Leadership Competencies Sample Report

Confidential Feedback Report
Manager, Sample, Demo Client
Leadership Competencies for Managers

Survey
Distributed by: Performance Programs, Inc.

www.PerformancePrograms.com ~ 1-800-565-4223
Task Cycle® survey content is copyrighted by The Booth Company

Task Cycle® name and image are registered trademarks of The Booth Company
Leadership Competencies for Managers Survey
Table of Contents
Introduction E What's in this report?

An introduction to the report, the Task Cycle®
methodology, and definitions throughout the report.
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Summaries E How did I do overall?
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Task Cycle® Summary: An overall summary of your
centile scores averaged by Task Cycle® phase and
rater group.
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Plots of Your Raw and Centile Scores: Line plots of
your centile scores and raw scores separated by rater
group.
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Scores & Details E How did I do in detail?
Dimension (Skill) Scores: Your overall scores for

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each Task Cycle® skill.
Question Scores: A detailed listing of responses for

each question of the survey.
Open-Ended Comments: A verbatim listing of

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comments provided by your raters.
Development E How do I create a plan to improve?

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Centile Highlights: The Centile Highlights display an

overview of your feedback, assigning centile ranks and
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showing each dimension, each rater, or rating group.
Centile Scores and Blind Spot Analysis: A ranking of

your centile scores for each rater group along with a
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blind spot anlysis for each Task Cycle® skill.
5 Highest/Lowest Rated Questions: A listing of your

highest and lowest scoring questions separated for
each rater group
Current Centile Scores Compared to Previous

Scores (this chart only shows if survey data from
previous time is available): A comparison of your
current scores to your previous scores.
Development Plan Template: Space and guidance for

creating a development plan from the results in this
report.
Distributed by www.PerformancePrograms.com
Task Cycle survey content is copyrighted by The Booth Company
Introduction
What's in this report?
Before you begin analyzing this report, make sure you are mindful of what you want to achieve in your work and
career. Take a few moments to also think about your present job, the people with whom you work, and the
environment in which you work. Your raters draw on recent experiences, such as the last few projects or previous
year, when evaluating your management practices.
THE TASK CYCLE® IMPACT OR OUTCOMES
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The feedback in this report is organized into six The dimensions that make up the phases of the Task
or
phases of activity that all executives, leaders and Cycle® are the fundamental skills. The Outcome or
managers engage in, called the Task Cycle®. The Impact dimensions that follow show the effect of the
Task Cycle® is a sequential, valid organizing tool that Task Cycle® skills on how others perceive you. Your skill
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can help you know where to focus your development. competence is integral to the impression you make.
KEY TERMS AND CONCEPTS
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Raw Score
LCM This is the actual score that was given to you by those
who completed the survey.
TASK CYCLE®
eCentile
This compares your scores to everyone else who has
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taken the survey. If your centile score for a particular
skill is "30," it means that 30% of the individuals who
have taken the survey scored lower than you (and 70%
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Task Cycle® Phases scored higher). Centile scores are presented frequently
I.ESTABLISHING THE PURPOSE
throughout the report, and are intended to give you a
competitive analysis of how your leadership skills
II.LAYING THE FOUNDATION compare to others in similar professional situations.
III.SUSTAINING THE EFFORT
Situational Scales (***)
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IV.FEEDBACK
Dimensions marked with (***) are dimensions on which
V.DRIVING TOWARD SUCCESS high scores are not necessarily desirable. When these
VI.RECOGNITION are the only strengths in a profile, it indicates that the
leader is pushing, not leading. However, when balanced
with solid leadership skills and used strategically, they
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Why you should care about the Task Cycle® can significantly enhance your leadership abilities.
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1. The Task Cycle® organizes all of your feedback

data into logical, business-relevant categories of Consistency or Differences Between Raters
action, which will help you to focus and direct your Look for such distinguishing characteristics as
developmental activity. consistencies between different rater levels. If all of
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your raters rated you extremely low in particular

dimensions, these may be good areas in which to focus
2. The Task Cycle® is organized sequentially, with
the phases of greatest leverage appearing first. As your plans for development.
a result, if you focus on developing capacity in the
earliest phases of the cycle, you will see the Differences between scores, especially self and others,
greatest benefit to your entire performance as a can provide very useful clues. Remember that all of
manager. your ratings depend on the visibility of your skills to
different raters. Direct Reports might have a better
understanding of your skills in a particular area, so their
3. Your performance across the Task Cycle®
phases predicts how others perceive the impact of scores in that area might be more important to you than
your efforts. scores provided by Peers.
3 Manager, Sample 04/11
Summaries
How did I do overall?
TASK CYCLE® SUMMARY
All of your centile scores are averaged and are shown for each phase of the
Task Cycle®. Consider the Task Cycle® when looking at your scores,
keeping in mind the importance of the Task Cycle® sequence. Its premise
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states that some tasks come first in time and importance. Mastery of the
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intital tasks influences mastery of the following tasks.
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The shading in the "low"
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and "low average" areas of
the first two phases is an
Averaged centile scores are
shown for each phase, broken
out by rater level. The position
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area where you could be of each colored block shows if
losing leverage of the the score is low, low average,
Task Cycle® sequence. etc.
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Note that situational scales, identified by 3 asterisks (***), are interpreted in

light of the situation and therefore are not included in the summary.
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PLOTS OF RAW AND CENTILE SCORES

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All of your raw scores for each dimension are presented separately for each
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rater level on the plot at the top of the page. The scores you gave yourself
(via your self-survey) are also plotted. Compare different rater levels and
look for trends. A legend showing the colors for each rater level is located at
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the bottom of the page.
The centile plot shows a summary of your scores for each dimension and
serves as the primary interpretation tool for many users. All of your centile
scores for each dimension are presented separately for each rater level on
the plot. The scores you gave yourself are also plotted.
04/11 Manager, Sample 4
Summaries
TASK CYCLE® SUMMARY

PHASE CENTILE AVERAGES BY RATER GROUP
low low average high high

average average
TASK CYCLE® PHASES 0 10 20 30 40 50 60 70 80 90 100
LCM
I. ESTABLISHING THE PURPOSE
66
TASK CYCLE® 46
t
91
or
95
II. LAYING THE FOUNDATION
63
69
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82
80
Importance of the Task Cycle® III. SUSTAINING THE EFFORT
Its premise states that some
73
tasks come first in time and
importance. Mastery of the initial 66
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tasks influences mastery of the 88
following tasks. 47
IV. FEEDBACK
Scores that land in the shaded
areas indicate an area that you 70
may be losing leverage within
the Task Cycle®. Review your
dimension scores for a better e 72
87
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90
analysis.
V. DRIVING TOWARD SUCCESS
63
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60
Reports
74
Peers
78
Supv
VI. RECOGNITION
Self
75
83
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78
68
OUTCOMES
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60
83
78
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91
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04/11
10 20 30 40 50 60 70 80 90 1 2 3 4 5 6 7
A. ENVISIONING OPPORTUNITIES
REPORTS
Summaries
B. COMMUNICATING
I
EFFECTIVELY
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C. INNOVATION & RISK-TAKING
PEERS
D. PROBLEM SOLVING &
DECISION MAKING
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E. PLANNING AND
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COLLABORATION
F. MANAGING CONFLICT
SUPV
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YOUR RAW SCORES (Actual Survey Responses)
G. TEAM DEVELOPMENT
PLOTS OF YOUR RAW AND CENTILE SCORES
III
H. COACHING
YOUR CENTILE SCORES (How You Compare To The Norm)

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SELF
I. PROVIDING FEEDBACK
IV
J. STANDARDS OF
PERFORMANCE
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K. PERSONAL DRIVE
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L. DELEGATION R

M. GOAL PRESSURE (***)
N. RECOGNITION OF GOOD
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PERFORMANCE
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O. TENSION LEVEL (***)
P. OVERALL EFFECTIVENESS
or
Outcomes
Manager, Sample
LOW AVERAGE HIGH
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Scores & Details
How did I do in detail?
DIMENSION AND QUESTION SCORES
Dimension (Skill) Scores

The dimension table allows you to compare your rankings on each
dimension from each rater group.
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· Most participants will have separate rows for direct reports, peers, a
supervisor and self.
· Peers and reports are not broken out separately when the minimum
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number required to protect rater anonymity are not completed by the
survey deadline.
Question Scores
Below the dimension table you will see data for each question making up the
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dimension. This includes: average score, standard deviation, exact
frequency of the “NR” and “1-7” ratings, and, if you have taken the survey
before, previous average scores.
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OPEN-ENDED COMMENTS
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Written comments from your raters shown exactly as they were entered into
the web survey, without editing.
· Comments are organized according to rater levels.

· Raters were discouraged from referring to events or using language that
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would identify them.

· Comments are randomized within the different rating groups.
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Scores & Details
I. ESTABLISHING THE PURPOSE

A. Envisioning Opportunities
If You Score High

If you scored high on this dimension, people know where you and the organization are headed. You are
respected for your thorough understanding of your organization, its industry and its marketplace, and you have a
track record for helping to improve the organization's competitive position. People probably feel energized and
motivated by your leadership and visionary expertise.
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If You Score Low
If you scored low on this dimension, you may appear to be stuck in the present and not focused on ideas that
or
will move the organization into the future. You may have a difficult time conceptualizing what the organization
must do to improve its competitive position in the marketplace. You may not generate energy, motivation, and
the desire to excel because you don't generate ideas for innovations or listen to the ideas of others.
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Dimension Scores
RAW PRE PRE
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RATER(S) AVG NORM CENTILE 10 20 30 40 50 60 70 80 90 AVG CEN
REPORTS (4) 6.00 5.53 67 5.38 44
PEERS (3) 4.47 5.37 18 4.40 17
SUPV (1) 6.80 5.33 94 5.60 61
SELF (1) 6.80 5.33 96

LOW e AVERAGE HIGH
5.00 34
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Development Tips
If this dimension is an area for improvement, here are some suggestions.
- Make sure you understand your industry, your organization, and its products and services thoroughly. As you review your
knowledge, focus on gaps in services or products that you notice, and allow yourself to visualize how to fill in the gaps.
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- Keep current on industry trends by reading at least two articles from a business journal each week.
- Explore materials about business outside your own industry - books, magazines, tapes, or seminars. See if you can make
connections to your industry.
- Identify people who are known to have good ideas. Listen to them and pay attention to how they form ideas. Read
biographies about people who have made a difference.
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- Look at your organization’s environment. Are imagination and creativity encouraged? To encourage others toward
creativity, listen to their ideas and allow differing ideas, discussion and reasonable conflict.
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- Identify visionaries (sometimes considered eccentrics). Listen to what they have to say with an open mind.
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Scores & Details
Question Scores
- almost always...
- almost never...
- not rated, N/A
- sometimes...
- always...
- average
- never...
- often...
PRE
i Question # within survey AVG SD NR 1 2 3 4 5 6 7 AVG
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1. Develops innovative ideas to REPORTS 5.8 1.0 . . . . . 2 1 1 6.3
improve the quality of services PEERS 5.7 0.6 5.0
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. . . . . 1 2 .
SUPV 7.0 --- . . . . . . . 1 6.0
SELF 7.0 --- . . . . . . . 1 5.0
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17. Is a leader in promoting new ideas REPORTS 6.0 0.8 . . . . . 1 2 1 5.8
and change PEERS 6.3 0.6 . . . . . . 2 1 4.4
SUPV 7.0 --- . . . . . . . 1 6.0
SELF 7.0 --- . . . . . . . 1 6.0
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33. Has good ideas to improve our REPORTS 6.0 1.4 . . . . 1 . 1 2 5.1
products and services PEERS 2.0 --- . . 3 . . . . . 4.7
SUPV 7.0 --- . . . . . . . 1 6.0
SELF 7.0 --- . . . . . . . 1 5.0
49. Anticipates changes that will be REPORTS 5.8

e 1.3 . . . . 1 . 2 1 5.5
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needed in the future PEERS 2.0 --- . . 3 . . . . . 4.7
SUPV 6.0 --- . . . . . . 1 . 6.0
SELF 6.0 --- . . . . . . 1 . 6.0
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56. Demonstrates knowledge of our REPORTS 6.5 0.6 . . . . . . 2 2 3.9

industry PEERS 6.3 0.6 . . . . . . 2 1 3.1
SUPV 7.0 --- . . . . . . . 1 4.0
SELF 7.0 --- . . . . . . . 1 3.0
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Scores & Details
OPEN-ENDED COMMENTS
What does this person do that should be continued?

All Others
u Survey received; no comment provided.
u Treating employees with respect, and leading well.
u Everything!
Survey received; no comment provided.
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u Hard worker
u Respectful to everyone in the org.
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u Makes sure everyone knows what they are working towards, goalwise.
Self
u Strong communication of long-term goals and everyday tasks.
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Scores & Details
OPEN-ENDED COMMENTS
What should this person do to be more effective?

All Others
u More of a focus on long-term goals.
u Less micromanaging.
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u Protects team almost too much sometimes.
u Better work-life balance...sometimes stays really late i the office.
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u Try to minimize pressure on the team when on tight deadlines.
Self
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Scores & Details
OPEN-ENDED COMMENTS
What does this person do that should be stopped?

All Others
u ??
u Letting meetings run over.
Sometimes the frustration/stress is visible when running up against hard deadlines. I understand that it is stressful,
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u
but often this makes people uncomfortable, even if they know it's not anger at them personally, and adds to the stress
or
sometimes.
u Nothing...should really be cloned.
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u
u Nothing occurs.
u Nothing I can think of.
Self
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u Not sure...
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Development
How do I create a plan to improve?
CENTILE HIGHLIGHTS
Centile Highlights displays an overview of your feedback, assigning centile

ranks for each dimension by rater group. This presentation shows the
differences and similarities in the perspectives.
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This is the same information, compressed to 20-point ranges, as the Centile
Plot.
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CENTILE SCORES AND BLIND SPOT ANALYSIS
This chart shows your centile scores broken out by rater group. Shading and
centile ranking designations help you identify whether your scores are
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considered Low, Low Average, Average, High Average or High.
A blind spot analysis is shown to the right of each dimension. This analysis
compares the specified rater group's centile scores with your Self scores.
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This comparison will help you determine whether or not a particular
dimension (skill) is considered a Blind Spot or Strength (see explanations
below the chart). Situational dimensions marked with (***) are not included in
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the Blind Spot Analysis. These dimensions need to be interpreted in light of
the situation and high scores may not be desired.
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5 HIGHEST/LOWEST RATED QUESTIONS
This chart lists the highest and lowest rated questions by rater group. In each
case you will see the questions identified by the dimension title and question
number.
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Note that questions falling under situational dimensions and/or the

Impact/Outcome section are not included in the 5 Highest/Lowest charts.
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CURRENT CENTILE SCORES COMPARED TO PREVIOUS SCORES

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This chart shows the range of numeric changes, up (+) or down (-) from your
previous centile scores. For example, +20 means that the centile rank went
up 20 points or you have improved. Shading is used in this chart to indicate
that the centile score has decreased from your previous centile scores.
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Understanding where your scores have decreased or increased can aid you
in creating or adjusting your development plan.
DEVELOPMENT PLAN TEMPLATE
These pages provide you with space to create a development plan based on
your results. Before you begin creating your development plan, you'll need to
read and understand the results from this report.
Development
CENTILE HIGHLIGHTS
These comparisons are in reference to the norms for each rating group.
LOW LOW AVERAGE AVERAGE HIGH AVERAGE HIGH
DESIGNATION t l n l u
PERCENTILE 0 10 20 30 40 50 60 70 80 90 100
TASK CYCLE SKILLS
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I. ESTABLISHING THE PURPOSE REPORTS PEERS SUPV SELF
A. ENVISIONING OPPORTUNITIES l t u u
B. COMMUNICATING EFFECTIVELY l n u u
l l u u
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C. INNOVATION & RISK-TAKING
D. PROBLEM SOLVING & DECISION MAKING l l u u

E. PLANNING AND COLLABORATION n l u l
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F. MANAGING CONFLICT l l l u
III. SUSTAINING THE EFFORT
G. TEAM DEVELOPMENT l l u t
H. COACHING l
e n u u
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IV. FEEDBACK
I. PROVIDING FEEDBACK l l u u
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J. STANDARDS OF PERFORMANCE l n u l
K. PERSONAL DRIVE n l n u
L. DELEGATION l l u l
M. GOAL PRESSURE (***) l n l n
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VI. RECOGNITION
N. RECOGNITION OF GOOD PERFORMANCE l u l l

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RESIDUAL IMPACT
VII. OUTCOMES
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O. TENSION LEVEL (***) l l l l

P. OVERALL EFFECTIVENESS l u l u
(***) Must be interpreted in light of the situation.

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Development
CENTILE SCORES & BLIND SPOT ANALYSIS FOR REPORTS

LOW HIGH
LOW AVERAGE AVERAGE AVERAGE HIGH
10 20 30 40 50 60 70 80 90 BLIND SPOT ANALYSIS

67 VISIBLE STRENGTH
96
68 VISIBLE STRENGTH
B. Communicating Effectively
95
63 VISIBLE STRENGTH
C. Innovation & Risk-taking
94
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73 VISIBLE STRENGTH
D. Problem Solving & Decision Making
84
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47 VISIBLE STRENGTH
E. Planning and Collaboration
64
70 VISIBLE STRENGTH
F. Managing Conflict
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90
72 UNREALIZED STRENGTH
G. Team Development
12
75 VISIBLE STRENGTH
H. Coaching
82
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70 VISIBLE STRENGTH
I. Providing Feedback
90
72 VISIBLE STRENGTH
J. Standards of Performance
72
K. Personal Drive
55
87
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62 VISIBLE STRENGTH
L. Delegation
74
63 ---
M. Goal Pressure (***)
58
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75 VISIBLE STRENGTH
N. Recognition of Good Performance
68
33 ---
O. Tension Level (***)
34
60 VISIBLE STRENGTH
P. Overall Effectiveness
91
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Reports VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
UNREALIZED STRENGTH = Rated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by others
Self SOFT SPOT = Rated LOW or LOW AVERAGE by others and yourself
BLIND SPOT = Rated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
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Development
CENTILE SCORES & BLIND SPOT ANALYSIS FOR PEERS

LOW HIGH

18 BLIND SPOT
96
58 VISIBLE STRENGTH
95
62 VISIBLE STRENGTH
94
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71 VISIBLE STRENGTH
84
or
75 VISIBLE STRENGTH
64
63 VISIBLE STRENGTH
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90
G. Team Development
12
56 VISIBLE STRENGTH
H. Coaching
82
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72 VISIBLE STRENGTH
90
49 VISIBLE STRENGTH
72
K. Personal Drive
66
87
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66 VISIBLE STRENGTH
L. Delegation
74
57 ---
58
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83 VISIBLE STRENGTH
68
23 ---
34
83 VISIBLE STRENGTH
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Peers VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
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Development
CENTILE SCORES & BLIND SPOT ANALYSIS FOR SUPV

LOW HIGH

94 VISIBLE STRENGTH
96
93 VISIBLE STRENGTH
95
86 VISIBLE STRENGTH
94
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82 VISIBLE STRENGTH
84
or
87 VISIBLE STRENGTH
64
79 VISIBLE STRENGTH
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90
G. Team Development
12
88 VISIBLE STRENGTH
H. Coaching
82
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87 VISIBLE STRENGTH
90
83 VISIBLE STRENGTH
72
K. Personal Drive
58
87
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80 VISIBLE STRENGTH
L. Delegation
74
77 ---
58
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78 VISIBLE STRENGTH
68
33 ---
34
78 VISIBLE STRENGTH
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Supv VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
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Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR REPORTS
5 highest rated questions
# Question Dimension REPORTS
G. TEAM DEVELOPMENT 7.00

54. Works effectively across organizations, functions
and locations
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A. ENVISIONING OPPORTUNITIES 6.50
56. Demonstrates knowledge of our industry
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6.50
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34. Writes clearly and concisely B. COMMUNICATING EFFECTIVELY
D. PROBLEM SOLVING & DECISION MAKING 6.50

4. Is competent at helping employees solve problems
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at work
6.50
20. Accurately assesses a situation before making a
decision
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D. PROBLEM SOLVING & DECISION MAKING
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5 lowest rated questions
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# Question Dimension REPORTS
E. PLANNING AND COLLABORATION 4.00

21. Asks group members for advice on ways to improve
productivity
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C. INNOVATION & RISK-TAKING 5.50

3. Will take a risk on a new idea if it looks promising
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1. Develops innovative ideas to improve the quality of
services
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49. Anticipates changes that will be needed in the
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future
B. COMMUNICATING EFFECTIVELY 5.75

50. Effectively expresses his or her point of view in
meetings
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR PEERS
# Question Dimension PEERS

and locations
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N. RECOGNITION OF GOOD PERFORMANCE 6.67
30. Acknowledges the good work of employees who
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perform well
6.50
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27. Has a strong desire to excel and expects employees K. PERSONAL DRIVE
to feel the same
N. RECOGNITION OF GOOD PERFORMANCE 6.50

46. Provides recognition to teams that perform well
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6.33
17. Is a leader in promoting new ideas and change
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A. ENVISIONING OPPORTUNITIES
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# Question Dimension PEERS

33. Has good ideas to improve our products and
services
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future
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19. Is persuasive when proposing a new course of
action
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H. COACHING 4.67
24. Actively coaches group members to meet
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standards of performance

2. Sets goals that help us make worthwhile
contributions
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR SUPV
# Question Dimension SUPV

services
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7.00
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33. Has good ideas to improve our products and A. ENVISIONING OPPORTUNITIES
services

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7.00
18. Clearly communicates the importance of the group's
goals
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B. COMMUNICATING EFFECTIVELY
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# Question Dimension SUPV

3. Will take a risk on a new idea if it looks promising
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D. PROBLEM SOLVING & DECISION MAKING 5.00

20. Accurately assesses a situation before making a
decision
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F. MANAGING CONFLICT 5.00

22. Gets employees to resolve differences in a
constructive, timely way
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future

2. Sets goals that help us make worthwhile
contributions
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR SELF
# Question Dimension SELF

services
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7.00
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33. Has good ideas to improve our products and A. ENVISIONING OPPORTUNITIES
services

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7.00
18. Clearly communicates the importance of the group's
goals
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B. COMMUNICATING EFFECTIVELY
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# Question Dimension SELF
E. PLANNING AND COLLABORATION 4.00

5. Encourages group members to participate in
planning
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23. Effectively gets group members to cooperate with
each other
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39. Works effectively with diverse teams
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and locations
H. COACHING 5.00
8. Coaches group members on ways to succeed in
their careers
Development
CURRENT CENTILE SCORES COMPARED TO PREVIOUS SCORES

The range of numeric changes, up (+) or down (-) are shown below. For example, +20 means that the centile
rank went up 20 points. Shading indicates the centile score has decreased from your previous centile scores.
TASK CYCLE® SKILLS
I. ESTABLISHING THE PURPOSE REPORTS PEERS SUPV SELF
A. ENVISIONING OPPORTUNITIES +23 +1 +33 +62
B. COMMUNICATING EFFECTIVELY +23 +46 +47 +48
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C. INNOVATION & RISK-TAKING +15 +49 +15 +58
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D. PROBLEM SOLVING & DECISION MAKING +39 +60 +28 +34
E. PLANNING AND COLLABORATION -11 +57 +32 -13
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F. MANAGING CONFLICT +42 +43 +46 +33
III. SUSTAINING THE EFFORT
G. TEAM DEVELOPMENT +36 +63 +59 -29
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H. COACHING +44 +32 +16 +10
IV. FEEDBACK
I. PROVIDING FEEDBACK +28 +38 +8 +18

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J. STANDARDS OF PERFORMANCE +6 +25 +24 -11
K. PERSONAL DRIVE -2 +46 -13 +11
L. DELEGATION +49 +55 +37 +55

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M. GOAL PRESSURE (***) -11 +14 +8 -31
VI. RECOGNITION
N. RECOGNITION OF GOOD PERFORMANCE +24 +47 -9 -20

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RESIDUAL IMPACT
VII. OUTCOMES
O. TENSION LEVEL (***) -33 0 -59 -62
P. OVERALL EFFECTIVENESS +33 +63 +31 +10

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(***) Must be interpreted in light of the situation.

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Development
DEVELOPMENT PLAN
Summarize your feedback from each rater below to help identify an area for improvement.
REPORTS
List Key Strengths
List Key Challenges
t
or
PEERS
ep
List Key Strengths
List Key Challenges
R
SUPV
List Key Strengths e
pl
am
List Key Challenges
Enter your most important business objectives and career goals. These are the best guides for deciding what to do about the
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strengths and challenges that you summarized above.

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Development Focus. Consider your challenges in light of what you need to achieve in the near future and remember that
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Phases I & II of the Task Cycle® are where you get the most leverage. Note below your priorities for development before
lining out one or more development items in the next section.
Development
DEVELOPMENT PLAN
4 Print or photocopy this page for
additional development items
and/or actions
Development Item(s)
Business or career goals (Refer to previous page)
t
or
What skills, practices or knowledge do you need to focus on at this time?
ep
R
Development Action(s)
What action(s) are you going to take? e By when?
pl
am
Success Indicators (How will you know you're improving?)

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What resources do you need?

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rti
Pa

Leadership Competencies Sample Report

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Leadership Competencies Sample Report

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Confidential Feedback Report

Manager, Sample, Demo Client

Leadership Competencies for Managers

Distributed by: Performance Programs, Inc.

Task Cycle® survey content is copyrighted by The Booth Company

Introduction E What's in this report?

Dimension (Skill) Scores: Your overall scores for

each Task Cycle® skill.

Question Scores: A detailed listing of responses for

Open-Ended Comments: A verbatim listing of

comments provided by your raters.

Development E How do I create a plan to improve?

Centile Highlights: The Centile Highlights display an

showing each dimension, each rater, or rating group.

Centile Scores and Blind Spot Analysis: A ranking of

blind spot anlysis for each Task Cycle® skill.

5 Highest/Lowest Rated Questions: A listing of your

Current Centile Scores Compared to Previous

Development Plan Template: Space and guidance for

What's in this report?

THE TASK CYCLE® IMPACT OR OUTCOMES

KEY TERMS AND CONCEPTS

1. The Task Cycle® organizes all of your feedback

your raters rated you extremely low in particular

3 Manager, Sample 04/11

How did I do overall?

TASK CYCLE® SUMMARY

Note that situational scales, identified by 3 asterisks (***), are interpreted in

PLOTS OF RAW AND CENTILE SCORES

the bottom of the page.

04/11 Manager, Sample 4

TASK CYCLE® SUMMARY

low low average high high

TASK CYCLE® PHASES 0 10 20 30 40 50 60 70 80 90 100

5 Manager, Sample 04/11

YOUR CENTILE SCORES (How You Compare To The Norm)

Task Cycle survey content is copyrighted by The Booth Company

Scores & Details

How did I do in detail?

DIMENSION AND QUESTION SCORES

Dimension (Skill) Scores

· Comments are organized according to rater levels.

would identify them.

7 Manager, Sample 04/11

Scores & Details

I. ESTABLISHING THE PURPOSE

If You Score High

RAW PRE PRE

PEERS (3) 4.47 5.37 18 4.40 17

SUPV (1) 6.80 5.33 94 5.60 61

SELF (1) 6.80 5.33 96

04/11 Manager, Sample 8

Scores & Details

49. Anticipates changes that will be REPORTS 5.8

56. Demonstrates knowledge of our REPORTS 6.5 0.6 . . . . . . 2 2 3.9

9 Manager, Sample 04/11

Scores & Details

What does this person do that should be continued?

04/11 Manager, Sample 40

Scores & Details

What should this person do to be more effective?

41 Manager, Sample 04/11

Scores & Details

What does this person do that should be stopped?