pat sample - university of denver · pat sample page 3. the most accurate feedback data usually...
TRANSCRIPT
Prepared for
Pat Sample
15 March 2017
In addition to your self‐ratings, this reportincludes your ratings from:
All Raters15
BossPeersDirect ReportsOthers
1554
©2016 Center for Creative Leadership. All Rights Reserved.
Center for Creative Leadership®, CCL®, and Skillscope® are registered trademarks owned by the Center for Creative Leadership.
©2016 Center for Creative Leadership.
All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in anyform or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior writtenpermission of the publisher.
The Center for Creative Leadership gratefully acknowledges the contribution of the following individuals whosework and dedication made Skillscope possible:
Lead Contributors
To cite from this report, please use the following as your reference:
Kaplan, Robert E. (2016). Skillscope® Feedback Report. Greensboro, NC: Center for Creative Leadership.
Special Contributor
Author Robert E. Kaplan
Michael Raper
Dawn BartsCraig ChappelowNancy StaleySylvester Taylor
Development needed
If you have more than 9 raters in any column, the total number of responses is included in the middleicon (e.g., )
What is Skillscope?
Comprehensive Data
How do I interpret my report?
Skillscope is a research‐based, multi‐rater assessment that is designed to provide you with straightforward, practicalfeedback on job related skills and behaviors necessary for effectiveness in your role.
The following pages show each of the 15 Skillscope competencies in more detail and include:
Competency Name
Importance for Success ‐ You and your raters were asked to identify the five competencies that are mostimportant to your current job. A Pnext to Self or Boss indicates this competency was chosen as one ofthe five most important for success in your current job. A number next to Other Raters indicates howmany raters selected this competency as one of the five most important competencies.
Item Feedback ‐ Your Skillscope scores are presented as frequency counts, using the following symbols:
Strength= =
Introduction
Pat Sample
Page 3
The most accurate feedback data usually comes from raters that know you well. The table below indicates how wellyour raters said they know you.
How well your raters said they know you Number of Raters
Hardly at all
Fairly well
Quite well
Extremely well
1
11
2
1
Your feedback report indicates how your raters responded to the individual items (questions) in the survey. In orderto receive an item‐level score, the following number of raters must respond:
Boss ‐ at least 1
Peers ‐ at least 3, to ensure anonymity
Direct Reports ‐ at least 3, to ensure anonymity
Others ‐ at least 1
All Raters ‐ at least 4, to ensure anonymity
How Well Your Raters Know You
Pat Sample
Page 4
Seeks information actively.1.
Peers
DirectReports
Others
Probes for underlying data; checksthe validity of information.
2.
Peers
DirectReports
Others
Creates order out of largequantities of information.
3.
Peers
DirectReports
Others
Is a keen observer of people,events, and things.
4.
Peers
DirectReports
Others
Defines problems effectively.5.
Peers
DirectReports
Others
Identifies problems, opportunities,trends, and threats early.
6.
Peers
DirectReports
Others
Is logical, data‐based, and rational.7.
Peers
DirectReports
Others
14Self P Other RatersBoss PImportance:
Pat Sample
Solves problems
Self Boss Development NeededItem Strength
Page 5
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Is adept at disseminatinginformation to others.
8.
Peers
DirectReports
Others
Is crisp, clear, and articulate.9.
Peers
DirectReports
Others
Is good at speaking in front of anaudience.
10.
Peers
DirectReports
Others
Makes his/her point effectively toa resistant audience.
11.
Peers
DirectReports
Others
Has strong writing skills.12.
Peers
DirectReports
Others
12Self P Other RatersBoss PImportance:
Pat Sample
Communicates information
Self Boss Development NeededItem Strength
Page 6
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Is action‐oriented; presses forimmediate results.
13.
Peers
DirectReports
Others
Is decisive; does not procrastinateon decisions.
14.
Peers
DirectReports
Others
Enjoys solving problems.15.
Peers
DirectReports
Others
Implements decisions; followsthrough.
16.
Peers
DirectReports
Others
Considers possible consequenceswhen making decisions.
17.
Peers
DirectReports
Others
10Self P Other RatersBoss PImportance:
Pat Sample
Takes action
Self Boss Development NeededItem Strength
Page 7
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Has vision; often brings up ideasabout possibilities for the future.
18.
Peers
DirectReports
Others
Is entrepreneurial; takesadvantage of new opportunities.
19.
Peers
DirectReports
Others
Consistently generates new ideas.20.
Peers
DirectReports
Others
Creates significant organizationalchange.
21.
Peers
DirectReports
Others
Introduces needed change even inthe face of opposition.
22.
Peers
DirectReports
Others
0Self -- Other RatersBoss --Importance:
Pat Sample
Takes risks, innovates
Self Boss Development NeededItem Strength
Page 8
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Manages conflict effectively.23.
Peers
DirectReports
Others
Confronts others skillfully.24.
Peers
DirectReports
Others
Negotiates adeptly with others.25.
Peers
DirectReports
Others
4Self -- Other RatersBoss --Importance:
Pat Sample
Manages conflict
Self Boss Development NeededItem Strength
Page 9
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Conveys a sense of purpose.26.
Peers
DirectReports
Others
Is a team builder; brings peopletogether successfully around tasks.
27.
Peers
DirectReports
Others
Structures others’ workappropriately.
28.
Peers
DirectReports
Others
Is resourceful; can effectivelysecure project resources.
29.
Peers
DirectReports
Others
Successfully manages large, long‐term projects.
30.
Peers
DirectReports
Others
Recognizes and rewards people fortheir work.
31.
Peers
DirectReports
Others
Manages decision‐makingprocesses effectively; knows whoto involve on what issues.
32.
Peers
DirectReports
Others
5Self P Other RatersBoss --Importance:
Pat Sample
Manages teams
Self Boss Development NeededItem Strength
Page 10
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Can easily handle situations wherethere is no clear answer or methodfor proceeding.
33.
Peers
DirectReports
Others
Can translate strategy into actionover time.
34.
Peers
DirectReports
Others
5Self P Other RatersBoss --Importance:
Pat Sample
Manages teams (continued)
Self Boss Development NeededItem Strength
Page 11
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Builds warm, cooperativerelationships.
35.
Peers
DirectReports
Others
Is not abrasive or antagonistic.36.
Peers
DirectReports
Others
Interacts with others in a fair, openmanner; does not exploit.
37.
Peers
DirectReports
Others
Has good relationships with directreports or support staff.
38.
Peers
DirectReports
Others
Has good relationships with seniorstaff.
39.
Peers
DirectReports
Others
Has good relationships with peers.40.
Peers
DirectReports
Others
Has good relationships with peopleoutside of the organization.
41.
Peers
DirectReports
Others
4Self -- Other RatersBoss --Importance:
Pat Sample
Develops relationships
Self Boss Development NeededItem Strength
Page 12
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Relates well to many differenttypes of people.
42.
Peers
DirectReports
Others
Is readily available to others.43.
Peers
DirectReports
Others
Is competent at dealing withpeople's feelings.
44.
Peers
DirectReports
Others
4Self -- Other RatersBoss --Importance:
Pat Sample
Develops relationships (continued)
Self Boss Development NeededItem Strength
Page 13
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Inspires people, helps them seethe importance of their work.
45.
Peers
DirectReports
Others
Effectively promotes ideas andvisions.
46.
Peers
DirectReports
Others
Maintains extensive businessrelationships inside and outsidethe organization.
47.
Peers
DirectReports
Others
Knows how to be tactful anddiscreet.
48.
Peers
DirectReports
Others
Motivates and inspires people totake action.
49.
Peers
DirectReports
Others
Is comfortable with the power of amanagerial role.
50.
Peers
DirectReports
Others
Is skilled at influencing superiors.51.
Peers
DirectReports
Others
1Self -- Other RatersBoss --Importance:
Pat Sample
Influences others
Self Boss Development NeededItem Strength
Page 14
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Delegates effectively.52.
Peers
DirectReports
Others
Works effectively with others overwhom he/she has no directauthority.
53.
Peers
DirectReports
Others
1Self -- Other RatersBoss --Importance:
Pat Sample
Influences others (continued)
Self Boss Development NeededItem Strength
Page 15
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Listens well.54.
Peers
DirectReports
Others
Takes ideas different from ownseriously.
55.
Peers
DirectReports
Others
Accepts criticism well.56.
Peers
DirectReports
Others
Is participative; sharesresponsibility and influence withothers.
57.
Peers
DirectReports
Others
Collaborates well with others.58.
Peers
DirectReports
Others
Is flexible; varies his/her approachwith the situation.
59.
Peers
DirectReports
Others
Acts as if there are multiple waysto approach a problem.
60.
Peers
DirectReports
Others
0Self -- Other RatersBoss --Importance:
Pat Sample
Open to influence
Self Boss Development NeededItem Strength
Page 16
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Encourages others to share theirthoughts and opinions inconversations and meetings.
61.
Peers
DirectReports
Others
Is comfortable with power andstatus.
62.
Peers
DirectReports
Others
0Self -- Other RatersBoss --Importance:
Pat Sample
Open to influence (continued)
Self Boss Development NeededItem Strength
Page 17
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Recognizes the talents of others.63.
Peers
DirectReports
Others
Attracts talented people.64.
Peers
DirectReports
Others
Considers personalities whendealing with people.
65.
Peers
DirectReports
Others
Is tolerant of others’idiosyncrasies.
66.
Peers
DirectReports
Others
Is a good coach, counselor,mentor.
67.
Peers
DirectReports
Others
Inspires others to do their best.68.
Peers
DirectReports
Others
Gives others appropriatelychallenging assignments with theopportunity to grow.
69.
Peers
DirectReports
Others
0Self -- Other RatersBoss --Importance:
Pat Sample
Develops people
Self Boss Development NeededItem Strength
Page 18
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Shows mastery of job content;excels at his/her function orprofessional specialty.
70.
Peers
DirectReports
Others
Is a good general manager.71.
Peers
DirectReports
Others
Is effective in a job with a bigscope.
72.
Peers
DirectReports
Others
In a new assignment, developsknowledge and expertise easily; isa quick study.
73.
Peers
DirectReports
Others
Is comfortable working withnumerical and technicalinformation (e.g., graphs, charts,statistics, budgets).
74.
Peers
DirectReports
Others
Understands cash flows andfinancial reports.
75.
Peers
DirectReports
Others
4Self -- Other RatersBoss PImportance:
Pat Sample
Knows the job, business
Self Boss Development NeededItem Strength
Page 19
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Shows initiative; continuallyreaches for more responsibility.
76.
Peers
DirectReports
Others
Demonstrates a high energy level.77.
Peers
DirectReports
Others
Shows high motivation to advancehis/her career.
78.
Peers
DirectReports
Others
Is goal‐directed, persistent; isdriven to achieve objectives.
79.
Peers
DirectReports
Others
1Self P Other RatersBoss --Importance:
Pat Sample
Drives for results
Self Boss Development NeededItem Strength
Page 20
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Distinguishes between importantand unimportant tasks.
80.
Peers
DirectReports
Others
Makes the most of the timeavailable; is extremely productive.
81.
Peers
DirectReports
Others
Deals with interruptionsappropriately.
82.
Peers
DirectReports
Others
Avoids overcommitting self.83.
Peers
DirectReports
Others
2Self -- Other RatersBoss --Importance:
Pat Sample
Manages time
Self Boss Development NeededItem Strength
Page 21
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Remains calm in high pressuresituations.
84.
Peers
DirectReports
Others
Shows resilience; deals well withsetbacks.
85.
Peers
DirectReports
Others
Is willing to admit a lack ofknowledge when necessary.
86.
Peers
DirectReports
Others
Is optimistic; displays behaviorsthat suggest that most problemscan be solved.
87.
Peers
DirectReports
Others
Admits mistakes.88.
Peers
DirectReports
Others
Shows integrity; is trustworthy.89.
Peers
DirectReports
Others
Puts the organization's objectivesahead of his/her own ambitions.
90.
Peers
DirectReports
Others
12Self -- Other RatersBoss PImportance:
Pat Sample
Copes with pressure; demonstrates integrity
Self Boss Development NeededItem Strength
Page 22
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Maintains equilibrium betweenhis/her work and home life.
91.
Peers
DirectReports
Others
12Self -- Other RatersBoss PImportance:
Pat Sample
Copes with pressure; demonstrates integrity (continued)
Self Boss Development NeededItem Strength
Page 23
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Compensates for own weaknesses.92.
Peers
DirectReports
Others
Capitalizes on own strengths.93.
Peers
DirectReports
Others
Responds well to new situationsthat require him or her to stretchand grow.
94.
Peers
DirectReports
Others
Learns from own experience.95.
Peers
DirectReports
Others
Uses constructive outlets toaddress tension and frustrations.
96.
Peers
DirectReports
Others
Makes needed adjustments in ownbehavior.
97.
Peers
DirectReports
Others
Is aware of his/her feelings.98.
Peers
DirectReports
Others
1Self -- Other RatersBoss --Importance:
Pat Sample
Manages and develops self
Self Boss Development NeededItem Strength
Page 24
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Self
Learn about all of our product lines, especially since the merger. Focus more on strategic and less on tactical day today.
Boss
Pat should challenge her direct reports more. Address performance issues directly. Continue to build strongrelationships within the company and with clients.
All Other Raters
Continue to learn more about what's going on across the whole company.
Continue to take the time to listen and ask questions if she doesn’t understand.
Spend more time checking in with us.
Stop trying to be everything to everybody. Be willing to say ‘no’ or delegate to others.
Responses to the open‐ended question are listed here exactly as they were typed by each respondent.
Describe specific actions Pat can take in order to be more effective as a leader in the future.
Written Comments
Pat Sample
Guide forInterpretation
How do your comments compare to those of others? What patterns do you see?
How are the written comments related to other feedback you received in this report?
How are the comments consistent or inconsistent with feedback from other sources?
Page 25
These pages list the 10 items from the previous section most often identified as strengths or development needs byyour raters.
All Raters includes: Boss, Peers, Direct Reports and Other responses.
The number of raters who selected this item as a strength (or development need).
Your rating for the item.
Top 10 Strengths and Top 10 Development Needs
Pat Sample
Page 26
The ten items listed below are the items most often identified as strengths by your raters. They are listed in rank order.The “All Raters” column shows the number of raters who identified this item as a strength. The “Self” column showshow you rated yourself on that item.
Item Competency All Raters Self
1. Seeks information actively. Solves problems
47. Maintains extensive business relationships inside andoutside the organization.
Influences others13
Creates order out of large quantities of information. Solves problems12
3.
13. Is action‐oriented; presses for immediate results. Takes action12
Remains calm in high pressure situations. Copes with pressure;demonstrates integrity 12
84.
87. Is optimistic; displays behaviors that suggest that mostproblems can be solved.
Copes with pressure;demonstrates integrity 12
26. Conveys a sense of purpose. Manages teams11
Is not abrasive or antagonistic. Develops relationships11
36.
40. Has good relationships with peers. Develops relationships11
Is readily available to others. Develops relationships11
43.
13
Additional item(s) had All Raters scores that were tied with the score of the last item listed.
Top 10 Strengths
Pat Sample
Page 27
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
The ten items listed below are the items most often identified as development needs by your raters. They are listed inrank order. The “All Raters” column shows the number of raters who identified this item as a development need. The“Self” column shows how you rated yourself on that item.
Item CompetencyAll
Raters Self
20. Consistently generates new ideas. Takes risks, innovates6
52. Delegates effectively. Influences others6
Avoids overcommitting self. Manages time6
83.
24. Confronts others skillfully. Manages conflict5
Recognizes and rewards people for theirwork.
Manages teams5
31.
33. Can easily handle situations where thereis no clear answer or method forproceeding.
Manages teams5
37. Interacts with others in a fair, openmanner; does not exploit.
Develops relationships5
Motivates and inspires people to takeaction.
Influences others5
49.
50. Is comfortable with the power of amanagerial role.
Influences others5
Is comfortable with power and status. Open to influence5
62.
Top 10 Development Needs
Pat Sample
Page 28
= Development needed = Strength
= Total number of Raters (see explanation in the Introduction)Key
Self 1
Pat Sample
Boss 1
Charlotte Baan
Peer 5
Liam Daniels
Nora Farrell
Noah Granger
Emma Ingold
Audrey Kingsley
Direct Report 5
Cora Hagar
Gavin Jackson
Harper Landry
Elijah MacGuire
Levi Nelson
Other 4
Avery Adams
Mason Cahill
Emily Eastwell
Wyatt Gaines
Rater Summary
This section lists the raters you invited and the number of people from each category who completed surveys.
Raters Assigned SurveysSubmitted
Pat Sample
Page 29