Feedback Report
Leadership Mirror®
Pitney Bowes
Subject Name:
Lucia Aschettino
2009-02-17 16:05 (GMT)
09 Senior Leader Survey - Contact Center Opers Team
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Interpreting Your Reports
What is Multirater Feedback?
Multirater feedback enables an organization's employees to receive insights from a variety of internal and
external people on their level of perceived effectiveness in a number of performance areas. Specific items
are rated and then rolled up into an overall score in the broader performance area.
What is the Value of Feedback?
Knowing whether others' perceptions of you are similar or different from your own can provide you with
significant insight into your strengths and development needs.
The table below illustrates the significance of the combination of self vs. others' feedback.
Self-Evaluation
Low Medium High
Ratings from Others High Pleasant Surprise Pleasant Surprise Strength
Medium Pleasant Surprise Opportunity Blind Spot
Low Opportunity Blind Spot Blind Spot
- Pleasant Surprise: Others rated you higher than you rated yourself.
- Blind Spot: Others rated you lower than you rated yourself.
- Strength: You and others agree that you are at a moderate or high level in the performance area.
- Opportunity: You and others agree that you are at a lower-than-moderate level in the performance area.
What Reports are Available?
The following reports are available. They are listed in the order they will appear/print if selected:
- Summary Report
- Detail Report
- Top Strengths/Top Opportunities for Development Report
- Open-Ended Comments Report
- Performance Area and Item List Report
Page 2
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Interpreting Your Reports
Summary Report
The Summary report provides a rank order of all performance areas, from your strongest area to the area
needing the most development, based on the average score of all respondents. If you completed a self-
evaluation, the average score does not include your self-rating. (If no one else rated you, the performance
areas are ranked based on your self-evaluation.)
The first column in the report presents the performance areas, ranked from the highest rated to the lowest.
The second column emphasizes that these ratings are from all others and self.
The bar chart in the third column provides the average ratings for each performance area. Respondents'
ratings are shown in the \"All Others\" bar. Your self-evaluation is shown in the \"Self\" bar.
Note: Respondents do not specifically rate the broader performance areas in the survey. Instead, they rate
individual items within each performance area. The ratings for these items are then averaged to compile
the overall performance area rating.
If your organization has elected to include the \"Survey Average,\" that measure will appear in the column to
the graph's right. Survey averages reflect the average scores for all subjects in your organization who
participated in the survey.
If your organization used multiple rating scales, the measures for the second rating scale will be shown in
the graph as a hash mark. Both the measures for the second rating scale and the difference between the
two measures will be presented in columns to the graph's right.
If your organization has elected to show the \"Norm\" scores, that measure will appear in the column to the
graph's right. Norms provide average scores for thousands of subjects across many organizations that
have conducted similar surveys.
Page 3
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Interpreting Your Reports
Detail Report
The Detail report provides an overall summary for each performance area followed by detailed scores for
each item by relationship group. This report provides detail on how you were rated by the respondents and
the extent to which the ratings differ from item to item and relationship to relationship, as well as how they
compare to your self-evaluation.
The first column, first row of this report presents the performance area (shown in capital letters) that was
evaluated. The remaining rows in the first column list the items under the performance area that were rated.
Note: Use the items to help you understand the meaning of the performance area and to interpret your
overall performance area rating. At the same time, keep in mind that performance area ratings are derived
from responses to multiple survey items, while the ratings for items are based on single responses. For this
reason, when interpreting your results emphasize overall performance area ratings.
The second column lists the relationship groups of your respondents, such as Self, Mgr (manager), Peer,
etc., as well as All respondents. The number in the third column to the right of each relationship represents
the number (n) of respondents for that item.
The bar chart in the fourth column provides the average ratings by group for each performance area and
item. To protect respondents' anonymity, if fewer than the minimum number of respondents per group rated
you, then the scores for that group are left blank, but are rolled into \"All.\" These respondents are included
in \"n\" for the Anon group, but Anon does not show any ratings.
The \"Rate Dist%\" listed beneath the \"All\" bar displays the distribution of responses for each point on the
rating scale (i.e., the percentage of respondents who rated you 3.00, the percentage of respondents who
rated you 4.00, etc.).
The \"Gap from Self\" column to the graph's right represents the difference between your self-ratings and the
average rating by relationship on each performance area and item. For example, if you rated yourself 5.00
and your manager rated you 4.00, the \"Gap from Self\" is -1.00.
If your organization has elected to include the \"Range of Scores,\" that measure will appear in the column to
the graph's right. Range of Scores represents the actual range of scores (from low to high) that were
collected by group for each performance area and item, adding an indication of the amount of agreement
(or lack of) among respondents.
If your organization has elected to include the \"Survey Average,\" that measure will appear in the column to
the graph's right. Survey averages reflect the average scores for all subjects in your organization who
participated in the survey.
If your organization used multiple rating scales, the measures for the second rating scale will be shown in
the graph as a hash mark. Both the measures for the second rating scale and the difference between the
two measures will be presented in columns to the graph's right.
Page 4
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Interpreting Your Reports
Top Strengths/Top Opportunities for Development Report
The Top Strengths / Top Opportunities for Development report lists the individual items that were rated, on
average, as the highest and lowest among all items on the survey.
Note: Some items on your survey might not be shown on this report either because the items have no
score or because the average score fell between the top strengths and development opportunities.
The purpose of this report is to direct you to high-impact areas. Top strengths are those behaviors that are
significant enablers of your success and that you might leverage for even greater challenges and
achievement. Top development opportunities are those behaviors on which you can focus to significantly
improve overall performance.
These two lists also help identify insights that might not otherwise be readily apparent in the data organized
by performance area.
Keep in mind that the ratings in this report are based on single item responses, while performance area
ratings on other reports are derived from responses to multiple survey items. For this reason, when
interpreting your results emphasize the overall performance area ratings provided in other reports.
The first column presents the items, ranked either from the highest rated to the lowest (strengths) or from
the lowest rated to the highest (opportunities).
Note: This column presents a maximum of 10 items. If the survey contains fewer than 20 total items, it's
possible that items will appear on both the top strengths list and the top opportunities list.
The second column emphasizes that these ratings are from all others and self.
The bar chart in the third column provides the average ratings for each item. Respondents' ratings are
shown by the \"All Others\" bar. Your self-rating is shown by the \"Self\" bar.
If your organization has elected to include the \"Survey Average,\" that measure will appear in the column to
the graph's right. Survey averages reflect the average scores for all subjects in your organization who
participated in the survey.
The \"Gap from Self\" column to the graph's right represents the difference between your self-evaluation and
the average rating on each item. For example, if you rated yourself 5.00 and your respondents' average
rating was 4.00, the \"Gap from Self\" is -1.00.
Page 5
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Interpreting Your Reports
Open-Ended Comments Report
The Open-Ended Comments Report lists all the comments you received from respondents (if your survey
invited comments through an open-ended question at the end of the survey and/or additional comments for
each performance area).
The first section shows the open-ended question text. The second section randomly lists the comments
respondents provided to the open-ended question. The third section randomly lists the additional
comments respondents provided for each performance area.
Performance Area and Item List Report
The Performance Area and Item List Report shows the names and definitions of each performance area,
with the name and description of each item associated with that performance area. Performance areas are
listed alphabetically. Items under each performance area are listed in the order they appear during the
survey.
Page 6
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© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Rating Scales
The survey used the following rating scale(s):
Rating Scale: Frequency
Label Value Name/Description
1 1 Never or almost never
The behavior is not performed, even when there is an opportunity to do so - (almost) without exception.
2 2 Seldom
The behavior is performed occasionally. It is normally not chosen when there is an opportunity to do so.
3 3 Sometimes
When presented with an opportunity to perform the behavior, half the time it is done, half the time it is not done.
4 4 Often
The behavior is performed on most occasions when there is an opportunity to do so. It is a preferred behavior.
5 5 Always
The behavior is performed every time there is an opportunity to do so - (almost) without exception.
N -- Not Observed
No opportunity to observe.
Page 7
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Summary Report
This report provides a rank order for all performance areas, from your strongest area to your area needing the most
development, based on the average rating from all respondents. If you completed a self-evaluation, the average rating does not
include your self-rating. (If others did not rate you, the performance areas are ranked based on your self-evaluation.) For a more
detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Performance Areas Relation 1 2 3 4 5
All Others 4.41
Continuous Learner
Self 5.00
All Others 4.37
Uses Innovation to Solve Problems
Self 5.00
All Others 4.35
Builds Relationships
Self 4.00
All Others 4.32
Leads Change
Self 4.00
All Others 4.30
Ethical Leader
Self 4.00
All Others 4.24
Inclusive Leader
Self 4.00
All Others 4.23
Acts with One-Company Perspective
Self 3.80
All Others 4.21
Creates Successful Customers
Self 4.60
All Others 4.17
Talent Development
Self 4.00
All Others 4.14
Leads Diverse Teams
Self 4.00
All Others 4.10
Courageous Leader
Self 4.00
All Others 4.05
Empathetic Leader
Self 2.50
All Others 4.00
Attracts Talent
Self 4.00
All Others 3.97
Executes on Business Plans
Self 3.83
All Others 3.95
Thinks and Acts Strategically
Self 4.20
All Others 3.95
Takes Intelligent Risks for Growth
Self 3.67
All Others 3.79
Makes Decisions with Agility
Self 4.00
1 2 3 4 5
Page 8
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 2 5-5
5.00
CONTINUOUS LEARNER
(Overall performance area combines scores from MGR1 2 0.00 5-5
5.00
all items below) Peer 10 -0.60 3-5
4.40
DR 8 -0.50 4-5
4.50
IC 10 -0.80 3-5
4.20
MGR2 2 -0.50 4-5
4.50
Anon 0
All 32 -0.59 3-5
4.41
Rate Dist% 6 47 47
Is a quick learner, rapidly grasping new ideas Self 1 5-5
5.00
and concepts using all resources. MGR1 1 0.00 5-5
5.00
Peer 5 -0.40 4-5
4.60
DR 4 -0.25 4-5
4.75
IC 5 -0.80 4-5
4.20
MGR2 1 0.00 5-5
5.00
Anon 0
All 16 -0.44 4-5
4.56
Rate Dist% 44 56
Applies and adapts learning’s from own and Self 1 5-5
5.00
other’s experiences to new situations; gains MGR1 1 0.00 5-5
5.00
and applies learning’s from mistakes and
Peer 5 -0.80 3-5
4.20
failures.
DR 4 -0.75 4-5
4.25
IC 5 -0.80 3-5
4.20
MGR2 1 -1.00 4-4
4.00
Anon 0
All 16 -0.75 3-5
4.25
Rate Dist% 13 50 38
1 2 3 4 5
Page 9
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 2 5-5
5.00
USES INNOVATION TO SOLVE
PROBLEMS MGR1 3 -1.00 3-5
4.00
(Overall performance area combines scores from Peer 11 -0.46 4-5
4.54
all items below) DR 9 -0.45 3-5
4.55
IC 15 -0.80 2-5
4.20
MGR2 3 -0.67 4-5
4.33
Anon 0
All 41 -0.64 2-5
4.37
Rate Dist% 2 10 37 51
Inspires continuous learning from multiple Self 1 5-5
5.00
internal and external sources; applies MGR1 1 0.00 5-5
5.00
knowledge to generate innovative problem
Peer 4 -0.50 4-5
4.50
solving.
DR 3 -0.33 4-5
4.67
IC 5 -0.40 4-5
4.60
MGR2 1 0.00 5-5
5.00
Anon 0
All 14 -0.36 4-5
4.64
Rate Dist% 36 64
Encourages experiments and pilots; Self 1 5-5
5.00
champions new ideas and initiatives; and MGR1 1 -2.00 3-3
3.00
helps overcome organizational resistance.
Peer 5 -0.40 4-5
4.60
DR 4 -0.25 4-5
4.75
IC 5 -0.40 4-5
4.60
MGR2 1 -1.00 4-4
4.00
Anon 0
All 16 -0.50 3-5
4.50
Rate Dist% 6 38 56
Identifies organizational barriers to Self
innovation; provides time and money for MGR1 1 - 4-4
4.00
pursuit of innovative ideas.
Peer 2 - 4-5
4.50
DR 2 - 3-5
4.00
IC 5 - 2-5
3.40
MGR2 1 - 4-4
4.00
Anon 0
All 11 - 2-5
3.82
Rate Dist% 9 27 36 27
1 2 3 4 5
Page 10
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 3 4-4
4.00
BUILDS RELATIONSHIPS
(Overall performance area combines scores from MGR1 3 0.00 4-4
4.00
all items below) Peer 14 0.50 3-5
4.50
DR 9 0.33 3-5
4.33
IC 15 0.20 4-5
4.20
MGR2 2 1.00 5-5
5.00
Anon 0
All 43 0.35 3-5
4.35
Rate Dist% 5 56 40
Makes connections to and communicates Self 1 4-4
4.00
with multiple constituencies to understand MGR1 1 0.00 4-4
4.00
their needs and capabilities.
Peer 5 0.80 4-5
4.80
DR 4 0.50 4-5
4.50
IC 5 0.00 4-4
4.00
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.44 4-5
4.44
Rate Dist% 56 44
Creates informal internal and external Self 1 4-4
4.00
partnerships to identify complementary areas MGR1 1 0.00 4-4
4.00
of expertise.
Peer 5 0.20 3-5
4.20
DR 3 0.33 3-5
4.33
IC 5 0.40 4-5
4.40
MGR2 1 1.00 5-5
5.00
Anon 0
All 15 0.33 3-5
4.33
Rate Dist% 13 40 47
Cultivates network of relationships in Self 1 4-4
4.00
community, industry, and external MGR1 1 0.00 4-4
4.00
environment.
Peer 4 0.50 4-5
4.50
DR 2 0.00 4-4
4.00
IC 5 0.20 4-5
4.20
MGR2
Anon 0
All 12 0.25 4-5
4.25
Rate Dist% 75 25
1 2 3 4 5
Page 11
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 4 4-4
4.00
LEADS CHANGE
(Overall performance area combines scores from MGR1 4 0.00 3-5
4.00
all items below) Peer 19 0.63 3-5
4.63
DR 16 0.25 3-5
4.25
IC 20 0.10 2-5
4.10
MGR2 4 0.50 4-5
4.50
Anon 0
All 63 0.32 2-5
4.32
Rate Dist% 2 13 38 48
Is passionate and inspiring to others about Self 1 4-4
4.00
the success of the organization. MGR1 1 -1.00 3-3
3.00
Peer 4 0.75 4-5
4.75
DR 4 0.25 3-5
4.25
IC 5 0.80 4-5
4.80
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 0.47 3-5
4.47
Rate Dist% 13 27 60
Acts as champion to drive change and a Self 1 4-4
4.00
sense of urgency into the organization.on a MGR1 1 1.00 5-5
5.00
timely basis.
Peer 5 0.60 3-5
4.60
DR 4 0.25 4-5
4.25
IC 5 0.20 3-5
4.20
MGR2 1 0.00 4-4
4.00
Anon 0
All 16 0.38 3-5
4.38
Rate Dist% 13 38 50
Effectively engages the participation of Self 1 4-4
4.00
others in designing and executing change. MGR1 1 0.00 4-4
4.00
Peer 5 0.80 4-5
4.80
DR 4 0.25 3-5
4.25
IC 5 -0.40 2-5
3.60
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.25 2-5
4.25
Rate Dist% 6 13 31 50
Anticipates need for change in the business; Self 1 4-4
4.00
and understands the impact of change on MGR1 1 0.00 4-4
4.00
people.
Peer 5 0.40 4-5
4.40
DR 4 0.25 4-5
4.25
IC 5 -0.20 3-5
3.80
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.19 3-5
4.19
Rate Dist% 13 56 31
1 2 3 4 5
Page 12
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 3 4-4
4.00
ETHICAL LEADER
(Overall performance area combines scores from MGR1 3 0.00 4-4
4.00
all items below) Peer 13 0.38 3-5
4.38
DR 11 0.45 4-5
4.45
IC 14 0.07 4-5
4.07
MGR2 2 1.00 5-5
5.00
Anon 0
All 43 0.30 3-5
4.30
Rate Dist% 5 60 35
Demonstrates unquestionable integrity in Self 1 4-4
4.00
business, customer and employee MGR1 1 0.00 4-4
4.00
relationships and communications by
Peer 4 0.50 3-5
4.50
adhering to business practice guidelines and
company values. DR 4 0.50 4-5
4.50
IC 5 0.20 4-5
4.20
MGR2 1 1.00 5-5
5.00
Anon 0
All 15 0.40 3-5
4.40
Rate Dist% 7 47 47
Reinforces ethical behavior by recognizing Self 1 4-4
4.00
appropriate behaviors in others MGR1 1 0.00 4-4
4.00
Peer 4 0.50 4-5
4.50
DR 3 0.33 4-5
4.33
IC 4 0.00 4-4
4.00
MGR2
Anon 0
All 12 0.25 4-5
4.25
Rate Dist% 75 25
Shows consistency and trustworthiness in Self 1 4-4
4.00
ethical behavior - “walks the talk” – even MGR1 1 0.00 4-4
4.00
during difficult times
Peer 5 0.20 3-5
4.20
DR 4 0.50 4-5
4.50
IC 5 0.00 4-4
4.00
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.25 3-5
4.25
Rate Dist% 6 63 31
1 2 3 4 5
Page 13
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 4 4-4
4.00
INCLUSIVE LEADER
(Overall performance area combines scores from MGR1 3 0.00 4-4
4.00
all items below) Peer 17 0.53 4-5
4.53
DR 10 0.40 3-5
4.40
IC 20 -0.05 3-5
3.95
MGR2
Anon 0
All 50 0.24 3-5
4.24
Rate Dist% 8 60 32
Creates an environment that reflects fairness Self 1 4-4
4.00
and respect for everyone’s contributions, and MGR1 1 0.00 4-4
4.00
enables people from all backgrounds to work
Peer 5 0.60 4-5
4.60
together effectively
DR 3 0.33 3-5
4.33
IC 5 0.20 4-5
4.20
MGR2
Anon 0
All 14 0.36 3-5
4.36
Rate Dist% 7 50 43
Advocates the importance of diversity and Self 1 4-4
4.00
inclusion at all levels; encourages its MGR1 1 0.00 4-4
4.00
development as a company value with
Peer 5 0.60 4-5
4.60
benefits to our overall business.
DR 3 0.67 4-5
4.67
IC 5 0.00 3-5
4.00
MGR2
Anon 0
All 14 0.36 3-5
4.36
Rate Dist% 7 50 43
Values the uniqueness of each person and Self 1 4-4
4.00
the power that cultural differences bring to an MGR1 1 0.00 4-4
4.00
organization’s ability to innovate, to compete
Peer 4 0.50 4-5
4.50
and to meet customer needs.
DR 3 0.33 4-5
4.33
IC 5 0.00 4-4
4.00
MGR2
Anon 0
All 13 0.23 4-5
4.23
Rate Dist% 77 23
Leverages diversity and inclusion externally: Self 1 4-4
4.00
in the labor market, marketplace and with MGR1
customers.
Peer 3 0.33 4-5
4.33
DR
IC 5 -0.40 3-4
3.60
MGR2
Anon 1
All 9 -0.11 3-5
3.89
Rate Dist% 22 67 11
1 2 3 4 5
Page 14
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 5 3-4
3.80
ACTS WITH ONE-COMPANY
PERSPECTIVE MGR1 5 0.00 3-4
3.80
(Overall performance area combines scores from Peer 21 0.58 3-5
4.38
all items below) DR 20 0.65 3-5
4.45
IC 24 0.16 3-5
3.96
MGR2 3 0.87 4-5
4.67
Anon 0
All 73 0.43 3-5
4.23
Rate Dist% 11 55 34
Advocates cross-business actions and Self 1 4-4
4.00
investments needed to respond to customer MGR1 1 0.00 4-4
4.00
needs.
Peer 4 0.50 3-5
4.50
DR 4 0.75 4-5
4.75
IC 5 0.20 3-5
4.20
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 0.40 3-5
4.40
Rate Dist% 13 33 53
Considers balance between business and Self 1 4-4
4.00
one-company objectives when assessing MGR1 1 0.00 4-4
4.00
performance.
Peer 3 0.67 4-5
4.67
DR 4 0.25 4-5
4.25
IC 4 0.00 4-4
4.00
MGR2
Anon 0
All 12 0.25 4-5
4.25
Rate Dist% 75 25
Educates other leaders about own business Self 1 4-4
4.00
model, and reaches out to understand other MGR1 1 0.00 4-4
4.00
parts of the business.
Peer 5 0.20 4-5
4.20
DR 4 0.75 4-5
4.75
IC 5 -0.20 3-5
3.80
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.25 3-5
4.25
Rate Dist% 13 50 38
Partners and networks effectively, both Self 1 4-4
4.00
formally and informally, with others inside MGR1 1 0.00 4-4
4.00
and outside of Pitney Bowes to help PBI and
Peer 5 0.20 4-5
4.20
individual businesses succeed.
DR 4 0.25 4-5
4.25
IC 5 0.00 4-4
4.00
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.19 4-5
4.19
Rate Dist% 81 19
1 2 3 4 5
Page 15
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Develops joint objectives and business plans Self 1 3-3
3.00
with other business unit leaders. MGR1 1 0.00 3-3
3.00
Peer 4 1.50 4-5
4.50
DR 4 1.25 3-5
4.25
IC 5 0.80 3-5
3.80
MGR2
Anon 0
All 14 1.07 3-5
4.07
Rate Dist% 29 36 36
1 2 3 4 5
Page 16
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 5 4-5
4.60
CREATES SUCCESSFUL
CUSTOMERS MGR1 5 -0.80 3-5
3.80
(Overall performance area combines scores from Peer 20 -0.15 4-5
4.45
all items below) DR 20 -0.30 2-5
4.30
IC 24 -0.64 3-5
3.96
MGR2 3 0.07 4-5
4.67
Anon 0
All 72 -0.39 2-5
4.21
Rate Dist% 1 8 58 32
Motivates and recognizes people for taking Self 1 4-4
4.00
the customer perspective and satisfying MGR1 1 1.00 5-5
5.00
comprehensive customer needs, not just
Peer 4 0.50 4-5
4.50
achieving targets relating to a single product
or service. DR 4 0.50 4-5
4.50
IC 4 0.00 4-4
4.00
MGR2
Anon 0
All 13 0.38 4-5
4.38
Rate Dist% 62 38
Identifies and enables business solutions Self 1 5-5
5.00
developed for one customer to be replicated MGR1 1 -1.00 4-4
4.00
for multiple customers.
Peer 3 -0.33 4-5
4.67
DR 4 -0.50 4-5
4.50
IC 5 -1.20 3-4
3.80
MGR2 1 0.00 5-5
5.00
Anon 0
All 14 -0.71 3-5
4.29
Rate Dist% 7 57 36
Creates strategies and structures that are Self 1 5-5
5.00
aligned and highly responsive to changing MGR1 1 -2.00 3-3
3.00
customer needs.
Peer 4 -0.50 4-5
4.50
DR 4 -0.50 4-5
4.50
IC 5 -1.00 3-5
4.00
MGR2 1 -1.00 4-4
4.00
Anon 0
All 15 -0.80 3-5
4.20
Rate Dist% 13 53 33
Implements organizational systems and Self 1 5-5
5.00
procedures that make it easy for customers MGR1 1 -2.00 3-3
3.00
to do business with Pitney Bowes.
Peer 4 -0.75 4-5
4.25
DR 4 -0.75 4-5
4.25
IC 5 -1.00 3-5
4.00
MGR2 1 0.00 5-5
5.00
Anon 0
All 15 -0.87 3-5
4.13
Rate Dist% 13 60 27
1 2 3 4 5
Page 17
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Spends time with customers and takes Self 1 4-4
4.00
accountability for building and maintaining MGR1 1 0.00 4-4
4.00
deep understanding of customer needs.
Peer 5 0.40 4-5
4.40
DR 4 -0.25 2-5
3.75
IC 5 0.00 3-5
4.00
MGR2
Anon 0
All 15 0.07 2-5
4.07
Rate Dist% 7 7 60 27
1 2 3 4 5
Page 18
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 1 4-4
4.00
TALENT DEVELOPMENT
(Overall performance area combines scores from MGR1
all items below) Peer 8 0.38 4-5
4.38
DR 5 0.40 4-5
4.40
IC 5 -0.40 3-4
3.60
MGR2
Anon 0
All 18 0.17 3-5
4.17
Rate Dist% 11 61 28
Sparks development by providing clear, Self
motivational, and constructive feedback. MGR1
Peer 3 - 4-5
4.33
DR 2 - 4-5
4.50
IC 2 - 4-4
4.00
MGR2
Anon 0
All 7 - 4-5
4.29
Rate Dist% 71 29
Spends time actively coaching high-potential Self
internal talent and nurturing relationships MGR1
with external talent.
Peer 2 - 4-5
4.50
DR
IC 2 - 3-4
3.50
MGR2
Anon 1
All 5 - 3-5
4.20
Rate Dist% 20 40 40
Establishes challenging yet achievable Self 1 4-4
4.00
objectives and empowers people to MGR1
accomplish them.
Peer 3 0.33 4-5
4.33
DR 2 0.00 4-4
4.00
IC
MGR2
Anon 1
All 6 0.00 3-5
4.00
Rate Dist% 17 67 17
1 2 3 4 5
Page 19
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 3 4-4
4.00
LEADS DIVERSE TEAMS
(Overall performance area combines scores from MGR1 3 0.33 4-5
4.33
all items below) Peer 10 0.20 3-5
4.20
DR 9 0.22 3-5
4.22
IC 13 0.00 3-5
4.00
MGR2
Anon 0
All 35 0.14 3-5
4.14
Rate Dist% 14 57 29
Celebrates the accomplishments of Self 1 4-4
4.00
departments, teams, and individuals. MGR1 1 1.00 5-5
5.00
Peer 3 0.00 3-5
4.00
DR 4 0.50 4-5
4.50
IC 4 0.25 4-5
4.25
MGR2
Anon 0
All 12 0.33 3-5
4.33
Rate Dist% 8 50 42
Manages teams of individuals with a variety Self 1 4-4
4.00
of skills and perspectives, and who may be MGR1 1 0.00 4-4
4.00
located in different cultures and geographies.
Peer 3 0.67 4-5
4.67
DR
IC 4 0.00 4-4
4.00
MGR2
Anon 1
All 9 0.11 3-5
4.11
Rate Dist% 11 67 22
Stimulates an environment that respects and Self 1 4-4
4.00
values diverse perspectives and open MGR1 1 0.00 4-4
4.00
communication.
Peer 4 0.00 3-5
4.00
DR 4 0.25 3-5
4.25
IC 5 -0.20 3-4
3.80
MGR2
Anon 0
All 14 0.00 3-5
4.00
Rate Dist% 21 57 21
1 2 3 4 5
Page 20
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 4 4-4
4.00
COURAGEOUS LEADER
(Overall performance area combines scores from MGR1 4 -0.50 3-4
3.50
all items below) Peer 19 0.37 3-5
4.37
DR 16 0.25 3-5
4.25
IC 19 -0.21 2-5
3.79
MGR2 4 0.25 4-5
4.25
Anon 0
All 62 0.10 2-5
4.10
Rate Dist% 2 23 40 35
Sets high expectations, makes significant Self 1 4-4
4.00
commitments, and holds self and others MGR1 1 0.00 4-4
4.00
accountable to achieve them.
Peer 5 0.40 3-5
4.40
DR 4 0.75 4-5
4.75
IC 5 -0.60 3-4
3.40
MGR2 1 1.00 5-5
5.00
Anon 0
All 16 0.19 3-5
4.19
Rate Dist% 25 31 44
Makes difficult decisions and implements Self 1 4-4
4.00
actions despite personal risk or discomfort; MGR1 1 -1.00 3-3
3.00
challenges others to do the same.
Peer 5 0.40 3-5
4.40
Aggressively challenges the status quo.
DR 4 0.25 3-5
4.25
IC 5 0.00 2-5
4.00
MGR2 1 0.00 4-4
4.00
Anon 0
All 16 0.13 2-5
4.13
Rate Dist% 6 19 31 44
Provides direct, constructive and sometimes Self 1 4-4
4.00
tough feedback. MGR1 1 -1.00 3-3
3.00
Peer 4 0.50 4-5
4.50
DR 4 -0.25 3-4
3.75
IC 4 0.25 3-5
4.25
MGR2 1 0.00 4-4
4.00
Anon 0
All 14 0.07 3-5
4.07
Rate Dist% 21 50 29
Builds credibility by confronting issues Self 1 4-4
4.00
realistically, addressing problems promptly MGR1 1 0.00 4-4
4.00
and communicating honestly and openly.
Peer 5 0.20 3-5
4.20
DR 4 0.25 3-5
4.25
IC 5 -0.40 3-4
3.60
MGR2 1 0.00 4-4
4.00
Anon 0
All 16 0.00 3-5
4.00
Rate Dist% 25 50 25
1 2 3 4 5
Page 21
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 2 2-3
2.50
EMPATHETIC LEADER
(Overall performance area combines scores from MGR1 1 2.50 5-5
5.00
all items below) Peer 7 1.64 3-5
4.14
DR 4 1.75 3-5
4.25
IC 8 1.25 3-5
3.75
MGR2 1 1.50 4-4
4.00
Anon 0
All 21 1.55 3-5
4.05
Rate Dist% 29 38 33
Demonstrates real empathy for others (e.g., Self 1 3-3
3.00
understands how people are feeling and why MGR1 1 2.00 5-5
5.00
they are feeling that way; uses effective
Peer 5 1.00 3-5
4.00
listening skills such as paraphrasing and
relecting back). DR 4 1.25 3-5
4.25
IC 5 0.80 3-5
3.80
MGR2 1 1.00 4-4
4.00
Anon 0
All 16 1.06 3-5
4.06
Rate Dist% 31 31 38
Shows and awareness of and support to Self 1 2-2
2.00
community outreach initiatives; actively MGR1
participates in and/or sponsors community
Peer 2 2.50 4-5
4.50
events; recognizes and reinforces the
participation of others. DR
IC 3 1.67 3-4
3.67
MGR2
Anon 0
All 5 2.00 3-5
4.00
Rate Dist% 20 60 20
1 2 3 4 5
Page 22
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 2 4-4
4.00
ATTRACTS TALENT
(Overall performance area combines scores from MGR1 2 -0.50 3-4
3.50
all items below) Peer 9 0.33 4-5
4.33
DR 7 0.00 3-5
4.00
IC 8 -0.25 2-5
3.75
MGR2
Anon 0
All 26 0.00 2-5
4.00
Rate Dist% 4 19 50 27
Builds ongoing relationships with people Self
outside of Pitney Bowes to identify potential MGR1 1 - 4-4
4.00
candidates for current and future roles.
Peer 3 - 4-5
4.33
DR 2 - 3-5
4.00
IC 2 - 5-5
5.00
MGR2
Anon 0
All 8 - 3-5
4.38
Rate Dist% 13 38 50
Attracts and selects and places high caliber Self 1 4-4
4.00
global talent from diverse cultures, MGR1
backgrounds, and experiences to build a
Peer 2 0.50 4-5
4.50
strong team for Pitney Bowes.
DR
IC 2 0.00 4-4
4.00
MGR2
Anon 1
All 5 0.20 4-5
4.20
Rate Dist% 80 20
Formulates talent plans to address workforce, Self
retention, and succession needs. MGR1
Peer 2 - 4-4
4.00
DR 2 - 4-5
4.50
IC
MGR2
Anon 1
All 5 - 4-5
4.20
Rate Dist% 80 20
Creates an environment that attracts and Self 1 4-4
4.00
engages high performing individuals; is a MGR1 1 -1.00 3-3
3.00
“talent magnet”.
Peer 2 0.50 4-5
4.50
DR 2 -0.50 3-4
3.50
IC 3 -1.33 2-3
2.67
MGR2
Anon 0
All 8 -0.63 2-5
3.38
Rate Dist% 13 50 25 13
1 2 3 4 5
Page 23
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 6 3-4
3.83
EXECUTES ON BUSINESS PLANS
(Overall performance area combines scores from MGR1 4 -0.08 3-4
3.75
all items below) Peer 20 0.62 3-5
4.45
DR 19 0.27 3-5
4.11
IC 27 -0.28 2-5
3.56
MGR2 1 0.17 4-4
4.00
Anon 0
All 71 0.14 2-5
3.97
Rate Dist% 6 20 46 28
Forecasts effectively with a joint focus on Self 1 3-3
3.00
short-term and long-term results. MGR1
Peer 3 1.33 4-5
4.33
DR 2 1.00 4-4
4.00
IC 2 1.00 3-5
4.00
MGR2
Anon 0
All 7 1.14 3-5
4.14
Rate Dist% 14 57 29
Demonstrates understanding of financial Self 1 4-4
4.00
performance metrics for own and other MGR1
business units.
Peer 2 1.00 5-5
5.00
DR 2 0.50 4-5
4.50
IC 5 -0.40 2-5
3.60
MGR2
Anon 0
All 9 0.11 2-5
4.11
Rate Dist% 11 22 11 56
Drives towards achievement of long-term Self 1 4-4
4.00
growth goals in addition to short-term MGR1 1 0.00 4-4
4.00
outcomes.
Peer 4 0.75 4-5
4.75
DR 4 0.25 4-5
4.25
IC 5 -0.60 2-5
3.40
MGR2
Anon 0
All 14 0.07 2-5
4.07
Rate Dist% 7 14 43 36
Conveys a clear bias for action and a sense Self 1 4-4
4.00
of urgency on priorities; removes obstacles in MGR1 1 0.00 4-4
4.00
a timely manner.
Peer 5 0.20 3-5
4.20
DR 4 0.00 4-4
4.00
IC 5 -0.40 2-4
3.60
MGR2 1 0.00 4-4
4.00
Anon 0
All 16 -0.06 2-5
3.94
Rate Dist% 6 6 75 13
1 2 3 4 5
Page 24
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Defines business goals and cascades them Self 1 4-4
4.00
through the organization. Provides open MGR1 1 0.00 4-4
4.00
access to information.
Peer 3 0.33 3-5
4.33
DR 3 0.33 4-5
4.33
IC 5 -0.60 2-5
3.40
MGR2
Anon 0
All 12 -0.08 2-5
3.92
Rate Dist% 8 25 33 33
Ensures processes are in place to monitor Self 1 4-4
4.00
and mitigate risk exposure and provide for MGR1 1 -1.00 3-3
3.00
continuous improvement.
Peer 3 0.33 4-5
4.33
DR 4 -0.25 3-4
3.75
IC 5 -0.40 3-5
3.60
MGR2
Anon 0
All 13 -0.23 3-5
3.77
Rate Dist% 38 46 15
1 2 3 4 5
Page 25
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 5 4-5
4.20
THINKS AND ACTS
STRATEGICALLY MGR1 6 -0.87 3-4
3.33
(Overall performance area combines scores from Peer 16 0.17 3-5
4.38
all items below) DR 12 -0.37 3-5
3.83
IC 26 -0.35 2-5
3.85
MGR2 2 0.30 4-5
4.50
Anon 0
All 62 -0.25 2-5
3.95
Rate Dist% 2 26 48 24
Explores external market and competitive Self 1 5-5
5.00
environment for business opportunities and MGR1 1 -1.00 4-4
4.00
trends within and across community and
Peer 3 -0.67 4-5
4.33
global borders.
DR 2 -1.00 4-4
4.00
IC 4 -0.50 4-5
4.50
MGR2 1 0.00 5-5
5.00
Anon 0
All 11 -0.64 4-5
4.36
Rate Dist% 64 36
Balances the realities of short and long term Self 1 4-4
4.00
business priorities with an increasingly MGR1 1 -1.00 3-3
3.00
demanding governance and compliance
Peer 2 1.00 5-5
5.00
environment.
DR
IC 4 0.00 3-5
4.00
MGR2
Anon 1
All 8 0.13 3-5
4.13
Rate Dist% 25 38 38
Paints a clear, inspiring picture of what the Self 1 4-4
4.00
organization will be, so people see the MGR1 1 -1.00 3-3
3.00
desired end result and can take actions to
Peer 4 0.25 3-5
4.25
reach it.
DR 3 0.00 3-5
4.00
IC 5 0.00 3-5
4.00
MGR2
Anon 0
All 13 0.00 3-5
4.00
Rate Dist% 31 38 31
Influences external stakeholders and shapes Self
external environment to enhance MGR1 1 - 3-3
3.00
understanding of Mailstream and PBI
Peer
strategies.
DR
IC 3 - 4-4
4.00
MGR2
Anon 1
All 5 - 3-5
4.00
Rate Dist% 20 60 20
1 2 3 4 5
Page 26
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Helps others understand how their work Self 1 4-4
4.00
connects to the vision of the organization and MGR1 1 0.00 4-4
4.00
energizes others t turn strategies into action.
Peer 4 0.00 3-5
4.00
DR 3 0.00 4-4
4.00
IC 5 -0.40 3-5
3.60
MGR2 1 0.00 4-4
4.00
Anon 0
All 14 -0.14 3-5
3.86
Rate Dist% 29 57 14
Translates opportunities and develops Self 1 4-4
4.00
business strategies and organizational plans; MGR1 1 -1.00 3-3
3.00
creates momentum for the organization to
Peer 2 0.50 4-5
4.50
execute on these strategies to achieve
meaningful results. DR 3 -0.67 3-4
3.33
IC 5 -0.80 2-4
3.20
MGR2
Anon 0
All 11 -0.55 2-5
3.45
Rate Dist% 9 45 36 9
1 2 3 4 5
Page 27
Run Date: 2009-02-17 16:05 (GMT)
© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 3 3-4
3.67
TAKES INTELLIGENT RISKS FOR
GROWTH MGR1 3 0.00 3-4
3.67
(Overall performance area combines scores from Peer 10 0.63 4-5
4.30
all items below) DR 10 0.33 3-5
4.00
IC 15 0.07 3-5
3.73
MGR2 2 0.33 4-4
4.00
Anon 0
All 40 0.28 3-5
3.95
Rate Dist% 18 70 13
Celebrates intelligent risk taking and Self 1 4-4
4.00
innovative actions; teaches others rather than MGR1 1 0.00 4-4
4.00
penalizing for mistakes.
Peer 4 0.25 4-5
4.25
DR 4 0.25 4-5
4.25
IC 5 0.00 3-5
4.00
MGR2
Anon 0
All 14 0.14 3-5
4.14
Rate Dist% 7 71 21
Creates atmosphere of trust where people Self 1 3-3
3.00
understand that some risks are acceptable MGR1 1 1.00 4-4
4.00
and feel comfortable taking intelligent risks.
Peer 3 1.33 4-5
4.33
DR 4 0.75 3-4
3.75
IC 5 0.80 3-4
3.80
MGR2 1 1.00 4-4
4.00
Anon 0
All 14 0.93 3-5
3.93
Rate Dist% 14 79 7
Encourages pursuit of opportunities that may Self 1 4-4
4.00
pose potential risks; puts procedures in place MGR1 1 -1.00 3-3
3.00
to mitigate risks.
Peer 3 0.33 4-5
4.33
DR 2 0.00 4-4
4.00
IC 5 -0.60 3-4
3.40
MGR2 1 0.00 4-4
4.00
Anon 0
All 12 -0.25 3-5
3.75
Rate Dist% 33 58 8
1 2 3 4 5
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Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Detail Report
This report provides an overall summary for each performance area followed by detailed scores for each item by relationship
group. For a more detailed description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap Range
from of
PERFORMANCE AREA / Item Relation n 1 2 3 4 5 Self Scores
Self 4 4-4
4.00
MAKES DECISIONS WITH AGILITY
(Overall performance area combines scores from MGR1 4 -0.50 3-4
3.50
all items below) Peer 15 0.13 4-5
4.13
DR 16 -0.06 2-5
3.94
IC 18 -0.61 2-5
3.39
MGR2 3 0.00 4-4
4.00
Anon 0
All 56 -0.22 2-5
3.79
Rate Dist% 7 23 54 16
Creates atmosphere where discussion and Self 1 4-4
4.00
healthy, straightforward debate on problems MGR1 1 0.00 4-4
4.00
and possible solutions is the norm.
Peer 5 0.20 4-5
4.20
DR 4 0.25 3-5
4.25
IC 4 -0.25 3-4
3.75
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 0.07 3-5
4.07
Rate Dist% 13 67 20
Exercises sound and well-reasoned judgment Self 1 4-4
4.00
in making decisions. MGR1 1 -1.00 3-3
3.00
Peer 4 0.25 4-5
4.25
DR 4 0.00 3-5
4.00
IC 5 -0.60 3-4
3.40
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 -0.20 3-5
3.80
Rate Dist% 33 53 13
Models thinking on feet and making Self 1 4-4
4.00
decisions rapidly, sometimes with ambiguous MGR1 1 0.00 4-4
4.00
information.
Peer 4 0.00 4-4
4.00
DR 4 -0.50 2-5
3.50
IC 5 -0.20 2-5
3.80
MGR2 1 0.00 4-4
4.00
Anon 0
All 15 -0.20 2-5
3.80
Rate Dist% 13 13 53 20
Pushes decision making responsibility to Self 1 4-4
4.00
others at the lowest appropriate level. MGR1 1 -1.00 3-3
3.00
Peer 2 0.00 4-4
4.00
DR 4 0.00 3-5
4.00
IC 4 -1.50 2-3
2.50
MGR2
Anon 0
All 11 -0.64 2-5
3.36
Rate Dist% 18 36 36 9
1 2 3 4 5
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Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0

09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Top Strengths
This report lists the individual items that were rated, on average, as the highest and lowest among all items on the survey. Some
items on your survey may not be shown on this report either because the items have no score or because the average score fell
between the top strengths and development opportunities. Keep in mind that the ratings in this report are based on single item
responses while performance area ratings on other reports are derived from responses to multiple survey items. For this reason,
emphasize the overall performance area ratings provided in other reports when interpreting your results. For a more detailed
description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap From
Items Relation 1 2 3 4 5 Self
Inspires continuous learning from multiple internal
and external sources; applies knowledge to All Others -0.36
4.64
generate innovative problem solving.
Self 5.00
(Uses Innovation to Solve Problems)
Is a quick learner, rapidly grasping new ideas and
concepts using all resources. All Others -0.44
4.56
(Continuous Learner)
Self 5.00
Encourages experiments and pilots; champions new
ideas and initiatives; and helps overcome All Others -0.50
4.50
organizational resistance.
Self 5.00
(Uses Innovation to Solve Problems)
Is passionate and inspiring to others about the
success of the organization. All Others 0.47
4.47
(Leads Change)
Self 4.00
Makes connections to and communicates with
multiple constituencies to understand their needs All Others 0.44
4.44
and capabilities.
Self 4.00
(Builds Relationships)
Advocates cross-business actions and investments
needed to respond to customer needs. All Others 0.40
4.40
(Acts with One-Company Perspective)
Self 4.00
Demonstrates unquestionable integrity in business,
customer and employee relationships and All Others 0.40
4.40
communications by adhering to business practice
Self
guidelines and company values. 4.00
(Ethical Leader)
Motivates and recognizes people for taking the
customer perspective and satisfying comprehensive All Others 0.38
4.38
customer needs, not just achieving targets relating
Self
to a single product or service. 4.00
(Creates Successful Customers)
Acts as champion to drive change and a sense of
urgency into the organization.on a timely basis. All Others 0.38
4.38
(Leads Change)
Self 4.00
Builds ongoing relationships with people outside of
Pitney Bowes to identify potential candidates for All Others --
4.38
current and future roles.
Self
(Attracts Talent)
1 2 3 4 5
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09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Top Opportunities for Development
This report lists the individual items that were rated, on average, as the highest and lowest among all items on the survey. Some
items on your survey may not be shown on this report either because the items have no score or because the average score fell
between the top strengths and development opportunities. Keep in mind that the ratings in this report are based on single item
responses while performance area ratings on other reports are derived from responses to multiple survey items. For this reason,
emphasize the overall performance area ratings provided in other reports when interpreting your results. For a more detailed
description of this report and the information it displays, refer to Interpreting Your Reports.
Report Based on 16 of 25 Respondents
Gap From
Items Relation 1 2 3 4 5 Self
Pushes decision making responsibility to others at
the lowest appropriate level. All Others -0.64
3.36
(Makes Decisions with Agility)
Self 4.00
Creates an environment that attracts and engages
high performing individuals; is a “talent magnet”. All Others -0.63
3.38
(Attracts Talent)
Self 4.00
Translates opportunities and develops business
strategies and organizational plans; creates All Others -0.55
3.45
momentum for the organization to execute on these
Self
strategies to achieve meaningful results. 4.00
(Thinks and Acts Strategically)
Encourages pursuit of opportunities that may pose
potential risks; puts procedures in place to mitigate All Others -0.25
3.75
risks.
Self 4.00
(Takes Intelligent Risks for Growth)
Ensures processes are in place to monitor and
mitigate risk exposure and provide for continuous All Others -0.23
3.77
improvement.
Self 4.00
(Executes on Business Plans)
Models thinking on feet and making decisions
rapidly, sometimes with ambiguous information. All Others -0.20
3.80
(Makes Decisions with Agility)
Self 4.00
Exercises sound and well-reasoned judgment in
making decisions. All Others -0.20
3.80
(Makes Decisions with Agility)
Self 4.00
Identifies organizational barriers to innovation;
provides time and money for pursuit of innovative All Others --
3.82
ideas.
Self
(Uses Innovation to Solve Problems)
Helps others understand how their work connects to
the vision of the organization and energizes others t All Others -0.14
3.86
turn strategies into action.
Self 4.00
(Thinks and Acts Strategically)
Leverages diversity and inclusion externally: in the
labor market, marketplace and with customers. All Others -0.11
3.89
(Inclusive Leader)
Self 4.00
1 2 3 4 5
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09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Open-Ended Comments Report
This report lists the comments you received in response to the Open-Ended Question at the end of the survey. The comments
are sequenced in a random order.
Open-Ended Question
Please provide specific examples regarding:-
a) this person's leadership strengths and
b) suggestions for strengthening his/her leadership capabilities.
Comments
Lucia is a talented emerging leader. Her strengths lie is grasping and articulating customer needs, cross functional
collaboration, and she can envision the future. I think she would grow tremendously in a managerial position where she had
the responsibility to make the decisions and investments in customer facing changes. A managerial role with these financial
and implementation underpinnings would be a great next step for Lucia.
Lucia took on the rate change initiative this year and represented us well. It was an event largely different from others like it in
the past. She gained respect from our team and the larger team as well as its leadership. She gained enough knowledge to
create a \"burning platform\" for future similar events. Changing how we deal with these--becoming much more proactive will
require a keen understanding of the nusiness as well as influencing business partners to invest and change to reduce pain felt
in other areas.
Lucia is a continuous learner and stays in touch with industry trends. I would like to see her use that info to build a platform
stimulated by her recommendations and gaining informed consensus instead of just relevant reading. Ownership and driving
change she defines will separate her from the rest.
Lucia has the potential to be a solid leader, does a good job managing projects, and is effective building teams and
communicating with all levels of management as well as her peers.
Note: many of the questions did not apply since she is more of a project manager than \"people manager\".
Lucia's leadership strengths are that she is courageous, passionate, and customer focused. I have not had the opportunity to
observe how she is as a performance manager or working with external constituents.
Lucia is a very inspiring member of our team. She always makes sure to congratulate people on their successes (both
professional and personal). Lucia is also extremely passionate about improving the customer experience and she partners
very well with a variety of business units to accomplish a goal.
Most of my experience with her has been on projects and initiatives. She is strong facilitor of meetings who values input from
everyone and displays an awareness of the value of their time and perspectives. She is a solid team player with a global
focus. A valued team member for sure.
She has the excellent ability in strategizing and planning complex deliverables as demonstrated in multiple eCommerce
projects for PB.com. Also laid out processes, standards for corporate marketing team to engage with IT for all eCommerce
projects.
Lucia gets things done. Her greatest strengths are her ability to identify gaps, her ability to find people and solutions that will
work to remedy them, and her relentless drive for the success of the project. I was pleased to work with her on an initiative
that was not wholly popular for a number of political reasons, and I can say that her strengths availed us of the conviction and
resources we needed to get the job done. As far as development opportunities, tough to say. I'd like to be able to say that
sometimes, I would have liked to have seen Lucia stick to her guns, as it were, and go with her own instincts, listen to her own
voice, do the thing SHE thinks is appropriate to do, versus what everyone else is telling her to do. I would like to be able to say
this but I'm not convinced this would be good advice. The reality is that in a hyper-dynamic business environment, Lucia's
capacity for listening to the people above and around her, and her capacity for executing against what she hears as she
leverages her network, is not only wholly impressive but quite critical. So, I suppose my only suggestion would be to continue
to cultivate the skills and abilities she has acquired, but perhaps understand opportunities to transcend them.
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09 Senior Leader Survey - Contact Center Opers Team, Lucia Aschettino
Lucia is a joy to work with. She is very open and honest, and does not hesitate to be frank. She is very strong thinking and
dreaming up new solutions, and always brings things to the table. She is a big picture thinker.
An area Lucia could improve on is her ambility to manage the big picture to the details behind it. Lucia can sometimes be so
passionate with an idea that it sounds like an easy thing to implement - but can then be found to be more difficult and involved
than originally apparent.
Lucia has plenty of passion and wants to do the right things. She will need to balance between that and getting people to see
her point of view to get things done.
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© Development Dimensions International, Inc., 2000-2008.
Confidential Report All Rights Reserved. Leadership Mirror® Version 5.0