growth leader navigator organizational summary...

Growth Leader NavigatorOrganizational Summary Report For:Sample Group

Finding your way in today's world of work

This report includes ratings from:Self 10Manager 9Direct Report 41Peer 30Customer 28Unclassified 4

Copyright 2007, 2008 Wilson Learning Worldwide Inc.

All rights reserved.Wilson Learning Worldwide Inc. owns all rights, including the rights to copyright in these materials. Wilson Learning is licensing these materials for the use by one individual only. No rightsto produce, transfer, assign, or create derivative works based on these materials are granted without written permission of Wilson Learning Worldwide Inc.WLW NAVG002 Version 1.14 04/09 Date: 06/26/2009

Table of ContentsOverall Summary 3Strength and Opportunity Summary 4

Strengths Summary 4Opportunities Summary 4

Behavioral Summary 5Strength Behaviors 5Opportunity Behaviors 7

Character 9Social Character 9Organizational Character 10Personal Character 11

Behavioral Detail 12Developing Employees 12Motivating Employees 14Communicating Vision & Purpose 15Developing Structure and Processes 16Understanding the Competitive Environment 17Knowing Own Organization 18Managing Performance 20Setting Employee Goals 22Directing Outcomes 24Delegating Decisions 25Hiring & Staffing 27Managing Budgets & Expenses 29Demonstrating Interpersonal Versatility 30Resolving Conflict 31Negotiating 33Persuading Others 34Listening 35Speaking Effectively 36Leading Teams 37Adapting to Cultural Differences 39

Group: Sample GroupGrowth Leader NavigatorOrganizational Summary Report

Page: 1Date: 06/26/2009 NAVG002:[INENGLNV02][702:8788:980] Copyright 2007, 2008 Wilson Learning Worldwide Inc. All rights reserved.

Understanding Business Issues 40Making Decisions 42Understanding Business Fundamentals 43Developing Self 44

Curriculum Planning Report 45Development Resources by Competency 46Development Resources by Frequency 57

Glossary 65



Organization OverallGap:

Current -Target

Current TargetOverall Summary LimitedExtent

ModerateExtent

GreatExtent

Role Competency 0 25 50 75 100 Current TargetVisionary Developing Employees 63 91 -28.3

Motivating Employees 54 83 -28.8Communicating Vision & Purpose 65 84 -18.6

Developing Structure and Processes 71 93 -21.8Understanding the Competitive Environment 62 82 -19.4

Knowing Own Organization 67 92 -24.7Tactician Managing Performance 62 91 -28.7

Setting Employee Goals 61 81 -20.2Directing Outcomes 64 92 -27.8

Delegating Decisions 62 83 -20.3Hiring & Staffing 53 93 -40.6

Managing Budgets & Expenses 66 91 -25.0Facilitator Demonstrating Interpersonal Versatility 72 83 -11.3

Resolving Conflict 67 82 -14.5Negotiating 68 92 -24.2

Persuading Others 74 95 -20.1Listening 72 95 -23.4

Speaking Effectively 61 92 -30.3Leading Teams 61 91 -29.5

Adapting to Cultural Differences 53 93 -39.2Contributor Understanding Business Issues 66 91 -25.6

Making Decisions 65 92 -26.9Understanding Business Fundamentals 73 86 -12.3

Developing Self 71 92 -21.4



Gap:Current -Target

Percent ofOpportunity Current Norm

Current TargetStrengths SummaryOrganization Overall

LimitedExtent

ModerateExtent

GreatExtent

Raters 0 25 50 75 100 Current TargetAll Other 72 83 -11.3 20 72

Self 73 85 -12.5 73 Demonstrating Interpersonal Versatilityt

All Other 73 86 -12.3 20 73Self 73 83 -10.0 73

Understanding BusinessFundamentals

t

All Other 67 82 -14.5 0 67Self 69 86 -16.2 69

Resolving Conflictt

Gap:Current -Target

Percent ofOpportunity Current Norm

Current TargetOpportunities SummaryOrganization Overall

LimitedExtent

ModerateExtent

GreatExtent

Raters 0 25 50 75 100 Current TargetAll Other 53 93 -40.6 50 53

Self 53 89 -36.2 53 Hiring & Staffingt

All Other 53 93 -39.2 40 53Self 62 89 -27.5 62

Adapting to Cultural Differencest

All Other 61 92 -30.3 20 61Self 61 84 -23.3 61

Speaking Effectivelyt



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution

Strength BehaviorsLimitedExtent

ModerateExtent

GreatExtentBehavior (Competency)

Raters 0 25 50 75 100 Current Target 0-50 51-75 76-100

All Other 75 80 -5.0 75 10 40 50Self 75 85 -10.0 75 30 10 60

t Modifies own behavior to help others feel morecomfortable in an interaction (DemonstratingInterpersonal Versatility)

All Other 74 81 -6.5 74 0 60 40Self 80 85 -5.0 80 10 50 40

t Understands basic financial accountingconcepts and data such as income statements,balance sheets, cash flow, inventory turn, andrevenue projections (Understanding BusinessFundamentals)

All Other 66 76 -9.3 66 20 30 50Self 75 85 -10.0 75 11 56 33

t Provides a resolution to the conflict when theemployees or groups cannot agree and whenwork objectives demand a quick resolution(Resolving Conflict)

All Other 73 85 -11.5 73 10 60 30Self 73 85 -12.5 73 30 40 30

t Takes steps to reduce interpersonal tensionduring an interaction (DemonstratingInterpersonal Versatility)

All Other 81 94 -12.9 81 10 10 80Self 75 85 -10.0 75 30 10 60

t Communicates an openness to modify ownposition when presented with compelling factsor counterarguments (Persuading Others)

All Other 72 84 -12.9 72 30 20 50Self 68 83 -15.0 68 40 20 40

t Ensures others see the progress made towardachieving the vision (Communicating Vision &Purpose)

All Other 74 88 -13.9 74 30 10 60Self 73 78 -5.0 73 30 30 40

t Understands the key implications of humanresource management concepts in managingemployees (Understanding BusinessFundamentals)

All Other 69 84 -14.6 69 30 40 30Self 65 83 -17.5 65 60 0 40

t Allows each employee or group to express theirviews and offer solutions (Resolving Conflict)



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution

Strength BehaviorsLimitedExtent

ModerateExtent



All Other 68 83 -15.3 68 30 30 40Self 75 83 -7.5 75 22 44 33

t Anticipates industry changes and their effect onorganizational competitiveness (Understandingthe Competitive Environment)

All Other 65 81 -15.4 65 20 50 30Self 73 88 -15.0 73 10 70 20

t Focuses on issues, behaviors, and outcomesrather than personalities when managingconflict (Resolving Conflict)

All Other 62 77 -15.6 62 20 50 30Self 72 85 -12.8 72 22 44 33

t Provides the employee with sufficient authority,resources, and support to implement thedecision (Delegating Decisions)

All Other 67 82 -15.8 67 30 30 40Self 55 80 -25.0 55 50 50 0

t Gains acceptance for goals and commitment toachieve them (Setting Employee Goals)

All Other 72 89 -16.6 72 20 50 30Self 68 88 -20.0 68 40 30 30

t Demonstrates knowledge of strategic businessplans and their key elements (UnderstandingBusiness Fundamentals)

All Other 75 92 -17.3 75 10 50 40Self 73 90 -17.5 73 20 50 30

t Asks for and is receptive to feedback from avariety of sources (Developing Self)

All Other 68 85 -17.4 68 10 60 30Self 70 85 -15.0 70 30 40 30

t Recognizes when differences in communicationstyle are impacting work relationships(Demonstrating Interpersonal Versatility)



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution

Opportunity BehaviorsLimitedExtent

ModerateExtent



All Other 50 96 -45.9 50 30 60 10Self 55 93 -37.5 55 60 30 10

t Takes into account others' culturalbackgrounds when interpreting theircommunications and actions (Adapting toCultural Differences)

All Other 52 95 -43.6 52 40 50 10Self 53 93 -40.0 53 80 10 10

t Assesses current and future staffing needs ofthe business unit (Hiring & Staffing)

All Other 51 93 -42.0 51 30 60 10Self 55 90 -35.0 55 50 40 10

t Makes sound hiring decisions by matching thejob's requirements to the individuals'capabilities (Hiring & Staffing)

All Other 50 91 -41.4 50 30 50 20Self 55 83 -27.5 55 50 40 10

t Identifies internal talent that could fillhigher-level positions (Hiring & Staffing)

All Other 53 92 -38.5 53 20 70 10Self 60 88 -27.5 60 60 30 10

t Adapts own actions to meet the cultural normsand values of others (Adapting to CulturalDifferences)

All Other 59 95 -35.5 59 20 60 20Self 58 88 -30.0 58 40 50 10

t Works with employees to identify learningexperiences (for example: training, on-the-jobassignments, self-development) (DevelopingEmployees)

All Other 58 93 -35.3 58 40 60 0Self 48 90 -42.5 48 70 30 0

t Seeks input from others when making criticalhiring decisions (Hiring & Staffing)

All Other 51 86 -35.0 51 20 80 0Self 48 83 -35.0 48 70 30 0

t Ensures that an employee's good performancewill lead to rewards that are valued by theemployee (Motivating Employees)

All Other 57 90 -33.2 57 30 40 30Self 70 88 -17.5 70 30 40 30

t Modifies or adapts solutions to problems toinclude cross-cultural perspectives (Adapting toCultural Differences)



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution

Opportunity BehaviorsLimitedExtent

ModerateExtent



All Other 57 90 -33.2 57 20 70 10Self 63 85 -22.5 63 50 30 20

t Takes action to help resolve team workflowproblems, such as division of responsibilities,obstacles, or communication issues (LeadingTeams)

All Other 58 90 -32.8 58 30 70 0Self 60 83 -22.5 60 40 60 0

t Recognizes when the audience is losinginterest or is becoming confused and takessteps to correct the problem (SpeakingEffectively)

All Other 61 94 -32.5 61 20 60 20Self 68 85 -17.5 68 40 40 20

t Makes timely decisions in spite of complexity,ambiguity, and uncertainty (Making Decisions)

All Other 53 85 -31.9 53 30 60 10Self 60 83 -22.5 60 60 30 10

t Communicates the expectation that theemployee is capable of successfully achievingthe assigned objective (Motivating Employees)

All Other 60 92 -31.6 60 20 70 10Self 65 85 -20.0 65 40 40 20

t Evaluates performance against objectives andgoals (Managing Performance)

All Other 61 93 -31.2 61 20 50 30Self 55 85 -30.0 55 70 20 10

t Communicates concisely without jeopardizingthe message's clarity (Speaking Effectively)



Org.Overall

Gap: Other -Self

CurrentNorm

Character LimitedExtent

ModerateExtent

GreatExtent % Distribution

Raters 0 25 50 75 100 0-50 51-75 76-100

Social Character

All Other 64 64 20 80 0Self 70 -6.5 70 30 30 40

t Integrity - Keeps organizational and personalpromises and commitments

All Other 55 55 10 80 10Self 68 -12.3 68 40 40 20

t Compassion - Shows genuine concern for thewelfare and feelings of others

All Other 67 67 10 70 20Self 70 -2.6 70 30 40 30

t Propriety - Demonstrates professional andculturally appropriate behavior when dealing withothers

All Other 61 61 10 70 20Self 68 -6.1 68 40 40 20

t Values Diversity - Values diversity of race, gender,age, and cultural experiences and beliefs

All Other 72 72 10 40 50Self 68 4.5 68 30 50 20

t Cooperative - Willingly offers to help, assist, orcollaborate with others in accomplishing workgoals

All Other 69 69 10 30 60Self 80 -11.1 80 10 50 40

t Accessible - Makes self easily accessible to others



Org.Overall

Gap: Other -Self

CurrentNorm


ModerateExtent


Raters 0 25 50 75 100 0-50 51-75 76-100

Organizational Character

All Other 64 64 10 80 10Self 70 -5.9 70 40 20 40

t Ethical - Maintains high ethical standards

All Other 58 58 10 90 0Self 65 -7.5 65 30 70 0

t Customer Focus - Acts to ensure a high levelcustomer service

All Other 70 70 10 60 30Self 73 -2.4 73 30 30 40

t Leadership Courage - Maintains principles in theface of organizational or business challenges

All Other 67 67 10 50 40Self 73 -5.8 73 10 80 10

t Organizational Commitment - Supports theorganization's decisions, goals, and values



Org.Overall

Gap: Other -Self

CurrentNorm


ModerateExtent


Raters 0 25 50 75 100 0-50 51-75 76-100

Personal Character

All Other 67 67 10 80 10Self 63 4.9 63 40 40 20

t Risk Taking - Willing to take risk when doing so isin the best interest of the organization

All Other 57 57 10 90 0Self 68 -10.5 68 30 60 10

t Initiative - Recognizes when actions are neededand takes personal responsibility for getting themaccomplished

All Other 65 65 20 60 20Self 68 -2.0 68 30 50 20

t Drive - Shows high levels of energy and focuswhen needed to reach high levels of performance

All Other 62 62 10 90 0Self 65 -2.7 65 40 50 10

t Sense of Urgency - Responds quickly to pressingorganizational demands

All Other 67 67 20 50 30Self 65 2.4 65 40 40 20

t Tenacity - Perseveres with an issue or problemuntil the matter is settled or the objective is nolonger attainable

All Other 64 64 20 50 30Self 70 -5.7 70 30 50 20

t Resilience - Remains focused and productive inthe face of pressure or set backs

All Other 66 66 20 30 50Self 73 -6.6 73 20 50 30

t Willingness to Adapt - Adjusts to new situationsand work demands

All Other 63 63 20 40 40Self 68 -4.4 68 20 70 10

t Stress Management - Deals effectively withjob-related stress for self and employees



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution

Behavioral DetailLimitedExtent

ModerateExtent

GreatExtent


All Other 63 91 -28.3 63 20 60 20Self 63 86 -23.1 63 30 40 30

Manager 61 96 -34.7 61 33 44 22Direct Report 63 87 -24.0 63 30 50 20

Peer 67 88 -21.4 67 10 70 20Customer 64 89 -25.6 64 22 56 22

Unclassified 58 94 -35.9 58 50 50 0

.

Developing Employees

All Other 59 95 -35.5 59 20 60 20Self 58 88 -30.0 58 40 50 10


Peer 66 95 -29.0 66 50 30 20Customer 63 90 -27.5 63 22 56 22

Unclassified 44 100 -56.2 44 50 50 0

t Works with employees to identify learningexperiences (for example: training, on-the-jobassignments, self-development)

All Other 63 93 -30.2 63 30 50 20Self 63 90 -27.5 63 60 20 20


Peer 65 88 -22.9 65 20 60 20Customer 60 91 -30.8 60 44 33 22

Unclassified 75 100 -25.0 75 0 100 0

t Provides on-the-job reinforcement foremployee skills learned in training ordevelopment experiences

All Other 62 88 -26.3 62 20 60 20Self 65 80 -15.0 65 30 50 20


Peer 66 89 -22.7 66 30 60 10Customer 66 88 -22.7 66 22 56 22

Unclassified 44 94 -50.0 44 50 50 0

t Helps employees create and implement plansfor skill development



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 66 87 -21.3 66 30 40 30Self 68 88 -20.0 68 50 20 30


Peer 71 82 -11.0 71 20 60 20Customer 67 88 -21.5 67 33 22 44

Unclassified 69 81 -12.5 69 0 100 0

t Provides job performance advice to help othersdevelop



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 54 83 -28.8 54 20 80 0Self 58 83 -25.0 58 50 40 10


Peer 60 88 -27.6 60 20 70 10Customer 59 84 -25.5 59 22 67 11

Unclassified 40 63 -22.9 40 50 50 0

.

Motivating Employees

All Other 51 86 -35.0 51 20 80 0Self 48 83 -35.0 48 70 30 0


Peer 57 94 -37.1 57 50 50 0Customer 55 87 -31.9 55 33 56 11

Unclassified 44 63 -18.7 44 50 50 0

t Ensures that an employee's good performancewill lead to rewards that are valued by theemployee

All Other 53 85 -31.9 53 30 60 10Self 60 83 -22.5 60 60 30 10


Peer 64 85 -21.2 64 20 70 10Customer 60 82 -21.8 60 33 44 22

Unclassified 31 75 -43.7 31 100 0 0

t Communicates the expectation that theemployee is capable of successfully achievingthe assigned objective

All Other 57 77 -19.6 57 20 60 20Self 65 83 -17.5 65 30 60 10


Peer 59 84 -24.6 59 40 60 0Customer 62 85 -22.7 62 22 56 22

Unclassified 44 50 -6.2 44 50 50 0

t Uses negative consequences when necessaryin order to change behavior



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 65 84 -18.6 65 30 50 20Self 63 83 -20.0 63 30 40 30


Peer 67 86 -18.4 67 10 70 20Customer 68 86 -17.8 68 22 56 22

Unclassified 69 73 -4.2 69 0 50 50

.

Communicating Vision & Purpose

All Other 62 86 -23.9 62 40 40 20Self 63 85 -22.5 63 60 20 20


Peer 61 87 -26.7 61 50 30 20Customer 63 86 -22.7 63 33 44 22

Unclassified 75 75 0.0 75 0 100 0

t Articulates the organization's vision withexcitement and passion

All Other 62 81 -18.8 62 20 60 20Self 60 83 -22.5 60 50 30 20


Peer 70 87 -16.9 70 20 60 20Customer 72 85 -13.7 72 22 56 22

Unclassified 44 63 -18.7 44 50 50 0

t Helps others translate the organization's visioninto executable strategies and plans

All Other 72 84 -12.9 72 30 20 50Self 68 83 -15.0 68 40 20 40


Peer 71 83 -11.7 71 30 40 30Customer 68 85 -17.1 68 44 0 56

Unclassified 88 81 6.3 88 0 50 50

t Ensures others see the progress made towardachieving the vision



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 71 93 -21.8 71 0 80 20Self 75 88 -13.3 75 10 50 40


Peer 73 94 -20.5 73 10 50 40Customer 71 94 -22.9 71 11 67 22

Unclassified 73 96 -22.9 73 0 50 50

.

Developing Structure and Processes

All Other 71 95 -24.0 71 0 80 20Self 73 90 -17.5 73 20 50 30


Peer 69 96 -26.9 69 30 50 20Customer 65 94 -29.4 65 22 56 22

Unclassified 75 94 -18.7 75 0 100 0

t Identifies job roles needed to accomplishstrategic objectives

All Other 69 93 -24.0 69 20 50 30Self 73 88 -15.0 73 30 40 30


Peer 74 90 -16.0 74 20 40 40Customer 67 93 -25.7 67 22 67 11

Unclassified 69 94 -25.0 69 50 0 50

t Ensures that work processes are sufficientlyflexible to meet business needs

All Other 75 92 -17.5 75 0 40 60Self 80 88 -7.5 80 10 40 50


Peer 76 95 -18.5 76 20 30 50Customer 79 93 -13.7 79 22 11 67

Unclassified 75 100 -25.0 75 0 100 0

t Recognizes when systems and processesinterfere with achieving outcomes



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 62 82 -19.4 62 30 70 0Self 67 80 -13.3 67 20 60 20


Peer 65 86 -20.6 65 10 90 0Customer 63 81 -17.9 63 22 56 22

Unclassified 60 73 -12.5 60 0 100 0

.

Understanding the CompetitiveEnvironment

All Other 62 84 -22.0 62 30 60 10Self 63 80 -17.5 63 60 20 20


Peer 63 87 -23.7 63 30 60 10Customer 55 83 -27.5 55 44 56 0

Unclassified 75 75 0.0 75 0 100 0

t Maintains knowledge of own organization'scompetitive strengths and vulnerabilities

All Other 58 79 -20.9 58 20 70 10Self 63 78 -15.0 63 20 70 10


Peer 67 85 -17.9 67 10 90 0Customer 63 81 -17.1 63 22 56 22

Unclassified 31 63 -31.2 31 100 0 0

t Keeps current on the competitive implications ofeconomic and business trends

All Other 68 83 -15.3 68 30 30 40Self 75 83 -7.5 75 22 44 33


Peer 65 85 -20.0 65 30 50 20Customer 69 78 -9.0 69 22 33 44

Unclassified 75 81 -6.2 75 0 100 0

t Anticipates industry changes and their effect onorganizational competitiveness



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 67 92 -24.7 67 20 50 30Self 67 85 -18.1 67 20 50 30


Peer 71 88 -17.0 71 10 60 30Customer 70 92 -21.5 70 22 56 22

Unclassified 61 100 -39.1 61 50 0 50

.

Knowing Own Organization

All Other 67 92 -25.2 67 20 30 50Self 68 83 -15.0 68 40 30 30


Peer 73 91 -18.3 73 10 60 30Customer 71 93 -22.2 71 33 22 44

Unclassified 56 100 -43.7 56 50 0 50

t Comprehends the needs and interests oforganizational stakeholders (for example:customers, employees, suppliers, owners)

All Other 68 93 -24.8 68 30 50 20Self 68 88 -20.0 68 40 40 20


Peer 65 89 -23.1 65 50 30 20Customer 68 93 -25.0 68 33 44 22

Unclassified 75 100 -25.0 75 0 100 0

t Understands how the organization's systemsand processes support business operationslocally and globally

All Other 65 90 -25.1 65 20 50 30Self 63 85 -22.5 63 40 40 20


Peer 70 86 -16.9 70 30 50 20Customer 79 87 -7.9 79 11 44 44

Unclassified 44 100 -56.2 44 50 50 0

t Demonstrates an awareness of the implicationsof decisions on other parts of the organization



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 69 93 -23.9 69 30 30 40Self 70 85 -15.0 70 30 30 40


Peer 74 84 -9.6 74 20 40 40Customer 63 94 -30.8 63 33 33 33

Unclassified 69 100 -31.2 69 0 100 0

t Expedites action by understanding howdecisions really get made



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 62 91 -28.7 62 20 60 20Self 63 84 -20.6 63 20 60 20


Peer 65 89 -23.9 65 10 80 10Customer 63 92 -28.8 63 22 67 11

Unclassified 59 95 -35.9 59 50 50 0

.

Managing Performance

All Other 60 92 -31.6 60 20 70 10Self 65 85 -20.0 65 40 40 20


Peer 63 91 -27.7 63 20 70 10Customer 62 92 -30.1 62 22 67 11

Unclassified 56 100 -43.7 56 50 0 50

t Evaluates performance against objectives andgoals

All Other 64 92 -27.8 64 30 50 20Self 65 83 -17.5 65 50 30 20


Peer 64 87 -22.9 64 20 70 10Customer 58 93 -35.0 58 33 56 11

Unclassified 75 94 -18.7 75 0 100 0

t Communicates and documents performanceexpectations

All Other 58 89 -30.9 58 30 50 20Self 60 80 -20.0 60 40 50 10


Peer 66 89 -23.5 66 20 70 10Customer 71 91 -19.9 71 11 44 44

Unclassified 31 94 -62.5 31 100 0 0

t Takes decisive action (for example:reassignment, demotion, termination) whenperformance expectations are not met



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 65 90 -24.7 65 30 40 30Self 63 88 -25.0 63 40 40 20


Peer 66 88 -21.2 66 20 60 20Customer 63 93 -30.3 63 33 56 11

Unclassified 75 94 -18.7 75 0 100 0

t Demonstrates fairness across employees whenmanaging performance



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 61 81 -20.2 61 20 60 20Self 56 79 -23.7 56 40 50 10


Peer 62 86 -24.0 62 20 80 0Customer 61 81 -20.2 61 22 78 0

Unclassified 56 69 -12.5 56 50 50 0

.

Setting Employee Goals

All Other 56 81 -24.8 56 20 70 10Self 58 80 -22.5 58 50 40 10


Peer 62 90 -28.1 62 30 60 10Customer 58 86 -28.0 58 33 56 11

Unclassified 44 63 -18.7 44 50 50 0

t Ensures that employee goals are challenging,yet achievable

All Other 60 82 -21.7 60 30 60 10Self 58 83 -25.0 58 60 30 10


Peer 60 83 -22.5 60 20 80 0Customer 57 81 -24.1 57 33 67 0

Unclassified 63 75 -12.5 63 50 50 0

t Ensures that employee goals are specific

All Other 59 78 -18.6 59 20 60 20Self 53 75 -22.5 53 60 30 10


Peer 61 86 -25.4 61 40 60 0Customer 68 81 -12.7 68 22 44 33

Unclassified 44 56 -12.5 44 50 50 0

t Ensures that employee goals are observableand measurable



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 67 82 -15.8 67 30 30 40Self 55 80 -25.0 55 50 50 0


Peer 64 84 -20.0 64 30 70 0Customer 62 78 -16.0 62 33 56 11

Unclassified 75 81 -6.2 75 0 100 0

t Gains acceptance for goals and commitment toachieve them



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 64 92 -27.8 64 20 60 20Self 70 83 -13.4 70 20 30 50


Peer 69 92 -22.8 69 10 80 10Customer 69 92 -23.0 69 22 56 22

Unclassified 50 96 -45.8 50 50 50 0

.

Directing Outcomes

All Other 63 93 -30.1 63 20 60 20Self 65 83 -17.5 65 40 30 30


Peer 69 93 -23.1 69 10 70 20Customer 66 94 -28.2 66 33 44 22

Unclassified 44 100 -56.2 44 50 50 0

t Ensures that employees understand therelationship between outcomes, businessobjectives, and strategy

All Other 65 91 -26.1 65 30 50 20Self 72 85 -12.8 72 33 33 33


Peer 68 88 -20.6 68 20 70 10Customer 64 90 -26.4 64 33 44 22

Unclassified 69 94 -25.0 69 0 100 0

t Permits employees the flexibility to determinethe approach for achieving outcomes

All Other 64 91 -27.3 64 20 50 30Self 73 83 -10.0 73 30 30 40


Peer 69 94 -24.8 69 20 60 20Customer 77 91 -14.4 77 11 44 44

Unclassified 38 94 -56.2 38 50 50 0

t Provides advice to help employees overcomeorganizational obstacles



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 62 83 -20.3 62 20 70 10Self 64 85 -20.7 64 20 60 20


Peer 64 88 -24.4 64 10 80 10Customer 63 85 -21.6 63 22 67 11

Unclassified 59 63 -3.1 59 50 50 0

.

Delegating Decisions

All Other 65 87 -21.9 65 30 60 10Self 60 88 -27.5 60 60 30 10


Peer 62 89 -27.1 62 30 70 0Customer 59 87 -27.8 59 44 44 11

Unclassified 88 75 12.5 88 0 50 50

t Delegates decisions to the employees bestqualified to make them

All Other 60 83 -22.9 60 20 70 10Self 65 83 -17.5 65 30 60 10


Peer 64 89 -24.6 64 20 60 20Customer 65 85 -19.4 65 22 67 11

Unclassified 44 63 -18.7 44 50 50 0

t Clarifies delegation parameters (for example:timeframes, deadlines, expenses, limits ofauthority)

All Other 63 83 -20.8 63 30 60 10Self 60 85 -25.0 60 50 40 10


Peer 59 87 -27.7 59 30 60 10Customer 65 84 -18.5 65 22 67 11

Unclassified 63 75 -12.5 63 50 50 0

t Accepts employee's decision, even when itdiffers from own



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 62 77 -15.6 62 20 50 30Self 72 85 -12.8 72 22 44 33


Peer 70 88 -18.1 70 10 70 20Customer 63 84 -20.8 63 22 56 22

Unclassified 44 38 6.3 44 50 50 0

t Provides the employee with sufficient authority,resources, and support to implement thedecision



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 53 93 -40.6 53 30 70 0Self 53 89 -36.2 53 60 30 10


Peer 55 91 -36.1 55 30 60 10Customer 56 91 -34.6 56 22 67 11

Unclassified 50 94 -43.7 50 50 50 0

.

Hiring & Staffing

All Other 52 95 -43.6 52 40 50 10Self 53 93 -40.0 53 80 10 10


Peer 51 91 -40.2 51 50 40 10Customer 53 92 -39.4 53 44 44 11

Unclassified 63 100 -37.5 63 50 0 50

t Assesses current and future staffing needs ofthe business unit

All Other 51 93 -42.0 51 30 60 10Self 55 90 -35.0 55 50 40 10


Peer 59 96 -36.9 59 40 50 10Customer 56 92 -35.9 56 22 67 11

Unclassified 38 88 -50.0 38 50 50 0

t Makes sound hiring decisions by matching thejob's requirements to the individuals'capabilities

All Other 58 93 -35.3 58 40 60 0Self 48 90 -42.5 48 70 30 0


Peer 57 87 -30.2 57 40 60 0Customer 57 88 -30.6 57 22 78 0

Unclassified 69 100 -31.2 69 0 100 0

t Seeks input from others when making criticalhiring decisions



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 50 91 -41.4 50 30 50 20Self 55 83 -27.5 55 50 40 10


Peer 55 92 -37.3 55 50 40 10Customer 59 92 -32.6 59 22 56 22

Unclassified 31 88 -56.2 31 100 0 0

t Identifies internal talent that could fillhigher-level positions



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 66 91 -25.0 66 22 56 22Self 64 85 -20.8 64 30 50 20


Peer 67 86 -19.1 67 10 80 10Customer 68 92 -23.9 68 11 67 22

Unclassified 69 98 -29.2 69 0 50 50

.

Managing Budgets & Expenses

All Other 64 93 -29.2 64 30 50 20Self 65 88 -22.5 65 50 30 20


Peer 60 87 -26.5 60 50 40 10Customer 59 93 -34.5 59 44 33 22

Unclassified 81 100 -18.7 81 0 50 50

t Balances cost, quality, and urgency whenmaking decisions or taking action

All Other 64 91 -27.3 64 20 60 20Self 65 85 -20.0 65 40 40 20


Peer 71 90 -19.0 71 10 80 10Customer 72 93 -21.5 72 11 67 22

Unclassified 44 100 -56.2 44 50 50 0

t Emphasizes the importance of financial issuesthroughout the work group or organization

All Other 71 90 -18.4 71 30 30 40Self 63 83 -20.0 63 40 40 20


Peer 70 82 -11.9 70 30 40 30Customer 73 89 -15.7 73 22 44 33

Unclassified 81 94 -12.5 81 0 50 50

t Implements or recommends operationalchanges that will improve fiscal performance



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 72 83 -11.3 72 10 60 30Self 73 85 -12.5 73 20 30 50


Peer 75 89 -13.2 75 10 40 50Customer 72 85 -12.7 72 11 56 33

Unclassified 69 65 4.2 69 50 0 50

.

Demonstrating Interpersonal Versatility

All Other 68 85 -17.4 68 10 60 30Self 70 85 -15.0 70 30 40 30


Peer 68 91 -23.1 68 40 30 30Customer 67 88 -20.8 67 44 22 33

Unclassified 69 63 6.3 69 50 0 50

t Recognizes when differences incommunication style are impacting workrelationships

All Other 73 85 -11.5 73 10 60 30Self 73 85 -12.5 73 30 40 30


Peer 81 88 -6.5 81 0 60 40Customer 71 83 -12.7 71 22 44 33

Unclassified 69 81 -12.5 69 0 100 0

t Takes steps to reduce interpersonal tensionduring an interaction

All Other 75 80 -5.0 75 10 40 50Self 75 85 -10.0 75 30 10 60


Peer 77 87 -10.0 77 10 50 40Customer 80 84 -4.4 80 11 33 56

Unclassified 69 50 18.8 69 50 0 50

t Modifies own behavior to help others feel morecomfortable in an interaction



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 67 82 -14.5 67 20 50 30Self 69 86 -16.2 69 20 40 40


Peer 70 88 -18.2 70 10 60 30Customer 70 84 -13.9 70 22 56 22

Unclassified 61 63 -1.6 61 50 0 50

.

Resolving Conflict

All Other 69 88 -18.7 69 30 50 20Self 65 88 -22.5 65 60 10 30


Peer 63 89 -25.8 63 40 40 20Customer 64 83 -18.5 64 33 44 22

Unclassified 88 88 0.0 88 0 50 50

t Addresses potential conflict before it escalatesto negatively impact business operations

All Other 65 81 -15.4 65 20 50 30Self 73 88 -15.0 73 10 70 20


Peer 71 90 -19.8 71 10 70 20Customer 73 86 -13.2 73 22 56 22

Unclassified 44 50 -6.2 44 50 50 0

t Focuses on issues, behaviors, and outcomesrather than personalities when managingconflict

All Other 69 84 -14.6 69 30 40 30Self 65 83 -17.5 65 60 0 40


Peer 65 86 -20.8 65 30 60 10Customer 70 83 -13.0 70 22 44 33

Unclassified 75 75 0.0 75 0 100 0

t Allows each employee or group to expresstheir views and offer solutions



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 66 76 -9.3 66 20 30 50Self 75 85 -10.0 75 11 56 33


Peer 79 85 -6.2 79 10 40 50Customer 72 83 -10.9 72 22 33 44

Unclassified 38 38 0.0 38 50 50 0

t Provides a resolution to the conflict when theemployees or groups cannot agree and whenwork objectives demand a quick resolution



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 68 92 -24.2 68 20 60 20Self 72 87 -15.6 72 20 50 30


Peer 67 90 -23.3 67 10 70 20Customer 74 94 -19.6 74 11 56 33

Unclassified 67 96 -29.2 67 0 50 50

.

Negotiating

All Other 70 96 -26.2 70 10 70 20Self 75 92 -16.7 75 33 33 33


Peer 63 93 -29.9 63 33 56 11Customer 70 98 -28.1 70 38 25 38

Unclassified 88 100 -12.5 88 0 50 50

t Plans in advance for a negotiation byidentifying the key interests of all parties

All Other 69 90 -21.3 69 20 60 20Self 70 88 -17.5 70 20 60 20


Peer 67 85 -17.5 67 30 50 20Customer 76 94 -17.4 76 11 67 22

Unclassified 75 94 -18.7 75 0 100 0

t Considers a wide range of options inidentifying a negotiated solution

All Other 65 90 -25.1 65 20 30 50Self 70 83 -12.5 70 30 40 30


Peer 70 93 -22.5 70 30 40 30Customer 76 90 -13.4 76 22 22 56

Unclassified 38 94 -56.2 38 50 50 0

t Creates negotiated agreements that reflect theinterests and needs of all sides



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 74 95 -20.1 74 11 56 33Self 71 88 -16.7 71 20 30 50


Peer 72 92 -20.1 72 10 60 30Customer 76 93 -17.1 76 11 44 44

Unclassified 73 98 -25.0 73 0 50 50

.

Persuading Others

All Other 74 96 -22.5 74 10 60 30Self 65 93 -27.5 65 50 20 30


Peer 66 93 -26.5 66 40 40 20Customer 75 95 -20.1 75 33 22 44

Unclassified 88 100 -12.5 88 0 50 50

t Supports arguments and positions withrelevant facts or data

All Other 68 93 -25.1 68 10 50 40Self 73 85 -12.5 73 30 40 30


Peer 72 94 -22.1 72 20 60 20Customer 73 92 -18.7 73 22 33 44

Unclassified 44 94 -50.0 44 50 50 0

t Addresses both the strengths and weaknessesof options when recommending a position

All Other 81 94 -12.9 81 10 10 80Self 75 85 -10.0 75 30 10 60


Peer 79 91 -11.9 79 10 40 50Customer 81 93 -12.5 81 11 44 44

Unclassified 88 100 -12.5 88 0 50 50

t Communicates an openness to modify ownposition when presented with compelling factsor counterarguments



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 72 95 -23.4 72 10 60 30Self 71 90 -19.2 71 30 30 40


Peer 71 92 -21.0 71 10 60 30Customer 73 93 -19.2 73 22 44 33

Unclassified 58 100 -41.7 58 50 0 50

.

Listening

All Other 66 96 -29.8 66 10 60 30Self 73 90 -17.5 73 30 30 40


Peer 68 95 -27.1 68 30 50 20Customer 70 92 -21.8 70 22 44 33

Unclassified 44 100 -56.2 44 50 50 0

t Probes to understand unexpressed or poorlyexpressed thoughts

All Other 76 94 -18.5 76 10 60 30Self 65 93 -27.5 65 50 20 30


Peer 72 88 -16.0 72 10 60 30Customer 79 93 -13.7 79 11 56 33

Unclassified 81 100 -18.7 81 0 50 50

t Periodically confirms understanding byrephrasing others' statements

All Other 73 95 -22.1 73 10 30 60Self 75 88 -12.5 75 30 30 40


Peer 74 94 -19.8 74 20 50 30Customer 71 93 -22.2 71 22 33 44

Unclassified 50 100 -50.0 50 50 0 50

t Pays attention to how things are said by others(for example: tone, feelings, context, nonverbalcues)



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 61 92 -30.3 61 20 50 30Self 61 84 -23.3 61 30 50 20


Peer 69 88 -19.9 69 20 60 20Customer 66 92 -26.7 66 11 56 33

Unclassified 52 94 -41.7 52 50 50 0

.

Speaking Effectively

All Other 61 93 -31.2 61 20 50 30Self 55 85 -30.0 55 70 20 10


Peer 69 86 -17.1 69 10 90 0Customer 59 94 -35.9 59 33 67 0

Unclassified 63 94 -31.2 63 50 50 0

t Communicates concisely without jeopardizingthe message's clarity

All Other 58 90 -32.8 58 30 70 0Self 60 83 -22.5 60 40 60 0


Peer 67 91 -24.4 67 11 89 0Customer 65 91 -25.9 65 13 63 25

Unclassified 31 94 -62.5 31 100 0 0

t Recognizes when the audience is losinginterest or is becoming confused and takessteps to correct the problem

All Other 65 92 -26.9 65 30 40 30Self 68 85 -17.5 68 40 30 30


Peer 70 88 -18.1 70 20 50 30Customer 73 92 -18.3 73 11 44 44

Unclassified 63 94 -31.2 63 50 50 0

t Maintains composure when dealing withchallenging or hostile questions



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 61 91 -29.5 61 20 60 20Self 64 85 -20.5 64 20 60 20


Peer 66 88 -21.7 66 10 80 10Customer 65 92 -26.9 65 11 78 11

Unclassified 49 94 -45.0 49 50 50 0

.

Leading Teams

All Other 61 91 -30.7 61 20 70 10Self 73 85 -12.5 73 30 40 30


Peer 63 91 -28.7 63 30 60 10Customer 66 93 -27.5 66 33 44 22

Unclassified 44 94 -50.0 44 50 50 0

t Creates teams by selecting capable memberswho complement each other's strengths andweaknesses

All Other 63 90 -27.5 63 30 50 20Self 60 85 -25.0 60 40 50 10


Peer 69 85 -15.6 69 10 70 20Customer 65 92 -27.8 65 22 67 11

Unclassified 63 88 -25.0 63 50 50 0

t Establishes common understanding of team'sgoals, objectives, timeframes, deliverables, andexpected level of performance

All Other 57 90 -33.2 57 20 70 10Self 63 85 -22.5 63 50 30 20


Peer 61 88 -27.1 61 30 60 10Customer 66 92 -25.2 66 22 67 11

Unclassified 31 94 -62.5 31 100 0 0

t Takes action to help resolve team workflowproblems, such as division of responsibilities,obstacles, or communication issues



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 64 90 -26.4 64 30 50 20Self 55 85 -30.0 55 50 40 10


Peer 72 84 -12.5 72 10 50 40Customer 62 90 -27.8 62 33 56 11

Unclassified 63 94 -31.2 63 50 50 0

t Ensures that all team members have anopportunity to provide input

All Other 61 91 -29.9 61 20 40 40Self 70 83 -12.5 70 20 60 20


Peer 66 90 -24.4 66 30 50 20Customer 65 91 -25.9 65 33 44 22

Unclassified 44 100 -56.2 44 50 50 0

t Checks for agreement and support fordecisions or actions



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 53 93 -39.2 53 22 67 11Self 62 89 -27.5 62 30 60 10


Peer 60 88 -28.4 60 20 70 10Customer 58 91 -33.2 58 22 78 0

Unclassified 38 96 -58.3 38 50 50 0

.

Adapting to Cultural Differences

All Other 50 96 -45.9 50 30 60 10Self 55 93 -37.5 55 60 30 10


Peer 55 89 -33.5 55 50 40 10Customer 55 94 -39.1 55 44 56 0

Unclassified 38 100 -62.5 38 50 50 0

t Takes into account others' culturalbackgrounds when interpreting theircommunications and actions

All Other 53 92 -38.5 53 20 70 10Self 60 88 -27.5 60 60 30 10


Peer 61 91 -29.8 61 20 80 0Customer 54 90 -35.6 54 33 67 0

Unclassified 38 94 -56.2 38 50 50 0

t Adapts own actions to meet the cultural normsand values of others

All Other 57 90 -33.2 57 30 40 30Self 70 88 -17.5 70 30 40 30


Peer 63 85 -21.9 63 30 50 20Customer 65 90 -24.8 65 11 67 22

Unclassified 38 94 -56.2 38 100 0 0

t Modifies or adapts solutions to problems toinclude cross-cultural perspectives



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 66 91 -25.6 66 20 60 20Self 64 84 -20.0 64 20 60 20


Peer 71 88 -16.8 71 10 50 40Customer 67 92 -24.9 67 22 56 22

Unclassified 56 100 -43.7 56 50 50 0

.

Understanding Business Issues

All Other 62 92 -30.5 62 20 60 20Self 63 85 -22.5 63 60 20 20


Peer 67 94 -26.7 67 30 50 20Customer 68 92 -24.5 68 33 33 33

Unclassified 44 100 -56.2 44 50 50 0

t Defines the full scope of the problem beforetaking action

All Other 66 92 -26.0 66 30 50 20Self 65 85 -20.0 65 40 40 20


Peer 70 86 -16.0 70 20 50 30Customer 64 94 -30.6 64 33 44 22

Unclassified 69 100 -31.2 69 0 100 0

t Differentiates critical from non-critical issues inorder to prioritize actions

All Other 62 90 -27.6 62 20 50 30Self 65 83 -17.5 65 30 50 20


Peer 68 89 -21.5 68 30 40 30Customer 71 91 -19.4 71 22 44 33

Unclassified 38 100 -62.5 38 50 50 0

t Gathers information from a variety of sources



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 73 91 -18.4 73 30 10 60Self 63 83 -20.0 63 40 30 30


Peer 81 84 -2.9 81 10 30 60Customer 65 90 -25.0 65 33 22 44

Unclassified 75 100 -25.0 75 0 100 0

t Evaluates information before deciding on thebest course of action



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 65 92 -26.9 65 20 60 20Self 69 83 -13.2 69 20 60 20


Peer 70 90 -19.8 70 10 70 20Customer 72 91 -19.6 72 22 33 44

Unclassified 48 96 -47.9 48 50 50 0

.

Making Decisions

All Other 61 94 -32.5 61 20 60 20Self 68 85 -17.5 68 40 40 20


Peer 68 92 -24.0 68 20 60 20Customer 66 92 -25.9 66 33 44 22

Unclassified 38 100 -62.5 38 50 50 0

t Makes timely decisions in spite of complexity,ambiguity, and uncertainty

All Other 69 90 -21.2 69 20 50 30Self 63 80 -17.5 63 40 40 20


Peer 73 86 -12.9 73 10 60 30Customer 75 92 -16.7 75 11 44 44

Unclassified 69 94 -25.0 69 0 100 0

t Does not delay in making decisions that mayproduce unpleasant consequences

All Other 64 91 -26.9 64 20 30 50Self 78 83 -4.7 78 11 56 33


Peer 68 90 -22.5 68 30 50 20Customer 74 90 -16.2 74 22 33 44

Unclassified 38 94 -56.2 38 50 50 0

t Chooses the best solution after carefullyweighing the alternatives



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 73 86 -12.3 73 0 56 44Self 73 83 -10.0 73 10 50 40


Peer 70 87 -16.4 70 20 50 30Customer 72 84 -12.0 72 22 33 44

Unclassified 77 77 0.0 77 0 50 50

.

Understanding Business Fundamentals

All Other 72 89 -16.6 72 20 50 30Self 68 88 -20.0 68 40 30 30


Peer 68 86 -18.5 68 30 50 20Customer 73 88 -14.1 73 22 33 44

Unclassified 81 88 -6.2 81 0 50 50

t Demonstrates knowledge of strategic businessplans and their key elements

All Other 74 81 -6.5 74 0 60 40Self 80 85 -5.0 80 10 50 40


Peer 71 85 -14.4 71 20 50 30Customer 72 83 -11.1 72 33 33 33

Unclassified 69 56 12.5 69 0 100 0

t Understands basic financial accountingconcepts and data such as income statements,balance sheets, cash flow, inventory turn, andrevenue projections

All Other 74 88 -13.9 74 30 10 60Self 73 78 -5.0 73 30 30 40


Peer 71 88 -16.2 71 20 40 40Customer 72 83 -10.9 72 33 22 44

Unclassified 81 88 -6.2 81 0 50 50

t Understands the key implications of humanresource management concepts in managingemployees



Org. Overall

Current Target

Gap:Current -Target

CurrentNorm

% Distribution


ModerateExtent

GreatExtent


All Other 71 92 -21.4 71 10 50 40Self 75 88 -12.5 75 10 50 40


Peer 73 91 -18.1 73 10 70 20Customer 75 93 -18.6 75 22 33 44

Unclassified 52 96 -43.7 52 50 50 0

.

Developing Self

All Other 66 94 -27.4 66 10 60 30Self 70 90 -20.0 70 40 30 30


Peer 69 95 -25.8 69 20 60 20Customer 71 94 -23.8 71 33 33 33

Unclassified 44 100 -56.2 44 50 50 0

t Assesses own performance to identify personalstrengths and weaknesses

All Other 75 92 -17.3 75 10 50 40Self 73 90 -17.5 73 20 50 30


Peer 75 86 -11.0 75 10 60 30Customer 76 94 -18.1 76 22 33 44

Unclassified 75 94 -18.7 75 0 100 0

t Asks for and is receptive to feedback from avariety of sources

All Other 71 90 -19.5 71 10 10 80Self 83 83 0.0 83 20 20 60


Peer 74 92 -17.5 74 20 40 40Customer 78 91 -13.9 78 22 22 56

Unclassified 38 94 -56.2 38 50 50 0

t Uses opportunities for learning andself-development



Growth Leader NavigatorOrganizational Curriculum Planning Report For:Sample Group

Finding your way in today's world of work

Development Resources by CompetencyThis section of your report describes development recommendations for your organization's greatest development opportunities.

Competency The competencies listed here are your organization's greatest development needs based upon the number of people in theorganization who have the competency as a development opportunity.

Competency Level Development recommendations are provided at three levels: foundational, intermediate, and advanced.

Priority Count This indicates the number of people in your organization who received this competency level as one of their developmentopportunities.

Development Resources This column shows the development resources available for developing this competency.



CompetencyCompetency

LevelPriorityCount Development Resources

Developing Employees Foundational 1 Developing Employee Capital: Setting the Stage for Life-long Learning. HRD Press, Inc. (Book). By: DavidKalamas and Joan KalamasDeveloping Employees Who Love to Learn: Tools, Strategies, and Programs for Promoting Learning at Work.Davies-Black Publishing. (Book). By: Linda HonoldManagers as Mentors: Building Partnerships for Learning (2nd Edition). Berrett-Koehler Publishers. (Book). By:Chip R. BellManaging Human Performance: Planning for Employee Development module (Workshop). Wilson LearningCorporation

Intermediate 1 Managers as Mentors: Building Partnerships for Learning (2nd Edition). Berrett-Koehler Publishers. (Book). By:Chip R. BellManaging Human Performance: Planning for Employee Development module (Workshop). Wilson LearningCorporationDeveloping Employees Who Love to Learn: Tools, Strategies, and Programs for Promoting Learning at Work.Davies-Black Publishing. (Book). By: Linda HonoldThe Leadership Pipeline: How To Build the Leadership-Powered Company. Jossey-Bass. (Book). By: RamCharan, Stephen Drotter, and James Noel

Advanced 2 The 5 Patterns of Extraordinary Careers: The Guide for Achieving Success and Satisfaction. Random House.(Book). By: James M. Citrin and Richard A. SmithSecrets of an Executive Coach: Proven Methods for Helping Leaders Excel Under Pressure. AMACOM. (Book).By: Alan DownsTopgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People. Pritchett. (Book).By: Bradford D. Smart, Ph.D.





Communicating Vision & Purpose Intermediate 2 Building the Bridge As You Walk On It: A Guide for Leading Change. Jossey-Bass. (Book). By: Robert E. QuinnLeading on the Edge of Chaos: The Ten Critical Elements for Success in Volatile Times. Prentice Hall. (Book).By: Emmett C. Murphy and Mark A. MurphyVision Management: Translating Strategy Into Action. Productivity Press. (Book). By: Edited by SANNOManagement Development Research Center and Translated by Frank CzuprynaThe Leader-Manager: Creating a Sense of Mission module (Workshop). Wilson Learning CorporationLeading for Growth: Creating a Shared Vision module (Workshop). Wilson Learning Corporation

Advanced 1 Vision Management: Translating Strategy Into Action. Productivity Press. (Book). By: Edited by SANNOManagement Development Research Center and Translated by Frank CzuprynaLeading for Growth: Creating a Shared Vision module (Workshop). Wilson Learning CorporationLeading Corporate Transformation: A Blueprint for Business Renewal. Jossey-Bass. (Book). By: Robert H. MilesThe Mind of the CEO. Perseus Books. (Book). By: Jeffery E. GartenThe Trusted Leader: Bringing Out the Best in Your People and Your Company. Free Press. (Book). By: RobertGalford and Anne Siebold Drapeau

Developing Structure and Processes Advanced 1 Conquering Complexity in Your Business: How Wal-Mart, Toyota, and Other Top Companies Are BreakingThrough the Ceiling in Profits and Growth. McGraw-Hill. (Book). By: Michael L. George and Stephen A. WilsonPowered by Honda: Developing Excellence in the Global Enterprise. Backinprint.com. (Book). By: Dave Nelson,Rick Mayo, and Patricia MoodySupply Chain Optimization: Building the Strongest Total Business Network. Berrett-Koehler Publishers. (Book).By: Charles C. Poirier and Stephen E. Reiter

Understanding the Competitive Environment Intermediate 1 Competition in the 21st Century. Deep & Deep Publications. (Book). By: Kirk W. M. TysonCompetitive Solutions: The Strategist's Toolkit. Princeton University Press. (Book). By: R. Preston McAfeeThe Death of Competition: Leadership & Strategy in the Age of Business Ecosystems. HarperBusiness. (Book).By: James F. Moore





Managing Performance Intermediate 2 Managing the Unexpected: Assuring High Performance in an Age of Complexity (2nd Edition). Jossey-Bass.(Book). By: Karl E. Weick and Kathleen M. SutcliffeThe Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. McGraw-Hill.(Book). By: Paul C. LightThe Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and PersonalRenewal. Free Press. (Book). By: Jim Loehr and Tony SchwartzManaging Human Performance (Workshop). Wilson Learning Corporation

Advanced 2 The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. McGraw-Hill.(Book). By: Paul C. LightThe 8th Habit: From Effectiveness to Greatness. Free Press. (Book). By: Dr. Stephen R. Covey

Setting Employee Goals Advanced 1 Leveraging the New Human Capital: Adaptive Strategies, Results Achieved, and Stories of Transformation.Davies-Black Publishing. (Book). By: Sandra Burud and Marie TumoloThe Leader-Manager: Gaining Commitment to Performance Goals module (Workshop). Wilson LearningCorporationThe Passion Plan at Work: A Step-by-Step Guide to Building a Passion-Driven Organization. Jossey-Bass.(Book). By: Richard Y. Chang and Fred Smith

Directing Outcomes Advanced 2 How to Delegate (Essential Managers Series). DK Publishing. (Book). By: Robert HellerIf You Want It Done Right, You Don't Have to Do It Yourself!: The Art of Effective Delegation. Quill Driver Books.(Book). By: Donna M. Genett





Hiring & Staffing Foundational 3 High Impact Hiring: How to Interview and Select Outstanding Employees. Management Development Systems,LLC. (Book). By: Del J. StillHiring the Best: A Manager's Guide to Effective Interviewing and Recruiting. Adams Media Corporation. (Book).By: Martin YateImpact Hiring: The Secrets of Hiring a Superstar. Prentice Hall. (Book). By: Frederick W. Ball and Barbara B. BallLeading for Performance: Interviewing for Selection (Workshop). Wilson Learning Corporation

Intermediate 4 Impact Hiring: The Secrets of Hiring a Superstar. Prentice Hall. (Book). By: Frederick W. Ball and Barbara B. BallHiring and Keeping the Best People. Harvard Business School Press. (Book). By: Harvard Business SchoolPressThe New Workforce: Five Sweeping Trends That Will Shape Your Company's Future. AMACOM. (Book). By:Harriet HankinTopgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People. Pritchett. (Book).By: Bradford D. Smart, Ph.D.Performance-Based Interviewing (Workshop). Wilson Learning Corporation

Advanced 5 Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People. Pritchett. (Book).By: Bradford D. Smart, Ph.D.Performance-Based Interviewing (Workshop). Wilson Learning CorporationThe 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late.AMACOM. (Book). By: Leigh BranhamThe Leadership Pipeline: How To Build the Leadership-Powered Company. Jossey-Bass. (Book). By: RamCharan, Stephen Drotter, and James NoelSuccessful Talent Strategies: Achieving Superior Business Results Through Market-Focused Staffing. AMACOM.(Book). By: David Sears

Managing Budgets & Expenses Intermediate 1 Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Harvard BusinessSchool Press. (Book). By: Jeremy Hope and Robin FraserBudgeting for Managers. McGraw-Hill. (Book). By: Sid Kemp and Eric Dunbar

Demonstrating Interpersonal Versatility Advanced 2 A Journey into the Heroic Environment: A Personal Guide for Creating a Work Environment Built on SharedValues. Prima Lifestyles. (Book). By: Rob LebowBuilding Relationship Versatility: Social Styles at Work (Workshop). Wilson Learning CorporationTrusted Partners: How Companies Build Mutual Trust and Win Together. Free Press. (Book). By: Jordan D.Lewis





Persuading Others Advanced 1 Influence Without Authority (Second Edition). John Wiley & Sons. (Book). By: Allan R. Cohen and David L.BradfordLeading for Growth. Adopting Mutual Influence module (Workshop). Wilson Learning CorporationThe Psychology of Persuasion: How to Persuade Others to Your Way of Thinking. Pelican Publishing. (Book).By: Kevin HoganTalking to the Top: Executive's Guide to Career-Making Presentations. Diane Books Publishing Company.(Book). By: Ray Anthony, Foreword by Dr. Warren BennisThe Third Opinion: How Successful Leaders Use Outside Insight to Create Superior Results. Penguin Group.(Book). By: Saj-Nicole A. Joni

Listening Intermediate 1 The Lost Art of Listening: How Learning to Listen Can Improve Relationships. The Guilford Press. (Book). By:Michael NicholsLeading for Performance: Communicating with Purpose (Workshop). Wilson Learning CorporationThe 8th Habit: From Effectiveness to Greatness. Free Press. (Book). By: Dr. Stephen R. CoveyCrucial Conversations: Tools for Talking when Stakes Are High. McGraw-Hill. (Book). By: Kerry Patterson,Joseph Grenny, Ron McMillan, and Al SwitzlerHow the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. Jossey-Bass.(Book). By: Robert Kegan and Lisa Laskow LaheyConsulting with Clients (Workshop). Wilson Learning Corporation

Advanced 1 The 8th Habit: From Effectiveness to Greatness. Free Press. (Book). By: Dr. Stephen R. CoveyConsulting with Clients (Workshop). Wilson Learning CorporationA Journey into the Heroic Environment: A Personal Guide for Creating a Work Environment Built on SharedValues. Prima Lifestyles. (Book). By: Rob LebowTurning to One Another: Simple Conversations to Restore Hope to the Future. Berrett-Koehler Publishers.(Book). By: Margaret J. WheatleyThe Zen of Listening: Mindful Communications in the Age of Distractions. Quest Books. (Book). By: Rebecca Z.Shafir





Speaking Effectively Intermediate 1 Leading for Performance: Communicating with Purpose (Workshop). Wilson Learning CorporationCrucial Conversations: Tools for Talking when Stakes Are High. McGraw-Hill. (Book). By: Kerry Patterson,Joseph Grenny, Ron McMillan, and Al SwitzlerUPFRONT: Persuasion Through Presentation (Workshop). Wilson Learning CorporationCommunicating for Managerial Effectiveness. Sage Publications, Inc. (Book). By: Philip G. Clampitt and Gabriel M.Vasquez

Advanced 2 UPFRONT: Persuasion Through Presentation (Workshop). Wilson Learning CorporationA Briefing for Leaders: Communication as the Ultimate Exercise of Power. HarperCollins. (Book). By: Robert L.DilenschneiderCorporate Conversations: A Guide to Crafting Effective and Appropriate Internal Communications. AMACOM.(Book). By: Shel HoltzThe Leader's Voice: How Communication Can Inspire Action and Get Results! Select Books. (Book). By: BoydClarke and Ron Crossland

Leading Teams Intermediate 1 The Discipline of Teams: A Mindbook-Workbook for Delivering Small Group Performance. John Wiley & Sons.(Book). By: Jon R. Katzenbach and Douglas K. SmithThe Trusted Leader: Bringing Out the Best in Your People and Your Company. Free Press. (Book). By: RobertGalford and Anne Siebold DrapeauCreating Team Mastery (Workshop). Wilson Learning CorporationHigh-Performance Team Workshop (Workshop). Wilson Learning CorporationLeading for Growth (Workshop). Wilson Learning Corporation

Advanced 1 The Trusted Leader: Bringing Out the Best in Your People and Your Company. Free Press. (Book). By: RobertGalford and Anne Siebold DrapeauCreating Team Mastery (Workshop). Wilson Learning CorporationThe Wisdom of Teams: Creating the High-Performance Organization. HarperCollins. (Book). By Jon R.Katzenbach and Douglas K. Smith





Adapting to Cultural Differences Foundational 1 The Commanding Heights: The Battle Between Government and the Marketplace That Is Remaking the ModernWorld. Touchstone Books. (Book). By: Daniel Yergin and Joseph StanislawCultural Intelligence: A Guide to Working with People from Other Cultures. Intercultural Press. (Book). By: BrooksPetersonGlobalWork: Bridging Distance, Culture & Time. Jossey-Bass. (Book). By: Mary O'Hara-Devereaux and RobertJohansenThe Invisible Continent: Four Strategic Imperatives of the New Economy. HarperCollins. (Book). By: KenichiOhmaeNavigating the Badlands: Thriving in the Decade of Radical Transformation. Jossey-Bass. (Book). By: MaryO'Hara-DevereauxGlobal Awareness (Workshop). Wilson Learning Corporation

Intermediate 3 The Commanding Heights: The Battle Between Government and the Marketplace That Is Remaking the ModernWorld. Touchstone Books. (Book). By: Daniel Yergin and Joseph StanislawGlobal Awareness (Workshop). Wilson Learning CorporationA Future Perfect: The Challenge and Hidden Promise of Globalization. Random House Trade Paperbacks.(Book). By: John Micklethwait and Adrian WooldridgeGlobal Literacies: Lessons on Business Leadership and National Cultures. Simon & Schuster. (Book). By:Robert Rosen, Patricia Digh, Marshall Singer, and Carl PhillipsWhen Cultures Collide: Leading Across Cultures. Nicholas Brealey Publishing. (Book). By: Richard D. Lewis

Advanced 3 Global Awareness (Workshop). Wilson Learning CorporationA Future Perfect: The Challenge and Hidden Promise of Globalization. Random House Trade Paperbacks.(Book). By: John Micklethwait and Adrian WooldridgeCultural Intelligence: People Skills for Global Business. Berrett-Koehler Publishers. (Book). By: David C. Thomasand Kerr InksonGlobal Squeeze: The Coming Crisis for First-World Nations. McGraw-Hill/Contemporary. (Book). By: Richard C.Longworth, Foreword by Adele SimmonsManaging Global Alliances: Key Steps for Successful Collaboration. Addison Wesley Publishing. (Book). By: M.Cauley de la Sierra





Understanding Business Issues Foundational 1 businessThink: Rules for Getting It Right - Now and No Matter What! John Wiley & Sons. (Book). By: DaveMarcum, Steve Smith, and Mahan KhalsaThe Rule of Three: Surviving & Thriving in Competitive Markets. Free Press. (Book). By: Jagdish Sheth andRajendra SisodiaWhen Giants Stumble: Classic Business Blunders and How to Avoid Them. Prentice Hall Press. (Book). By:Robert SobelLeading for Performance: Problem Solving (Workshop). Wilson Learning Corporation

Intermediate 1 Leading for Performance: Problem Solving (Workshop). Wilson Learning CorporationThe Agenda: What Every Business Must Do to Dominate the Decade. Crown Business. (Book). By: MichaelHammerThe Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management.HarperBusiness. (Book). By: Peter F. DruckerLessons from the Future: Making Sense of a Blurred World. Capstone. (Book). By: Stan DavisReinventing Strategy: Using Strategic Learning to Create and Sustain Breakthrough Performance. John Wiley &Sons. (Book). By: Willie PietersenConsulting with Clients (Workshop). Wilson Learning Corporation

Advanced 1 Consulting with Clients (Workshop). Wilson Learning CorporationChanging Fortunes: Remaking the Industrial Corporation. John Wiley & Sons. (Book). By: Nitin Nohria, DavisDyer, and Frederick DalzellLeading with Knowledge: The Nature of Competition in the 21st Century. Sage Publications Ltd. (Book). By:Richard C. Huseman, Ph.D. and Jon P. Goodman, Ph.D.The Mirage of Global Markets: How Globalizing Companies Can Succeed As Markets Localize. Financial TimesPrentice-Hall. (Book). By: David Arnold





Making Decisions Intermediate 1 Leading for Performance: Problem Solving (Workshop). Wilson Learning CorporationLess Is More: How Great Companies Use Productivity as a Competitive Tool in Business. Portfolio. (Book). By:Jason JenningsLiving on the Fault Line: Managing for Shareholder Value in Any Economy (Revised Edition). HarperCollins.(Book). By: Geoffrey MooreThe Phoenix Effect: 9 Revitalizing Strategies No Business Can Do Without. John Wiley & Sons. (Book). By:Carter Pate and Harlan PlattThe Third Opinion: How Successful Leaders Use Outside Insight to Create Superior Results. Penguin Group.(Book). By: Saj-Nicole A. Joni

Advanced 1 The Third Opinion: How Successful Leaders Use Outside Insight to Create Superior Results. Penguin Group.(Book). By: Saj-Nicole A. JoniEvery Business Is a Growth Business: How Your Company Can Prosper Year After Year. Three Rivers Press.(Book). By: Ram Charan and Noel M. TichyThe Value Profit Chain: Treat Employees Like Customers and Customers Like Employees. Free Press. (Book).By: James L. Heskett, W. Earl Sasser, Jr., and Leonard A. SchlesingerX-Engineering the Corporation: Reinventing Your Business in the Digital Age. Warner Business Books. (Book).By: James Champy





Understanding Business Fundamentals Intermediate 2 The Portable MBA in Finance and Accounting. John Wiley & Sons. (Book). By: John Leslie Livingstone andTheodore GrossmanConquering Consumerspace: Marketing Strategies for a Branded World. AMACOM. (Book). By: Michael R.SolomonThe ROI of Human Capital: Measuring the Economic Value of Employee Performance. AMACOM. (Book). By: JacFitz-enzThe Value Profit Chain: Treat Employees Like Customers and Customers Like Employees. Free Press. (Book).By: James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger

Advanced 1 The ROI of Human Capital: Measuring the Economic Value of Employee Performance. AMACOM. (Book). By: JacFitz-enzEvery Business Is a Growth Business: How Your Company Can Prosper Year After Year. Three Rivers Press.(Book). By: Ram Charan and Noel M. TichyHandbook of Business Valuation. John Wiley & Sons. (Book). By: Thomas L. West and Jeffrey D. Jones, editorsA New Brand World: Eight Principles for Achieving Brand Leadership in the Twenty-First Century. PenguinBooks. (Book). By: Scott Bedbury and Stephen Fenichell



Development Resources by FrequencyThis section of your report provides information on the most frequently recommended development resources (courses, books, etc.). Since some resources arerecommended for multiple competencies, it can be useful to examine specific developmental resources by the overall frequency with which they are suggested to membersof your organization. The charts on the following pages provide the following information:

Number Recommended This is the total number of people receiving recommendations for each course, book, or other development resource.

Development Resource This column lists the name and related information for each development resource.

Competency This column indicates which competencies are associated with each development resource.



NumberRecommended Development Resource Competency

6 Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People. Pritchett. (Book). By:Bradford D. Smart, Ph.D.

Developing EmployeesHiring & Staffing

5 Successful Talent Strategies: Achieving Superior Business Results Through Market-Focused Staffing. AMACOM. (Book).By: David Sears

Hiring & Staffing

5 The Leadership Pipeline: How To Build the Leadership-Powered Company. Jossey-Bass. (Book). By: Ram Charan,Stephen Drotter, and James Noel

Developing EmployeesHiring & Staffing

5 The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late. AMACOM.(Book). By: Leigh Branham

Hiring & Staffing

5 Performance-Based Interviewing (Workshop). Wilson Learning Corporation Hiring & Staffing4 The New Workforce: Five Sweeping Trends That Will Shape Your Company's Future. AMACOM. (Book). By: Harriet

HankinHiring & Staffing

4 The 8th Habit: From Effectiveness to Greatness. Free Press. (Book). By: Dr. Stephen R. Covey Managing PerformanceListeningDeveloping Self

4 Global Awareness (Workshop). Wilson Learning Corporation Adapting to Cultural Differences4 Hiring and Keeping the Best People. Harvard Business School Press. (Book). By: Harvard Business School Press Hiring & Staffing4 A Future Perfect: The Challenge and Hidden Promise of Globalization. Random House Trade Paperbacks. (Book). By:

John Micklethwait and Adrian WooldridgeAdapting to Cultural Differences

4 Impact Hiring: The Secrets of Hiring a Superstar. Prentice Hall. (Book). By: Frederick W. Ball and Barbara B. Ball Hiring & Staffing3 Hiring the Best: A Manager's Guide to Effective Interviewing and Recruiting. Adams Media Corporation. (Book). By:

Martin YateHiring & Staffing

3 A Journey into the Heroic Environment: A Personal Guide for Creating a Work Environment Built on Shared Values.Prima Lifestyles. (Book). By: Rob Lebow

Demonstrating Interpersonal VersatilityListeningSocial Character

3 Consulting with Clients (Workshop). Wilson Learning Corporation ListeningUnderstanding Business Issues




3 High Impact Hiring: How to Interview and Select Outstanding Employees. Management Development Systems, LLC.(Book). By: Del J. Still

Hiring & Staffing

3 Managing Global Alliances: Key Steps for Successful Collaboration. Addison Wesley Publishing. (Book). By: M. Cauleyde la Sierra


3 Leading for Performance: Interviewing for Selection (Workshop). Wilson Learning Corporation Hiring & Staffing3 Global Literacies: Lessons on Business Leadership and National Cultures. Simon & Schuster. (Book). By: Robert

Rosen, Patricia Digh, Marshall Singer, and Carl PhillipsAdapting to Cultural Differences

3 When Cultures Collide: Leading Across Cultures. Nicholas Brealey Publishing. (Book). By: Richard D. Lewis Adapting to Cultural Differences3 Cultural Intelligence: People Skills for Global Business. Berrett-Koehler Publishers. (Book). By: David C. Thomas and

Kerr InksonAdapting to Cultural Differences

3 The Commanding Heights: The Battle Between Government and the Marketplace That Is Remaking the Modern World.Touchstone Books. (Book). By: Daniel Yergin and Joseph Stanislaw


3 Global Squeeze: The Coming Crisis for First-World Nations. McGraw-Hill/Contemporary. (Book). By: Richard C.Longworth, Foreword by Adele Simmons


3 The Value Profit Chain: Treat Employees Like Customers and Customers Like Employees. Free Press. (Book). By: JamesL. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger

Knowing Own OrganizationMaking DecisionsUnderstanding Business Fundamentals

2 Building the Bridge As You Walk On It: A Guide for Leading Change. Jossey-Bass. (Book). By: Robert E. Quinn Communicating Vision & Purpose2 Corporate Conversations: A Guide to Crafting Effective and Appropriate Internal Communications. AMACOM. (Book). By:

Shel HoltzSpeaking Effectively

2 Managing the Unexpected: Assuring High Performance in an Age of Complexity (2nd Edition). Jossey-Bass. (Book). By:Karl E. Weick and Kathleen M. Sutcliffe

Managing Performance

2 The Trusted Leader: Bringing Out the Best in Your People and Your Company. Free Press. (Book). By: Robert Galfordand Anne Siebold Drapeau

Communicating Vision & PurposeLeading Teams

2 A Briefing for Leaders: Communication as the Ultimate Exercise of Power. HarperCollins. (Book). By: Robert L.Dilenschneider

Speaking Effectively

2 The Leader-Manager: Creating a Sense of Mission module (Workshop). Wilson Learning Corporation Communicating Vision & Purpose




2 Leading for Growth: Creating a Shared Vision module (Workshop). Wilson Learning Corporation Communicating Vision & Purpose2 The Leader's Voice: How Communication Can Inspire Action and Get Results! Select Books. (Book). By: Boyd Clarke

and Ron CrosslandMotivating EmployeesCommunicating Vision & PurposeSpeaking Effectively

2 Trusted Partners: How Companies Build Mutual Trust and Win Together. Free Press. (Book). By: Jordan D. Lewis Demonstrating Interpersonal Versatility2 The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. McGraw-Hill. (Book).

By: Paul C. LightDeveloping Structure and ProcessesManaging PerformanceSocial Character

2 The Third Opinion: How Successful Leaders Use Outside Insight to Create Superior Results. Penguin Group. (Book).By: Saj-Nicole A. Joni

Persuading OthersMaking Decisions

2 How to Delegate (Essential Managers Series). DK Publishing. (Book). By: Robert Heller Directing OutcomesDelegating Decisions

2 Every Business Is a Growth Business: How Your Company Can Prosper Year After Year. Three Rivers Press. (Book). By:Ram Charan and Noel M. Tichy

Making DecisionsUnderstanding Business Fundamentals

2 Leading for Performance: Communicating with Purpose (Workshop). Wilson Learning Corporation ListeningSpeaking Effectively

2 Leading for Performance: Problem Solving (Workshop). Wilson Learning Corporation Understanding Business IssuesMaking Decisions

2 The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal.Free Press. (Book). By: Jim Loehr and Tony Schwartz

Managing PerformanceSocial Character

2 Conquering Consumerspace: Marketing Strategies for a Branded World. AMACOM. (Book). By: Michael R. Solomon Understanding Business Fundamentals2 The ROI of Human Capital: Measuring the Economic Value of Employee Performance. AMACOM. (Book). By: Jac Fitz-enz Understanding Business Fundamentals2 Secrets of an Executive Coach: Proven Methods for Helping Leaders Excel Under Pressure. AMACOM. (Book). By: Alan

DownsDeveloping Employees

2 If You Want It Done Right, You Don't Have to Do It Yourself!: The Art of Effective Delegation. Quill Driver Books. (Book).By: Donna M. Genett

Directing OutcomesDelegating Decisions




2 The 5 Patterns of Extraordinary Careers: The Guide for Achieving Success and Satisfaction. Random House. (Book).By: James M. Citrin and Richard A. Smith

Developing EmployeesDeveloping Self

2 The Portable MBA in Finance and Accounting. John Wiley & Sons. (Book). By: John Leslie Livingstone and TheodoreGrossman

Understanding Business Fundamentals

2 Leading on the Edge of Chaos: The Ten Critical Elements for Success in Volatile Times. Prentice Hall. (Book). By:Emmett C. Murphy and Mark A. Murphy


2 Crucial Conversations: Tools for Talking when Stakes Are High. McGraw-Hill. (Book). By: Kerry Patterson, JosephGrenny, Ron McMillan, and Al Switzler

ListeningSpeaking Effectively

2 Vision Management: Translating Strategy Into Action. Productivity Press. (Book). By: Edited by SANNO ManagementDevelopment Research Center and Translated by Frank Czupryna


2 UPFRONT: Persuasion Through Presentation (Workshop). Wilson Learning Corporation Speaking Effectively2 Managing Human Performance (Workshop). Wilson Learning Corporation Managing Performance2 Building Relationship Versatility: Social Styles at Work (Workshop). Wilson Learning Corporation Demonstrating Interpersonal Versatility1 The Phoenix Effect: 9 Revitalizing Strategies No Business Can Do Without. John Wiley & Sons. (Book). By: Carter Pate

and Harlan PlattMaking Decisions

1 Leading Corporate Transformation: A Blueprint for Business Renewal. Jossey-Bass. (Book). By: Robert H. Miles Communicating Vision & Purpose1 Cultural Intelligence: A Guide to Working with People from Other Cultures. Intercultural Press. (Book). By: Brooks

PetersonAdapting to Cultural Differences

1 The Discipline of Teams: A Mindbook-Workbook for Delivering Small Group Performance. John Wiley & Sons. (Book).By: Jon R. Katzenbach and Douglas K. Smith

Leading Teams

1 The Passion Plan at Work: A Step-by-Step Guide to Building a Passion-Driven Organization. Jossey-Bass. (Book). By:Richard Y. Chang and Fred Smith

Motivating EmployeesSetting Employee Goals

1 Leveraging the New Human Capital: Adaptive Strategies, Results Achieved, and Stories of Transformation.Davies-Black Publishing. (Book). By: Sandra Burud and Marie Tumolo

Setting Employee Goals

1 Leading for Growth. Adopting Mutual Influence module (Workshop). Wilson Learning Corporation Persuading Others1 GlobalWork: Bridging Distance, Culture & Time. Jossey-Bass. (Book). By: Mary O'Hara-Devereaux and Robert

JohansenAdapting to Cultural Differences




1 Budgeting for Managers. McGraw-Hill. (Book). By: Sid Kemp and Eric Dunbar Managing Budgets & Expenses1 Managers as Mentors: Building Partnerships for Learning (2nd Edition). Berrett-Koehler Publishers. (Book). By: Chip R.

BellDeveloping Employees

1 Supply Chain Optimization: Building the Strongest Total Business Network. Berrett-Koehler Publishers. (Book). By:Charles C. Poirier and Stephen E. Reiter


1 When Giants Stumble: Classic Business Blunders and How to Avoid Them. Prentice Hall Press. (Book). By: Robert Sobel Understanding Business Issues1 Communicating for Managerial Effectiveness. Sage Publications, Inc. (Book). By: Philip G. Clampitt and Gabriel M.

VasquezSpeaking Effectively

1 Competition in the 21st Century. Deep & Deep Publications. (Book). By: Kirk W. M. Tyson Understanding the Competitive Environment1 Creating Team Mastery (Workshop). Wilson Learning Corporation Leading Teams1 The Wisdom of Teams: Creating the High-Performance Organization. HarperCollins. (Book). By Jon R. Katzenbach and

Douglas K. SmithLeading Teams

1 Powered by Honda: Developing Excellence in the Global Enterprise. Backinprint.com. (Book). By: Dave Nelson, RickMayo, and Patricia Moody


1 A New Brand World: Eight Principles for Achieving Brand Leadership in the Twenty-First Century. Penguin Books.(Book). By: Scott Bedbury and Stephen Fenichell

Knowing Own OrganizationUnderstanding Business Fundamentals

1 Talking to the Top: Executive's Guide to Career-Making Presentations. Diane Books Publishing Company. (Book). By:Ray Anthony, Foreword by Dr. Warren Bennis

Persuading Others

1 The Invisible Continent: Four Strategic Imperatives of the New Economy. HarperCollins. (Book). By: Kenichi Ohmae Adapting to Cultural Differences1 The Leader-Manager: Gaining Commitment to Performance Goals module (Workshop). Wilson Learning Corporation Setting Employee Goals1 Handbook of Business Valuation. John Wiley & Sons. (Book). By: Thomas L. West and Jeffrey D. Jones, editors Understanding Business Fundamentals1 High-Performance Team Workshop (Workshop). Wilson Learning Corporation Leading Teams1 The Mirage of Global Markets: How Globalizing Companies Can Succeed As Markets Localize. Financial Times

Prentice-Hall. (Book). By: David ArnoldUnderstanding Business Issues

1 Less Is More: How Great Companies Use Productivity as a Competitive Tool in Business. Portfolio. (Book). By: JasonJennings

Developing Structure and ProcessesMaking Decisions




1 The Lost Art of Listening: How Learning to Listen Can Improve Relationships. The Guilford Press. (Book). By: MichaelNichols

Listening

1 Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Harvard Business SchoolPress. (Book). By: Jeremy Hope and Robin Fraser

Managing Budgets & Expenses

1 The Psychology of Persuasion: How to Persuade Others to Your Way of Thinking. Pelican Publishing. (Book). By: KevinHogan

Persuading Others

1 Conquering Complexity in Your Business: How Wal-Mart, Toyota, and Other Top Companies Are Breaking Through theCeiling in Profits and Growth. McGraw-Hill. (Book). By: Michael L. George and Stephen A. Wilson

Developing Structure and ProcessesKnowing Own Organization

1 The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management. HarperBusiness.(Book). By: Peter F. Drucker


1 Influence Without Authority (Second Edition). John Wiley & Sons. (Book). By: Allan R. Cohen and David L. Bradford Demonstrating Interpersonal VersatilityPersuading Others

1 The Death of Competition: Leadership & Strategy in the Age of Business Ecosystems. HarperBusiness. (Book). By:James F. Moore

Understanding the Competitive Environment

1 Leading for Growth (Workshop). Wilson Learning Corporation Leading Teams1 Lessons from the Future: Making Sense of a Blurred World. Capstone. (Book). By: Stan Davis Understanding Business Issues1 Living on the Fault Line: Managing for Shareholder Value in Any Economy (Revised Edition). HarperCollins. (Book). By:

Geoffrey MooreUnderstanding the Competitive EnvironmentKnowing Own OrganizationMaking Decisions

1 The Zen of Listening: Mindful Communications in the Age of Distractions. Quest Books. (Book). By: Rebecca Z. Shafir Listening1 Managing Human Performance: Planning for Employee Development module (Workshop). Wilson Learning

CorporationDeveloping Employees

1 X-Engineering the Corporation: Reinventing Your Business in the Digital Age. Warner Business Books. (Book). By:James Champy

Knowing Own OrganizationMaking Decisions

1 Changing Fortunes: Remaking the Industrial Corporation. John Wiley & Sons. (Book). By: Nitin Nohria, Davis Dyer, andFrederick Dalzell





1 businessThink: Rules for Getting It Right - Now and No Matter What! John Wiley & Sons. (Book). By: Dave Marcum, SteveSmith, and Mahan Khalsa


1 Developing Employee Capital: Setting the Stage for Life-long Learning. HRD Press, Inc. (Book). By: David Kalamas andJoan Kalamas


1 How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. Jossey-Bass. (Book). By:Robert Kegan and Lisa Laskow Lahey

Persuading OthersListening

1 Turning to One Another: Simple Conversations to Restore Hope to the Future. Berrett-Koehler Publishers. (Book). By:Margaret J. Wheatley

Listening

1 Developing Employees Who Love to Learn: Tools, Strategies, and Programs for Promoting Learning at Work.Davies-Black Publishing. (Book). By: Linda Honold


1 The Rule of Three: Surviving & Thriving in Competitive Markets. Free Press. (Book). By: Jagdish Sheth and RajendraSisodia


1 The Mind of the CEO. Perseus Books. (Book). By: Jeffery E. Garten Communicating Vision & Purpose1 Leading with Knowledge: The Nature of Competition in the 21st Century. Sage Publications Ltd. (Book). By: Richard C.

Huseman, Ph.D. and Jon P. Goodman, Ph.D.Understanding Business Issues

1 Competitive Solutions: The Strategist's Toolkit. Princeton University Press. (Book). By: R. Preston McAfee Understanding the Competitive Environment1 Navigating the Badlands: Thriving in the Decade of Radical Transformation. Jossey-Bass. (Book). By: Mary

O'Hara-DevereauxAdapting to Cultural Differences

1 Reinventing Strategy: Using Strategic Learning to Create and Sustain Breakthrough Performance. John Wiley & Sons.(Book). By: Willie Pietersen


1 The Agenda: What Every Business Must Do to Dominate the Decade. Crown Business. (Book). By: Michael Hammer Understanding Business Issues



Glossary

Term/Phrase DefinitionAll Other Average ratings given by all raters except Self.

Behavior A behavior is a specific and discrete action or activity that addresses an important aspect of job performance.

Character Leadership Character is comprised of the values, characteristics, and clarity of purpose that determines what a person wants tobe as a leader. It is expressed in the consistency of behavior -- the degree to which a leader's actions match his or her words.

Competency A competency is a collection of related important behaviors that describe a skill or ability required for effective job performance.

Competency Level Development recommendations are provided at three levels: foundational, intermediate, and advanced.

Current Bar(Overall Summary)

The Current Bar shows the average current performance rating across all participants. Current performance is an indication ofwhat raters believe is the actual level of performance these participants are currently exhibiting.

Current Bar (All other sections)

The All Other Current Bar shows the average current performance rating (excluding Self ratings) across all participants. Theremaining Current Bars show the average current performance rating, by rater group, across all participants. Current performanceis an indication of what raters believe is the actual level of performance these participants are currently exhibiting.

Current Norm This column shows the average Current performance rating across all participants' scores within your organization.

Customer Average ratings given by clients or customers of the participants.

Direct Report Average ratings given by people who report directly to the participants.

Gap: Current-Target This column shows the gap between Current and Target performance ratings across all participants. Negative gap valuesindicate that Current performance is below Target performance levels. Positive gap values indicate that Current performanceexceeds Target performance levels.



Term/Phrase DefinitionLimited Extent, Moderate Extent,Great Extent

Each behavior in the feedback survey is rated on a scale of 1 (Limited Extent) to 5 (GreatExtent). However, data in this feedback report tables are presented on a 0- to 100-point scale inorder to eliminate the need to deal with decimal points. The scale conversion used is asfollows:

Survey12345

Report0255075100

Manager Ratings given by participants' managers.

Number Recommended This is the total number of people receiving recommendations for each course, book, or other development resource.

Organization Overall: Current(Overall Summary)

The Current Column shows the average current performance rating (excluding Self ratings) across all participants. Currentperformance is an indication of what raters believe is the actual level of performance these participants are currently exhibiting.

Organization Overall: Current (All other sections)

The All Other Current score shows the average current performance rating (excluding Self ratings) across all participants. Theremaining Current scores show the average current performance rating, by rater group, across all participants. Currentperformance is an indication of what raters believe is the actual level of performance these participants are currently exhibiting.

Organization Overall: Target(Overall Summary)

The Target Column shows the average target performance rating (excluding Self ratings) across all participants. Targetperformance is an indication of what raters believe is the level of performance these participants should be exhibiting to besuccessful.

Organization Overall: Target (All other sections)

The All Other Target score shows the average target performance rating (excluding Self ratings) across all participants. Theremaining Target scores show the target performance rating from that particular rater group. Target performance is an indication ofwhat raters believe is the level of performance these participants should be exhibiting to be successful.

Peer Average ratings given by participants' co-workers or peers.

Percent Distribution This column shows the percentage of participants who, based on their current ratings, fall at each level of development for aspecific competency or behavior. The three levels of development are Foundational (a score range of 0 to 50), Intermediate (ascore range of 51-75), or Advanced (a score range of 76-100).



Term/Phrase DefinitionPercent of Opportunity This column shows the percentage of participants for whom this competency is a Development Opportunity. The sum of

percentages in this column can total more than 100 percent because participants receive more than one development opportunity.Priority Count This indicates the number of people in your organization who received this competency level as one of their development

opportunities.Raters Each behavior was rated by multiple individuals with whom the participants work. The graphs provide results for each of these

rater groups.Role(Overall Summary)

The Roles describe the broad combinations of competencies that each participant must fulfill in order to be effective.

Self Participants' ratings of their own performance.

Self-Other Gap(Character)

This column shows the difference between participants' Self ratings and the average ratings across all other raters on a particularaspect of Character. Negative gap values indicate that participants rated themselves higher than their raters did on that Characterelement. Positive gap values indicate that participants rated themselves lower than their raters did on that Character element.

Target Bar(Overall Summary)

The Target Bar shows the average target performance rating across all participants. Target performance is an indication of whatraters believe is the level of performance these participants should be exhibiting to be successful.

Target Bar (All other sections)

The All Other Target Bar shows the average target performance rating (excluding Self ratings) across all participants. Theremaining Target Bars show the average target performance rating, by rater group, across all participants. Target performance isan indication of what raters believe is the level of performance these participants should be exhibiting to be successful.

Unclassified Average ratings of all raters who did not fit into one of the above categories.



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