Confidential Report & Workbook for Peter Muster · B4: Peter Muster is creative and thinks out of...

© ValueQuest GmbH, 2020

Peter Muster

ABC AG - 360°Leadership Feedback

110001(888801)

20.02.2020

Confidential Report & Workbook for

ABC AG - 360° Leadership Feedback

Welcome: Introduction

2Peter Muster

ValueQuest GmbH

Michael Matt

[email protected]

This report can be downloaded as a file

under:

www.valuequest.ch > Customer Login

Sabine Sommer

ABC AG

We carefully analysed and evaluated the opinions of your feedback-providers. This report offers you an excellent opportunity to learn more about yourself. Please

remember that a 360° Feedback is not an absolute evaluation of your personality, but it expresses how your behaviour affects the people around you. The report points

out how you can strengthen your competencies through specific measurements.

Download this report

You are looking at your personal report from the 'ABC AG - 360° Leadership Feedback'. A copy of this report was provided to your direct manager. The report has been

designed to provide you with a quick overview of the results and to enable you to derive personal measures. Self-study of the report is a central step in the entire feedback

process.

Overview of the entire feedback process

Contact partners

sabine_sommer@abcxcom

Learning & Development

Access Code: ***********

Project: LSPxRep

Selection of feedback

providers

Discussion of results

and measures with your

manager, HR or a

coach

Online feedback via

questionnaire by your

feedback providers

Analysis of the results

by ValueQuest on an

anonymous basis

Study the results and

deduce your personal

conclusions


Management Summary: The Most Important Facts at a Glance

3Peter Muster

Assume responsibility

Make decisions

Behaviour Patterns

Points

Perspectives (Competencies)

Own perception better than

perception by others:

Tackle change actively

Show profile & integrity Master crises & conflicts

Promote cooperation

Support & foster others Strive for excellence

F2: Question53

Overview of 6 Leadership-Dimensions Competencies

Plan & organize work

Show profile & integrityDeal with others


Set strategic impulses

C2: Question23

Frequently shown behaviour patterns:

F3: Question54

F9: Question60

F8: Question59

Communicate effectively

Rarely shown behaviour patterns:

A1: exemplifies what he/she

expects from others

A4: is a visionary who sees the big

picture

Promote cooperation

Develop & implement ideas

C3: Question24

Own perception lower than

perception by others:

Leadership

Development & Innovation

Organization & Planning

Results

Implementation

Cooperation

66

82

71

79

78

89

Competencies with room for

improvement:The strongest competencies:


Sections and Contents of the Report

4Peter Muster

WorkbookMethodological explanations and working guidelines are presented in a different font, so that you can distinguish them more easily from the results.

The worksheets in this report will help you to better understand the results and to focus on the information that is important for you.

Tip: At the end of this report you will find the exact wording of the questions used in this 360° Feedback.

Model and MethodologyLearn how leadership behaviour is reflected in leadership dimensions, competencies and behaviour patterns. Understand how the

answers of your feedback providers are analysed and presented.

Overview and Rating of

Competencies

How Different Groups See Me

Appendix Detailed results and overviews so you have the opportunity to deepen individual topics if necessary.

Development Plan &

CommunicationCreate a personal plan of where you want to develop and how you want to communicate the results.

Setting My Fields of Action

My Behaviour Patterns

See how your competencies are perceived. Where do you have particular strengths, where is room for improvement?

Compare how different groups of feedback providers perceive you. Compare your own and others' perceptions and identify

strengths and any "blind spots".

Identify those competencies where you would like to improve and which strengths you would like to use more consciously in the

future.

Identify those behaviours that shape your competences (strengths and potential for improvement) the most.

1

2

3

4

5

6

A


Worksheet 1: Get Familiar with the Methodology of this 360°Leadership Feedback

5Peter Muster

Familiarise yourself with the methodology and the model of the survey. The questionnaire was built according to this model.Study pages 6-9.

Before you look at the results: What does your gut feeling say, how are competencies perceived by others? What are your strengths and challenges?

On page 8, you will learn how many feedback providers took part in the survey. Are you satisfied with the response? What could be reasons for the high / low turnout?

1a

1b

1c


Leadership Dimensions, Competencies and Behaviours: The Feedback Model Explained

6Peter Muster

Leadership Behavior

Leadership-Dimensions Competencies Behaviour Patterns

Within the ABC AG - 360° Leadership Feedback are illustrated:

6 Leadership-Dimensions 20 Competencies 60 Behaviour Patterns

The 6 leadership dimensions summarize the

competencies. Every effective leader should fulfill

these 6 dimensions at least partially.

The leadership dimensions are made up of different

competencies.

Since behaviours are easily observable, they form

the basis for the questionnaire and thus the feedback.

Competencies are abilities or skills to solve problems

in the daily management routine and to achieve the

desired result. Different tasks require different

competence profiles. In contrast to personality traits,

competencies can be at least partially learned.

Behaviour or behaviour patterns are observable

actions that a manager performs more or less often

in everyday business. Behaviour patterns can be

learned.

Competencies are mapped in the leadership

feedback from certain behaviours.


Competence Model Used for the ABC AG - 360° Leadership Feedback

7Peter Muster

This 360° Leadership Feedback is based on a scientific model.

The individual Competencies are based on observable Behaviour Patterns (→ Questions of feedback)

Leadership

Show profile & integrity



Lead with enthusiasm

Development &

Innovation

Support & foster others

Develop & implement

ideas


Organization &

Planning


Inform appropriately

Work efficiently

Results

Lead with goals

Monitor & recognize

achievements

Strive for excellence

Implementation

Make decisions

Tackle challanges

Involve stakeholders

Master crises & conflicts

Cooperation

Promote cooperation


Deal with others

Z3: Peter Muster is the right person for the task

Overall Rating

Z1: I like working with Peter Muster Z2: I have full confidence in Peter Muster

Impact


Data Basis / Methodology

8Peter Muster

20

7

8

4

1

1

Form of Survey Online survey

Design & Analysis

Methodology of Survey Respondents Survey of selected feedback-providers

Timeframe of Survey 30. January - 28. February 2020

All ratings by others…

…Direct reports

…Colleagues / peers

…Clients (internal / external)

ValueQuest GmbH

Ø All ratings by others

Dr Direct reports

Pe Colleagues / peers

Self-ImageSi

Dm Direct manager(s)

Abbreviations used in this report

*A list of all invited feedback providers can be

found in the appendix (page 40)

Cl Clients (internal / external)

Indicated in this report (name and number of

respondents)*

Average time needed to complete survey: 12 minutes

…Direct manager(s)

Self-Image


Used Scales & Indicators

9Peter Muster

80

100(almost) always

60>

(almost) never

<<

<

The scale below was used to convert the responses of feedback providers to scores.

PointsResponse categories

0

The mean value (average) is computed by assigning points to

the answer categories.

-

75 - 84

85 - 100

Critical ratings (need for action)0 - 54

55 - 64

Average ratings (observation)

Excellent rating (strength)

65 - 74

The indicators show the potential need for action in individual competencies / behaviour patterns.

No answer

Rating Scale

Indicator

Indicator

Indicators that are filled in are BEHAVIOUR PATTERNS. These are derived directly from the questions in the questionnaire.

Indicators in the form of an icon are COMPETENCIES. These are made up of different BEHAVIOUR PATTERNS.

Points

20

40

>>

People who have not responded to a question are not

included in the mean of this question.



10Peter Muster




Competencies



Development Plan &








future.


1

2

3

4

5

6

A


Worksheet 2: Overview of Competencies

11Peter Muster

See how positive or critical the evaluation turns out and with which competencies you convince, as well as those which need attention. The pages 12-14 give you a first overview of the

assessment by the feedback providers.

Page 12: How do you assess the overall results? Are there any noticeable patterns? What do you notice at first glance about the assessment of your competencies? Does the assessment

correspond to your point of view? (The colour of the icons indicates strengths and possible fields of action.)

Page 13 onwards: Read the comments of your feedback providers. They complete the overall picture. Note your thoughts on this.

2

2a

2c


Rating of All Competencies

12Peter Muster

& ~ Lowest rated Competencies

63

Z3: Peter Muster is the right person for

the task

Z2: I have full confidence in Peter

Muster84

75


Z1: I like working with Peter Muster 91

Points

84

66 82

~


Deal with others

65

& 86

79

~

Leadership Development &

Innovation

Organization &

Planning

Results

81 57

71

Show profile & integrity Support & foster others Plan & organize work

~ 59

Cooperation

Promote cooperation Lead with goals

Monitor & recognize

achievements Tackle challanges

76 & 91

79 78

68

Implementation

89


Make decisions

Overall Rating 86

Set strategic impulsesDevelop & implement

ideas Inform appropriately

7559

Highest rated Competencies

76

85


80

Work efficientlyAssume responsibility Tackle change actively

83

85

& 90

84



Comments from Feedback Providers

13Peter Muster

Si

Dr

Dr

Dr

Dr

Pe

Pe

Pe

Pe

Pe

Pe

Cl

Cl

X1: What does Peter Muster do particularly well and what should he / she continue doing in the future? Please describe 3 concrete aspects:

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment


Comments from Feedback Providers

14Peter Muster

Dm

Si

Dr

Dr

Dr

Dr

Dr

Dr

Pe

Pe

Pe

Pe

Cl

X2: What could Peter Muster do better in the future and what should he / she change? Please describe 3 concrete aspects:

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment

Open Comment



15Peter Muster




Competencies



Development Plan &








future.


1

2

3

4

5

6

A


Worksheet 3: A Better Understanding of the Different Perspectives

16Peter Muster

Pages 17-20 give you the opportunity to better understand how your competencies are perceived by different groups. A special aspect is the comparison of your self-image and the external

perception. Where do the points of view convene, where are there "blind spots"?

Where are there similarities in the perception of your competencies, and where do opinions diverge? What are possible reasons for differing perceptions of the different groups? Note the

matching strengths / weaknesses. (Page: 18)

Study the biggest differences between your own image and that of others (page 19). What stands out? Are there any thematic patterns? Is your assessment of your own competencies

realistic? Study the so-called "Johari "window (page 20). Where do you have "blind spots"? Where do you have "areas of development" and "confirmed strengths"? Write down your

conclusions!

Pages 43-44 show (for in-depth analyses) the different views again as an overview.

3

3a

3b


Rating of Competencies by Different Groups of Feedback Providers

17Peter Muster

Direct reports (71)

Colleagues / peers (80)

How do you interpret the different assessments

by the different groups of feedback providers?

Peter Muster

Clients (internal / external) (79)

Direct manager(s) (85)

Evaluation byAverage rating of all competencies

The evaluation of the 6 leadership dimensions by the feedback groups is shown in the

appendix on page 42

Self-Image (74)


Rating of Competencies by Different Groups of Feedback Providers

18Peter Muster

Direct reports Colleagues / peers Clients (internal / external) Direct manager(s)

Develop & implement ideas Work efficiently Master crises & conflicts

Direct manager(s)

Inform appropriately Assume responsibility Show profile & integrity

Make decisions

Deal with others

Promote cooperation




Deal with others


Promote cooperation



Highest rated Competencies

Lowest rated Competencies

Deal with others


Promote cooperation

Promote cooperation

Deal with others

Tackle challanges







Show profile & integrity Set strategic impulses


Direct reports Colleagues / peers Clients (internal / external)

Where are there similarities in the perception

of your competencies, and where do opinions

diverge?

Where are there similarities in the perception

of your competencies, and where do opinions

diverge?


Difference Between External and Self -Image

19Peter Muster

Ranki

ng

Rising lines: Own competence (rank)

underestimated

Perception by others*This representation sorts the competencies,

both for the self-perception as well as the

perception by others. This allows you to see at

a glance how well the perception by others and

your own match.

Ranki

ng

Self-Image*

+/-Horizontal lines: Matching Perception

(Rank)

Falling lines: Own competence (rank)

overestimated

*On average, your own perception is 2

points lower than the perception by others.










Work efficiently

Lead with goals

Monitor & recognize achievements


Make decisions

Tackle challanges



Promote cooperation


Deal with others










Work efficiently

Lead with goals



Make decisions

Tackle challanges



Promote cooperation


Deal with others


Johari Window: How I See Myself - How Others See Me

20Peter Muster

high

Self-

Image

low

low All ratings by others high

Confirmed Strength

→ Build on it

Deal with others

Development Need

→ Make a development plan

Blind Spot

→ Explore how to use it

Overestimation

→ Gain clarity

Make decisions

Show profile & integrity Develop & implement ideas



Promote cooperation

Tackle challanges


Work efficiently







Lead with goals





21Peter Muster




Competencies



Development Plan &








future.


1

2

3

4

5

6

A


Worksheet 4: Prioritising Fields of Action

22Peter Muster

Pages 23-26 help you to prioritise your strengths and growth potential.

Page 23 shows for which competencies the feedback providers see the most potential for improvement.

Note your thoughts on this.

Pages 24-26 summarise all aspects and record your priorities for action. An AI-based recommendation is provided. Consider this as a non-binding recommendation, the crucial point is

that you can identify with the prioritised competencies.

*The (arithmetical) influence of the individual competences is shown in the appendix on page 58.

In order to determine the highest priorities for action, you are looking for competencies that…

... are rated relatively low, ... have a high impact on the overall assessment, .... are judged fairly uniformly, ... are a "blind spot" or "area of development" in the Johari window.

4

4a

4b


Competences with Potential for Improvement

23Peter Muster

Number of mentions

Competences for which the feedback providers most likely see improvement potential (Selection of a maximum of 5 competences with potential for improvement in the questionnaire)

7

6

5

5

4

4

4

3

3

3

3

2

2

2

2

1

1

1

0

0

0 1 2 3 4 5 6 7 8







Lead with goals


Promote cooperation




Make decisions



Deal with others

Tackle challanges


Work efficiently


Com

pet

enci

es


Fields of Action / Priorities

24Peter Muster

Ø

59@

59@

63@

65@

81@

86@

79@

57@

Competencies


Improve*

Review*


Behaviour Patterns** Steps of Action

Improve*



Improve*

Strength: Maintain*



Strength: Maintain*

Strength: Maintain*



Improve*

For each competence, the behaviour with the highest / lowest

evaluation is listed. A closer look at the behaviour patterns is given in

the next section.

*Recommendation based on artificial intelligence (AI)

**Behaviour Patterns

The behavior pattern with the highest rating (applies most

frequently)

The behavior pattern with the lowest rating (applies most rarely)

A2: Question02

A1: exemplifies what he/she expects from others

A5: Question05

A4: is a visionary who sees the big picture

A7: takes responsibility for own work and decisions

A8: Question08

A12: Question12

A11: Question11

B3: Question15

B2: Question14

B4: is creative and thinks out of the box

B6: Question18

B8: Question20

B7: questions and reflects on his own behaviour

C1: puts practical structures and work processes in place

C2: Question23


Fields of Action / Priorities (II)

25Peter Muster

Ø

75@

80@

76@

76@

85@

68@

84@

75@

Competencies

Lead with goals

Strength: Maintain*

Strength: Maintain*



Improve*

Work efficiently


Strength: Maintain*

Strength: Maintain*

Make decisions

Tackle challanges

Review*

Strength: Maintain*



Review*



the next section.




frequently)


C6: Question27

C5: Question26

C7: finds pragmatic solutions to challenges

C9: Question30

D3: Question33

D1: sets ambitious / realistic goals and deadlines

D5: Question35

D6: Question36

D8: Question38

D7: acts entrepreneurial and customer-oriented

E1: informs himself and analyses thoroughly

E2: Question41

E6: Question45

E4: is a go-doer

E7: trusts the capability of others

E9: Question48


Fields of Action / Priorities (III)

26Peter Muster

Ø

83@

91@

85@

90@

@

@

@

@

Competencies


Strength: Maintain*

Strength: Maintain*

Deal with others


Strength: Maintain*

Promote cooperation


Strength: Maintain*

0*

0*

0*

0*



the next section.




frequently)


E12: Question51

E10: addresses problems / seeks common solutions

F3: Question54

F1: ensures a productive cooperation

F4: communicates openly and honestly

F5: Question56

F9: Question60

F7: can put himself/herself into my situation



27Peter Muster




Competencies



Development Plan &








future.


1

2

3

4

5

6

A


Worksheet 5: A Better Understanding of Your Own Behaviour

28Peter Muster

The individual behaviour patterns are described in detail in the appendix (pages 45-57).

The focus in chapter 5 is on behaviour. Individual behavioral patterns form the basis for the various competencies. It is best to focus on those behaviours that form the basis for the

identified competencies (strengths, potential for improvement).

First of all, pages 30-31 show an overview of the behaviour patterns that your feedback providers observe most frequently / least often. Note your thoughts on this.

The tables on pages 32 - 34 give an overview of all competences and the corresponding behaviours. Note your thoughts on this.

5

5a

5b


Worksheet 5: A Better Understanding of Your Own Behaviour (II)

29Peter Muster

What makes individual competencies particularly positive? Write down those behaviour patterns that are rated particularly positively. Focus on your strongest competencies.

What causes individual competencies to be critical? Note those behaviour patterns that are rated lowly. Focus on your potentials for improvement.

My Behaviour Patterns(-) Competencies

(-)

(-)

(-)

(+)

(+)

My Behaviour Patterns(+) Competencies

(+)

5c

5d


Behaviour Patterns: Highest and Lowest Ratings

30Peter Muster

92

Develop & implement ideas 89

B3: Question15 Support & foster others 88

Strive for excellence 88

A4: is a visionary who sees the big picture Set strategic impulses 54

F8: Question59 Deal with others 94

F9: Question60

Points

Deal with others 94

F3: Question54 Promote cooperation 94

Promote cooperation 93

E6: Question45 Tackle challanges

60

C2: Question23 Plan & organize work 54

C3: Question24 Plan & organize work 56

A1: exemplifies what he/she expects from others Show profile & integrity 51

A3: Question03 Show profile & integrity 60

A8: Question08 Assume responsibility 60

A6: Question06 Set strategic impulses 59

E2: Question41 Make decisions

Highest ratings

Lowest ratings

The behavior pattern with the highest rating

(applies most frequently)

The behavior pattern with the lowest rating

(applies most rarely)

D8: Question38


F2: Question53

Data Basis: All ratings by others



Behaviour Patterns: Largest Differences vs. Benchmark

31Peter Muster


+ /- points from 'Ø of all feedback receivers'

A7: takes responsibility for own work and decisions Assume responsibility -16.3

A6: Question06 Set strategic impulses -17.7

C3: Question24 Plan & organize work -17.6

Shows those behaviour patterns where your

rating is below the rating of 'Ø of all feedback

receivers'

A4: is a visionary who sees the big picture Set strategic impulses -22.9

A2: Question02 Show profile & integrity -19.8

C2: Question23 Plan & organize work -19.2

A3: Question03 Show profile & integrity -17.7

F9: Question60 Deal with others +11.3

Rated below average A1: exemplifies what he/she expects from others Show profile & integrity -25.5


F3: Question54 Promote cooperation +12.6

B8: Question20 Tackle change actively +11.9

Shows those behaviour patterns where your

rating is above the rating of 'Ø of all feedback

receivers'

E6: Question45 Tackle challanges +14.7

F2: Question53 Promote cooperation +14.7

F8: Question59 Deal with others +13.9

B1: is a good coach, who helps others along Support & foster others +13.7

Rated above-average B4: is creative and thinks out of the box Develop & implement ideas +18.1


Overview of all competences and behaviours

32Peter Muster

Ø Si BM Ø Si BM

. 59 80 . 81 93

. 51 60 . 83 100

. 66 100 . 72 80

. 60 80 . 88 100

. 59 60 . 86 93

. 54 40 . 89 100

. 65 80 . 87 100

. 59 60 . 81 80

. 63 73 . 79 53

. 67 80 . 73 20

. 60 60 . 85 60

. 61 80 . 79 80

. 65 60 . 57 33

. 65 40 . 61 40

. 62 80 . 54 20

. 66 60 . 56 40

Ø BM

Si

All ratings by others

Self-Image

C1: puts practical structures and work processes in place

C2: Question23

C3: Question24

Best 25% of all feedback receivers

Lowest 25% of all feedback receivers

Evaluation compared to: Benchmark

(extern)


B7: questions and reflects on his own behaviour

B8: Question20

B9: Question21



A10: wins others for causes and ideas

A11: Question11

A12: Question12


B1: is a good coach, who helps others along

B2: Question14

B3: Question15



B5: Question17

B6: Question18

A1: exemplifies what he/she expects from others

A2: Question02

A3: Question03


A4: is a visionary who sees the big picture

A5: Question05

A6: Question06


A7: takes responsibility for own work and decisions

A8: Question08

A9: Question09



Overview of all competences and behaviours (II)

33Peter Muster

Ø Si BM Ø Si BM

. 75 73 . 85 73

. 77 60 . 79 80

. 73 80 . 88 80

. 77 80 . 87 60

. 80 73 . 68 100

. 83 80 . 74 100

. 80 60 . 60 100

. 78 80 . 72 100

. 76 67 . 84 80

. 74 80 . 76 100

. 77 60 . 83 60

. 77 60 . 92 80

. 76 73 . 75 67

. 78 80 . 80 60

. 79 80 . 76 80

. 72 60 . 68 60

Ø BM

Si


Self-Image

E7: trusts the capability of others

E8: Question47

E9: Question48




(extern)

Tackle challanges

E4: is a go-doer

E5: Question44

E6: Question45



D4: controls reasonably and according to the situation

D5: Question35

D6: Question36


D7: acts entrepreneurial and customer-oriented

D8: Question38

D9: Question39

Make decisions

E1: informs himself and analyses thoroughly

E2: Question41

E3: Question42

C4: informs clearly and openly

C5: Question26

C6: Question27

Work efficiently

C7: finds pragmatic solutions to challenges

C8: Question29

C9: Question30

Lead with goals

D1: sets ambitious / realistic goals and deadlines

D2: Question32

D3: Question33



Overview of all competences and behaviours (III)

34Peter Muster

Ø Si BM Ø Si BM

. 83 60

. 81 80

. 83 40

. 85 60

. 91 87

. 86 80

. 93 100

. 94 80

. 85 87

. 86 80

. 84 100

. 85 80

. 90 93

. 82 100

. 94 100

. 94 80

Ø BM

Si


Self-Image




(extern)


F7: can put himself/herself into my situation

F8: Question59

F9: Question60

E10: addresses problems / seeks common solutions

E11: Question50

E12: Question51

Promote cooperation

F1: ensures a productive cooperation

F2: Question53

F3: Question54


F4: communicates openly and honestly

F5: Question56

F6: Question57

Deal with others



35Peter Muster




Competencies



Development Plan &








future.


1

2

3

4

5

6

A


Worksheet 6: Planning Implementation

36Peter Muster

(+)

(+)

(+)

Date / control

(-)

(-)

(-)

Finally, it is a matter of drawing up a clear action plan and planning feedback to the various feedback providers.

Summarize your greatest strengths and how you can use them even more.

Competencies Measures for an even more systematic use

Summarise where your greatest weaknesses and potential for improvement lie.

Competencies Improvement measures

6a

6

6b


Worksheet 6: Communication & Action Plan

37Peter Muster

Consider what you want to discuss or communicate with the individual groups of feedback providers.

…Direct reports

…Colleagues / peers



The summary (page 38) can be used to communicate the results to the feedback providers.

My personal development plan:

Activity: With whom: Until when:

Communication to.... Message

6d

6c


Summary of Results (for Communication to Feedback-Providers)

38Peter Muster

Points

Overall Rating 86

Z1: I like working with Peter Muster 91Z2: I have full confidence in Peter

Muster84

Z3: Peter Muster is the right person for

the task84

8365

Lead with enthusiasm Master crises & conflicts

85 75 9063 79 80

Assume responsibility Tackle change actively Work efficiently Strive for excellence Involve stakeholders Deal with others

76 84 8559 86 75

Set strategic impulsesDevelop & implement

ideas Inform appropriately

Monitor & recognize

achievements Tackle challanges Communicate effectively

76 68 9159 81 57

Leadership Development &

Innovation

Organization &

Planning

Results Implementation Cooperation

Show profile & integrity Support & foster others Plan & organize work Lead with goals Make decisions Promote cooperation

66 82 71 79 78 89



39Peter Muster




Competencies



Development Plan &








future.


1

2

3

4

5

6

A


List of All Invited Feedback Providers

40Peter Muster

Peter Muster Person1

Person2 Person9

Person3 Person10

Person4 Person11

Person5 Person12

Person6 Person13

Person7 Person14

Person8 Person15

Person16

Person17

Direct reports Colleagues / peers

The following people have been invited to give

you feedback. It does not mean that all of these

people have also responded.

Direct manager(s)Self-Image


List of All Invited Feedback Providers (II)

41Peter Muster

person18

person19

person20

person21

The following people have been invited to give

you feedback. It does not mean that all of these

people have also responded.

Clients (internal / external)


Leadership-Dimensions

42Peter Muster

77 (76)

71 (77)

80 (75)

79 (78)

85 (75)

74 (79)

Clients (internal / external)

Direct manager(s)

Self-Image

Results

Implementation

Cooperation


Direct reports

Leadership

Leadership-Dimensions Average

Colleagues / peers

Development & Innovation


Mean value of evaluations across all

Competencies

Clients (internal / external) Self-ImageDirect manager(s)

Values in brackets: Typical rating of

competencies by different groups of feedback

providers Ø of all feedback receivers


Points

Direct reports Colleagues / peers

Overall Rating

66

82

71

79

78

89

86

50 60 70 80 90 100


Overview of Rating by Different Groups of Feedback Providers

43Peter Muster

Ø Dr Pe Cl Dm Si Ø Dr Pe Cl Dm Si


Leadership Development & Innovation

Show profile & integrity ^ 59 53 61 71 47 80 87 93

93 86 85 85 87 100

53 79 75 8479 93Assume responsibility 63 63 65 58 60 73

80



Set strategic impulses 48 64

82

69 73 60

Support & foster others 81 80

^ 59

Lead with enthusiasm ^ 65 63 59 76 87

Points Points

60

76 100 73

100 7381 85 89

67

Inform appropriately ^ 75 61 82 84 100

^ 76 61 83 84 10042 71 60 40 33 Lead with goals

73 Monitor & recognize achievements ^ 76

Plan & organize work ^ 57

Organization & Planning Results

66 82

89 93 73 Strive for excellence 85

Work efficiently ^ 80 70 85

^

Inconsistent ratings (wide spread)


Overview of Rating by Different Groups of Feedback Providers (II)

44Peter Muster



Implementation Cooperation

Make decisions ^ 68 63 73 73 47 100 100 87

87 85 88 84 78 100

93 90 88 8991 100Involve stakeholders 75 70 79 76 80 67

89


Deal with others

Tackle challanges 78 87

93

87 100 80

Promote cooperation 91 88

84

Master crises & conflicts 83 80 83 84 100

Points Points

60

#WERT! #WERT! #WERT!

#WERT! #WERT!

#WERT!


#WERT!

#WERT! #WERT! #WERT! #WERT! #WERT! #WERT!

#WERT! #WERT! #WERT! #WERT! #WERT!#WERT! #WERT! #WERT! #WERT! #WERT! #WERT!


#WERT! #WERT!

#WERT! #WERT!

#WERT! #WERT!

#WERT! #WERT! #WERT! #WERT! #WERT!

#WERT!

#WERT! #WERT! #WERT! #WERT!

#WERT! #WERT! #WERT! #WERT!#WERT! #WERT! #WERT! #WERT! #WERT! #WERT!

#WERT! #WERT! #WERT!#WERT! #WERT! #WERT! #WERT! #WERT!

^

#WERT! #WERT! #WERT! #WERT! #WERT! #WERT!

Inconsistent ratings (wide spread)


Leadership: Detailed Results

45Peter Muster

43

48

67

66

73

67

51

63

80

34

60

73

60

68

67

49

65

67

*

A1: Peter Muster exemplifies what he/she

expects from others

Critical (1-3)

51Satisfied (4-5)

Convinced (6)

Distribution of answers Points

A2: Question02

Critical (1-3)

66Satisfied (4-5)

Convinced (6)


A3: Question03

Critical (1-3)

60Satisfied (4-5)

Convinced (6)


A4: Peter Muster is a visionary who sees the

big picture

Critical (1-3)

54Satisfied (4-5)

Convinced (6)


A5: Question05

Critical (1-3)

65Satisfied (4-5)

Convinced (6)


A6: Question06

Critical (1-3)

59Satisfied (4-5)

Convinced (6)


Clients (internal / external) Best 25% of all feedback receiversSelf-Image

Direct manager(s)

Direct reports

Colleagues / peers Lowest 25% of all feedback receivers







*

*

*

*

*

*


Leadership: Detailed Results (II)

46Peter Muster

57

75

67

71

55

53

60

65

53

63

55

93

57

68

53

69

55

80

*

A7: Peter Muster takes responsibility for

his/her own work and decisions

Critical (1-3)

67Satisfied (4-5)

Convinced (6)


A8: Question08

Critical (1-3)

60Satisfied (4-5)

Convinced (6)


A9: Question09

Critical (1-3)

61Satisfied (4-5)

Convinced (6)


A10: Peter Muster wins others for causes

and ideas

Critical (1-3)

65Satisfied (4-5)

Convinced (6)


A11: Question11

Critical (1-3)

62Satisfied (4-5)

Convinced (6)


A12: Question12

Critical (1-3)

66Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports








*

*

*

*

*

*


Development & Innovation: Detailed Results

47Peter Muster

83

80

87

63

78

73

94

88

80

91

85

93

89

88

80

74

83

87

*

B1: Peter Muster is a good coach, who

helps others along

Critical (1-3)

83Satisfied (4-5)

Convinced (6)


B2: Question14

Critical (1-3)

72Satisfied (4-5)

Convinced (6)


B3: Question15

Critical (1-3)

88Satisfied (4-5)

Convinced (6)


B4: Peter Muster is creative and thinks out of

the box

Critical (1-3)

89Satisfied (4-5)

Convinced (6)


B5: Question17

Critical (1-3)

87Satisfied (4-5)

Convinced (6)


B6: Question18

Critical (1-3)

81Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports








*

*

*

*

*

*


Development & Innovation: Detailed Results (II)

48Peter Muster

69

74

80

89

80

87

69

83

87

*

B7: Peter Muster questions and reflects on

his own behaviour

Critical (1-3)

73Satisfied (4-5)

Convinced (6)


B8: Question20

Critical (1-3)

85Satisfied (4-5)

Convinced (6)


B9: Question21

Critical (1-3)

79Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports





*

*

*


Organization & Planning: Detailed Results

49Peter Muster

43

75

73

40

68

53

43

70

53

71

78

80

49

85

87

63

83

87

*

C1: Peter Muster puts practical structures

and work processes in place

Critical (1-3)

61Satisfied (4-5)

Convinced (6)


C2: Question23

Critical (1-3)

54Satisfied (4-5)

Convinced (6)


C3: Question24

Critical (1-3)

56Satisfied (4-5)

Convinced (6)


C4: Peter Muster informs clearly and openly

Critical (1-3)

77Satisfied (4-5)

Convinced (6)


C5: Question26

Critical (1-3)

73Satisfied (4-5)

Convinced (6)


C6: Question27

Critical (1-3)

77Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports








*

*

*

*

*

*


Organization & Planning: Detailed Results (II)

50Peter Muster

71

88

93

69

85

87

69

83

87

*

C7: Peter Muster finds pragmatic solutions

to pending challenges

Critical (1-3)

83Satisfied (4-5)

Convinced (6)


C8: Question29

Critical (1-3)

80Satisfied (4-5)

Convinced (6)


C9: Question30

Critical (1-3)

78Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports


Work efficiently

Work efficiently

Work efficiently

*

*

*


Results: Detailed Results

51Peter Muster

60

80

80

63

85

80

60

83

93

66

85

80

77

80

73

57

80

73

*

D1: Peter Muster sets ambitious, but realistic

goals and deadlines

Critical (1-3)

74Satisfied (4-5)

Convinced (6)


D2: Question32

Critical (1-3)

77Satisfied (4-5)

Convinced (6)


D3: Question33

Critical (1-3)

77Satisfied (4-5)

Convinced (6)


D4: Peter Muster controls reasonably and

according to the situation

Critical (1-3)

78Satisfied (4-5)

Convinced (6)


D5: Question35

Critical (1-3)

79Satisfied (4-5)

Convinced (6)


D6: Question36

Critical (1-3)

72Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports


Lead with goals

Lead with goals

Lead with goals




*

*

*

*

*

*


Results: Detailed Results (II)

52Peter Muster

71

80

87

91

83

87

80

90

93

*

D7: Peter Muster acts entrepreneurial and

customer-oriented

Critical (1-3)

79Satisfied (4-5)

Convinced (6)


D8: Question38

Critical (1-3)

88Satisfied (4-5)

Convinced (6)


D9: Question39

Critical (1-3)

87Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports





*

*

*


Implementation: Detailed Results

53Peter Muster

67

83

73

57

63

67

69

75

80

57

86

87

74

88

87

97

88

87

*

E1: Peter Muster informs himself and

analyses thoroughly

Critical (1-3)

74Satisfied (4-5)

Convinced (6)


E2: Question41

Critical (1-3)

60Satisfied (4-5)

Convinced (6)


E3: Question42

Critical (1-3)

72Satisfied (4-5)

Convinced (6)


E4: Peter Muster is a go-doer

Critical (1-3)

76Satisfied (4-5)

Convinced (6)


E5: Question44

Critical (1-3)

83Satisfied (4-5)

Convinced (6)


E6: Question45

Critical (1-3)

92Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports


Make decisions

Make decisions

Make decisions

Tackle challanges

Tackle challanges

Tackle challanges

*

*

*

*

*

*


Implementation: Detailed Results (II)

54Peter Muster

83

80

73

74

77

73

54

74

80

77

83

80

80

83

87

83

85

87

*

E7: Peter Muster trusts the capability of others

Critical (1-3)

80Satisfied (4-5)

Convinced (6)


E8: Question47

Critical (1-3)

76Satisfied (4-5)

Convinced (6)


E9: Question48

Critical (1-3)

68Satisfied (4-5)

Convinced (6)


E10: Peter Muster openly addresses

problems and seeks common solutions

Critical (1-3)

81Satisfied (4-5)

Convinced (6)


E11: Question50

Critical (1-3)

83Satisfied (4-5)

Convinced (6)


E12: Question51

Critical (1-3)

85Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports








*

*

*

*

*

*


Cooperation: Detailed Results

55Peter Muster

83

91

73

91

93

93

89

95

100

91

88

67

83

85

80

89

80

87

*

F1: Peter Muster ensures a productive

cooperation within the team

Critical (1-3)

86Satisfied (4-5)

Convinced (6)


F2: Question53

Critical (1-3)

93Satisfied (4-5)

Convinced (6)


F3: Question54

Critical (1-3)

94Satisfied (4-5)

Convinced (6)


F4: Peter Muster communicates openly and

honestly

Critical (1-3)

86Satisfied (4-5)

Convinced (6)


F5: Question56

Critical (1-3)

84Satisfied (4-5)

Convinced (6)


F6: Question57

Critical (1-3)

85Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports


Promote cooperation

Promote cooperation

Promote cooperation




*

*

*

*

*

*


Cooperation: Detailed Results (II)

56Peter Muster

74

85

87

91

95

93

97

93

87

*

F7: Peter Muster can easily put

himself/herself into my situation

Critical (1-3)

82Satisfied (4-5)

Convinced (6)


F8: Question59

Critical (1-3)

94Satisfied (4-5)

Convinced (6)


F9: Question60

Critical (1-3)

94Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports


Deal with others

Deal with others

Deal with others

*

*

*


Overall Rating: Detailed Results

57Peter Muster

86

93

93

74

90

87

74

90

87

*

Z1: I like working with Peter Muster

Critical (1-3)

91Satisfied (4-5)

Convinced (6)


Z2: I have full confidence in Peter Muster

Critical (1-3)

84Satisfied (4-5)

Convinced (6)


Z3: I think Peter Muster is the right person for

the task / function

Critical (1-3)

84Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)


Critical (1-3)

Satisfied (4-5)

Convinced (6)



Direct manager(s)

Direct reports


Overall Rating

Overall Rating

Overall Rating


Influence of Individual Competencies on Overall Rating

58Peter Muster


Deal with others


Promote cooperation

Tackle challanges


Monitor & recognize

achievements


Make decisions


Development &

Innovation


Work efficiently

Lead with goals



Leadership-Dimensions Competencies

Leadership



The strength of influence has been derived by

statistical analysis and reflects the influence of

Behaviour Patterns on the overall rating.



Cooperation

Strong influence on overall rating

(important)

Low influence on overall evaluation (less

important)

Implementation

Results


Legend


Wording of All Questions

59Peter Muster

B6: Question18 (N=19)

B7: Peter Muster questions and reflects on his own behaviour

(N=18)


C9: Question30 (N=19)

D1: Peter Muster sets ambitious, but realistic goals and deadlines

(N=19)

D2: Question32 (N=19)


D4: Peter Muster controls reasonably and according to the

situation (N=19)

A1: Peter Muster exemplifies what he/she expects from others

(N=19)B3: Question15 (N=19) C8: Question29 (N=19)

A2: Question02 (N=19)


B4: Peter Muster is creative and thinks out of the box (N=19)


A4: Peter Muster is a visionary who sees the big picture (N=19)



A7: Peter Muster takes responsibility for his/her own work and

decisions (N=19)



A10: Peter Muster wins others for causes and ideas (N=19)


B1: Peter Muster is a good coach, who helps others along

(N=19)



C7: Peter Muster finds pragmatic solutions to pending challenges

(N=19)

E2: Question41 (N=19)




C4: Peter Muster informs clearly and openly (N=19)


D7: Peter Muster acts entrepreneurial and customer-oriented

(N=19)



E1: Peter Muster informs himself and analyses thoroughly (N=18)


C1: Peter Muster puts practical structures and work processes in

place (N=19)





Wording of All Questions

60Peter Muster

F9: Question60 (N=19)

Z1: I like working with Peter Muster (N=19)

Z2: I have full confidence in Peter Muster (N=19)

E4: Peter Muster is a go-doer (N=17) F6: Question57 (N=19)X8: Comments, suggestions and remarks regarding

"Cooperation":



F7: Peter Muster can easily put himself/herself into my situation

(N=19)


E7: Peter Muster trusts the capability of others (N=19)



E10: Peter Muster openly addresses problems and seeks common

solutions (N=19)



F1: Peter Muster ensures a productive cooperation within the team

(N=18)


F4: Peter Muster communicates openly and honestly (N=19)


X6: Comments, suggestions and remarks regarding "Results":

X7: Comments, suggestions and remarks regarding

"Implementation":


X3: Comments, suggestions and remarks regarding "Leadership":

X4: Comments, suggestions and remarks regarding "Development

& Innovation":

X5: Comments, suggestions and remarks regarding "Organization

& Planning":

Z3: I think Peter Muster is the right person for the task / function

(N=19)

X1: What does Peter Muster do particularly well and what should

he / she continue doing in the future? Please describe 3 concrete

aspects:

X2: What could Peter Muster do better in the future and what

should he / she change? Please describe 3 concrete aspects:

Confidential Report & Workbook for Peter Muster · B4: Peter Muster is creative and thinks out of...

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Transcript of Confidential Report & Workbook for Peter Muster · B4: Peter Muster is creative and thinks out of...