Sample 360 Feedback Report, Gordon Curphy, PhD

Talent Assessment
Process

360° Feedback Report
F db k R t

Prepared for
John Anderson

Talent Assessment Process - 360° Feedback Results

Introduction
Overview of the Report
This report provides you with feedback on the degree to which you demonstrate behaviors reflecting
specific, essential leadership competencies at work. The results are based on the survey you completed,
and the surveys completed by your manager(s), peers, direct reports, and/or others who were invited to
share their observations. The report provides you with critical insights into how your performance is
viewed by others, as well as how their perspectives are similar to or different from your own. You
should use the feedback contained in this report, along with other relevant information (e.g., career
objectives, future work demands, other performance data) to help you identify priorities for enhancing
your effectiveness and impact at work.

Organization of the Report
Section 1: Understanding Your Report
This section provides background information that will help you interpret and effectively use
this feedback report, and includes the following sub-sections:
Summary of Feedback Sources – A table presents the number of completed surveys
received from each respondent type.
Rating Scale Description – The scale used for each item in the survey is defined.
Essential Leadership Competencies – The list of essential leadership competencies
(skills) measured in this 360° feedback process is presented.
Tips for Effectively Using Your Results – A list of suggestions to help you understand
and use your results.

Section 2: Work Challenges & Competency Priorities
Establishing effective development priorities requires that you understand your strengths (i.e.,
the areas in which you are well-prepared for the challenges you will face at work) and your
development needs (i.e., the areas where there are important gaps between your current skill-
level and the skill-level required to effectively address the challenges you will face). Clearly,
your strengths and development needs depend on the challenges you will face and the skills
that will be required to meet them. This section of the report provides you with an
opportunity to record the most important challenges you are currently facing or will soon face
at work. In addition, you will rank-order the list of competencies (skills) in terms of their
importance for helping you address those work challenges. This section will then provide the
context necessary for ultimately determining your development priorities.

Copyright Curphy Consulting Corporation 2004 -1- CONFIDENTIAL


Introduction
Section 3: Executive Summary
This section provides a high-level summary of your results and includes the following sub-
sections:

Competency Profile – A bar chart displays the average rating (based on all respondents
except self) for each competency. The green bars represent average ratings of 4.3 or
above. Yellow bars represent average ratings of 3.7 to 4.2. Red bars represent average
ratings of 3.6 or below.
Ten Highest-Rated Items – The ten items (i.e., survey questions) that received the
highest average ratings based on all respondents (excluding self) are presented. This
information can help you detect themes or trends related to your strengths.

Verbatim Comments: Greatest Strengths – Verbatim responses to the question “What
are this person’s greatest strengths?” are presented. Responses are sorted by respondent-
type (e.g., manager, peers, direct reports).

Ten Lowest-Rated Items – The ten items that received the lowest average ratings based
on all respondents (excluding self) are presented. This information can help you detect
themes or trends related to possible improvement opportunities.
Verbatim Comments: Greatest Opportunities for Growth – Verbatim responses to the
question “What are this person’s greatest opportunities for growth?” are presented.
Responses are sorted by respondent-type (e.g., manager, peers, direct reports).

Section 4: Perspective Comparisons: Competency Results
This section displays the aggregate ratings for each competency provided by each of the
different respondent-types (e.g., self, manager, peers, direct reports). In the table, each
respondent-type is represented by a different colored bar. This feedback can help you
understand how each group perceives your impact and effectiveness at work.

Section 5: Perspective Comparisons: Detailed Results
This section of the report provides you with more detailed information about your
competency- and item-level results. Average ratings and the range of ratings are presented
for each competency. In addition, the ratings for each item are presented for each respondent
type (i.e., self, manager, peers, direct reports).



Summary of Feedback Sources
The table below lists the respondent types or groups, the number of people from each group
that were invited to provide feedback, the number of people from each group that completed
and returned a survey, and whether or not the group’s data is reported as a separate group in
your report. In order to preserve anonymity, non-manager groups with fewer than three
respondents are not reported as separate groups in this report. However, their data are included
in the “all respondents” category found throughout this report.

Respondent Type Invited Completed Reported Separately
Self 1 1 Yes
Manager (Boss) 1 1 Yes
Direct Reports 9 6 Yes
Peers 4 3 Yes
Others 5 3 Yes

Rating Scale Description
82 survey items (questions) were rated on the 5-point scale and all scores listed in your report
are based on this 5-point scale. Respondents used the scale below to indicate the frequency
with which they have observed you demonstrate each leadership behavior:

5 = Almost Always
4 = Often
3 = Occasionally
2 = Seldom
1 = Almost Never

Essential Leadership Competencies
The 82 survey items were grouped into 16 leadership competencies. A more detailed description of each
competency and its corresponding survey items can be found later in this report.

Leading the Business Leading Building and Sustaining Adaptive Capacity
People Relationships

Analyzing Problems & Making Decisions Inspiring Aligned Creating Open Communications Personal Drive
Purpose

Thinking Strategically Driving Change Building Relationships Adaptability

Financial and Technical Savvy Building the Customer Focus Learning Approach
Talent Base
Planning and Organizing Credibility
Fostering
Managing Execution Teamwork



Tips for Effectively Using Your Results
Look for the important themes or overall patterns in the feedback. What do the ratings tell
you about your effectiveness as a leader? Where are your greatest strengths? Where are your
greatest opportunities for improvement?

Think about the competencies that will be most critical for your current and future success.
Based on this report, how effectively are you demonstrating those types of behaviors today?

Perception is reality. This report reflects others’ perceptions about you at work. Sometimes
we believe that certain perceptions are inaccurate (sometimes they are, in fact, inaccurate).
However, to the degree that a certain perception exists (accurate or not), it may be something
that you need to address.

Talk to others about your results (e.g., your manager, peers or direct reports) to make sure that
you really understand the feedback, and to gather ideas about ways to improve (e.g., “I
learned from the 360 degree feedback process that I need to work on Fostering Teamwork.
Could you help me understand this feedback better? What should I be doing differently?”).

Focus. Identify the one or two things that, if changed, would have the greatest impact on your
effectiveness as a leader.

Remember, this report is based on feedback from a relatively small number of people. In
some cases, one person’s ratings can have a dramatic affect on the average.

Do not over-analyze the data (e.g., don’t focus on minor differences in ratings).

Do not try to figure out who provided a particular rating. This is wasted time and energy.

Do not confront your respondents about the ratings they provided (e.g., “Why did you give me
a ‘1’? ”). We all need feedback to grow, to learn and to change. Confronting people about
the feedback they provided will likely eliminate any chance of your receiving accurate
feedback in the future.



Important Work Challenges
Leadership challenges can vary by industry, company, organizational level, customer segment,
stakeholder agendas, business model and situation, type of team, available resources, or deliverables.
Effectively addressing these different challenges requires leaders to demonstrate different
competencies or skills and behaviors. Please take a few minutes and record in the space below the
three to five most important challenges you will face at work over the next year. Be sure to think
broadly as you list your challenges; potential challenges could be related to the market (e.g.,
customers, competitors), financial (e.g., revenue, profitability), operational (e.g., productivity,
efficiency), or workforce issues (e.g., employee teamwork, retention, development).

Work Challenges Implications if NOT Addressed

1.

2.

3.

4.

5.



Competency Priorities
Read the competency definitions provided below and identify the top five competencies in terms of their
importance for helping you address the challenges you identified on the previous page. Place an “X” in
the space next to the five competencies that you believe will be most important in helping you address
the challenges you will face.

Rank Competency
Analyzing Problems and Making Decisions: Effectively analyzes issues and makes sound, logical business
decisions in a timely manner.
Thinking Strategically: Brings a broad perspective to bear on issues and problems (e.g., considers information
from different industries, markets, competitors); deliberately evaluates strategic “fit” of possible decisions and
actions.
Financial and Technical Savvy: Demonstrates strong technical and financial knowledge when resolving
customer, operational and/or financial problems. Makes sound customer, operational, and financial trade-offs.

Planning and Organizing: Establishes clear goals and action plans, and organizes resources to achieve business
outcomes.
Managing Execution: Directs and monitors performance, and intervenes as appropriate to ensure successful
achievement of business objectives.
Inspiring Aligned Purpose: Successfully engages people in the mission, vision, values, and direction of the
organization; fosters a high level of motivation.
Driving Change: Challenges the status quo and looks for ways to improve team or organizational performance.
Champions new initiatives and stimulates others to make changes.
Building the Talent Base: Understands the talent needed to support business objectives (e.g., qualifications,
capabilities); identifies, deploys, and develops highly talented team members.
Fostering Teamwork: Creates an environment where employees work together effectively to achieve goals.

Creating Open Communications: Communicates clearly and creates an environment in which important issues
are shared.
Building Relationships: Develops and sustains effective working relationships with direct reports, peers,
managers, and others; demonstrates that maintaining effective working relationships is a priority.
Customer Focus: Maintains a clear focus on customer needs; demonstrates a strong desire to provide exemplary
customer service; actively seeks ways to increase customer satisfaction.
Credibility: Earns others’ trust and confidence; builds credibility with others through consistency between words
and actions and follow-through on commitments.
Personal Drive: Demonstrates urgency in meeting objectives and achieving results; pursues aggressive goals and
persists to achieve them.
Adaptability: Confidently adapts and adjusts to changes and challenges; maintains a positive outlook and works
constructively under pressure.
Learning Approach: Proactively identifies opportunities and resources for improvement.



Competency Profile
The table below presents the average rating of all respondents (except self) for each competency. The
competencies are listed down the left-hand margin in order from the highest to lowest rated competency.
The rating scale is presented across the top. The colored bar graphically displays the average rating for
each competency, and the columns at the right show the numerical average and the number of respondents
who provided ratings for each competency. The bars are green for competencies rated 4.3 or higher, yellow
for competencies rated 3.7 to 4.2, and red for competencies rated 3.6 or lower.

Competency Profile

Never Seldom Occasionally Often Always Number of
Competency 1 2 3 4 5 Avg. Reviewers

Adaptability 4.5 12

Personal Drive 4.1 12

Analyzing Prob. & Making Dec. 4.0 13

Planning and Organizing 3.9 13

Customer Focus 3.9 12

Credibility 3.9 13

Thinking Strategically 3.7 13

Financial and Technical Savvy 3.7 13

Managing Execution 3.7 11

Inspiring Aligned Purpose 3.7 12

Driving Change 3.7 12

Fostering Teamwork 3.5 12

Building the Talent Base 3.4 12

Building Relationships 3.4 13

Creating Open Communications 3.3 12

Learning Approach 3.3 10



Ten Highest-Rated Items
The following table presents your ten highest-rated items in rank order based on the average of all
respondents’ ratings (excluding self). The name of the competency with which each item is associated is
also presented. In the event that more than one item has the same rating, the list includes more than ten
survey items.

Highest-Rated Items Avg. Rating Competency
Conveys an appropriate level of self confidence. 5.0 Adaptability
Maintains confidentiality of sensitive, private or personal 4.6 Credibility
information.
Persists in the face of obstacles. 4.5 Personal Drive
Remains optimistic, focused and resilient in the face of 4.5 Adaptability
setbacks.
Identifies the need or opportunities for change. 4.4 Driving Change
Sets challenging goals and expectations. 4.3 Inspiring Aligned Purpose
Responds flexibly to changes and challenges (e.g., adjusts 4.3 Adaptability
approaches).
Gathers information to understand issues or problems. 4.2 Analyzing Problems & Making Decisions
Integrates information to identify trends, patterns, problems, 4.2 Analyzing Problems & Making Decisions
opportunities.
Translates business strategy or goals into concrete 4.2 Planning and Organizing
objectives and priorities.
Establishes clear measures of progress and success (e.g., 4.2 Planning and Organizing
deadlines, results).
Develops goals, metrics and/or other processes that drive or 4.2 Driving Change
support change.
Follows through on commitments. 4.2 Credibility
Demonstrates a strong sense of urgency (e.g., acts quickly to 4.2 Personal Drive
address issues).
Meets deadlines and objectives. 4.2 Personal Drive
Works productively in conditions of change, ambiguity and 4.2 Adaptability
multiple demands.



Distribution of Highest-Rated Items by Competency

Adaptability (4 items)

Personal Drive (3 items)
6%
13% 25% Credibility (2 items)

Driving Change (2 items)
13%
Analyzing Problems & Making Decisions (2
items)
19%
12% Planning and Organizing (2 items)
12%
Inspiring Aligned Purpose (1 item)



Verbatim Comments: Greatest Strengths
At the end of the survey, respondents were given the opportunity to answer the following open-ended
question: “What are this person’s greatest strengths? What does this person do that you believe is
particularly effective and that you would like to see him/her continue or do more often?” Verbatim
responses to this question are provided below. Responses have been sorted by respondent-type.

Manager Responses
Highly energized and wants to accomplish many things simultaneously. Understands direction.
Executes well under his own self determination.

Direct Report Responses
Self Confidence and willingness to work as a team. He consistently supports the team members giving
chances to low performers which I would like him to continue to do more often.
Motivated. Works hard.
Good knowledge of the business to share with his subordinates. Have good creative ideas and solution
at times.

Peer Responses
Results Orientation. Leadership Development.
Proactive leadership. Assess and plan strategically and execute quickly with innovative skill and
adaptability. Intuitive business acumen.
Perseverance, deep understanding of business, sharing information, optimistic.

Other Responses
Capacity to get things done no matter what it takes. Politically savvy. Entrepreneurial.
Solution oriented. Highly customer focused, wanting to do the right thing. He has quality perspective.

He is the one who gets things done. His drive is incredible, and if a major project or task is his
responsibility, it will get done, and on time. His initiative is unparalleled.

Copyright Curphy Consulting Corporation 2004 - 10 - CONFIDENTIAL


Ten Lowest-Rated Items
The following table presents your ten lowest-rated items in order from lowest to highest based on
the average of all respondents’ ratings (excluding self). Again, in the event that more than one
item has the same rating, the list includes more than ten survey items.

Lowest-Rated Items Avg. Rating Competency
Responds to mistakes or setbacks by focusing on 2.9 Driving Change
learning vs. punishment.
Fosters enthusiasm and buy-in for the direction of the 2.9 Inspiring Aligned Purpose
team/organization.
Demonstrates responsiveness and urgency in addressing 3.0 Building Relationships
others' concerns.
Listens attentively and actively (e.g., paraphrases or 3.0 Creating Open Communications
summarizes) to ensure understanding.
Provides clear expectations for improvement. 3.0 Building the Talent Base
Provides constructive performance feedback (i.e., timely, 3.0 Building the Talent Base
clear and helpful).
Modifies behavior based on feedback and/or experience. 3.1 Learning Approach

Conveys interest in and sensitivity to others' needs, 3.1 Building Relationships
concerns and perspectives.
Actively seeks performance feedback (e.g., from metrics, 3.2 Learning Approach
coworkers, customers).
Actively and directly resolves disagreement or conflict. 3.2 Building Relationships

Solicits team member involvement and buy-in or 3.2 Fostering Teamwork
support.
Provides coaching and/or other opportunities for skill 3.2 Building the Talent Base
development.
Provides accountable parties with appropriate guidance 3.2 Managing Execution
and empowerment (e.g., neither under- or over-
controlling).



Distribution of Lowest-Rated Items by Competency

Building Relationships (3 items)

Building the Talent Base (3 items)
8%
8% 23% Learning Approach (2 items)

8% Driving Change (1 item)

8% Inspiring Aligned Purpose (1 item)

7% 23% Creating Open Communications (1
item)
15% Fostering Teamwork (1 item)

Managing Execution (1 item)



Verbatim Comments: Greatest Opportunities for Growth

At the end of the survey, respondents were given the opportunity to answer the following open-ended
question: “What do you consider to be this person’s greatest opportunities for growth? That is, what
are the things he/she should change or do differently?” Verbatim responses to this question are
provided below. Responses have been sorted by respondent-type.

Manager Responses
Could get his direct reports to do more by delegating more responsibility, rather than 'telling' them what
to do. Talent identification for key countries to improve capability would help deliver better results.

Direct Report Responses
I think his communication skill and attitude toward other people and subordinates may need
improvement. 1. Show more true respect and concern of others from heart. 2. Give more clear and
consistent instructions to his subordinates. 3. Build up trust and confidence of his team towards
himself. To be frank, he may be a very good businessman that can make much profit for the company,
but he may not be a good leader in the team.
Listen to other ideas and adaptability to different situations. Communication with experienced and
senior staff.
2-way communication. Show more care and respect to staff.
Meetings last too long without breaks which sometimes goes beyond lunch and dinner depending on
what time the meeting starts.

Peer Responses
Patience .
Interpersonal, people management skills and empathy. More life balance approach.
Address issues with staff directly rather than giving an incomplete story to upper management (own
view). Be more responsive or delegate more.

Other Responses
Working collaboratively with colleagues outside his immediate circle. Being willing to listen and change
his thinking based on information provided, if new information is provided. Does not seem to ever take
others' ideas or concerns into consideration, especially if it conflicts with his current position.

I don't see anything, although his persistency in what he believes in may be seen as a negative, I see it
as a positive.
He needs to be more transparent. He is usually right on issues and opportunities, but tends to develop
them in isolation of the rest of the organization.



The table below displays the ratings you received for each competency from the different respondent
groups. Each respondent group is represented by a different colored bar. Your ratings on each competency
are represented by the top (blue) bar. The average of all respondents for each competency (excluding self)
is represented by the bottom (yellow) bar. The columns to the right present the numerical averages and the
number of respondents who provided ratings for each competency.

Analyzing Prob. & Making Dec.
John Anderson 5.0 1
Manager 4.2 1
Direct Reports 3.7 6
Peers 4.8 3
Other 3.7 3
All Respondents 4.0 13
Thinking Strategically
John Anderson 5.0 1
Manager 4.3 1
Peers 4.4 3
Other 3.3 3
Financial & Technical Savvy
John Anderson 5.0 1
Manager 4.0 1
Peers 4.6 3
Other 3.7 3
Planning & Organizing
John Anderson 5.0 1
Manager 4.2 1
Peers 4.6 3
Other 3.9 3
Managing Execution
John Anderson 5.0 1
Manager 3.7 1
Peers * 2
Other * 2
Inspiring Aligned Purpose
John Anderson 5.0 1
Manager 4.2 1
Peers 4.3 3
Other 3.5 3



Driving Change
John Anderson 5.0 1
Manager 3.4 1
Peers * 2
Other 3.5 3
Building the Talent Base
John Anderson 4.7 1
Manager 3.3 1
Peers * 2
Other 3.6 3
Fostering Teamwork
John Anderson 5.0 1
Manager 3.3 1
Peers * 2
Other 3.3 3
Creating Open Communications
John Anderson 5.0 1
Manager 4.0 1
Peers 4.2 3
Other * 2
Building Relationships
John Anderson 4.4 1
Manager 4.0 1
Peers 4.4 3
Other 3.4 3
Customer Focus
John Anderson 4.5 1
Manager 4.8 1
Peers * 2
Other 4.0 3
Credibility
John Anderson 5.0 1
Manager 4.7 1
Peers 4.7 3
Other 3.6 3



Personal Drive
John Anderson 5.0 1
Manager 4.8 1
Peers 4.9 3
Other 4.1 3
Adaptability
John Anderson 5.0 1
Manager 4.5 1
Peers 4.7 3
Other 4.6 3
Learning Approach
John Anderson 5.0 1
Manager 3.8 1
Peers * 1
Other 3.0 3



This section of the report provides you with more detailed information about your competency- and item
level results. On the pages that follow, each competency is defined and then two tables of data are
presented. The first table presents the average ratings for that competency and the range of ratings for
each of the groups that provided feedback for you. This information can help you understand the degree
to which people are in agreement regarding your performance and effectiveness.

The second table presents the average ratings for each item representing that competency for each of the
respondent-types. The column at the far right of the table presents the average of all respondents
(excluding self) for each item representing that competency.




Detailed Results
Analyzing Problems & Making Decisions
Effectively analyzes issues and makes sound, logical business decisions in a timely manner.

Average Ratings for Each Respondent Group and Range of Ratings Across Items

Respondent Groups Average Low High
Score Score Score
Self 5.0 5.0 5.0
Manager 4.2 4.0 5.0
Direct Reports 3.7 2.8 4.3
Peers 4.8 4.7 5.0
Others 3.7 3.3 4.0
All Respondents (except self) 4.0 2.8 5.0

Average Ratings for Each Item and Respondent Type

Items Self Manager Direct Peers Others All Respondents
Reports (except self)
Gathers information to understand issues 5.0 5.0 4.2 4.7 3.3 4.2
or problems.
Integrates information to identify trends, 5.0 4.0 4.3 5.0 3.3 4.2
patterns, problems, opportunities.

Critically evaluates important costs, risks, 5.0 4.0 3.8 4.7 3.7 4.0
and benefits of alternatives.
Makes timely decisions in spite of 5.0 4.0 2.8 5.0 4.0 3.7
ambiguity.
Makes effective, productive decisions 5.0 4.0 3.2 4.7 4.0 3.8
that are aligned with business objectives.



Thinking Strategically
Brings a broad perspective to bear on issues and problems (e.g., considers information from different
industries, markets, competitors); deliberately evaluates strategic “fit” of possible decisions and
actions.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.3 4.0 5.0
Peers 4.4 4.3 4.7
Others 3.3 3.0 3.7


Considers a broad range of internal and 5.0 5.0 3.8 4.3 3.3 3.9
external factors when making decisions.

Understands the impact of decisions 5.0 4.0 3.5 4.3 3.7 3.8
broadly inside and/or outside the
organization.
Understands the long-term impact of 5.0 4.0 3.0 4.3 3.3 3.5
decisions.
Anticipates future issues and problems 5.0 4.0 3.5 4.7 3.0 3.7
or challenges.



Financial and Technical Savvy
Demonstrates strong technical and financial knowledge when resolving customer, operational and/or
financial problems. Makes sound customer, operational, and financial trade-offs.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.0 3.0 5.0
Peers 4.6 4.0 5.0
Others 3.7 3.5 4.0


Possesses strong financial skills. 5.0 4.0 3.5 4.7 * 3.9
Possesses strong technical or 5.0 5.0 3.2 5.0 3.7 3.8
operational skills.
Uses financial and operational analyses 5.0 4.0 3.5 4.3 3.7 3.8
to evaluate strategic choices.

Effectively balances customer, 5.0 4.0 2.8 * 3.7 3.3
operational and financial demands.
Readily identifies and manages 5.0 3.0 3.2 4.7 * 3.6
unexpected and/or undesired variances
or deviations in budgets.



Planning and Organizing
Establishes clear goals and action plans, and organizes resources to achieve business outcomes.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.2 3.0 5.0
Peers 4.6 4.0 5.0
Others 3.9 3.7 4.3


Translates business strategy or goals 5.0 5.0 4.0 4.7 3.7 4.2
into concrete objectives and priorities.
Determines action steps required to 5.0 4.0 3.5 5.0 4.0 4.0
achieve objectives.
Identifies resources necessary to 5.0 4.0 3.0 4.3 4.0 3.6
implement plans (e.g., time, staff,
money).
Establishes clear measures of progress 5.0 5.0 4.0 4.7 4.0 4.2
and success (e.g., deadlines, results).

Anticipates potential obstacles and 5.0 3.0 3.7 4.0 3.7 3.7
develops contingency plans.
Effectively schedules work activities to 5.0 4.0 3.0 4.7 4.3 3.8
meet operational and customer
demands.



Managing Execution
Directs and monitors performance, and intervenes as appropriate to ensure successful achievement of
business objectives.


Score Score Score
Self 5.0 5.0 5.0
Manager 3.7 3.0 4.0
Peers * * *
Others * * *


Assigns work with clear objectives and 5.0 4.0 3.5 * * 3.8
deadlines.
Conducts effective, productive meetings 5.0 4.0 3.2 * * 3.5
(e.g., provides clear agendas, minimizes
tangents or distractions).

Provides accountable parties with 5.0 3.0 2.8 * 3.3 3.2
appropriate guidance and empowerment
(e.g., neither under- or over-controlling).

Monitors progress to ensure that 5.0 4.0 3.8 * 3.7 4.0
schedule, budget, quality and other
requirements are met.
Intervenes when appropriate to ensure 5.0 4.0 3.3 * * 3.7
that desired results are achieved.

Consistently gets results through others. 5.0 3.0 4.0 * * 4.0



Inspiring Aligned Purpose
Successfully engages people in the mission, vision, values, and direction of the organization; fosters a
high level of motivation.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.2 3.0 5.0
Peers 4.3 3.5 5.0
Others 3.5 2.7 4.0


Communicates a compelling vision of the 5.0 4.0 3.8 4.3 3.3 3.8
future.
Provides a clear sense of purpose and 5.0 4.0 3.0 3.7 3.7 3.4
direction for the team.
Sets challenging goals and expectations. 5.0 5.0 4.2 4.7 4.0 4.3

Fosters enthusiasm and buy-in for the 5.0 3.0 2.8 * 2.7 2.9
direction of the team/organization.
Supports initiatives of upper 5.0 5.0 3.4 5.0 4.0 4.1
management through words and actions.



Driving Change
Challenges the status quo and looks for ways to improve team or organizational performance.
Champions new initiatives and stimulates others to make changes.


Score Score Score
Self 5.0 5.0 5.0
Manager 3.4 3.0 4.0
Peers * * *
Others 3.5 2.5 4.0


Identifies the need or opportunities for 5.0 4.0 4.5 4.7 4.0 4.4
change.
Effectively communicates the need for 5.0 3.0 3.3 * 3.7 3.4
change.
Gets team members actively involved in 5.0 3.0 4.0 * 3.3 3.7
the change process.
Develops goals, metrics and/or other 5.0 4.0 4.3 * 3.7 4.2
processes that drive or support change.

Responds to mistakes or setbacks by 5.0 3.0 2.8 3.3 * 2.9
focusing on learning vs. punishment.



Building the Talent Base
Understands the talent needed to support business objectives (e.g., qualifications, capabilities);
identifies, deploys, and develops highly talented team members.


Score Score Score
Self 4.7 4.0 5.0
Manager 3.3 3.0 4.0
Peers * * *
Others 3.6 2.5 4.5


Maintains a network of internal/external 4.0 3.0 3.0 4.3 4.0 3.5
relationships as a pipeline for new talent.

Consistently selects top talent for 5.0 3.0 3.2 4.3 4.3 3.7
important assignments (e.g., new hires or
teams).
Accurately assesses performance, 5.0 4.0 2.8 * 4.0 3.5
identifying individual strengths and
weaknesses.
Provides constructive performance 5.0 4.0 2.7 * 3.0 3.0
feedback (i.e., timely, clear and helpful).

Provides coaching and/or other 5.0 3.0 3.2 * * 3.2
opportunities for skill development.
Provides clear expectations for 5.0 3.0 2.7 * 3.0 3.0
improvement.
Takes decisive action to reassign or 4.0 3.0 3.8 * * 3.9
terminate chronic poor performers.



Fostering Teamwork
Creates an environment where employees work together effectively to achieve goals.


Score Score Score
Self 5.0 5.0 5.0
Manager 3.3 3.0 4.0
Peers * * *
Others 3.3 3.0 4.0


Establishes clear rules or expectations 5.0 3.0 3.5 * * 3.6
regarding how team members will work
together.
Promotes the importance of teamwork 5.0 4.0 3.8 * 3.3 3.8
within and across groups.
Works collaboratively with others. 5.0 4.0 3.0 * 3.3 3.4
Solicits team member involvement and 5.0 3.0 3.2 * 3.0 3.2
buy-in or support.
Ensures the team has the authority, 5.0 3.0 3.2 * * 3.5
equipment, staff, etc. it needs in order to
succeed.
Celebrates accomplishments in order to 5.0 3.0 2.8 * * 3.3
build team morale.



Creating Open Communications
Communicates clearly and creates an environment in which important issues are shared.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.0 3.0 5.0
Peers 4.2 4.0 4.5
Others * * *


Speaks and writes in a clear and 5.0 5.0 2.5 4.3 3.3 3.3
organized manner.
Listens attentively and actively (e.g., 5.0 4.0 2.5 4.0 * 3.0
paraphrases or summarizes) to ensure
understanding.
Shares information to keep people 5.0 4.0 3.2 4.0 * 3.3
effectively informed.
Helps others understand issues (e.g., 5.0 4.0 3.0 * * 3.3
addresses rumors or clarifies confusing
issues).
Encourages others to share information 5.0 3.0 3.5 * * 3.5
and ideas.



Building Relationships
Develops and sustains effective working relationships with direct reports, peers, managers, and others;
demonstrates that maintaining effective working relationships is a priority.


Score Score Score
Self 4.4 4.0 5.0
Manager 4.0 3.0 5.0
Peers 4.4 4.3 4.7
Others 3.4 2.5 5.0


Initiates and maintains a broad set of 4.0 4.0 3.2 4.7 3.7 3.7
relationships with superiors, peers, direct
reports, customers, vendors, or others.

Conveys interest in and sensitivity to 4.0 4.0 2.5 * 3.0 3.1
others' needs, concerns and
perspectives.
Demonstrates responsiveness and 4.0 3.0 2.5 4.3 2.7 3.0
urgency in addressing others' concerns.

Actively and directly resolves 5.0 4.0 2.7 4.3 * 3.2
disagreement or conflict.
Demonstrates organizational savvy in 5.0 5.0 3.2 4.3 5.0 4.0
getting things done.



Customer Focus
Maintains a clear focus on customer needs; demonstrates a strong desire to provide exemplary customer
service; actively seeks ways to increase customer needs and concerns.


Score Score Score
Self 4.5 4.0 5.0
Manager 4.8 4.0 5.0
Peers * * *
Others 4.0 4.0 4.0


Solicits specific information to clearly 5.0 5.0 3.3 * 4.0 3.9
understand customer needs and
concerns.
Conveys sincere concern, caring and 5.0 5.0 3.5 * 4.0 4.0
respect for customer needs.
Responds immediately to customer 4.0 4.0 3.3 * * 3.8
needs, concerns or other feedback.
Regularly goes "above and beyond the 4.0 5.0 3.4 * * 4.0
call of duty" (within reason) and finds
ways to enhance customer satisfaction.



Credibility
Earns others’ trust and confidence; builds credibility with others through consistency between words
and actions and follow-through on commitments.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.7 4.0 5.0
Peers 4.7 4.5 5.0
Others 3.6 2.5 4.7


Follows through on commitments. 5.0 5.0 3.8 4.7 4.3 4.2
Behaves consistently with stated values. 5.0 4.0 3.2 4.7 3.0 3.5

Adheres to relevant standards and 5.0 4.0 3.5 4.7 3.7 3.8
expectations.
Maintains confidentiality of sensitive, 5.0 5.0 4.4 * 4.7 4.6
private or personal information.
Considers ethical or fairness issues 5.0 5.0 3.2 * 3.3 3.6
when making decisions.
Accepts responsibility for own mistakes. 5.0 5.0 3.2 * * 3.5



Personal Drive
Demonstrates urgency in meeting objectives and achieving results; pursues aggressive goals and
persists to achieve them.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.8 4.0 5.0
Peers 4.9 4.7 5.0
Others 4.1 3.7 4.3


Demonstrates a strong sense of urgency 5.0 5.0 3.7 4.7 4.3 4.2
(e.g., acts quickly to address issues).

Takes ownership of important issues, 5.0 5.0 3.2 5.0 4.0 3.9
problems and opportunities (e.g., even if
outside formal responsibilities).

Takes a proactive versus reactive 5.0 5.0 3.4 5.0 3.7 4.0
approach to issues.
Persists in the face of obstacles. 5.0 5.0 4.2 5.0 4.3 4.5
Meets deadlines and objectives. 5.0 4.0 3.8 4.7 4.3 4.2



Adaptability
Confidently adapts and adjusts to changes and challenges; maintains a positive outlook and works
constructively under pressure.


Score Score Score
Self 5.0 5.0 5.0
Manager 4.5 4.0 5.0
Peers 4.7 4.5 5.0
Others 4.6 4.3 5.0


Conveys an appropriate level of self 5.0 5.0 5.0 5.0 5.0 5.0
confidence.
Works productively in conditions of 5.0 4.0 3.8 4.7 4.3 4.2
change, ambiguity, and multiple
demands.
Responds flexibly to changes and 5.0 4.0 4.0 * 4.7 4.3
challenges (e.g., adjusts approaches).

Remains optimistic, focused and resilient 5.0 5.0 4.4 4.7 4.3 4.5
in the face of setbacks.



Learning Approach
Proactively identifies opportunities and resources for improvement.


Score Score Score
Self 5.0 5.0 5.0
Manager 3.8 3.0 4.0
Peers * * *
Others 3.0 2.5 3.3


Actively seeks performance feedback 5.0 3.0 3.0 * 3.0 3.2
(e.g., from metrics, coworkers,
customers).
Understands personal strengths and 5.0 4.0 3.0 * 3.3 3.3
weaknesses.
Actively seeks opportunities to develop 5.0 4.0 3.0 * 3.0 3.5
new knowledge and skills.
Modifies behavior based on feedback 5.0 4.0 3.0 * * 3.1
and/or experience.


Sample 360 Feedback Report, Gordon Curphy, PhD

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Sample 360 Feedback Report, Gordon Curphy, PhD