wwu THIS IS A SAMPLE REPORT! tvv Sample reports do not contain all pages typically included in a full report. O N F I D E N T The Booth Company Sample LCM Composite report I A L F E E D Leadership Competencies for Managers Survey Sa m November 2010 B A C K R E P O R T pl e C Leadership Competencies for Managers Survey Table of Contents E What's in this report? Introduction An introduction to the report, the Task Cycle® methodology, and definitions throughout the report. How did the group do overall? pl e E Summaries Task Cycle® Summary: An overall summary of the group's centile scores averaged by Task Cycle® phase and rater group. Plots of the Group's Raw and Centile Scores: Line plots of the group's centile scores and raw scores separated by rater group. m Current Centile Scores Compared to Previous Scores (this chart only shows if survey data from previous time is available): A comparison of the group's current scores to previous scores. E How did the group do in detail? Dimension (Skill) Scores: The group's overall scores for each Task Cycle® skill. Question Scores: A detailed listing of responses for each question of the survey. Sa Scores & Details Report designed and created by The Booth Company Task Cycle® name and image are registered trademarks of the Clark Wilson Group, Inc. Task Cycle® survey content is copyrighted by the Clark Wilson Group, Inc. Leadership Competencies for Managers Survey Introduction What's in this report? Before analyzing this report, make sure you are mindful of what the group would like to achieve. Take a few moments to also think about the group's present function, the other people in the group, and the environment in which the group operates. The group's raters draw on recent experiences, such as the last few projects or previous year, when evaluating the group's management practices. IMPACT OR OUTCOMES The feedback in this report is organized into six phases of activity that all executives, leaders and managers engage in, called the Task Cycle®. The Task Cycle® is a sequential, valid organizing tool that can help you know where to focus your development. The dimensions that make up the phases of the Task Cycle® are the fundamental skills. The Outcome or Impact dimensions that follow show the effect of the Task Cycle® skills on how others perceive the group. The group's skill competence is integral to the impression it makes. pl e THE TASK CYCLE® KEY TERMS AND CONCEPTS Task Cycle® Phases I. ESTABLISHING THE PURPOSE II. LAYING THE FOUNDATION III. SUSTAINING THE EFFORT IV. FEEDBACK Raw Score This is the actual score that was given to the group by those who completed the survey. Centile This compares the group's scores to everyone else who has taken the survey. If the centile score for a particular skill is "30," it means that 30% of the groups who have taken the survey scored lower (and 70% scored higher). Centile scores are presented frequently throughout the report, and are intended to give you a competitive analysis of how the group's leadership skills compare to others in similar professional situations. m LCM TASK CYCLE® Sa V. DRIVING TOWARD SUCCESS VI. RECOGNITION Why you should care about the Task Cycle® 1. The Task Cycle® organizes all of the group's feedback data into logical, business-relevant categories of action, which will help to focus and direct the group's developmental activity. 2. The Task Cycle® is organized sequentially, with the phases of greatest leverage appearing first. As a result, if the group focuses on developing capacity in the earliest phases of the cycle, you will see the greatest benefit to the group's entire performance in management. 3. The group's performance across the Task Cycle® phases predicts how others perceive the impact of the group's efforts. Situational Scales (***) Dimensions marked with (***) are dimensions on which high scores are not necessarily desirable. When these are the only strengths in a profile, it indicates that the leadership group is pushing, not leading. However, when balanced with solid leadership skills and used strategically, they can significantly enhance the group's leadership abilities. Consistency or Differences Between Raters Look for such distinguishing characteristics as consistencies between different rater levels. If all of the raters rated the group extremely low in particular dimensions, these may be good areas in which to focus plans for development. Differences between scores, especially self and others, can provide very useful clues. Remember that all of the ratings depend on the visibility of the group's skills to different raters. Direct Reports might have a better understanding of the group's skills in a particular area, so their scores in that area might be more important than scores provided by Peers. The Booth Company. All rights reserved. 3 Sample LCM Composite report 11/10 Leadership Competencies for Managers Survey Summaries How did the group do overall? TASK CYCLE® SUMMARY All of the group's centile scores are averaged and are shown for each phase of the Task Cycle®. Consider the Task Cycle® when looking at the scores, keeping in mind the importance of the Task Cycle® sequence. Its premise states that some tasks come first in time and importance. Mastery of the intital tasks influences mastery of the following tasks. pl e Note that situational scales, identified by 3 asterisks (***), are interpreted in light of the situation and therefore are not included in the summary. PLOTS OF RAW AND CENTILE SCORES m All of the group's raw scores for each dimension are presented separately for each rater level on the plot at the top of the page. The scores group members gave themselves (via self-surveys) are also plotted. Compare different rater levels and look for trends. A legend showing the colors for each rater level is located at the bottom of the page. Sa The centile plot shows a summary of the group's scores for each dimension and serves as the primary interpretation tool for many users. All of the group's centile scores for each dimension are presented separately for each rater level on the plot. The scores participants gave themselves are also plotted. The Booth Company. All rights reserved. 11/10 Sample LCM Composite report 4 Leadership Competencies for Managers Survey Summaries TASK CYCLE® SUMMARY PHASE CENTILE AVERAGES BY RATER GROUP low TASK CYCLE® PHASES LCM TASK CYCLE® 0 10 low average 20 30 average 40 50 high high average 60 70 80 90 100 I. ESTABLISHING THE PURPOSE 40 39 41 55 II. LAYING THE FOUNDATION 38 pl e 38 29 Importance of the Task Cycle® Its premise states that some tasks come first in time and importance. Mastery of the initial tasks influences mastery of the following tasks. Scores that land in the shaded areas indicate an area that you may be losing leverage within the Task Cycle®. Review your dimension scores for a better analysis. 40 III. SUSTAINING THE EFFORT 40 39 41 36 IV. FEEDBACK 57 54 51 66 34 36 29 34 VI. RECOGNITION Sa Reports Peers Supv Self m V. DRIVING TOWARD SUCCESS 46 33 22 32 OUTCOMES 35 32 18 38 The Booth Company. All rights reserved. 5 Sample LCM Composite report 11/10 LOW 10 20 40 I REPORTS 11/10 II PEERS III SUPV AVERAGE 50 60 80 90 IV HIGH YOUR CENTILE SCORES (How You Compare To The Norm) E. PLANNING AND COLLABORATION D. PROBLEM SOLVING & DECISION MAKING C. INNOVATION & RISK-TAKING B. COMMUNICATING EFFECTIVELY A. ENVISIONING OPPORTUNITIES 1 V VI P. OVERALL EFFECTIVENESS O. TENSION LEVEL (***) N. RECOGNITION OF GOOD PERFORMANCE M. GOAL PRESSURE (***) L. DELEGATION K. PERSONAL DRIVE J. STANDARDS OF PERFORMANCE I. PROVIDING FEEDBACK H. COACHING G. TEAM DEVELOPMENT F. MANAGING CONFLICT pl e m 70 Sa 30 2 3 4 5 6 7 Leadership Competencies for Managers Survey Summaries PLOTS OF YOUR RAW AND CENTILE SCORES YOUR RAW SCORES (Actual Survey Responses) Outcomes SELF The Booth Company. All rights reserved. Sample LCM Composite report 6 Leadership Competencies for Managers Survey Scores & Details How did the group do in detail? DIMENSION AND QUESTION SCORES Dimension (Skill) Scores The dimension table allows you to compare the group's rankings on each dimension from each rater group. · Most groups will have separate rows for direct reports, peers, a supervisor and self. · Peers and reports are not broken out separately when the minimum pl e number required to protect rater anonymity are not completed by the survey deadline. Sa m Question Scores Below the dimension table you will see data for each question making up the dimension. This includes: average score, standard deviation, exact frequency of the “NR” and “1-7” ratings, and, if the group has taken the survey before, previous average scores. The Booth Company. All rights reserved. 7 Sample LCM Composite report 11/10 Leadership Competencies for Managers Survey Scores & Details I. ESTABLISHING THE PURPOSE A. Envisioning Opportunities Dimension Scores PRE AVG PRE CEN 39 --- --- 5.55 35 --- --- 5.59 43 --- --- 5.46 51 --- --- RATER(S) RAW AVG NORM CENTILE REPORTS (42) 5.31 5.62 PEERS (67) 5.16 SUPV (16) 5.42 SELF (11) 5.47 10 20 30 40 70 80 90 AVERAGE HIGH 2 1 4 . 17. Is a leader in promoting new ideas and change 49. Anticipates changes that will be needed in the future 56. Demonstrates knowledge of our industry . 0.8 2 1.5 5.6 PEERS 5.4 SUPV 5.3 4 5 6 7 5 8 14 13 --- 8 25 19 8 --- PRE AVG . . 2 1 3 7 3 --- SELF 5.4 1.1 . . . . 3 3 3 2 --- REPORTS 5.6 0.9 1 . . 2 6 9 13 11 --- PEERS 5.4 0.8 5 . 1 1 14 20 20 6 --- SUPV 5.3 1.6 . . 1 . 3 2 5 5 --- SELF 5.5 1.1 . . . . 3 1 5 2 --- REPORTS 4.3 1.6 4 1 3 5 13 5 5 6 --- PEERS 4.4 1.2 9 . 7 8 22 10 5 6 --- SUPV 4.8 1.8 . . 1 2 2 3 5 3 --- SELF 5.1 1.6 . . 1 . 4 . 4 2 --- REPORTS 4.9 1.1 1 1 2 3 8 8 12 7 --- PEERS 4.9 1.4 7 . 7 5 12 14 14 8 --- SUPV 5.7 1.2 . . . 1 . 5 4 6 --- SELF 5.5 0.8 . . . . 1 5 4 1 --- REPORTS 5.9 1.2 . . . 3 1 7 13 18 --- PEERS 5.5 0.9 7 . . 6 10 15 19 10 --- SUPV 6.1 0.8 1 . . . 1 3 5 6 --- SELF 5.9 1.3 . . . 1 1 . 5 4 --- Sa 33. Has good ideas to improve our products and services 1.2 REPORTS - always... . . Develops innovative ideas to improve the quality of services SD - almost always... - sometimes... . 1. NR AVG - often... - almost never... 3 Question # within survey - average - never... 2 i - not rated, N/A 1 m Question Scores 60 pl e LOW 50 The Booth Company. All rights reserved. 11/10 Sample LCM Composite report 8
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