Feedback Report Prepared for

Pat Sample
30 June 2015

In addition to your self-ratings, this report

includes your ratings from:

1 Boss
1 Superior
4 Peers
3 Direct Reports
1 Others
10 All Raters

Upper Manager Norm Group

Private Sector

©2015 Center for Creative Leadership. All Rights Reserved. Version 7

Center for Creative Leadership®, CCL®, and Benchmarks® for Managers™ are registered trademarks owned by the
Center for Creative Leadership
The Center for Creative Leadership gratefully acknowledges the contribution of the following individuals whose
work and dedication made Benchmarks for Managers possible:

Original Contributors Michael M. Lombardo

Claire Usher
Cynthia D. McCauley

Lead Contributors Jean Brittain Leslie

Dana McDonald-Mann

Contributors Dawn Barts

Phillip Braddy
Craig Chappelow
Nancy Staley

To cite from this report, please use the following as your reference:

Lombardo, Michael M., Usher, Clair, McCauley, Cynthia D., Leslie, Jean Brittain, & McDonald-Mann, Dana (2015).
Benchmarks® for Managers™ feedback report. Greensboro, NC: Center for Creative Leadership.

Copyright ©2015 Center for Creative Leadership.

All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
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Table of Contents

Introduction 3
Section 1: Leadership Competencies - Overview Charts 4
Importance for Success and Average Scores 4
Norm Group Comparisons: Self and All Raters 5
Norm Group Comparisons: By Rater Group 6

Section 1: Leadership Competencies - Comprehensive Data 7

Strategic perspective 9
Being a quick study 10
Decisiveness 11
Change management 12
Leading employees 13
Confronting problem employees 14
Participative management 15

Building collaborative relationships 16

Compassion and sensitivity 17
Putting people at ease 18

Respect for differences 19

Taking initiative 20
Composure 21
Balance between personal and work life 22
Self-awareness 23
Career management 24
Section 2: Problems That Can Stall A Career 25
Problems with interpersonal relationships 26
Difficulty building and leading a team 27
Difficulty changing or adapting 28
Failure to meet business objectives 29
Too narrow a functional orientation 30
Section 3: Written Comments 31
Section 4: Supplementary Data 33
Greatest Differences Between All Raters and Self Scores 33
Highest Rated Items in Leadership Competencies 34
Lowest Rated Items in Leadership Competencies 35
Highest Rated Items in Problems That Can Stall A Career 36

©2015 Center for Creative Leadership. All Rights Reserved.

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Introduction

What is Benchmarks for Managers?

Benchmarks for Managers is a statistically reliable, valid, and comprehensive 360-degree feedback instrument. In
addition to providing feedback to help identify strengths and development needs, it does what its name suggests by
providing the participant with a benchmark of how he or she is doing when compared to a meaningful norm group.
Benchmarks for Managers is based on the Center for Creative Leadership's (CCL) studies of how successful
executives develop, and why they derail.

How was Benchmarks for Managers Developed?

CCL developed Benchmarks for Managers from the results of research based on how successful managers learn,
grow, and change, not from what they do or what qualities they should possess to do their jobs. Benchmarks for
Managers differs from other instruments by focusing on what successful executives learned from the experiences that
mattered the most in their careers.
“Key Events” Research

These seminal studies, first reported in 1988, examined how executives grow and develop over the course of their
careers. The individuals who participated in the original studies described key experiences in their careers and
identified the critical leadership lessons they learned from these experiences. These lessons are represented in the
sixteen competencies assessed in Section 1 of Benchmarks for Managers. This research was replicated through the
1990s, based on larger, more global and more diverse sample groups, leading to revised survey content. Most
recently a 2009 research project conducted by CCL examined the Benchmarks for Managers content across different
languages and cultures. Items that lacked equivalent psychometric properties were either discarded or rewritten to
eliminate cultural biases.
Executive Derailment Research

Beginning in the mid-1980s, these studies compared the careers of successful executives with executives whose
careers had derailed in order to determine what specific behaviors cause executives to come off track. Further
studies conducted in the late 1990s using larger and more diverse sample groups led to revised derailment factors.
These five derailment factors provide the foundation for Section 2, Problems That Can Stall a Career.

Section 1: Leadership Competencies - Overview Charts

The next three charts provide you with an overview of your scores. Detailed information describing the charts is
located at the bottom of each page.
At the beginning of each feedback report section is a Guide for Interpretation. Here you will find a series of questions
to help you broadly think about the meaning of your results.

Guide for Interpretation

 Do you and your boss agree on which competencies are most important for success?
 What competencies were rated highest and lowest by others?
 Were there any differences between Self and All Raters scores? Pay particular attention to areas in
which you rated yourself high and your observers rated you low.
 Where are the scores from the various rater groups similar and where do they diverge? What might
be the reasons for this?

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Section 1: Leadership Competencies - Overview Charts

Section 1: Leadership Competencies - Overview Charts

Importance for Success and Average Scores

Importance for Success Average Scores

Competency All Raters Boss Self All Raters Self

1. Strategic perspective 8 1 1 4.00 3.63

Organization
Leading the

2. Being a quick study 4 1 3.65 2.67

3. Decisiveness 6 1 1 3.96 4.00

4. Change management 7 1 3.94 3.78

5. Leading employees 8 1 1 3.94 3.23

6. Confronting problem employees 3 1 3.63 3.67

Leading Others

7. Participative management 5 1 [4.08] 4.00

8. Building collaborative relationships 7 1 3.97 3.71

9. Compassion and sensitivity 4 [4.06] 3.17

10. Putting people at ease 5 [4.60] 4.00

11. Respect for differences 2 1 [4.73] 4.50

12. Taking initiative 4 1 3.90 3.80

Leading Yourself

13. Composure 6 1 3.95 4.00

14. Balance between personal and work life 5 1 [4.48] 4.67

15. Self-awareness 3 1 [4.03] 3.50

16. Career management 3 3.90 3.00

The left column of this chart lists the competencies. The center gray column shows the Importance ratings. You and your raters
were asked to choose 8 competencies Most Important for Success in your organization. The right column of the chart provides the
average scores from All Raters and Self for each of the competencies. All Raters includes Boss, but not Self.

You and your raters used the following response scale to indicate the extent to which you display specific behaviors:

1 = To a very little extent 4 = To a great extent

2 = To a little extent 5 = To a very great extent
3 = To some extent DK = Don't Know/Not Applicable

Key: [ ] 6 highest rated competencies by All Raters _ 6 lowest rated competencies by All Raters

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Section 1: Leadership Competencies - Overview Charts

Norm Group Comparisons: Self and All Raters

 Self p All Raters

Competency Low Mid-Range High
Leading the Organization

1. Strategic perspective  p

2. Being a quick study p

3. Decisiveness p 
4. Change management  p

5. Leading employees  p

6. Confronting problem employees p 

7. Participative management p
Leading Others


8. Building collaborative relationships  p

9. Compassion and sensitivity  p

10. Putting people at ease  p

11. Respect for differences  p

12. Taking initiative p


Leading Yourself

13. Composure p 
Balance between personal and work
14.
life p

15. Self-awareness  p

16. Career management  p

This chart displays your Self and All Rater scores relative to the scores of other people who have used Benchmarks
for Managers. On this chart you can see if your scores are low, mid-range, or high compared to the normative
database CCL maintains for Benchmarks for Managers.

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Section 1: Leadership Competencies - Overview Charts

Norm Group Comparisons: By Rater Group

 Self  Superior
 Boss  Direct Reports
 Peers
Competency Low Mid-Range High
Leading the Organization

1. Strategic perspective
   
2. Being a quick study 
 
3. Decisiveness
    
4. Change management   
 
5. Leading employees   
6. Confronting problem employees
    
7. Participative management
Leading Others

  
8. Building collaborative relationships
    
9. Compassion and sensitivity
   
10. Putting people at ease
   
11. Respect for differences   

12. Taking initiative
   
Leading Yourself

13. Composure 
   
Balance between personal and work
14.
life   
15. Self-awareness
   
16. Career management
  
 

This chart provides more detailed information by breaking the All Rater scores into the component rater groups: Boss,
Superiors, Peers and Direct Reports. Self scores are also plotted on this chart.

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Section 1: Leadership Competencies - Comprehensive Data

The comprehensive data section shows each of the competencies in more detail and includes:
Section 1: Leadership Competencies - Comprehensive Data

Competency Name and Description

The name and description appear at the top of the page.
Competency Summary with Breakout by Rater Group
The Importance column shows how many respondents chose the competency as one of the eight Most Important for
Success in your organization.

The Scores column shows your actual, or raw, competency score. You and your raters used the following response
scale to indicate the extent to which you display specific behaviors:
1 = To a very little extent
2 = To a little extent
3 = To some extent
4 = To a great extent
5 = To a very great extent
DK = Don't Know/Not Applicable

Your norm group comparisons by rater group are reprinted in this chart. Your scores by rater group are plotted
relative to scores of individuals in your norm or reference group.

In order to receive a competency-level score in any rater group:

 Each rater must complete at least 50% of the items in the competency, and
 A minimum number of raters in the group must submit a survey:
Boss - at least 1 Direct Reports - at least 2
Superior - at least 1 Others - at least 1
Peers - at least 2 All Raters - at least 4

Item-level Feedback
This part of your feedback report shows the greatest level of detail and indicates how your raters responded to the
individual items (questions) in the survey. The questions were listed in random order in the survey and are organized
by competency in this report.

In order to receive an item-level score, the following number of raters must respond:
Boss - at least 1
Superior - at least 1
Peers - at least 3, to ensure anonymity
Direct Reports - at least 3, to ensure anonymity
Others - at least 1
All Raters - at least 4, to ensure anonymity

Peers and Direct Reports are protected rater groups. If your report contains feedback from exactly two Peers and two
Direct Reports, a combined score will be reported and labeled "Peers/Direct Reports".
Highest and Lowest Rated Items
The 5 highest rated items (including tied scores) for each rater group are bracketed and shaded in green. The 5
lowest rated items (including tied scores) are underlined and shaded in red.

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Section 1: Leadership Competencies - Comprehensive Data

Rater Disagreement
An asterisk (*) by an item indicates a gap of three points or more in your ratings from at least two individuals in that
rater group on that item.

Guide for Interpretation


How do your responses compare to those of your raters?

How do the scores from the various rater groups compare to each other?

Are there areas where you consistently rate yourself lower or higher than others rate you?

How do your scores compare to those of the norm group?
©2015 Center for Creative Leadership. All Rights Reserved.
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Section 1: Leadership Competencies - Comprehensive Data

1. Strategic perspective - Understands the viewpoint of higher management and effectively

analyzes complex problems.
Importance Scores Low Mid-Range High

Self 1 3.63 
All Raters 8 4.00 p
Boss 1 3.25 
Superior 4.63 
Peers 3.74 
Direct Reports 4.08 
Others 4.88
Direct
Self Boss Superior Peers Others
Reports

Does his/her homework before making a proposal 4.00 4.00 4.00 4.00 [4.67] [5.00]
1.
to top management.
Works effectively with higher management (e.g.,
2. presents to them, persuades them, and stands up 3.00 3.00 [5.00] 4.00 3.67 [5.00]
to them if necessary).
Links his/her responsibilities with the mission of 5.00 3.00 4.00 4.00 [4.67] [5.00]
3.
the whole organization.
Once the more glaring problems in an
assignment are solved, can see the underlying 3.00 2.00 [5.00] 4.33 [5.00]
4. --
problems and patterns that were obscured
before.
Understands higher management values, how
5. higher management operates, and how they see 4.00 4.00 4.00 4.00 4.00 [5.00]
things.
Analyzes a complex situation carefully, then
6. reduces it to its simplest terms in searching for a 4.00 3.00 [5.00] 3.25 4.33 [5.00]
solution.
Learns from the mistakes of higher management 4.00 3.00 [5.00] 3.67 [5.00]
7. --
(i.e., does not repeat them him/herself).
Has solid working relationships with higher 2.00 4.00 [5.00] 3.00 3.33 4.00
8.
management.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

2. Being a quick study - Quickly masters new technical and business knowledge.
Importance Scores Low Mid-Range High

Self 2.67 
All Raters 4 3.65 p
Boss 1 3.00 
Superior 4.00 
Peers 3.50 
Direct Reports 3.44 
Others 5.00
Direct
Self Boss Superior Peers Others
Reports

Quickly masters new technical knowledge 4.00 3.00 4.00 3.50 3.33 [5.00]
9.
necessary to do the job.
Quickly masters new vocabulary and operating
10. rules needed to understand how the business 2.00 3.00 4.00 3.50 3.67 [5.00]
works.
11. Learns a new skill quickly. 2.00 3.00 4.00 3.50 3.33 [5.00]

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

3. Decisiveness - Prefers quick and approximate actions in many management situations.

Importance Scores Low Mid-Range High

Self 1 4.00 
All Raters 6 3.96 p
Boss 1 3.00 
Superior 4.33 
Peers 3.89 
Direct Reports 3.89 
Others 5.00
Direct
Self Boss Superior Peers Others
Reports

12. Does not hesitate when making decisions. 4.00 3.00 [5.00] 3.50 3.67 [5.00]
Does not become paralyzed or overwhelmed 4.00 3.00 4.00 4.33 4.00 [5.00]
13.
when facing action.
14. Is action-oriented. 4.00 3.00 4.00 3.50 4.00 [5.00]

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

4. Change management - Uses effective strategies to facilitate organizational change initiatives

and overcome resistance to change.
Importance Scores Low Mid-Range High

Self 3.78 
All Raters 7 3.94 p
Boss 1 3.44 
Superior 4.89 
Peers 3.35 
Direct Reports 3.85 
Others 4.89
Direct
Self Boss Superior Peers Others
Reports

15. Leads change by example. 3.00 3.00 [5.00] 2.67 3.67 [5.00]
16. Accepts change as positive. 3.00 4.00 [5.00] 3.25 3.67 4.00
17. Adapts plans as necessary. 4.00 3.00 [5.00] 4.00 4.00 [5.00]
Takes into account peoples' concerns during 3.00 4.00 [5.00] 3.50 4.00 [5.00]
18.
change.
Effectively involves key people in the design and 5.00 3.00 [5.00] 3.67 4.33 [5.00]
19.
implementation of change.
20. Adjusts management style to changing situations. 4.00 3.00 [5.00] -- 3.67 [5.00]
Effectively manages others' resistance to 4.00 3.00 [5.00] 3.67 3.67 [5.00]
21.
organizational change.
Adapts to the changing external pressures facing 4.00 4.00 [5.00] 3.00 3.67 [5.00]
22.
the organization.
Is straightforward with individuals about 4.00 4.00 4.00 3.50 4.00 [5.00]
23.
consequences of an expected action or decision.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

5. Leading employees - Attracts, motivates, and develops employees.

Importance Scores Low Mid-Range High

Self 1 3.23 
All Raters 8 3.94 p
Boss 1 3.15 
Superior 4.54 
Peers 3.72 
Direct Reports 3.90 
Others 4.69
Direct
Self Boss Superior Peers Others
Reports

Is willing to delegate important tasks, not just 5.00 3.00 [5.00] [4.67] 4.00 [5.00]
24.
things he/she doesn't want to do.
Provides prompt feedback, both positive and 2.00 3.00 [5.00] 3.67 3.67 4.00
25.
negative.
Pushes decision making to the lowest appropriate
26. level and develops employees' confidence in their 2.00 3.00 [5.00] 4.33 3.67 [5.00]
ability to make those decisions.
27. Acts fairly and does not play favorites. 5.00 3.00 4.00 -- 4.00 [5.00]
Uses his/her knowledge base to broaden the
28. range of problem-solving options for direct reports 5.00 3.00 4.00 3.33 4.33 [5.00]
to take.
In implementing a change, explains, answers 3.00 4.00 [5.00] 4.00 4.33 [5.00]
29.
questions, and patiently listens to concerns.
Interacts with staff in a way that results in the staff 4.00 4.00 4.00 4.33 [4.67] 4.00
30.
feeling motivated.
Actively promotes his/her direct reports to senior 3.00 4.00 [5.00] 3.67 4.00 [5.00]
31.
management.
Develops employees by providing challenge and 2.00 2.00 [5.00] 4.00 3.67 [5.00]
32.
opportunity.
Sets a challenging climate to encourage 2.00 3.00 4.00 3.00 3.67 4.00
33.
individual growth.
34. Rewards hard work and dedication to excellence. 3.00 3.00 [5.00] 3.67 3.33 [5.00]
35. Surrounds him/herself with the best people. 3.00 3.00 4.00 3.50 3.67 [5.00]
Finds and attracts highly talented and productive 3.00 3.00 4.00 3.50 3.67 4.00
36.
people.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

6. Confronting problem employees - Acts decisively and with fairness when dealing with
problem employees.
Importance Scores Low Mid-Range High

Self 3.67 
All Raters 3 3.63 p
Boss 1 2.50 
Superior 4.67 
Peers 3.25 
Direct Reports 3.63 
Others 4.50
Direct
Self Boss Superior Peers Others
Reports

37. Can deal effectively with resistant employees. 3.00 3.00 4.00 2.50 4.00 4.00
Acts decisively when faced with a tough decision
38. such as laying off workers, even though it hurts 4.00 2.00 4.00 3.33* 4.00 [5.00]
him/her personally.
Moves quickly in confronting a problem 4.00 3.00 [5.00] 3.00 3.33 [5.00]
39.
employee.
Is able to fire or deal firmly with loyal but 4.00 2.00 [5.00] 3.67 4.00
40. --
incompetent people without procrastinating.
Correctly identifies potential performance 4.00 2.00 [5.00] 4.00 3.00 [5.00]
41.
problems early.
Appropriately documents employee performance 3.00 3.00 [5.00] 3.50 4.00 4.00
42.
problems.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

7. Participative management - Involves others, listens, and builds commitment.

Importance Scores Low Mid-Range High

Self 1 4.00 
All Raters 5 4.08 p
Boss 3.67 
Superior 4.89 
Peers 3.67 
Direct Reports 3.96 
Others 4.89
Direct
Self Boss Superior Peers Others
Reports

Uses effective listening skills to gain clarification 4.00 4.00 [5.00] 4.00 4.00 [5.00]
43.
from others.
44. Is open to the input of others. 3.00 4.00 [5.00] 3.67 4.00 [5.00]
45. Encourages direct reports to share. 4.00 3.00 [5.00] 3.50 4.00 [5.00]
Involves others in the beginning stages of an 5.00 4.00 4.00 3.33 4.33 [5.00]
46.
initiative.
Gains commitment of others before implementing 4.00 3.00 [5.00] 3.67 3.67 4.00
47.
changes.
Listens to individuals at all levels in the 4.00 4.00 [5.00] 3.75 4.00 [5.00]
48.
organization.
Keeps individuals informed of future changes that 4.00 4.00 [5.00] 4.00 4.00 [5.00]
49.
may impact them.
Listens to employees both when things are going 4.00 4.00 [5.00] 4.00 4.00 [5.00]
50.
well and when they are not.
51. Involves others before developing plan of action. 4.00 3.00 [5.00] 4.00 3.67 [5.00]

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

8. Building collaborative relationships - Builds productive working relationships with co-

workers and external parties.
Importance Scores Low Mid-Range High

Self 1 3.71 
All Raters 7 3.97 p
Boss 3.14 
Superior 4.86 
Peers 3.86 
Direct Reports 3.90 
Others 4.57
Direct
Self Boss Superior Peers Others
Reports

Gets things done without creating unnecessary 4.00 3.00 [5.00] 4.00 3.67 [5.00]
52.
adversarial relationships.
Uses good timing and common sense in
53. negotiating; makes his/her points when the time 3.00 3.00 [5.00] -- 4.33 4.00
is ripe and does it diplomatically.
When working with a group over whom he/she
54. has no control, gets things done by finding 3.00 3.00 4.00 4.00 3.67 4.00
common ground.
When working with peers from other functions or 4.00 3.00 [5.00] 4.00 4.00 4.00
55.
units, gains their cooperation and support.
Tries to understand what other people think 4.00 3.00 [5.00] 4.00 4.00 [5.00]
56.
before making judgments about them.
Quickly gains trust and respect from his/her 4.00 4.00 [5.00] 3.75 3.67 [5.00]
57.
customers.
Can settle problems with external groups without 4.00 3.00 [5.00] 3.50 4.00 [5.00]
58.
alienating them.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

9. Compassion and sensitivity - Shows genuine interest in others and sensitivity to employees'
needs.
Importance Scores Low Mid-Range High

Self 3.17 
All Raters 4 4.06 p
Boss 4.00 
Superior 5.00 
Peers 3.92 
Direct Reports 3.61 
Others 4.83
Direct
Self Boss Superior Peers Others
Reports

59. Is sensitive to signs of overwork in others. 3.00 4.00 [5.00] 4.00 3.00 [5.00]
Is willing to help an employee with personal 3.00 4.00 [5.00] 4.00 3.67 4.00
60.
problems.
Is calm and patient when other people have to 3.00 4.00 [5.00] 4.00 4.00 [5.00]
61.
miss work due to sick days.
62. Allows new people in a job sufficient time to learn. 3.00 4.00 [5.00] 4.00 4.00 [5.00]
63. Helps people learn from their mistakes. 3.00 3.00 [5.00] 3.50 3.67 [5.00]
Conveys compassion toward them when other 4.00 [5.00] [5.00] 4.33 3.33 [5.00]
64.
people disclose a personal loss.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

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Section 1: Leadership Competencies - Comprehensive Data

10. Putting people at ease - Displays warmth and a good sense of humor.
Importance Scores Low Mid-Range High

Self 4.00 
All Raters 5 4.60 p
Boss 4.00 
Superior 5.00 
Peers 4.58 
Direct Reports 4.56 
Others 5.00
Direct
Self Boss Superior Peers Others
Reports

65. Has a pleasant disposition. 5.00 4.00 [5.00] [4.75] [4.67] [5.00]
66. Has a good sense of humor. 3.00 4.00 [5.00] [4.75] [4.67] [5.00]
67. Has personal warmth. 4.00 4.00 [5.00] 4.25 4.33 [5.00]

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 1: Leadership Competencies - Comprehensive Data

11. Respect for differences - Values people of different backgrounds, cultures, or demographics.
Importance Scores Low Mid-Range High

Self 4.50 
All Raters 2 4.73 p
Boss 1 5.00 
Superior 5.00 
Peers 4.63 
Direct Reports 4.58 
Others 5.00
Direct
Self Boss Superior Peers Others
Reports

Understands and respects cultural, religious, 5.00 [5.00] [5.00] [4.75] [4.67] [5.00]
68.
gender, and racial differences.
69. Treats people of all backgrounds fairly. 5.00 [5.00] [5.00] [4.75] 4.00 [5.00]
70. Values working with a diverse group of people. 4.00 [5.00] [5.00] 4.33 [4.67] [5.00]
Is comfortable managing people from different 4.00 [5.00] [5.00] 4.50 [5.00] [5.00]
71.
racial or cultural backgrounds.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 1: Leadership Competencies - Comprehensive Data

12. Taking initiative - Takes charge and capitalizes on opportunities.

Importance Scores Low Mid-Range High

Self 1 3.80 
All Raters 4 3.90 p
Boss 3.00 
Superior 4.00 
Peers 3.64 
Direct Reports 4.20 
Others 4.80
Direct
Self Boss Superior Peers Others
Reports

Is prepared to seize opportunities when they 4.00 2.00 3.00 3.50 4.00 4.00
72.
arise.
Would respond to a boss who provided autonomy 3.00 3.00 4.00 3.67 4.33 [5.00]
73.
by working hard to develop his/her skills.
74. Takes charge when trouble comes. 4.00 3.00 [5.00] 4.00 4.33 [5.00]
75. Is creative or innovative. 4.00 3.00 4.00 3.50 4.00 [5.00]
Can effectively lead an operation from its 4.00 4.00 4.00 4.00 4.33 [5.00]
76.
inception through completion.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 1: Leadership Competencies - Comprehensive Data

13. Composure - Demonstrates self-control in difficult situations.

Importance Scores Low Mid-Range High

Self 1 4.00 
All Raters 6 3.95 p
Boss 3.75 
Superior 4.50 
Peers 3.69 
Direct Reports 3.92 
Others 4.75
Direct
Self Boss Superior Peers Others
Reports

Does not become hostile or moody when things 4.00 4.00 [5.00] 3.00 4.00 4.00
77.
are not going his/her way.
Does not blame others or situations for his/her 4.00 4.00 [5.00] 4.25 4.00 [5.00]
78.
mistakes.
Contributes more to solving organizational 4.00 3.00 4.00 3.33 3.67 [5.00]
79.
problems than to complaining about them.
80. Remains calm when crises occur. 4.00 4.00 4.00 3.67 4.00 [5.00]

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 1: Leadership Competencies - Comprehensive Data

14. Balance between personal and work life - Balances work priorities with personal life.
Importance Scores Low Mid-Range High

Self 4.67 
All Raters 5 4.48 p
Boss 1 4.00 
Superior 5.00 
Peers 4.38 
Direct Reports 4.44 
Others 5.00
Direct
Self Boss Superior Peers Others
Reports

Acts as if there is more to life than just having a 5.00 4.00 [5.00] 4.25 [4.67] [5.00]
81.
career.
82. Has activities and interests outside of career. 4.00 4.00 [5.00] 4.33 [4.67] [5.00]
Does not take career so seriously that his/her 5.00 4.00 [5.00] 4.50 4.00 [5.00]
83.
personal life suffers.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 1: Leadership Competencies - Comprehensive Data

15. Self-awareness - Has an accurate picture of strengths and weaknesses and is willing to
improve.
Importance Scores Low Mid-Range High

Self 1 3.50 
All Raters 3 4.03 p
Boss 3.00 
Superior 5.00 
Peers 4.00 
Direct Reports 3.75 
Others 5.00
Direct
Self Boss Superior Peers Others
Reports

Admits personal mistakes, learns from them, and 3.00 2.00 [5.00] 4.00 3.67 [5.00]
84.
moves on to correct the situation.
85. Does an honest self-assessment. 4.00 3.00 [5.00] 4.50 4.00 [5.00]
Seeks corrective feedback to improve 3.00 4.00 [5.00] 3.50 3.33 [5.00]
86.
him/herself.
Sorts out his/her strengths and weaknesses fairly 4.00 3.00 [5.00] 4.00 4.00 [5.00]
87.
accurately (i.e., knows him/herself).

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 1: Leadership Competencies - Comprehensive Data

16. Career management - Uses effective career management tactics, including mentoring,
professional relationships, and feedback channels.
Importance Scores Low Mid-Range High

Self 3.00 
All Raters 3 3.90 p
Boss 3.71 
Superior 4.71 
Peers 3.44 
Direct Reports 3.81 
Others 4.43
Direct
Self Boss Superior Peers Others
Reports

Understands the value of a good mentoring 3.00 4.00 4.00 4.00 4.33 [5.00]
88.
relationship.
Effectively builds and maintains feedback 2.00 4.00 [5.00] 3.67 4.00
89. --
channels.
90. Responds to feedback from direct reports. 3.00 4.00 [5.00] -- 3.67 [5.00]
Actively cultivates a good relationship with 3.00 4.00 [5.00] 3.67 3.67 4.00
91.
superior.
92. Uses mentoring relationships effectively. 3.00 3.00 4.00 3.50 3.67 4.00
Actively seeks opportunities to develop 3.00 4.00 [5.00] 3.00 4.00 4.00
93.
professional relationships with others.
Responds effectively to constructive criticism 4.00 3.00 [5.00] 3.50 3.67 [5.00]
94.
from others.

Key:
[ ] = 5 highest rated items (plus ties) for each rater group
_ = 5 lowest rated items (plus ties) for each rater group
* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 2: Problems That Can Stall A Career

Section 2 addresses specific behavioral issues known to increase one's risk for career derailment.

You and your raters used the following response scale to indicate the extent to which you display these behaviors.

1 = Strongly disagree 4 = Tend to agree

2 = Tend to disagree 5 = Strongly agree
3 = Hard to decide DK = Don't Know/Not Applicable

In this section, lower ratings are preferred.

Underlined Scores
Scores of 2.5 or greater are shaded in red and underlined. We recommend that you pay attention to these potential
problem areas.

Rater Disagreement
An asterisk (*) by an item indicates a gap of three points or more in your ratings from at least two individuals in that
rater group on that item.

Lower Ratings Preferred

Direct
Self All Raters Boss Superior Peers Reports Others

Problems with interpersonal

1. 1.75 1.35 1.25 1.00 1.78 1.04 1.00
relationships
Difficulty building and leading a
2. 1.86 1.67 1.71 1.00 2.44 1.33 1.00
team
3. Difficulty changing or adapting 2.00 1.67 2.00 1.30 2.06 1.33 1.10

4. Failure to meet business objectives 2.00 1.48 2.17 1.00 2.08 1.17 1.00

5. Too narrow a functional orientation 2.00 1.78 2.80 2.60 2.10 1.00 1.00

Guide for Interpretation


How do your responses compare to those of your raters? What patterns do you see?

How are these data related to feedback you received in the Comprehensive Data section?

How are data consistent or inconsistent with feedback from other sources?

Organizations differ in which problems might stall a career. Based on your knowledge of your
organization, what might be a potential problem area?
©2015 Center for Creative Leadership. All Rights Reserved.
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 Pat Sample

Section 2: Problems That Can Stall A Career

1. Problems with interpersonal relationships

Difficulties in developing good working relationships with others.
Self All Raters Boss Superior Peers Direct Reports Others

Average Scores 1.75 1.35 1.25 1.00 1.78 1.04 1.00

Lower Ratings Preferred

Direct
Self Boss Superior Peers Reports Others

Is arrogant (e.g., devalues the contribution

95. 2.00 1.00 1.00 1.25 1.00 1.00
of others).
96. Is dictatorial in his/her approach. 2.00 1.00 1.00 1.75 1.00 1.00
Makes direct reports or peers feel stupid or
97. 2.00 1.00 1.00 2.00 1.00 1.00
unintelligent.
98. Has left a trail of bruised people. 2.00 1.00 1.00 1.75 1.00 1.00

99. Is emotionally volatile and unpredictable. 2.00 1.00 1.00 2.00 1.00 1.00
Is reluctant to share decision making with
100. 1.00 2.00 1.00 2.00 1.33 1.00
others.
101. Adopts a bullying style under stress. 2.00 2.00 1.00 1.50 1.00 1.00
Orders people around rather than working
102. 1.00 1.00 1.00 2.00 1.00 1.00
to get them on board.

Key:

_ = Score of 2.5 or greater

* = Gap of at least 3 points between raters from one rater group

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 Pat Sample

Section 2: Problems That Can Stall A Career

2. Difficulty building and leading a team

Difficulties in selecting and building a team.
Self All Raters Boss Superior Peers Direct Reports Others

Average Scores 1.86 1.67 1.71 1.00 2.44 1.33 1.00

Lower Ratings Preferred

Direct
Self Boss Superior Peers Reports Others

Does not resolve conflict among direct

103. 2.00 2.00 1.00 2.67 1.67 1.00
reports.
Hires people with good technical skills but
104. 2.00 1.00 1.00 2.67 1.67 1.00
poor ability to work with others.
Does not motivate team members to do the
105. 2.00 2.00 1.00 2.67 1.33 1.00
best for the team.
Selects people for a team who don't work
106. 2.00 2.00 1.00 2.00 1.67 1.00
well together.
107. Is not good at building a team. 2.00 2.00 1.00 2.50 1.00 1.00
Does not help individuals understand how
108. their work fits into the goals of the 1.00 2.00 1.00 2.33 1.00 1.00
organization.
Fails to encourage and involve team
109. 2.00 1.00 1.00 2.00 1.00 1.00
members.

Key:

_ = Score of 2.5 or greater

* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 2: Problems That Can Stall A Career

3. Difficulty changing or adapting

Resistant to change, learning from mistakes, and developing.
Self All Raters Boss Superior Peers Direct Reports Others

Average Scores 2.00 1.67 2.00 1.30 2.06 1.33 1.10

Lower Ratings Preferred

Direct
Self Boss Superior Peers Reports Others

Cannot adapt to a new boss with a more

110. 2.00 2.00 4.00 2.25* 1.00 1.00
participative management style.
Has not adapted to the culture of the
111. 2.00 2.00 1.00 1.75 1.67 1.00
organization.
Is unprofessional about his/her
112. 3.00 1.00 1.00 2.67 1.33 1.00
disagreement with upper management.
Has an unresolved interpersonal conflict
113. 1.00 1.00 1.00 2.00 2.00 2.00
with boss.
Is not adaptable to many different types of
114. 2.00 1.00 1.00 1.75 1.00 1.00
people.
115. Resists learning from his/her mistakes. 2.00 3.00 1.00 2.00 1.67 1.00
Does not use feedback to make necessary
116. 2.00 4.00 1.00 2.33 1.67 1.00
changes in his/her behaviors.
117. Does not handle pressure well. 2.00 2.00 1.00 2.00 1.00 1.00
Has not adapted to the management
118. 2.00 2.00 1.00 2.25 1.00 1.00
culture.
Can't make the mental transition from
119. 2.00 2.00 1.00 2.00 1.00 1.00
technical manager to general manager.

Key:

_ = Score of 2.5 or greater

* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 2: Problems That Can Stall A Career

4. Failure to meet business objectives

Difficulties in following up on promises and completing a job.
Self All Raters Boss Superior Peers Direct Reports Others

Average Scores 2.00 1.48 2.17 1.00 2.08 1.17 1.00

Lower Ratings Preferred

Direct
Self Boss Superior Peers Reports Others

Neglects necessary work to concentrate on

120. 2.00 2.00 1.00 2.00 1.67 1.00
high-profile work.
121. Is overwhelmed by complex tasks. 2.00 2.00 1.00 2.25 1.00 1.00
May have exceeded his or her current level
122. 2.00 2.00 1.00 2.00 1.00 1.00
of competence.
123. Over-estimates his/her own abilities. 2.00 2.00 1.00 2.00 1.33 1.00
Has difficulty meeting the expectations of
124. 2.00 3.00 1.00 2.00 1.00 1.00
his/her current position.
Is self-promoting without the results to
125. 2.00 2.00 1.00 2.00 1.00 1.00
support it.

Key:

_ = Score of 2.5 or greater

* = Gap of at least 3 points between raters from one rater group

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 Pat Sample

Section 2: Problems That Can Stall A Career

5. Too narrow a functional orientation

Lacks depth to manage outside of one's current function.
Self All Raters Boss Superior Peers Direct Reports Others

Average Scores 2.00 1.78 2.80 2.60 2.10 1.00 1.00

Lower Ratings Preferred

Direct
Self Boss Superior Peers Reports Others

A promotion would cause him or her to go

126. 3.00 4.00 5.00 2.33 1.00 1.00
beyond their current level of competence.
127. Is not ready for more responsibility. 2.00 4.00 4.00 2.33 1.00 1.00
Would not be able to manage in a different
128. 1.00 2.00 2.00 2.25* 1.00 1.00
department.
Could not handle management outside of
129. 2.00 3.00 1.00 2.00 1.00 1.00
current function.
Doesn't understand how other departments
130. 2.00 1.00 1.00 1.75 1.00 1.00
function in the organization.

Key:

_ = Score of 2.5 or greater

* = Gap of at least 3 points between raters from one rater group

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 3: Written Comments

Responses to the open-ended questions are listed here exactly as they were typed by each respondent.

What are this person's most significant strengths? Please explain.

Self
 Industry knowledge, depth of experience in our business. Strong relationships within the company and with
our customers.

Boss
 Pat has good interpersonal skills, she seems to get along well with most people.

Superior
 No comments were provided

Peers / Direct Reports

 Credibility. I know Pat has my best interest in mind, not just her own.
 I would say that Pat's greatest strengths are her interpersonal skills. She is always willing to take the time to
listen and ask questions if she doesn't understand.
 Pat is a good person. She is trusted by all of us and can be depended on to make the right decision for the
best of everyone involved. She knows everyone and everyone knows her.
 She is a really nice person and even tempered. Steady as a rock, even when things get insane like they
have been since the merger. Thank goodness she is here. I think Pat has the potential to be a top leader at
the company. High credibility, smart, easy to work with. She just needs to decide if this is what she wants.
 She is the best boss I have had--here or anywhere else. Good communicator, positive attitude.
 Since she came up through the ranks, Pat has great technical knowledge and can talk with anyone at the
company at their level. She is easy going but serious too. Pat is open to feedback and doesn't get all
defensive like some people around here.
Listening.

Others
 No comments were provided

Guide for Interpretation

 How do your comments compare to those of others? What patterns do you see?
 How are the written comments related to feedback you received in the Comprehensive Data section
of this report?
 How are the comments consistent or inconsistent with comments from other sources?

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 3: Written Comments

What are this person's most significant areas for development? Please explain.

Self
 Learn about all of our product lines, especially since the merger. Focus more on strategic and less on
tactical day to day.

Boss
 Doesn't challenge direct reports enough. Sometimes is too nice. Needs to address performance issues in
her group more directly.

Superior
 No comments were provided

Peers / Direct Reports

 I can't think of anything I would call a big development need. Maybe spend more time checking in with us...

Doesn't get along with her VP. She needs to figure this out because I believe it is a problem for our group.
 It seems to take Pat a long time to make decisions about certain things. For example. I thought we would
never get approval for the N-105-B. It just took forever and it didn't have to. Poor work relationship with
John.
 Learn more about what's going on across the whole company. Keep us more informed of what's going on at
your level. Sometimes we have to hear things in the halls.
Work on getting along with our VP. Not the easiest thing in the world to do but she has to figure out a way...
 No complaints. She is the best co-worker I have had in this organization. Can't really think of anything to put
here.
 Pat has at least two people in her group who are not pulling their weight. As far as I can tell, nothing is being
done about it. Some of us are working very hard and others are not. Something needs to be done.
Balance your good sense of humor with a better awareness of time/place. But keep your sense of humor.

Others
 No comments were provided

Guide for Interpretation

 How do your comments compare to those of others? What patterns do you see?
 How are the written comments related to feedback you received in the Comprehensive Data section
of this report?
 How are the comments consistent or inconsistent with comments from other sources?

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 4: Supplementary Data

Section 4: Supplementary Data

Greatest Differences Between All Raters and Self Scores

Listed below are the 15 items in Section 1 representing the greatest difference between your Self scores and All
Raters scores.

Item Competency All Raters Self

26. Pushes decision making to the lowest Leading employees 4.11 2.00
appropriate level and develops employees'
confidence in their ability to make those
decisions.

32. Develops employees by providing challenge Leading employees 3.88 2.00

and opportunity.
89. Effectively builds and maintains feedback Career management 3.86 2.00
channels.
25. Provides prompt feedback, both positive and Leading employees 3.78 2.00
negative.
10. Quickly masters new vocabulary and operating Being a quick study 3.70 2.00
rules needed to understand how the business
works.

66. Has a good sense of humor. Putting people at ease 4.70 3.00

11. Learns a new skill quickly. Being a quick study 3.63 2.00

8. Has solid working relationships with higher Strategic perspective 3.56 2.00
management.
33. Sets a challenging climate to encourage Leading employees 3.50 2.00
individual growth.
29. In implementing a change, explains, answers Leading employees 4.33 3.00
questions, and patiently listens to concerns.

61. Is calm and patient when other people have to Compassion and sensitivity 4.25 3.00
miss work due to sick days.

62. Allows new people in a job sufficient time to Compassion and sensitivity 4.25 3.00
learn.
88. Understands the value of a good mentoring Career management 4.25 3.00
relationship.
53. Uses good timing and common sense in Building collaborative 4.14 3.00
negotiating; makes his/her points when the time relationships
is ripe and does it diplomatically.
18. Takes into account peoples' concerns during Change management 4.13 3.00
change.

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 4: Supplementary Data

Highest Rated Items in Leadership Competencies

Listed below are the 15 highest rated items in Section 1 from All Raters.

Item Competency All Raters Self

68. Understands and respects cultural, religious, Respect for differences 4.80 5.00
gender, and racial differences.

71. Is comfortable managing people from different Respect for differences 4.80 4.00
racial or cultural backgrounds.
65. Has a pleasant disposition. Putting people at ease 4.70 5.00

66. Has a good sense of humor. Putting people at ease 4.70 3.00

70. Values working with a diverse group of people. Respect for differences 4.67 4.00

69. Treats people of all backgrounds fairly. Respect for differences 4.60 5.00

82. Has activities and interests outside of career. Balance between personal 4.56 4.00
and work life
81. Acts as if there is more to life than just having a Balance between personal 4.50 5.00
career. and work life
67. Has personal warmth. Putting people at ease 4.40 4.00

83. Does not take career so seriously that his/her Balance between personal 4.38 5.00
personal life suffers. and work life

24. Is willing to delegate important tasks, not just Leading employees 4.33 5.00
things he/she doesn't want to do.

29. In implementing a change, explains, answers Leading employees 4.33 3.00

questions, and patiently listens to concerns.
30. Interacts with staff in a way that results in the Leading employees 4.33 4.00
staff feeling motivated.
1. Does his/her homework before making a Strategic perspective 4.30 4.00
proposal to top management.
78. Does not blame others or situations for his/her Composure 4.30 4.00
mistakes.

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 4: Supplementary Data

Lowest Rated Items in Leadership Competencies

Listed below are the 15 lowest rated items in Section 1 from All Raters.

Item Competency All Raters Self

33. Sets a challenging climate to encourage Leading employees 3.50 2.00
individual growth.

37. Can deal effectively with resistant employees. Confronting problem 3.50 3.00
employees
72. Is prepared to seize opportunities when they Taking initiative 3.50 4.00
arise.
8. Has solid working relationships with higher Strategic perspective 3.56 2.00
management.
15. Leads change by example. Change management 3.56 3.00

40. Is able to fire or deal firmly with loyal but Confronting problem 3.57 4.00
incompetent people without procrastinating. employees

9. Quickly masters new technical knowledge Being a quick study 3.63 4.00
necessary to do the job.
11. Learns a new skill quickly. Being a quick study 3.63 2.00

36. Finds and attracts highly talented and Leading employees 3.63 3.00
productive people.
39. Moves quickly in confronting a problem Confronting problem 3.63 4.00
employee. employees

41. Correctly identifies potential performance Confronting problem 3.63 4.00

problems early. employees

92. Uses mentoring relationships effectively. Career management 3.63 3.00

38. Acts decisively when faced with a tough Confronting problem 3.67 4.00
decision such as laying off workers, even employees
though it hurts him/her personally.
79. Contributes more to solving organizational Composure 3.67 4.00
problems than to complaining about them.
10. Quickly masters new vocabulary and operating Being a quick study 3.70 2.00
rules needed to understand how the business
works.

Additional item(s) had All Raters scores that were tied with the score of last item listed.

©2015 Center for Creative Leadership. All Rights Reserved.

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 Pat Sample

Section 4: Supplementary Data

Highest Rated Items in Problems That Can Stall A Career

Listed below are the 5 highest rated items in Section 2 from All Raters compared to your Boss and Self scores.
Please recall that lower ratings are preferred in this section. Scores of 2.5 or greater indicate potential problem areas.

Item Potential Problem Area All Raters Boss Self

126. A promotion would cause him or Too narrow a functional 2.22 4.00 3.00
her to go beyond their current orientation
level of competence.

127. Is not ready for more Too narrow a functional 2.11 4.00 2.00
responsibility. orientation
116. Does not use feedback to make Difficulty changing or adapting 2.00 4.00 2.00
necessary changes in his/her
behaviors.
110. Cannot adapt to a new boss Difficulty changing or adapting 1.90 2.00 2.00
with a more participative
management style.
103. Does not resolve conflict among Difficulty building and leading 1.89 2.00 2.00
direct reports. a team

©2015 Center for Creative Leadership. All Rights Reserved.

36