Executive Leadership Sample Report PDF

Confidential Feedback Report
Leader, Sample, Demo Client
Executive Leadership Survey
Distributed by: Performance Programs, Inc.

www.PerformancePrograms.com ~ 1-800-565-4223
Task Cycle® survey content is copyrighted by The Booth Company

Task Cycle® name and image are registered trademarks of The Booth Company
Table of Contents
Introduction E What's in this report?

An introduction to the report, the Task Cycle®
methodology, and definitions throughout the report.
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Summaries E How did I do overall?
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Task Cycle® Summary: An overall summary of your
centile scores averaged by Task Cycle® phase and
rater group.
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Plots of Your Raw and Centile Scores: Line plots of
your centile scores and raw scores separated by rater
group.
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Scores & Details E How did I do in detail?
Dimension (Skill) Scores: Your overall scores for

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each Task Cycle® skill.
Question Scores: A detailed listing of responses for

each question of the survey.
Open-Ended Comments: A verbatim listing of

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comments provided by your raters.
Development E How do I create a plan to improve?

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Centile Highlights: The Centile Highlights display an

overview of your feedback, assigning centile ranks and
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showing each dimension, each rater, or rating group.
Centile Scores and Blind Spot Analysis: A ranking of

your centile scores for each rater group along with a
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blind spot anlysis for each Task Cycle® skill.
5 Highest/Lowest Rated Questions: A listing of your

highest and lowest scoring questions separated for
each rater group
Current Centile Scores Compared to Previous

Scores (this chart only shows if survey data from
previous time is available): A comparison of your
current scores to your previous scores.
Development Plan Template: Space and guidance for

creating a development plan from the results in this
report.
Distributed by www.PerformancePrograms.com
Task Cycle survey content is copyrighted by The Booth Company
Introduction
What's in this report?
Before you begin analyzing this report, make sure you are mindful of what you want to achieve in your work and
career. Take a few moments to also think about your present job, the people with whom you work, and the
environment in which you work. Your raters draw on recent experiences, such as the last few projects or previous
year, when evaluating your management practices.
THE TASK CYCLE® IMPACT OR OUTCOMES
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The feedback in this report is organized into six The dimensions that make up the phases of the Task
or
phases of activity that all executives, leaders and Cycle® are the fundamental skills. The Outcome or
managers engage in, called the Task Cycle®. The Impact dimensions that follow show the effect of the
Task Cycle® is a sequential, valid organizing tool that Task Cycle® skills on how others perceive you. Your skill
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can help you know where to focus your development. competence is integral to the impression you make.
KEY TERMS AND CONCEPTS
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Raw Score
ELS This is the actual score that was given to you by those
who completed the survey.
TASK CYCLE®
e Centile
This compares your scores to everyone else who has
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taken the survey. If your centile score for a particular
skill is "30," it means that 30% of the individuals who
have taken the survey scored lower than you (and 70%
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Task Cycle® Phases scored higher). Centile scores are presented frequently
I.SETTING DIRECTION
throughout the report, and are intended to give you a
competitive analysis of how your leadership skills
II.EXECUTIVE PERSPECTIVE compare to others in similar professional situations.
III.EXECUTIVE IMPLEMENTATION
Situational Scales (***)
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IV.FEEDBACK
Dimensions marked with (***) are dimensions on which
V.DRIVE high scores are not necessarily desirable. When these
VI.ACKNOWLEDGING CONTRIBUTIONS are the only strengths in a profile, it indicates that the
leader is pushing, not leading. However, when balanced
with solid leadership skills and used strategically, they
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Why you should care about the Task Cycle® can significantly enhance your leadership abilities.
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1. The Task Cycle® organizes all of your feedback

data into logical, business-relevant categories of Consistency or Differences Between Raters
action, which will help you to focus and direct your Look for such distinguishing characteristics as
developmental activity. consistencies between different rater levels. If all of
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your raters rated you extremely low in particular

dimensions, these may be good areas in which to focus
2. The Task Cycle® is organized sequentially, with
the phases of greatest leverage appearing first. As your plans for development.
a result, if you focus on developing capacity in the
earliest phases of the cycle, you will see the Differences between scores, especially self and others,
greatest benefit to your entire performance as a can provide very useful clues. Remember that all of
manager. your ratings depend on the visibility of your skills to
different raters. Direct Reports might have a better
understanding of your skills in a particular area, so their
3. Your performance across the Task Cycle®
phases predicts how others perceive the impact of scores in that area might be more important to you than
your efforts. scores provided by Peers.
3 Leader, X 04/11
Summaries
How did I do overall?
TASK CYCLE® SUMMARY
All of your centile scores are averaged and are shown for each phase of the
Task Cycle®. Consider the Task Cycle® when looking at your scores,
keeping in mind the importance of the Task Cycle® sequence. Its premise
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states that some tasks come first in time and importance. Mastery of the
or
intital tasks influences mastery of the following tasks.
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The shading in the "low"
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and "low average" areas of
the first two phases is an
Averaged centile scores are
shown for each phase, broken
out by rater level. The position
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area where you could be of each colored block shows if
losing leverage of the the score is low, low average,
Task Cycle® sequence. etc.
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Note that situational scales, identified by 3 asterisks (***), are interpreted in

light of the situation and therefore are not included in the summary.
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PLOTS OF RAW AND CENTILE SCORES

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All of your raw scores for each dimension are presented separately for each
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rater level on the plot at the top of the page. The scores you gave yourself
(via your self-survey) are also plotted. Compare different rater levels and
look for trends. A legend showing the colors for each rater level is located at
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the bottom of the page.
The centile plot shows a summary of your scores for each dimension and
serves as the primary interpretation tool for many users. All of your centile
scores for each dimension are presented separately for each rater level on
the plot. The scores you gave yourself are also plotted.
04/11 Leader, X 4
Summaries
TASK CYCLE® SUMMARY

PHASE CENTILE AVERAGES BY RATER GROUP
low low average high high

average average
TASK CYCLE® PHASES 0 10 20 30 40 50 60 70 80 90 100
ELS
I. SETTING DIRECTION
70
TASK CYCLE® 70
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42
or
77
II. EXECUTIVE PERSPECTIVE
71
63
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63
62
Importance of the Task Cycle® III. EXECUTIVE IMPLEMENTATION
Its premise states that some
63
tasks come first in time and
importance. Mastery of the initial 60
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tasks influences mastery of the 37
following tasks. 54
IV. FEEDBACK
Scores that land in the shaded
areas indicate an area that you 27
may be losing leverage within
the Task Cycle®. Review your
dimension scores for a better e 2
25
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27
analysis.
V. DRIVE
63
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57
Reports
51
Peers
63
Manager
VI. ACKNOWLEDGING CONTRIBUTIONS
Self
16
26
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1
7
OUTCOMES
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72
61
33
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78
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5 Leader, X 04/11
04/11
10 20 30 40 50 60 70 80 90 1 2 3 4 5 6 7
A. LEADERSHIP VISION
REPORTS
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B. RISK TAKING/INNOVATION
Summaries
C. ENGAGEMENT
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D. BUSINESS & FINANCIAL
ACUMEN
PEERS
E. INDUSTRY & MARKET INSIGHT

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II
F. ORGANIZATIONAL SAVVY
G. JUDGMENT
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H. CUSTOMER FOCUS
YOUR RAW SCORES (Actual Survey Responses)
MANAGER
PLOTS OF YOUR RAW AND CENTILE SCORES
I. SPEED & DECISIVENESS
YOUR CENTILE SCORES (How You Compare To The Norm)

J. TALENT & TEAM
III
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DEVELOPMENT
SELF
K. PERSEVERANCE
L. AWARENESS OF OTHERS
IV
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M. SELF-AWARENESS
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N. DELIVERING WORLD CLASS
RESULTS R
O. PUSH/PRESSURE (***)

P. SELF MANAGEMENT
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Q. SHARING CREDIT
VI
R. TRUST
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S. EFFECTIVENESS/OUTCOMES
Leader, X
Outcomes
LOW AVERAGE HIGH
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Scores & Details
How did I do in detail?
DIMENSION AND QUESTION SCORES
Dimension (Skill) Scores

The dimension table allows you to compare your rankings on each
dimension from each rater group.
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· Most participants will have separate rows for direct reports, peers, a
supervisor and self.
· Peers and reports are not broken out separately when the minimum
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number required to protect rater anonymity are not completed by the
survey deadline.
Question Scores
Below the dimension table you will see data for each question making up the
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dimension. This includes: average score, standard deviation, exact
frequency of the “NR” and “1-7” ratings, and, if you have taken the survey
before, previous average scores.
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OPEN-ENDED COMMENTS
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Written comments from your raters shown exactly as they were entered into
the web survey, without editing.
· Comments are organized according to rater levels.

· Raters were discouraged from referring to events or using language that
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would identify them.

· Comments are randomized within the different rating groups.
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7 Leader, X 04/11
Scores & Details
I. SETTING DIRECTION
A. Leadership Vision
If You Score High

If you scored high on this dimension, people know where you and the organization are headed. You probably
are admired and respected for your ability to clearly describe the future direction of the organization. You
demonstrate a strong understanding of your organization and how it needs to change to move positively into the
future. People probably feel energized and motivated by the future possibilities. Your proposals encourage
buy-in and excitement in others.
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If You Score Low
or
If you scored very low on this dimension, you may not be focused adequately on the issues and ideas that will
move the organization into the future. You may have a difficult time explaining clearly and concisely what the
organization must do to improve its competitive position in the marketplace. You may be so focused on the
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"here and now" that you neglect to neglect to describe the organization's future direction. To improve your
scores, clearly articulate your vision and take every opportunity to communicate it so that others will be inspired
to contribute.
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Dimension Scores
RAW PRE PRE

RATER(S) AVG NORM CENTILE 10 20 30 40 50 60 70 80 90 AVG CEN
REPORTS (4)
PEERS (11)
6.40
6.15
5.62
5.24
77
81
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6.05
63
78
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MANAGER (1) 5.80 5.30 70 5.00 38
SELF (1) 5.80 5.30 69 5.80 69

LOW AVERAGE HIGH
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Development Tips
If this dimension is an area for improvement, here are some suggestions.
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- Make sure you understand your industry, your organization, and its products and services thoroughly. As you review your
knowledge, focus on gaps in services or products that you notice, and allow yourself to visualize how to fill in the gaps.
- Review your vision statement or create one that is future oriented and describes an ideal state. Well designed mission
and vision statements provide a sense of direction and help people understand how their jobs contribute to organizational
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success.
- Create an “elevator message” as part of your plan to communicate your vision. This is a colorful story, metaphor, or
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saying that captures the essence of your vision and can be conveyed in less than 30 seconds (i.e., the length of a typical
ride in an elevator).
- Encourage discussion of international business within your organization, including the difficult issues, in dealing with
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different business practices and cultural norms and values.

- Determine and communicate a set of core values for your organization that can build a common language and a way of
doing business throughout the organization.
04/11 Leader, X 8
Scores & Details
Question Scores
- almost always...
- almost never...
- not rated, N/A
- sometimes...
- always...
- average
- never...
- often...
PRE
i Question # within survey AVG SD NR 1 2 3 4 5 6 7 AVG
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1. Acts in a way that makes us a REPORTS 6.5 0.6 . . . . . . 2 2 6.4
progressive, global organization PEERS 6.0 0.9 5.7
or
. . . . . 4 3 4
MANAGER 6.0 --- . . . . . . 1 . 3.0
SELF 6.0 --- . . . . . . 1 . 6.0
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10. Establishes and communicates an REPORTS 6.3 0.5 . . . . . . 3 1 5.2
inspiring vision PEERS 6.0 0.9 . . . . 1 1 6 3 6.2
MANAGER 4.0 --- . . . . 1 . . . 5.0
SELF 5.0 --- . . . . . 1 . . 5.0
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30. Vigorously promotes positive REPORTS 6.3 1.0 . . . . . 1 1 2 5.6
change in the organization PEERS 6.0 0.8 1 . . . . 3 4 3 6.0
MANAGER 5.0 --- . . . . . 1 . . 6.0
SELF 6.0 --- . . . . . . 1 . 6.0
49. Articulates his or her vision in REPORTS 6.3

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specific and concrete terms PEERS 6.2 1.0 . . . . 1 1 4 5 6.2
MANAGER 7.0 --- . . . . . . . 1 6.0
SELF 6.0 --- . . . . . . 1 . 6.0
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68. Is very convincing when proposing a REPORTS 6.8 0.5 . . . . . . 1 3 6.2

new course of action PEERS 6.5 0.7 . . . . . 1 3 7 6.3
MANAGER 7.0 --- . . . . . . . 1 5.0
SELF 6.0 --- . . . . . . 1 . 6.0
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9 Leader, X 04/11
Scores & Details
OPEN-ENDED COMMENTS
What does this executive do that should be continued?

All Others
u Survey received; no comment provided.
Survey received; no comment provided.
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Survey received; no comment provided. e
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u
Self
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04/11 Leader, X 46
Scores & Details
OPEN-ENDED COMMENTS
What should this executive do to be more effective?

All Others
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Self
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47 Leader, X 04/11
Scores & Details
OPEN-ENDED COMMENTS
What does this executive do that should be stopped?

All Others
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u
or
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u
Self
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04/11 Leader, X 48
Development
How do I create a plan to improve?
CENTILE HIGHLIGHTS
Centile Highlights displays an overview of your feedback, assigning centile

ranks for each dimension by rater group. This presentation shows the
differences and similarities in the perspectives.
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This is the same information, compressed to 20-point ranges, as the Centile
Plot.
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CENTILE SCORES AND BLIND SPOT ANALYSIS
This chart shows your centile scores broken out by rater group. Shading and
centile ranking designations help you identify whether your scores are
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considered Low, Low Average, Average, High Average or High.
A blind spot analysis is shown to the right of each dimension. This analysis
compares the specified rater group's centile scores with your Self scores.
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This comparison will help you determine whether or not a particular
dimension (skill) is considered a Blind Spot or Strength (see explanations
below the chart). Situational dimensions marked with (***) are not included in
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the Blind Spot Analysis. These dimensions need to be interpreted in light of
the situation and high scores may not be desired.
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5 HIGHEST/LOWEST RATED QUESTIONS
This chart lists the highest and lowest rated questions by rater group. In each
case you will see the questions identified by the dimension title and question
number.
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Note that questions falling under situational dimensions and/or the

Impact/Outcome section are not included in the 5 Highest/Lowest charts.
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CURRENT CENTILE SCORES COMPARED TO PREVIOUS SCORES

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This chart shows the range of numeric changes, up (+) or down (-) from your
previous centile scores. For example, +20 means that the centile rank went
up 20 points or you have improved. Shading is used in this chart to indicate
that the centile score has decreased from your previous centile scores.
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Understanding where your scores have decreased or increased can aid you
in creating or adjusting your development plan.
DEVELOPMENT PLAN TEMPLATE
These pages provide you with space to create a development plan based on
your results. Before you begin creating your development plan, you'll need to
read and understand the results from this report.
49 Leader, X 04/11
Development
CENTILE HIGHLIGHTS
These comparisons are in reference to the norms for each rating group.
LOW LOW AVERAGE AVERAGE HIGH AVERAGE HIGH
DESIGNATION t l n l u
PERCENTILE 0 10 20 30 40 50 60 70 80 90 100
TASK CYCLE SKILLS
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I. SETTING DIRECTION REPORTS PEERS MANAGER SELF
A. LEADERSHIP VISION l u l l
B. RISK TAKING/INNOVATION l l t u
l l n l
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C. ENGAGEMENT
D. BUSINESS & FINANCIAL ACUMEN u u u u

E. INDUSTRY & MARKET INSIGHT u l l n
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F. ORGANIZATIONAL SAVVY l n n l
G. JUDGMENT l n l n
H. CUSTOMER FOCUS l n t l
III. EXECUTIVE IMPLEMENTATION
I. SPEED & DECISIVENESS l e l n l

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J. TALENT & TEAM DEVELOPMENT n n t l
K. PERSEVERANCE l l n l
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IV. FEEDBACK
L. AWARENESS OF OTHERS l l t l
M. SELF-AWARENESS l l t l
V. DRIVE
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N. DELIVERING WORLD CLASS RESULTS u l u l

O. PUSH/PRESSURE (***) u l u u
P. SELF MANAGEMENT n l l n
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Q. SHARING CREDIT t l t t
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OUTCOMES
OTCM. OUTCOMES
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R. TRUST l n l u
S. EFFECTIVENESS/OUTCOMES l l n l
(***) Must be interpreted in light of the situation.
04/11 Leader, X 50
Development
CENTILE SCORES & BLIND SPOT ANALYSIS FOR REPORTS

LOW HIGH
LOW AVERAGE AVERAGE AVERAGE HIGH
10 20 30 40 50 60 70 80 90 BLIND SPOT ANALYSIS

77 VISIBLE STRENGTH
69
70 VISIBLE STRENGTH
B. Risk Taking/Innovation
83
62 VISIBLE STRENGTH
C. Engagement
79
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83 VISIBLE STRENGTH
D. Business & Financial Acumen
91
or
81 VISIBLE STRENGTH
E. Industry & Market Insight
50
70 VISIBLE STRENGTH
F. Organizational Savvy
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67
60 VISIBLE STRENGTH
G. Judgment
42
62 VISIBLE STRENGTH
H. Customer Focus
61
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71 VISIBLE STRENGTH
I. Speed & Decisiveness
62
48 UNREALIZED STRENGTH
J. Talent & Team Development
26
K. Perseverance
71
73
e VISIBLE STRENGTH
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33 SOFT SPOT
L. Awareness of Others
24
21 SOFT SPOT
M. Self-Awareness
30
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83 VISIBLE STRENGTH
N. Delivering World Class Results
78
88 ---
O. Push/Pressure (***)
83
42 VISIBLE STRENGTH
P. Self Management
48
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16 SOFT SPOT
Q. Sharing Credit
7
72 VISIBLE STRENGTH
R. Trust
83
72 VISIBLE STRENGTH
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S. Effectiveness/Outcomes
72
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Reports VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
UNREALIZED STRENGTH = Rated LOW or LOW AVERAGE by yourself, while rated AVERAGE, HIGH AVERAGE or HIGH by others
Self SOFT SPOT = Rated LOW or LOW AVERAGE by others and yourself
BLIND SPOT = Rated AVERAGE, HIGH AVERAGE or HIGH by yourself, while rated LOW or LOW AVERAGE by others
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51 Leader, X 04/11
Development
CENTILE SCORES & BLIND SPOT ANALYSIS FOR PEERS

LOW HIGH

81 VISIBLE STRENGTH
69
63 VISIBLE STRENGTH
83
65 VISIBLE STRENGTH
C. Engagement
79
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81 VISIBLE STRENGTH
91
or
69 VISIBLE STRENGTH
50
57 VISIBLE STRENGTH
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67
59 VISIBLE STRENGTH
G. Judgment
42
48 VISIBLE STRENGTH
H. Customer Focus
61
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64 VISIBLE STRENGTH
62
49 UNREALIZED STRENGTH
26
K. Perseverance
68
73
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29 SOFT SPOT
24
22 SOFT SPOT
M. Self-Awareness
30
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78 VISIBLE STRENGTH
78
75 ---
83
37 BLIND SPOT
P. Self Management
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26 SOFT SPOT
Q. Sharing Credit
7
50 VISIBLE STRENGTH
R. Trust
83
73 VISIBLE STRENGTH
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Peers VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
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04/11 Leader, X 52
Development
CENTILE SCORES & BLIND SPOT ANALYSIS FOR MANAGER

LOW HIGH

70 VISIBLE STRENGTH
69
15 BLIND SPOT
83
41 VISIBLE STRENGTH
C. Engagement
79
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92 VISIBLE STRENGTH
91
or
78 VISIBLE STRENGTH
50
51 VISIBLE STRENGTH
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67
77 VISIBLE STRENGTH
G. Judgment
42
17 BLIND SPOT
H. Customer Focus
61
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48 VISIBLE STRENGTH
62
9 SOFT SPOT
26
K. Perseverance
55
73
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1 SOFT SPOT
24
2 SOFT SPOT
M. Self-Awareness
30
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81 VISIBLE STRENGTH
78
99 ---
83
21 BLIND SPOT
P. Self Management
48
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1 SOFT SPOT
Q. Sharing Credit
7
20 BLIND SPOT
R. Trust
83
47 VISIBLE STRENGTH
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72
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Manager VISIBLE STRENGTH = Rated AVERAGE, HIGH AVERAGE or HIGH by others and yourself
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53 Leader, X 04/11
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR REPORTS
5 highest rated questions
# Question Dimension REPORTS
B. RISK TAKING/INNOVATION 7.00

31. Demonstrates the confidence to act
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D. BUSINESS & FINANCIAL ACUMEN 7.00
13. Analyzes numerical information effectively
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7.00
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33. Understands and contributes to financial D. BUSINESS & FINANCIAL ACUMEN
discussions, which may be reasonably complex
N. DELIVERING WORLD CLASS RESULTS 7.00

24. Consistently meets performance expectations and
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expects others to do the same
7.00
43. Expects people to complete what they undertake
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N. DELIVERING WORLD CLASS RESULTS
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5 lowest rated questions
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# Question Dimension REPORTS
P. SELF MANAGEMENT 2.75

64. Avoids expressing strong emotions that negatively
impact others
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L. AWARENESS OF OTHERS 4.00

41. Is sensitive to other people's reactions to her or his
ideas
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M. SELF-AWARENESS 4.00
42. Recognizes circumstances that can lead to an
emotional reaction
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61. Is aware of how feelings can affect actions
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Q. SHARING CREDIT 4.25

27. Expresses appreciation for people's efforts
04/11 Leader, X 54
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR PEERS
# Question Dimension PEERS

33. Understands and contributes to financial
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A. LEADERSHIP VISION 6.55
68. Is very convincing when proposing a new course of
or
action
6.55
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31. Demonstrates the confidence to act B. RISK TAKING/INNOVATION

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6.45
52. Demonstrates sound financial judgment
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D. BUSINESS & FINANCIAL ACUMEN
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# Question Dimension PEERS

impact others
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ideas
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42. Recognizes circumstances that can lead to an
emotional reaction
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60. Actively listens and is attentive to both verbal and
non-verbal cues of others
55 Leader, X 04/11
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR MANAGER
# Question Dimension MANAGER

49. Articulates his or her vision in specific and concrete
terms
t
68. Is very convincing when proposing a new course of
or
action
7.00
ep
31. Demonstrates the confidence to act B. RISK TAKING/INNOVATION

3. Uses financial and operational data effectively
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7.00
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# Question Dimension MANAGER

50. Creates an environment that fosters and inspires
creativity
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ideas
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impact others
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27. Expresses appreciation for people's efforts
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65. Compliments others when things go well
04/11 Leader, X 56
Development
5 HIGHEST/LOWEST RATED QUESTIONS FROM YOUR SELF
# Question Dimension SELF

2. Takes risks when others might be more cautious
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C. ENGAGEMENT 7.00
12. Shows enthusiasm about our business and our
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opportunities
7.00
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3. Uses financial and operational data effectively D. BUSINESS & FINANCIAL ACUMEN

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7.00
33. Understands and contributes to financial
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# Question Dimension SELF
J. TALENT & TEAM DEVELOPMENT 4.00

39. Actively develops the next generation of leaders
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ideas
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60. Actively listens and is attentive to both verbal and
non-verbal cues of others
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impact others
57 Leader, X 04/11
Development
CURRENT CENTILE SCORES COMPARED TO PREVIOUS SCORES

The range of numeric changes, up (+) or down (-) are shown below. For example, +20 means that the centile
rank went up 20 points. Shading indicates the centile score has decreased from your previous centile scores.
TASK CYCLE® SKILLS
I. SETTING DIRECTION REPORTS PEERS MANAGER SELF
A. LEADERSHIP VISION +14 +3 +32 0
B. RISK TAKING/INNOVATION +11 0 -25 +16
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C. ENGAGEMENT +21 +13 +32 +10
or
D. BUSINESS & FINANCIAL ACUMEN +5 +4 +23 0
E. INDUSTRY & MARKET INSIGHT +5 +5 +37 -34
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F. ORGANIZATIONAL SAVVY +3 +2 +47 -8
G. JUDGMENT +3 +11 +63 -19
H. CUSTOMER FOCUS +24 +5 -24 -12
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III. EXECUTIVE IMPLEMENTATION
I. SPEED & DECISIVENESS -1 +8 +14 0
J. TALENT & TEAM DEVELOPMENT +18 +19 -18 -19
K. PERSEVERANCE -1 +4 +31 0
IV. FEEDBACK
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L. AWARENESS OF OTHERS +9 0 -5 -25
M. SELF-AWARENESS -4 -6 -5 -12
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V. DRIVE
N. DELIVERING WORLD CLASS RESULTS +12 +9 +40 +8
O. PUSH/PRESSURE (***) 0 -9 +14 +19
P. SELF MANAGEMENT -16 +2 0 +13

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Q. SHARING CREDIT +6 -1 -46 -25
OUTCOMES
a
OTCM. OUTCOMES
R. TRUST +23 +19 +15 +15

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S. EFFECTIVENESS/OUTCOMES +19 +14 +21 +12
(***) Must be interpreted in light of the situation.

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04/11 Leader, X 58
Development
DEVELOPMENT PLAN
Summarize your feedback from each rater below to help identify an area for improvement.
REPORTS
List Key Strengths
List Key Challenges
t
or
PEERS
ep
List Key Strengths
List Key Challenges
R
MANAGER
List Key Strengths e
pl
am
List Key Challenges
Enter your most important business objectives and career goals. These are the best guides for deciding what to do about the
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strengths and challenges that you summarized above.

a
rti
Development Focus. Consider your challenges in light of what you need to achieve in the near future and remember that
Pa
Phases I & II of the Task Cycle® are where you get the most leverage. Note below your priorities for development before
lining out one or more development items in the next section.
59 Leader, X 04/11
Development
DEVELOPMENT PLAN
4 Print or photocopy this page for
additional development items
and/or actions
Development Item(s)
Business or career goals (Refer to previous page)
t
or
What skills, practices or knowledge do you need to focus on at this time?
ep
R
Development Action(s)
What action(s) are you going to take? e By when?
pl
am
Success Indicators (How will you know you're improving?)

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What resources do you need?

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Pa
04/11 Leader, X 60

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Confidential Feedback Report

Leader, Sample, Demo Client

Executive Leadership Survey

Distributed by: Performance Programs, Inc.

Task Cycle® survey content is copyrighted by The Booth Company

Introduction E What's in this report?

Dimension (Skill) Scores: Your overall scores for

each Task Cycle® skill.

Question Scores: A detailed listing of responses for

Open-Ended Comments: A verbatim listing of

comments provided by your raters.

Development E How do I create a plan to improve?

Centile Highlights: The Centile Highlights display an

showing each dimension, each rater, or rating group.

Centile Scores and Blind Spot Analysis: A ranking of

blind spot anlysis for each Task Cycle® skill.

5 Highest/Lowest Rated Questions: A listing of your

Current Centile Scores Compared to Previous

Development Plan Template: Space and guidance for

What's in this report?

THE TASK CYCLE® IMPACT OR OUTCOMES

KEY TERMS AND CONCEPTS

1. The Task Cycle® organizes all of your feedback

your raters rated you extremely low in particular

How did I do overall?

TASK CYCLE® SUMMARY

Note that situational scales, identified by 3 asterisks (***), are interpreted in

PLOTS OF RAW AND CENTILE SCORES

the bottom of the page.

TASK CYCLE® SUMMARY

low low average high high

TASK CYCLE® PHASES 0 10 20 30 40 50 60 70 80 90 100

E. INDUSTRY & MARKET INSIGHT

I. SPEED & DECISIVENESS

YOUR CENTILE SCORES (How You Compare To The Norm)

Task Cycle survey content is copyrighted by The Booth Company

Scores & Details

How did I do in detail?

DIMENSION AND QUESTION SCORES

Dimension (Skill) Scores

· Comments are organized according to rater levels.

would identify them.

Scores & Details

If You Score High

RAW PRE PRE

SELF (1) 5.80 5.30 69 5.80 69

different business practices and cultural norms and values.

Scores & Details

49. Articulates his or her vision in REPORTS 6.3

68. Is very convincing when proposing a REPORTS 6.8 0.5 . . . . . . 1 3 6.2

Scores & Details

What does this executive do that should be continued?

u Survey received; no comment provided.

u Survey received; no comment provided.

Scores & Details

What should this executive do to be more effective?

u Survey received; no comment provided.

u Survey received; no comment provided.

Scores & Details

What does this executive do that should be stopped?

u Survey received; no comment provided.

u Survey received; no comment provided.

How do I create a plan to improve?