1. business and industrial

360° Feedback Report - Emotional Intelligence
Samuel Sample
June 2011
© Team Focus Ltd 2010
© Team Focus Ltd 2010
1. Purpose of this report
3. The competency model
This report is based on the answers to the questionnaire you completed plus the
answers of others who were asked to contribute their own perceptions about you.
The report is designed to:
• give you some feedback concerning the way your skills, abilities and style
are seen by others
• allow you to compare the perceptions of others with your own perceptions
• provide a basis for discussion with others - your boss, your own team
members, your peers or a member of the central HR department - so
that you may gain a full intrpretation of the results, something which will
then enable you to develop your skills and abilities to meet both your
career needs and requirements of your employer.
The report is based on a hierachical model of competency. At the lowest level of
the hierarchy are the basic underlying competencies. These are fairly specific
areas of skill, ability or style. Above this level are 'clusters' of competencies.
Clusters are simply groupings of the lower level competencies. These clusters
are then grouped into competency 'areas'. Areas are at the highest level of the
competency model and represent very broadly defined areas of skill, ability or
style.
While this 3-level competency model is used in most reports, some reports use
only a 2-level model consisting of just competencies and competency clusters. In
some cases, just a single level consisting only of competencies is used.
4. Important points to keep in mind
• help you prepare a positive and worthwhile Personal Development Plan
2. The data on which this report is based
There were a number of people who answered the questionnaire in order to give
you their view of your skills/abilities. Their responses were analysed to give
information on a number of distinct areas which have been identified as relevant
to your work. The people in the sample can be described as shown below:
• Self
1
• Manager
1
• Direct Reports
3
• Peers
2
© Team Focus Ltd 2010
It must be remembered when reading this report that it is based on the results
of questionnaires administered to a group of several people, each of whom
have offered their perceptions and judgements about the skills, attributes and
style of the person being appraised. The results are not intended to be an
objective assessment of the person. Rather, they reflect the perceptions of
the people involved and this should therefore be seen only as a starting point
to examine the real strengths the person demonstrates and those areas which
others consider to be in need of development. When reading this report, you
should try to bear the following points in mind:
1.
The accuracy of the report is limited by the accuracy of the
judgements of the people asked to complete the questionnaire.
2.
All judgements are prone to error and part of the reason for this is that
not everyone will have had the opportunity to see the person in
question demonstrating all their skills.
3.
This report may well reflect issues of a fairly wide nature, possibly
including personal issues to do with the person's relationships and
more general issues to do with the current organisational climate.
1
5. Understanding the scores
Grading system
A.
This is for scores above 5 which indicate very strong agreement
to the statement and the characteristics being described. The
text of the report will indicate that you are seen as demonstrating
these characteristics to a very high standard.
B.
This for scores between 4.5 and 5 which indicate broad
agreement to the statements and the characteristics being
described. The text of the report will indicate you are seen by
others as having a clear strength in the area in question.
C.
This is for scores between 3.9 and 4.5 which indicates broad
agreement to the statements and the characteristics being
described. The text of the report will indicate that you are seen
as generally meeting peoples expectations in the area in quesion.
D.
This is for scores between 3.0 and 3.9 which indicates broad
disagreement to the statements and the characteristics being
described. The text of the report will indicate that people may
expect more of you in this area.
E.
This is for scores lower than 3.0 which indicates strong
disagreement to the statements and the characteristics being
described. The text of the report will indicate that you are not
seen as demonstrating the characteristic in question to any
significant extent.
The results presented in this report are based on the 1 to 6 rating scale which
was used in the appraisal questionnaire. The scale is shown below:
← Disagree Agree →

1
2
3
4
5
6
You will recall that the questionnaire asked you and your appraisers to
indicate your level of agreement with each of the statements in the appraisal
questionnaire. The charts and tables in this report present the average
ratings from each appraiser group (e.g. your self, your manager, your peers,
you direct reports and so on) for each of the competency areas.
Average ratings of 1, 2 and 3 represent different levels of disagreement with
a statement and average ratings of 4, 5 and 6 represent different levels of
agreement. Average ratings of 4 and above show that respondents, by and
large, agree that you demonstrate the characteristic being measure.
In the charts, wherever there was significant differences of opinion amongst
respondents, this is indicated by showing a band around the average score.
The wider this band, the greater was the disagreement between the
respondents. When studying the charts, it can be useful to see where there
disagreement amongst your raters and ask yourself what might be the
reasons for this.
The grading system used for the ratings as shown on the right-hand side of
the page. This system is used to place the average ratings you received into
categories form A to E where A indicates that your appraisers see you as
demonstrating the competency in questiopn to a considerable degree and E
indicates that your appraisers see you as having significant need to develop
in that area.
© Team Focus Ltd 2010
These grades are shown in the report for all of the underlying competencies
at the bottom of each competency description page. You will find that some
of the grades have an asterisk (*) next to them. This indicates that more than
10% of the statements were marked "Limited Exposure". Your appraisers
were asked to mark a statement in this way if they felt they did not have
sufficient exposue to you in the area in question to make a judgement.
2
6. Action
It is recommended that in reading the whole report, you should take the
opportunity to discuss its contents with an appropriate coach or mentor. Try
to note the statements for all of the six areas. This will give you a complete
picture of your strengths as well as your development needs.
Following this, you can then try to identify the most appropriate learning
solutions to suite your own style and complete the Personal Action Plan at the
back of this report. This should be in preparation of the discussion with your
manager or other appropriate person. This will enable you to receive support
in your development such that the action plan to decide upon will become a
reality.
7. Results
The detailed results of your appraisal are presented in the following pages.
In the first section of the results, each area is presented in two facing pages.
The page on the left presents a group of charts which show the average
scores you received from each appraiser group (e.g. self, manager, peers,
etc) for each competency. This page organises the charts in terms of the
hierarchial model described earlier. Thus, the blue chart for the 'area'
averages the ratings across each cluster of competencies. And the green
chart for each cluster averages the ratings for each of the competencies
which contribute to that cluster.
On the page facing the charts, you will see descriptions of each area, cluster
and competency and an indication of how your scores in each competency
element should be interpreted.
Following the main results section, there are further tables and charts which
you might wish to explore in order to find out more specific information about
how each appraiser group rated you.
© Team Focus Ltd 2010
3
Self Awareness
Self

Manager

Direct Reports
Peers
All others



1
2
3
4
5
6
Shows Self Understanding
Self
Shows Self Regard and Belief
Self

Manager
Direct Reports
Peers
3
4
5
Self-Assessment
Self

Self

Manager

All others

1
© Team Focus Ltd 2010
2
3
4
5
1
6
Self



Peers
All others

All others
3
4
4
5
6
5
6
Authenticity
Self



1
2
3
4
5

Manager

Direct Reports
Peers
2
3

Manager

1
2
Self Confidence
Direct Reports

Peers

6
Self Literacy
Manager
Direct Reports

All others

2

Peers

All others

Direct Reports

1

Manager

6

Direct Reports

Peers

All others

1
2
3
4
5
6
4
Self Awareness
People who are seen as emotionally intelligent demonstrate high levels of self-confidence without being arrogant. They have an underlying self-belief, which gives them a sense of authority and integrity
and demonstrates itself by their willingness to take principled positions. They are open and realistic about their limitations as well as their talents and create a sense of authority, authenticity and trust.
Overall, this areas was ranked 2nd.
Shows Self Regard and Belief
Shows Self Understanding
People with this characteristic show a great depth of self-understanding. They have developed an
accurate assessment of their own skills and abilities, feel comfortable describing their strengths
and limitations and are non-defensive about them. They understand the complexity of their own
emotions and can describe their reactions and the impact this has on others.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your peers. However, you yourself and your manager are sometimes
divided on this issue and expect more of this from you
This is seen as a clear strength. You are someone who comes across as very aware of your own
strengths and weaknesses. You openly acknowledge when you do not possess all the skills or
knowledge that may sometimes be needed or expected in particular situations. This is seen as a
natural, open and non-defensive style. People describe you as having a high level of maturity and
a great understanding of your own moods, reactions and emotions. You clearly feel comfortable
dealing with the emotional side of life, showing a high level of awareness of your effect on other
people and a clear willingness to manage any issues arising in an open and constructive way.
Self-Assessment
Judge own strengths, limitations and inner
resources realistically and discusses them
openly and non-defensively.
People with this characteristic show a high level of self-confidence and integrity without being
arrogant. They are clearly “their own person.” They approach challenges with a good
understanding of what they want, and how it relates to their values which means that they are not
subject to the usual pressures to be popular or conform. They take firm and principled positions
and will take personal risks rather than compromise on important topics. They are seen to live
their values and come across as trustworthy, honest and authentic.
Your manager, your direct reports and your peers see you as demonstrating these characteristics
to a very high standard. This is seen as a clear strength by you yourself.
This appears to be an outstanding strength. All those answering the questionnaire see you as
being someone they can trust. You come across as an exceptionally sincere person who will take
principled stands and follow through on promises. They admire your confidence and sense of
purpose, which you can express without becoming arrogant and over-demanding. They express
confidence in your ability not to be swayed by short-term pressure and to stand by what you
believe in. Overall the perception is that you are a person of integrity whose words match your
deeds and who speaks with authority and authenticity.
Self Literacy
Self Confidence
Authenticity
Recognises and can describe the complexity of
own feelings, moods and reactions; shows
awareness of how these can impact on others.
Has a strong sense of self-worth and selfbelief; demonstrates confidence in own
opinions without appearing arrogant; takes
strong principled stands in the face of pressure.
Comes across as honest and genuine; shows
a strong sense of integrity and can be relied on
to deliver on promises; creates a strong sense
of being trustworthy and authentic.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
D
D
A
B
D
E
A
B*
B
A
A
A
C
B
A
A
© Team Focus Ltd 2010
5
Self Management
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Shows Self Regulation
Self
Shows Openness
Self

Manager
Direct Reports
All others
3
4
5
Self Control
Self
Self
Direct Reports
© Team Focus Ltd 2010
2
3
4

5
6
2
3
4
4
5
5
Direct Reports
6
4
5



All others

3

Peers

2
Self
Manager
Direct Reports

1
6
Openness to Feedback

All others

1
3

Peers

All others

1
Self
Manager

Peers

2
Openness to Change
Direct Reports

All others
1

Manager

Peers

6
Responsibility

Manager

All others

2

Peers

1

Direct Reports

Peers

Manager

6

1
2
3
4
5
6
6
Self Management
People who are emotionally intelligent have an exceptional ability to manage themselves. They actively listen and learn, they admit mistakes and they encourage openness and honesty. This helps
them to remain flexible such that they rarely become rigid or stuck in outdated ideas and perceptions. They do not let their emotions get out of control and this enables them to remain focussed under
great pressure. Hence they are known to deliver on promises and commitments and the best act as role models who encourage others to be open, non-defensive and adaptable.
Overall, this areas was ranked 3rd.
Shows Openness
Shows Self Regulation
People with this characteristic are able to express their innermost thoughts and feelings under
pressure with honesty but without losing control. Their ability to regulate their emotions
appropriately enables them to make clearer judgements and they can be relied on to deliver on
promises made.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your manager and your peers. You see yourself as generally meeting
their expectations.
This appears to be an outstanding strength. All those answering the questionnaire see you as
being appropriately composed and non-defensive. They see you as reacting to difficult situations
with an appropriate balance between action and restraint. Circumstances rarely seem to get on
top of you and they see you as extremely capable at maintaining your focus on what needs to be
done. People have great trust in your ability to overcome short-term obstacles and pressures, to
exercise your responsibilities with diligence and to accept personal responsibility for seeing things
through. You would be described as someone who is highly emotionally stable, capable of
accepting high levels of responsibility and capable of remaining extremely effective under pressure.
Self Control
Responsibility
Manages internal states, impulses and
resources in a mature and effective way so
that negative emotions are controlled without
dishonesty or repression and positive emotions
are expressed without exaggeration.
Can be relied on to take decisions and, when a
commitment has been made, shows great
conscientiousness in terms of fulfilling
responsibilities and following through on
promises.
People with this characteristic are continually listening and learning. They do not get stuck into
habits and outdated processes but continually seek new, relevant information which they use to
update their view of themselves and their approach to situations. They also encourage others to
do likewise and, with careful, non-defensive listening they are extremely adaptable to situations
and changing demands.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your peers. In contrast, you yourself and your manager are
sometimes divided on this issue and expect more of this from you
This is seen as a clear strength. Most see you as someone who actively encourages dialogue
and who is very willing to listen, learn and understand. They see you as open to receiving
feedback even if it does not always show you in a positive light. They also trust you to give them
open and honest feedback which is genuine and without any hidden agendas. Such openness is
a firm basis for what people would describe as a high level of adaptability. Your receptivity to new
information allows you to change old perceptions and habits and to manage evolving situations
with considerable flexibility.
Openness to Change
Openness to Feedback
Shows great flexibility in the face of changing
circumstances, being willing to change path,
adapt processes and re-prioritise activities in
the light of new information.
Acts as a role model in encouraging open
dialogue. Actively gives and seeks feedback,
demonstrates a willingness to listen and learn
and is comfortable disclosing personal
information. Admits mistakes which are used
as opportunities to learn.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
D
B
A
C
B
B
A
A
C
D
A
A
E
E
A
C
© Team Focus Ltd 2010
7
Self Motivation
Self

Manager

Direct Reports



Peers
All others
1
2
3
4
5
6
Drives for Results
Self
Energy for Change
Self

Manager
Direct Reports
3
4
Initiative
Self
Self
Direct Reports

All others
© Team Focus Ltd 2010
All others

3
4
5

6

1
2
3
4
5
6
3
4
5
6
Optimism
Self

Peers
2
Creativity
Self

Manager

Direct Reports

Peers
2
1

Manager

1

6
Achievement Orientation

Manager
5

All others

2

Peers

1

Direct Reports

Peers
All others

Manager

Direct Reports

Direct Reports
Peers

Peers
All others
2
3
4
5



All others

1

Manager

6

1
2
3
4
5
6
8
Self Motivation
People with this characteristic show energy to get going, to keep going and to change and grow. They are creative and change oriented, continually exploring and stimulating new thinking and they
remain positive and optimistic in the face of adversity. If there are obstacles in the way they find ways around them so that they do not get stuck or dejected and they continually find ways of developing
and improving themselves.
Overall, this areas was ranked 1st.
Energy for Change
Drives for Results
People with this characteristic show energy and determination in the pursuit of their goals. They
willingly take the initiative in order to achieve their targets but they also set themselves personal
challenges such that they develop and grow in the process.
People with this characteristic show energy and imagination as they continually stimulate new
ideas and opportunities. They remain positive and optimistic even when things look bad and they
encourage others to accept the need to adapt and change.
Your manager, your direct reports and your peers see you as demonstrating these characteristics
to a very high standard. This is seen as a clear strength by you yourself.
Your direct reports and your peers see you as demonstrating these characteristics to a very high
standard. This is seen as a clear strength by you yourself. Your manager sees you as generally
meeting their expectations.
This appears to be an outstanding strength. All those answering the questionnaire see you as
being someone with a high level of energy, determination and the will to succeed. You set yourself
high standards and strive to meet them. If something gets in the way you show ingenuity and
determination in overcoming it. People see you as someone who will not sit on your laurels but
who will drive for improvements and results. This is reflected in the way you not only strive to
improve your environment and your achievements, but you also continue to develop and improve
your own capabilities. Overall people would describe you as someone who sets high standards
and who has an exceptional level of energy to see them realised.
Initiative
Shows ingenuity, determination and a
willingness to take the initiative. Regularly
challenges the status quo and gets round red
tape such that results are achieved in spite of
difficulties and obstacles.
This appears to be an outstanding strength. All those answering the questionnaire see you as
being someone with ideas, imagination and a drive for change. You are not someone who lets
things get on top of you. You remain remarkably optimistic, encouraging and supportive in the
face of difficulties and adversity. This resilience generates hope and optimism in those around
you and your ability to look at things afresh, with new ideas and options, helps to create a mood
and belief that things will change for the better.
Achievement Orientation
Optimism
Creativity
Demonstrates energy and determination to
meet an internal standard of excellence. Sets
stretching personal challenges which means
that their capabilities are continually improving.
Looks on the bright side of life and maintains a
positive attitude in spite of adversity. Has a
deep seated belief that things will work out and
that some good will come from any situation no
matter how bad it seems at the time.
Stimulated by change and innovation; show
creativity and courage in bringing new ideas to
situations. They see beyond the present and
are driven to create a better future.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
B
A
A
A
B
A
A
A
C
B
A
A
B
D*
A
B
© Team Focus Ltd 2010
9
Social Awareness
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Understands Others
Self
Appreciates Others
Self

Manager
Direct Reports
3
4
5
People Judgement
Self
2
3
4
5
6
Self
3
4
6
Self
6
2
3
4

Peers

All others

1


Direct Reports

All others
5
5
Manager

Peers

2
4
Trust Radius

Direct Reports


1
3

Manager
All others

1
2
Positive Regard

Peers

All others
1

Direct Reports

Peers
© Team Focus Ltd 2010
Self
Manager

Direct Reports

6
Emotional Literacy

Manager

All others

2

Peers

All others

Direct Reports

Peers
1

Manager

5
6

1
2
3
4
5
6
10
Social Awareness
People who are emotionally intelligent show great understanding of and genuine respect for others. They listen and understand their issues and needs, being slow to judge and quick to forgive. They are
unimpressed by status or background and help people to feel valued. Their ability to recognise strengths and limitations enables them to support when needed and to challenge when appropriate.
Overall, this areas was ranked 7th.
Appreciates Others
Understands Others
People with this characteristic show an ability to read people with uncanny accuracy, recognising
their strengths and limitations and understanding their issues and concerns. They can explain
what is important to others and show an ability to see matters from other people’s point of view.
People with this characteristic help others to feel valued by listening, understanding and being
slow to judge and quick to forgive. They show genuine care and concern for others regardless of
status or background.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by you yourself. Your peers see you as generally meeting their
expectations. On the other hand, your manager has mixed feelings on this issue and sometimes
expects more of this from you
Your direct reports see you as demonstrating these characteristics to a very high standard. You
yourself and your peers see you as generally meeting their expectations. However, your manager
has mixed feelings on this issue and sometimes expects more of this from you
This is seen as a clear strength. You are described as someone who is perceptive and a good
judge of people. Your ability to recognise people’s strengths and weaknesses – in spite of any
personal relationship you may have with them – makes your opinion seem much more objective
and worthwhile. You listen, observe and take the time to understand what is personally important
to others which enables you to fully understand things from their point of view. You are not only
seen as a person who is a good judge of character, but you are also seen as a person who
understands peoples’ core motivations as well.
People Judgement
This is seen as a clear strength. People feel that you are someone who shows high levels of
empathy and respect. You come across as interested in and concerned for others. You help
them to feel valued and you create a climate of trust. Your natural tendency is to give people the
benefit of the doubt, which is based on a genuine positive regard and respect for their views,
ideas and emotions. You would be described as someone who builds trust through empathy and
concern for others.
Emotional Literacy
Is perceptive and a good judge of character. Is
interested in people and can describe their
strengths, limitations and motivations after only
a short period of acquaintance.
Positive Regard
Shows great awareness of the needs, feelings
and concerns of others. Can describe what is
important in the lives of people around them
and has an intuitive understanding of the
issues they face and how they will react.
Trust Radius
Takes an active interest in the lives of others
and demonstrates respect for them and their
point of view. Aware of their feelings and
needs, they are seen as empathic and help
people to feel valued.
Widens the circle of openness and trust by
being slow to judge and quick to forgive.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
B
C
A
C
C
D
A
C
C
D
A
C
B
C
A
C
© Team Focus Ltd 2010
11
Social Management
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Exerts Influence
Self
Builds Relationships
Self

Manager
Direct Reports
Peers
3
4
Influence
Self
Direct Reports

3
4


Peers
5
6
2
3
4
5
6
3
4
5
Develops People
Self

Self

Manager
Direct Reports
4

5

All others

3

Peers

2

Direct Reports

1
6
Develops Collaboration
Manager
All others

1
2
Peers

All others

2
1
Direct Reports

All others
© Team Focus Ltd 2010
Self

Peers

6
Manager

1
5
Constructive Discontent

Manager

All others

2

Peers

All others

Direct Reports

1

Manager

6

1
2
3
4
5
6
12
Social Management
People who are emotionally intelligent are socially skilled and able to build relationships which feel positive and collaborative. Unafraid to deal with conflict and difficulties, they work to turn these
situations around and they encourage a positive and supportive environment. They generally have considerable ability to influence others and to gain positive commitment.
Overall, this areas was ranked 5th.
Exerts Influence
Builds Relationships
People with this characteristic are not afraid to get involved in situations which may be
interpersonally demanding. They do not avoid conflict and use their considerable skill to get a
reasonable resolution. They have the ability to influence others in a way which is both positive and
gains commitment.
People with this characteristic are socially skilled and interested in building relationships with a
wide range of people. They maintain useful networks of contacts and bring people together in a
spirit of collaboration. They are encouraging and supportive in a way which makes people want to
learn, grow and collaborate.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your peers. In contrast, you have mixed feelings on this issue and
sometimes expect more of this from yourself Your manager does not see you demonstrating this
characteristic to any significant extent.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your manager and your peers. You see yourself as generally meeting
their expectations.
This is seen as a clear strength. Most see you as being resourceful, flexible and persuasive. They
would describe you as influential, able to make a case and ignite enthusiasm. You win hearts and
minds whereby people become genuinely involved and committed. Even in difficult situations
where there are varying points of view you are seen to address issues directly. You are willing to
challenge others if necessary and you are seen to manage conflict promptly, fairly and skilfully.
Overall, people would describe you as influential, interpersonally skilled and persuasive.
Influence
This is seen as a clear strength. Most see you as being interested in people and skilled in
building collaborative relationships. They see you as someone who is interested in their
development and willing to provide them with opportunities to learn and grow. If appropriate you
take the time to coach and support them. With others you spend the time maintaining and
building your network of useful contacts and bringing people together for mutual collaboration and
gain. You would be described as socially skilled, interested in people and good at creating a
climate of collaboration and growth.
Constructive Discontent
Demonstrates skill and flexibility in persuading
others, using a variety of methods and styles.
Shows sensitivity and understanding of the
individuals concerned which helps win hearts
as well as minds.
Develops People
Is willing to confront issues and to manage
conflict in a direct and timely manner. Is seen
to be firm but fair and generally able to find a
way to make the best of difficult situations.
Develops Collaboration
Encourages others to learn and grow. Makes
appropriate use of delegation, coaching and
encouragement to create an environment in
which people want to learn and feel safe to
make mistakes.
Builds long term relationships and maintains
useful networks of contacts. Makes good use
of their social skill for making new contacts,
bringing people from diverse areas together
and spotting opportunities for collaboration.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
C
E
A
C
D
C
A
B
B
B
A
C
D
B
A
B
© Team Focus Ltd 2010
13
Social Motivation
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Leads for Results
Self
Inspires Commitment
Self

Manager
Direct Reports
3
4
5
Leads the Vision
Self
2
3
4
5
6
2
3
4
5
4
5
6

Self

Manager
2
3
4

Peers

All others

1


Direct Reports


All others
6
Communicates
Self
Peers

1
3
Manager
Direct Reports


All others

1
2
Fosters team spirit

Peers

All others
1

Direct Reports

Peers
© Team Focus Ltd 2010
Self
Manager

Direct Reports

6
Leads the Change

Manager

All others

2

Peers

All others

Direct Reports

Peers
1

Manager

5
6

1
2
3
4
5
6
14
Social Motivation
People who are emotionally intelligent show an ability to motivate people around a vision of the future. They are excited by change and create a sense of excitement in the people around them. They
have a strong sense of participation and work to involve the people who are concerned or affected by the change and they do so in a highly engaging style which gains commitment and enthusiasm.
Overall, this areas was ranked 8th.
Leads for Results
Inspires Commitment
People with this characteristic are stimulated by change and the future. They work hard to create
a shared vision and to communicate it with enthusiasm so that people become committed to the
change process. They do not “sell their vision” but instead they work to create one which is shared
through involvement of those concerned.
People with this characteristic have a highly engaging style. Their interpersonal skills and their
focus on people creates a climate of participation and enthusiasm. They demonstrate an ability to
articulate messages and to communicate in a fluent, interesting and engaging way.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your peers. You see yourself as generally meeting their expectations.
On the other hand, your manager has mixed feelings on this issue and sometimes expects more of
this from you
This is seen as a clear strength. People see you as being focussed on the future and wanting to
make a difference. You are seen as a visionary – whether this is because you create and
articulate your own vision or because you help them to develop a shared vision is unclear – but the
fact remains that they see you as communicating that vision with energy and eloquence. Where
there is a lack of purpose and direction you are seen to help sow the seeds of change, to
encourage new ideas and to act as a catalyst for development. You would be described as
someone who involves others in the change process, creating energy, enthusiasm and direction.
Leads the Vision
Leads the Change
Is focussed on what the future will look like.
Works with others to create and articulate a
compelling vision in which others feel involved,
committed and motivated.
Stimulated by change. Sows the seeds,
generates ideas and explains the benefits such
that people become energised and willing to
participate and contribute to the change
process.
Your direct reports see you as demonstrating these characteristics to a very high standard. You
yourself and your peers see you as generally meeting their expectations. However, your manager
has mixed feelings on this issue and sometimes expects more of this from you
This indicates that you are generally seen as someone whose style is engaging and fun. You are
seen to create a team spirit where there is generally a high level of commitment and participation.
Your communication style is seen to be concise and coherent and yet it would also be rated as
fluent and on occasions may be seen as inspiring. People would describe you as someone who
can generate significant levels of enthusiasm and commitment.
Fosters team spirit
Communicates
Creates a climate of participation through
interaction, co-operation, enthusiasm and
encouragement.
Fluent, interesting and engaging. Convinces
by being coherent and achieving clarity and
impact.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
C
C
B
B
B
D
A
B
D
D
B
C
C
E
A
C
© Team Focus Ltd 2010
15
Situational Awareness
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Understands context
Self
Appreciates diversity
Self

Manager
Direct Reports
3
4
Sensitive to situations
Self
Direct Reports
© Team Focus Ltd 2010
3
4
5
6

3
4
5
6
5
4

Peers

All others

3

Direct Reports


2

Manager
Direct Reports
1
6
Self

All others

2
4
Demonstrates tolerance

Peers

3
Values difference
Manager

1
2
Self

All others

2
Recognises the politics
Peers

All others
1
Direct Reports

Peers

6
Manager

1
5
Self

Manager

All others

2

Peers

All others

Direct Reports

Peers
1

Manager

5
6

1
2
3
4
5
6
16
Situational Awareness
People who have Situational Intelligence see the world with great clarity. They are able to recognise what is going on without distortion through their own needs and perspectives. This gives them both
understanding and objectivity which makes it easier to appreciate a much wider diversity of situations. They have also learnt to value the many differences between people and cultures which they see
as making a positive contribution to the world around them.
Overall, this areas was ranked 6th.
Understands context
Appreciates diversity
People with this characteristic can show great sensitivity to their circumstances. They read diverse
situations accurately and make good judgements. They can distinguish between what is
acceptable and what is not – and have a good eye for what is possible. They recognise the
unwritten rules and protocols that create an underlying culture that is not always obvious to others.
People with this characteristic show great respect and appreciation of people who are different.
They try to bring all shades of opinion and all manner of styles together in the firm belief that
greater diversity will improve performance. They encourage the voicing of opposing opinions
without being critical and they work hard to create better understanding between different factions.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your peers. You yourself and your manager see you as generally
meeting their expectations.
Your direct reports see you as demonstrating these characteristics to a very high standard. You
yourself and your peers see you as generally meeting their expectations. In contrast, your
manager does not see you demonstrating this characteristic to any significant extent
This appears to be an outstanding strength. All those answering the questionnaire see you as
being exceptionally good at reading diverse situations. They believe you have a very sensitive
understanding of different people and cultures and can quickly identify what is important and what
is appropriate. You appear to pick up on what is not obvious or explicit in a way that others do
not. This is likely to be true in diverse circumstances both inside and outside of the work context.
This indicates that you are seen as someone who generally enjoys and values people with
diverse styles, opinions and backgrounds. They see you as curious and tolerant of differences
with a tendency to encourage people with differences to understand each other and work together.
Sensitive to situations
Recognises the politics
Reads situations accurately, makes good
assessments and judgements, takes account
of different sensitivities and different cultures
and can describe what is important and what is
not.
Reads organisations accurately, identifies the
unwritten rules, agendas and protocols, makes
good judgements and manages the system
and politics.
Values difference
Demonstrates tolerance
Shows a genuine appreciation of in opinion,
style and culture between individuals and
groups and enjoys bringing such diversity
together.
Encourages differences of opinion, style and
approach and reacts to opposing views with
genuine curiosity without getting emotional or
defensive.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
C
D
A
C
C
C
A
A
B
E*
A
C
D
E
B
C
© Team Focus Ltd 2010
17
Situational Management
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Manages diplomatically
Self
Manager
2
3
4
Contributes with sensitivity

Manager

Direct Reports
Peers
© Team Focus Ltd 2010
2
3
4
5
6
1
Creates understanding
Self

Self

Manager
4
5
6
5
6
4
5


All others

3

Peers

2

Direct Reports

1
Adapts across time
Manager
All others

3
4
Self


Peers

2
3
Direct Reports

1
2
Adapts across situations
Manager
All others

1

6
Peers

All others
5
Direct Reports


All others

1

Peers

All others

Direct Reports

Peers

Manager

Direct Reports
Self
Demonstrates flexibility
Self

6

1
2
3
4
5
6
18
Situational Management
People who have Situational Intelligence can move between different situations easily. They find it easy to fit and have developed ways of managing situations both diplomatically and with the
appropriate level of flexibility – and without simply acquiescing to the dominant forces. In other words, they can be tough when needed but still show genuine understanding and respect. They have a
picture of what the future holds and are good at anticipating change and next steps.
Overall, this areas was ranked 4th.
Demonstrates flexibility
Manages diplomatically
People with this characteristic manage the intricacies of different circumstances with care and
sensitivity. They understand what is possible and what is acceptable but are not over-cautious
and know how to take a stand when it is appropriate to do so. They work actively to transform
opposition into harmony and create an open culture in which there is both trust and respect.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your manager. You yourself and your peers see you as generally
meeting their expectations.
This is seen as a clear strength. Most see you as being sensitive and tactful without being too
cautious or 'soft'. This means that you show a lot of respect for individual and cultural differences
even when decisions need to be made that not everyone will agree with. You have a good grasp
of what is required and how to go about doing it even when there are many different factions and
opinions involved and you are good at creating the communication channels that minimise
misunderstanding.
Contributes with sensitivity
Creates understanding
Recognises what is important, what is sensitive
and what cannot be avoided and then uses this
understanding to be fair and tactful yet firm.
Appreciates the differences between
individuals, groups and communities and uses
this to help build better understanding between
them in order to develop a better appreciation
of common interests and facilitate better
relationships.
People with this characteristic enjoy the prospect of change and often have a picture of what can
be different or better. They also demonstrate an ability to adapt what they are doing as situations
and priorities change and often encourage and help others to adapt and re-prioritise.
Your direct reports and your peers see you as demonstrating these characteristics to a very high
standard. You yourself and your manager see you as generally meeting their expectations.
This is seen as a clear strength. Most people answering the questionnaire see you as being
highly adaptable both in responding to changes in the moment and in anticipating what is ahead.
They see you as a force for change simply because of the energy and enthusiasm you bring and
the way you like to paint the picture of the future in a positive light.
Adapts across situations
Recognises rapidly changing circumstances,
avoids becoming rigid and defensive and
reacts to events by adapting easily and
appropriately.
Adapts across time
Is aware about what the future holds and
shows good anticipation of what needs to be
done to manage the change whilst remaining
positive and enthusiastic.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
C
B
A
C
C
C
B
C
C
D
A
B
C
B
A
A
© Team Focus Ltd 2010
19
Situational Motivation
Self

Manager

Direct Reports

Peers
All others


1
2
3
4
5
6
Energises change
Inspires ownership
Self

Self
Manager

Manager
Direct Reports
Direct Reports

Peers
2
3
4
5
Transforms perception
1
Stimulates action

Self

Self

Manager

Manager
All others
2
3
4
5
2
3
4
5
5
6
6
Self

3
4

Peers

All others

2

Direct Reports


1

Manager
All others

1
4
Empowers others

Peers

All others
6
3
Direct Reports

Peers

1
© Team Focus Ltd 2010
Direct Reports


2
Shares responsibility
Self
Peers

6
Manager
Direct Reports

All others

1

Peers

All others


5
6

1
2
3
4
5
6
20
Situational Motivation
People who have Situational Intelligence have the courage to change what needs to be changed and the serenity to accept what they cannot and the wisdom to know the difference. They understand
people's hopes and fears and use this to transform perceptions into something more positive yet realistic. Together with their understanding of the delicate balance between people's need for autonomy
and guidance, they create positive energy, shared responsibility and high levels of motivation.
Overall, this areas was ranked 9th.
Inspires ownership
Energises change
People with this characteristic are stimulated by change and the future. They transform people's
perceptions by the way they communicate what is needed and reframing things in a new and
positive light. They seem to have a knack of converting reluctance into action.
Your direct reports see you as demonstrating these characteristics to a very high standard. This is
seen as a clear strength by your peers. You yourself and your manager see you as generally
meeting their expectations.
This is seen as a clear strength. People see you as someone who can communicate in a way that
encourages people to act even when they may have been reluctant to do so. Your positive
attitude helps them to see things more clearly and positively themselves. This is combined with an
ability to help them see things differently and to convert ideas into practical steps which is seen as
particularly useful.
Transforms perception
People with this characteristic have an ability to be in the background and yet fully available when
required. This allows people to share both the credit and the responsibility. They achieve the
right balance between autonomy and guidance and create a blame-free environment in which
initiatives can flourish.
This is seen as a clear strength by your direct reports. You yourself and your peers see you as
generally meeting their expectations. On the other hand, your manager has mixed feelings on this
issue and sometimes expects more of this from you
This indicates that most people see you as someone who knows when to let others take initiatives
and act with autonomy. However, a minority may feel that you do not let go of the reins as much
as you might – or they may see you stepping back and read it as an expression of disinterest.
Whilst most people probably describe you as 'getting involved without meddling' others may like a
little more direction, guidance and advice. You may like to reflect on who benefits from your style
and what you could do to help the minority that would appreciate something a little different.
Stimulates action
Recognises the positive in situations and
communicates this in a way that enables
people to change potentially negative
perceptions into positive opportunities.
Converts abstract ideas into clear and
pragmatic steps that enables people to take
action and make things happen.
Shares responsibility
Empowers others
Creates a sense of shared responsibility so
that people feel they are choosing their destiny
and that change is facilitated rather than
directed.
Allows people maximum autonomy without
abdicating, encourages initiative, avoids blame
and remains available to help and guide when
needed and appropriate.
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
Self
Man
Rep
Peer
C
C
A
C
B
B
A
B
C
D
B
C
D
E
C
D
© Team Focus Ltd 2010
21
8. Responses to specific questions
1. Think about Samuel. Write down the first words that come
to mind to describe him.
• The first that comes to my mind is a badger. A strong will and determination to get to the right solution.
• Empathic, intelligent, "street smart", result oriented, people oriented, business oriented, experienced, analytical,
passionate, leader
• Fighter, leader, experience, excellent overall understanding of the business
• senior
• Performance and persistent
• Strong will to achieve and strong belief in himself
2. Write down the key strengths that he brings to the
current job - and any that you think are being under-utilised.
• Strategic thinking, integrity, and ability to be vert close in some situations and maintaining a social distance in other
situations. Samuel's skills with clients could be utilised more.
• Broad understanding of business together with strong leadership capabilities
• Leadership, taking decisions,
• holistic thinking - could be used more in cross organisational tasks
• Strategic ability
• Anatytically strong, hard working, strategical view
3. What do you think he needs to develop to perform even
better in his current roles?
• Sometimes he does not invite other points of view and can actually be so convinced of his own arguments that
others are discouraged. Also a true team spirit in the new management needs to be built.
• Become even more open-minded and listening before making decisions.
• Communication
• better priotisation - more short term oriented
• Get the full organisation behind him
• Sometimes too "technical", can lose out business opportunities by only focusing on the "tangible" things, sometimes
too focused on the deatils and too controlling
© Team Focus Ltd 2010
22
4. What other roles do you think he could aspire to?
• Head of Wealth Management or senior executive in Retail Banking.
• GEM
• senior positions in the group
• Head of Wealth Management
• Is an experienced and confident general manager. Hence, can handle many senior manager roles on his current level
as well as on a higher level.
5. What would he need to develop in order to grow into
such roles?
• I do not see any obstacles or specific improvement areas for being able to take on these roles.
• Communication
• banking experience
• Broad communication and involvement skills. Everyone needs to be on board.
• See previous.
© Team Focus Ltd 2010
23
9. Additional Comments written whilst answering this questionnaire
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VKRZV
V
V
6DPXHO
© Team Focus Ltd 2010
24
10. Suggestions for development
Self Awareness
Shows Self Understanding
Shows Self Regard and Belief
People with this characteristic show a great depth of self-understanding.
They have developed an accurate assessment of their own skills and
abilities, feel comfortable describing their strengths and limitations and are
non-defensive about them. They understand the complexity of their own
emotions and can describe their reactions and the impact this has on others.
People with this characteristic show a high level of self-confidence and
integrity without being arrogant. They are clearly “their own person.” They
approach challenges with a good understanding of what they want, and how
it relates to their values which means that they are not subject to the usual
pressures to be popular or conform. They take firm and principled positions
and will take personal risks rather than compromise on important topics.
They are seen to live their values and come across as trustworthy, honest
and authentic.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Shows Self Regard and Belief'
than your appraisers did. It is possible therefore that you might be
underestimating yourself in this area. Alternatively, maybe your appraisers
value something particular about how you function in this area and to which
you would not normally attach much importance. It may help to consider the
following points:
CHECK YOUR FEELINGS. Rate yourself on an imaginary 10-point 'ready for
anything - ready for nothing' scale every morning and reflect on the reasons
for your rating.
IDENTIFY YOUR VALUES. Think about and explore your spoken
(espoused) and unspoken values. What standards do you really expect of
yourself and others?
KNOW YOUR STRENGTHS. Imagine that you are going to an interview and
will be asked about your five key strengths. What are they? How will you
'sell' them to the interviewer?
LEARN FROM CRITICISM. Think about a time when someone has rightly
criticised your work. After the initial shock, what did you realise about
yourself?
TEST YOUR COMFORT LEVEL. Now and then vary your pace of work and
activities and assess what feels good and what less uncomfortable. Ask
yourself why.
RECOGNISE YOUR DEFAULT MODE. Routinely ask yourself how you are
feeling: anxious or relaxed, tired or energetic, bored or excited etc. Do you
have a dominant emotion? Why?
© Team Focus Ltd 2010
25
IS YOUR MOOD FIT FOR PURPOSE? Get into the habit of asking yourself
how you appear to other people. Are your moods and reactions helping or
hindering what you do?
Self Management
Shows Self Regulation
Shows Openness
People with this characteristic are able to express their innermost thoughts
and feelings under pressure with honesty but without losing control. Their
ability to regulate their emotions appropriately enables them to make clearer
judgements and they can be relied on to deliver on promises made.
People with this characteristic are continually listening and learning. They do
not get stuck into habits and outdated processes but continually seek new,
relevant information which they use to update their view of themselves and
their approach to situations. They also encourage others to do likewise and,
with careful, non-defensive listening they are extremely adaptable to
situations and changing demands.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Shows Openness' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
TAKE FIVE. When you feel yourself about to give into an impulse, stop for a
few seconds and take a deep breath.
SEE CHANGE AS OPPORTUNITY. Think about some form of change that
you resisted, but which actually turned out to be a good idea.
LEARN FROM THE PAST. Take time to reflect on past situations where your
emotional reactions have had negative consequences.
GIVE SOMETHING OF YOURSELF. If you are uncomfortable talking about
yourself, ask yourself why. Perhaps you find it difficult because you are not in
the habit of sharing your thoughts with others.
MONITOR YOUR EMOTIONS. Think of the other reactions you can choose
from when you feel yourself becoming angry, irritable or overly emotional.
EMBRACE YOUR MISTAKES. Everyone learns from their mistakes, and
everyone makes mistakes. Acknowledge that the best learning often occurs
when things do not go to plan.
HELP OTHERS TO TALK OPENLY. Encourage more open communication
by using language such as 'Sometimes I find it difficult to…'
© Team Focus Ltd 2010
26
Self Motivation
Energy for Change
Drives for Results
People with this characteristic show energy and determination in the pursuit
of their goals. They willingly take the initiative in order to achieve their
targets but they also set themselves personal challenges such that they
develop and grow in the process.
People with this characteristic show energy and imagination as they
continually stimulate new ideas and opportunities. They remain positive and
optimistic even when things look bad and they encourage others to accept
the need to adapt and change.
Your results, and those from your appraisers, for 'Drives for Results' are in
the higher range. This implies that this is a strength. So in this case no
particular development activities are suggested for this competency.
You tended to rate yourself less highly on 'Energy for Change' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
GET THINGS IN PROPORTION. Break tasks down into digestible chunks
and deal with problems one at a time. You will become more optimistic about
the outcome.
Social Awareness
Understands Others
Appreciates Others
People with this characteristic show an ability to read people with uncanny
accuracy, recognising their strengths and limitations and understanding their
issues and concerns. They can explain what is important to others and show
an ability to see matters from other people’s point of view.
People with this characteristic help others to feel valued by listening,
understanding and being slow to judge and quick to forgive. They show
genuine care and concern for others regardless of status or background.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Appreciates Others' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
MEET THE NEEDS OF OTHERS. Ask yourself what others would like from
you and what would make them give their best.
HAND OUT REWARDS. Find something genuinely positive to say to each
person you see during the day. Notice how it affects their mood and
willingness to cooperate.
© Team Focus Ltd 2010
27
Social Management
Exerts Influence
Builds Relationships
People with this characteristic are not afraid to get involved in situations
which may be interpersonally demanding. They do not avoid conflict and use
their considerable skill to get a reasonable resolution. They have the ability
to influence others in a way which is both positive and gains commitment.
People with this characteristic are socially skilled and interested in building
relationships with a wide range of people. They maintain useful networks of
contacts and bring people together in a spirit of collaboration. They are
encouraging and supportive in a way which makes people want to learn,
grow and collaborate.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Builds Relationships' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
DIFFERENT STROKES FOR DIFFERENT FOLKS. People respond to
different styles of influence. Match your style (directive, supportive, coaching,
delegative etc) to each individual separately.
NETWORK, NETWORK, NETWORK. Even if it does not come naturally to
you, treat networking as a work task and set goals for attendance at social
events.
FIND THE RIGHT CHANNEL. Are you talking numbers to numerical people,
using words with verbal people etc, and all at an understandable level?
STAY IN TOUCH. Productive relationships require regular maintenance and
long term collaboration requires long term contact!
KNOW WHAT YOU WANT. Be aware of what it is you wish to do and the
benefits that will accrue from your actions.
INVITE EVERYONE INTO YOUR TENT. Work to get different sorts of
people to collaborate and consider that sometimes we learn the most from
those that irritate us.
BE FAIR AND CONSISTENT. Treat everyone in the same way and ensure
that all recognise a particular course of action as being measured and fair.
CONFRONT DIFFICULT SITUATIONS. People want different things and this
leads to discontent. Being able to ‘grasp the nettle’ and handle conflict is a
key part of relationship building.
© Team Focus Ltd 2010
28
Social Motivation
Leads for Results
Inspires Commitment
People with this characteristic are stimulated by change and the future. They
work hard to create a shared vision and to communicate it with enthusiasm
so that people become committed to the change process. They do not “sell
their vision” but instead they work to create one which is shared through
involvement of those concerned.
People with this characteristic have a highly engaging style. Their
interpersonal skills and their focus on people creates a climate of
participation and enthusiasm. They demonstrate an ability to articulate
messages and to communicate in a fluent, interesting and engaging way.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Inspires Commitment' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
PARACHUTE YOURSELF FORWARDS. What does the future look like and
how are you going to get there?
CREATE A PRODUCTIVE CLIMATE. Teams are more than just groups of
individuals. Make sure that you give people time to get to know each other
and a special place to meet.
MAKE IT FUN. People often under-estimate the power that fun has to make
tasks both more enjoyable and participants more productive.
IT'S THE TAKING PART THAT'S IMPORTANT. If you are a naturally
competitive character rein back on your desire to make the biggest impact
and work at being more collaborative.
BE PASSIONATE. Convey your enthusiasm and use it to energise other
people. If you are not a demonstrative person think of ways of showing that
something has emotional meaning.
© Team Focus Ltd 2010
29
Situational Awareness
Understands context
Appreciates diversity
People with this characteristic can show great sensitivity to their
circumstances. They read diverse situations accurately and make good
judgements. They can distinguish between what is acceptable and what is
not – and have a good eye for what is possible. They recognise the
unwritten rules and protocols that create an underlying culture that is not
always obvious to others.
People with this characteristic show great respect and appreciation of people
who are different. They try to bring all shades of opinion and all manner of
styles together in the firm belief that greater diversity will improve
performance. They encourage the voicing of opposing opinions without
being critical and they work hard to create better understanding between
different factions.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Appreciates diversity' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
BECOME AN OWL. The OWLS principle is Observe, Wait, Listen and then
Speak – and when you speak ask a question. Think carefully about what are
the right questions in this situation – is it strategic or operational? Does it
encourage or discourage open inquiry? If you think you understand what is
going on, ask yourself 'what have I missed' and then look again. Take more
time before you make assumptions or jump to conclusions.
WRITE DOWN WHAT YOU DO WHEN YOU FEEL NEGATIVE, CRITICAL
OR INTOLERANT TOWARDS A GROUP OF PEOPLE. Put yourself in their
shoes. Imagine what you would feel like meeting yourself. In what ways
could you do things differently to help in such situations?
DEFINE WHAT YOU MEAN BY 'POLITICS'? Identify how much of this is
about other people doing things you do not like. Describe what you do when
such things happen. Write a list of things you could you do differently? Try
putting some of these ideas into practice.
© Team Focus Ltd 2010
IDENTIFY THINGS YOU DON'T LIKE ABOUT CERTAIN 'TYPES'. Now try
and see what the positive side of that could be (e.g. stubborn becomes firm
or independent, dictatorial becomes clear and directive in a crisis).
IDENTIFY PAST OR RECENT SITUATIONS WHEN YOU HAVE BEEN
HARD ON YOURSELF. Try to understand what you do not value in yourself
to make you so critical and consider what happens to triggers this reaction.
Now consider what a truly considerate and supportive friend would do or say
to help you in such a situation. Practice being more supportive with yourself
– and then try using this developing skill to be more supportive with others.
30
Situational Management
Manages diplomatically
Demonstrates flexibility
People with this characteristic manage the intricacies of different
circumstances with care and sensitivity. They understand what is possible
and what is acceptable but are not over-cautious and know how to take a
stand when it is appropriate to do so. They work actively to transform
opposition into harmony and create an open culture in which there is both
trust and respect.
People with this characteristic enjoy the prospect of change and often have a
picture of what can be different or better. They also demonstrate an ability to
adapt what they are doing as situations and priorities change and often
encourage and help others to adapt and re-prioritise.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
You tended to rate yourself less highly on 'Demonstrates flexibility' than your
appraisers did. It is possible therefore that you might be underestimating
yourself in this area. Alternatively, maybe your appraisers value something
particular about how you function in this area and to which you would not
normally attach much importance. It may help to consider the following
points:
CONSIDER A DELICATE SITUATION THAT YOU MANAGED WELL. What
did you do? Describe the sensitivities involved in terms of the people and/or
the situation? How did you manage to read the situation accurately? What
did you do that was particularly effective?
THINK OF TIMES WHEN YOU HAVE BECOME INAPPROPRIATELY RIGID
AND RELUCTANT TO CHANGE? Contrast this with times when you find it
easy to be spontaneous and flexible. Consider the differences. What can
you learn that will help you in both situations?
IDENTIFY A SITUATION WHERE PEOPLE WERE IN CONFLICT? What
were the immediate triggers (e.g. resources, pressure, communication,
values and beliefs). Was there a more fundamental issue at the root? What
did you do/normally do/might do? What do people who are effective in such
situations do? What would be a more effective approach? If you cannot
answer these questions make a note to explore this further.
PICTURE ANY CHANGES AHEAD THAT CONCERN YOU. Now imagine
that it all turns out well. What does it look like? Identify any negative
thoughts and feelings you may still have. Write them down and ask whether
they still make sense. See these as obstacles in the way and try to identify
ways of dealing with them.
© Team Focus Ltd 2010
31
Situational Motivation
Energises change
Inspires ownership
People with this characteristic are stimulated by change and the future. They
transform people's perceptions by the way they communicate what is needed
and reframing things in a new and positive light. They seem to have a knack
of converting reluctance into action.
People with this characteristic have an ability to be in the background and yet
fully available when required. This allows people to share both the credit and
the responsibility. They achieve the right balance between autonomy and
guidance and create a blame-free environment in which initiatives can
flourish.
There were some aspects of this competency area on which you tended to
rate yourself less highly than your appraisers did. It could be that your
appraisers are recognising something in you that you yourself take for
granted and do not really see as a strength or consider to be particularly
important. Try considering what follows, and see where it takes you:
Both you and your appraisers see 'Inspires ownership' as an area in which
there may be room for development. And so this may be an opportunity to
explore a competency that you have not really thought about developing or
which might not previously have seemed important to you. The following
points may help you to begin exploring this area.
TAKE A DIFFICULT SITUATION WHERE PEOPLE LACK ENTHUSIASM
AND COMMITMENT. Consider how Henry V turned the perception of being
outnumbered by 5 to 1 into a positive (he took the 'Oh that we now had here
but one ten thousand of those men in England that do no work to-day' and
made it 'If we are mark'd to die, we are enough to do our country loss; and if
to live,The fewer men, the greater share of honour..... we few, we happy few,
we band of brothers".) Think of ways to do a parallel for your situation? Be
imaginative and then try it.
USE THE STRENGTHS AND WEAKNESSES OF YOUR TEAM. Detail the
strengths and weaknesses of individuals in your team and then in the team
as a whole? Draw up a plan for individuals that could/should be developed.
Look at what you feel responsible for in the team and what would be useful
to share/delegate. Decide what you could share that would help you with
your workload and them with their development?
RELINQUISH SOME CONTROL. Consider times where you feel you are
indispensible? Now imagine what would happen if you simply weren't there.
How would other people handle things? Do you think you might actually be
able to let them handle a little more even when you are around?
THINK OF A SITUATION WHERE YOU HAVE BEEN CRITICAL OF
SOMEONE'S EFFORTS. Imagine how you would react to your own
criticism. Ask yourself whether the person actually meant to do the job badly
or whether they were in fact doing the best they could. If so, was there an
alternative way of handling the situation which could have helped the person?
RE-EVALUATE SITUATIONS WHERE YOU TRY TO HELP. Write down all
the ways in which you help people – physically, problem solving, giving
advice etc. Now consider ways of helping in a less direct way – such as
asking questions and encouraging them to find their own solutions.
© Team Focus Ltd 2010
32
11. Additional Graphs and Tables
Additional Graphs and Tables Overleaf
• Star Plots
• Rank Order Graphs
• Gap Analysis
• Tables
• Item Analysis for 3 competencies
© Team Focus Ltd 2010
33
Cluster Star Plots
Mean Scores by Cluster for Self
Shows Self Understanding
Shows Self Regard and
6
Belief
5
Energises change
Shows Self Regulation
4
Demonstrates flexibility
Shows Openness
3
Inspires ownership
M anages diplomatically
2
1
Drives for Results
Mean Scores by Cluster for Manager
Shows Self Understanding
Shows Self Regard and
6
Belief
5
Energises change
Shows Self Regulation
4
Demonstrates flexibility
Shows Openness
3
Inspires ownership
M anages diplomatically
0
Appreciates diversity
Understands Others
Inspires Commitment
Appreciates Others
Leads for Results
Exerts Influence
Builds Relationships
Mean Scores by Cluster for Peers
Shows Self Understanding
Shows Self Regard and
6
Belief
5
Energises change
Shows Self Regulation
4
Demonstrates flexibility
Shows Openness
3
Inspires ownership
Appreciates diversity
1
Understands context
Inspires Commitment
2
1
Drives for Results
Appreciates Others
Leads for Results
Exerts Influence
Builds Relationships
Appreciates diversity
Understands context
Inspires Commitment
Energy for Change
Understands Others
Appreciates Others
Leads for Results
Exerts Influence
Builds Relationships
Mean Scores by Cluster for All others
Shows Self Understanding
Shows Self Regard and
6
Belief
5
Energises change
Shows Self Regulation
4
Demonstrates flexibility
Shows Openness
3
Inspires ownership
2
Drives for Results
M anages diplomatically
1
Drives for Results
0
Energy for Change
Understands Others
Appreciates Others
Leads for Results
Exerts Influence
Builds Relationships
© Team Focus Ltd 2010
Understands Others
Inspires Commitment
0
Appreciates diversity
M anages diplomatically
0
Energy for Change
Understands context
2
M anages diplomatically
Drives for Results
Shows Self Understanding
Shows Self Regard and
6
Belief
5
Energises change
Shows Self Regulation
4
Demonstrates flexibility
Shows Openness
3
Inspires ownership
0
Energy for Change
Understands context
2
1
Mean Scores by Cluster for Direct Reports
Appreciates diversity
Understands context
Inspires Commitment
Energy for Change
Understands Others
Appreciates Others
Leads for Results
Exerts Influence
Builds Relationships
34
Major Area Star Plots
Mean Scores by Major Area for Self
Mean Scores by Major Area for Manager
Self Awareness
6
Situational M otivation
Situational M anagement
5
4
Self Awareness
6
Self M anagement
Situational M otivation
3
2
2
Self M otivation
Situational M anagement
0
Situational Awareness
Social M anagement
Mean Scores by Major Area for Peers
Situational Awareness
5
Self M anagement
Situational M otivation
Social M otivation
© Team Focus Ltd 2010
Self M anagement
3
2
Self M otivation
Situational M anagement
1
Self M otivation
0
Social M anagement
Situational Awareness
Social M otivation
Social Awareness
Social M anagement
5
4
Self M anagement
3
2
Self M otivation
Situational M anagement
0
Situational Awareness
5
4
Self Awareness
6
2
1
Situational M otivation
Mean Scores by Major Area for All others
3
Situational M anagement
Self M anagement
Social Awareness
Social M otivation
Self Awareness
6
4
1
Self Awareness
6
0
Social Awareness
Social M otivation
Situational M otivation
5
4
3
1
Mean Scores by Major Area for Direct Reports
1
Self M otivation
0
Social Awareness
Social M anagement
Situational Awareness
Social M otivation
Social Awareness
Social M anagement
35
Competency Rank Order Graphs
Mean Competency Scores for Self
Achievement Orientation
People Judgement
Creativity
Self Confidence
Initiative
Leads the Change
Values difference
Develops People
Responsibility
Stimulates action
Trust Radius
Authenticity
Communicates
Optimism
Emotional Literacy
Openness to Change
Creates understanding
Shares responsibility
Transforms perception
Adapts across time
Adapts across situations
Leads the Vision
Contributes with sensitivit
Sensitive to situations
Recognises the politics
Influence
Positive Regard
Self Literacy
Self-Assessment
Self Control
Fosters team spirit
Develops Collaboration
Constructive Discontent
Empowers others
Demonstrates tolerance
Openness to Feedback
© Team Focus Ltd 2010
5.00
5.00
5.00
5.00
4.67
4.67
4.67
4.67
4.67
4.67
4.67
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.33
4.00
4.00
4.00
3.67
3.67
3.67
3.67
3.67
3.67
3.67
3.33
2.67
Mean Competency Scores for Manager
Achievement Orientation
Initiative
Self Confidence
Adapts across time
Authenticity
Contributes with sensitivit
Responsibility
Self Control
Stimulates action
Optimism
Develops Collaboration
Develops People
People Judgement
Recognises the politics
Creates understanding
Transforms perception
Leads the Vision
Constructive Discontent
Trust Radius
Sensitive to situations
Leads the Change
Self-Assessment
Positive Regard
Shares responsibility
Openness to Change
Fosters team spirit
Creativity
Emotional Literacy
Adapts across situations
Self Literacy
Values difference
Demonstrates tolerance
Openness to Feedback
Empowers others
Communicates
Influence
5.33
5.33
5.33
5.00
5.00
5.00
5.00
4.67
4.67
4.67
4.67
4.67
4.33
4.33
4.33
4.33
4.00
4.00
4.00
3.67
3.67
3.67
3.67
3.67
3.67
3.67
3.33
3.33
3.33
3.00
3.00
3.00
2.67
2.67
2.67
2.00
Mean Competency Scores for Direct Reports
Recognises the politics
Responsibility
Authenticity
Self Confidence
Achievement Orientation
Self Literacy
Initiative
Constructive Discontent
Self Control
Sensitive to situations
Develops Collaboration
Openness to Change
Contributes with sensitivit
Adapts across time
Creativity
Transforms perception
Optimism
People Judgement
Communicates
Adapts across situations
Self-Assessment
Openness to Feedback
Stimulates action
Develops People
Trust Radius
Influence
Leads the Change
Values difference
Positive Regard
Emotional Literacy
Leads the Vision
Demonstrates tolerance
Shares responsibility
Creates understanding
Fosters team spirit
Empowers others
6.00
5.89
5.89
5.89
5.78
5.67
5.67
5.67
5.67
5.56
5.56
5.56
5.56
5.56
5.56
5.44
5.44
5.44
5.44
5.33
5.33
5.33
5.33
5.22
5.22
5.22
5.22
5.22
5.11
5.11
5.00
5.00
4.89
4.78
4.67
4.44
36
Mean Competency Scores for Peers
Achievement Orientation
Initiative
Authenticity
Responsibility
Openness to Change
Optimism
Self Confidence
Recognises the politics
Adapts across time
Adapts across situations
Constructive Discontent
Creativity
Self Literacy
Develops Collaboration
Leads the Change
Self-Assessment
Stimulates action
Leads the Vision
Develops People
Communicates
People Judgement
Sensitive to situations
Values difference
Contributes with sensitivit
Creates understanding
Transforms perception
Openness to Feedback
Fosters team spirit
Shares responsibility
Emotional Literacy
Positive Regard
Trust Radius
Influence
Self Control
Demonstrates tolerance
Empowers others
© Team Focus Ltd 2010
6.00
5.83
5.50
5.33
5.33
5.33
5.33
5.17
5.17
5.00
5.00
5.00
4.83
4.83
4.83
4.67
4.67
4.67
4.50
4.50
4.50
4.50
4.50
4.50
4.50
4.50
4.50
4.33
4.33
4.33
4.17
4.17
4.17
4.17
4.17
3.67
Mean Competency Scores for All others
Achievement Orientation
Initiative
Authenticity
Self Confidence
Responsibility
Recognises the politics
Adapts across time
Optimism
Constructive Discontent
Develops Collaboration
Openness to Change
Contributes with sensitivit
Stimulates action
Self Control
Creativity
People Judgement
Transforms perception
Self Literacy
Develops People
Adapts across situations
Sensitive to situations
Self-Assessment
Leads the Change
Leads the Vision
Communicates
Trust Radius
Openness to Feedback
Values difference
Creates understanding
Positive Regard
Emotional Literacy
Shares responsibility
Fosters team spirit
Demonstrates tolerance
Influence
Empowers others
5.78
5.67
5.61
5.61
5.56
5.44
5.33
5.28
5.17
5.17
5.17
5.11
5.00
5.00
5.00
4.94
4.94
4.94
4.89
4.89
4.89
4.83
4.83
4.72
4.67
4.67
4.61
4.61
4.61
4.56
4.56
4.50
4.39
4.39
4.33
3.89
37
Cluster Rank Order Graphs
Mean Cluster Scores for Self
Mean Cluster Scores for Manager
Mean Cluster Scores for Direct Reports
Drives for Results
4.83
Drives for Results
5.33
Shows Self Regard and B
5.89
Shows Self Regard and B
4.67
Shows Self Regard and B
5.17
Understands context
5.78
Energy for Change
4.67
Shows Self Regulation
4.83
Shows Self Regulation
5.78
Understands Others
4.67
Manages diplomatically
4.67
Drives for Results
5.72
Energises change
4.50
Builds Relationships
4.67
Energy for Change
5.50
Leads for Results
4.50
Energises change
4.50
Shows Self Understandin
5.50
Demonstrates flexibility
4.33
Demonstrates flexibility
4.17
Exerts Influence
5.44
Manages diplomatically
4.33
Understands context
4.00
Demonstrates flexibility
5.44
Appreciates Others
4.33
Energy for Change
4.00
Shows Openness
5.44
Understands context
4.17
Understands Others
3.83
Builds Relationships
5.39
Shows Self Regulation
4.17
Appreciates Others
3.83
Energises change
5.39
Builds Relationships
4.17
Leads for Results
3.83
Understands Others
5.28
Inspires ownership
4.00
Shows Self Understandin
3.33
Manages diplomatically
5.17
Inspires Commitment
4.00
Inspires ownership
3.17
Appreciates Others
5.17
Appreciates diversity
4.00
Shows Openness
3.17
Leads for Results
5.11
Exerts Influence
3.83
Inspires Commitment
3.17
Appreciates diversity
5.11
Shows Self Understandin
3.67
Appreciates diversity
3.00
Inspires Commitment
5.06
Shows Openness
3.50
Exerts Influence
3.00
Inspires ownership
4.67
© Team Focus Ltd 2010
38
Mean Cluster Scores for Peers
Mean Cluster Scores for All others
Drives for Results
5.92
Drives for Results
5.72
Shows Self Regard and B
5.42
Shows Self Regard and B
5.61
Energy for Change
5.17
Shows Self Regulation
5.28
Demonstrates flexibility
5.08
Understands context
5.17
Shows Openness
4.92
Energy for Change
5.14
Understands context
4.83
Demonstrates flexibility
5.11
Shows Self Regulation
4.75
Builds Relationships
5.03
Leads for Results
4.75
Energises change
4.97
Shows Self Understandin
4.75
Shows Openness
4.89
Builds Relationships
4.67
Shows Self Understandin
4.89
Energises change
4.58
Manages diplomatically
4.86
Exerts Influence
4.58
Leads for Results
4.78
Manages diplomatically
4.50
Understands Others
4.75
Inspires Commitment
4.42
Exerts Influence
4.75
Understands Others
4.42
Appreciates Others
4.61
Appreciates diversity
4.33
Inspires Commitment
4.53
Appreciates Others
4.17
Appreciates diversity
4.50
Inspires ownership
4.00
Inspires ownership
4.19
© Team Focus Ltd 2010
39
Major Area Rank Order Graphs
Mean Area Scores for Self
Mean Area Scores for Manager
Mean Area Scores for Direct Reports
Self Motivation
4.75
Self Motivation
4.67
Self Awareness
5.69
Social Awareness
4.50
Situational Management
4.42
Self Management
5.61
Situational Management
4.33
Self Awareness
4.25
Self Motivation
5.61
Situational Motivation
4.25
Self Management
4.00
Situational Awareness
5.44
Social Motivation
4.25
Situational Motivation
3.83
Social Management
5.42
Self Awareness
4.17
Social Awareness
3.83
Situational Management
5.31
Situational Awareness
4.08
Social Management
3.83
Social Awareness
5.22
Social Management
4.00
Situational Awareness
3.50
Social Motivation
5.08
Self Management
3.83
Social Motivation
3.50
Situational Motivation
5.03
Mean Area Scores for Peers
Mean Area Scores for All others
Self Motivation
5.54
Self Motivation
5.43
Self Awareness
5.08
Self Awareness
5.25
Self Management
4.83
Self Management
5.08
Situational Management
4.79
Situational Management
4.99
Social Management
4.63
Social Management
4.89
Social Motivation
4.58
Situational Awareness
4.83
Situational Awareness
4.58
Social Awareness
4.68
Situational Motivation
4.29
Social Motivation
4.65
Social Awareness
4.29
Situational Motivation
4.58
© Team Focus Ltd 2010
40
Gap Analysis
 Self
RELATIVE
Influence
Communicates
Creativity
Values difference
Emotional Literacy
Adapts across situations
Empowers others
Leads the Change
Self Literacy
Openness to Change
Shares responsibility
Sensitive to situations
People Judgement
Trust Radius
Leads the Vision
Positive Regard
Demonstrates tolerance
Develops People
Self-Assessment
Fosters team spirit
Openness to Feedback
Stimulates action
Transforms perception
Creates understanding
-0.33 
-0.33 
-0.33 
-0.33 
-0.33 
-0.33 
-0.67 
-0.67 
-0.67 
-0.67 
-1.00 
-1.00 
-3
|
© Team Focus Ltd 2010
-2
|
-1
|
 2.00
 1.67
 1.67

0
|
1
|
2
|
ABSOLUTE
Influence
Communicates
Creativity
Values difference
Emotional Literacy
Adapts across situations
Empowers others
Leads the Change
Self Literacy
Openness to Change
Shares responsibility
Sensitive to situations
People Judgement
Trust Radius
Leads the Vision
Positive Regard
Demonstrates tolerance
Develops People
Self-Assessment
Fosters team spirit
Openness to Feedback
Stimulates action
Transforms perception
Creates understanding
Optimism
Constructive Discontent
Achievement Orientation
Responsibility
Recognises the politics
Self Confidence
Authenticity
Adapts across time
Contributes with sensitivity
Initiative
Self Control
Develops Collaboration



 1.67
1.00



 1.00

 1.00

 1.00

 0.67

 0.67

 0.67

 0.67

 0.67

 0.67
  0.33
  0.33
  0.33
 0.00
 0.00
 0.00
 0.00
 0.00
 0.00
 0.00
 Optimism
 Constructive Discontent
 Achievement Orientation
 Responsibility
 Recognises the politics
 Self Confidence
 Authenticity
 Adapts across time
 Contributes with sensitivit
 Initiative
 Self Control
 Develops Collaboration
Gap between Mean Scores
 Manager
3
|
2.00

1.67
1.67
1.67
1.00
1.00
1.00
1.00
0.67
0.67
0.67
0.67
0.67
0.67
0.33
0.33
0.33
0.00
0.00
0.00
0.00
0.00
0.00
0.00
-0.33
-0.33
-0.33
-0.33
-0.33
-0.33
-0.67
-0.67
-0.67
-0.67
-1.00
-1.00























 
 























0
|
1
|
2
|




3
|
Mean Scores
4
|

5
|
6
|
41
Gap Analysis
 Self
RELATIVE
-0.44 
-0.44 
-0.56 
-0.56 
-0.56 
-0.56 
-0.56 
-0.56 
-0.67 
-0.67 
-0.78 
-0.78 
-0.78 
-0.89 
-1.00 
-1.00 
-1.00 
-1.11 
-1.11 
-1.11 
-1.11 
-1.22 
-1.22 
-1.22 
-1.22 
-1.22 
-1.22 
-1.56 
-1.67 
-1.67 
-1.89 
-2.00 
-2.00 
-2.00 
-2.00 
-2.67 
-3
|
© Team Focus Ltd 2010
-2
|
-1
|

Creates understanding



































People Judgement
Shares responsibility
Creativity
Develops People
Trust Radius
Values difference
Leads the Change
Leads the Vision
Stimulates action
Achievement Orientation
Emotional Literacy
Empowers others
Self Confidence
Fosters team spirit
Adapts across situations
Initiative
Communicates
Transforms perception
Positive Regard
Optimism
Adapts across time
Openness to Change
Contributes with sensitivit
Sensitive to situations
Influence
Responsibility
Authenticity
Self-Assessment
Demonstrates tolerance
Develops Collaboration
Self Control
Constructive Discontent
Self Literacy
Recognises the politics
Openness to Feedback
0
|
1
|
Gap between Mean Scores
2
|
3
|
 Direct Reports
ABSOLUTE
Creates understanding
-0.44
People Judgement
Shares responsibility
Creativity
Develops People
Trust Radius
Values difference
Leads the Change
Leads the Vision
Stimulates action
Achievement Orientation
Emotional Literacy
Empowers others
Self Confidence
Fosters team spirit
Adapts across situations
Initiative
Communicates
Transforms perception
Positive Regard
Optimism
Adapts across time
Openness to Change
Contributes with sensitivity
Sensitive to situations
Influence
Responsibility
Authenticity
Self-Assessment
Demonstrates tolerance
Develops Collaboration
Self Control
Constructive Discontent
Self Literacy
Recognises the politics
Openness to Feedback
-0.44
-0.56
-0.56
-0.56
-0.56
-0.56
-0.56
-0.67
-0.67
-0.78
-0.78
-0.78
-0.89
-1.00
-1.00
-1.00
-1.11
-1.11
-1.11
-1.11
-1.22
-1.22
-1.22
-1.22
-1.22
-1.22
-1.56
-1.67
-1.67
-1.89
-2.00
-2.00
-2.00
-2.00
-2.67
 

0
|
1
|
2
|
 
 
 
 
 
 
 
 
 



















































3
|
Mean Scores
4
|
5
|
6
|
42
Gap Analysis
 Self
RELATIVE
People Judgement

Trust Radius 
Develops People  
Values difference  
Emotional Literacy

Creativity

Shares responsibility

Empowers others

Stimulates action

-0.17  
-0.17  
-0.17  
-0.17  
-0.17  
-0.17  
-0.17  
-0.17  
-0.33  
-0.33  
-0.50 

-0.67 

-0.67 

-0.67 

-0.83 

-0.83 

-1.00 

-1.00 

-1.00 

-1.00 

-1.17 

-1.17 

-1.17 

-1.17 

-1.17 

-1.33 

-1.83 

-3
|
© Team Focus Ltd 2010
-2
|
-1
|
0
|

0.50
 0.50
0.17
0.17
0.00
0.00
0.00
0.00
0.00
Creates understanding
Contributes with sensitivit
Communicates
Sensitive to situations
Transforms perception
Leads the Change
Influence
Positive Regard
Leads the Vision
Self Confidence
Self Control
Responsibility
Adapts across situations
Fosters team spirit
Adapts across time
Demonstrates tolerance
Openness to Change
Optimism
Achievement Orientation
Self-Assessment
Self Literacy
Develops Collaboration
Authenticity
Initiative
Recognises the politics
Constructive Discontent
Openness to Feedback
1
|
Gap between Mean Scores
2
|
3
|
 Peers
ABSOLUTE
People Judgement
0.50
Trust Radius
Develops People
Values difference
Emotional Literacy
Creativity
Shares responsibility
Empowers others
Stimulates action
Creates understanding
Contributes with sensitivity
Communicates
Sensitive to situations
Transforms perception
Leads the Change
Influence
Positive Regard
Leads the Vision
Self Confidence
Self Control
Responsibility
Adapts across situations
Fosters team spirit
Adapts across time
Demonstrates tolerance
Openness to Change
Optimism
Achievement Orientation
Self-Assessment
Self Literacy
Develops Collaboration
Authenticity
Initiative
Recognises the politics
Constructive Discontent
Openness to Feedback
0.50
0.17
0.17
0.00
0.00
0.00
0.00
0.00
-0.17
-0.17
-0.17
-0.17
-0.17
-0.17
-0.17
-0.17
-0.33
-0.33
-0.50
-0.67
-0.67
-0.67
-0.83
-0.83
-1.00
-1.00
-1.00
-1.00
-1.17
-1.17
-1.17
-1.17
-1.17
-1.33
-1.83
 
 












0
|
1
|
2
|






 
 
 
 

























3
|
Mean Scores
4
|
5
|
6
|
43
All Competencies in Order
Self
Manager
Direct
Reports
Peers
All others
Positive Regard
4.00
3.67
5.11
4.17
4.56
Trust Radius
4.67
4.00
5.22
4.17
4.67
Constructive Discontent
3.67
4.00
5.67
5.00
5.17
Develops Collaboration
3.67
4.67
5.56
4.83
5.17
Fosters team spirit
3.67
3.67
4.67
4.33
4.39
Communicates
4.33
2.67
5.44
4.50
4.67
Self Confidence
5.00
5.33
5.89
5.33
5.61
Self-Assessment
3.67
3.67
5.33
4.67
4.83
Authenticity
4.33
5.00
5.89
5.50
5.61
Responsibility
4.67
5.00
5.89
5.33
5.56
Openness to Feedback
2.67
2.67
5.33
4.50
4.61
Openness to Change
4.33
3.67
5.56
5.33
5.17
Achievement Orientation
5.00
5.33
5.78
6.00
5.78
Initiative
4.67
5.33
5.67
5.83
5.67
Creativity
5.00
3.33
5.56
5.00
5.00
Optimism
4.33
4.67
5.44
5.33
5.28
Emotional Literacy
4.33
3.33
5.11
4.33
4.56
Influence
4.00
2.00
5.22
4.17
4.33
Develops People
4.67
4.67
5.22
4.50
4.89
Leads the Vision
4.33
4.00
5.00
4.67
4.72
Leads the Change
4.67
3.67
5.22
4.83
4.83
Self Control
3.67
4.67
5.67
4.17
5.00
Self Literacy
3.67
3.00
5.67
4.83
4.94
People Judgement
5.00
4.33
5.44
4.50
4.94
Sensitive to situations
4.33
3.67
5.56
4.50
4.89
Recognises the politics
4.00
4.33
6.00
5.17
5.44
Values difference
4.67
3.00
5.22
4.50
4.61
Demonstrates tolerance
3.33
3.00
5.00
4.17
4.39
Contributes with sensitivity
4.33
5.00
5.56
4.50
5.11
Creates understanding
4.33
4.33
4.78
4.50
4.61
© Team Focus Ltd 2010
44
Adapts across situations
4.33
3.33
5.33
5.00
4.89
Adapts across time
4.33
5.00
5.56
5.17
5.33
Transforms perception
4.33
4.33
5.44
4.50
4.94
Stimulates action
4.67
4.67
5.33
4.67
5.00
Shares responsibility
4.33
3.67
4.89
4.33
4.50
Empowers others
3.67
2.67
4.44
3.67
3.89
© Team Focus Ltd 2010
45
All Clusters in Order
Self
Manager
Direct
Reports
Peers
All others
Shows Self Understanding
3.67
3.33
5.50
4.75
4.89
Shows Self Regard and Belief
4.67
5.17
5.89
5.42
5.61
Shows Self Regulation
4.17
4.83
5.78
4.75
5.28
Shows Openness
3.50
3.17
5.44
4.92
4.89
Drives for Results
4.83
5.33
5.72
5.92
5.72
Energy for Change
4.67
4.00
5.50
5.17
5.14
Understands Others
4.67
3.83
5.28
4.42
4.75
Appreciates Others
4.33
3.83
5.17
4.17
4.61
Exerts Influence
3.83
3.00
5.44
4.58
4.75
Builds Relationships
4.17
4.67
5.39
4.67
5.03
Leads for Results
4.50
3.83
5.11
4.75
4.78
Inspires Commitment
4.00
3.17
5.06
4.42
4.53
Understands context
4.17
4.00
5.78
4.83
5.17
Appreciates diversity
4.00
3.00
5.11
4.33
4.50
Manages diplomatically
4.33
4.67
5.17
4.50
4.86
Demonstrates flexibility
4.33
4.17
5.44
5.08
5.11
Energises change
4.50
4.50
5.39
4.58
4.97
Inspires ownership
4.00
3.17
4.67
4.00
4.19
© Team Focus Ltd 2010
46
All Major Areas in Order
Self
Manager
Direct
Reports
Peers
All others
Self Awareness
4.17
4.25
5.69
5.08
5.25
Self Management
3.83
4.00
5.61
4.83
5.08
Self Motivation
4.75
4.67
5.61
5.54
5.43
Social Awareness
4.50
3.83
5.22
4.29
4.68
Social Management
4.00
3.83
5.42
4.63
4.89
Social Motivation
4.25
3.50
5.08
4.58
4.65
Situational Awareness
4.08
3.50
5.44
4.58
4.83
Situational Management
4.33
4.42
5.31
4.79
4.99
Situational Motivation
4.25
3.83
5.03
4.29
4.58
© Team Focus Ltd 2010
47
Item scores for the 3 highest Competencies
and 3 lowest rated competencies
The tables below show the averaged ratings for each of the statements that contribute to your 3
highest and 3 lowest competencies.
Please take special notice of the statements which are marked with two asterisks (**). These are
negatively worded and sometimes cause confusion. In general, for statements which are not marked
with asterisks, HIGH scores can considered to be positive.
Where a statement is marked with asterisks, then LOW scores are considered to be positive.
3 Highest Competencies
Achievement Orientation
Self
Manager
Direct
Reports
Peers
All others
Continually seeks to improve what he/she is doing
5.00
6.00
5.67
6.00
5.83
Sets high standards and shows energy and determination to
achieve
5.00
5.00
5.67
6.00
5.67
Is driven to achieve to a very high standard and sets
challenging personal targets
5.00
5.00
6.00
6.00
5.83
© Team Focus Ltd 2010
48
Initiative
Self
Manager
Direct
Reports
Peers
All others
Shows great ingenuity and initiative for getting round
difficulties
5.00
5.00
5.67
5.50
5.50
Lives by the motto 'there must be a way'
5.00
6.00
5.67
6.00
5.83
Does not let problems and obstacles get in the way of
achieving results
4.00
5.00
5.67
6.00
5.67
Self Confidence
Self
Manager
Direct
Reports
Peers
All others
Conducts him/herself with deep level of self-assurance and
inner authority
5.00
6.00
6.00
5.00
5.67
Shows great confidence in managing the stresses and
strains of everyday life
5.00
5.00
5.67
5.50
5.50
His/her words and actions demonstrate deep seated beliefs,
a clear purpose and inner confidence
5.00
5.00
6.00
5.50
5.67
© Team Focus Ltd 2010
49
3 Lowest Competencies
Empowers others
Self
Manager
Direct
Reports
Peers
All others
Is good at creating an environment in which people feel they
can develop and grow
4.00
4.00
5.33
4.50
4.83
Lets people take initiatives and admit mistakes without fear
of blame and recrimination
4.00
3.00
5.33
4.50
4.67
4.00
6.00
4.33
5.00
4.83
** Can sometimes be accused of keeping too much control
Influence
Self
Manager
Direct
Reports
Peers
All others
Demonstrates the ability to influence direction by winning
hearts and minds
4.00
2.00
5.00
4.50
4.33
Has a communication style which is fluent and persuasive
but still shows a lot of listening and give and take
4.00
2.00
5.33
4.00
4.33
Shows resourcefulness, understanding and flexibility when
persuading others
4.00
2.00
5.33
4.00
4.33
Demonstrates tolerance
Self
Manager
Direct
Reports
Peers
All others
Is good at creating an open and trusting climate amongst
people with diverse opinions and beliefs
4.00
3.00
5.33
4.50
4.67
Tries hard to understand and value what people are saying
when they challenge his/her beliefs
4.00
2.00
5.33
4.50
4.50
5.00
3.00
2.67
3.50
3.00
** May sometimes come across as overly critical of diverse
views and styles
© Team Focus Ltd 2010
50