Aim

Linkage, Inc.
Assessment Instrument for Managers (AIM)
AIM Assessment Profile for
Amy Sample
ID: 5867
Confidential Assessment Report

Run Date: 12/22/2008
INTRODUCTION
Effective management has been shown to be one of the key factors in successful retention of needed talent and achievement of organizational results. However, among the misconceptions about management and leadership is the belief that every great planner, director, and motivator must be born, not made. In fact, management capabilities can be developed; they are not a gift bestowed upon only a lucky few. The best managers are those who make a personal choice to continually assess and constantly develop their management capabilities. The following report is a detailed examination of your own evaluation of your management competencies and behaviors. This Assessment Instrument for ManagersTM (AIM) captures and reports all of the data that we received in time for processing concerning your management capabilities. This report contains five parts. Part I, the Critical Components of Managerial Success, explains the competency model that serves as the foundation for this instrument. Part II, the Interpretive Guide, demonstrates what to consider when examining your report results. Part III, Your Results: Management Components, Competencies, and Comments, presents your results in the context of the management components and competencies in the AIM. It also contains your results with respect to the open-ended questions. Part IV, Summary of Results, highlights those competencies that were rated highest and lowest by others. It also provides information on those areas that represent the largest gaps between your scores and other rater group scores. Finally, this part includes your top ten highest and your top ten lowest rated items. Part V, the Individual Development section, offers a systematic process to assist you in forming an Individual Development Plan.
Copyright Linkage, Inc. 2009
PART I CRITICAL COMPONENTS OF MANAGERIAL SUCCESS
THE CRITICAL COMPONENTS OF MANAGERIAL SUCCESS

Achieving mastery of the managerial role requires capabilities in sixteen key areas, which can be sorted into four broad categories. The relative importance of these capabilities may vary in accordance with your specific job responsibilities and the nature of your business. Exceptional managers grow into their role such that they demonstrate each of the capabilities in a situationally appropriate mix, in alignment with the needs of their organization. The four managerial categories are:
Managing Results and Processes
Managing the Organization
Building Capability
Managing Myself
Managing Myself
A necessary underpinning of managerial effectiveness is the ability to manage yourself while being subjected to multiple, and often conflicting demands. In order to accomplish your objectives, you must: understand and relate well to other people while also demonstrating fairness, maintain your focus and self-assurance in the face of uncertainty, make and effectively communicate decisions, and follow through on your promises.

Managers are aware that they are held responsible for the outputs of their group. Many managers forget that those outputs are to be generated by others, and not primarily by themselves. Exceptional managers make a point of setting clear expectations for the performance of the work while providing the necessary resources to get the job done. They focus on fostering superior performance by individuals and the team as a whole.
Building Capability
Effective managers have their eye on the enhancement of their teams and the organizations future capability in order to meet emergent needs. They actively develop the people who report to them, making sure that each is deployed in accordance with their true talents, while creating an environment in which learning (from experience, and from one another) is encouraged. They also foster necessary changes in the organization to adapting to emerging needs and capitalize on the opportunity for innovation.
Managing the Organization

Exceptional managers recognize that their teams do not exist in isolation. They establish and maintain a robust interconnected web of business networks through which they keep their finger on the pulse of the larger whole and provide them with a foundation from which to influence decisions.
MANAGEMENT COMPETENCIES DEFINITIONS
MANAGING MYSELF =
Focus: Identifying important goals and persistently channeling efforts to support those priorities. Practical Judgment: Clearly defining key issues and making pragmatic, timely decisions. Emotional Awareness: Mastering emotions and coping with stress in a way that instills confidence and enhances group effectiveness. Building Relationships: Making self available to others and taking the time to foster and strengthen relationships. Perception: Displaying insight into the perspectives and feelings of others and utilizing that information to determine appropriate approaches. Inspiring Trust: Creating an atmosphere of openness and trust through own commitments and action. Communication: Fostering a clear and open exchange of information and ideas between self and others.
MANAGING RESULTS AND PROCESSES =

Aligning Work and Resources: Obtaining, structuring, and allocating resources needed to produce results. Managing Performance: Communicating expectations and working with others to ensure that goals and objectives are met. Facilitating Teamwork: Structuring and harnessing the energies of the group to create a climate for success. Sustaining Motivated Effort: Challenging others and recognizing their accomplishments to create and sustain momentum.
BUILDING CAPABILITY =
Coaching and Developing Others: Developing the talent necessary to meet current and future needs. Fostering Innovation: Creating and supporting new ideas and improvements in practices and systems. Facilitating Change: Taking steps to communicate and follow through on needed organizational changes.
MANAGING ACROSS THE ORGANIZATION =

Building and Leveraging Networks: Establishing and working through relationships with key individuals across the organization. Influencing Others: Persuading others to gain support for and commitment to ideas, decisions, and action.
MANAGEMENT COMPETENCIES
Component
Managing Myself
Competency
B E H A V I O R S
FOCUS
Establishes priorities to effectively and efficiently achieve both short- and long-term goals. Ensures that own efforts are aligned with organizational objectives. Displays needed stamina and energy over the long term to achieve results. Maintains focus when disruptions might distract attention from key issues and objectives. Focuses on key tasks when faced with limited time and/or resources.
Competency
B E H A V I O R S
PRACTICAL JUDGMENT
Thinks through complex and ambiguous situations systematically, clearly identifying key issues. Uncovers what is at the root of a problem, distinguishing its causes from its symptoms. Considers multiple alternatives and implications when making important decisions. Makes sound, pragmatic decisions based on available information and perspectives. Makes timely decisions, even when faced with incomplete information or potential criticism.
Component
Managing Myself (continued)
Competency
B E H A V I O R S
EMOTIONAL AWARENESS
Creates a positive environment through sincerity and optimism. Responds resourcefully and constructively to new demands, priorities, and challenges. Maintains composure and confidence when faced with challenging or stressful situations. Demonstrates flexibility and adaptability in response to constraints and adversity. Reassures others in the face of setbacks.
Competency
B E H A V I O R S
BUILDING RELATIONSHIPS
Makes self accessible to others in the organization. Relates to others in an open and approachable manner. Treats others with dignity and respect. Conveys appreciation for diverse backgrounds, styles, and viewpoints.
Component
Competency
B E H A V I O R S
PERCEPTION
Considers the impact of own behavior and decisions on others. Takes into account the impact of others emotions on their views and actions. Recognizes when others are experiencing difficulties. Exhibits consideration of the feelings of others when or before taking action. Adapts approach in order to work with others more effectively.
Competency
B E H A V I O R S
INSPIRING TRUST
Follows through on important commitments. Behaves in accordance with stated values and views. Communicates honestly with others, including colleagues and superiors. Treats others fairly and consistently. Seeks and uses constructive feedback to improve capabilities and impact.
Component
Competency
B E H A V I O R S
COMMUNICATION
Expresses ideas clearly and concisely up, down and across the organization. Expresses opinions in ways that encourage dialogue with others. Asks questions to clarify others views and/or gather more information. Listens intently and conveys an understanding of others views and ideas. Writes effective and persuasive business communications.
Component
Competency
B E H A V I O R S
ALIGNING WORK AND RESOURCES

Provides a clear link between the efforts of individuals and the broader objectives of the organization. Develops or obtains resources (e.g., budget, staff, vendors) needed to achieve objectives. Assigns individuals key roles based on an accurate assessment of their strengths and weaknesses. Delegates appropriate work and decisions to others. Establishes effective and efficient processes for getting work done.
Competency
B E H A V I O R S
MANAGING PERFORMANCE
Conveys clear accountabilities and expectations to others. Ensures that others have the resources, information, authority, and support to achieve goals. Holds people accountable for meeting deadlines and achieving their goals. Takes steps to eliminate inefficiencies and obstacles to productivity and operational effectiveness. Monitors others progress and redirects their efforts as necessary to maintain momentum toward goals.
Component
Managing Results and Processes (continued)
Competency
B E H A V I O R S
FACILITATING TEAMWORK
Builds strong teams with diverse and complementary strengths. Ensures teams have a clear sense of purpose and objectives to guide their work together. Creates effective team structures and processes for accomplishing objectives. Fosters collaboration among team members, ensuring they draw effectively on each others skills and expertise. Detects and helps teams work through conflict and other barriers to team progress.
Competency
B E H A V I O R S
SUSTAINING MOTIVATED EFFORT

Sets high standards of performance for others, insisting on high levels of commitment and effort. Encourages confidence and personal investment in others to achieve goals. Acknowledges others achievements and successes. Rewards accomplishments appropriately.
Component
Building Capability
Competency
B E H A V I O R S
COACHING AND DEVELOPING OTHERS

Identifies and addresses critical developmental issues or barriers with others. Provides timely, accurate, and constructive feedback to others. Offers coaching as needed to help others overcome obstacles and successfully produce results. Provides others with experiences and resources that increase success in their current roles and prepare them for the future.
Competency
B E H A V I O R S
FOSTERING INNOVATION
Tests assumptions and challenges current systems and processes. Seeks better solutions to problems instead of falling back on familiar and less effective options. Demonstrates creativity in developing and/or improving on new ideas. Actively supports innovative ideas from others that have positive potential business impact.
Component
Building Capability (continued)
Competency
B E H A V I O R S
FACILITATING CHANGE
Clearly conveys the implications of organizational changes to the team. Enlists others in making changes needed to meet new or emergent needs. Establishes needed structures and processes to support changes. Follows up to ensure that changes in structures and processes have been fully implemented.
Component
Managing Across the Organization
Competency
B E H A V I O R S
BUILDING AND LEVERAGING NETWORKS

Maintains a network of people who serve as information sources, advisors, and/or collaborators on business-related issues. Actively seeks out others to solicit their views and build greater understanding. Gains the involvement and support of the full range of people needed to move things forward in the organization. Strengthens networks in the organization by providing information and support. Uses own network to ensure adequate coordination and information flow.
Competency
B E H A V I O R S
INFLUENCING OTHERS
Anticipates and prepares for others likely reactions when deciding how to influence. Communicates ideas and perspectives with conviction and enthusiasm. Provides compelling rationale for ideas and decisions to ensure understanding and gain support. Presents own views and ideas in the context of the needs, interests, and priorities of others. Finds common ground to accommodate the conflicting needs and wants of different stakeholders.
PART II INTERPRETIVE GUIDE
READING AND INTERPRETING YOUR RESULTS

Your AIM report has been carefully designed to detail your results in a simple, easy-to-read fashion that offers an analysis of your management competencies and behaviors across several levels. Whether examining ratings on a very specific or very general level, you should find that the results generalize to a variety of situations. When examining your results, remember that your ratings are represented (in both graphic and numerical fashion) with respect to each component and competency. The scale for each is: 1 (lowest) to 5 (highest), as follows: 1 = Rarely Demonstrates 2 = Sometimes Demonstrates 3 = Often Demonstrates 4 = Very Often Demonstrates 5 = Almost Always Demonstrates Most of the results pages will detail both the overall group rating and your own self-rating. The overall group rating averages the scores from your manager, peers, and direct reports, but does not include your self-rating. This comparison between self and group scores will enable you to evaluate your overall performance while highlighting gaps between the various groups perceptions of your management behaviors.
PARTS III AND IV TABLES

Parts III and IV contain several different approaches for evaluating your data. Each of the approaches offers a novel and useful perspective on your competencies, components, and skills. Generally speaking, you should pay attention to: 1. Overall scores (to gain perspective on your competencies and behaviors). 2. Score differences between self and average rater scores (to illustrate how others perceive you compared to how you perceive yourself). 3. Score differences between various rater groups (to illustrate how your behavior may change depending on with whom you interact). 4. Items on which you score particularly high or low (to illustrate particular strengths and development needs).
PARTS III AND IV TABLES

Specifically, there are several different tables that represent the four different approaches to data evaluation listed above. In order, the tables are:
Part # III
Table Title Management Components and Competencies Summary Component Ratings by Rater Group
Purpose of Table To compare self and overall group component and competency scores. To examine rater group scores across the four components of managerial success. To examine rater group scores across the sixteen management components. To examine rater group scores on each item and compare score differences across each management competency. To examine areas where others perceive your strengths and opportunities for development. To examine differences in perceptions across rater groups.
III
III
Competency Ratings by Rater Group
III
Item Ratings By Rater Group (organized by competency)
IV
Top and Bottom Competencies (Overall Average, Manager, Direct Reports, and Peers) Opportunities to Reach Common Ground (Self vs. Manager, Self vs. Direct Reports, and Self vs. Peers) Strengths and Opportunities for Development
IV
IV
To identify the top ten high scoring behaviors and top ten low scoring behaviors.
Examining the full range of tables offers a wide variety of information. In their totality, the tables offer information about how you perceive your own management behaviors, how others perceive those same behaviors, and which behaviors are particularly effective or ineffective.
PART III YOUR RESULTS: MANAGEMENT COMPONENTS, COMPETENCIES, AND COMMENTS
Assessment Instrument for Managers: Profile for Amy Sample

Management Components and Competencies: Summary
Average within Rating Group Range 3.68 3.44 3.80 3.53 3.40 3.51 3.40 3.25 3.75 3.46 4.00 3.39 3.80 3.43 4.25 3.59 3.50 3.29 3.25 3.20 3.60 3.29 3.80 3.57 3.25 3.06 3.67 3.38 3.50 3.14 3.75 3.27 3.75 3.72 3.80 3.53 4.20 3.67 3.40 3.39 0 1 2 3 4 5 2-5 1-5 2-5 1-5 2-5 2-5 3-4 1-5 3-4 2-5 3-5 2-5 2-5 1-5 3-5 1-5 2-4 1-5 3-4 1-5 3-4 1-5 3-4 1-5 2-4 1-5 3-4 1-5 3-4 1-5 3-4 1-5 3-4 1-5 2-5 2-5 3-5 2-5 2-5 2-5 Group Norm Average Average (n=118) (n=466) 3.44 3.12 3.42 3.13 3.71 3.35 3.37 3.00 3.45 3.20 3.26 3.08 3.20 3.17 3.62 3.32 3.26 3.07 3.31 3.12 3.39 3.05 3.25 3.17 3.05 2.93 3.45 3.22 3.36 3.08 3.40 3.23 3.61 3.34 3.56 3.27 3.71 3.37 3.41 3.18 3.45 3.35 3.42 3.38 3.53 3.49 3.40 3.32 3.55 3.47 3.21 3.23 3.14 3.31 3.34 3.44 3.21 3.26 3.28 3.31 3.30 3.26 3.24 3.33 3.00 3.12 3.37 3.42 3.33 3.30 3.33 3.41 3.45 3.55 3.49 3.47 3.63 3.55 3.36 3.39
MANAGING MYSELF
Focus
Practical Judgment
Emotional Awareness
Building Relationships
Perception
Inspiring Trust
Communication
MANAGING RESULTS AND PROCESSES
Aligning Work and Resources Managing Performance
Facilitating Teamwork
Sustaining Motivated Effort
BUILDING CAPABILITY
Coaching and Developing Others
Fostering Innovation
Facilitating Change MANAGING ACROSS THE ORGANIZATION Building and Leveraging Networks
Influencing Others
* Overall average includes managers, direct reports, peers, and unidentified raters (not self ratings, however). Self (n=1) Overall Average* (n=10)
A score of ** (0.00) indicates that an insufficient number of responses was received. ID: 5867
Run Date: 12/22/2008
------------------------- Confidential Report -------------------------
Page 1

Summary of Component Ratings by Rater Group
Average within Rating Group Range 3.68 3.89 MANAGING MYSELF 3.24 3.31 3.44 2-5 2-5 1-5 1-5 1-5 Group Norm Average Average (n=118) (n=466) 3.44 3.34 3.12 3.05 3.12 3.45 3.39 3.31 3.39 3.35
3.50 MANAGING RESULTS AND PROCESSES 3.79 3.01 3.20 3.29
2-4 2-5 1-5 1-5 1-5
3.26 3.12 3.10 3.02 3.07
3.21 3.27 3.24 3.29 3.26
3.67 3.94 BUILDING CAPABILITY 2.98 3.36 3.38
3-4 2-5 1-5 2-5 1-5
3.45 3.32 3.23 3.17 3.22
3.37 3.48 3.37 3.46 3.42
3.80 3.93 MANAGING ACROSS THE ORGANIZATION 3.24 3.56 3.53
2-5 3-5 2-5 2-5 2-5
3.56 3.51 3.29 3.17 3.27
3.49 3.58 3.43 3.49 3.47
* Overall average includes managers, direct reports, peers, and unidentified raters (not self ratings, however). Self (n=1) Manager (n=3) Direct Report (n=4) Peer (n=3) Overall Average* (n=10)
Run Date: 12/22/2008
Page 2

Competency Ratings by Rater Group
Average within Rating Group Range 3.80 4.15 Focus 3.10 3.57 3.53 3.40 3.77 Practical Judgment 3.25 3.64 3.51 3.40 4.08 Emotional Awareness 2.94 2.93 3.25 3.75 4.00 Building Relationships 3.25 3.27 3.46 4.00 3.73 3.32 3.21 3.39 3.80 3.93 Inspiring Trust 3.33 3.07 3.43 4.25 3.93 Communication 3.55 3.33 3.59 0 1 2 3 4 5 2-5 3-5 1-5 2-5 1-5 2-5 3-5 2-5 2-5 2-5 3-4 3-5 2-5 1-5 1-5 3-4 2-5 2-5 2-5 2-5 3-5 2-5 2-4 2-5 2-5 2-5 3-5 1-4 1-5 1-5 3-5 2-5 2-5 1-4 1-5 Group Norm Average Average (n=118) (n=466) 3.42 3.45 3.07 3.09 3.13 3.71 3.57 3.40 3.22 3.35 3.37 3.35 2.97 2.91 3.00 3.45 3.42 3.24 3.10 3.20 3.26 3.17 3.11 3.02 3.08 3.20 3.21 3.19 3.12 3.17 3.62 3.18 3.42 3.26 3.32 3.42 3.51 3.34 3.38 3.38 3.53 3.55 3.47 3.50 3.49 3.40 3.40 3.26 3.37 3.32 3.55 3.57 3.43 3.48 3.47 3.21 3.14 3.16 3.35 3.23 3.14 3.24 3.26 3.39 3.31 3.34 3.43 3.40 3.50 3.44
MANAGING MYSELF
Perception
Run Date: 12/22/2008
Page 3

Component Ratings by Rater Group (continued)
Average within Rating Group Range 3.25 3.79 Aligning Work and Resources 2.83 3.07 3.20 3-4 2-5 1-4 2-4 1-5 Group Norm Average Average (n=118) (n=466) 3.31 3.13 3.12 3.11 3.12 3.28 3.32 3.29 3.33 3.31
MANAGING RESULTS AND PROCESSES
3.60 3.75 Managing Performance 3.16 3.07 3.29
3-4 2-5 2-4 1-5 1-5
3.39 3.07 3.10 2.99 3.05
3.30 3.24 3.23 3.29 3.26
3.80 4.00 Facilitating Teamwork 3.21 3.67 3.57
3-4 3-5 1-5 2-5 1-5
3.25 3.21 3.24 3.08 3.17
3.24 3.40 3.31 3.33 3.33
3.25 3.56 Sustaining Motivated Effort 2.79 3.00 3.06
2-4 2-5 2-4 1-5 1-5
3.05 3.09 2.93 2.87 2.93
3.00 3.10 3.11 3.16 3.12
Run Date: 12/22/2008
Page 4

Component Ratings by Rater Group (continued)
Average within Rating Group Range 3.50 3.55 Coaching and Developing Others 2.79 3.18 3.14 3-4 2-5 1-5 2-4 1-5 Group Average Norm Average (n=118) (n=466) 3.36 3.16 3.09 3.03 3.08 3.33 3.33 3.28 3.32 3.30
BUILDING CAPABILITY
3.75 4.09 Fostering Innovation 2.67 3.27 3.27
3-4 2-5 1-4 2-4 1-5
3.40 3.33 3.23 3.20 3.23
3.33 3.44 3.34 3.49 3.41
3.75 4.17 Facilitating Change 3.44 3.64 3.72 MANAGING ACROSS THE ORGANIZATION
3-4 3-5 1-5 2-5 1-5
3.61 3.48 3.37 3.26 3.34
3.45 3.66 3.49 3.57 3.55
4.20 4.00
3-5 3-5 2-5 2-5 2-5
3.71 3.61 3.43 3.21 3.37
3.63 3.70 3.52 3.54 3.55
Building and Leveraging Networks
3.50 3.54 3.67
3.40 3.83 Influencing Others 3.00 3.58 3.39
2-5 3-5 2-4 2-5 2-5
3.41 3.40 3.15 3.14 3.18
3.36 3.46 3.34 3.44 3.39
Run Date: 12/22/2008
Page 5

Item Ratings by Rater Group: FOCUS
Average within Rating Group Range 4.00 1. Establishes priorities to effectively and efficiently achieve both short- and longterm goals. 4.00 3.25 4.00 3.70 4-4 4-4 2-5 3-5 2-5 Group Norm Average Average (n=118) (n=466) 3.79 3.53 3.45 3.43 3.45 3.53 3.48 3.63 3.61 3.61
4.00 17. Ensures that own efforts are aligned with organizational objectives. 4.00 3.00 3.33 3.33
4-4 3-5 2-4 2-4 2-5
3.29 3.57 3.17 3.04 3.17
3.45 3.39 3.23 3.28 3.27
2.00 4.00 33. Displays needed stamina and energy over the long term to achieve results. 3.25 3.00 3.40
2-2 3-5 3-4 2-4 2-5
3.00 3.27 2.54 2.64 2.67
3.35 3.58 3.05 3.09 3.14
4.00 49. Maintains focus when disruptions might distract attention from key issues and objectives. 4.00 2.25 ** 3.00
4-4 4-4 1-4 ** 1-4
3.15 3.29 2.67 3.14 2.95
3.17 3.39 3.22 3.36 3.30
5.00 4.67 65. Focuses on key tasks when faced with limited time and/or resources. 3.75 4.00 4.10
5-5 4-5 3-5 2-5 2-5
3.86 3.60 3.45 3.20 3.37
3.57 3.69 3.54 3.53 3.56
Run Date: 12/22/2008
Page 6

Item Ratings by Rater Group: PRACTICAL JUDGMENT
Average within Rating Group Range 4.00 2. Thinks through complex and ambiguous situations systematically, clearly identifying key issues. 4.00 3.75 4.00 3.90 4-4 3-5 3-5 2-5 2-5 Group Norm Average Average (n=118) (n=466) 4.00 3.67 3.68 3.51 3.61 3.58 3.34 3.62 3.66 3.60
3.00 18. Uncovers what is at the root of a problem, distinguishing its causes from its symptoms. 3.50 2.75 ** 3.25
3-3 3-4 2-4 ** 2-4
4.07 3.43 3.18 3.03 3.15
3.87 3.43 3.28 3.31 3.32
2.00 34. Considers multiple alternatives and implications when making important decisions. 3.67 3.00 3.67 3.40
2-2 3-4 2-4 3-4 2-4
2.86 3.43 2.85 2.93 2.96
3.07 3.37 3.23 3.23 3.25
5.00 50. Makes sound, pragmatic decisions based on available information and perspectives. 3.67 4.00 4.00 3.90
5-5 3-4 3-5 3-5 3-5
3.71 3.67 3.61 3.26 3.48
3.69 3.98 3.71 3.73 3.75
3.00 66. Makes timely decisions, even when faced with incomplete information or potential criticism. 4.00 2.75 2.67 3.00
3-3 3-5 2-4 2-4 2-5
3.93 3.64 3.65 3.36 3.53
3.45 3.63 3.49 3.54 3.53
Run Date: 12/22/2008
Page 7

Item Ratings by Rater Group: EMOTIONAL AWARENESS
Average within Rating Group Range 3.00 4.33 3. Creates a positive environment through sincerity and optimism. 3.00 3.00 3.40 3-3 4-5 2-4 2-4 2-5 Group Norm Average Average (n=118) (n=466) 3.21 3.53 2.98 2.93 3.03 3.84 3.84 3.40 3.44 3.47
3.00 19. Responds resourcefully and constructively to new demands, priorities, and challenges. 4.00 2.25 3.00 2.89
3-3 3-5 2-3 2-4 2-5
3.29 3.21 2.56 2.73 2.72
3.25 3.42 3.18 3.23 3.23
4.00 35. Maintains composure and confidence when faced with challenging or stressful situations. 4.00 3.75 3.00 3.56
4-4 3-5 3-5 2-5 2-5
3.43 3.29 3.12 2.74 3.00
3.43 3.41 3.27 3.37 3.32
3.00 51. Demonstrates flexibility and adaptability in response to constraints and adversity. 3.67 2.75 2.67 3.00
3-3 3-4 2-3 1-4 1-4
3.86 3.47 3.20 3.23 3.25
3.67 3.48 3.39 3.51 3.45
4.00 4.50 67. Reassures others in the face of setbacks. ** ** 3.50
4-4 4-5 ** ** 2-5
3.00 3.23 2.93 2.87 2.95
2.79 2.84 2.98 3.29 3.08
Run Date: 12/22/2008
Page 8

Item Ratings by Rater Group: BUILDING RELATIONSHIPS
Average within Rating Group Range 4.00 4.00 4. Makes self accessible to others in the organization. 3.25 3.33 3.50 4-4 4-4 2-5 2-4 2-5 Group Norm Average Average (n=118) (n=466) 3.64 3.53 3.38 3.02 3.25 3.92 3.77 3.61 3.61 3.63
4.00 20. Relates to others in an open and approachable manner. 4.00 3.75 ** 3.89
4-4 3-5 3-5 ** 3-5
3.79 3.60 3.27 3.12 3.25
3.72 3.92 3.65 3.58 3.66
3.00 3.50 36. Treats others with dignity and respect. 3.00 3.00 3.11
3-3 2-5 2-4 2-4 2-5
3.21 3.08 2.86 3.00 2.94
3.26 3.12 3.04 3.19 3.10
4.00 4.50 52. Conveys appreciation for diverse backgrounds, styles, and viewpoints. 3.00 3.00 3.33
4-4 4-5 2-4 2-5 2-5
3.14 3.43 3.42 3.24 3.35
3.30 3.46 3.41 3.54 3.47
Run Date: 12/22/2008
Page 9

Item Ratings by Rater Group: PERCEPTION
Average within Rating Group Range 4.00 3.50 5. Considers the impact of own behavior and decisions on others. 3.25 3.33 3.33 4-4 3-4 3-4 2-5 2-5 Group Average Norm Average (n=118) (n=466) 3.07 3.21 2.87 2.73 2.86 3.18 3.08 2.96 3.12 3.03
5.00 21. Takes into account the impact of others emotions on their views and actions. 4.50 3.25 ** 3.63
5-5 4-5 3-4 ** 3-5
3.50 3.50 3.06 3.26 3.19
3.33 3.27 3.24 3.52 3.35
4.00 4.00 37. Recognizes when others are experiencing difficulties. 3.50 3.00 3.44
4-4 4-4 3-4 2-5 2-5
3.46 3.08 2.98 2.88 2.95
3.17 2.93 3.06 3.27 3.12
3.00 3.00 53. Exhibits consideration of the feelings of others when or before taking action. 3.33 3.33 3.25
3-3 2-4 3-4 2-4 2-4
3.00 3.08 3.24 3.04 3.14
3.05 3.07 3.21 3.32 3.23
4.00 3.67 68. Adapts approach in order to work with others more effectively. 3.25 3.00 3.30
4-4 3-4 2-4 2-4 2-4
3.25 3.00 3.44 3.21 3.29
3.32 3.32 3.36 3.53 3.42
Run Date: 12/22/2008
Page 10

Item Ratings by Rater Group: INSPIRING TRUST
Average within Rating Group Range 5.00 3.50 6. Follows through on important commitments. 3.25 3.00 3.22 5-5 3-4 3-4 1-4 1-4 Group Average Norm Average (n=118) (n=466) 3.50 3.36 3.19 3.21 3.22 3.57 3.32 3.39 3.56 3.44
4.00 22. Behaves in accordance with stated values and views. 4.00 3.25 3.33 3.50
4-4 4-4 2-4 2-5 2-5
3.36 3.20 3.43 3.39 3.38
3.30 3.35 3.39 3.55 3.45
4.00 4.00 38. Communicates honestly with others, including colleagues and superiors. 3.33 3.33 3.56
4-4 3-5 3-4 2-4 2-5
3.17 3.20 3.08 3.07 3.09
3.15 3.19 3.15 3.40 3.25
4.00 4.00 54. Treats others fairly and consistently. 3.75 2.67 3.50
4-4 3-5 3-4 2-4 2-5
3.31 3.14 3.25 3.02 3.15
2.98 3.33 3.22 3.29 3.26
2.00 4.00 69. Seeks and uses constructive feedback to improve capabilities and impact. 3.00 ** 3.38
2-2 3-5 1-4 ** 1-5
2.62 3.13 2.98 2.93 2.98
2.68 3.03 3.13 3.13 3.12
Run Date: 12/22/2008
Page 11

Item Ratings by Rater Group: COMMUNICATION
Average within Rating Group Range 5.00 3.67 7. Expresses ideas clearly and concisely up, down and across the organization. 3.50 3.00 3.40 5-5 2-5 3-4 1-4 1-5 Group Average Norm Average (n=118) (n=466) 3.57 3.00 3.43 3.13 3.26 3.47 3.36 3.40 3.40 3.39
3.00 23. Expresses opinions in ways that encourage dialogue with others. 3.50 3.50 3.00 3.33
3-3 3-4 2-5 2-4 2-5
3.29 2.79 3.24 3.21 3.17
3.23 3.05 3.21 3.40 3.26
5.00 4.00 39. Asks questions to clarify others views and/or gather more information. 4.00 3.67 3.90
5-5 2-5 3-5 3-4 2-5
3.38 3.13 3.15 2.93 3.06
2.97 3.32 3.25 3.36 3.30
** 4.00 55. Listens intently and conveys an understanding of others views and ideas. 3.00 3.33 3.40
** 3-5 2-4 2-4 2-5
3.62 3.27 3.53 3.43 3.45
3.27 3.58 3.39 3.52 3.47
4.00 4.33 70. Writes effective and persuasive business communications. 3.75 3.67 3.90
4-4 4-5 3-4 3-4 3-5
4.21 3.67 3.72 3.57 3.66
3.74 3.81 3.73 3.81 3.77
Run Date: 12/22/2008
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Item Ratings by Rater Group: ALIGNING WORK AND RESOURCES
Average within Rating Group Range 3.00 8. Provides a clear link between the efforts of individuals and the broader objectives of the organization. 4.00 3.25 3.33 3.50 3-3 3-5 3-4 2-4 2-5 Group Average Norm Average (n=118) (n=466) 3.50 2.93 3.49 3.41 3.39 3.58 3.33 3.49 3.51 3.48
3.00 24. Develops or obtains resources (e.g., budget, staff, vendors) needed to achieve objectives. 3.67 3.33 3.00 3.33
3-3 2-5 3-4 2-4 2-5
3.21 3.21 3.24 3.07 3.16
3.36 3.51 3.40 3.32 3.39
3.00 40. Assigns individuals key roles based on an accurate assessment of their strengths and weaknesses. 3.33 2.33 ** 3.13
3-3 2-4 2-3 ** 2-4
3.08 2.87 3.02 3.25 3.08
3.02 3.08 3.19 3.38 3.24
** 4.00 56. Delegates appropriate work and decisions to others. 2.75 2.67 3.00
** 4-4 1-4 2-4 1-4
3.23 3.36 2.81 2.88 2.91
3.33 3.46 3.20 3.24 3.25
4.00 4.00 71. Establishes effective and efficient processes for getting work done. 2.50 2.67 3.00
4-4 3-5 2-3 2-4 2-5
3.50 3.29 2.96 2.98 3.01
3.08 3.25 3.13 3.19 3.17
Run Date: 12/22/2008
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Item Ratings by Rater Group: MANAGING PERFORMANCE
Average within Rating Group Range 4.00 4.00 9. Conveys clear accountabilities and expectations to others. 2.75 3.00 3.20 4-4 3-5 2-4 1-4 1-5 Group Average Norm Average (n=118) (n=466) 3.29 3.14 3.26 3.22 3.23 3.23 3.23 3.28 3.30 3.28
3.00 25. Ensures that others have the resources, information, authority, and support to achieve goals. 3.50 3.50 3.00 3.33
3-3 2-5 3-4 2-4 2-5
3.43 3.14 3.26 3.22 3.23
3.43 3.51 3.47 3.48 3.48
4.00 3.50 41. Holds people accountable for meeting deadlines and achieving their goals. 3.75 3.00 3.44
4-4 3-4 3-4 2-5 2-5
3.29 2.93 3.16 2.86 3.01
3.23 3.13 3.13 3.12 3.13
3.00 57. Takes steps to eliminate inefficiencies and obstacles to productivity and operational effectiveness. 3.50 3.00 ** 3.29
3-3 3-4 2-4 ** 2-5
3.36 2.86 2.77 2.59 2.72
3.15 3.08 3.02 3.19 3.09
4.00 72. Monitors others progress and redirects their efforts as necessary to maintain momentum toward goals. 4.00 2.75 3.00 3.20
4-4 3-5 2-3 2-4 2-5
3.57 3.27 3.02 2.98 3.04
3.47 3.27 3.23 3.35 3.28
Run Date: 12/22/2008
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Item Ratings by Rater Group: FACILITATING TEAMWORK
Average within Rating Group Range 4.00 4.00 10. Builds strong teams with diverse and complementary strengths. 3.75 ** 3.78 4-4 3-5 3-5 ** 3-5 Group Average Norm Average (n=118) (n=466) 3.43 3.33 3.30 3.38 3.34 3.35 3.42 3.45 3.50 3.46
4.00 26. Ensures teams have a clear sense of purpose and objectives to guide their work together. 4.00 2.33 ** 3.14
4-4 3-5 1-3 ** 1-5
3.00 3.14 2.73 3.00 2.90
2.97 3.12 2.91 3.03 2.98
4.00 3.50 42. Creates effective team structures and processes for accomplishing objectives. 3.00 ** 3.50
4-4 3-4 2-4 ** 2-5
2.93 2.86 2.98 3.00 2.97
2.97 3.27 3.05 3.15 3.12
4.00 58. Fosters collaboration among team members, ensuring they draw effectively on each others skills and expertise. 4.33 4.25 4.00 4.20
4-4 4-5 3-5 3-5 3-5
3.29 3.33 3.50 3.09 3.31
3.28 3.48 3.51 3.48 3.50
3.00 4.00 73. Detects and helps teams work through conflict and other barriers to team progress. 2.50 3.00 3.10
3-3 3-5 1-4 2-4 1-5
3.57 3.33 3.55 2.94 3.27
3.61 3.68 3.55 3.44 3.53
Run Date: 12/22/2008
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Item Ratings by Rater Group: SUSTAINING MOTIVATED EFFORT
Average within Rating Group Range 4.00 11. Sets high standards of performance for others, insisting on high levels of commitment and effort. 3.50 3.25 ** 3.50 4-4 3-4 2-4 ** 2-5 Group Average Norm Average (n=118) (n=466) 3.14 3.00 3.08 2.95 3.02 3.11 3.10 3.16 3.24 3.18
2.00 27. Encourages confidence and personal investment in others to achieve goals. 4.00 2.25 2.67 2.78
2-2 3-5 2-3 2-4 2-5
2.77 3.14 2.24 2.63 2.51
2.78 2.89 2.79 2.89 2.84
4.00 3.00 43. Acknowledges others achievements and successes. 2.33 2.67 2.63
4-4 2-4 2-3 1-5 1-5
3.14 2.71 3.04 2.79 2.89
2.90 3.03 3.09 3.08 3.08
3.00 3.67 59. Rewards accomplishments appropriately. 3.33 3.00 3.33
3-3 3-4 3-4 2-5 2-5
3.14 3.47 3.37 3.07 3.25
3.20 3.37 3.38 3.40 3.39
Run Date: 12/22/2008
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Item Ratings by Rater Group: COACHING AND DEVELOPING OTHERS
Average within Rating Group Range 3.00 3.50 12. Identifies and addresses critical developmental issues or barriers with others. 2.25 ** 2.88 3-3 3-4 2-3 ** 2-4 Group Norm Average Average (n=118) (n=466) 2.93 2.92 2.47 2.68 2.61 3.18 2.98 2.86 2.96 2.91
3.00 28. Provides timely, accurate, and constructive feedback to others. 3.33 2.75 3.33 3.10
3-3 2-4 1-5 2-4 1-5
3.43 3.20 3.38 3.13 3.25
3.46 3.55 3.64 3.63 3.62
4.00 44. Offers coaching as needed to help others overcome obstacles and successfully produce results. 3.33 3.33 2.67 3.11
4-4 3-4 3-4 2-4 2-4
3.21 3.27 2.88 2.91 2.95
3.23 3.44 3.13 3.23 3.21
4.00 60. Provides others with experiences and resources that increase success in their current roles and prepare them for the future. 4.00 3.00 3.33 3.44
4-4 3-5 3-3 2-4 2-5
3.86 3.20 3.57 3.36 3.44
3.46 3.32 3.45 3.44 3.43
Run Date: 12/22/2008
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Item Ratings by Rater Group: FOSTERING INNOVATION
Average within Rating Group Range 3.00 4.00 13. Tests assumptions and challenges current systems and processes. 2.25 3.00 3.00 3-3 4-4 1-3 2-4 1-4 Group Norm Average Average (n=118) (n=466) 3.07 3.40 3.04 2.87 3.02 3.30 3.45 3.32 3.37 3.36
4.00 29. Seeks better solutions to problems instead of falling back on familiar and less effective options. 4.33 3.00 2.67 3.33
4-4 4-5 3-3 2-4 2-5
3.31 3.29 3.04 3.02 3.06
3.38 3.43 3.27 3.39 3.34
4.00 3.67 45. Demonstrates creativity in developing and/or improving on new ideas. 2.50 3.33 3.10
4-4 2-5 2-3 2-4 2-5
3.57 2.93 3.27 3.37 3.27
3.34 3.23 3.29 3.47 3.35
4.00 61. Actively supports innovative ideas from others that have positive potential business impact. 4.50 3.00 ** 3.75
4-4 4-5 1-4 ** 1-5
3.64 3.71 3.68 3.69 3.69
3.28 3.64 3.52 3.81 3.64
Run Date: 12/22/2008
Page 18

Item Ratings by Rater Group: FACILITATING CHANGE
Average within Rating Group Range 4.00 3.67 14. Clearly conveys the implications of organizational changes to the team. 2.75 3.00 3.10 4-4 3-4 1-4 2-4 1-4 Group Norm Average Average (n=118) (n=466) 3.36 3.13 2.96 3.00 3.00 3.36 3.32 3.27 3.25 3.27
4.00 30. Enlists others in making changes needed to meet new or emergent needs. 4.00 3.75 3.67 3.80
4-4 3-5 3-5 2-5 2-5
3.46 3.13 3.38 3.24 3.29
3.37 3.45 3.39 3.44 3.42
4.00 4.33 46. Establishes needed structures and processes to support changes. 3.75 3.67 3.90
4-4 4-5 2-5 2-5 2-5
3.93 4.00 3.78 3.49 3.69
3.44 3.87 3.66 3.77 3.73
3.00 62. Follows up to ensure that changes in structures and processes have been fully implemented. 4.67 3.50 ** 4.11
3-3 4-5 3-5 ** 3-5
3.69 3.69 3.35 3.30 3.37
3.63 4.02 3.65 3.83 3.77
Run Date: 12/22/2008
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Item Ratings by Rater Group: BUILDING AND LEVERAGING NETWORKS Average
within Rating Group Range 4.00 15. Maintains a network of people who serve as information sources, advisors, and/or collaborators on business-related issues. 3.33 3.00 3.00 3.11 4-4 3-4 2-4 2-4 2-4 Group Norm Average Average (n=118) (n=466) 3.50 3.20 3.46 3.27 3.35 3.51 3.37 3.49 3.49 3.47
5.00 31. Actively seeks out others to solicit their views and build greater understanding. 3.67 3.75 3.67 3.70
5-5 3-4 3-4 2-5 2-5
4.00 3.60 3.63 3.50 3.57
3.27 3.55 3.54 3.47 3.52
5.00 47. Gains the involvement and support of the full range of people needed to move things forward in the organization. 4.67 4.33 ** 4.50
5-5 4-5 3-5 ** 3-5
4.21 4.13 3.91 3.59 3.81
4.02 4.26 3.89 3.95 3.96
3.00 63. Strengthens networks in the organization by providing information and support. 4.00 2.50 ** 3.22
3-3 4-4 2-3 ** 2-4
3.50 3.47 2.69 2.64 2.78
3.72 3.58 3.13 3.23 3.23
4.00 4.33 74. Uses own network to ensure adequate coordination and information flow. 4.00 3.33 3.90
4-4 4-5 3-5 2-4 2-5
3.31 3.67 3.37 2.98 3.26
3.62 3.73 3.53 3.52 3.56
Run Date: 12/22/2008
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Item Ratings by Rater Group: INFLUENCING OTHERS
Average within Rating Group Range 5.00 16. Anticipates and prepares for others likely reactions when deciding how to influence. 4.00 3.00 3.67 3.44 5-5 4-4 2-4 2-5 2-5 Group Average Norm Average (n=118) (n=466) 3.93 3.57 3.70 3.45 3.58 3.53 3.38 3.54 3.69 3.58
3.00 32. Communicates ideas and perspectives with conviction and enthusiasm. 3.67 3.75 ** 3.78
3-3 3-5 3-4 ** 3-5
3.36 3.40 3.33 3.10 3.25
3.38 3.50 3.47 3.44 3.46
2.00 48. Provides compelling rationale for ideas and decisions to ensure understanding and gain support. 4.00 2.25 ** 3.13
2-2 3-5 2-3 ** 2-5
2.93 3.36 2.38 2.84 2.69
3.23 3.33 2.98 3.13 3.08
3.00 64. Presents own views and ideas in the context of the needs, interests, and priorities of others. 3.67 2.50 3.33 3.10
3-3 3-4 2-3 2-5 2-5
3.57 3.60 3.13 3.11 3.18
3.28 3.57 3.36 3.44 3.42
4.00 4.00 75. Holds people accountable for meeting deadlines and achieving their goals. 3.50 ** 3.50
4-4 3-5 3-4 ** 2-5
3.29 3.07 3.22 3.17 3.18
3.39 3.52 3.33 3.46 3.40
Run Date: 12/22/2008
Page 21
A. Sample
If you could give this person one piece of advice one that would help him/her if followed what would that advice be?
Be the true leader, not one of the group. And never play favorites. The saying Its lonely at the top is true. Having special friendships among the team you are managing causes friction with those you do not have a special friendship with. It causes dissension within the group that can range from back-stabbing to sabotage of projects. Be very careful of showing favoritism to your direct reports. Appear socially warm equally to each direct report - even when drawn to one or two specific individuals. Keep pushing the team. Lets work together on ways to help your team feel more accountable and empowered to do higher level work without waiting for your direction to do so. She has a strong desire to find the right solution, for everyone, and this is an admirable quality. Unfortunately, in the environment she is working within, where visions and goals are ambiguous, this is often hard to nail down. She is a natural and confident leader, and if I had to give her one piece of advice. I would say sometimes she should execute the idea that she has landed on, and move forward. Typically, getting consensus and buy-in is difficult and sometimes I think, especially in the areas where she is the expert and can anticipate with a fair amount accuracy the end result, she needs to just say this is how its going be, and go with it. Treat everyone in a fair and equitable manner. Take a look at the whole department and consider everyones opinions when asking questions as opposed to being swayed very easily by one or two people. Once a decision is reached - stick with it. If/when change occurs be sure to communicate with everyone in the department. Without becoming arrogant, know that your thinking and managerial skills are extraordinary; make sure you always work in a position where you can make a real difference (in your current position you are having huge impact).
A. Sample
Are there any other comments you would like to share, such as things that you really appreciate about this person?
Hard working - always striving to do better. I believe you are one of the assets to the organization and your drive helps. As a manager I have seen you address issues head on and admire your ability to do this. I can always count on you to get the job done. Your tenacity to solve problems is very much appreciated. I also appreciate the way that you are always looking for ways to improve the departments processes. I dont have any complaints with her management style. She is a great manager. She always makes sure she knows whats going on, not only with the organization but also with you. She always makes sure we are getting what we need within the organization and also within our own personal growth. She is very responsive and I feel if there was anything going on that I needed to talk to her about I could. She has grown tremendously in her ability to manage over this last year. She is providing leadership to the team and has gained a strong sense of confidence in her abilities as a manager - and that spawns respect and confidence in her direct reports. She is an excellent partner to IT. She applies consistent logic to all her decisions. Although she has many responsibilities, she follows through on her tasks very thoroughly. She is constantly learning and growing. She is open to new ideas and is very approachable about them. She is generally very upbeat and easy to be around. She is probably one of the most conscientious and thorough managers I know. She always wants to know the why of a situation, and the reasoning behind the proposed resolution. She will expect the full history of an issue, prior to providing a solution or green light to a resolution. This is a desirable and good quality, and is often missing in a lot of managers. For her more task-oriented people, however, it can be somewhat derailing. In some cases, her desire to understand the problem fully may be interpreted as a lack of confidence that the person has already explored other avenues. I would just recommend that she be conscious of this, but not necessarily change it, as, in many cases, she is right: the person hasnt gone down all potential avenues. She is on the cusp of becoming a strong leader, and the skills offered in this class are likely to fine-tune her natural abilities. Remarkably mature, talented manager/strategic thinker. She is a huge asset to our organization and we are very lucky to have her.
PART IV SUMMARY OF RESULTS
SUMMARY OF RESULTS
This analysis is provided to help you analyze the information contained in the report. The following pages will help you do the following.
Review the summary sections

Use the data and analyses provided in Part IV: Summary of Results to identify: Competencies and behaviors that represent relative strengths for you and that you may use to help support others. Competencies and behaviors that represent relative development opportunities for you. Areas in which you rated yourself very differently from others.
Identify your strengths

Your strengths are those areas in which you were rated the highest. Use the summary and item data to identify: Those competencies and items that received the highest rating and/or where you rated yourself significantly lower than others. Ways in which your strengths may be used to bolster yourself in areas needing development or to compensate for those areas.
Identify your developmental needs

Development needs are opportunities for personal and/or professional growth. Use the summary and item data to identify: Those competencies and items that received the lowest rating and/or where you rated yourself significantly higher than others. Areas or themes which are derived from several combined scores (low and high).
Get clarification
Look at the individual item scores to further refine the action you need to take. Test your assumptions of what you should develop by looking again at the Summary pages, the Item pages, and the Strengths and Opportunities for Development pages.

Top and Bottom Competencies
Purpose: To understand the areas that others view as your strengths and opportunities for development based on your overall average score and your average score by rating category.
Recognizing your own strengths will help you build the same capabilities in others. Understanding your areas for development will help you target areas for growth. The following analysis identifies the three competencies for which you received the highest and lowest scores by rating group: overall, manager, direct report, and peer.
Overall Average
Overall Average Score
Manager
Self Score
Self Score
Manager Score
Strengths
Facilitating Change Building and Leveraging Networks Communication 3.75 4.20 4.25 3.72 3.67 3.59
Strengths
Facilitating Change Focus Fostering Innovation 3.75 3.80 3.75 4.17 4.15 4.09
Opportunities for Development

Sustaining Motivated Effort Coaching and Developing Others Aligning Work and Resources 3.25 3.50 3.25 3.06 3.14 3.20

Coaching and Developing Others Sustaining Motivated Effort Perception 3.50 3.25 4.00 3.55 3.56 3.73
Direct Reports
Direct Reports Score
Peers
Self Score
Self Score
Peers Score
Strengths
Communication Building and Leveraging Networks Facilitating Change 4.25 4.20 3.75 3.55 3.50 3.44
Strengths
Facilitating Teamwork Practical Judgment Facilitating Change 3.80 3.40 3.75 3.67 3.64 3.64

Fostering Innovation Coaching and Developing Others Sustaining Motivated Effort 3.75 3.50 3.25 2.67 2.79 2.79

Emotional Awareness Sustaining Motivated Effort Inspiring Trust 3.40 3.25 3.80 2.93 3.00 3.07
ID: 5867
Run Date: 12/22/2008
Page 22

Opportunities to Reach Common Ground
Purpose: To examine differences in the perceptions of different rater groups. When reviewing your Profile, look for any patterns in the data amongst different groups. This will allow you to determine the manner in which others perceive you relative to your own perceptions of yourself.
The following analysis refers to those areas showing the largest gaps (plus/minus) between your self rating and the ratings of others who rated you. Please note that a negative number indicates that you rated yourself higher than the average of the individuals within the category. A positive number indicates that you rated yourself lower than the average of the individuals within a category.
Self vs. Manager
Self Score Emotional Awareness 3. Creates a positive environment through sincerity and optimism. 3.40 3.00
Manager Score 4.08 4.33
Gap (+/-) 0.68 1.33
19. Responds resourcefully and constructively to new demands, priorities, and challenges. 51. Demonstrates flexibility and adaptability in response to constraints and adversity.
3.00 3.00
4.00 3.67
1.00 0.67
Aligning Work and Resources 8. Provides a clear link between the efforts of individuals and the broader objectives of the organization.
3.25 3.00
3.79 4.00
0.54 1.00
24. Develops or obtains resources (e.g., budget, staff, vendors) needed to achieve objectives. 40. Assigns individuals key roles based on an accurate assessment of their strengths and weaknesses.
3.00 3.00
3.67
0.67 0.33
3.33
Influencing Others 48. Provides compelling rationale for ideas and decisions to ensure understanding and gain support.
3.40 2.00
3.83 4.00
0.43 2.00
16. Anticipates and prepares for others likely reactions when deciding how to influence. 32. Communicates ideas and perspectives with conviction and enthusiasm.
5.00 3.00
4.00 3.67
-1.00 0.67
ID: 5867
Run Date: 12/22/2008
Page 23

Self vs. Direct Reports

Average within Rating Group 2.67 2.50
Self Score Fostering Innovation 45. Demonstrates creativity in developing and/or improving on new ideas. 3.75 4.00
Gap (+/-) -1.08 -1.50
29. Seeks better solutions to problems instead of falling back on familiar and less effective options. 61. Actively supports innovative ideas from others that have positive potential business impact.
4.00 4.00
3.00 3.00
-1.00 -1.00
Coaching and Developing Others 60. Provides others with experiences and resources that increase success in their current roles and prepare them for the future. 12. Identifies and addresses critical developmental issues or barriers with others. 44. Offers coaching as needed to help others overcome obstacles and successfully produce results.
3.50 4.00
2.79 3.00
-0.71 -1.00
3.00 4.00
2.25
-0.75 -0.67
3.33
Communication 7. Expresses ideas clearly and concisely up, down and across the organization.
4.25 5.00
3.55 3.50
-0.70 -1.50
39. Asks questions to clarify others views and/or gather more information. 23. Expresses opinions in ways that encourage dialogue with others.
5.00 3.00
4.00 3.50
-1.00 0.50
ID: 5867
Run Date: 12/22/2008
Page 24

Self vs. Peers

Average within Rating Group 3.33 3.00
Self Score Communication 7. Expresses ideas clearly and concisely up, down and across the organization. 4.25 5.00
Gap (+/-) -0.92 -2.00
39. Asks questions to clarify others views and/or gather more information. 70. Writes effective and persuasive business communications.
5.00 4.00
3.67 3.67
-1.33 -0.33
Perception 37. Recognizes when others are experiencing difficulties.
4.00 4.00
3.21 3.00
-0.79 -1.00
68. Adapts approach in order to work with others more effectively. 5. Considers the impact of own behavior and decisions on others.
4.00 4.00
3.00
-1.00 -0.67
3.33
Inspiring Trust 6. Follows through on important commitments.
3.80 5.00
3.07 3.00
-0.73 -2.00
54. Treats others fairly and consistently. 22. Behaves in accordance with stated values and views.
4.00 4.00
2.67 3.33
-1.33 -0.67
ID: 5867
Run Date: 12/22/2008
Page 25

Strengths
Average within Rating Group Range 5.00 4.50 5-5 3-5 Group Norm Average Average (n=118) (n=466) 4.21 3.81 4.02 3.96
47. Gains the involvement and support of the full range of people needed to move things forward in the organization.
58. Fosters collaboration among team members, ensuring they draw effectively on each others skills and expertise.
4.00 4.20
4-4 3-5
3.29 3.31
3.28 3.50
62. Follows up to ensure that changes in structures and processes have been fully implemented.
3.00 4.11
3-3 3-5
3.69 3.37
3.63 3.77
65. Focuses on key tasks when faced with limited time and/or resources.
5.00 4.10
5-5 2-5
3.86 3.37
3.57 3.56
2. Thinks through complex and ambiguous situations systematically, clearly identifying key issues.
4.00 3.90
4-4 2-5
4.00 3.61
3.58 3.60
46. Establishes needed structures and processes to support changes.
4.00 3.90
4-4 2-5
3.93 3.69
3.44 3.73
70. Writes effective and persuasive business communications.
4.00 3.90
4-4 3-5
4.21 3.66
3.74 3.77
74. Uses own network to ensure adequate coordination and information flow.
4.00 3.90
4-4 2-5
3.31 3.26
3.62 3.56
39. Asks questions to clarify others views and/or gather more information.
5.00 3.90
5-5 2-5
3.38 3.06
2.97 3.30
50. Makes sound, pragmatic decisions based on available information and perspectives.
5.00 3.90
5-5 3-5
3.71 3.48
3.69 3.75
Run Date: 12/22/2008
Page 26

Average within Rating Group Range 4.00 2.63 4-4 1-5 Group Norm Average Average (n=118) (n=466) 3.14 2.89 2.90 3.08
43. Acknowledges others achievements and successes.
27. Encourages confidence and personal investment in others to achieve goals.
2.00 2.78
2-2 2-5
2.77 2.51
2.78 2.84
12. Identifies and addresses critical developmental issues or barriers with others.
3.00 2.88
3-3 2-4
2.93 2.61
3.18 2.91
19. Responds resourcefully and constructively to new demands, priorities, and challenges.
3.00 2.89
3-3 2-5
3.29 2.72
3.25 3.23
71. Establishes effective and efficient processes for getting work done.
4.00 3.00
4-4 2-5
3.50 3.01
3.08 3.17
49. Maintains focus when disruptions might distract attention from key issues and objectives.
4.00 3.00
4-4 1-4
3.15 2.95
3.17 3.30
66. Makes timely decisions, even when faced with incomplete information or potential criticism.
3.00 3.00
3-3 2-5
3.93 3.53
3.45 3.53
51. Demonstrates flexibility and adaptability in response to constraints and adversity.
3.00 3.00
3-3 1-4
3.86 3.25
3.67 3.45
13. Tests assumptions and challenges current systems and processes.
3.00 3.00
3-3 1-4
3.07 3.02
3.30 3.36
56. Delegates appropriate work and decisions to others.
** 3.00
** 1-4
3.23 2.91
3.33 3.25
Run Date: 12/22/2008
Page 27
PART V INDIVIDUAL DEVELOPMENT
DEVELOPMENT PLANNING
Development planning will ensure that your current insights will actually help you to overcome your management challenges and achieve your goals. This final step will help you use what you have learned to plan to address your development needs and leverage your strengths. Follow the directions below to complete the Addressing Development Needs and Leveraging Strengths sections on the last two pages of this report.
Directions:
1. Write your goals in the first column. These should be based on your high and low scores, differences between rater groups, and differences between your self-evaluation and others evaluation of you. Start with no more than two goals for addressing development needs and three goals for leveraging strengths. Strive for only 1-2 development goals to focus on in the end. Creating more goals than these will inevitably hinder your ability to focus on any of them. Be as specific as possible in writing your goals. For example, Improve my ability to negotiate roles and responsibilities in the merged IT organizations is much more useful than Improve my negotiation skills. 2. In the second column, explain why each goal is important to you. You should only be setting goals that will build your capability to address critical management challenges and/or to pursue your career goals. Having a clear sense of why your goals are important should help you maintain your focus on achieving them. 3. In the third column, explain the actions you will take to achieve each goal. What you will do/change now: The specific things you can do or start immediately to begin achieving your development goals. They may involve, for example, further selfawareness exercises, or resolutions to immediately change specific behaviors. Other developmental activities: These are the longer-term activities and changes that you plan to make. They may involve books to read, courses to take, projects to attempt, a mentoring relationship youd like to establish, and the like.
DEVELOPMENT PLANNING
4. In the fourth column, explain what support you need from others, in terms of time and/or resources: What, specifically, will you ask them to provide? Note: Having a coach you trust and respect may be the single most important factor in achieving your development goals. This person may support you with regular check-in meetings or periodic feedback on an as-needed basis. He or she may also be able to provide resources such as time off for training, access to experts, and so on. The coach may be your manager or someone else with whom you have a good relationship and who can help you reach your development goals.
5. Finally, think about the obstacles you will encounter in reaching your goals and what you can do to avoid or overcome them. Two of the most common are: Lack of time. If time is a problem, you might try to identify certain time-efficient practices you can use on an everyday basis. You might also try setting aside a regular block of daily, weekly, or monthly time that you will spend working toward the goals you have set. Lack of support. The best remedies in this case are to identify a coach, as discussed above, and/or colleagues who have similar goals and want to partner in achieving them.
SAMPLE PLAN FOR ADDRESSING DEVELOPMENT NEEDS
Development Goals
Become better at balancing the need for speed with peoples need to participate, especially when I am working under pressure.
Why the Goals Are Important

Most immediately, need to integrate people and systems from the new acquisition. I cant do it without their help, so if I blow the relationships now Ill be shooting myself in the foot.
Actions I Will Take to Achieve Them

What Ill do/change now: At the start of each meeting, do a quick mental check of my and others focus, energy, and openness. Other activities and completion dates: Speak with Jack (VP HR) by the end of the week, re: Who can coach me? What Ill do/change now: Other activities and completion dates: Read Getting to Yes (by the end of the month) and discuss with Ellen. Look into negotiation workshops at the University. (Decide by the end of the month.)
Support Needed
Need regular coaching, perhaps from someone in HR.
Improve my ability to negotiate roles and responsibilities in IT.
Merging the two IT groups will be the toughest part of the acquisition, and theyre on the shortest timeline.
May need funding to attend workshop. Borrow Jacks copy of Getting to Yes.
Obstacles to Reaching Goals

Time!
Steps to Overcome Them

Take 30 minutes per night at home for reading and research. Keep in mind: A little time spent now is worth a lot of time later.
SAMPLE PLAN FOR LEVERAGING STRENGTHS
Goals for Leveraging Strengths

Coach key managers in exercising trusted influence.

We made the acquisition because theyre the leader in some key marketsnot, unfortunately, because of their culture. For the merger to work, some of their key people are going to have to rethink their just do it management style.

What Ill do/change now: Identify key people who will probably need coaching. Other activities and completion dates: As soon as possible, begin building relationships with these key people. Make the cultural issues regarding commitment and empowerment a central part of the merger planning meetings over the next two months. If any of the key people Ive identified show signs of not getting it, address the issues with them off line. What Ill do/change now:
Support Needed
Discuss the issue with Ellen, Jim, and Kris to get their input on how to handle the issue.
Use communication skills to keep people informed about whats going on during the merger.
Ive been through mergers before, and I know how hard they are and what they can do to productivity in the short term, even when people know whats going on. If we dont communicate whats going on in a caring, up-front way, people will think the worst.
Other activities and completion dates: At the next planning meeting, offer to lead the communication team.
Talk with Anna over at AmCore, since they just went through a big acquisition. Find out how they handled the communication issue. Also, speak with Elliot in Marketing to get his help in thinking through how we can do some mass communications with the staff.

With all the pressure from the merger, the cultural issues may be ignored.

Getting Ellens, Jims, and Kriss support should help us keep our focus on the issue, as will making it a formal part of the planning conversations.
DEVELOPMENT PLAN: ADDRESSING DEVELOPMENT NEEDS
Development Goals
Support Needed
DEVELOPMENT PLAN: LEVERAGING STRENGTHS
Goals for Leveraging Strengths
Support Needed

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Linkage, Inc.

Assessment Instrument for Managers (AIM)

AIM Assessment Profile for

Confidential Assessment Report

Copyright Linkage, Inc. 2009

PART I CRITICAL COMPONENTS OF MANAGERIAL SUCCESS

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THE CRITICAL COMPONENTS OF MANAGERIAL SUCCESS

Managing Results and Processes

Managing the Organization

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Managing Results and Processes

Managing the Organization

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MANAGEMENT COMPETENCIES DEFINITIONS

MANAGING RESULTS AND PROCESSES =

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MANAGING ACROSS THE ORGANIZATION =

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Copyright Linkage, Inc. 2009

Managing Myself (continued)

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Managing Myself (continued)

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Managing Myself (continued)

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Managing Results and Processes

ALIGNING WORK AND RESOURCES

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Managing Results and Processes (continued)

SUSTAINING MOTIVATED EFFORT

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COACHING AND DEVELOPING OTHERS

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Building Capability (continued)

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Managing Across the Organization

BUILDING AND LEVERAGING NETWORKS

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PART II INTERPRETIVE GUIDE

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READING AND INTERPRETING YOUR RESULTS

PARTS III AND IV TABLES

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PARTS III AND IV TABLES

Competency Ratings by Rater Group

Item Ratings By Rater Group (organized by competency)

Copyright Linkage, Inc. 2009

PART III YOUR RESULTS: MANAGEMENT COMPONENTS, COMPETENCIES, AND COMMENTS

Copyright Linkage, Inc. 2009

Assessment Instrument for Managers: Profile for Amy Sample

MANAGING RESULTS AND PROCESSES

Aligning Work and Resources Managing Performance

Sustaining Motivated Effort

Coaching and Developing Others

Run Date: 12/22/2008

------------------------- Confidential Report -------------------------

Assessment Instrument for Managers: Profile for Amy Sample

3.50 MANAGING RESULTS AND PROCESSES 3.79 3.01 3.20 3.29

2-4 2-5 1-5 1-5 1-5

3.26 3.12 3.10 3.02 3.07

3.21 3.27 3.24 3.29 3.26

3.67 3.94 BUILDING CAPABILITY 2.98 3.36 3.38

3-4 2-5 1-5 2-5 1-5