Prepared for | Chris Williams

ABC Company
5/23/2017

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 Leadership 360®
Chris Williams
ABC Company

Welcome to Leadership 360®! This powerful process of personal development is designed to provide feedback to
you on 22 leadership practices from your own perspective as well as from the perspectives of your boss (or bosses),
your peers, and your direct reports. This 360 degree feedback data will provide you with an encompassing view of
how you are perceived to operate in your current leadership role.

The Leadership 360® Personal Feedback Report contains your individual feedback profile. It is based upon your
own responses to the Leadership Effectiveness Analysis (LEA) Self Questionnaire, as well as LEA Observer
Questionnaires completed by the following respondents:

Number of Respondents:

1 Boss

5 Peers

3 Direct Reports

To help you understand the degree to which you are currently using the leadership practices being profiled, your
scores have been compared to a large normative database of leaders who have completed the LEA Self
Questionnaire. You will receive scores expressed in terms of percentiles. For example, if you have a score at 75%,
then you scored higher than 75% and the same as or lower than 25% of the people in the normative group. The
specific norms that have been used are:

Normative Groups: North America n=91964 (Jan2012)

Presented by: Management Research Group

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 Introduction

Introduction

Leadership 360® is based on the principle that your development may be helped significantly by your own insights into
the strengths and weaknesses of your leadership approach. The foundation of the Leadership 360® process is diagnostic
feedback: feedback which diagnoses those practices or behaviors that need to be sustained, modified or added to your
leadership repertoire.

The attitude you have toward feedback will strongly influence the usefulness of this analysis. Please keep the following
advice in mind as you proceed through your Personal Feedback Report :

• Use the information as a developmental aid. Avoid viewing your feedback as the final word on your
performance; instead, use it to help plan tactics and strategies to enhance your future effectiveness.

• The leadership practices in your feedback profile are behaviors. Behaviors can be changed; thus, you have
control over the factors that can help you attain maximum effectiveness as a leader.

• Trust the feedback profile’s description of your approach to the leadership role. The Leadership Effectiveness
Analysis questionnaires are proven, professional instruments that do show how individuals actually behave in
leadership roles.

• Do not view high scores as good and low scores as bad. A given leadership orientation is rarely all positive or all
negative. There are potential assets and potential liabilities for both high and low scores. For example, a high
score on Empathy indicates sensitivity to and concern for other people. Alternatively, the strongly empathetic
leader may be seen as avoiding conflict or perhaps having problems handling difficult interpersonal issues.

• Recognize that the aim of the Leadership 360 process is to help you achieve your goal of increased leadership
effectiveness. Your development as a leader will be enhanced through (1) recognizing your strengths and
weaknesses, and (2) designing strategies to enhance strengths and address weaknesses.

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 Introduction

Profile Elements

The following pages present the profiles of your scores on 22 leadership practices, graphically showing your own
perspective as well as the perspectives of your boss(es), peers, and direct reports. To ensure the confidentiality of
individuals providing their input to you, only averaged responses are provided for peers and direct reports. If your
respondents include more than one boss, these responses have also been averaged.

Degree of Rater Agreement

Immediately to the right of the observer graphs the word High, Medium, or Low will appear when an average consists of
at least 2 observers. This reflects the consistency of agreement among your observers on each of the leadership practices.
High agreement means that the scores of 75% or more of your observers are clustered within 25 points of each other.
Medium agreement means that the scores of 50 – 74% of your observers are similarly clustered. Low agreement means
that the scores of fewer than 50% of your observers fell within a 25 point range. High agreement among your observers
suggests that you are impacting them in about the same way. Low agreement, on the other hand, suggests that the
nature of your relationships with the individual observers may be different and therefore they react to you differently.

Using the Resource Guide

The LEA Resource Guide has been included as a part of your feedback package to help you interpret your feedback and
create your action plans. This booklet provides extensive interpretive information on each of the 22 leadership practices,
as well as concrete coaching suggestions for strengthening and improving your relationships with your boss, peers, and
direct reports. Also contained in this booklet are guidelines and exercises for analyzing your feedback data and setting
developmental priorities, and detailed action planning guides for your use in creating your developmental action plans.
The LEA Resource Guide can be a valuable tool in assisting you to process your feedback data. Here are some
suggestions for using the Resource Guide:

Before you open your Personal Feedback Report and begin to process your feedback data, turn to page 5 in the
Resource Guide and read the information on "Analyzing Observer Feedback." This will help you to interpret the
meaning of your observers' perceptions of you.

As you review your feedback data in your Personal Feedback Report, refer to the appropriate pages in the LEA Resource
Guide for further information on each of the 22 leadership practices, or sets. Become more familiar with each of the sets
by:
• reading the interpretations of lower and higher scores;
• transferring your self score (and/or observer scores, if you wish) to the percentile graphs provided;
• reading the Potential Assets and Potential Liabilities of lower and higher scores, and highlighting the ones that
seem especially relevant for you;
• reading the General Coaching Suggestions, and marking those that would be useful for you to consider;

Once you have thoroughly reviewed your personal feedback data and are ready to begin your action planning, refer to
the LEA Resource Guide again. The specific coaching suggestions provided for each set should be very helpful to you in
creating your developmental action plans.

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 Creating a Vision

The world of the modern organization is complex, filled with challenges as well as exciting opportunities. In order to
survive and prosper, an organization must have the enthusiastic commitment of its members, with their imagination
and potential for independent thinking fully focused on its tasks, problems, and opportunities.

All members of the organization are being asked to evaluate issues in their areas and offer better ways of responding.
While this is especially true for the leaders, it is also true for individual contributors. Each person has the power to
create new visions and new realities for the organization. Clearly, the organization will need to provide a climate that
invites the participation of all. Nevertheless, each person can take the initiative in thinking through and evaluating the
problems, opportunities and situations encountered every day in a way that is unique to him or her.

The five Sets involved in Creating a Vision are:

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Conservative
Studying problems in light of past practices to ensure predictability, reinforce the status quo and minimize risk.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Less focused on what has worked in the Respect tradition; rely on past practices;
past; do not rely on precedents; less build on knowledge gained through
concern for acting cautiously experience

Innovative
Feeling comfortable in fast-changing environments; being willing to take risks and to consider new and untested
approaches.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Less attracted to exploring new ideas or Welcome new ideas and perspectives;
approaches; leave well enough alone; comfortable with change; willing to take
avoid unnecessary risk-taking risks; experimental attitude

Technical
Acquiring and maintaining in-depth knowledge in your field or area of focus; using your expertise and specialized
knowledge to study issues in depth and draw conclusions.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Prefer the role of generalist; less Emphasize in-depth knowledge; stay
concerned with acquiring and utilizing up-to-date in your field; base decisions on
specific technical expertise specific technical expertise

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Self
Emphasizing the importance of making decisions independently; looking to yourself as the prime vehicle for decision
making.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Influenced by others; less likely to make See yourself as source of decisions; highly
decisions entirely on your own; may be independent thinker; want to do things on
team-minded your own

Strategic
Taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking
ahead and planning.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Focus on the present; trust your instincts Take an analytical approach; plan ahead;
rather than analyze decisions; may take a think through the implications of decisions;
highly focused or short-term view project into the future

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 Developing Followership

Organizations are built upon interdependent relationships. In order to make their best contribution, leaders have to
get others to respond positively to their ideas and efforts. The ability to influence others comes more from the
strength of one's logic, insight, imagination, and communication skills than from specific position power granted by
the organization. In fact, the higher one is in the hierarchy, the less appropriate authoritarian behaviors become in
gaining the loyalty and dedication of independent thinking and talented people.

There is a parallel between the challenge facing managers when trying to influence areas other than their own, and
the opportunity that exists for individual contributors to be persuasive with their peers and superiors. And, as more
and more organizations accept the idea of empowering people at all levels, the opportunity to influence upper level
management decisions becomes ever greater.

The four Sets involved in Developing Followership are:

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Persuasive
Building commitment by convincing others and winning them over to your point of view.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
May not see a need to sell your ideas; may Use language effectively to convince
use language to describe rather than others; work to sell ideas and win people
convince over

Outgoing
Acting in an extroverted, friendly and informal manner; showing a capacity to quickly establish free and easy
interpersonal relationships.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Are more difficult to get to know; more Very friendly; meet people easily; adopt an
inner-directed; interpersonal style more informal and easy manner
role-dependent

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Excitement
Operating with a good deal of energy, intensity and emotional expression; having a capacity for keeping others
enthusiastic and involved.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Display less emotional energy; more Are lively and dynamic; create enthusiasm;
understated and subdued display emotions easily

Restraint
Maintaining a low-key, understated and quiet interpersonal demeanor by working to control your emotional
expression.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports Low

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Do not restrain emotions; act Work to keep your feelings under control;
spontaneously try to stay calm and reserved

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 Implementing the Vision

Once objectives have been set and people have become convinced of their value and practicality, there remains the
matter of setting things in motion. One must communicate the part that others will play; get individuals to take
responsibility; obtain the necessary training; set standards for judging success; and develop systems and procedures to
support the total effort. These elements are necessary to ensure that the efforts of one unit are integrated with those
of another.

The four Sets involved in Implementing The Vision are:

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Structuring
Adopting a systematic and organized approach; preferring to work in a precise, methodical manner; developing and
utilizing guidelines and procedures.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Are flexible; may be disorganized; do not Are organized, precise and methodical; set
prefer structured, systematic approaches guidelines; work well with systems and
procedures

Tactical
Emphasizing the production of immediate results by focusing on short-range, hands-on, practical strategies.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Stay more removed from day-to-day A hands-on doer; act quickly; like to be in
activities; place less importance on reacting the center of the action; pragmatic
quickly to opportunities business interests; utilitarian

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Communication
Stating clearly what you want and expect from others; clearly expressing your thoughts and ideas; maintaining a precise
and constant flow of information.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Provide less information; work on a “need Are explicit about expectations; keep
to know” basis everyone informed; express ideas clearly

Delegation
Enlisting the talents of others to help meet objectives by giving them important activities and sufficient autonomy to
exercise their own judgment.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Retain responsibility and authority; prefer Will allow others to help reach objectives;
to do things yourself give the freedom to make mistakes; help
others develop

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 Following Through

The function of Following Through assumes great importance in ensuring that things will happen according to plan.
Despite the best intentions, problems can arise which frustrate and impede the process of achieving desired results.
The person whose responsibility it is to complete the project may come face to face with the fact that promises have
not been kept; mistakes have been made in planning; assumptions have proved to be invalid. He or she will need to
ask the tough questions, face disagreements and resolve them constructively. New procedures and goals may have to
be set, and new assignments made in order to get the most from the resources available. When issues are faced
constructively, creative solutions to problems often emerge.

The two Sets involved in Following Through are:

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Control
Adopting an approach in which you take nothing for granted, set deadlines for certain actions and are persistent in
monitoring the progress of activities to ensure that they are completed on schedule.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Less likely to engage in follow-up Are persistent; stay with goals; monitor
activities; allow others to follow through tasks very closely
on their own

Feedback
Letting others know in a straightforward manner what you think of them, how well they have performed and if they
have met your needs and expectations.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Provide little feedback to others; do not let Let people know how they are doing; give
others know what you really think; less feedback that is frank and direct
direct

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 Achieving Results

Increasingly, individuals in today's organizations are being asked to accomplish more with fewer resources. Whether or
not they have explicit position authority, they are being asked to take charge and deliver higher levels of performance.
They must set challenging goals, stay focused on results, and build an achieving climate in which everyone is
encouraged to make his or her maximum contribution.

To achieve results, today's leaders must challenge themselves and others to expand their efforts, break down the
barriers to success and exceed expectations.

The three Sets involved in Achieving Results are:

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Management Focus
Seeking to exert influence by being in positions of authority, taking charge, and leading and directing the efforts of
others.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Less emphasis on taking charge and Willing to take command; enjoy managing
directing others; may prefer being an people, being influential, accomplishing
individual contributor results through others

Dominant
Pushing vigorously to achieve results through an approach which is forceful, assertive and competitive.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Look for win/win solutions; prefer not to Highly competitive and aggressive; can be
be forceful or competitive; may be more authoritative; want to win
accommodating

Production
Adopting a strong orientation toward achievement; holding high expectations for yourself and others; pushing yourself
and others to achieve at high levels.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Give wide latitude for individual standard Expect a great deal from yourself and
setting; less apt to demand high others; set high goals and work hard to
performance from others achieve them

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 Team Playing

It is extremely difficult, if not impossible, for individuals to achieve major goals and objectives completely on their
own. Leaders at all levels need the support of others to reach their objectives. They also find themselves in the
reciprocal position of acting as followers and supporting the leadership efforts of others. Developing and using their
abilities as followers may contribute greatly to the success of their organization. In addition, they are likely to gain
more cooperation from others as a result of their dedication to their colleagues' projects and goals.

The skills and perspectives associated with the follower's role include being an effective group member, developing
one's ability to influence senior management, and working effectively across unit boundaries. The individual who is
able to develop positive and trusting relationships throughout the organization is often considered for even more
responsibility in the future.

The four Sets involved in Team Playing are:

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Cooperation
Accommodating the needs and interests of others by being willing to defer performance on your own objectives in
order to assist colleagues with theirs.
Rater
Self
Agreement

Boss(es)

Peers High

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Less willing to compromise or just go Will accommodate and help others in
along; not inclined to put aside your own organization; willing to compromise; can
interests to help others be a good team member

Consensual
Valuing the ideas and opinions of others and collecting their input as part of your decision-making process.
Rater
Self
Agreement

Boss(es)

Peers Low

Direct Reports Low

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Do not actively seek input from others Ask for input and advice from others;
before making decisions respect and value others’ ideas

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Authority
Showing loyalty to the organization; respecting the ideas and opinions of people in authority and using them as
resources for information, direction, and decisions.
Rater
Self
Agreement

Boss(es)

Peers Medium

Direct Reports Medium

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Less likely to be influenced by those in Will consult superiors and defer to people
authority; less willing to accept rules or in authority; will follow the rules; loyal to
decisions without questioning the organization

Empathy
Demonstrating an active concern for people and their needs by forming close and supportive relationships with others.
Rater
Self
Agreement

Boss(es)

Peers Low

Direct Reports High

LOW LOW-MID MID-RANGE HI-MID HIGH

0% 20% 40% 60% 80% 100%
Maintain a certain distance from others; Sincerely care about people; work to
can be somewhat aloof develop close bonds with others; project
warmth and acceptance

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Role Requirements

Strategic Directions for: ABC Company

You have now received feedback on the 22 leadership practices measured by the LEA. This feedback has given you a
diagnostic picture of your approach to your leadership role at this time. In order to make the most of this feedback, it will
be important for you to determine which elements of your profile represent your particular strengths and which represent
developmental opportunities.

Just as every individual is unique, so is every organization. Organizations, like individuals, have different personalities,
needs and objectives. These factors help define the specific leadership practices that will be needed within the
organization in order to support and achieve its business goals and objectives.

Recently, a group of key executives from your organization engaged in a process called Strategic Directions. The purpose
of the Strategic Directions Process was to determine which of the 22 LEA leadership practices will be essential for the
overall organization - practices that must be developed, strengthened and modeled by the organization's leadership talent
in order to achieve its corporate strategy and business objectives. This group determined that several LEA sets represent
high priority leadership practices.

The following page presents a Leadership Effectiveness Analysis profile showing the Strategic Directions for ABC Company.

This information is presented as a gray box on the scale for each leadership practice designated as a Strategic Direction for
your organization. The gray box represents the ideal or "target" range which the organization wants its members to
achieve as individuals on that particular leadership practice.

Review these Strategic Directions and keep them in mind as you study the rest of your Personal Feedback Report and begin
your developmental action planning. Because the Strategic Directions represent key priorities for the overall organization,
you may find them to be especially helpful in guiding your thinking and establishing your own priorities.

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 Strategic Directions Profile

Strategic Directions Profile

LOW LOW-MID MID-RANGE HI-MID HIGH

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+

Conservative

Creating a Vision Innovative

Technical

Self

Strategic 60 80

Persuasive 60 80

Developing Outgoing
Followership

Excitement

Restraint

Structuring

Implementing the Tactical

Vision

Communication 60 85

Delegation

Control

Following Through Feedback 60 85

Management Focus 60 85

Achieving Results Dominant

Production 60 85

Cooperation

Team Playing Consensual 55 75

Authority

Empathy

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Profile Review

This section of your Personal Feedback Report will provide interpretive reviews of your boss, peer, and direct report
feedback data. The purpose of these interpretive reviews is to help you understand and focus on the key points in each
observer group's perceptions of your leadership practices. For each observer group, the review will consist of the
following elements:

Perceptions: A series of statements outlining the major interpretive points suggested by the feedback of the specific
observer group.

Developmental Opportunities: Several issues suggested by the perceptions of the specific observer group that indicate
potential liabilities requiring developmental attention.

Comparative Profile: A one page LEA profile comparing your self reported scores to the scores of each observer group.

In addition, a one page LEA profile is provided that shows all 22 of your own scores together with all of the observer
scores available for your report.

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 Perceptions

Perceptions of your Boss

The following summary presents the major interpretive points suggested by your Boss responses. This information
is derived from an analysis of very high and very low scores in various combinations. Information which may appear
to be "missing" reflects only that the scores being analyzed for any specific interpretive statement did not reach a
level above 70% or below 40%. As you read these statements, you may wish to mark or highlight those you agree
represent significant aspects of your leadership approach, or those you would like to explore further in your
developmental planning. From the perspective of your Boss, you are seen as:

£ Strongly oriented toward the energizing, motivating aspects of leadership, but not
always knowing exactly where things are headed or how to get there.
£ Not particularly oriented toward being analytical or paying careful attention to potential
implications and contingencies.
Creating a £ Not one to share a lot of information or outline plans and goals; inclined to let others
Vision figure things out for themselves.
£ Willing to let others do the strategizing.

£ A persuasive individual who tends to depend upon instinct and intuition about an issue,
but who has an ability for convincing others and bringing them along.
£ Emotionally expressive when trying to persuade others; using enthusiasm, energy and
emotional intensity in order to be more convincing.
Developing £ Emotionally expressive and reactive; openly spontaneous and energetic; making little
Followership effort to restrain or conceal emotions.
£ Placing more emphasis on communicating in a convincing, persuasive and influential
fashion than on communicating simply to share information.

£ Working on a day-to-day basis, without paying much attention to the long-range aspects
of a problem or the specific details of how tasks are to be accomplished.
£ Flexible and adaptable, but perhaps disorganized; not tied to doing things the way they
have always been done or likely to outline specific, step-by-step processes for task
Implementing accomplishment.
the Vision £ Hands-on and involved in day-to-day action; willing to jump in and do what is necessary
to get things done; impatient with structure, detail and organization, and unlikely to set
up systems that will eliminate recurring problems.
£ Focusing on short-term task accomplishment rather than planning and analyzing longer
term and broader implications; a hands-on doer with a strong orientation towards
approaches that are practical and results-oriented.

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 Boss Perceptions

£ Frequently having to resolve problems that arise because the implications of activities
have not been well thought through and progress on delegated assignments has not
been tracked.
£ Making little effort to establish or use structured, formal control systems to monitor and
Following follow up on activities and assignments.
Through £ Using energy and enthusiasm to motivate others and gain their emotional commitment,
but placing little emphasis on following up to make sure work is performed as expected.
£ Using persuasive abilities to gain the commitment of others in implementing plans, but
expecting them to do the work correctly and on time without needing to be monitored.

£ Setting high standards for producing a large quantity of work and getting immediate
results; tending to worry about today's problems without giving a great deal of thought
to what might happen tomorrow.
£ Setting high performance standards and showing emotional intensity in pushing for high
Achieving level achievement.
Results £ Comfortable taking charge of a group, but operating on an intuitive basis rather than
using a logical, rational framework and seeking to understand how various areas within
the organization interrelate.
£ Willing to push others to achieve according to personal high standards of performance,
even if these are higher than the expectations of superiors.

£ Often skeptical initially but, once convinced, an effective presenter of organizational

views.
£ A nonconformist who tends to work outside of the traditional hierarchy; not inclined to
look to superiors or to organizational tradition for direction and guidance.
Team Playing £ Inclined to question the long-range strategies of others and to rely more on personal
instinct and intuition than on in-depth analysis and planning.
£ Not always willing to accept decisions that are handed down, but tending to keep quiet
about objections rather than communicating about them openly.

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 Boss Developmental Opportunities

Developmental Opportunities
Based on the perceptions of your Boss, you may want to explore the following issues to determine whether they
represent potential liabilities. You may find that you will gain more from your developmental effort and attention if
you focus on the practical implications of the lower scores you received on the following:

Description: In your leadership approach, you tend to focus more on the present than on the
longer term implications of issues. You may be realistic and practical; you are likely to prefer
pragmatic action to exhaustive analysis and planning. However, your professional development
may require that you pay more attention to examining the longer-term and broader
consequences of your actions and decisions. You may need to view the organization from a
5 wider perspective and place more emphasis upon planning and anticipating problems and
outcomes. You may need to see how your particular role is connected to the strategic
STRATEGIC
objectives of the larger organization and then use this knowledge base as a framework for
your decisions..
Action: To address this issue, you may wish to strengthen your use of the Strategic Set. Please
refer to your LEA Resource Guide

Description: You may be perceived as communicating in a concise manner. Rather than

burdening people with too much information, you may tell others only what you think they
need to know. However, your lower orientation toward communication may result in others
seeing you as holding back information which may be of value to them. In addition, you may
inadvertently cause confusion or anxiety if you do not clearly and fully articulate your
20 expectations of others. You may need to place greater emphasis on the whole process of
communication. You might consider expressing your views, thoughts and ideas more often as
COMMUNICATION
well as providing others with more information; you may need to pay particular attention to
being clear and specific about what you need from and expect of others.
Action: To address this issue, you may wish to strengthen your use of the Communication Set.
Please refer to your LEA Resource Guide

Description: In your approach to decision making, you do not tend to invite others to provide
you with input and advice. You may believe that you have all the information you need to
make a decision, or that you must make decisions quickly and don't have the time to involve
others. However, your independent style may be giving others the impression that you do not
value their knowledge and opinions as much as your own. By placing little emphasis on
35 gathering input from others, you may negatively affect the overall quality of your decisions.
Or, you may make decisions without gaining the full commitment of the people who are
CONSENSUAL
expected to implement them. You may need to pay more attention to proactively seeking and
using the expertise, information and opinions that others have to offer.
Action: To address this issue, you may wish to strengthen your use of the Consensual Set. Please
refer to your LEA Resource Guide

Description: Your approach to getting things done may be characterized by adaptability and
flexibility. Rather than specifying exactly how tasks should be accomplished, you are likely to
be open to suggestion or to let others decide for themselves. Your flexibility, however, may be
achieved at the expense of being organized and using structured, systematic approaches. You
may tend to create confusion or be somewhat crisis-driven, and this is likely to make it difficult
5 for the administrative staff to support you. You may find that becoming more organized and
methodical could increase the efficiency and effectiveness of your efforts. You might also find
STRUCTURING
that you could help others to be more efficient and effective by giving them more specific
direction and a stronger sense for procedure.
Action: To address this issue, you may wish to strengthen your use of the Structuring Set. Please
refer to your LEA Resource Guide

5/23/2017 | ABC Company | Chris Williams 30

-- SAMPLE --
 Self vs. Boss Comparative Profile

Self Boss(es)

LOW LOW-MID MID-RANGE HI-MID HIGH

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+

Conservative

Creating a Vision Innovative

Technical

Self

Strategic

Persuasive

Developing Outgoing
Followership
Excitement

Restraint

Structuring

Implementing the Tactical

Vision
Communication

Delegation

Control

Following Through Feedback

Management Focus

Achieving Results Dominant

Production

Cooperation

Team Playing Consensual

Authority

Empathy

5/23/2017 | ABC Company | Chris Williams 31

-- SAMPLE --
 Perceptions

Perceptions of your Peers

The following summary presents the major interpretive points suggested by your Peers responses. This information
is derived from an analysis of very high and very low scores in various combinations. Information which may appear
to be "missing" reflects only that the scores being analyzed for any specific interpretive statement did not reach a
level above 70% or below 40%. As you read these statements, you may wish to mark or highlight those you agree
represent significant aspects of your leadership approach, or those you would like to explore further in your
developmental planning. From the perspective of your Peers, you are seen as:

£ Not one to share a lot of information or outline plans and goals; inclined to let others
figure things out for themselves.
£ Strongly oriented toward the energizing, motivating aspects of leadership, but not
always knowing exactly where things are headed or how to get there.
Creating a £ Not particularly oriented toward being analytical or paying careful attention to potential
Vision implications and contingencies.
£ Using a more intuitive approach to problem solving, relying on instinct rather than
in-depth knowledge or analysis of facts and information.

£ Placing more emphasis on communicating in a convincing, persuasive and influential

fashion than on communicating simply to share information.
£ A persuasive individual who tends to depend upon instinct and intuition about an issue,
but who has an ability for convincing others and bringing them along.
Developing £ Emotionally expressive and reactive; openly spontaneous and energetic; making little
Followership effort to restrain or conceal emotions.
£ A sociable, friendly individual who emphasizes the importance of interpersonal
relationships rather than spending time in exhaustive planning and analysis.

£ Not highly organized; not inclined either to use policies and procedures or to
communicate clear and adequate information to others in order to implement plans and
decisions.
£ Working on a day-to-day basis, without paying much attention to the long-range aspects
Implementing of a problem or the specific details of how tasks are to be accomplished.
the Vision £ One who believes in communicating only what others need to know, but is spontaneous
and unreserved in delivering this information.
£ One who often depends on non-verbal cues and emotions to get a point across.

5/23/2017 | ABC Company | Chris Williams 32

-- SAMPLE --
 Peer Perceptions

£ Not likely to provide others with information about expectations, yet giving a good deal
of feedback on their job performance efforts, perhaps causing them to be surprised by
the feedback and unable to relate it to expectations.
£ Giving feedback in an informal, unplanned manner rather than on the basis of a rational
Following underlying strategy.
Through £ Delivering a good deal of feedback to others in a manner that is very direct, spontaneous
and straightforward, and allows emotions to show through.

£ Preferring to lead by example; identified with the leadership role, but not highly
communicative; one who tries to get messages across with a minimum of time, words or
formal meetings.
£ Comfortable taking charge of a group, but operating on an intuitive basis rather than
Achieving using a logical, rational framework and seeking to understand how various areas within
Results the organization interrelate.
£ Adopting a rather authoritative approach to the leadership role; feeling a personal
responsibility for making decisions, and using an overtly assertive and directive manner
to ensure these decisions are carried out.
£ A take-charge leader who operates with a high level of emotional intensity and
emphasizes the energizing, motivational aspects of the leadership role.

£ Inclined to question the long-range strategies of others and to rely more on personal
instinct and intuition than on in-depth analysis and planning.
£ Taking a strongly assertive and competitive stance with others; willing to challenge
others over conflicting goals and objectives.
Team Playing £ Comfortable taking a leadership position in order to reach personal goals and objectives;
not inclined to play the part of helpful teammate, or to try to facilitate results through a
group or team effort.
£ One who communicates quite sparingly and is not overly concerned about seeking input
from others; keeping your own counsel.

5/23/2017 | ABC Company | Chris Williams 33

-- SAMPLE --
 Peer Developmental Opportunities

Developmental Opportunities
Based on the perceptions of your Peers, you may want to explore the following issues to determine whether they
represent potential liabilities. You may find that you will gain more from your developmental effort and attention if
you focus on the practical implications of the lower scores you received on the following:

Description: In your leadership approach, you tend to focus more on the present than on the
longer term implications of issues. You may be realistic and practical; you are likely to prefer
pragmatic action to exhaustive analysis and planning. However, your professional development
may require that you pay more attention to examining the longer-term and broader
consequences of your actions and decisions. You may need to view the organization from a
5 wider perspective and place more emphasis upon planning and anticipating problems and
outcomes. You may need to see how your particular role is connected to the strategic
STRATEGIC
objectives of the larger organization and then use this knowledge base as a framework for
your decisions..
Action: To address this issue, you may wish to strengthen your use of the Strategic Set. Please
refer to your LEA Resource Guide

Description: You may be perceived as communicating in a concise manner. Rather than

burdening people with too much information, you may tell others only what you think they
need to know. However, your lower orientation toward communication may result in others
seeing you as holding back information which may be of value to them. In addition, you may
inadvertently cause confusion or anxiety if you do not clearly and fully articulate your
5 expectations of others. You may need to place greater emphasis on the whole process of
communication. You might consider expressing your views, thoughts and ideas more often as
COMMUNICATION
well as providing others with more information; you may need to pay particular attention to
being clear and specific about what you need from and expect of others.
Action: To address this issue, you may wish to strengthen your use of the Communication Set.
Please refer to your LEA Resource Guide

Description: In your approach to decision making, you do not tend to invite others to provide
you with input and advice. You may believe that you have all the information you need to
make a decision, or that you must make decisions quickly and don't have the time to involve
others. However, your independent style may be giving others the impression that you do not
value their knowledge and opinions as much as your own. By placing little emphasis on
35 gathering input from others, you may negatively affect the overall quality of your decisions.
Or, you may make decisions without gaining the full commitment of the people who are
CONSENSUAL
expected to implement them. You may need to pay more attention to proactively seeking and
using the expertise, information and opinions that others have to offer.
Action: To address this issue, you may wish to strengthen your use of the Consensual Set. Please
refer to your LEA Resource Guide

Description: Your approach to getting things done may be characterized by adaptability and
flexibility. Rather than specifying exactly how tasks should be accomplished, you are likely to
be open to suggestion or to let others decide for themselves. Your flexibility, however, may be
achieved at the expense of being organized and using structured, systematic approaches. You
may tend to create confusion or be somewhat crisis-driven, and this is likely to make it difficult
5 for the administrative staff to support you. You may find that becoming more organized and
methodical could increase the efficiency and effectiveness of your efforts. You might also find
STRUCTURING
that you could help others to be more efficient and effective by giving them more specific
direction and a stronger sense for procedure.
Action: To address this issue, you may wish to strengthen your use of the Structuring Set. Please
refer to your LEA Resource Guide

5/23/2017 | ABC Company | Chris Williams 34

-- SAMPLE --
 Self vs. Peers Comparative Profile

Self Peers

LOW LOW-MID MID-RANGE HI-MID HIGH

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+

Conservative

Creating a Vision Innovative

Technical

Self

Strategic

Persuasive

Developing Outgoing
Followership
Excitement

Restraint

Structuring

Implementing the Tactical

Vision
Communication

Delegation

Control

Following Through Feedback

Management Focus

Achieving Results Dominant

Production

Cooperation

Team Playing Consensual

Authority

Empathy

5/23/2017 | ABC Company | Chris Williams 35

-- SAMPLE --
 Perceptions

Perceptions of your Direct Reports

The following summary presents the major interpretive points suggested by your Direct Reports responses. This
information is derived from an analysis of very high and very low scores in various combinations. Information
which may appear to be "missing" reflects only that the scores being analyzed for any specific interpretive
statement did not reach a level above 70% or below 40%. As you read these statements, you may wish to mark or
highlight those you agree represent significant aspects of your leadership approach, or those you would like to
explore further in your developmental planning. From the perspective of your Direct Reports, you are seen as:

£ Strongly oriented toward the energizing, motivating aspects of leadership, but not
always knowing exactly where things are headed or how to get there.
£ Not particularly oriented toward being analytical or paying careful attention to potential
implications and contingencies.
Creating a £ Showing a good deal of confidence in personally held views and opinions; willing to be
Vision independent and self-directed, and not likely to ask others for information and input.
£ Reacting to immediate issues on an intuitive rather than a rational, logical basis, but not
always anticipating the consequences of ideas; one who has a strong sense of self and
must respect others before deferring to them.

£ Using a strongly persuasive and assertive stance to convince others; taking a dominant
and competitive position to gain influence.
£ Emotionally expressive when trying to persuade others; using enthusiasm, energy and
emotional intensity in order to be more convincing.
Developing £ Emotionally expressive and reactive; openly spontaneous and energetic; making little
Followership effort to restrain or conceal emotions.
£ A persuasive individual who tends to depend upon instinct and intuition about an issue,
but who has an ability for convincing others and bringing them along.

£ Flexible and adaptable, but perhaps disorganized; not tied to doing things the way they
have always been done or likely to outline specific, step-by-step processes for task
accomplishment.
£ Working on a day-to-day basis, without paying much attention to the long-range aspects
Implementing of a problem or the specific details of how tasks are to be accomplished.
the Vision £ One who often depends on non-verbal cues and emotions to get a point across.
£ Not highly organized; not inclined either to use policies and procedures or to
communicate clear and adequate information to others in order to implement plans and
decisions.

5/23/2017 | ABC Company | Chris Williams 36

-- SAMPLE --
 Direct Report Perceptions

£ Adopting a rather authoritative approach to the leadership role; feeling a personal

responsibility for making decisions, and using an overtly assertive and directive manner
to ensure these decisions are carried out.
£ A take-charge leader who operates with a high level of emotional intensity and
Achieving emphasizes the energizing, motivational aspects of the leadership role.
Results £ Setting high performance standards and showing emotional intensity in pushing for high
level achievement.
£ Identified with achieving results through others, and adept at using persuasive abilities
to gain the acceptance of others and build their commitment toward achieving goals and
objectives.

£ Taking a strongly assertive and competitive stance with others; willing to challenge
others over conflicting goals and objectives.
£ Comfortable taking a leadership position in order to reach personal goals and objectives;
not inclined to play the part of helpful teammate, or to try to facilitate results through a
Team Playing group or team effort.
£ Inclined to question the long-range strategies of others and to rely more on personal
instinct and intuition than on in-depth analysis and planning.
£ Having a more competitive than collaborative approach; ready to play an assertive role in
order to steer the group in a specific direction.

5/23/2017 | ABC Company | Chris Williams 37

-- SAMPLE --
 Direct Report Developmental Opportunities

Developmental Opportunities
Based on the perceptions of your Direct Reports, you may want to explore the following issues to determine whether
they represent potential liabilities. You may find that you will gain more from your developmental effort and
attention if you focus on the practical implications of the lower scores you received on the following:

Description: In your leadership approach, you tend to focus more on the present than on the
longer term implications of issues. You may be realistic and practical; you are likely to prefer
pragmatic action to exhaustive analysis and planning. However, your professional development
may require that you pay more attention to examining the longer-term and broader
consequences of your actions and decisions. You may need to view the organization from a
15 wider perspective and place more emphasis upon planning and anticipating problems and
outcomes. You may need to see how your particular role is connected to the strategic
STRATEGIC
objectives of the larger organization and then use this knowledge base as a framework for
your decisions..
Action: To address this issue, you may wish to strengthen your use of the Strategic Set. Please
refer to your LEA Resource Guide

Description: In your approach to decision making, you do not tend to invite others to provide
you with input and advice. You may believe that you have all the information you need to
make a decision, or that you must make decisions quickly and don't have the time to involve
others. However, your independent style may be giving others the impression that you do not
value their knowledge and opinions as much as your own. By placing little emphasis on
15 gathering input from others, you may negatively affect the overall quality of your decisions.
Or, you may make decisions without gaining the full commitment of the people who are
CONSENSUAL
expected to implement them. You may need to pay more attention to proactively seeking and
using the expertise, information and opinions that others have to offer.
Action: To address this issue, you may wish to strengthen your use of the Consensual Set. Please
refer to your LEA Resource Guide

Description: You may be perceived as communicating in a concise manner. Rather than

burdening people with too much information, you may tell others only what you think they
need to know. However, your lower orientation toward communication may result in others
seeing you as holding back information which may be of value to them. In addition, you may
inadvertently cause confusion or anxiety if you do not clearly and fully articulate your
30 expectations of others. You may need to place greater emphasis on the whole process of
communication. You might consider expressing your views, thoughts and ideas more often as
COMMUNICATION
well as providing others with more information; you may need to pay particular attention to
being clear and specific about what you need from and expect of others.
Action: To address this issue, you may wish to strengthen your use of the Communication Set.
Please refer to your LEA Resource Guide

Description: In your leadership role, you may believe that you make the best contribution to
the organization by concentrating your attention on your own accountabilities. You may not
view being helpful to others and accommodating or deferring to their interests and needs as a
high priority. Your strong focus on your own activities may operate as both a strength and a
weakness. Your approach may be a bit too singular and isolated; you may not fully recognize
5 when it is important to collaborate or compromise for the good of the group or the
organization. You might wish to consider the benefits of cooperation and look for ways to
COOPERATION
build more helpful, supportive alliances with your key constituents.
Action: To address this issue, you may wish to strengthen your use of the Cooperation Set.
Please refer to your LEA Resource Guide

5/23/2017 | ABC Company | Chris Williams 38

-- SAMPLE --
 Self vs. Direct Reports Comparative Profile

Self Direct Reports

LOW LOW-MID MID-RANGE HI-MID HIGH

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+

Conservative

Creating a Vision Innovative

Technical

Self

Strategic

Persuasive

Developing Outgoing
Followership
Excitement

Restraint

Structuring

Implementing the Tactical

Vision
Communication

Delegation

Control

Following Through Feedback

Management Focus

Achieving Results Dominant

Production

Cooperation

Team Playing Consensual

Authority

Empathy

5/23/2017 | ABC Company | Chris Williams 39

-- SAMPLE --
 Self vs. Observers Comparative Profile

Self Boss(es) Peers Direct Reports

LOW LOW-MID MID-RANGE HI-MID HIGH

Creating a
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+
Vision

Conservative

Innovative

Technical

Self

Strategic

LOW LOW-MID MID-RANGE HI-MID HIGH

Developing
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+
Followership

Persuasive

Outgoing

Excitement

Restraint

LOW LOW-MID MID-RANGE HI-MID HIGH

Implementing
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+
the Vision

Structuring

Tactical

Communication

Delegation

5/23/2017 | ABC Company | Chris Williams 40

-- SAMPLE --
 Self vs. Observers Comparative Profile

Self Boss(es) Peers Direct Reports

LOW LOW-MID MID-RANGE HI-MID HIGH

Following
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+
Through

Control

Feedback

LOW LOW-MID MID-RANGE HI-MID HIGH

Achieving
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+
Results

Management Focus

Dominant

Production

LOW LOW-MID MID-RANGE HI-MID HIGH

Team Playing
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 96+

Cooperation

Consensual

Authority

Empathy

5/23/2017 | ABC Company | Chris Williams 41

-- SAMPLE --
-- SAMPLE --
For North and South America,
Australia, New Zealand, and Asia

Management Research Group, Inc.

14 York Street, Suite 301
Portland, Maine 04101 USA
Telephone: 207.775.2173

For Europe, Middle East, and Africa

Management Research Group, Inc.
Suite 16, The Mall, Beacon Court
Sandyford, Dublin D18, South Co, Ireland
Telephone: +353.1.280.4430

Website: www.mrg.com

-- SAMPLE --