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Report360 degree feedback

Jan Kowalski2020-01-31

How are your scores presented?

The questionnaire contained a list of behaviors: best practices in leadership. Next to each of these behaviors, respondents were asked to select, on two separate scales:

to what extent you behave in the described manner, and

how important this behavior is to success in your job.

This report contains a summary of the results, based on averages from each respondent category. Every time a summary score is presented in this report, it represents an average of all the scores you received but does not include your self-assessment.

Each behavior was assigned to a single area of a competency. The average score for each area was calculated based on scores for all behaviors that make it up.

The report also contains feedback about your team and your role, as well as written comments by your respondents.

Before moving on

Before moving on, please read the following advice, which will guide you in interpreting your results:

Feedback is your colleagues' opinions. These opinions are based on their perceptions of your behaviors, attitude and abilities. You may disagree with some of these opinions - keep in mind, however, that the way you are perceived affects your ability to lead.

Looking at the scores for individual behaviors, try to remember examples of your actions which may have led to this feedback. What do you typically do and say?

Remember that success is built on strengths. When receiving feedback, we tend to focus on the lowest scores - keep in mind that the best leaders are not ideal, and all have their shortcomings. Their success, however, stems primarily from their talents.

Introduction

2

This report presents feedback gathered through the Bright 360 multirater assessment survey. The following number of respondents (broken down into categories) provided answers:

Respondent category Number of surveys

Self 1

Manager 1

Direct reports 7

Peers 4

Others 4

Your report is split into four sections:

Contents

3

Your teamp. 4-5

Your rolep. 6-9

Your competencies:bird’s eye view

p. 10-14

Your competencies:detailed feedback

p. 15-30

Feedback about your team’s performance,

engagement and satisfaction.

Feedback about yourFocus in terms of

leadership roles, with recommendations on where to increase or

decrease your energy.

A summary of the scores for your

competencies and most important insights

from the survey.

Detailed scores for your competencies and behaviors, split into

rater categories so you can get a clear,

complete picture of your feedback.

This part of the report contains information about your team’s performance, engagement and satisfaction. This feedback was provided only by your direct supervisor and your reports.

You can look at these results as the results of your efforts as a leader.

Part I: Your Team

Your team

5

This feedback was provided by your direct reports only. For each statement, they were asked to indicate their level of agreement, using the following scale:

1: Strongly disagree

2: Somewhat disagree

3: Difficult to say

4: Somewhat agree

5: Strongly agree

4,29

3,86

4,17

3,43

4,00

4,00

5,00

2,00

1 2 3 4 5

Overall, I am satisfied with my job.

I would recommend this organization as agood place to work to a friend.

I would recommend this organization'sproducts/services to a friend.

My team is highly engaged and motivated.

My team's work is of the highest quality.

This manager's team achieves excellentresults.

This manager's team is highly engaged andmotivated.

Work done by this manager's team is of thehighest quality.

This feedback was provided by your manager/s only. For each statement, we asked whether the respondent agreed or disagreed with it, using the same scale as above

There are four typical roles that all leaders perform, to some extent: the expert, the manager, the team builder and the strategist.

To be most effective, your focus on each role should be aligned with what your job requires.

Part II: Your Role

The four typical roles

7

Expert

Organizer

As an expert, the leader personally does a lot of the team’s most important work. The leader acts as the top expert on the team.

As an organizer, the leader plans projects and directs people to deliver.The leader focuses on assigning tasks, making decisions and monitoring outcomes.

Guide As a guide, the leader focuses on creating a team of confident, self-reliant people and empowering them. The leader communicates the direction, but does not focus on details.

Strategist As a strategist, the leader creates solutions for the future and ensures theirimplementation. The leader drives change and improvement in the team.

The four roles: what you are focusing on

8

0 0 0 0

0 0 0 0

1 0 1 0

1 0 1 1

1 0 1 1

1 1 1 1

1 1 1 1

1 1 1 1

1 1 1 1

Suggestion Suggestion Suggestion Suggestion

Maintain Increase Decrease MaintainExpert Organizer Guide Strategist

The four roles: detailed feedback

9

Expert Organizer Guide Strategist

Overall l l

Self l l l

Manager l l

Direct reports l l

Peers l l

Others l l

The goal of this part of the report is to give you an overview of your results. It includes your average scores for each competency as well as the lists of top and bottom-rated behaviors.

Part III: Your competencies: bird’s eye view

The bars show average results for each of the competencies (excluding self-assessment). These scores represent respondents’ perception of your performance.

The black markers indicate how important – according to respondents – each competency and area is to success in your current job.

Your competency profile

11

Support theExpert role

Rating scale(how often you behave in the described manner)

1 Almost never

2 Rarely

3 Sometimes

4 Often

5 Almost always

Importance scale(How important is this to your success)

1 Less important

3 Moderately important

5 Very important

Support theOrganizer role

Support theGuide role

4,15 2,73 3,29 3,93 3,74 4,17 4,00 4,11 4,23 4,17 4,14 3,941

2

3

4

5

Develops self Sets goals Executes Supports others'development

Motivates Plans for the long-term

Innovates Leads by example Works well withothers

Communicates Listens Gives feedback

SupportStrategist role

Important to all roles

The table shows 8 behaviors for which your rating was the highest.

Read each of these behaviors – they form a description of you at your best.

Strengths are the basis for each manager’s success. Consider:

▪ How can you modify your role to focus more on things that are your strengths and, at the same time, lead to great business results (are considered very important by raters)?

▪ How can you use your strengths in different areas?

▪ Which competencies or behaviors are you missing to bring your strengths to the next level?

Top-rated behaviors

12

Behavior Competency Avg. ratingAvg.

importance

25. Treats others with respect. Works well with others 4,63 4,88

34. Gives feedback to others. Gives feedback 4,38 4,63

19. Strives to continuously improve processes, products and services.

Innovates 4,38 4,75

24. Reacts instantly when values or rules are broken or someone is treated unfairly.

Leads by example 4,33 4,88

31. Asks others about their ideas, needs and opinions. Listens 4,31 4,88

12. Encourages employees to take ownership of their work and be self-reliant by delegating not just tasks, but also relevant decision-making authority.

Supports others' development

4,29 4,75

29. Communicates often and much, using different channels (meetings, e-mails, phone calls, etc.)

Communicates 4,25 4,50

17. Specifies which initiatives and ideas should be implemented to have a strategic advantage in the future.

Plans for the long-term 4,21 4,88

The table shows 8 behaviors for which your rating was the lowest.

Weaker scores, especially in areas which are considered important by respondents, can constitute barriers to your success in the role of manager. So:

▪ Consider, which behaviors on this list have the highest importance rating (see also the chart on the next page).

▪ Ask yourself whether the lower score results from insufficient skill, or insufficient energy put into this area. This will help you understand how to change: do you need to change your habits to put more effort into an area? Or, do you need skill development to perform better?

▪ Consider if this list includes behaviors that you could delegate more.

Bottom-rated behaviors

13

Behavior Competency Avg. ratingAvg.

importance

6. Sets ambitious goals: achieving them requires extra effort. Sets goals 2,50 4,38

4. Ensures that all team members understand their goals and roles. Sets goals 2,75 4,75

5. Clearly specifies what needs to be done, by whom, deadlines, what resources are available and how outcomes will be measured.

Sets goals 2,93 5,00

7. Develops a strong sense of responsibility for goals and tasks in all team members.

Executes 3,25 4,73

8. Holds people accountable for delivering what they agreed to do. Executes 3,31 4,75

9. Focuses own and the team's efforts on priorities. Executes 3,31 4,75

35. Asks for feedback about own work, behaviors and possible improvements.

Gives feedback 3,44 3,75

21. Brings ideas from outside the organization - informs about new solutions, customer needs, changes in the industry, etc.

Innovates 3,56 4,38

This chart shows 8 behaviors for which the difference between rating and importance was the largest.

Largest differences between score and importance

14

2,93

2,75

2,50

3,25

3,31

3,31

3,69

4,07

5,00

4,75

4,38

4,73

4,75

4,75

4,73

5,00

1 2 3 4 5

5. Clearly specifies what needs to be done, by whom, deadlines, what resources areavailable and how outcomes will be measured.

4. Ensures that all team members understand their goals and roles.

6. Sets ambitious goals: achieving them requires extra effort.

7. Develops a strong sense of responsibility for goals and tasks in all teammembers.

9. Focuses own and the team's efforts on priorities.

8. Holds people accountable for delivering what they agreed to do.

14. Makes people feel engaged and positively energized to work.

22. Walks the talk - is an example of behaviors that are expected from teammembers.

Avg. rating Avg. importance

This part of the report shows detailed results for your competencies: written comments, ratings for all competencies and ratings for all behaviors.

Part IV: Your competencies: detailed feedback

Written comments: START

16

19

Self-assessment:

• Klarowniej i w sposób bardziej uporządkowany przedstawiać swój punkt widzenia, we większym stopniu kontrolować przebieg projektu na wszystkich etapach jego realizacji.

Feedback:

• Szybciej i odważniej podejmować decyzję.• Częstsze przeglądy projektów i wsparcie kierowników projektu w sytuacjach problemowych.• instance, he has to make sure that project reviews are being held on a regular basis with the right people present. He also should push his direct reports to be more operational focused by asking them the right questions.• Skuteczniej rozładowywać napięcia w zespole i rozwiązywać konflikty na wspólnych spotkaniach ze wszystkimi stronami a nie osobno z każdą ze stron.• Zarządzanie konfliktami.• Jan should spendmore time focusing on operationalmanagement (resourcemanagement, billability, project results). For• Angażować się bardziej w organizację prac zespołu.

Written comments: STOP

17

20

Self-assessment:

• Mniejsza koncentracja na detalach i zaangażowanie w sprawy małej wagi.

Feedback:

• Brak zdecydowania, niepewność w formułowaniu i podejmowaniu decyzji.• Emocjonalny stosunek do niektórych klientów oraz spraw organizacyjnych w firmie - tzw. czasami "niewłaściwe" zachowania - dotyczy to drobnych spraw, ale burzących ład korporacyjny• Niekonsekwencja działania, brak spójności pomiędzy komunikacją a działaniami. Niechęć do podejmowania ryzyka• Jan powinien zaniechać składania obietnic i pozornego angażowania się w plany, których i tak nie zamierza nigdy zrealizować, ani rozważyć• Uzgadnianie na własną rękę (bez konsultowania z przełożonym) niektórych ważnych spraw, problemów dotyczących priorytetowych projektów lub informowanie o tym po fakcie - brak uzgadniania w konsekwencji może doprowadzić do dezinformacji lub podjęcie decyzji stwarzających duże ryzyko, za które odpowiedzialność leży również po stronie przełożonego

Written comments: CONTINUE

18

21

Self-assessment:

• Dzielenie się wiedzą / mentoring.

Feedback:

• Cenię go za szczerość, za bycie fair. Cenię go za to, że mimo stresu i niejasnych sytuacji potrafi się postawić i bronić swojego zdania w sytuacjach kryzysowych oraz za to, że umie bronić swoich pracowników przed niezasłużoną krytyką ze strony innych ludzi, szczególnie klientów zewnętrznych.• Energiczna, motywującą innych do działania postawa osobista. Realizm i trafność w ocenie możliwości realizacji celów względem dostępnych zasobów. Wyrozumiałość i dyskrecja w kontaktach interpersonalnych w tym szczególnie w sytuacjach konfliktowych lub stresowych. Dzielenie się wiedzą i doświadczeniem zawodowym.• Cenię Jana za osobiste cechy charakteru, które pozwalają stworzyć w pracy atmosferę gwarantującą wykonanie nawet zdawałoby się niewykonalnych zadań. Co powinien robić nadal? Być zawsze sobą.• Zarządzanie projektami i wiedza o biznesie.• Powinien nadal trzeźwo patrzeć na bieżące projekty: trafnie odczytuje problemy, z którymi można się spotkać w czasie realizacji projektów, o które się staramy.• Strong focus on results

Develops self

19

4,2 4,3 2,7 4,4 4,1 4,21

2

3

4

5

Overall Self Manager Direct reports Peers Others

Overall score for competency:

Develops self

4,1 4,0 2,0 4,6 4,0 4,01

2

3

4

5


1. Likes to volunteer to take on new challenges.

4,1 4,0 2,0 4,3 4,3 4,31

2

3

4

5


2. Tries new methods and approaches to getting work done; experiments.

4,2 5,0 4,0 4,3 4,0 4,31

2

3

4

5


3. Is constantly learning new things.

Sets goals

20

2,7 2,3 2,0 2,2 2,5 4,21

2

3

4

5



Sets goals

2,8 1,0 3,0 1,7 2,8 4,51

2

3

4

5


4. Ensures that all team members understand their goals and roles.

2,9 1,0 1,0 3,0 2,0 4,71

2

3

4

5


5. Clearly specifies what needs to be done, by whom, deadlines, what resources are available and how outcomes will be measured.

2,5 5,0 2,0 2,8 3,31

2

3

4

5


6. Sets ambitious goals: achieving them requires extra effort.

Executes

21

3,3 4,7 2,7 3,5 3,1 3,31

2

3

4

5



Executes

3,3 5,0 1,0 4,4 2,0 3,01

2

3

4

5


7. Develops a strong sense of responsibility for goals and tasks in all team members.

3,3 5,0 3,0 3,1 3,5 3,51

2

3

4

5


8. Holds people accountable for delivering what they agreed to do.

3,3 4,0 4,0 2,9 3,8 3,51

2

3

4

5


9. Focuses own and the team's efforts on priorities.

Supports others’ development

22

3,9 4,7 2,5 3,9 3,8 4,41

2

3

4

5



Supports others' development

3,7 5,0 3,0 3,4 3,8 4,31

2

3

4

5


10. Assigns tasks that will help people develop their talents.

3,8 4,0 3,7 4,0 4,01

2

3

4

5


11. Supports others' development by helping to find direction, allocating resources, rewarding their efforts, etc.

4,3 5,0 2,0 4,6 3,7 5,01

2

3

4

5


12. Encourages employees to take ownership of their work and be self-reliant by delegating not just tasks, but also relevant decision-making

authority.

Motivates

23

3,7 4,3 3,3 3,5 3,7 4,51

2

3

4

5



Motivates

3,8 4,0 4,0 3,3 4,0 5,01

2

3

4

5


13. Praises and rewards people for their accomplishments.

3,7 4,0 3,0 3,7 3,3 4,31

2

3

4

5


14. Makes people feel engaged and positively energized to work.

3,8 5,0 3,0 3,6 3,8 4,31

2

3

4

5


15. Demonstrates enthusiasm and personal commitment that motivate others.

Plans for the long-term

24

4,2 4,3 3,5 4,4 4,0 4,21

2

3

4

5



Plans for the long-term

4,2 4,0 4,0 4,0 4,5 4,31

2

3

4

5


16. Focuses the team's efforts on executing the strategy.

4,2 4,0 4,5 3,8 4,31

2

3

4

5


17. Specifies which initiatives and ideas should be implemented to have a strategic advantage in the future.

4,1 5,0 3,0 4,6 3,8 4,01

2

3

4

5


18. Points out the long-term consequences of actions and decisions.

Innovates

25

4,0 3,7 3,3 3,8 4,1 4,51

2

3

4

5



Innovates

4,4 4,0 4,0 4,4 4,0 4,81

2

3

4

5


19. Strives to continuously improve processes, products and services.

4,1 3,0 4,0 3,9 4,3 4,31

2

3

4

5


20. Proposes innovative, creative solutions.

3,6 4,0 2,0 3,0 4,0 4,51

2

3

4

5


21. Brings ideas from outside the organization - informs about new solutions, customer needs, changes in the industry, etc.

Leads by example

26

4,1 4,3 2,7 4,3 3,8 4,51

2

3

4

5



Leads by example

4,1 4,0 3,0 4,3 3,5 4,71

2

3

4

5


22. Walks the talk - is an example of behaviors that are expected from team members.

3,9 4,0 2,0 4,1 3,5 4,51

2

3

4

5


23. Keeps promises - delivers what was agreed.

4,3 5,0 3,0 4,6 4,3 4,31

2

3

4

5


24. Reacts instantly when values or rules are broken or someone is treated unfairly.

Works well with others

27

4,2 4,7 3,7 4,3 4,2 4,31

2

3

4

5



Works well with others

4,6 5,0 5,0 4,6 4,5 4,81

2

3

4

5


25. Treats others with respect.

4,0 4,0 4,0 4,0 4,0 4,01

2

3

4

5


26. Always finds time for people.

4,1 5,0 2,0 4,3 4,0 4,31

2

3

4

5


27. Is happy to help others.

Communicates

28

4,2 4,0 3,3 4,4 4,0 4,21

2

3

4

5



Communicates

4,2 5,0 4,0 4,1 3,8 4,81

2

3

4

5


28. Provides others with the information they need to work.

4,3 3,0 3,0 4,7 4,0 4,01

2

3

4

5


29. Communicates often and much, using different channels (meetings, e-mails, phone calls, etc.)

4,1 4,0 3,0 4,3 4,3 3,81

2

3

4

5


30. Is very convincing.

Listens

29

4,1 4,7 4,3 4,3 3,4 4,41

2

3

4

5



Listens

4,3 5,0 5,0 4,6 3,5 4,51

2

3

4

5


31. Asks others about their ideas, needs and opinions.

3,9 4,0 4,0 4,1 3,0 4,31

2

3

4

5


32. Reacts to criticism constructively and is open to others' ideas and views.

4,2 5,0 4,0 4,3 3,8 4,51

2

3

4

5


33. Takes others' ideas, opinions and needs into account when making decisions.

Gives feedback

30

3,9 4,3 4,0 3,9 3,6 4,41

2

3

4

5



Gives feedback

4,4 5,0 4,0 4,3 4,3 4,81

2

3

4

5


34. Gives feedback to others.

3,4 4,0 4,0 3,0 3,3 4,31

2

3

4

5


35. Asks for feedback about own work, behaviors and possible improvements.

4,0 4,0 4,3 3,3 4,31

2

3

4

5


36. Gives helpful feedback which makes development and change easier.

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