360° - Benchmarking Leadership · 3 Direct Reports 3 Others 14 All contributors Claudia Neu 1. ......

Working Psychology Ltd

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360° – Benchmarking Leadership

LeadershipAdvisorsBergGruen

360° - Benchmarking Leadership

Private & Confidential

Feedback report prepared for:

Report prepared:

Your reports contains feedback from the following:

Claudia Neu

06/08/2018

1 Self

1 Manager

2 Senior Stakeholders

4 Peers

3 Direct Reports

3 Others

14 All contributors

Claudia Neu

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Table of ContentsTable of ContentsTable of ContentsTable of Contents PagePagePagePage

Introduction

Benchmarking Leadership Competency Model

Importance Ratings

Behaviour Skill Summaries

- Skill Rating (All Raters)

- Skill Rating (by Rater Group) - Hidden Strengths - Strengths Overplayed - Blind Spots - Behaviour Skill Ratings

Potential Stumbling Blocks

Open Text Feedback

Development Planning Guide

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This 360° report is designed to support and enhance your effectiveness as a manager and a leader. Comments are intended to be constructive and helpful and have been anonymised and copied, unedited, into this report. As with any form of feedback, the information is personal to you and it is therefore easy to react defensively rather than considering the information objectively.

The following notes will help you use the feedback constructively.

• People play many roles in their lives. This report concentrates on your strengths and potential development areas as a professional in the context of your current role. Often people feel some degree of pressure to behave in non-preferred ways at work. Please consider if and how this may have affected perceptions you have created at work.

• Most people develop unevenly, that is, they develop certain attributes while others remain relatively undeveloped. For example, you may have learned to work well with people and neglected to learn how to deal with budgets. Other strengths almost inevitably bring certain limitations along with them. For example, you may have become tough and resilient emotionally at the expense of sensitivity to others. This report will help you identify where there may be imbalances in your skill set and some of the implications of these.

• Perceptions are ‘currency’ at work, even if they’re not always fact-based. This report summarises others’ perceptions of you rather than absolute truths. Each contributor will have seen you in different contexts, will have had different expectations of you and will have their own frame of reference with respect to using rating scales and giving feedback. Nevertheless, perceptions matter at work, and are often at the core of our individual “PR” or “Brand”. Understanding these perceptions helps to understand the stories that exist about us in the organisation, and therefore whether we are at risk of derailing or stalling in our careers or whether others’ perceive us to have the potential to achieve much more than we are at present.

• ‘Work with, work on, work around’. A limitation identified in this report may not mean that the attribute is completely missing, merely that it is underdeveloped or insufficiently developed for your current context. A limitation may be able to be reversed through further growth and development. Yet not all limitations are easily remedied. It is a matter of your capacity to learn, and the organisation’s capacity to devote the time and resources to the task. A small proportion may be so embedded that they are difficult to change.

• A snapshot in time. This report simply (and possibly over simplistically) captures a moment in time. Perceptions can and do change and are often the product of recently occurring events. Be sure to think about how your current context may have influenced others’ experiences of you, without neglecting also how these perceptions may be helping or hindering you in your longer-term objectives. Perceptions are quickly formed and often need a sustained ‘campaign’ to change.

IntroductionIntroductionIntroductionIntroduction

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• Read and re-read your report. Being in an open, curious mindset is essential to getting the most value from your report. You are likely to notice that you feel more and more objective as you read the report for the second, third or fourth time.

• Your immediate reactions are important; don’t ignore them. What surprises you? What do you think? How do you feel? What do you notice about yourself?

• Look for the obvious trends.

• Are you consistently under- or over-rating yourself? What might be some of the consequences of this?

• Are there any clear differences in perception across your different rater groups? • Are any strengths being over- or under-used? • What has come to the surface as a weakness which was not an issue before but is now more

important or will become more important? • What are the key risks for you and what are the triggers for these?

• Pay attention to both the absolute and relative ratings. Irrespective of the absolute numbers, what are the highest and lowest ratings for each group? Where is there a high level of variance (i.e. disagreement) in ratings?

• Different groups will have different insights. Different rater groups will have seen or worked with you in different contexts and are likely therefore to have formed different perceptions. Think about the relative weight you may wish to attach to each group’s view as a result.

Preparing to read your reportPreparing to read your reportPreparing to read your reportPreparing to read your report

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Competency

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Description

Benchmarking Leadership Competency ModelBenchmarking Leadership Competency ModelBenchmarking Leadership Competency ModelBenchmarking Leadership Competency Model

1 Openness Openness to change, to new ideas and to new viewpoints;creativity, adaptability and ambiguity tolerance.

2 Drive Passion and a sense of urgency and pace. Inspires andenthuses others through their positivity and focus.

3 Resilience, Composure &Grit

Calm and resourceful in navigating obstacles, challenges andsetbacks. Emotionally composed and even-tempered.

4 Learning Agility Deeply committed to learning and self-development; open tofeedback and criticism and to learning from mistakes.

5 Professionalism & Integrity Deeply professional and ethically robust in all they do; sets aninspiring standard regarding integrity.

6 Work ethic Deeply reliable and conscientious in approach to work.Consistently follows-through and follows-up.

7 Insight into Others Highly skilled interpersonally; sincerely interested in othersand in harnessing diversity and cultural differences.

8 Poise, Impact &Persuasiveness

Communicates credibly and impactfully, convincing,persuasive and dynamic; has leadership presence.

9 Inspiring Leadership Sets an inspiring and engaging vision; gets people fullyaligned and fired-up to excel.

10 Building Teams Fosters an inclusive, collaborative environment withexceptional levels of contribution and transversal thinking.

11 Developing talent Backs the development of potential; gives feedback,delegates, coaches and enables accelerated development.

12 Driving Performance Actively manages performance at all levels, tacklesperformance challenges head on, gets things done.

13 Strategic Thinking Thinks ahead; can project current business state into likelyfuture requirements. Deep understanding of market trends.

14 Business & Market Savvy Highly capable technically and deep insights into businesslevers. Close to customers and stakeholders.

15 Business ManagementCapability

Able to manage and grow a profitable/successful business;skilled with budgets, regulation, delegated authority etc.

16 Problem solving, Intellectand Common-sense

Incisively examines issues, reduces complexity, synthesisesdata and applies common sense to problems.

17 Decision-making Prepared to commit to firm decisions even on the mostcomplex and difficult topics; exceptional judgement.

18 Planning & Organizing Deeply organised, structured and planned in approach.Makes efficient use of available resources.

19 Conscientiousness gonewrong

Accepts too much responsibility, not realising when enough isenough; perfectionistic and ‘in the weeds’.

20 Storm force Overly aggressive, tough, insensitive, unappreciative anddemanding; gets things done but bruises along the way.

21 Me, me, me Overly self-orientated and excessively self-confident.Charming manipulative with a sense of entitlement.

22 Hot or cold Hot or cold Temperamental and easily upset, emotionallyunsettled or derailed. Can be volatile, impulsive, quick to

23 Risk Attitude Low risk intelligence; excessively risk taking or risk avoidant.Low ambiguity tolerance with rigidly held views.

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Competency

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Importance for Success

Importance Rating Key:

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Mission criticalImportantUsefulUnimportantPotentially counterproductive/unhelpful

Importance to success in current role Importance to success over next 2 – 3 yearsSelf Now

Self Future

Manager Now

Manager Future

Now Future Key

Importance RatingsImportance RatingsImportance RatingsImportance Ratings

1 Openness

2 Drive

3 Resilience, Composure & Grit

4 Learning Agility

5 Professionalism & Integrity

6 Work ethic

7 Insight into Others

8 Poise, Impact & Persuasiveness

9 Inspiring Leadership

10 Building Teams

11 Developing talent

12 Driving Performance

13 Strategic Thinking

14 Business & Market Savvy

15 Business Management Capability

16 Problem solving, Intellect andCommon-sense

17 Decision-making

18 Planning & Organizing

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Competency

Skill Rating Key:

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Signature strengthStrengthOKWeaknessSignificant development need

Your perception of current skill level in this behaviour

Self Now

All Raters

=> 3pt difference between raters

Key

1 2 3 4 5 Self *

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Rating

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Behaviour Skill Summary (All Raters)Behaviour Skill Summary (All Raters)Behaviour Skill Summary (All Raters)Behaviour Skill Summary (All Raters)

1 Openness 3.83 3.78 *

2 Drive 4.2 4.18 *

3 Resilience, Composure &Grit 3.83 3.92 *

4 Learning Agility 4.33 3.96 *

5 Professionalism & Integrity 4.67 4.18 *

6 Work ethic 4.17 4.33 *

7 Insight into Others 4.83 4.01 *

8 Poise, Impact &Persuasiveness 4 4 *

9 Inspiring Leadership 4 3.76 *

10 Building Teams 3.67 3.85 *

11 Developing talent 4.33 4.08 *

12 Driving Performance 4.17 3.97 *

13 Strategic Thinking 3.67 3.93 *

14 Business & Market Savvy 3.33 4.05 *

15 Business ManagementCapability 3.67 3.98

16 Problem solving, Intellectand Common-sense 4.33 4.15 *

17 Decision-making 4 3.96 *

18 Planning & Organizing 4 4.11

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Competency

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Rating

Skill Rating Key:

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Signature strengthStrengthOKWeaknessSignificant development need

Your perception of current skill level in this behaviour Key

Behaviour Skill Summary (by Rater Group)Behaviour Skill Summary (by Rater Group)Behaviour Skill Summary (by Rater Group)Behaviour Skill Summary (by Rater Group)

1 Openness

2 Drive

3 Resilience, Composure & Grit

4 Learning Agility

5 Professionalism & Integrity

6 Work ethic

7 Insight into Others

8 Poise, Impact & Persuasiveness

9 Inspiring Leadership

10 Building Teams

11 Developing talent

12 Driving Performance

13 Strategic Thinking

14 Business & Market Savvy

15 Business Management Capability

16 Problem solving, Intellect andCommon-sense

17 Decision-making

18 Planning & Organizing

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The section of your report details those behaviours where you have rated yourself significantly lower than the average given by all raters. If you have no ratings with a gap equal to or greater than 1.5pt, no behaviours will be listed below.

There may be good reason for your lower ratings (e.g. you feel under confident but do not show this to others, and hence they perceive you to be more skilled). However, it could also be that you are being too self-depreciating and under-confident and not recognising a skill area that others recognise. If you have given yourself many 1s and 2s in your self review for some spurious reason (e.g. you felt especially self-critical on the day of completing your survey) this could lead to a greater number of hidden strengths being listed here. Not all hidden strengths are of equal significance (e.g. a self rating of 4 to a group average of 5), whereas 2 to 3 respectively would be more noteworthy. The larger the difference the more noteworthy it might be. Behaviours below are rank ordered by size of difference. Hidden strengths in areas of low importance may be of less interest than those of current and/or future importance.

Hidden StrengthsHidden StrengthsHidden StrengthsHidden Strengths

15.4. Business Management15.4. Business Management15.4. Business Management15.4. Business ManagementCapabilityCapabilityCapabilityCapabilityQuickly establishes key commercialpriorities in dealing with operationalmatters

54321Self

All Raters

Difference

2

3.9

1.9

16.1. Problem solving, Intellect and16.1. Problem solving, Intellect and16.1. Problem solving, Intellect and16.1. Problem solving, Intellect andCommon-senseCommon-senseCommon-senseCommon-senseConfronts problems directly; doesnot delay or defer but instead takestimely corrective action

54321Self

All Raters

Difference

3

4.5

1.5

12.1. Driving Performance12.1. Driving Performance12.1. Driving Performance12.1. Driving Performance

Drives performance against worldclass standards; continually looks toachieve the exceptional

54321Self

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Difference

3

4.3

1.3

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Hidden StrengthsHidden StrengthsHidden StrengthsHidden Strengths

14.3. Business & Market Savvy14.3. Business & Market Savvy14.3. Business & Market Savvy14.3. Business & Market Savvy

Drives ‘customer-consciousness’and product/service orientationthroughout the organisation

54321Self

All Raters

Difference

3

4.3

1.3

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It is possible to overuse a key area of strength with the result that you can become too reliant on it, become too predictable (e.g. in negotiations, coaching conversations etc.), resort to it out of habit rather than necessity, etc.. Where a rater gives a rating of 5 (Signature Strength), they are then asked a follow-up question:

“It is possible for strengths to be overused (e.g. over relied on, resorted to out of habit rather than real need etc.) and then for it to become more problematic. For example, being highly confident and expressive may be useful to engage others, but if overused, it could start to appear overly self-orientated and start to negatively impact levels of engagement.

You have rated the following as Signature Strengths and given them a rating of 5. Please review these and select “Potential Overuse Risk” for any where you perceive there to be a risk of overuse.”

Where 3 or more raters (across all group) have indicated an overuse risk, these behaviours will be listed below. If no behaviours are listed below it means that too few or no overuse risks were identified.

Strengths OverplayedStrengths OverplayedStrengths OverplayedStrengths Overplayed

Too few or no overuse risks were identified

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The section of your report details those behaviours where you have rated yourself significantly higher than the average given by all raters. The larger the difference the greater the potential risk attached to the blind spot. If you have no ratings with a gap equal to or greater than 1.25pt, no behaviours will be listed below. If however, you have given yourself many 4s and 5s, you could have several blind spots listed here. Not all listed here however will be interesting or relevant. Pay close attention to those behaviours which have also been listed as important now or in the near future. Blind spots in areas which are mission critical could have a big career impact.

Blind SpotsBlind SpotsBlind SpotsBlind Spots

4.4. Learning Agility4.4. Learning Agility4.4. Learning Agility4.4. Learning Agility

Creates a culture which welcomesmistakes as a necessary cost ofpushing at boundaries and learning

54321Self

All Raters

Difference

5

3.4

1.6

7.6. Insight into Others7.6. Insight into Others7.6. Insight into Others7.6. Insight into Others

Builds and sustains trust-basedrelationships; listens deeply,acknowledges others’ views, showsempathy and engenders trust

54321Self

All Raters

Difference

5

3.6

1.4

15.5. Business Management15.5. Business Management15.5. Business Management15.5. Business ManagementCapabilityCapabilityCapabilityCapabilityGets things done through the rightpeople in the organisation; knowswho to ask and how to keep themon point

54321Self

All Raters

Difference

5

3.7

1.3

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Importance

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* >= 3pt diffference between raters

Behaviour Skill RatingsBehaviour Skill RatingsBehaviour Skill RatingsBehaviour Skill Ratings

Leading SelfLeading SelfLeading SelfLeading Self

1. Openness1. Openness1. Openness1. OpennessOpenness to change, to new ideas and to new viewpoints; creativity, adaptability and ambiguity tolerance.

Overall SummaryOverall SummaryOverall SummaryOverall Summary

3.85.04.0

3.25.04.0

3.8*

3.8

3.4

4.4

3.7

1.1 Role-models a high level of openness tochange and new ways of doing things 3.0 3.0 3.7 3.5 3.5 4.3 3.7

1.2 Fosters a culture which encourages opennessand innovation 4.0 2.0 3.6* 3.5 3.0 4.7 3.7

1.3 Is prepared to flex and adapt to changingcircumstances 4.0 4.0 3.8 4.0 3.8 4.0 3.7

1.4 Is highly tolerant of ambiguity; is prepared tothink around missing data and unknowns 3.0 2.0 3.6* 4.0 3.5 4.0 3.7

1.5 Strikes an effective balance between havingconviction and yet being open to new and differentviewpoints 4.0 4.0 4.0 4.0 3.3 5.0 4.0

1.6 Has skill and sophistication in leading change;understands the process and human factors atplay 5.0 4.0 3.9 4.0 3.5 4.5 3.7

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Importance

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2. Drive2. Drive2. Drive2. DrivePassion and a sense of urgency and pace. Inspires and enthuses others through their positivity and focus.


4.25.05.0

4.74.04.0

4.2*

3.8

4.2*

4.5

4.1

2.1 Shows passion and enthusiasm in all they do5.0 5.0 4.5 3.5 4.8 4.7 4.7

2.2 Shows an appropriate sense of urgency andpace in their work 4.0 4.0 3.8* 3.5 3.5 4.3 4.0

2.3 Is consistently driven to achieve results andadd value 4.0 5.0 4.5 4.0 4.5 4.5 4.7

2.4 Inspires and drives the pace of delivery; bringsenergy and focus to what they do 5.0 4.1 3.5 4.3 4.3 3.7

2.5 Is relentlessly solution-focussed; turns ideasand problems into actions 4.0 5.0 4.5 4.5 4.5 5.0 4.0

2.6 Identifies game-changing, transformationalgoals and pursues these 4.0 4.0 3.5 3.5 3.3 4.0 3.3

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Importance

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3. Resilience, Composure & Grit3. Resilience, Composure & Grit3. Resilience, Composure & Grit3. Resilience, Composure & GritCalm and resourceful in navigating obstacles, challenges and setbacks. Emotionally composed and even-tempered.


3.85.05.0

3.25.05.0

3.9*

4.0

3.9*

4.1

4.0

3.1 Highly stress resilient; remains calm andfocused in the face of adversity 3.0 3.0 3.8 5.0 3.8 3.7 3.3

3.2 Emotionally composed at all times; fully incontrol of their emotions, even under pressure 3.0 3.0 3.8* 4.5 3.8* 3.7 4.0

3.3 Has a deep understanding of how pressureand stress affects others; shows patience andhelps others in stressful situations 4.0 4.0 3.9 3.5 3.7 4.3 4.0

3.4 Shows resourcefulness, determination and gritin navigating obstacles, challenges and setbacks;finds a way to make things happen 5.0 4.0 4.3 3.5 5.0 4.3 4.3

3.5 Applies common sense in knowing when topush on and when to regroup and/or shelve planswhen encountering resistance 4.0 3.0 3.8* 4.5 3.5 4.0 3.7

3.6 Bounces back quickly from setbacks4.0 2.0 3.9* 3.0 4.0 4.3 4.7

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Importance

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4. Learning Agility4. Learning Agility4. Learning Agility4. Learning AgilityDeeply committed to learning and self-development; open to feedback and criticism and to learning frommistakes.


4.34.04.0

3.5*5.05.0

4.0*

4.0

3.6*

4.4

4.0*

4.1 Really knows themselves and fully leveragesthis insight to create the conditions for personalsuccess 4.0 5.0 4.2 4.5 4.0 4.0 4.0

4.2 Seeks, listens to and acts on feedback4.0 2.0 3.8* 4.0 3.8 4.3 3.7

4.3 Role-models a visible commitment to self-improvement and on-going development andencourages/facilitates others to do the same 5.0 4.0 4.4 4.0 4.0 5.0 4.7

4.4 Creates a culture which welcomes mistakes asa necessary cost of pushing at boundaries andlearning 5.0 3.0 3.4* 3.0 3.0* 4.5 3.3*

4.5 Achieves visible change and personaldevelopment; willing to adapt and evolve 4.0 3.0 4.0* 4.5 3.3 4.7 4.0

4.6 Proactively seeks out challenging on-the-jobexperiences; pushes themselves to grow anddevelop 4.0 4.0 4.0 4.0 3.5 4.0 4.3

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5. Professionalism & Integrity5. Professionalism & Integrity5. Professionalism & Integrity5. Professionalism & IntegrityDeeply professional and ethically robust in all they do; sets an inspiring standard regarding integrity.


4.74.04.0

4.34.04.0

4.2*

3.8

4.0*

4.5

4.3

5.1 Has a clear moral code and the courage andintegrity to live by it 5.0 5.0 4.3 4.0 4.3 4.0 4.7

5.2 Faces up to difficult choices and evaluatesoptions in a way which is respectful, ethical andwith great integrity 4.0 4.0 4.3* 4.0 4.0* 4.7 4.3

5.3 Will challenge behaviours which fall short ofprofessional standards, irrespective of status inthe business; never avoids a difficult conversationwhich is required

5.0 4.0 4.0 3.5 4.0 4.3 4.0

5.4 Approaches difficult conversations withmaturity, tact and self-confidence 5.0 3.0 4.2 4.0 4.0 5.0 4.0

5.5 Shows great pride in their work; leads byexample and shows commitment, loyalty andpersonal integrity at all times 5.0 5.0 4.4 4.0 4.3 4.7 4.3

5.6 Fosters a team environment which is ethicaland consistent with the business’ values andideals 4.0 5.0 3.9* 3.5 3.0 4.0 4.3

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6. Work ethic6. Work ethic6. Work ethic6. Work ethicDeeply reliable and conscientious in approach to work. Consistently follows-through and follows-up.


4.23.03.0

4.35.05.0

4.3*

3.9

4.3*

4.6

4.4

6.1 Works systematically and conscientiously toreach goals 4.0 5.0 4.3* 4.0 4.3* 4.7 4.0

6.2 Enthusiastically accepts responsibilities4.0 4.0 4.5 4.0 4.5 4.7 4.7

6.3 Engenders a culture which values pro-activity,responsibility-taking and ownership 4.0 3.0 4.2 3.5 4.0 4.7 4.7

6.4 Is highly productive; makes excellent use oftheir time focussing only on the tasks andactivities that matter 4.0 4.0 4.2 4.0 4.3 4.3 4.0

6.5 Is 100% reliable; consistently does what theyhave agreed to do and manages expectationsappropriately along the way 4.0 5.0 4.5 4.0 4.8 4.3 4.7

6.6 Accepts responsibility for decisions they havetaken or agreed to as part of a group 5.0 5.0 4.3 4.0 4.0 4.7 4.3

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Leading OthersLeading OthersLeading OthersLeading Others

7. Insight into Others7. Insight into Others7. Insight into Others7. Insight into OthersHighly skilled interpersonally; sincerely interested in others and in harnessing diversity and culturaldifferences.


4.85.05.0

4.0*5.04.0

4.0*

3.8

3.7*

4.5

4.0

7.1 Interacts with sincere interest and respect withall stakeholders (e.g. customers, team members,colleagues, executives etc.) 5.0 5.0 4.3* 4.5 3.3* 5.0 4.0

7.2 Skilfully works with the differences amongpeople; knows how to create the best possibleconditions to make others’ feel worthwhile andable to perform

5.0 5.0 4.1* 3.5 4.0* 4.3 4.0

7.3 Perceptive and attuned; able to pick up on andrespond appropriately to subtle social cues 5.0 4.0 4.2 4.0 4.0 4.3 4.3

7.4 Deeply self aware and able to maturelymanage own impact on others 4.0 4.0 3.9* 4.0 3.0 4.3 4.0

7.5 Is socially flexible and responsive whilstmaintaining integrity 5.0 4.0 4.1 4.0 3.8 4.7 4.0

7.6 Builds and sustains trust-based relationships;listens deeply, acknowledges others’ views, showsempathy and engenders trust 5.0 2.0 3.6* 3.0 3.8* 4.3 3.7

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Importance

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8. Poise, Impact & Persuasiveness8. Poise, Impact & Persuasiveness8. Poise, Impact & Persuasiveness8. Poise, Impact & PersuasivenessCommunicates credibly and impactfully, convincing, persuasive and dynamic; has leadership presence.


4.04.04.0

3.8*4.04.0

4.0*

3.6

3.7*

4.3

4.4

8.1 Has strong presence; consistently acts withdynamism, impact and self-belief 5.0 5.0 4.3 4.0 4.3 4.3 4.3

8.2 Builds and maintains strong networks in andoutside the business; has a positive reputation asa credible business leader 4.0 2.0 4.0* 3.5 4.0 4.7 4.3

8.3 Behaves with poise and leader-like tact and atall times; recognises their role-modelresponsibilities 3.0 5.0 4.1* 3.5 3.3* 4.7 4.7

8.4 Presents well-constructed proposals andinfluences opinion intelligently; an impactfulthought-leader 4.0 4.0 3.8 3.5 3.5 4.0 4.0

8.5 Consistently and successfully influencesothers’ thinking; wins hearts and minds through anengaging and thought-provoking style 5.0 5.0 4.2* 4.0 3.5* 4.0 5.0

8.6 ‘Stands by’ their views; without becomingdefensive, defends their views constructively andimpactfully 3.0 2.0 3.6* 3.0 3.5 4.0 4.3

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9. Inspiring Leadership9. Inspiring Leadership9. Inspiring Leadership9. Inspiring LeadershipSets an inspiring and engaging vision; gets people fully aligned and fired-up to excel.


4.04.04.0

2.8*5.04.0

3.8*

3.7

3.3*

4.3

4.1

9.1 Is able to show ‘take charge’ leadership attimes of crisis; is prepared to step up to strategicbusiness leadership when required 4.0 5.0 3.9 3.0 4.0 4.0 4.0

9.2 Is able to formulate an inspiring andmeaningful vision which gets to the heart of whatis important 4.0 2.0 4.0* 4.0 4.3 4.3

9.3 Communicates vision and strategy in a waywhich inspires and engages others 4.0 2.0 3.6* 4.0 2.5 4.7 3.7

9.4 Facilitates full alignment on key objectives;faces up to challenging conversations on this ifrequired 4.0 2.0 3.6* 3.5 3.5 4.0 4.0

9.5 Fully appreciates their role and value asleader; knows when to give others space andfreedom to perform and when to get into the detail 4.0 2.0 3.6* 4.0 3.3* 4.0 4.0

9.6 Has an in-depth understanding of people;knows how to authentically adapt to get the bestout of them and support through challenging times 4.0 4.0 3.9* 3.5 3.0* 4.7 4.3

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10. Building Teams10. Building Teams10. Building Teams10. Building TeamsFosters an inclusive, collaborative environment with exceptional levels of contribution and transversalthinking.


3.73.03.0

3.64.04.0

3.9*

3.9

3.4*

4.4

3.9

10.1 Builds and develops high performing teams;knows how to fully leverage collaborative effort 4.0 4.1 4.5 3.5 4.0 4.3

10.2 Skilfully brings cohesion and robust debate toteam working 4.0 4.0 3.8 3.0 3.8 4.3 3.7

10.3 Harnesses diversity in all its forms to bringbreadth of perspective and experience to the team 3.0 5.0 4.0* 4.0 3.0 4.7 4.0

10.4 Establishes team processes and habits whichdrive quality discussions, decisions and action 4.0 3.0 3.9 4.5 4.0 4.0 3.7

10.5 Encourages people to ‘think as one team’;challenges siloed-thinking 3.0 3.0 3.6* 3.5 2.5* 5.0 3.7

10.6 Creates a strong sense of inclusion andbelonging within the team; builds a team identityand sense of purpose 4.0 3.0 3.8* 4.0 3.3* 4.3 4.0

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11. Developing talent11. Developing talent11. Developing talent11. Developing talentBacks the development of potential; gives feedback, delegates, coaches and enables accelerateddevelopment.


4.34.04.0

4.24.04.0

4.1*

3.9

3.8*

4.6

3.9

11.1 Skilfully supports others’ development; knowswhat is important to each person and tailors theirefforts to individual needs 4.0 4.0 3.9* 3.5 3.0 4.3 4.3

11.2 Takes a risk on others to accelerate theirgrowth and development 4.0 3.0 4.1 4.5 4.0 4.3 4.0

11.3 Is creative and resourceful in fully leveragingthe available development opportunities for thebenefit of the team 5.0 4.0 4.2 4.5 4.5 5.0 3.0

11.4 Is visibly supportive and encouraging ofother’s talent and potential; expresses personalbelief in them 5.0 5.0 3.8* 3.0 3.3* 4.3 3.7

11.5 Knows how to attract and nurture talent;creates conditions which are attractive to talentedpeople 4.0 5.0 4.2 4.5 3.0 4.5 4.0

11.6 Has honest conversations with people aboutwhat they need to do to realise their potential 4.0 4.0 4.3 3.5 4.0 5.0 4.3

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12. Driving Performance12. Driving Performance12. Driving Performance12. Driving PerformanceActively manages performance at all levels, tackles performance challenges head on, gets things done.


4.24.04.0

3.3*5.05.0

4.0*

3.8

4.1

4.3

3.9

12.1 Drives performance against world classstandards; continually looks to achieve theexceptional 3.0 5.0 4.3 4.0 4.5 4.5 4.0

12.2 Sets clear direction for others andestablishes common goals 4.0 2.0 3.8* 4.0 3.7 4.0 4.3

12.3 Builds a high performance culture in whichperformance focussed feedback is expected andgiven 3.0 1.0 3.5* 3.0 4.5 4.5 3.3

12.4 Actively facilitates others’ delivery by givingthem what they need to succeed and tacklingorganisational blockers; sets people up forsuccess

5.0 4.0 4.1 3.5 4.0 4.3 4.3

12.5 Willing to differentiate between high and lowperformers; will not tolerate repeatedunderperformance 5.0 4.0 4.0 4.0 4.5 4.0 3.7

12.6 Is quick to praise and acknowledge effort andachievements; is as appreciative as they aredemanding 5.0 4.0 4.1 4.0 4.0 4.7 3.7

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Leading BusinessLeading BusinessLeading BusinessLeading Business

13. Strategic Thinking13. Strategic Thinking13. Strategic Thinking13. Strategic ThinkingThinks ahead; can project current business state into likely future requirements. Deep understanding ofmarket trends.


3.73.03.0

2.7*4.04.0

3.9*

4.2

4.2

4.2

3.8

13.1 Capable of strategic thinking; able to thinkthrough various anticipated future states inbuilding a picture of a way forward 4.0 2.0 4.0* 4.0 4.5 4.3 4.0

13.2 As relevant to the strategic landscape facingthe business, has a deep understanding ofgeopolitical and socioeconomic trends andpatterns

3.0 2.0 3.7* 5.0 3.5 3.5 3.7

13.3 Possesses the necessary breadth and depthof insight into global business, regulatory andcultural practices to bring great perspective tostrategic discussions

4.0 4.0 3.9 4.0 4.0 4.0 3.7

13.4 Able to formulate a coherent and compellingstrategy whilst staying well aligned with corporatevalues 4.0 2.0 4.0* 4.5 4.5 4.0

13.5 Reformulates complex issues in a way whichbrings new perspective to strategic discussions 4.0 5.0 4.4 4.0 4.7 4.7 4.0

13.6 Is visionary; is prepared to be bold andimaginative in building a rich picture of the future 3.0 1.0 3.5* 3.5 4.0 4.0 3.7

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14. Business & Market Savvy14. Business & Market Savvy14. Business & Market Savvy14. Business & Market SavvyHighly capable technically and deep insights into business levers. Close to customers and stakeholders.


3.33.03.0

2.5*5.05.0

4.0*

4.0

3.9

4.6

4.3

14.1 Has a deep understanding of the business,its key levers, its operating requirements and howit makes/loses money 3.0 2.0 3.9* 4.0 4.3 4.5 3.7

14.2 Views the business and its products/servicesthrough the eyes of its stakeholders andcustomers; possesses a deep insight into theirneeds and wants

3.0 4.0 4.1 4.0 3.5 5.0 4.3

14.3 Drives ‘customer-consciousness’ andproduct/service orientation throughout theorganisation 3.0 4.0 4.3 4.0 4.0 4.5 4.7

14.4 Is well-networked in their professionalcommunity; has good visibility of what others inthe marketplace are doing and thinking 4.0 2.0 4.3* 4.0 4.0 4.7 5.0

14.5 Is commercially minded; consistently thinksabout sustainable revenue streams, cost:valuetrade offs, staying commercially relevant, cashflowetc.

3.0 2.0 3.9* 4.0 3.5 4.5 4.3

14.6 Is personally interested in business matters;reads business literature, attends events,contributes to papers and articles on businesstopics internally and externally

4.0 1.0 3.8* 4.0 3.7 4.7 4.0

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15. Business Management Capability15. Business Management Capability15. Business Management Capability15. Business Management CapabilityAble to manage and grow a profitable/successful business; skilled with budgets, regulation, delegatedauthority etc.


3.73.03.0

4.45.04.0

4.0

3.5

4.0

4.3

3.9

15.1 Has deep experience managing a P&L,working within budgets and forecasting/businessplanning 3.0 3.0 4.0 4.5 4.5 3.7

15.2 Fully understands the organisationalinfrastructure (e.g. the people, reporting lines,responsibilities, systems, processes, policies etc.)required to run a sustainable enterprise

4.0 4.0 4.0 4.0 3.7 5.0 4.0

15.3 Maintains tight control on deliverables;quickly intervenes if things look to be running off-course 4.0 5.0 4.1 3.0 4.3 4.7 3.7

15.4 Quickly establishes key commercial prioritiesin dealing with operational matters 2.0 5.0 3.9 3.0 4.0 4.0

15.5 Gets things done through the right people inthe organisation; knows who to ask and how tokeep them on point 5.0 3.7 3.5 4.0 3.7 3.7

15.6 Creates a culture with a clear focus onoperational excellence and commercial results; ispragmatic and focussed in delivery 4.0 5.0 4.2 3.0 4.0 4.3 4.7

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16. Problem solving, Intellect and Common-sense16. Problem solving, Intellect and Common-sense16. Problem solving, Intellect and Common-sense16. Problem solving, Intellect and Common-senseIncisively examines issues, reduces complexity, synthesises data and applies common sense to problems.


4.33.03.0

4.54.04.0

4.2*

3.9

4.0*

4.2

4.4

16.1 Confronts problems directly; does not delayor defer but instead takes timely corrective action 3.0 5.0 4.5 4.5 4.8 4.0 4.3

16.2 Gets to the heart of problems with speed andincisiveness; cuts through the key issues 4.0 3.0 4.0 3.5 4.0 4.0 4.7

16.3 Is able to process complex data at speed andwith accuracy; is a clear thinker 5.0 5.0 4.0 3.5 3.8 4.0 4.3

16.4 Synthesises data effectively; pulls togetherdisparate data and reaches meaningfulconclusions 4.0 5.0 4.3 4.0 3.7 4.5 4.7

16.5 Shows excellent judgement when reviewingdata and evaluating options; weighs things upappropriately and applies sound common-sense 5.0 5.0 4.3 4.5 4.0 4.5 4.3

16.6 Understands decision-making biases andhow to correct and takes steps to think problemsthrough more objectively 5.0 4.0 3.8* 3.5 3.3 4.3 4.0

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17. Decision-making17. Decision-making17. Decision-making17. Decision-makingPrepared to commit to firm decisions even on the most complex and difficult topics; exceptional judgement.


4.04.03.0

3.7*5.05.0

4.0*

4.1

3.8*

4.2

3.9

17.1 Thinks through the potential knock-ons anddecision impact when evaluating options 5.0 4.0 4.0 4.0 4.0 4.3 3.7

17.2 Shows mature judgement in knowing when toprioritise speed over careful deliberation and viceversa 4.0 3.0 3.8* 4.5 3.0* 4.0 4.0

17.3 Even under pressure, is not derailed ordistracted by ambiguity or missing data; isprepared to accept when the available data is asgood as it is going to get

3.0 2.0 3.8* 4.0 4.0 4.5 3.3

17.4 Prepared to make the right decision even ifthey are in the minority; is prepared to beunpopular 4.0 4.0 4.1 4.0 3.7 4.3 4.3

17.5 Even on the most complex of issues,commits to firm decisions and ‘stands-by’ thesewith conviction and determination 4.0 5.0 4.1 4.0 4.0 3.5 4.3

17.6 Is prepared to update decisions whenappropriate 4.0 4.0 4.1 4.0 4.0 4.3 4.0

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18. Planning & Organizing18. Planning & Organizing18. Planning & Organizing18. Planning & OrganizingDeeply organised, structured and planned in approach. Makes efficient use of available resources.


4.04.03.0

3.54.04.0

4.1

4.0

4.1

4.4

4.2

18.1 Quickly identifies key milestones and criticalpaths; breaks objectives down into manageablephases 4.0 4.0 4.2 3.5 4.0 4.5 4.7

18.2 Thinks ahead; anticipates and plans aroundlikely obstacles and/or interdependencies 4.0 3.0 3.8 3.5 4.0 3.7 4.3

18.3 Is planned and organised in their approach towork; establishes priorities and sticks to these 4.0 3.0 4.3 5.0 4.3 4.7 4.0

18.4 Maintains an effective level of oversight overproject delivery; keeps an appropriate distancewhilst ensuring delivery is achieved 4.0 3.0 4.0 3.5 4.3 4.3 4.0

18.5 Puts the right people to work on the righttasks; fully leverages the available resources 4.0 5.0 4.4 4.5 4.0 4.7 4.0

18.6 Revises and updates plans in light ofchanging circumstances; builds in contingency 4.0 3.0 4.0 4.0 4.0 5.0 4.0

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There are a number of unproductive behaviours which can block, stall or otherwise derail a career. Taken to an extreme, any one blocker & derailer on its own has the potential to have these career impacting consequences. Whilst there is no one predictive model which works across cultures and organisations, the fewer blockers and derailers you have the less at risk you are. Each organisation will have its own tolerances; its culture will determine this to a large extent. Equally however, an organisations’ current climate and operating environment will further influence what behaviours are tolerated and which will not be. Being aware of your risk profile empowers you to be more vigilant in those situations which you recognise as your triggers.

Please note: in this section, lower ratings suggest lower risk. The higher the rating, the more frequently you are perceived to show or be at risk of showing the related behaviour. Any highlighted scores should be regarded as potentially important areas to reflect on. Those highlighted in red should be considered closely.

Behaviour Summary

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Key:

54321

Very oftenOftenSometimesRarelyNot at all

Your perception of the frequency of this (or related) behaviour being shown

Potential Stumbling BlocksPotential Stumbling BlocksPotential Stumbling BlocksPotential Stumbling Blocks

19. Conscientiousness gone wrong19. Conscientiousness gone wrong19. Conscientiousness gone wrong19. Conscientiousness gone wrongAccepts too much responsibility, notrealising when enough is enough;perfectionistic and ‘in the weeds’.

1.5 3.5 2.0 1.3 2.3 2.3 1.5

20. Storm force20. Storm force20. Storm force20. Storm forceOverly aggressive, tough, insensitive,unappreciative and demanding; gets thingsdone but bruises along the way.

1.3 1.5 1.6 1.5 1.9 1.6 1.4

21. Me, me, me21. Me, me, me21. Me, me, me21. Me, me, meOverly self-orientated and excessively self-confident. Charming manipulative with asense of entitlement.

1.5 1.3 1.5 1.4 1.8 1.7 1.3

22. Hot or cold22. Hot or cold22. Hot or cold22. Hot or coldHot or cold Temperamental and easilyupset, emotionally unsettled or derailed.Can be volatile, impulsive, quick to temper

1.3 3.5 1.9 1.5 2.0 2.3 1.5

23. Risk Attitude23. Risk Attitude23. Risk Attitude23. Risk AttitudeLow risk intelligence; excessively risk takingor risk avoidant. Low ambiguity tolerancewith rigidly held views.

1.5 4.3 1.8 1.5 1.6 1.8 1.8

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19. Conscientiousness gone wrong19. Conscientiousness gone wrong19. Conscientiousness gone wrong19. Conscientiousness gone wrongAccepts too much responsibility, not realising when enough is enough; perfectionistic and ‘in the weeds’.


1.5

3.5

2.0

1.3

2.3

2.3

1.5

19.1 Regularly takes on too much and puts intoo many hours; finds it hard to and/orchooses not to say “no” 1.0 3.0 2.1 1.0 2.3 2.3 2.3

19.2 Levels of diligence and perfectionismoften exceed what is required

2.0 3.0 2.0 1.5 2.8 2.0 1.0

19.3 Is too emotionally invested in their work,lacks perspective and life balance much of thetime 2.0 3.0 1.8 1.5 2.0 2.3 1.0

19.4 Quietly resentful of the excessivedemands being placed on them; suffers inrelative silence 1.0 5.0 2.0 1.0 2.0 2.3 1.7

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20. Storm force20. Storm force20. Storm force20. Storm forceOverly aggressive, tough, insensitive, unappreciative and demanding; gets things done but bruises alongthe way.


1.3

1.5

1.6

1.5

1.9

1.6

1.4

20.1 Gets things done at the expense ofpeople’s feelings along the way; insensitive,ruthless and tough in their dealings with others 2.0 2.0 1.8 2.5 2.0 1.7 1.0

20.2 Demanding and unappreciative of others,lacks empathy or concern for others; appearsnot to care 1.0 2.0 1.5 1.0 1.8 1.3 1.7

20.3 Is arrogant and/or dictatorial in approach;does not engage with people and often leavesa trail of damaged relationships andunresolved conflict

1.0 1.0 1.4 1.0 2.0 1.3 1.3

20.4 Adopts a bullying style, in particular undertimes of stress

1.0 1.0 1.6 1.5 1.8 2.0 1.7

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21. Me, me, me21. Me, me, me21. Me, me, me21. Me, me, meOverly self-orientated and excessively self-confident. Charming manipulative with a sense of entitlement.


1.5

1.3

1.5

1.4

1.8

1.7

1.3

21.1 Regularly dismisses others’ views andopinions (e.g. talks over, fails to consult etc.);appears not to value other’s input 1.0 1.0 1.7 2.0 2.3 2.0 1.0

21.2 Lacks humility; is overly self-promotingand appears to feel superior to others

1.0 1.0 1.4 1.0 1.8 1.3 1.3

21.3 Over-estimates own capabilities; lacksinsight

2.0 2.0 1.5 1.0 1.3 1.7 1.7

21.4 Puts themselves in a good light wheneverpossible; takes on the glamorous/high profilework and/or fails to credit others 2.0 1.0 1.6 1.5 2.0 1.7 1.0

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22. Hot or cold22. Hot or cold22. Hot or cold22. Hot or coldHot or cold Temperamental and easily upset, emotionally unsettled or derailed. Can be volatile, impulsive,quick to temper and show irritation.


1.3

3.5

1.9

1.5

2.0

2.3

1.5

22.1 Is temperamental and volatile; moody anddifficult to ‘read’ at times

2.0 4.0 2.1 2.0 2.0 2.3 1.7

22.2 Under even modest stress and pressurebehaves emotionally and judgement/composure suffers as a result 1.0 3.0 2.0 1.5 2.0 2.7 1.7

22.3 Is quick to temper and show irritation; canbe hard to please at times

1.0 4.0 1.9 1.5 2.3 2.3 1.0

22.4 Often reacts emotionally to situations;finds it difficult to remain even-tempered

1.0 3.0 1.7 1.0 1.8 2.0 1.7

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23. Risk Attitude23. Risk Attitude23. Risk Attitude23. Risk AttitudeLow risk intelligence; excessively risk taking or risk avoidant. Low ambiguity tolerance with rigidly heldviews.


1.5

4.3

1.8

1.5

1.6

1.8

1.8

23.1 Is too quick to see things in extreme; is‘black or white’ and ambiguity intolerant in theirapproach 2.0 5.0 2.3 2.0 2.3 2.3 1.7

23.2 Is not risk intelligent; fails to weigh uprisks on their own merits but is consistentlyexcessively risk-taking or risk avoidant 2.0 4.0 1.9 1.0 1.5 2.0 2.0

23.3 Has a number of rigidly held beliefs anddespite contra-evidence, is unwilling to shift; isnot intellectually agile 1.0 4.0 1.7 2.0 1.5 1.3 1.7

23.4 Fails to learn from mistakes; has lowlearning agility

1.0 4.0 1.5 1.0 1.3 1.3 1.7

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These comments have been copied unedited. They are split out by rater group to protect anonymity.

Open Text FeedbackOpen Text FeedbackOpen Text FeedbackOpen Text Feedback

What are this individual’s greatest areas of strength and leadership capability?What are this individual’s greatest areas of strength and leadership capability?What are this individual’s greatest areas of strength and leadership capability?What are this individual’s greatest areas of strength and leadership capability?

Manager 'Zuverlässigkeit, Loyalität, Pflichtbewusstsein; Intellektuelle Fähigkeiten undAnalytisches Denkvermögen; Engagement und Energie; Haltung, nicht-aufzugeben; '

Peers 'Always well prepared, is customer centric, wants clients to have the best possiblelearning experience in and out of plenary, highly committed, passionate.'

'Claudia is very resourceful, experienced, and smart. A very fast problem-solver.Competent, principled, creative, and flexible.'

'Her dedication to her work and the high standards she follows'

'Strukturiert, Professionell, klarer Überblick, pragmatisch zupackendlösungsorientiert. Totale Powerfrau. Zugleich Fun to work with und das Herz amrechten Fleck.'

Direct Reports 'Claudia knows how to give praise and recognises people's strength and qualities.She is greatly skilled at building people. She is a delight to work with!!'

'- empathy - emotional intelligence - structured work - discipline'

Others 'She is very strong in emotional intelligence and knows how to adapt herself tothose around her, but still manage to drive objectives forward. '

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What are this individual’s greatest areas of development need?What are this individual’s greatest areas of development need?What are this individual’s greatest areas of development need?What are this individual’s greatest areas of development need?

Manager 'Feedback erfragen und annehmen; Mehr zuhören, um zu verstehen, d.h.nachfragen, neugierig blieben, nicht (zu schnell) beurteilen, Gehörteszurückspielen'

Peers 'Nothing I can think of regarding this.'

'Sometimes insensitive to her excessive demands on others, she fails to meetpeople "there where they are". Why not practice being a bit more laid back? Shedoesn't always need to push herself to the front: letting others show what they haveto contribute allows one to learn vicariously while making room for the developmentof others.'

'Being more transparent in her thoughts and feelings - where appropriate to share. '

'An manchen Stellen noch entspannter werden. Es geht ja in unserem Job nie umLeben und Tod. Auch wenn manche unserer Auftraggeber das denken. Nochklareres Bewusstsein dafür, was Claudia für einen tollen Job macht!'

Direct Reports '"Regularly dismisses others’ views and opinions (e.g. talks over, fails to consultetc.); appears not to value other’s input" - because she wants to get things donequickly but sometimes taking just a minute to step back, think and consult can bemore effiicient in the end'

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It is important to be clear about the context for your development (e.g. your career ambitions) in order that you have a frame of reference for deciding on the relative priority of your development action plan.

• Avoid trying to change too much all in one go; think about what is important and prioritise.

• Where are the “quick wins”? These may be strengths to further capitalise on or ‘easy’ developmental changes.

• Be clear about what is at the heart of the development topic; Is it that you need to develop your motivation to behave in a particular way, your confidence in some respect, some aspect of technical knowledge or know-how or is it more about how you do things; your behaviour?

• Remember that development mainly comes through challenging, focussed experiences (e.g. Job expansion, New Role, Delegation, Exposure, ‘Fix-its’, Start-ups, Special Projects, Community Projects, Secondments etc.) rather than through training or courses per se. Look for developmental challenges where success and failure are both possible, where you are required to work without formal authority, where there is high ambiguity/variety, where you will be visible and where something important is missing.

Development planning guideDevelopment planning guideDevelopment planning guideDevelopment planning guide

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360° - Benchmarking Leadership · 3 Direct Reports 3 Others 14 All contributors Claudia Neu 1. ......

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