1. No category

Pat Sample
3/9/2011
THE EXTRAORDINARY
COACH
Participant Feedback Report
Table of Contents
Pat Sample
Section
Title
Page
1
How to Interpret Your Feedback
1
2
Coaching Dimensions Overview
3
3
The 14 Coaching Competencies Summary
4
This section provides an overview of your competency scores. Use this section to obtain an overall understanding of what others
feel are your strengths and developmental needs. To better understand the composition of each competency, review the items
used to assess each competency in section 4.
4
The 14 Coaching Competencies w/ Item Details
5
This section displays your results for the 14 Coaching Competencies. In addition to the summary results for each competency,
this section provides the results of each item used to assess the specific competency. The results for each item are sorted from
the most positive to the least positive based on the Total score.
5
Engagement Index
20
This section displays the detailed results for the Engagement Index, which measures the extent to which your Direct Reports are
satisfied and motivated to do their jobs. Our research shows a direct connection between leadership effectiveness and employee
commitment. The results for each item are sorted from the most positive to the least positive.
6
Importance Ratings
21
This section displays the 14 Coaching Competencies ranked from the most important to the least important. Raters were asked
to choose the three competencies that they felt would be most helpful for you to do well when coaching others. This section
shows how important the selected competencies are for your effectiveness as a coach.
7
Highest Scored Items
22
This section presents items receiving the highest total scores. You should not necessarily assume that an item on this list does not
need improvement.
8
Lowest Scored Items
23
This section presents items receiving the lowest total scores. You should not necessarily assume that an item on this list is in
fact a significant problem.
9
Written Comments
24
This section displays verbatim the written comments provided by your respondents. You are encouraged to read the comments
without trying to individually identify the respondent. Use this section as supplemental information to clarify the numeric data and
provide other perspectives not addressed in the survey.
10
Supplemental View: Coaching Dimensions (Vertical Bar Graph Format)
27
This section contains a vertical bar graph that displays your Total scores for the 4 dimensions of Coaching in relation to the
Extraordinary Coach norms.
11
Supplemental View: 14 Coaching Competencies Summary (Vertical Bar Graph Format)
29
This section contains a vertical bar graph that displays your Total scores for the 14 Coaching Competencies in relation to the
Extraordinary Coach norms.
12
Supplemental View: 14 Coaching Competencies (Differences in Perception)
This section displays your Total and Self scores for all of the 14 Coaching Competencies along with a bar graph indicating the
size and direction of the gap between the two.
30
Pat Sample
Section 1: How to Interpret Your Feedback
How to Interpret Your Feedback
This report for Pat Sample includes feedback received from:
1 Manager, 6 Peers, 6 Direct Reports, 3 Others, 1 Self
These survey submissions will be reported as follows*:
1 Manager, 6 Peers, 6 Direct Reports, 3 Others, 1 Self
This report compares your results to the Extraordinary Coach 90th and 75th Percentile Norms.
As you review this report, keep in mind that feedback is meant to be very constructive. You will glean the most benefit from
it if you keep an open mind, rather than becoming defensive or looking for reasons why it “must be wrong.”
Definitions and Explanations:
Coaching Dimensions The overview displays the four dimensions of Coaching and the rating differences by respondent
Overview
categories.
The 14 Coaching
Competencies
Summary
This section summarizes your results at the competency level based on the items that make up
each one.
Importance Ratings
This section of the report summarizes the perceptions of others about the relative importance of
the 14 Coaching Competencies relating to your success in your current role. Review this section to
see if there is any consensus on a few competencies that would help you be more successful.
Highest & Lowest
Scoring Items
The next two sections display the 10 most positively scored items and the 10 least positively
scored items. This information helps you identify areas of strength and potential fatal flaws.
Response
Frequency
The Response Frequency displays a detailed break down of how each item was
responded to. Use this information as a reference to understand how people reacted to each
survey item.
#
This is the number of raters used to calculate a particular score.
Appendix
The Appendix consists of Sections 10, 11, and 12. Sections 10 and 11 are graphs that display the
same data found in Sections 2 and 3, but in a vertical rather than a horizontal layout. Section 12
is a table that summarizes the differences between your ratings and others’ ratings of you.
How Scores are Calculated
Scores are averaged and presented by respondent type at the Dimension, Competency and Item levels. Responses of
Don’t Know/Not Applicable and missing responses are not included in the calculations.
*To help ensure anonymity for your respondents, data will be displayed only when there is a minimum of three survey
submissions in a given respondent category. If any of the respondent types (excluding Manager) have less than three
submissions, that data will be combined with responses from another rater category.
You are now ready to interpret your feedback.
Good luck on your journey toward becoming an extraordinary coach.
Copyright 2012 Zenger | Folkman Company
Page 1
Pat Sample
Section 1: Your Respondents
Your Respondents
The table below displays all of the individuals you invited to respond to your survey. The presence of a name within the table
does not necessarily mean the individual submitted feedback.
As mentioned on the previous page, if any of the respondent types (excluding Manager) have less than three submissions, that
data will be combined with responses from another rater category to preserve anonymity.
Respondent Type
Respondent Name
Manager
Nathan Spencer
Peer
Fredrico Juarez
Peer
Amber Gerritsen
Peer
Ivan Anderson
Peer
Penny Simpson
Peer
Kris Siri
Peer
Michael North
Direct Report
Chris Ramey
Direct Report
Henry Meiner
Direct Report
Charlie Davis
Direct Report
Kevin Mason
Direct Report
Katy Long
Direct Report
Katherine Best
Other
Jack Austin
Other
John Roxberry
Other
Keith Wood
Other
Ted Marshall
Copyright 2012 Zenger | Folkman Company
Page 2
Pat Sample
Section 2: Coaching Dimensions Overview
Section 2: Coaching Dimensions Overview
Legend
Response
Description
Symbol
Norm
5
Outstanding Strength - Top 10%
Extraordinary Coach 90th Percentile Norm
4
Strength - Top Quartile
Extraordinary Coach 75th Percentile Norm
3
Competent - Good Performance
2
Needs Some Improvement - Inconsistent Performance
1
Needs Significant Improvement - Poor Performance
Builds a Strong Relationship
Rater
Score 1
Total
4.16
Manager
3.57
Peers
4.13
Direct Reports
4.38
Others
3.95
Self
4.29
2
3
4
5
2
3
4
5
2
3
4
5
2
3
4
5
Communicates Effectively
Rater
Score 1
Total
4.06
Manager
3.80
Peers
3.78
Direct Reports
4.44
Others
3.91
Self
3.93
Facilitates Action and Results
Rater
Score 1
Total
3.95
Manager
3.45
Peers
3.71
Direct Reports
4.35
Others
3.76
Self
3.73
Provides Ongoing Support
Rater
Score 1
Total
4.01
Manager
3.67
Peers
4.00
Direct Reports
4.25
Others
3.67
Self
3.33
Copyright 2012 Zenger | Folkman Company
Page 3
Pat Sample
Section 3: The 14 Coaching Competencies Summary
Section 3: The 14 Coaching Competencies Summary
This section provides an overview of your competency scores. Use this section to obtain an overall understanding of what others feel are your
strengths and developmental needs. To better understand the composition of each competency, review the items used to assess each competency
in section 4.
Legend
Response
Description
Symbol
Norm
5
Outstanding Strength - Top 10%
Extraordinary Coach 90th Percentile Norm
4
Strength - Top Quartile
Extraordinary Coach 75th Percentile Norm
3
Competent - Good Performance
2
Needs Some Improvement - Inconsistent Performance
1
Needs Significant Improvement - Poor Performance
Builds a Strong Relationship
Score 1
Builds a Strong Relationship
4.16
Personally Supports the Development of Others
3.86
Generates Trust
4.45
Builds Relationships
4.24
Encourages Collaboration
4.04
2
3
4
5
2
3
4
5
2
3
4
5
2
3
4
5
Communicates Effectively
Score 1
Communicates Effectively
4.06
Listens Actively
4.27
Asks Powerful Questions
3.92
Values Diversity
4.13
Provides Feedback
3.96
Welcomes Feedback
4.02
Facilitates Action and Results
Score 1
Facilitates Action and Results
3.95
Helps Others Set Goals & Performance Expectations
3.85
Inspires Others to Change
4.08
Fosters Innovation
3.89
Provides Ongoing Support
Score 1
Provides Ongoing Support
4.01
Gives Recognition
4.08
Provides Follow-Up and Accountability
3.93
Copyright 2012 Zenger | Folkman Company
Page 4
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Section 4: The 14 Coaching Competencies w/ Item Details
This section displays your results for the 14 Coaching Competencies. In addition to the summary results for each competency, this section
provides the results of each item used to assess the specific competency. The results for each item are sorted from the most positive to the least
positive based on the Total score. Use this section to compare the perceptions of each group of respondents for each item.
Legend
Response
Description
Symbol
Norm
5
Outstanding Strength - Top 10%
Extraordinary Coach 90th Percentile Norm
4
Strength - Top Quartile
Extraordinary Coach 75th Percentile Norm
3
Competent - Good Performance
2
Needs Some Improvement - Inconsistent Performance
1
Needs Significant Improvement - Poor Performance
Response Frequency
Personally Supports the Development of Others (Builds a Strong
Relationship)
2
3
4
5
3%
32%
39%
25%
3.25
75%
25%
3.76
33%
57%
10%
Direct Reports
4.35
17%
30%
52%
Others
3.27
27%
9%
Self
4.00
Rater
Score 1
Total
3.86
Manager
Peers
2
3
4
5
1
18%
45%
100%
3. Expresses confidence in others.
Score 1
Response Frequency
1
2
3
4
5
19%
50%
31%
Rater
#
Total
16
4.13
Manager
1
4.00
Peers
6
4.00
17%
67%
17%
Direct Reports
6
4.33
17%
33%
50%
Others
3
4.00
33%
33%
33%
Self
1
4.00
2
3
4
5
100%
100%
2. Looks for opportunities or job assignments that help others develop.
Response Frequency
3
4
5
3.93
29%
50%
21%
3.00
100%
4
3.75
25%
Direct Reports
6
4.50
Others
3
3.33
Self
1
4.00
Rater
#
Total
14
Manager
1
Peers
Score 1
2
3
4
5
1
50%
33%
100%
Response Frequency
1
2
3
4
5
43%
21%
29%
40%
40%
20%
33%
17%
50%
Rater
#
Total
14
3.71
Manager
1
3.00
100%
Peers
5
3.80
Direct Reports
6
4.17
Others
2
2.50
Self
1
4.00
Copyright 2012 Zenger | Folkman Company
75%
50%
67%
1. Provides coaching to support the individual development of others.
Score 1
2
2
3
4
5
7%
50%
50%
100%
Page 5
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
4. Gives time and effort to develop others.
Score 1
Response Frequency
1
2
3
4
5
40%
33%
20%
Rater
#
Total
15
3.67
Manager
1
3.00
100%
Peers
6
3.50
50%
50%
Direct Reports
5
4.40
20%
20%
Others
3
3.00
33%
33%
Self
1
4.00
Copyright 2012 Zenger | Folkman Company
2
3
4
5
7%
33%
60%
100%
Page 6
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Generates Trust (Builds a Strong Relationship)
Rater
Score 1
2
3
4
5
1
2
3
4
5
3%
48%
48%
Total
4.45
Manager
4.00
Peers
4.39
4%
52%
43%
Direct Reports
4.57
4%
35%
61%
Others
4.50
50%
50%
Self
4.25
25%
50%
100%
25%
5. Creates an open and trusting work environment.
Rater
#
Total
16
Score 1
4.56
Manager
1
4.00
Peers
6
4.67
Direct Reports
6
4.50
Others
3
4.67
Self
1
5.00
2
Response Frequency
3
4
5
1
2
3
4
5
6%
31%
63%
100%
17%
33%
67%
17%
67%
33%
67%
100%
7. Honors commitments and is careful to keep promises.
Response Frequency
Rater
#
4
5
Total
16
4.44
56%
44%
Manager
1
4.00
100%
Peers
6
4.33
67%
33%
Direct Reports
6
4.67
33%
67%
Others
3
4.33
67%
33%
Self
1
4.00
100%
Score 1
2
3
4
5
1
8. Creates safety by managing confidentiality.
2
3
Response Frequency
Rater
#
4
5
Total
14
4.43
57%
43%
Manager
1
4.00
100%
Peers
5
4.40
60%
40%
Direct Reports
5
4.60
40%
60%
Others
3
4.33
67%
Self
1
5.00
Score 1
2
3
4
5
1
Rater
#
16
Score 1
4.38
Manager
1
4.00
Peers
6
4.17
Direct Reports
6
4.50
Others
3
4.67
Self
1
3.00
Copyright 2012 Zenger | Folkman Company
3
33%
100%
6. Does what is right regardless of personal risk or consequence.
Total
2
2
3
Response Frequency
4
5
1
2
3
4
5
6%
50%
44%
100%
17%
50%
33%
50%
50%
33%
67%
100%
Page 7
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Builds Relationships (Builds a Strong Relationship)
3
4
5
Total
4.24
9%
59%
33%
Manager
3.67
33%
67%
Peers
4.22
6%
67%
28%
Direct Reports
4.41
12%
35%
53%
Others
4.13
88%
13%
Self
4.67
33%
67%
Rater
Score 1
2
3
4
5
1
10. Relates well to people at all levels of the organization.
2
Response Frequency
Rater
#
4
5
Total
15
4.40
60%
40%
Manager
1
4.00
100%
Peers
6
4.33
67%
33%
Direct Reports
5
4.60
40%
60%
Others
3
4.33
67%
33%
Self
1
4.00
100%
Score 1
2
3
4
5
1
11. Initiates positive interactions with others.
Score 1
2
3
Response Frequency
1
2
3
4
5
13%
53%
33%
Rater
#
Total
15
4.20
Manager
1
4.00
Peers
6
4.17
17%
50%
33%
Direct Reports
6
4.33
17%
33%
50%
Others
2
4.00
Self
1
5.00
2
3
4
5
100%
100%
100%
9. Takes the time to understand the needs and concerns of others.
Response Frequency
Rater
#
3
4
5
Total
16
4.13
13%
63%
25%
Manager
1
3.00
100%
Peers
6
4.17
83%
17%
Direct Reports
6
4.33
33%
50%
Others
3
4.00
Self
1
5.00
Score 1
Copyright 2012 Zenger | Folkman Company
2
3
4
5
1
2
17%
100%
100%
Page 8
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Encourages Collaboration (Builds a Strong Relationship)
Rater
2
3
4
5
4%
16%
51%
29%
3.33
67%
33%
4.13
7%
73%
20%
11%
28%
50%
3.89
22%
67%
11%
4.33
33%
Score 1
Total
4.04
Manager
Peers
Direct Reports
4.17
Others
Self
2
3
4
5
1
11%
12. Encourages those being coached to work collaboratively with others.
67%
Response Frequency
Rater
#
3
4
5
Total
15
4.13
13%
60%
27%
Manager
1
3.00
100%
Peers
5
4.20
80%
20%
Direct Reports
6
4.33
33%
50%
Others
3
4.00
Self
1
5.00
Score 1
2
3
4
5
1
17%
100%
100%
14. Helps people focus on large, unifying goals that encourage collaboration.
Score 1
2
Response Frequency
1
2
3
4
5
7%
13%
47%
33%
80%
20%
33%
50%
33%
33%
Rater
#
Total
15
4.07
Manager
1
3.00
Peers
5
4.20
Direct Reports
6
4.17
Others
3
4.00
33%
Self
1
3.00
100%
2
3
4
5
100%
17%
13. Helps others understand how to get cooperation from other teams or departments.
Rater
#
Total
15
Score 1
3.93
Manager
1
4.00
Peers
5
4.00
Direct Reports
6
4.00
Others
3
3.67
Self
1
5.00
Copyright 2012 Zenger | Folkman Company
2
3
4
5
Response Frequency
1
2
3
4
5
7%
20%
47%
27%
100%
17%
20%
60%
20%
17%
17%
50%
33%
67%
100%
Page 9
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Listens Actively (Communicates Effectively)
Rater
Score 1
2
3
4
5
1
2
3
4
5
13%
48%
40%
Total
4.27
Manager
4.00
Peers
4.11
17%
56%
28%
Direct Reports
4.61
6%
28%
67%
Others
4.00
22%
56%
22%
Self
3.67
33%
67%
100%
15. Listens to others with a desire to understand.
Score 1
Response Frequency
1
2
3
4
5
6%
50%
44%
Rater
#
Total
16
4.38
Manager
1
4.00
Peers
6
4.17
Direct Reports
6
4.67
Others
3
4.33
67%
Self
1
4.00
100%
2
3
4
5
100%
83%
16. Listens without judgment or attachment to what is being said.
Rater
#
Total
16
Score 1
4.38
Manager
1
4.00
Peers
6
4.17
Direct Reports
6
4.67
Others
3
Self
1
17%
17%
2
3
83%
33%
Response Frequency
4
5
1
2
3
4
5
6%
50%
44%
100%
17%
50%
33%
33%
67%
4.33
67%
33%
4.00
100%
17. Summarizes, paraphrases, and mirrors back what is conveyed (verbally and
nonverbally) to ensure understanding.
Score 1
Response Frequency
1
2
3
4
5
25%
44%
31%
Rater
#
Total
16
4.06
Manager
1
4.00
Peers
6
4.00
Direct Reports
6
4.50
Others
3
3.33
67%
Self
1
3.00
100%
Copyright 2012 Zenger | Folkman Company
2
3
4
5
100%
33%
33%
33%
50%
50%
33%
Page 10
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Asks Powerful Questions (Communicates Effectively)
Rater
Score 1
2
3
4
5
1
2
3
4
5
6%
23%
44%
27%
67%
33%
22%
39%
22%
50%
50%
Total
3.92
Manager
3.33
Peers
3.67
Direct Reports
4.50
Others
3.44
56%
44%
Self
3.33
67%
33%
17%
20. Asks questions that challenge assumptions in a constructive way.
Rater
#
Total
16
Score 1
4.00
Manager
1
3.00
Peers
6
3.83
Direct Reports
6
4.50
Others
3
3.67
Self
1
4.00
2
3
Response Frequency
4
5
1
3
4
5
19%
44%
31%
33%
33%
50%
50%
100%
17%
17%
33%
Response Frequency
1
2
3
4
5
6%
19%
50%
25%
50%
17%
50%
50%
Rater
#
Total
16
3.94
Manager
1
3.00
Peers
6
3.67
Direct Reports
6
4.50
Others
3
3.67
33%
Self
1
3.00
100%
2
3
4
5
100%
17%
19. Asks questions that promote discovery and insights.
Score 1
17%
1
2
3
4
5
6%
31%
38%
25%
17%
33%
Rater
#
16
3.81
Manager
1
4.00
Peers
6
3.50
Direct Reports
6
4.50
Others
3
3.00
100%
Self
1
3.00
100%
2
67%
Response Frequency
Total
Copyright 2012 Zenger | Folkman Company
67%
100%
18. Asks thoughtful, open-ended questions.
Score 1
2
6%
3
4
5
100%
33%
17%
50%
50%
Page 11
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Values Diversity (Communicates Effectively)
Rater
2
3
4
5
4%
13%
50%
33%
11%
28%
39%
22%
6%
44%
50%
4.33
67%
33%
4.33
67%
33%
Score 1
Total
4.13
Manager
4.00
Peers
3.72
Direct Reports
4.44
Others
Self
2
3
4
5
1
100%
23. Values and respects others regardless of age, gender or race.
Rater
#
Total
16
Score 1
4.38
Manager
1
4.00
Peers
6
4.17
Direct Reports
6
4.50
Others
3
Self
1
2
3
Response Frequency
4
5
1
2
3
4
5
13%
38%
50%
100%
33%
17%
50%
50%
50%
4.67
33%
67%
4.00
100%
21. Encourages the open discussion of problems and differences of opinion.
Score 1
Response Frequency
1
2
3
4
5
13%
69%
19%
Rater
#
Total
16
4.06
Manager
1
4.00
Peers
6
3.83
17%
83%
Direct Reports
6
4.33
17%
33%
Others
3
4.00
Self
1
5.00
2
3
4
5
100%
100%
100%
22. Is willing to express a difference of opinion.
Rater
#
Total
16
Score 1
3.94
Manager
1
4.00
Peers
6
3.17
Direct Reports
6
4.50
Others
3
Self
1
50%
Response Frequency
2
3
4
5
1
2
3
4
5
13%
13%
44%
31%
33%
33%
100%
17%
17%
50%
50%
4.33
67%
33%
4.00
100%
Copyright 2012 Zenger | Folkman Company
Page 12
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Provides Feedback (Communicates Effectively)
Rater
2
3
4
5
6%
23%
38%
32%
3.67
33%
67%
4.00
29%
41%
29%
6%
11%
39%
44%
22%
33%
22%
22%
33%
33%
33%
Score 1
Total
3.96
Manager
Peers
Direct Reports
4.22
Others
3.44
Self
4.00
2
3
4
5
1
26. Is quick to give positive feedback and praise.
Rater
#
Total
16
Score 1
4.31
Manager
1
4.00
Peers
6
4.33
Direct Reports
6
4.50
Others
3
4.00
Self
1
5.00
2
Response Frequency
3
4
5
1
3
4
5
13%
44%
44%
100%
17%
33%
33%
50%
50%
50%
33%
33%
100%
24. Provides honest feedback in a way that others will accept.
Score 1
2
Response Frequency
1
2
3
4
5
6%
25%
44%
25%
Rater
#
Total
16
3.88
Manager
1
4.00
Peers
6
3.83
33%
50%
17%
Direct Reports
6
4.17
17%
50%
33%
Others
3
3.33
Self
1
4.00
2
3
4
5
100%
33%
Response Frequency
1
2
3
4
5
13%
33%
27%
27%
40%
40%
20%
17%
17%
50%
33%
33%
Rater
#
Total
15
3.67
Manager
1
3.00
Peers
5
3.80
Direct Reports
6
4.00
17%
Others
3
3.00
33%
Self
1
3.00
Copyright 2012 Zenger | Folkman Company
33%
100%
25. Provides specific feedback that clearly points out ways to improve performance.
Score 1
33%
2
3
4
5
100%
100%
Page 13
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Welcomes Feedback (Communicates Effectively)
Rater
2
3
4
5
4%
16%
53%
27%
13%
38%
50%
6%
44%
50%
4.38
63%
38%
4.33
67%
33%
Score 1
Total
4.02
Manager
4.00
Peers
3.38
Direct Reports
4.44
Others
Self
2
3
4
5
1
100%
29. Shows a willingness to change based on feedback from others.
Rater
#
Total
14
Score 1
4.07
Manager
1
4.00
Peers
5
3.60
Direct Reports
6
4.33
Others
2
4.50
Self
1
5.00
2
3
Response Frequency
4
5
1
Rater
#
15
Score 1
4.00
Manager
1
4.00
Peers
5
3.20
Direct Reports
6
4.50
Others
3
Self
1
3
4
5
7%
57%
29%
100%
20%
80%
17%
33%
50%
50%
50%
100%
27. Takes the initiative to ask others for feedback.
Total
2
7%
2
Response Frequency
3
4
5
1
2
3
4
5
27%
47%
27%
100%
80%
20%
50%
50%
4.33
67%
33%
4.00
100%
28. Receives suggestions and feedback without becoming defensive.
Rater
#
Total
16
Score 1
4.00
Manager
1
4.00
Peers
6
3.33
Direct Reports
6
4.50
Others
3
Self
1
2
3
Response Frequency
4
5
1
2
3
4
5
6%
13%
56%
25%
17%
33%
100%
50%
50%
50%
4.33
67%
33%
4.00
100%
Copyright 2012 Zenger | Folkman Company
Page 14
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Helps Others Set Goals & Performance Expectations (Facilitates Action
and Results)
Rater
Score 1
2
3
4
5
1
2
3
4
5
7%
27%
41%
25%
75%
25%
15%
45%
20%
48%
Total
3.85
Manager
3.25
Peers
3.65
Direct Reports
4.26
22%
30%
Others
3.58
42%
58%
Self
3.75
25%
75%
20%
32. Suggests alternative paths or additional resources as possibilities to consider.
Rater
#
Score 1
Total
15
4.00
Manager
1
4.00
Peers
5
3.80
Direct Reports
6
4.33
Others
3
3.67
Self
1
4.00
2
3
4
Response Frequency
5
1
2
3
7%
13%
4
5
53%
27%
100%
20%
60%
20%
17%
33%
50%
33%
67%
100%
31. Defines specific action steps that lead to goal achievement.
Response Frequency
3
4
5
31%
25%
38%
17%
17%
50%
4.17
33%
17%
50%
3.67
33%
67%
Rater
#
Score 1
Total
16
3.94
Manager
1
3.00
Peers
6
4.00
Direct Reports
6
Others
3
Self
1
4.00
2
3
4
5
1
6%
100%
17%
100%
33. Balances achieving results with consideration for the needs of others.
Score 1
2
Response Frequency
1
2
3
4
5
21%
50%
21%
Rater
#
Total
14
3.86
Manager
1
3.00
Peers
5
3.40
Direct Reports
5
4.60
Others
3
3.67
33%
Self
1
3.00
100%
2
3
4
5
7%
100%
20%
#
Score 1
Total
14
3.57
Manager
1
3.00
Peers
4
3.25
Direct Reports
6
Others
3
Self
1
4.00
60%
40%
30. Helps others set clear, measurable standards of excellence.
Rater
20%
2
3
Response Frequency
4
5
1
2
7%
3
4
5
43%
36%
14%
100%
25%
50%
4.00
33%
33%
3.33
67%
33%
Copyright 2012 Zenger | Folkman Company
60%
67%
25%
33%
100%
Page 15
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Inspires Others to Change (Facilitates Action and Results)
2
3
4
5
6%
13%
47%
34%
3.87
9%
13%
61%
17%
Direct Reports
4.35
9%
4%
30%
57%
Others
4.00
33%
33%
33%
Self
4.00
25%
50%
25%
Rater
Score 1
Total
4.08
Manager
4.00
Peers
2
3
4
5
1
100%
37. Acts as a role model.
Response Frequency
Score 1
1
2
3
4
5
13%
33%
53%
Rater
#
Total
15
4.40
Manager
1
4.00
Peers
5
4.40
Direct Reports
6
4.50
17%
Others
3
4.33
33%
Self
1
5.00
2
3
4
5
100%
Rater
#
15
Score 1
4.13
Manager
1
4.00
Peers
6
3.83
Direct Reports
5
4.60
Others
3
4.00
Self
1
4.00
40%
17%
67%
67%
100%
34. Acts as a positive catalyst for change.
Total
60%
Response Frequency
2
3
4
5
1
2
3
4
5
20%
47%
33%
100%
33%
33%
50%
17%
40%
60%
33%
33%
100%
36. Is looked to for ideas, inspiration, and direction.
Response Frequency
2
3
4
5
13%
13%
44%
31%
3.67
17%
17%
6
4.17
17%
Others
3
4.00
Self
1
4.00
Rater
#
Total
16
Score 1
3.94
Manager
1
4.00
Peers
6
Direct Reports
2
3
4
5
1
100%
33%
17%
33%
50%
33%
33%
100%
35. Inspires and motivates others to achieve superior performance.
Score 1
50%
Response Frequency
1
2
3
4
5
13%
6%
63%
19%
Rater
#
Total
16
3.88
Manager
1
4.00
Peers
6
3.67
17%
83%
Direct Reports
6
4.17
17%
33%
Others
3
3.67
33%
Self
1
3.00
100%
Copyright 2012 Zenger | Folkman Company
2
3
4
5
100%
50%
67%
Page 16
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Fosters Innovation (Facilitates Action and Results)
Rater
Score 1
2
3
4
5
1
2
3
4
5
2%
30%
45%
23%
Total
3.89
Manager
3.00
Peers
3.56
38%
50%
6%
Direct Reports
4.50
6%
38%
56%
Others
3.67
33%
67%
Self
3.33
67%
33%
100%
6%
38. Encourages others to find innovative approaches to accomplish goals.
Response Frequency
Rater
#
3
4
5
Total
15
3.93
27%
53%
20%
Manager
1
3.00
100%
Peers
5
3.80
20%
80%
Direct Reports
6
4.33
17%
33%
Others
3
3.67
33%
Self
1
4.00
Score 1
2
3
4
5
1
2
50%
67%
100%
40. Sees opportunities where others see roadblocks.
Response Frequency
Rater
#
3
4
5
Total
14
3.93
36%
36%
29%
Manager
1
3.00
100%
Peers
5
3.60
60%
20%
20%
Direct Reports
5
4.60
40%
60%
Others
3
3.67
33%
Self
1
3.00
100%
Score 1
2
3
4
5
1
39. Generates new and different ways to solve problems.
Score 1
2
Response Frequency
1
2
3
4
5
7%
27%
47%
20%
Rater
#
Total
15
3.80
Manager
1
3.00
Peers
6
3.33
Direct Reports
5
4.60
Others
3
3.67
33%
Self
1
3.00
100%
Copyright 2012 Zenger | Folkman Company
2
67%
3
4
5
100%
17%
33%
50%
40%
60%
67%
Page 17
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Gives Recognition (Provides Ongoing Support)
Rater
Score 1
Total
4.08
Manager
4.00
Peers
3.94
Direct Reports
4.50
Others
3.56
Self
3.67
2
3
4
5
1
2
3
4
5
2%
10%
65%
23%
100%
17%
11%
42. Recognizes people in a way that builds their self-esteem and encourages greater
effort.
Score 1
67%
67%
Response Frequency
1
2
3
4
5
13%
63%
25%
#
16
4.13
Manager
1
4.00
Peers
6
4.00
Direct Reports
6
4.50
Others
3
3.67
33%
Self
1
3.00
100%
4
5
100%
17%
43. Gives credit to others who have contributed or performed well.
Rater
#
Total
16
Score 1
4.13
Manager
1
4.00
Peers
6
4.00
Direct Reports
6
4.50
Others
3
3.67
Self
1
4.00
2
3
Rater
#
16
Score 1
4.00
Manager
1
4.00
Peers
6
3.83
Direct Reports
6
4.50
Others
3
3.33
Self
1
4.00
Copyright 2012 Zenger | Folkman Company
67%
17%
50%
50%
67%
Response Frequency
4
5
1
2
3
4
5
13%
63%
25%
100%
17%
33%
67%
17%
50%
50%
67%
100%
41. Looks for opportunities to recognize and reward the accomplishments of others.
Total
50%
33%
Rater
3
11%
50%
22%
Total
2
72%
2
3
4
Response Frequency
5
1
2
3
4
5
6%
6%
69%
19%
100%
17%
83%
50%
33%
50%
67%
100%
Page 18
Pat Sample
Section 4: The 14 Coaching Competencies w/ Item Details
Response Frequency
Provides Follow-Up and Accountability (Provides Ongoing Support)
3
4
5
Total
3.93
41%
24%
35%
Manager
3.33
67%
33%
Peers
4.06
25%
44%
Direct Reports
4.00
50%
Others
3.78
Self
3.00
Rater
Score 1
2
3
4
5
1
2
33%
45. Regularly follows up with people on their progress toward achieving goals.
Score 1
33%
33%
33%
1
2
3
4
5
33%
27%
40%
#
15
4.07
Manager
1
4.00
Peers
5
4.20
20%
Direct Reports
6
4.00
50%
Others
3
4.00
Self
1
2.00
4
22%
Response Frequency
Rater
3
50%
44%
Total
2
31%
5
100%
33%
40%
40%
50%
33%
33%
100%
44. Establishes clear milestones and specific dates at which to check progress.
Response Frequency
Rater
#
3
4
5
Total
16
3.88
50%
13%
38%
Manager
1
3.00
100%
Peers
6
4.00
33%
33%
33%
Direct Reports
6
4.00
50%
Others
3
3.67
67%
Self
1
4.00
Score 1
2
3
4
5
1
2
50%
33%
100%
46. Positively reviews progress (or lack of progress) and helps to determine next steps.
Response Frequency
Rater
#
3
4
5
Total
15
3.87
40%
33%
27%
Manager
1
3.00
100%
Peers
5
4.00
20%
60%
20%
Direct Reports
6
4.00
50%
Others
3
3.67
33%
Self
1
3.00
100%
Score 1
Copyright 2012 Zenger | Folkman Company
2
3
4
5
1
2
50%
67%
Page 19
Pat Sample
Section 5: Engagement Index
Section 5: Engagement Index
This section displays the detailed results for the Engagement Index, which measures the extent to which your Direct Reports are satisfied and
motivated to do their jobs. The results for each item are sorted from the most positive to the least positive. If you did not receive sufficient feedback
from Direct Reports, this section will not display any scores.
Legend
Response
Description
Symbol
Norm
5
Strongly Agree
Extraordinary Coach 90th Percentile Norm
4
Agree
Extraordinary Coach 75th Percentile Norm
3
Neutral
2
Disagree
1
Strongly Disagree
Response Frequency
Engagement Index
Rater
Direct Reports
Score 1
2
3
4
5
1
3.96
51. I am appropriately involved in decisions that impact my work.
Rater
#
Direct Reports
6
Score 1
2
3
#
Direct Reports
6
Rater
#
6
4
5
1
Score 1
#
Direct Reports
6
3
4
5
1
Rater
#
5
Score 1
#
Direct Reports
6
2
3
4
5
1
2
3
#
Direct Reports
6
5
1
Rater
#
6
2
2
3
4
5
1
2
4.00
Score 1
2
3
4
5
1
2
3
3.50
Copyright 2012 Zenger | Folkman Company
4
5
33%
17%
50%
3
4
5
33%
33%
33%
3
4
5
33%
33%
33%
3
4
5
20%
60%
20%
2
2
3
3
4
5
50%
17%
33%
Response Frequency
4
5
1
3.83
Score 1
3
Response Frequency
3.83
Score 1
5
50%
Response Frequency
48. The company provides excellent learning and growth opportunities for my own
development.
Direct Reports
2
4.00
Score 1
4
33%
Response Frequency
4
50. I am kept well informed about issues that impact my job.
Rater
2
4.00
Score 1
3
17%
Response Frequency
47. I am very satisfied with my current job.
Rater
2
4.17
54. I rarely think about quitting my job to go to a different organization.
Direct Reports
5
34%
Response Frequency
2
53. I would recommend this company as a good place to work.
Rater
4
30%
4.33
52. My work environment is a place where people want to go the extra mile.
Direct Reports
3
34%
Response Frequency
49. I am confident that I will be treated fairly.
Rater
2
2%
4
2
3
4
5
17%
17%
33%
33%
Response Frequency
5
1
2
3
4
5
67%
17%
17%
Page 20
Pat Sample
Section 6: Importance Ratings
Section 6: Importance Ratings
This section displays the 14 Coaching Competencies ranked from the most important to the least important. Raters were asked to choose the three
competencies that they felt would be most helpful for you to do well when coaching others. This section shows how important the selected
competencies are for your effectiveness as a coach. The asterisk (*) symbol and yellow highlighting indicate the competencies you personally rated
as most important. The column labeled "Score," displays your performance on this competency, as measured by the total score from all of your raters
(excluding your self responses).
Peer
Dir Rpt
Other
8
3
3
2
3.85
6
3
3
Provides Follow-Up and Accountability
3.93
6
3
2
Asks Powerful Questions
3.92
4
3
3.96
4
1
1
4.08
4
1
1
2
4.45
2
1
Builds Relationships
4.24
2
Listens Actively
4.27
2
Inspires Others to Change
4.08
2
Fosters Innovation
3.89
2
1
Welcomes Feedback
4.02
2
1
Encourages Collaboration
4.04
1
Values Diversity
4.13
COMPETENCY
Score
Total
Personally Supports the Development of Others
3.86
* Helps Others Set Goals and Performance
Expectations
* Provides Feedback
Gives Recognition
* Generates Trust
Copyright 2012 Zenger | Folkman Company
Mgr
1
2
1
1
1
1
1
1
2
1
1
1
Page 21
Pat Sample
Section 7: Highest Scored Items
Section 7: Highest Scored Items
This section presents items receiving the highest total scores. You should not necessarily assume that an item on this list does not need
improvement.
10 Highest Items
Competency
Total
Mgr
Peer
Dir Rpt
Other
Self
5. Creates an open and trusting work
environment.
Generates Trust
4.56
4.00
4.67
4.50
4.67
5.00
7. Honors commitments and is careful to
keep promises.
Generates Trust
4.44
4.00
4.33
4.67
4.33
4.00
8. Creates safety by managing
confidentiality.
Generates Trust
4.43
4.00
4.40
4.60
4.33
5.00
10. Relates well to people at all levels of the
organization.
Builds Relationships
4.40
4.00
4.33
4.60
4.33
4.00
37. Acts as a role model.
Inspires Others to
Change
4.40
4.00
4.40
4.50
4.33
5.00
6. Does what is right regardless of
personal risk or consequence.
Generates Trust
4.38
4.00
4.17
4.50
4.67
3.00
15. Listens to others with a desire to
understand.
Listens Actively
4.38
4.00
4.17
4.67
4.33
4.00
16. Listens without judgment or attachment to Listens Actively
what is being said.
4.38
4.00
4.17
4.67
4.33
4.00
23. Values and respects others regardless
of age, gender or race.
Values Diversity
4.38
4.00
4.17
4.50
4.67
4.00
26. Is quick to give positive feedback and
praise.
Provides Feedback
4.31
4.00
4.33
4.50
4.00
5.00
Copyright 2012 Zenger | Folkman Company
Page 22
Pat Sample
Section 8: Lowest Scored Items
Section 8: Lowest Scored Items
This section presents items receiving the lowest total scores. You should not necessarily assume that an item on this list is in fact a significant
problem.
10 Lowest Items
Competency
Total
Mgr
Peer
Dir Rpt
Other
Self
Helps Others Set
Goals &
Performance
Expectations
3.57
3.00
3.25
4.00
3.33
4.00
4. Gives time and effort to develop others.
Personally Supports
the Development
of Others
3.67
3.00
3.50
4.40
3.00
4.00
25. Provides specific feedback that clearly
points out ways to improve performance.
Provides Feedback
3.67
3.00
3.80
4.00
3.00
3.00
Personally Supports
the Development
of Others
3.71
3.00
3.80
4.17
2.50
4.00
39. Generates new and different ways to
solve problems.
Fosters Innovation
3.80
3.00
3.33
4.60
3.67
3.00
19. Asks questions that promote discovery
and insights.
Asks Powerful
Questions
3.81
4.00
3.50
4.50
3.00
3.00
33. Balances achieving results with
consideration for the needs of others.
Helps Others Set
Goals &
Performance
Expectations
3.86
3.00
3.40
4.60
3.67
3.00
46. Positively reviews progress (or lack of
progress) and helps to determine next
steps.
Provides FollowUp and
Accountability
3.87
3.00
4.00
4.00
3.67
3.00
24. Provides honest feedback in a way that
others will accept.
Provides Feedback
3.88
4.00
3.83
4.17
3.33
4.00
35. Inspires and motivates others to achieve
superior performance.
Inspires Others to
Change
3.88
4.00
3.67
4.17
3.67
3.00
30. Helps others set clear, measurable
standards of excellence.
1. Provides coaching to support the
individual development of others.
Copyright 2012 Zenger | Folkman Company
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Pat Sample
Section 9: Written Comments
Section 9: Written Comments
This section displays verbatim the written comments provided by your respondents. You are encouraged to read the comments without trying to
individually identify the respondent. Use this section as supplemental information to clarify the numeric data and provide other perspectives not
addressed in the survey.
A. What are this person's primary strengths?
Manager
1. Very knowledgeable.
2. Calm and polite with his peers. Never raises his voice. Tries to create a calm environment.
3. Dedicated, trustful, and outstanding people skills.
Peers
Builds Relationships, Encourages Collaboration, Gives Recognition
Good listener, provides constructive feedback and recognition
He is confident and has a can-do attitude. He is clever and well respected.
Pat is a 'no problem' manager. He is hard working, level-headed, and very competent in a wide range of disciplines.
Relative to being a manager, his best strength is his ability to create an environment that fosters innovation.
He does this by structuring the work, setting the stage for the team with key deliverables, holding people
accountable, and still making time for review activity. He has an open door policy which has helped him
develop healthy working relationships. He can be trusted.
Pat's primary strength is that he is viewed as fair and competent in his discipline. He is valued as someone that is a
straight-shooter who says what he means and acts on it. He exhibits a strong interest in the views and efforts of various
groups and communicates very well across organizations.
Direct Reports
Very good boss, listening to employees' point of view.
Your ability to focus and manage multiple projects/priorities, eagerness to get involved, providing valuable feedback,
and making employees like to work for you (generating trust, building relationships, being fair, developing your employees), will
help a long way on future accomplishments.
People skills and relations
Industry knowledge
Treats everyone with respect
Acknowledges efforts
Most important: he seems to believe that being a good "people" manager is as important as being a good program/
project manager.
He acts quickly in a proper way to respond to issues and respects others' opinions. He is always making sure that his
subordinates are happy with their job. He is a motivator and loves to see his subordinates grow.
Very good industry skills/understanding. Good role model. Skilled at managing people.
Others
Honesty, open-minded, willingness to receive and give feedback
He has tremedous potential in management. His strong technical and people skills has given him a platform
at this company. Pat's strengths are his ability to generate trust and encourage collaboration/teamwork.
He is an expert and a great manager. Without a doubt, Pat leads by example, establishing clear direction
for product-development activities.
Self
I am a strong project manager as can be seen with the trust management has placed upon me regarding a consistent stream
of key projects that are going on in parallel. I am good at building and fostering relationships within the company and am effective
at building trust within the group.
B. Does this person have any weaknesses that significantly detract from his/her overall
effectiveness?
Manager
1. Too naive. Trying to compromise in areas that require decisive decisions.
2. Organization skills are lagging due to overload of projects. On lower scales he is very good.
3. Does not respond effectively enough during conflicts between individual coaching and program needs.
Copyright 2012 Zenger | Folkman Company
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Pat Sample
Section 9: Written Comments
Peers
Pat will sometimes take on individual contributor work himself rather than delegating. This may sometimes limit an
opportunity for growth for someone else, and may detract from keeping a steady eye and a clear big picture.
He should focus on developing others.
Receive suggestions without being defensive.
He needs to follow up a little more strongly with his subordinates to make sure that they are meeting their commitments. Often
his subordinates work on priorities that may be different to the ones that the organization has jointly identified.
Not that I know of.
Direct Reports
None
He may have weakness, but I do not see any
no
None
Others
none known
Providing honest feedback. Pat has a tendency to hold back even when he realizes the organization is going the wrong
direction.
Establish credibility to gain trust and to exemplify leadership abilities
Self
I feel that I need to improve on my time management techniques and willingness to accept projects given our limited resources.
I also feel that I need to improve how I communicate up the chain of management to insure proper goals and timelines are set
relative to the resources and commitments at hand.
C. What skill or ability would you recommend this person build on to increase his/her
effectiveness in coaching others?
Manager
1. Must be more aggressive toward achieving goals.
2. Learn to better organize priorities and assure executions during tense period of time - learn time management.
3. Learn to speak out during management meeting. Participate more and not being afraid to express personal views.
Peers
The ability to review progress on multiple fronts without getting too involved in day-to-day technical issues so that various
programs and initiatives are monitored and appropriate corrections are applied.
Desire for excellence
Personally to support the development of others, Provide Feedback
Pat should make sure he continues with one on ones with employees so that he can foster and grow relationships on his
team. As he sets goals, he should take into account the personal career development interests of his reports.
He should give specific feedback and continue to be a role model.
Direct Reports
More one on one sessions to discuss long term goals and priorities.
More communication/communicating information
Provide more career development opportunities and employee skill development.
Use tools to keep track of all projects, setting priorities to employees
Others
He is very approachable, but doesn't often initiate career discusions with subordinates. While the company culture doesn't
really support "Personnel Development", Pat could shift in this direction.
Actively work at developing/influencing others.
Become as much of a technical coach as a manager
Copyright 2012 Zenger | Folkman Company
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Pat Sample
Section 9: Written Comments
Self
Giving better feedback and following up on a more timely basis.
Copyright 2012 Zenger | Folkman Company
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Pat Sample
Section 10: Supplemental View: Coaching Dimensions
Section 10: Supplemental View: Coaching Dimensions
This graph displays your Total scores for the 4 dimensions of Coaching in relation to the Extraordinary Coach norms, which are overlaid as line
graphs. The Total score is an average of the scores from all competencies included in that Dimension. See the following page for a list of the
competencies included in each of the Dimensions. This graph provides a quick summary of your overall areas of strength. This is an alternate way
to view the key data already presented in section 2.
Legend
Response
Description
Symbol
Norm
5
Outstanding Strength - Top 10%
Extraordinary Coach 75th Percentile Norm
4
Strength - Top Quartile
Extraordinary Coach 90th Percentile Norm
3
Competent - Good Performance
2
Needs Some Improvement - Inconsistent Performance
1
Needs Significant Improvement - Poor Performance
4.06
4
3.95
4.01
Provides Ongoing Support
4.16
Facilitates Action and Results
5
3
2
Copyright 2012 Zenger | Folkman Company
Communicates Effectively
Builds a Strong Relationship
1
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Pat Sample
Section 10: Supplemental View: Coaching Dimensions
Builds a Strong Relationship
1. Personally Supports the Development of Others
2. Generates Trust
3. Builds Relationships
4. Encourages Collaboration
Communicates Effectively
5. Listens Actively
6. Asks Powerful Questions
7. Values Diversity
8. Provides Feedback
9. Welcomes Feedback
Facilitates Action and Results
10. Helps Others Set Goals and Performance Expectations
11. Inspires Others to Change
12. Fosters Innovation
Provides Ongoing Support
13. Gives Recognition
14. Provides Follow-Up and Accountability
Copyright 2012 Zenger | Folkman Company
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Pat Sample
Section 11: Supplemental View: 14 Coaching Competencies
Section 11: Supplemental View: 14 Coaching Competencies
This graph displays your Total scores for the 14 Coaching Competencies in relation to the Extraordinary Coach norms, which are overlaid as line
graphs. The Total score is an average of all ratings from respondent groups other than Self. This is an alternate way to view the key data already
presented in Section 3.
Legend
Response
Description
Symbol
Norm
5
Outstanding Strength - Top 10%
Extraordinary Coach 75th Percentile Norm
4
Strength - Top Quartile
Extraordinary Coach 90th Percentile Norm
3
Competent - Good Performance
2
Needs Some Improvement - Inconsistent Performance
1
Needs Significant Improvement - Poor Performance
5
4.45
4.27
4
4.13
3.92
3.86
3.96
4.02
Welcomes Feedback
4.04
Provides Feedback
4.24
4.08
4.08
3.89
3.85
3.93
3
2
Copyright 2012 Zenger | Folkman Company
Provides Follow-Up and Accountability
Gives Recognition
Fosters Innovation
Inspires Others to Change
Helps Others Set Goals & Performance Expectations
Values Diversity
Asks Powerful Questions
Listens Actively
Encourages Collaboration
Builds Relationships
Generates Trust
Personally Supports the Development of Others
1
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Pat Sample
Section 12: Supplemental View: 14 Coaching Competencies (Differences in Perception)
Section 12: Supplemental View: 14 Coaching Competencies (Differences
in Perception)
This section displays your Total and Self scores for all of the 14 Coaching Competencies along with a bar graph indication of the size of the gap
between the two (Total Score - Self Score). Green-colored bars in the positive direction indicate that others (as indicated by the Total score) rated you
higher than you rated yourself. Red-colored bars in the negative direction indicate the reverse. Use this section to help identify areas where your
self-perception is different from how others perceive you.
Total
Self
Gap Size
Provides Follow-Up and Accountability
3.93
3.00
0.93
Listens Actively
4.27
3.67
0.60
Asks Powerful Questions
3.92
3.33
0.59
Fosters Innovation
3.89
3.33
0.56
Gives Recognition
4.08
3.67
0.41
Generates Trust
4.45
4.25
0.20
Helps Others Set Goals & Performance Expectations
3.85
3.75
0.10
Inspires Others to Change
4.08
4.00
0.08
Provides Feedback
3.96
4.00
-0.04
Personally Supports the Development of Others
3.86
4.00
-0.14
Values Diversity
4.13
4.33
-0.20
Encourages Collaboration
4.04
4.33
-0.29
Welcomes Feedback
4.02
4.33
-0.31
Builds Relationships
4.24
4.67
-0.43
Competency
Copyright 2012 Zenger | Folkman Company
Gap Size Graph
Page 30