures that people have theinformation they need to do their jobs.(ALIGNING —Information)

26 Makes sure that the team has anawareness of changes that affect theirperformance.(ALIGNING —Information)

27 Ensures that the team has usefulfeedback to know how they are doing.(ALIGNING —Information)


29 Considers long-term implicationswhen making decisions.(ALIGNING —Decisions)

30 Gives recognition for positiveperformance.(ALIGNING —Rewards)

31 Recognizes how changing one part ofthe system impacts other parts.(ALIGNING —Ecosystem)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

78 80 81

81

79

77 78 79

78

78

74 77 78

75

76

77 79 80

78

78

79 80 79

83

79

81 83 84

84

82

79 80 79

82

79

(Continued)




TOT

ALS

Role:Empowering

Items

32 Allows others to be responsible fortheir work/stewardships.(EMPOWERING —Leadership Style)

33 Delegates work that should be done byothers.(EMPOWERING —Leadership Style)



36 Encourages people without beingcontrolling.(EMPOWERING —Leadership Style)

37 Gives people flexibility to determinethe best methods for accomplishingassignments.(EMPOWERING —Leadership Style)


39 Takes interest in people beyond justgetting the job done.(EMPOWERING —Leadership Style)

40 When improvement is needed,corrects people in a positive way.(EMPOWERING —Leadership Style)

10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

85 82 81

83

83

79 77 75

74

78

81 80 80

81

81

83 81 80

84

82

79 77 78

77

78

82 79 79

81

80

83 82 83

84

83

82 84 85

84

83

78 78 79

77

78

79 79 8079

79




Role:Empowering

Items

41 Clearly explains expectations whenassigning tasks.(EMPOWERING —Win-WinAgreements)

42 Holds people accountable forachieving the objectives they set.(EMPOWERING —Win-WinAgreements)

43 Provides regular feedback toindividuals on how well they performtheir jobs.(EMPOWERING —Win-WinAgreements)

44 Helps people achieve their potential.(EMPOWERING —Win-WinAgreements)

45 Seeks input from others when makingdecisions that will affect them.(EMPOWERING —Win-WinAgreements)

46 Takes time to teach people.(EMPOWERING —Win-WinAgreements)

47 Ensures that people have theresources to complete their jobs.(EMPOWERING —Win-Win

Agreements)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

77 78 78

73

77

80 79 77

75

79

71 76 76

70

74

76 78 79

76

77

78 80 80

82

79

74 79 81

78

77

79 80 82

80

80

(Continued)




TOT

ALS

Role: Modeling

Items










10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

81 83 84

82

82

81 83 83

83

82

81 81 82

82

81

81 81 84

84

82

79 80 81

80

80

88 88 91

90

88

90 89 91

91

89

83 83 86

84

83

89 88 89

89

88

83 83 8483

83




Role: Modeling

Items








64 Is someone I would be willing tofollow.(MODELING —Competence)

10 20 30 40 50 60 70 80 90

DirectReport

Peer BossSelf

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

82 81 82

79

82

77 77 78

77

77

80 81 82

80

81

80 81 81

78

81

86 86 86

85

86

80 82 82

77

81

85 84 84

82

84

84 80 81

80

82

(Continued)




FREQUENCIES SCORES

NO

TES

Rankingsand Frequencies

• The individual statements are ranked below by the scores of

"Others."




ITEMS1 2 3 4 5 6 ?

StronglyDisagree

StronglyAgree

Don’tKnow

DirectReport


352

430

188

263

265

193

203

230

351

555

740

792

255

528

591

377

602

477

585

469

659

791

1046

1296

1379

923

1494

1531

1193

1742

1600

1451

1785

2398

2370

3395

3596

3800

3267

6390

6705

7277

7963

7845

7653

9778

12503

10808

13255

12675

10438

15467

32016

36215

37903

39230

45775

51130

52074

49467

50943

43898

39897

41555

45702

61642

56378

55442

52686

42467

40936

35465

34653

35172

40480

43324

43333

35175

658

1234

667

684

4574

1096

3188

3206

2667

560

1619

1755

2311

90

88

89

88

86

86

85

84

85

83

82

83

82

89

88

88

87

86

85

84

82

82

82

84

83

82

91

91

89

89

86

85

84

82

81

83

85

86

82

89

88

88

87

86

85

84

83

83

83

83

83

82

91

90

89

88

85

86

82

83

83

84

84

84

83




8 Demonstrates personal commitment to the values of theorganization.(PATHFINDING —Values)


1 Understands stakeholder (employee, customer, supplier,investor, etc.) needs.(PATHFINDING —Stakeholders)


9 Encourages team members to behave in accordance withorganizational values.(PATHFINDING —Values)

32 Allows others to be responsible for their work/stewardships.(EMPOWERING —Leadership Style)


39 Takes interest in people beyond just getting the job done.(EMPOWERING —Leadership Style)


5 Looks for better ways to meet stakeholder needs.(PATHFINDING —Stakeholders)




FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

687

450

1203

799

876

366

1202

185

199

258

235

202

416

709

720

636

1232

946

1930

1613

1520

870

2018

740

729

1122

883

641

952

1384

1438

1516

3385

3443

4130

4223

3955

3194

4017

2584

2627

3865

3409

2583

3249

4183

4217

4578

13387

14817

12549

13149

13507

14535

13965

14812

15059

16568

16865

14717

14189

14067

15043

14085

40860

44663

38938

41535

43209

49180

40227

54669

53883

47024

48045

53357

52273

45128

46595

44394

39745

35369

43040

41603

38161

30633

39417

27338

27047

31700

29577

27553

29230

36706

33845

33343

3803

3384

1349

238

1837

4178

2126

2861

3598

2608

4095

3948

2827

924

1166

4446

81

83

81

81

81

82

84

82

81

81

82

82

81

81

80

80

83

81

83

83

81

81

80

81

81

81

80

80

80

81

81

81

84

80

84

83

84

82

81

80

80

80

79

81

80

82

82

81

82

82

82

82

82

82

82

81

81

81

81

81

81

81

81

81

84

84

82

83

84

79

80

80

80

79

79

80

81

82

80

78

30 Gives recognition for positive performance.(ALIGNING —Rewards)






64 Is someone I would be willing to follow.(MODELING —Competence)

2 Ensures that team members understand the needs of thestakeholder.(PATHFINDING —Stakeholders)

3 Ensures that team goals are aligned with stakeholder needs.(PATHFINDING —Stakeholders)

4 Takes initiative to determine stakeholder needs.(PATHFINDING —Stakeholders)

6 Ensures that team members understand the organization’smission.(PATHFINDING —Mission)

15 Ensures that team goals support the organization’s goals.(PATHFINDING —Strategy)








FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

597

639

454

528

367

427

496

646

476

671

531

348

822

394

535

446

1263

1680

1055

1249

920

982

1405

1542

1225

1444

1296

996

1662

1332

1237

1194

4327

5119

3438

4218

3154

3166

5008

4835

4064

4660

4428

4272

4667

4807

3931

4591

15873

16651

14973

15288

15274

16241

19983

16986

16124

15435

16161

17310

15823

20568

16894

18366

48143

44897

44834

46550

51919

50963

42224

44559

50374

46201

48253

49060

46125

46557

46935

49028

32593

33147

29819

30493

26193

26405

31842

27899

28037

30948

29063

22404

30363

24942

20527

21653

229

1005

8498

4745

5217

4810

2165

6636

2773

3711

3318

8684

3603

4555

12975

7774

80

79

81

82

79

79

78

77

78

79

79

80

78

78

77

77

82

81

80

79

80

80

80

80

80

80

80

79

80

78

78

78

82

80

80

79

82

81

80

82

81

79

79

77

80

78

80

79

81

80

80

80

80

80

79

79

79

79

79

79

79

78

78

78

77

78

82

81

80

80

80

78

81

83

82

75

82

78

78

78



24 Gives people opportunities that help them develop greatercapacity.(ALIGNING —People)

37 Gives people flexibility to determine the best methods foraccomplishing assignments.(EMPOWERING —Leadership Style)

47 Ensures that people have the resources to complete their jobs.(EMPOWERING —Win-Win Agreements)



22 Helps to ensure that people are properly trained.(ALIGNING —People)

25 Ensures that people have the information they need to dotheir jobs.

(ALIGNING —Information)

29 Considers long-term implications when making decisions.(ALIGNING —Decisions)

31 Recognizes how changing one part of the system impactsother parts.(ALIGNING —Ecosystem)

42 Holds people accountable for achieving the objectives theyset.(EMPOWERING —Win-Win Agreements)

45 Seeks input from others when making decisions that willaffect them.(EMPOWERING —Win-Win Agreements)

7 Helps individual team members understand how theircontributions support the overall purpose of the organization.(PATHFINDING —Mission)


26 Makes sure that the team has an awareness of changes thataffect their performance.(ALIGNING —Information)




FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

893

755

1353

882

582

452

601

836

721

665

584

850

680

694

941

1046

1839

2292

2348

1766

1573

1315

1371

2043

1701

2012

1952

2057

1760

1758

2329

2334

5814

6052

6479

5365

5487

5200

4621

6179

6074

6098

6355

6022

5702

6224

7919

6824

16865

17104

16728

16789

19965

19970

19727

19815

18615

21104

21702

19345

19661

21048

22509

19311

46178

45768

42214

45591

47591

48129

47576

41981

44842

42854

45422

42997

44163

44972

45145

42507

29396

25336

31427

25809

23413

20922

21752

27133

26032

23747

20525

21396

20657

21432

22299

21589

2138

5745

2516

6887

4510

7112

7395

5099

4931

6645

6521

10274

10402

6899

1906

9390

77

79

79

78

76

77

76

74

77

77

75

76

75

74

72

74

79

77

77

78

78

78

78

79

77

76

76

75

76

77

76

75

80

75

78

79

78

78

79

81

78

76

76

76

78

78

78

78

78

78

78

78

77

77

77

77

77

76

76

76

76

76

75

75

78

74

77

77

77

73

76

78

77

76

74

77

75

75

74

75


33 Delegates work that should be done by others.(EMPOWERING —Leadership Style)

36 Encourages people without being controlling.(EMPOWERING —Leadership Style)

40 When improvement is needed, corrects people in a positiveway.(EMPOWERING —Leadership Style)

11 Ensures that his/her team has a clear sense of direction.(PATHFINDING —Vision)

41 Clearly explains expectations when assigning tasks.(EMPOWERING —Win-Win Agreements)

44 Helps people achieve their potential.(EMPOWERING —Win-Win Agreements)

46 Takes time to teach people.(EMPOWERING —Win-Win Agreements)


10 Involves team members in setting vision and direction.(PATHFINDING —Vision)

13 Communicates organizational strategy to the team.(PATHFINDING —Strategy)

20 Establishes empowering lines of authority.(ALIGNING —Structure)

21 Organizes work groups so that people work well with eachother.(ALIGNING —Structure)

27 Ensures that the team has useful feedback to know how theyare doing.(ALIGNING —Information)

17 Achieves smooth work flow through effective coordination.(ALIGNING —Process)





FREQUENCIES SCORES


StronglyAgree

Don’tKnow

DirectReport


1 2 3 4 5 6 ?

454

1006

852

1632

2410

2420

6570

8051

7589

25402

22853

22588

46018

42682

40813

16798

20970

17755

6183

5109

11083

74

72

71

75

75

76

75

76

76

74

74

74

72

75

70

12 Ensures that team members are clear on how to achieve theorganization’s vision.(PATHFINDING —Vision)


43 Provides regular feedback to individuals on how well theyperform their jobs.(EMPOWERING —Win-Win Agreements)




1 2 3 4 5 6 ?

Direct

ReportPeer Boss Others Self

1 Willingly helps people. (EBA) 2 5 1 3 3 4 8 4 2709 2894 20 89 8 7 88 8 6 8 8

2 Follows through on commitments. (EBA) 2 0 1 1 8 0 203 2954 2 089 48 82 8 2 83 8 2 8 1

3 Shows courtesy toward people. (EBA) 1 3 1 5 5 2 155 2734 2 554 11 86 8 4 84 8 4 8 5

4 Is loyal to those who are absent (i.e., does not criticize people behind theirbacks). (EBA) 3 6 3 1 114 339 2956 1569 154 73 7 9 80 7 9 7 9

5 Is honest with people. (EBA) 2 4 9 5 4 144 2960 2379 64 86 8 4 85 8 4 8 4

6 Keeps confidences. (EBA) 3 1 1 3 4 9 152 2774 2 247 350 86 8 4 85 8 3 8 4

7 Acknowledges and apologizes for mistakes. (EBA) 3 1 3 3 8 9 245 2999 1 749 170 84 7 9 80 7 9 8 0

8 Leads by example. (EBA) 3 1 3 4 111 291 2844 1713 107 81 7 8 79 7 8 7 8

9 Produces high-quality work. (P/PC) 3 4 1 1 3 1 135 2915 2 229 193 83 8 4 84 8 4 8 5

10 Makes cost-effective use of resources. (P/PC) 3 7 2 1 6 7 249 2951 1 590 358 79 8 0 80 7 9 8 0

11 Is a hard worker. (P/PC) 3 6 1 3 2 6 113 2356 3 120 57 87 8 8 89 8 6 8 9

12 Balances all aspects of life (e.g., work, leisure, family) to maintain overalleffectiveness. (P/PC) 3 6 5 2 171 408 2581 1329 654 65 7 7 78 7 8 7 7

13 Influences others to be productive. (P/PC) 4 1 2 4 7 9 304 2963 1 331 189 75 7 7 75 7 6 8 0

14 Does not push people to work beyond a reasonable limit. (P/PC) 3 9 2 6 9 5 291 3224 1 307 393 75 7 9 80 7 9 7 8

15 Takes initiative to get things done. (Habit 1) 4 1 1 7 5 8 223 2829 2 187 43 82 8 2 83 8 1 8 3

16 Works to solve problems rather than avoiding them. (Habit 1) 3 9 1 7 6 9 256 2922 2 011 56 80 8 2 82 8 1 8 2

17 Focuses on things he/she can do something about rather than on things

beyond his/her control. (Habit 1) 3 3 1 5 7 7 297 3165 1 406 190 74 7 9 77 7 8 8 1

18 Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 3 9 3 3 136 382 2717 1800 113 72 7 9 78 7 9 8 1

19 Accepts responsibility for his/her actions rather than making excuses.(Habit 1) 3 3 2 5 5 8 237 3150 1 924 106 83 8 1 82 8 0 8 3

20 Receives negative feedback without becoming defensive. (Habit 1) 3 6 4 6 156 485 2737 949 434 66 7 4 75 7 3 7 5

21 Does the “right” thing, even if it is unpopular. (Habit 1) 3 8 2 0 6 3 245 2978 1 536 324 78 7 9 81 7 9 8 0

22 Is decisive when a decision is needed. (Habit 1) 5 9 2 4 8 8 341 2877 1 672 87 78 7 9 78 7 8 8 0

23 Begins projects with a clear understanding of desired outcomes. (Habit 2) 3 1 1 1 7 2 292 3086 1 348 213 74 7 8 78 7 8 7 9

24 Displays a sense of direction in life. (Habit 2) 5 5 7 5 2 220 3059 1 658 340 76 8 2 81 8 1 8 2

25 Works toward long-term solutions, not just “quick fixes.” (Habit 2) 2 7 2 3 7 6 289 2992 1 679 162 79 7 9 80 7 9 8 0

26 Plans ahead to reduce having to work in a crisis mode. (Habit 2) 4 8 5 5 134 512 2753 1156 206 71 7 4 74 7 5 7 4

27 Anticipates how his/her decisions impact others. (Habit 2) 4 2 3 9 117 481 2833 975 278 75 7 3 74 7 3 7 3

28 Is organized when conducting meetings. (Habit 2) 4 0 1 6 8 0 286 2685 1 473 523 72 7 9 78 7 9 7 9

29 Ensures that his/her work group has a clear sense of direction. (Habit 2) 3 6 2 5 113 371 2862 1072 527 74 7 6 76 7 6 7 5

ITEMS

GUYS FREQUENCIES GUYS SCORES

Strongly

Disagree

Strongly

Agree

Don't

Know



30 Sets clear expectations with individuals when assigning tasks. (Habit 2) 3 7 2 5 8 9 389 2793 1 009 650 72 7 6 75 7 6 7 6

31 Prioritizes work so time is spent on the most important issues. (Habit 3) 3 9 3 1 119 418 2924 1071 393 71 7 6 74 7 6 7 6

32 Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 3 6 6 2 153 317 2729 1 953 80 78 7 9 80 7 9 7 9

33 Is disciplined in carrying out plans (i.e., avoids procrastination). (Habit 3) 3 2 4 8 153 462 2894 1361 148 64 7 7 77 7 7 7 8

34 Respects people’s time (i.e., does not waste others’ time with trivialinterruptions). (Habit 3) 3 5 3 3 100 274 3157 1 738 59 77 8 0 82 8 0 8 0

35 Responds to requests in a timely manner. (Habit 3) 2 9 3 2 9 9 345 3146 1 438 49 75 7 8 78 7 9 7 7

36 Is organized in handling multiple tasks and projects. (Habit 3) 3 1 2 6 8 3 356 3004 1 535 212 75 7 9 78 7 9 8 0

37 Delegates work that ought to be done by others. (Habit 3) 2 8 3 8 160 420 2776 1115 544 70 7 6 73 7 4 7 8

38 Sets reasonable deadlines so others have sufficient time to respond. (Habit3) 3 3 2 2 6 3 234 3445 1 024 494 77 7 8 79 7 8 7 8

39 Keeps his/her work group focused on priorities. (Habit 3) 3 2 1 0 6 5 250 3186 1 076 555 75 7 8 77 7 8 7 8

40 Does not undermine others for personal gain. (Habit 4) 2 4 2 7 4 5 182 2466 2 776 203 90 8 5 87 8 4 8 6

41 Is fair with all people (i.e., does not show favoritism). (Habit 4) 3 5 3 9 100 289 2948 1820 165 81 8 0 82 8 0 7 9

42 Works to find win-win solutions. (Habit 4) 3 7 1 3 3 6 188 3122 1 740 151 82 8 1 80 8 1 8 1

43 Does what is best for the entire organization, not just his/her own interests.(Habit 4) 2 4 2 1 4 6 154 3038 2 081 142 86 8 2 83 8 1 8 4

44 Has the courage to say “no” when appropriate. (Habit 4) 3 9 1 7 9 8 291 2804 1 884 183 78 8 1 80 8 0 8 2

45 Shares credit and recognition for successes. (Habit 4) 2 3 1 7 3 7 126 2903 2 339 187 87 8 4 86 8 3 8 5

46 Does not pressure people to compromise personal values. (Habit 4) 3 9 1 3 3 4 104 2865 2 450 298 89 8 5 87 8 5 8 5

47 Listens without interrupting. (Habit 5) 2 6 6 8 146 410 2978 1 556 11 66 7 8 80 7 8 7 9

48 Is sensitive to people's feelings. (Habit 5) 3 8 5 6 133 411 2796 1 562 69 76 7 7 77 7 7 7 7

49 Seeks to understand people's viewpoints. (Habit 5) 3 2 2 8 7 6 333 3140 1 333 52 77 7 7 77 7 7 7 8

50 Seeks to understand problems before attempting to solve them. (Habit 5) 3 5 2 2 6 2 255 3340 1 426 93 78 7 9 79 7 9 7 9

51 Is easy to approach with a concern. (Habit 5) 2 9 2 7 7 6 250 2680 2 383 43 80 8 3 82 8 3 8 4

52 Spends enough one-on-one time with individuals in his/her work group.(Habit 5) 4 3 5 0 164 532 2348 1007 923 63 7 4 73 7 6 7 3

53 Understands what is going on in his/her work group. (Habit 5) 3 5 2 8 9 0 264 3051 1 464 355 76 7 9 80 8 0 7 8

54 Understands issues outside his/her work group (e.g., other departments,product trends, competition). (Habit 5) 4 7 1 8 7 7 311 2946 1 382 291 74 7 8 75 7 8 8 1

55 Communicates clearly and concisely. (Habit 5) 2 6 2 3 7 8 326 3147 1 449 11 73 7 9 77 7 9 7 9

56 Does not dominate discussions. (Habit 5) 2 7 6 3 158 444 3168 1 415 32 71 7 7 80 7 8 7 6

57 Expresses viewpoints with confidence. (Habit 5) 2 9 8 3 0 116 3214 2110 13 79 8 4 83 8 4 8 5

58 Is considerate when communicating. (Habit 5) 3 8 1 7 6 1 244 3339 1 580 15 77 8 0 81 8 0 8 1

59 Is straightforward when communicating. (Habit 5) 2 7 8 4 3 201 3239 1880 14 80 8 2 81 8 2 8 3

60 Informs people regarding important matters. (Habit 5) 3 2 2 2 4 3 213 3259 1 765 100 83 8 1 81 8 1 8 1



61 Provides regular feedback on how well people perform their jobs. (Habit 5) 3 2 4 1 141 468 2319 837 1044 69 7 3 74 7 4 7 1

62 Shows appreciation for positive performance. (Habit 5) 3 1 2 0 5 6 164 2945 1 841 383 81 8 2 83 8 2 8 1

63 Seeks out the strengths of others to get things done. (Habit 6) 2 5 1 4 4 6 213 3150 1 572 334 81 8 0 78 8 0 8 2

64 Networks with people outside his/her work group. (Habit 6) 3 8 1 6 7 5 235 2769 1 723 445 73 8 1 78 8 1 8 3

65 Is flexible and open-minded in trying new ideas. (Habit 6) 3 1 1 4 6 1 285 3154 1 485 130 79 7 9 79 7 8 8 0

66 Values differences in people. (Habit 6) 4 5 1 8 4 7 207 3197 1 339 347 80 7 9 79 7 9 8 0

67 Involves people when making plans that will affect them. (Habit 6) 2 8 2 9 104 355 3025 1292 294 79 7 7 78 7 7 7 5

68 Encourages and supports creativity and innovation. (Habit 6) 4 6 1 0 3 7 214 3077 1 599 333 84 8 0 79 7 9 8 1

69 Supports people in taking responsible risks. (Habit 6) 2 7 1 1 3 7 169 3274 1 306 569 82 8 0 80 7 9 8 1

70 Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 5 0 1 9 9 0 338 2755 1 170 685 76 7 7 76 7 7 7 7

71 Cares for his/her physical well-being. (Habit 7) 2 6 3 5 9 9 264 2918 1 715 338 72 8 1 79 8 1 8 2

72 Cares about others and tries to build lasting friendships. (Habit 7) 3 9 2 6 5 7 228 2913 1 611 368 78 8 0 81 8 0 7 9

73 Is competent in his/her field of work. (Habit 7) 3 4 1 1 2 6 7 9 2478 3139 46 86 8 8 89 8 8 8 9

74 Takes time to find enjoyment and meaning in life. (Habit 7) 5 5 2 5 7 1 236 2743 1 636 715 72 8 2 81 8 2 8 1

75 Encourages and supports the development of others. (Habit 7) 3 3 1 4 2 9 159 3186 1 667 316 83 8 1 81 8 0 8 2

76 Takes steps to improve his/her leadership abilities. (Habit 7) 3 2 2 3 5 9 217 2848 1 691 391 77 8 1 79 8 0 8 2

77 Seeks feedback on ways he/she can improve. (Habit 7) 2 6 4 5 145 458 2599 1233 339 75 7 4 76 7 5 7 3

78 Strives to improve his/her work group performance. (Habit 7) 3 9 1 6 4 7 162 3102 1 699 367 82 8 1 82 8 1 8 2



1 2 3 4 5 6 ?

Direct

ReportPeer Boss Others Self

1 Willingly helps people. (EBA) 1 9 9 3 0 6 2 2201 3558 12 91 9 0 91 8 9 9 0

2 Follows through on commitments. (EBA) 3 1 1 4 3 4 131 2702 2 747 47 85 8 6 87 8 7 8 4

3 Shows courtesy toward people. (EBA) 1 6 1 0 3 7 132 2524 2947 1 87 8 6 87 8 6 8 7

4 Is loyal to those who are absent (i.e., does not criticize people behind theirbacks). (EBA) 3 7 4 6 127 398 2744 1683 156 70 7 9 81 7 8 7 9

5 Is honest with people. (EBA) 1 7 1 0 4 0 130 2849 2 586 53 85 8 5 86 8 6 8 5

6 Keeps confidences. (EBA) 1 9 2 4 6 9 179 2487 2 551 338 86 8 4 86 8 4 8 4

7 Acknowledges and apologizes for mistakes. (EBA) 2 5 2 8 7 5 204 2879 2 091 181 86 8 2 84 8 1 8 1

8 Leads by example. (EBA) 4 1 3 3 8 5 246 2794 1 858 207 80 8 0 82 8 0 8 0

9 Produces high-quality work. (P/PC) 2 4 9 3 2 7 5 2583 2832 183 85 8 7 88 8 7 8 8

10 Makes cost-effective use of resources. (P/PC) 5 0 1 4 4 5 167 2808 1 847 565 79 8 3 81 8 3 8 4

11 Is a hard worker. (P/PC) 1 9 8 2 8 6 0 2028 3737 31 91 9 0 91 9 0 9 2

12 Balances all aspects of life (e.g., work, leisure, family) to maintain overalleffectiveness. (P/PC) 3 0 5 7 180 397 2503 1472 559 65 7 8 79 7 8 7 8

13 Influences others to be productive. (P/PC) 1 7 1 5 6 0 261 2908 1 489 348 77 7 9 77 7 8 8 2

14 Does not push people to work beyond a reasonable limit. (P/PC) 3 7 2 6 8 4 190 3059 1 493 622 79 8 1 81 8 0 8 1

15 Takes initiative to get things done. (Habit 1) 2 0 1 8 4 5 139 2556 2 765 39 85 8 5 86 8 5 8 6

16 Works to solve problems rather than avoiding them. (Habit 1) 4 3 2 4 5 2 191 2844 2 295 63 80 8 4 84 8 3 8 5

17 Focuses on things he/she can do something about rather than on things

beyond his/her control. (Habit 1) 1 9 3 2 8 8 326 3116 1 409 196 72 7 9 77 7 8 8 2

18 Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 3 9 4 1 137 455 2711 1578 114 68 7 8 77 7 7 8 1

19 Accepts responsibility for his/her actions rather than making excuses.(Habit 1) 1 8 2 5 6 4 194 3003 2 031 119 82 8 2 83 8 1 8 3

20 Receives negative feedback without becoming defensive. (Habit 1) 4 4 6 0 145 497 2585 1024 535 66 7 4 77 7 3 7 6

21 Does the “right” thing, even if it is unpopular. (Habit 1) 2 1 1 7 5 3 188 2911 1 723 447 79 8 1 83 8 1 8 2

22 Is decisive when a decision is needed. (Habit 1) 3 4 2 4 7 7 337 2787 1 738 147 76 8 0 78 7 9 8 2

23 Begins projects with a clear understanding of desired outcomes. (Habit 2) 1 8 1 8 4 0 230 2990 1 633 282 76 8 1 79 8 0 8 2

24 Displays a sense of direction in life. (Habit 2) 3 0 3 1 6 0 229 2835 1 919 302 77 8 2 81 8 1 8 4

25 Works toward long-term solutions, not just “quick fixes.” (Habit 2) 1 9 1 5 5 2 218 2939 1 864 220 79 8 2 81 8 1 8 2

26 Plans ahead to reduce having to work in a crisis mode. (Habit 2) 3 6 4 9 141 385 2696 1519 265 72 7 7 78 7 8 7 7

27 Anticipates how his/her decisions impact others. (Habit 2) 2 0 3 7 115 316 2955 1236 343 78 7 6 77 7 6 7 6

28 Is organized when conducting meetings. (Habit 2) 3 7 1 6 4 2 177 2536 1 826 820 77 8 3 82 8 3 8 3

29 Ensures that his/her work group has a clear sense of direction. (Habit 2) 2 1 2 0 5 6 214 2764 1 316 848 75 7 9 79 8 0 7 9

ITEMS

GALS FREQUENCIES GALS SCORES

Strongly

Disagree

Strongly

Agree

Don't

Know



30 Sets clear expectations with individuals when assigning tasks. (Habit 2) 3 6 1 8 5 4 223 2655 1 264 977 75 7 9 79 7 9 7 9

31 Prioritizes work so time is spent on the most important issues. (Habit 3) 1 9 2 9 104 324 2857 1469 421 73 7 9 77 7 9 7 9

32 Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 2 9 6 3 134 334 2501 2 253 84 75 8 1 83 8 1 8 0

33 Is disciplined in carrying out plans (i.e., avoids procrastination). (Habit 3) 1 8 5 4 121 362 2773 1707 178 66 8 0 80 8 0 8 0

34 Respects people’s time (i.e., does not waste others’ time with trivialinterruptions). (Habit 3) 3 2 3 5 6 8 219 3012 2 066 49 78 8 2 84 8 2 8 3

35 Responds to requests in a timely manner. (Habit 3) 1 5 2 1 6 9 194 3037 2 038 59 80 8 2 84 8 3 8 0

36 Is organized in handling multiple tasks and projects. (Habit 3) 2 5 2 6 6 3 251 2717 2 133 202 79 8 2 82 8 2 8 3

37 Delegates work that ought to be done by others. (Habit 3) 2 2 6 0 145 471 2394 1063 956 66 7 5 71 7 4 7 8

38 Sets reasonable deadlines so others have sufficient time to respond. (Habit3) 2 2 1 8 3 9 155 3235 1 202 757 78 8 0 80 8 0 8 1

39 Keeps his/her work group focused on priorities. (Habit 3) 2 1 1 1 2 7 176 3022 1 263 880 76 8 1 80 8 1 8 1

40 Does not undermine others for personal gain. (Habit 4) 3 3 3 3 5 1 163 2320 2 982 213 90 8 6 89 8 5 8 6

41 Is fair with all people (i.e., does not show favoritism). (Habit 4) 1 7 5 0 9 3 331 2715 2 057 151 81 8 0 83 8 1 7 8

42 Works to find win-win solutions. (Habit 4) 3 8 1 7 3 4 163 3094 1 879 186 83 8 2 82 8 2 8 3

43 Does what is best for the entire organization, not just his/her own interests.(Habit 4) 2 1 2 1 4 6 170 2936 2 281 149 86 8 4 85 8 3 8 5

44 Has the courage to say “no” when appropriate. (Habit 4) 3 1 4 4 105 351 2595 1860 233 74 8 0 79 7 9 8 3

45 Shares credit and recognition for successes. (Habit 4) 1 9 2 1 3 7 9 7 2846 2 482 235 88 8 5 87 8 4 8 6

46 Does not pressure people to compromise personal values. (Habit 4) 3 3 1 2 1 7 8 3 2519 2 848 386 91 8 7 89 8 7 8 7

47 Listens without interrupting. (Habit 5) 2 0 5 7 126 329 2810 1 978 14 65 8 2 83 8 1 8 2

48 Is sensitive to people's feelings. (Habit 5) 2 7 4 0 8 7 247 2620 2 354 37 83 8 2 84 8 1 8 2

49 Seeks to understand people's viewpoints. (Habit 5) 2 3 2 0 6 7 273 3076 1 704 77 81 8 0 80 7 9 8 0

50 Seeks to understand problems before attempting to solve them. (Habit 5) 3 1 1 8 3 7 243 3210 1 643 123 79 8 1 81 8 0 8 1

51 Is easy to approach with a concern. (Habit 5) 1 4 2 2 7 8 213 2479 2 645 55 82 8 4 84 8 4 8 5

52 Spends enough one-on-one time with individuals in his/her work group.(Habit 5) 3 3 3 4 113 365 2295 1353 1129 67 7 9 79 8 0 7 7

53 Understands what is going on in his/her work group. (Habit 5) 1 9 1 9 4 7 170 2937 1 910 362 78 8 3 84 8 3 8 2

54 Understands issues outside his/her work group (e.g., other departments,product trends, competition). (Habit 5) 3 0 1 9 7 6 331 2670 1 482 407 72 7 9 76 7 8 8 3

55 Communicates clearly and concisely. (Habit 5) 2 3 2 0 6 2 228 3010 1 910 15 74 8 2 81 8 2 8 2

56 Does not dominate discussions. (Habit 5) 2 7 4 7 106 326 2953 1 933 38 73 8 1 84 8 1 8 0

57 Expresses viewpoints with confidence. (Habit 5) 1 5 4 4 5 210 2942 2161 22 76 8 4 81 8 3 8 7

58 Is considerate when communicating. (Habit 5) 1 9 1 7 3 8 183 3178 2 048 12 79 8 3 84 8 3 8 4

59 Is straightforward when communicating. (Habit 5) 2 3 9 3 4 156 3040 2178 13 79 8 4 83 8 4 8 5

60 Informs people regarding important matters. (Habit 5) 3 2 1 7 3 5 121 3103 2 291 81 85 8 4 85 8 5 8 4



61 Provides regular feedback on how well people perform their jobs. (Habit 5) 2 5 3 2 8 0 282 2207 1095 1465 72 7 7 77 7 8 7 6

62 Shows appreciation for positive performance. (Habit 5) 3 3 2 1 4 0 121 2725 2 135 571 84 8 4 85 8 4 8 4

63 Seeks out the strengths of others to get things done. (Habit 6) 2 0 2 0 3 8 193 2905 1 782 463 81 8 2 80 8 1 8 3

64 N t k ith l t id hi /h k (H bit 6) 2 7 1 7 6 6 217 2521 1 980 575 76 8 3 80 8 2 8 5

360 degree profile

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