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To maintain feedback provider confidentiality, we list ALL those invited to provide you
with feedback and do not distinguish who actually completed the survey.
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Congratulations! You have just completed an important step in becoming a better leader
within Johnson Johnson. By asking Direct Reports and Peers/Others for feedback on
your progress on improving your leadership behaviors, you have taken a critical leadership
step towards becoming a better manager.
A Unique Set of Values
Johnson Johnson’s success derives primarily from our Credo, our decentralized form of
management, and from our people. General Johnson once wrote, Management is cause,
all else is effect; and our Credo states, We must provide competent management, and
their actions must be just and ethical. Hence, the way our people manage will directly
influence our success. Management Fundamentals provides the unifying framework
enabling all JJ managers worldwide to better implement our Credo values and to help drive
our growth.
This report will provide you valuable insights into how effective a manager you are perceived
to be. If you act positively on these insights, you will become a better manager, leader, and
contributor to your own success as well as the success of Johnson Johnson.
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Report Interpretation
Your leadership style and your observable behavior impact the attitudes, perceptions and
behaviors of the people who work with you. This process is designed to give you important
feedback about your impact on those around you. This report details feedback on the items
you chose to receive feedback on from the people you work with to determine if you have
improved since your last survey.
This survey is designed to:
x Provide insight into your impact on others.
x Provide you feedback on whether your improvements as a people manager have
been observed since you took the full 360 survey six months ago.
x Give a measure of how you demonstrate the behaviors associated with the Johnson
Johnson Global Leadership Profile competencies.
x Highlight strengths and opportunities for growth and development.
Before you read your report:
x Take a few moments to reflect on the bigger picture -- your career.
x What immediate challenges are you faced with in your job?
x Where do you want to be in a year? In five years?
x What do you need to accomplish to get there? (This is how you decide what to focus
on in your development.)
Thinking about your answers to these questions will help you set priorities for your
development.
As you read your report:
Ask yourself:
x What are the consistent themes in my report?
x Are there any surprises?
x How do I compare to the group as a whole (the norm)?
x Do I treat groups of people differently (e.g., is there a discrepancy in how one group
rated me vs. another group)?
If your raters feel your have not made any significant changes since your last feedback, you
should take a moment to think about why your ratings may have not changed.
Ask yourself:
x How has my job changed since my last feedback (if applicable)?
x How have others’ expectations for me changed since my last feedback (if
applicable)?
x What did I do to develop and grow after my last feedback (if applicable)?
Keep in mind:
This exercise should NOT be used to rationalize why you did or didn’t change. It is a tool to
provide you deeper understanding of your leadership style and personal effectiveness. It will
assist you in gaining a clearer perspective of your strengths and areas for improvement.
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Report Explanation
# of Valid Responses - The information provided in this column is the actual number of
respondents that returned a survey. This information is provided only in the Item Summary
section of the report.
NI - This column represents the number of people who selected Not Enough Information
for the item. These are not scored as valid responses on the item. This information is
provided only in the Item Summary section of the report.
Range of Scores - This is a graphical representation of the range of your scores for the
extent you perform the behavior. The numbers in the bar graph represent the number of
raters answering each scale category. The range of scores are: -1 (Performance Declined),
0 (Stayed the Same), 1 (Performance Improved).
Your Average Score - The information displayed in this column is the numerical
representation of your current average score on the item or competency being reported.
J J Average Score - The information displayed in this column is the company-wide
average score on the item or competency being reported.
Insufficient Data to Report (--) - The number of valid responses did not meet the minimum
required for reporting. Note: When the Direct Report and Peer/Other categories are
combined; there are no JJ scores or JJ Top 20% scores for the combined group.
Anonymity Protection
In order to receive a report, a participant must complete their Self survey and have a
minimum of (3) total responses in the Direct Report or Peer/Other category. To protect the
anonymity of the raters, a participant having fewer than (3) responses in the Peer/Other
and/or Direct Report rater category will have those rater categories combined to achieve the
minimum number of responses.
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Score Key: 1 = Performance Declined, 2 = Stayed the Same,
3 = Performance Improved, NI = Not Enough Information
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Written Comments
How To Read This Section
This section lists any comments made by each rater when they gave you feedback. Keep in
mind that each comment represents only one person’s opinion. The comment section does
not necessarily represent an objective assessment of effectiveness, but it can be a valuable
source of ideas and insights.
Comments are not translated from the language in which they were written.
What To Look For
Look for patterns that emerge from several comments.
Look for comments that may help clarify ratings in earlier sections of your report.
The comments can help you select areas that need additional emphasis as you develop
your individual development plans for improving performance.
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