8/6/2013. Sample Learner. VOICES Report. without instructions. Copyright 2013 Lominger International: A Korn/Ferry Company. All rights reserved.

Transcription

1 8//2013 Sample Learer VOICES Report without istructios Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved.

2 Sample Learer Prited 8//2013 Skill Ratig Overview What does this "Skill Ratig Overview" report show me? This report lists all of the skill ratigs give to you by all raters other tha yourself. The skills are listed i order of highest to lowest ratig based upo average score. A How do I iterpret my data? To best uderstad your results, cocetrate o the oe third highest (your stregths), ad the oe third lowest (your potetial eeds). Look for matched stregths, those high i importace ad skill for you. Look for mismatches, those high i importace but a low skill for you. If your survey icludes importace ratigs, the best way to determie matches ad mismatches is to look at the Skill-Importace Matrix. If your survey did't iclude the questios o importace, you should compare your ratigs to existig competecy, values or job models i your orgaizatio. You ca also compare with your performace objectives ad discuss with your boss (ad/or other raters) to determie potetial gaps. If your survey icluded a questio o Overuse of stregths, raters who assiged a ratig of either 4 or 5 to ay item were the prompted to rate the extet to which you may have begu to overuse the respective stregth. If more tha 15% of your raters idicated that i their view you are overusig the stregth to ay extet, the the Skill Ratig Overview report will idetify that item as a "Potetial Overuse". B Thigs to ote: Before you determie what eeds you have, check to see if there are ay other estimates of what it takes to be successful i your positio; ask your boss or HR. C What if you do't agree with the report fidigs? Ask others to tell you about people who have bee successful due to these skills, or about those who have floudered because they were weak i these. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 1 / 10

3 Sample Learer Prited 8//2013 Skill Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Itellectual Horsepower (30) Potetial Overuse High 2.0 Drive for Results (53) High 3.0 Iovatio Maagemet (28) High 4.0 Stadig Aloe (57) Potetial Overuse High 5.0 Creativity (14) Potetial Overuse High.5 Actio Orieted (1) High.5 Learig o the Fly (32) High 8.0 Presetatio Skills (49) Techical Learig (1) Fuctioal/Techical Skills (24) Problem Solvig (51) Sizig Up People (5) High 12.0 Comfort Aroud Higher Maagemet (8) Timely Decisio Makig (1) High 14.5 Ethics ad Values (22) High 1.5 Itegrity ad Trust (29) Dealig with Paradox (40) Customer Focus (15) Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Skill Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 2 / 10

4 Sample Learer Prited 8//2013 Skill Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Perseverace (43) High 21.0 Dealig with Ambiguity (2) Orgaizig (39) Strategic Agility (58) High 24.0 Humor (2) Busiess Acume (5) Total Work Systems (e.g., TQM/ISO/Six 3.92 Sigma) (3) 2.5 Decisio Quality (17) Priority Settig (50) Maagerial Courage (34) Process Maagemet (52) Perspective (4) Career Ambitio () Composure (11) 3.75 High 32.5 Writte Commuicatios (7) Time Maagemet (2) Commad Skills (9) Orgaizatioal Agility (38) Uderstadig Others (4) 3.58 Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Skill Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 3 / 10

5 Sample Learer Prited 8//2013 Skill Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Sample Learer's Skill Average Negotiatig (37) Maagig Visio ad Purpose (5) Plaig (47) 3.27 High Kowledge (55) Fairess to (23) 3.25 High 42.5 Listeig (33) Hirig ad Staffig (25) Motivatig Others (3) Coflict Maagemet (12) Peer Relatioships (42) 47.5 Political Savvy (48) 49.5 Iterpersoal Savvy (31) Developmet (54) Maagig Diversity (21) 2.90 High 52.0 Developig ad Others (19) Iformig (27) 2.75 High 54.0 Delegatio (18) 2.7 High 55.0 Approachability (3) 2.4 Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Skill Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 4 / 10

6 Sample Learer Prited 8//2013 Skill Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Persoal Learig (45) Persoal Disclosure (44) Maagig Through Systems (59) Maagig ad Measurig Work (35) 2.40 High 59.5 Carig About (7) 2.40 High 1.0 Cofrotig (13) Compassio (10) Directig Others (20) Relatioships (4) 2.20 High 5.0 Patiece (41) Buildig Effective Teams (0) 1.89 High 7.0 Work/Life Balace () 1.25 High Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Skill Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 5 / 10

7 Sample Learer Prited 8//2013 What does this "Library Structure" report show me? Library Structure This report provides a graphical represetatio of your skill ratigs relative to the library structure. The report displays the competecies that make up the library. Idividual competecies are orgaized ito thematic groupigs called Clusters. Clusters are grouped ito statistically derived categories called Factors. Idividual competecies that others rated you o appear i bold type. The top-third rated competecies are highlighted i gree ad the bottom-third competecies are highlighted i Orage. The middle-third rated competecies appear i bold but are ot highlighted. Competecies that you were ot rated o appear i ormal type. Please ote that if others rated you at the factor or cluster level or your results were aggregated at either of these levels, the the relevat factors or clusters will be highlighted istead of idividual competecies. A How do I iterpret my data? Idetify clusters ad factors that are made up of predomiatly top-third or bottom-third rated competecies. These represet cocetrated areas of stregths or developmetal eeds. Examie ay clusters or factors that cotai a mix of top-third ad bottom-third rated competecies. Cosider the implicatios for developmet i these mixed areas of stregth/eed. If your results appear at the factor or cluster level, also examie the patters ad relatioships formed by your top-third ad bottom-third ratigs. What do the results idicate with regard to broader stregths ad developmetal eeds? Compare the results of the Library Structure Report to your Skill Ratig Overview. It is essetially the same iformatio depicted i aother form (graphical vs. umerical). Does seeig the iformatio i this format give you ew isight ito your iterpretatio of the Skill Ratig Overview? B Thigs to ote: Depedig o the competecies rated ad ot rated ad the particular patter of results, the appearace of this report ca vary widely from idividual to idividual. Some idividuals will have ratigs that are tightly grouped ito particular factors ad clusters whereas others will have a more varied mix. C What if you do't agree with the report fidigs? The best approach is to avoid defesiveess. Ask your coach to clarify ad address your questios. Liste ad reflect. Ask others who kow you well for their perspective. Ask others to tell you about people who have bee successful due to these skills, or about those who have floudered because they were weak i these. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. / 10

8 Sample Learer Prited 8//2013 Library Structure Factor I: STRATEGIC SKILLS Cluster A: UNDERSTANDING THE BUSINESS 5. Busiess Acume 24. Fuctioal/Techical Skills 1. Techical Learig Cluster B: MAKING COMPLEX DECISIONS 17. Decisio Quality 30. Itellectual Horsepower 32. Learig o the Fly 51. Problem Solvig Cluster C: CREATING THE NEW AND DIFFERENT 2. Dealig with Ambiguity 14. Creativity 28. Iovatio Maagemet 4. Perspective 58. Strategic Agility Factor II: OPERATING SKILLS Cluster D: KEEPING ON POINT 1. Timely Decisio Makig 50. Priority Settig Cluster E: GETTING ORGANIZED 39. Orgaizig 47. Plaig 2. Time Maagemet Cluster F: GETTING WORK DONE THROUGH OTHERS 18. Delegatio 19. Developig ad Others 20. Directig Others 27. Iformig 35. Maagig ad Measurig Work Cluster G: MANAGING WORK PROCESSES 52. Process Maagemet 59. Maagig Through Systems 3. Total Work Systems (e.g., TQM/ISO/Six Sigma) Factor III: COURAGE Cluster H: DEALING WITH TROUBLE 9. Commad Skills 12. Coflict Maagemet 13. Cofrotig 34. Maagerial Courage 57. Stadig Aloe Cluster I: MAKING TOUGH PEOPLE CALLS 25. Hirig ad Staffig 5. Sizig Up People Factor IV: ENERGY AND DRIVE Cluster J: FOCUSING ON THE BOTTOM LINE 1. Actio Orieted 43. Perseverace 53. Drive for Results Factor V: ORGANIZATIONAL POSITIONING SKILLS Cluster K: BEING ORGANIZATIONALLY SAVVY 38. Orgaizatioal Agility 48. Political Savvy Cluster L: COMMUNICATING EFFECTIVELY 49. Presetatio Skills 7. Writte Commuicatios Cluster M: MANAGING UP. Career Ambitio 8. Comfort Aroud Higher Maagemet Factor VI: PERSONAL AND INTERPERSONAL SKILLS Cluster N: RELATING SKILLS 3. Approachability 31. Iterpersoal Savvy Cluster O: CARING ABOUT OTHERS 7. Carig About 10. Compassio Cluster P: MANAGING DIVERSE RELATIONSHIPS 4. Relatioships 15. Customer Focus 21. Maagig Diversity 23. Fairess to 42. Peer Relatioships 4. Uderstadig Others Cluster Q: INSPIRING OTHERS 3. Motivatig Others 37. Negotiatig 0. Buildig Effective Teams 5. Maagig Visio ad Purpose Cluster R: ACTING WITH HONOR AND CHARACTER 22. Ethics ad Values 29. Itegrity ad Trust Cluster S: BEING OPEN AND RECEPTIVE 11. Composure 2. Humor 33. Listeig 41. Patiece 44. Persoal Disclosure Cluster T: DEMONSTRATING PERSONAL FLEXIBILITY 40. Dealig with Paradox 45. Persoal Learig 54. -Developmet 55. -Kowledge Cluster U: BALANCING WORK/LIFE. Work/Life Balace Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. Highest 1/3 (22) est 1/3 (22) Library Structure 7 / 10

9 Sample Learer Prited 8//2013 Narrative Report What do these "Narrative Reports" show me? These reports cotai "(software geerated) arrative statemets" that others might use to describe you - your "Effective" (positive) "Behaviors"; ad your "Ieffective" (egative) "Behaviors". The best way to thik about these reports is to say to yourself "This is how someoe with my scores might be see by others." A How do the reports get created? The software divides your overall skill ratig results ito top third ad bottom third as see by all other raters. It the traslates those oe-third top ad bottom skills ito possible effective (positive) ad ieffective (egative) behaviors that might describe you. B Thigs to ote: Each statemet has a percet, idicatig how probable it is that this behavior fits your results - the higher the umber, the more probable (but ever absolutely certai) that you might be like this. The results reflect the combiatio of your particular stregths (top third) ad potetial developmet opportuities (bottom third) ad how they iteract. C How to use this report: Put a check i the box if the statemet fits you. Leave it blak if it does't. Put a questio mark (?) if you're ot sure, or if oe part of the statemet fits ad the other does't. D What if you do't agree with the report fidigs? Not all of the effective ad ieffective behaviors will be true of you. Remember, the software made these statemets about you, ot your raters. Specifically, the authors wrote arrative statemets that likely describe various combiatios of high ad low skill results. You may wat to compare your rater otes (which were provided by your raters) with these behaviors to check for commo themes. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 8 / 10

10 Sample Learer Prited 8//2013 Narrative Report - Effective Behaviors % MATCH 100% BEHAVIORS Seizes opportuities to take actio Good at high level cotact with customers Techical wizard Creates ivetive strategies Ca see clear strategies amidst chaos ad ucertaity Strog champio of ew ideas Makes a quick read o people Creative ad igeious ways of gettig thigs doe Trusted by higher level maagers Produces leadig edge creative ideas i his/her techology Ca put creative ideas ito practical ad marketable terms Comes up with a lot of creative ideas quickly Ca maage i a timely fashio through chaos Moves forward i the face of chaos, ambiguity ad chage Trusted by others Uderstads complex techology Ca create complex techical advacemets Stays up to date techically Ca create his/her ow iovative ideas Very iovative; usually out ahead of others Shows more cador to customers tha most Bright, techically deep Ca solve tough ad complex metal problems Blazig fast learer Experimets i order to solve problems Excels at learig from the ew ad differet Formidable problem solver; fids meaig easily Gets the resources to get thigs doe from ayoe, aywhere Narrative Report Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 9 / 10

11 Sample Learer Prited 8//2013 Narrative Report - Effective Behaviors % MATCH (Cotiued) 100% BEHAVIORS Gets thigs doe for the customer Ca push ideas through the orgaizatio Efforts to get thigs doe ot stopped by chaos Keeps askig for the sale eve whe iitially blocked Ca thik o his/her feet durig presetatios Creates motio - really goes after a problem Grasps the essece of a problem quickly Ca hadle problems that are complex ad diffuse Comes up with uique solutios Gets results quickly Ca get results durig chaotic times 83% Acts o his/her strategies Pushes iovatio quickly ad firmly Lears best through takig actio, solvig problems ad thikig about the log term 80% Fast ad usually right i decisio makig Satisfies the customer through takig actio ad gettig results Tries multiple ways to get somethig doe Eve uder the chaos of chage, is a excellet learer Acts o techical kowledge Narrative Report Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 10 / 10

12 Sample Learer Prited 8//2013 Narrative Report - Ieffective Behaviors % MATCH 100% BEHAVIORS Not very people orieted Not a team player Has may ideas but teds to keep them to self Loer - lots of idividual ideas, but ot a team player Goes through motios with customers, but does't appear attued to others Makes decisios quickly ad implemets him/herself Uder coditios of chage/ambiguity, becomes a loose cao - impatiet, impulsive; shoots from the hip Strog values may ot play well politically Oe perso iovator - ot a team player A itelliget speed boat - overwhelms, too fast for most A bright loer; idividual cotributor Uses itellect to overmaage or keep the really fu tasks to self Does't relate well to those less itelliget Does too much him/herself Does't pass learigs o to others May frustrate others with his/her push for persoal chage Does't make it easy o others to figure out his/her staces May switch modes or sides of a argumet so easily ad quickly that it scares/cofuses others Stubbor - may tilt at widmills Flat affect preseter, ot much spark Does't uderstad impact of presetatio style Leaves others behid - they're still thikig about it, ad he/she has already doe somethig Does't make the tough calls o people Does too much drivig of the results machie him/herself Workaholic Does't wait log eough to collect adequate iformatio o people Accurate people reads ot used for developmet Narrative Report Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 11 / 10

13 Sample Learer Prited 8//2013 Narrative Report - Ieffective Behaviors % MATCH (Cotiued) 100% BEHAVIORS Decides o battles to fight/ tough issues to face too quickly Does too much him/herself - does't empower others Loer - ot team orieted Ulikely to teach others ew techologies Relates more comfortably to techology tha to people 83% Uses itelligece to itimidate others Takes quick actio but either does't thik or does't care about the impact o others; rus over or through others May err toward the ew ad risky at the expese of the tried ad prove 80% Makes quick decisios ad leaves others behid May oly wat to do thigs his/her way; may lose the team Has trouble gettig/maagig resources sideways Sometimes a ruaway trai - ever stops, eve whe he/she should Bowls over people to get there Does too much of the problem aalysis him/herself Fire, ready, aim - impulsively seeks results Does ot care what the people thik about how he/she gets results Very cold ad impersoal/mechaical reads o people Prefers to work aloe/o ow May prefer workig aloe i order to exclude the cocers of others Strategies do't take people's cocers ito accout May appear to be a kow it all, oly iterested i ow thikig Makes the decisios without icludig others much Likes techology more tha people Has may good ideas but does't share them comfortably with others Narrative Report Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 12 / 10

14 Sample Learer Prited 8//2013 Blid Spots What does this "Blid Spots" report show me? This report shows the items where you rated yourself sigificatly higher tha all other raters by a differece greater tha 1.0. The items are listed from the largest differece to the smallest differece betwee you ad your raters. A B What would cause these items to show o this report? If you rated yourself higher (i.e., you used may 4s ad 5s to rate yourself) tha most, you may have may blid spots listed. Thigs to ote: The larger the blid spot, the more attetio the blid spot deserves. Not all blid spots are created equal. If you gave yourself a 5 ad your raters gave you a 4, this may ot idicate a real differece. You said towerig stregth; they said you were taleted. This may ot be a differece that makes a differece. O the other had, if you gave yourself a 3 ad they gave you a 2, this differece should be oted. There you have said skilled, but they have idicated a weakess. Blid spots i areas that are importat for your success ca be very damagig - they are the most dagerous results you ca have. Overratig is most troublesome ad is related i the research to receivig lowered performace ratigs o the job. If you overrate, you do't kow how you come across ad you may overestimate your skills. Geerally, pay attetio to how differet your ratigs are from those of other raters. Are most of your ratigs higher? C What if you do't agree with the report fidigs? All of your results are based o subjective opiio ad perceptio - yours ad others. Most of the results will be you, but some might ot be. It's how people see you ad what you thik about yourself. Other rater groups (peers, bosses, direct reports) geerally agree much more with oe aother about you tha you agree with ay oe of those groups. Seek out more data o your blid spots before you coclude your raters are wrog about you. Be especially reflective about your blid spots i the areas that are importat - remember, your judgmet might ot be the most accurate. Graph Example: RATED ITEM RATING Busiess Acume (5) 1.0 sample 5.00 Ratig Ratig Others Differece Differece Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 13 / 10

15 Sample Learer Prited 8//2013 Blid Spots RATED ITEM RATING Kowledge (55) 5.00 Others Differece Maagig Visio ad Purpose (5) 5.00 Others Differece Uderstadig Others (4) 5.00 Others Differece Commad Skills (9) 5.00 Others Differece Career Ambitio () 5.00 Others Differece Perspective (4) 5.00 Others Differece Buildig Effective Teams (0) Others Differece Maagerial Courage (34) 5.00 Others Differece Process Maagemet (52) 5.00 Others Differece Developmet (54) 4.00 Others Differece Ratig Ratig Differece Blid Spots Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 14 / 10

16 Sample Learer Prited 8//2013 Blid Spots RATED ITEM RATING Humor (2) 5.00 Others Differece Ratig Ratig Differece Blid Spots Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 15 / 10

17 Sample Learer Prited 8//2013 What does this "Hidde Stregths" report show me? Hidde Stregths This report shows the skills where you rated yourself sigificatly lower tha all other raters by a differece of greater tha 1.0. The skills are listed from the largest differece to the smallest differece betwee you ad your raters. A B What would cause these items to show o this report? If you rated yourself lower (i.e., you used may 1s ad 2s to rate yourself) tha most, you may have a lot of hidde stregths listed. Thigs to ote: This compariso reveals possible stregths that may be ukow to you or you have trouble acceptig. All hidde stregths are ot created equal. If you gave yourself a 4 ad your raters gave you a 5, this may ot idicate a real differece. You said taleted; they said towerig stregth. This may ot be a differece that makes a differece. O the other had, if you gave yourself a 2 ad they gave you a 3, this differece should be oted. There you have said weakess, but they have idicated skilled. The larger the differece, the more attetio the hidde stregth deserves. Uderratig yourself meas you may udersell yourself or lack cofidece. People thik you are better at somethig tha you do. You could also be highly self-cofidet, but highly self-critical. If you are rated high o competecies like Learig o the Fly, Persoal Learig, Developmet or Kowledge you may brig a strog learig orietatio to your work. C What if you do't agree with the report fidigs? All of your results are based o subjective opiio ad perceptio - yours ad others. Most of the results will be you, but some might ot be. It's how people see you ad what you thik about yourself. Other rater groups (peers, bosses, direct reports) geerally agree much more with oe aother about you tha you agree with ay oe of those groups. Graph Example: RATED ITEM RATING Comfort Aroud Higher Maagemet (8) 1.0 sample 4.13 Ratig Ratig Others Differece 1.13 Differece Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 1 / 10

18 Sample Learer Prited 8//2013 Hidde Stregths RATED ITEM RATING Fairess to (23) Others 3.25 Differece Listeig (33) Others 3.25 Differece Timely Decisio Makig (1) Others 4.10 Differece Itegrity ad Trust (29) Others 4.09 Differece Political Savvy (48) Others Differece Composure (11) Others 3.75 Differece Writte Commuicatios (7) Others 3.75 Differece Delegatio (18) Others 2.7 Differece Time Maagemet (2) Others 3.7 Differece Cofrotig (13) Others 2.33 Differece Ratig Ratig Differece Hidde Stregths Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 17 / 10

19 Sample Learer Prited 8//2013 Hidde Stregths RATED ITEM RATING Comfort Aroud Higher Maagemet Others 4.18 (8) Differece Patiece (41) Others 2.17 Differece Ethics ad Values (22) Others 4.10 Differece Coflict Maagemet (12) Others 3.09 Differece Ratig Ratig Differece Hidde Stregths Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 18 / 10

20 Sample Learer Prited 8//2013 Importace Ratig Overview What does this "Importace Ratig Overview" report show me? This report raks the skills i order of importace as judged by all other raters. The skills are listed from most importat to the least importat for success. A How do I iterpret my data? Cocetrate o your highest third ad lowest third importace ratigs. They will help isolate the skills you eed most ad those you eed least for success. Look for matched stregths, those high i importace ad skill for you. Look for mismatches, those high i importace but a low skill for you. The best way to determie matches ad mismatches is to look at the Skill-Importace Matrix. B Thigs to ote: There may be other sources of iformatio about importace. You could compare your ratigs to existig competecy, values or job models i your orgaizatio. You ca also compare with your performace objectives ad discuss with your boss (ad/or other raters) to determie potetial gaps. Before you determie what eeds you have, check to see if there are ay other estimates of what it takes to be successful i your positio; ask your boss or HR. C What if you do't agree with the report fidigs? If you do't agree with your raters o importace, go to three people you trust ad fid out if the skills raters picked are really importat. Ask others to tell you about people who have bee successful due to these skills, or about those who have floudered because they were weak i these. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 19 / 10

21 Sample Learer Prited 8//2013 Importace Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Customer Focus (15) High 2.0 Iovatio Maagemet (28) High 3.5 Decisio Quality (17) Drive for Results (53) Actio Orieted (1) High 7.0 Timely Decisio Makig (1) Learig o the Fly (32) High 7.0 Presetatio Skills (49) High 9.0 Itellectual Horsepower (30) Perseverace (43) Strategic Agility (58) Total Work Systems (e.g., TQM/ISO/Six Sigma) (3) 13.5 Dealig with Ambiguity (2) Problem Solvig (51) Comfort Aroud Higher Maagemet (8) Creativity (14) Fuctioal/Techical Skills (24) Maagig Visio ad Purpose (5) Orgaizig (39) Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Importace Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 20 / 10

22 Sample Learer Prited 8//2013 Importace Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Busiess Acume (5) Priority Settig (50) Composure (11) Iformig (27) Process Maagemet (52) Techical Learig (1) Itegrity ad Trust (29) Listeig (33) Motivatig Others (3) Negotiatig (37) Directig Others (20) Dealig with Paradox (40) Maagig Through Systems (59) Delegatio (18) Iterpersoal Savvy (31) Perspective (4) Coflict Maagemet (12) Ethics ad Values (22) Sizig Up People (5) 3.58 Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Importace Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 21 / 10

23 Sample Learer Prited 8//2013 Importace Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Sample Learer's Importace Average Time Maagemet (2) Writte Commuicatios (7) Plaig (47) Commad Skills (9) Maagig ad Measurig Work (35) Buildig Effective Teams (0) Approachability (3) 3.33 High 45.5 Uderstadig Others (4) Hirig ad Staffig (25) Cofrotig (13) Patiece (41) Maagerial Courage (34) 51.5 Orgaizatioal Agility (38) 51.5 Persoal Learig (45) 51.5 Political Savvy (48) 54.5 Peer Relatioships (42) Stadig Aloe (57) Humor (2) 2.7 Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Importace Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 22 / 10

24 Sample Learer Prited 8//2013 Importace Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Developmet (54) Developig ad Others (19) Fairess to (23) Kowledge (55) Maagig Diversity (21) Compassio (10) Persoal Disclosure (44) Carig About (7) Career Ambitio () Relatioships (4) Work/Life Balace () 1.0 Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Importace Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 23 / 10

25 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs What does this "Group Summary o Skill Ratigs" report show me? This report shows your skill ratigs by costituecy groups that are large eough to report. Two or more raters are required per costituecy group other tha you ad your boss. Skills are listed i rak order of how all raters rated your skills from the highest to the lowest. A How do I iterpret my data? To best uderstad your results, cocetrate o the top third highest (your stregths) ad the bottom third lowest (your potetial eeds). Check for cosistecy across groups. Look at the highs ad lows more tha the umerical averages. Are your top third ad bottom third the same, similar, or dissimilar across groups? Especially ote those where there is a opposite opiio - oe group has it as a high ad aother as a low. Although all rater groups are importat, boss is geerally the most accurate rater. How much differece equals a disagreemet? Geerally, oe poit is a sigificat differece betwee groups. However, ot all differeces are the same. A group that rated you a 5 is ot really differet from oe that rated you a 4. Both are high scores. Differeces betwee 4 ad 3 or 3 ad 2, however, should be cosidered as meaigful differeces. Oe cautio: if a group rates you very high or very low, all their results will be differet. The you should refer back to the high ad low symbols ad see if the arrows are similar or dissimilar. If your survey icluded a questio o Overuse of stregths, raters who assiged a ratig of either 4 or 5 to ay item were the prompted to rate the extet to which you may have begu to overuse the respective stregth. If more tha 15% of your raters idicated that i their view you are overusig the stregth to ay extet, the the Skill Ratig Overview report will idetify that item as a "Potetial Overuse". Based o our large samplig of data over may years, we have calculated orms at the 25th percetile, 50th percetile, ad 75th percetile. These are represeted by rectagles cotaiig a dot (at the 50th percetile) for each rater group. Your average score is represeted by a box, ad you ca compare where you stad agaist our overall sample. Be cautious i usig these, however, sice the ratigs which idicate your stregths or areas for attetio should either be dimiished or heighteed by a compariso with such orms. These are merely a idicator of how you compare to a broad samplig of leaders across may differet orgaizatios. Your report displays a calculatio of rater agreemet (High,, ) to the left of the chart for rater groups with multiple raters. A High level of rater agreemet meas that at least 85% of your raters gave you a score that is equal to or withi oe scale poit of the mea ratig you received for all raters i that group. A level of agreemet meas that betwee 7% ad 84% of raters gave you a score that is equal to or withi oe scale poit of the mea ratig you received for all raters i that group. A level of agreemet meas that fewer tha 7% of raters gave you a score that is equal to or withi oe scale poit of the mea ratig you received for all raters i that group. With this iformatio, you ca determie how represetative ad meaigful your rater average is for a give rater group ad competecy. B Thigs to ote: Before you determie what eeds you have, check to see if there are ay other estimates of what it takes to be successful i your positio; ask your boss or HR. C What if you do't agree with the report fidigs? Ask others to tell you about people who have bee successful due to these skills, or about those who have floudered because they were weak i these skills. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 24 / 10

26 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Sample Learer's Group Summary Average The averages ad the graph o the right represet your average ratigs across all of the items i this report by each ratig group. The average ad square box o the first lie represet the average from all raters other tha you. The average ad square box o the ext lie represet the average of your self ratigs. The averages ad square boxes o the remaiig lies represet the averages from specific groups who rated you. This may iclude bosses, peers, direct reports, customers, ad others Itellectual Horsepower (30) Skilled(To): Is bright ad itelliget; deals with cocepts ad complexity comfortably; described as itellectually sharp, capable, ad agile. High High High High Drive for Results (53) Skilled(To): Ca be couted o to exceed goals successfully; is costatly ad cosistetly oe of the top performers; very bottom-lie orieted; steadfastly pushes self ad others for results. High High High Iovatio Maagemet (28) Skilled(To): Is good at brigig the creative ideas of others to market; has good judgmet about which creative ideas ad suggestios will work; has a sese about maagig the creative process of others; ca facilitate effective braistormig; ca project how potetial ideas may play out i the marketplace. High High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 25 / 10

27 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Stadig Aloe (57) Skilled(To): Will stad up ad be couted; does't shirk persoal resposibility; ca be couted o whe times are tough; willig to be the oly champio for a idea or positio; is comfortable workig aloe o a tough assigmet. High High 4.75 High 4.75 High Creativity (14) Skilled(To): Comes up with a lot of ew ad uique ideas; easily makes coectios amog previously urelated otios; teds to be see as origial ad value-added i braistormig settigs. High High 4.75 High Actio Orieted (1) Skilled(To): Ejoys workig hard; is actio orieted ad full of eergy for the thigs he/she sees as challegig; ot fearful of actig with a miimum of plaig; seizes more opportuities tha others. High High 4.75 High High Learig o the Fly (32) Skilled(To): Lears quickly whe facig ew problems; a reletless ad versatile learer; ope to chage; aalyzes both successes ad failures for clues to improvemet; experimets ad will try aythig to fid solutios; ejoys the challege of ufamiliar tasks; quickly grasps the essece ad the uderlyig structure of aythig. High High 4.75 High High Presetatio Skills (49) Skilled(To): Is effective i a variety of formal presetatio settigs: oe-o-oe, small ad large groups, with peers, direct reports, ad bosses; is effective both iside ad outside the orgaizatio, o both cool data ad hot ad cotroversial topics; commads attetio ad ca maage group process durig the presetatio; ca chage tactics midstream whe somethig is't workig High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 2 / 10

28 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Techical Learig (1) Skilled(To): Picks up o techical thigs quickly; ca lear ew skills ad kowledge; is good at learig ew idustry, compay, product, or techical kowledge like Iteret techology; does well i techical courses ad semiars High High Fuctioal/Techical Skills (24) Skilled(To): Has the fuctioal ad techical kowledge ad skills to do the job at a high level of accomplishmet High Problem Solvig (51) Skilled(To): Uses rigorous logic ad methods to solve difficult problems with effective solutios; probes all fruitful sources for aswers; ca see hidde problems; is excellet at hoest aalysis; looks beyod the obvious ad does't stop at the first aswers High 4.25 High Sizig Up People (5) Skilled(To): Is a good judge of talet; after reasoable exposure, ca articulate the stregths ad limitatios of people iside or outside the orgaizatio; ca accurately project what people are likely to do across a variety of situatios. High High 3.7 High 4.25 High Comfort Aroud Higher Maagemet (8) Skilled(To): Ca deal comfortably with more seior maagers; ca preset to more seior maagers without udue tesio ad ervousess; uderstads how seior maagers thik ad work; ca determie the best way to get thigs doe with them by talkig their laguage ad respodig to their eeds; ca craft approaches likely to be see as appropriate ad positive High 3.33 High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 27 / 10

29 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Timely Decisio Makig (1) Skilled(To): Makes decisios i a timely maer, sometimes with icomplete iformatio ad uder tight deadlies ad pressure; able to make a quick decisio. High High 4.00 High High Ethics ad Values (22) Skilled(To): Adheres to a appropriate (for the settig) ad effective set of core values ad beliefs durig both good ad bad times; acts i lie with those values; rewards the right values ad disapproves of others; practices what he/she preaches. High High Itegrity ad Trust (29) Skilled(To): Is widely trusted; is see as a direct, truthful idividual; ca preset the uvarished truth i a appropriate ad helpful maer; keeps cofideces; admits mistakes; does't misrepreset him/herself for persoal gai High Dealig with Paradox (40) Skilled(To): Ca act i ways that seem cotradictory; is very flexible ad adaptable whe facig tough calls; ca combie seemig opposites like beig compassioately tough, stad up for self without tramplig others, set strog but flexible stadards; ca act differetly depedig upo the situatio; is see as balaced despite the coflictig demads of the situatio Customer Focus (15) Skilled(To): Is dedicated to meetig the expectatios ad requiremets of iteral ad exteral customers; gets first-had customer iformatio ad uses it for improvemets i products ad services; acts with customers i mid; establishes ad maitais effective relatioships with customers ad gais their trust ad respect High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 28 / 10

30 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Perseverace (43) Skilled(To): Pursues everythig with eergy, drive, ad a eed to fiish; seldom gives up before fiishig, especially i the face of resistace or setbacks. High High 4.00 High Dealig with Ambiguity (2) Skilled(To): Ca effectively cope with chage; ca shift gears comfortably; ca decide ad act without havig the total picture; is't upset whe thigs are up i the air; does't have to fiish thigs before movig o; ca comfortably hadle risk ad ucertaity High Orgaizig (39) Skilled(To): Ca marshal resources (people, fudig, material, support) to get thigs doe; ca orchestrate multiple activities at oce to accomplish a goal; uses resources effectively ad efficietly; arrages iformatio ad files i a useful maer High High High Strategic Agility (58) Skilled(To): Sees ahead clearly; ca aticipate future cosequeces ad treds accurately; has broad kowledge ad perspective; is future orieted; ca articulately pait credible pictures ad visios of possibilities ad likelihoods; ca create competitive ad breakthrough strategies ad plas. High High High Humor (2) Skilled(To): Has a positive ad costructive sese of humor; ca laugh at him/herself ad with others; is appropriately fuy ad ca use humor to ease tesio High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 29 / 10

31 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Busiess Acume (5) Skilled(To): Kows how busiesses work; kowledgeable i curret ad possible future policies, practices, treds, techology, ad iformatio affectig his/her busiess ad orgaizatio; kows the competitio; is aware of how strategies ad tactics work i the marketplace High Total Work Systems (e.g., TQM/ISO/Six Sigma) (3) Skilled(To): Is dedicated to providig orgaizatio or eterprise-wide commo systems for desigig ad measurig work processes; seeks to reduce variaces i orgaizatio processes; delivers the highest quality products ad services which meet the eeds ad requiremets of iteral ad exteral customers; is committed to cotiuous improvemet through empowermet ad maagemet by data; leverages techology to positively impact quality; is willig to re-egieer processes from scratch; is ope to suggestios ad experimetatio; creates a learig eviromet leadig to the most efficiet ad effective work processes High 4.75 High Decisio Quality (17) Skilled(To): Makes good decisios (without cosiderig how much time it takes) based upo a mixture of aalysis, wisdom, experiece, ad judgmet; most of his/her solutios ad suggestios tur out to be correct ad accurate whe judged over time; sought out by others for advice ad solutios High High Priority Settig (50) Skilled(To): Speds his/her time ad the time of others o what's importat; quickly zeros i o the critical few ad puts the trivial may aside; ca quickly sese what will help or hider accomplishig a goal; elimiates roadblocks; creates focus High 3.7 High High 3.7 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 30 / 10

32 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Maagerial Courage (34) Skilled(To): Does't hold back aythig that eeds to be said; provides curret, direct, complete, ad "actioable" positive ad corrective feedback to others; lets people kow where they stad; faces up to people problems o ay perso or situatio (ot icludig direct reports) quickly ad directly; is ot afraid to take egative actio whe ecessary High Process Maagemet (52) Skilled(To): Good at figurig out the processes ecessary to get thigs doe; kows how to orgaize people ad activities; uderstads how to separate ad combie tasks ito efficiet work flow; kows what to measure ad how to measure it; ca see opportuities for syergy ad itegratio where others ca't; ca simplify complex processes; gets more out of fewer resources High High Perspective (4) Skilled(To): Looks toward the broadest possible view of a issue/challege; has broad-ragig persoal ad busiess iterests ad pursuits; ca easily pose future scearios; ca thik globally; ca discuss multiple aspects ad impacts of issues ad project them ito the future High Career Ambitio () Skilled(To): Kows what he/she wats from a career ad actively works o it; is career kowledgeable; makes thigs happe for self; markets self for opportuities; does't wait for others to ope doors High 4.00 High Composure (11) Skilled(To): Is cool uder pressure; does ot become defesive or irritated whe times are tough; is cosidered mature; ca be couted o to hold thigs together durig tough times; ca hadle stress; is ot kocked off balace by the uexpected; does't show frustratio whe resisted or blocked; is a settlig ifluece i a crisis. High High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 31 / 10

33 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Writte Commuicatios (7) Skilled(To): Is able to write clearly ad succictly i a variety of commuicatio settigs ad styles; ca get messages across that have the desired effect Time Maagemet (2) Skilled(To): Uses his/her time effectively ad efficietly; values time; cocetrates his/her efforts o the more importat priorities; gets more doe i less time tha others; ca atted to a broader rage of activities High High 35.0 Commad Skills (9) Skilled(To): Relishes leadig; takes upopular stads if ecessary; ecourages direct ad tough debate but is't afraid to ed it ad move o; is looked to for directio i a crisis; faces adversity head o; eergized by tough challeges High 4.25 High Orgaizatioal Agility (38) Skilled(To): Kowledgeable about how orgaizatios work; kows how to get thigs doe both through formal chaels ad the iformal etwork; uderstads the origi ad reasoig behid key policies, practices, ad procedures; uderstads the cultures of orgaizatios High Uderstadig Others (4) Skilled(To): Uderstads why groups do what they do; picks up the sese of the group i terms of positios, itetios, ad eeds; what they value ad how to motivate them; ca predict what groups will do across differet situatios High 4.75 High 2.75 High 3.50 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 32 / 10

34 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Sample Learer's Group Summary Average The averages ad the graph o the right represet your average ratigs across all of the items i this report by each ratig group. The average ad square box o the first lie represet the average from all raters other tha you. The average ad square box o the ext lie represet the average of your self ratigs. The averages ad square boxes o the remaiig lies represet the averages from specific groups who rated you. This may iclude bosses, peers, direct reports, customers, ad others Negotiatig (37) Skilled(To): Ca egotiate skillfully i tough situatios with both iteral ad exteral groups; ca settle differeces with miimum oise; ca wi cocessios without damagig relatioships; ca be both direct ad forceful as well as diplomatic; gais trust quickly of other parties to the egotiatios; has a good sese of timig High 3.25 High Maagig Visio ad Purpose (5) Skilled(To): Commuicates a compellig ad ispired visio or sese of core purpose; talks beyod today; talks about possibilities; is optimistic; creates mileposts ad symbols to rally support behid the visio; makes the visio sharable by everyoe; ca ispire ad motivate etire uits or orgaizatios High High Plaig (47) Skilled(To): Accurately scopes out legth ad difficulty of tasks ad projects; sets objectives ad goals; breaks dow work ito the process steps; develops schedules ad task/people assigmets; aticipates ad adjusts for problems ad roadblocks; measures performace agaist goals; evaluates results. High 3.27 High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 33 / 10

35 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Kowledge (55) Skilled(To): Kows persoal stregths, weakesses, opportuities, ad limits; seeks feedback; gais isights from mistakes; is ope to criticism; is't defesive; is receptive to talkig about shortcomigs; looks forward to balaced (+'s ad 's) performace reviews ad career discussios High High Fairess to (23) Skilled(To): Treats direct reports equitably; acts fairly; has cadid discussios; does't have hidde ageda; does't give preferetial treatmet. High High Listeig (33) Skilled(To): Practices attetive ad active listeig; has the patiece to hear people out; ca accurately restate the opiios of others eve whe he/she disagrees High High Hirig ad Staffig (25) Skilled(To): Has a ose for talet; hires the best people available from iside or outside; is ot afraid of selectig strog people; assembles taleted staffs Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 34 / 10

36 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Motivatig Others (3) Skilled(To): Creates a climate i which people wat to do their best; ca motivate may kids of direct reports ad team or project members; ca assess each perso's hot butto ad use it to get the best out of him/her; pushes tasks ad decisios dow; empowers others; ivites iput from each perso ad shares owership ad visibility; makes each idividual feel his/her work is importat; is someoe people like workig for ad with High High Coflict Maagemet (12) Uskilled(From): Avoids coflict i situatios ad with people; may accommodate, wat everyoe to get alog; may get upset as a reactio to coflict, takes it persoally; ca't operate uder coflict log eough to get a good deal; gives i ad says yes too soo; gets ito coflict by accidet; does't see it comig; will let thigs fester rather tha dealig with them directly; will try to wait log eough for it to go away; may be excessively competitive ad have to wi every dispute High Peer Relatioships (42) Uskilled(From): Not good at lateral cross-boudary relatios; does't strike fair bargais or uderstad what peers expect or eed; ot ope to egotiatio; a loer, ot see as a team player, does't have the greater good i mid; may withhold resources from the other team members; may ot respect their fuctios or disciplies ad somehow commuicates that; may be very competitive, play ad maeuver for advatage ad withhold iformatio; may have a chillig effect o the etire uit because he/she wo't play; may deal with lateral coflict oisily or ucooperatively High High 2.7 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 35 / 10

37 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Political Savvy (48) Uskilled(From): Does't kow how to avigate smoothly ad quietly through political waters; says ad does thigs that cause political problems; does't uderstad how to deal with ot-iveted-here ad territory protectio; rejects politics ad may view self as apolitical; others might see this as aïve; may ot deal with upper maagemet persuasively; may be impatiet with political process ad make procedural errors; may be too direct ad ot cosider impact o others; may ot project out cosequeces of his/her actios well High Iterpersoal Savvy (31) Uskilled(From): Does't relate smoothly to a variety of people; may ot build relatioships easily may lack approachability or good listeig skills; does't take the time to build rapport; may be too raw ad direct at times; may be excessively work orieted or itese; may be impatiet to get o with the ageda; judgmetal or arrogat toward others; may ot read others well; may freeze or paic i the face of coflict, attack or criticism; may be shy or lack cofidece aroud others High Developmet (54) Uskilled(From): Does't put i the effort to grow ad chage; does't do aythig to act o costructive feedback; may ot kow what to work o or how; may kow what but does't act o it; does't adjust approach to differet audieces ad situatios; may be immue to egative feedback arrogat or defesive; may fear failure ad the risk of admittig shortcomigs; may ot believe people really chage, therefore it's ot worth the effort; may believe curret skills will last; may believe i developmet but is always too busy High 3.50 High 2.50 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 3 / 10

38 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Maagig Diversity (21) Uskilled(From): Not effective with groups much differet from him/her; may be ucomfortable with those ot like him/her; may act iappropriately with those differet from him/her; defeds turf from outsiders; avoids coflict ad the oise of differig views ad agedas; does't see the busiess value of diversity; treats everybody the same without regard to their differeces; very arrow ad ethocetric; believes his/her group to be superior; may carry aroud egative ad demeaig stereotypes he/she has trouble gettig rid of. High High High 52.0 Developig ad Others (19) Uskilled(From): Not a people developer or builder; very results drive ad tactical; o time for log-term developmet; does't see log-term developmet as his/her job; plays it safe ca't brig him/herself to assig really stretchig (risky) work; thiks developmet is goig to a course does't kow how developmet really happes; may ot kow the aspiratios of people, may ot hold career discussios or provide coachig, may ot push people to take their developmet seriously; may prefer to select for talet rather tha develop it; does't support or cooperate with the developmetal system i the orgaizatio Iformig (27) Uskilled(From): Not a cosistet commuicator; tells too little or too much; tells too late; timig is off; may be uclear, may iform some better tha others; may ot thik through who eeds to kow by whe; does't seek or liste to the data eeds of others; may iform but lack follow-through; may either hoard iformatio or ot see iformig as importat; may oly have oe mode writte or oral or . High 2.75 High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 37 / 10

39 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Delegatio (18) Uskilled(From): Does't believe i or trust delegatio; lacks trust ad respect i the talet of direct reports ad others; does most thigs by him/herself or hoards, keeps the good stuff for him/herself; does't wat or kow how to empower others; may delegate but micromaages ad looks over shoulders; might delegate but ot pass o the authority; may lack a pla of how to work through others; may just throw tasks at people; does't commuicate the bigger picture. High High 2.50 High 55.0 Approachability (3) Uskilled(From): Distat, ot easy to be aroud; ot comfortable with first cotacts; may be shy, cool or a perso of few words; does't reveal much, hard to kow what he/she is really like; does't build rapport, may be a "let's get o with it" type; may be a poor listeer or appear uiterested; may ot pick up o social cues that others would recogize; may be tese; trasactios do't go smoothly N/D 3.33 High Persoal Learig (45) Uskilled(From): Does't chage or adapt to his/her surroudigs or the situatio; may have a view that beig true to oeself is all that matters; may see adjustig to others as a sig of weakess; may be a oe-thig-at-a-time perso or a perso who oly thiks about what he/she is doig, ot how others are respodig or what they eed; does't pick up o the eed for persoal chage; does't seek or liste to persoal o-lie feedback; ot a people watcher or studier, does't see or uderstad their reactios to him/her; may be arrogat or defesive High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 38 / 10

40 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Persoal Disclosure (44) Uskilled(From): A private perso who does ot discuss persoal iformatio; a closed book to most; hard to tell where he/she is comig from; may ot believe i sharig persoal views ad foibles; works to keep persoal ad busiess separate; may fear what will happe if he/she discloses; may be shy; does't ask others for persoal iformatio; does't kow what is helpful to share or why people fid it valuable; may believe he/she has somethig to hide; may be defesive ad uwillig to share much Maagig Through Systems (59) Uskilled(From): Prefers hads-o maagemet; relies o persoal itervetio; has to physically be there for thigs to go well; does't thik or maage i terms of policies, practices ad systems; does't delegate much; does't really believe people ca perform o their ow; does't set up rules, procedures ad tie breakers so people kow what to do i his/her absece; may be very cotrollig ad a micromaager; may ot commuicate clearly eough for people to kow what to do without repeated iquiries of him/her High Maagig ad Measurig Work (35) Uskilled(From): Does't use goals ad objectives to maage self or others; ot orderly i assigig ad measurig work; is't clear about who is resposible for what; may be disorgaized, just throw tasks at people, or lack goals or priorities; may maage time poorly ad ot get aroud to maagig i a orderly way; does't provide work-i-progress feedback; does't set up bechmarks ad ways for people to measure themselves. High High 2.25 High 59.5 Carig About (7) Uskilled(From): May ot care much about the persoal eeds of direct reports; may be too busy to kow much about direct reports; may believe work ad persoal life should be separate; may be more work ad task orieted tha most; may be very tese ad impersoal with direct reports; may lack the listeig skills or iterest to kow people's hopes ad problems. High High 2.50 High 2.50 High 2.33 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 39 / 10

41 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Cofrotig (13) Uskilled(From): Not comfortable deliverig egative messages to direct reports; procrastiates ad avoids problems util forced to act; may ot commuicate clear stadards or provide much feedback; lets problems fester hopig they will go away; may give i too soo to excuses; may give people too may chaces; ca't pull the trigger eve whe all else has failed; has low stadards or plays favorites High Compassio (10) Uskilled(From): May be less carig or empathic tha most; does't ask persoal questios; does't respod much whe offered; results are all that matters; everythig else gets i the way; believes i separatio of persoal life ad busiess; may fid the plight of others a iappropriate topic at work; ucomfortable with people i stress ad pai; may ot kow how to show compassio or how to deal with people i trouble; may have less sympathy tha most for the imperfectios ad problems of others High Directig Others (20) Uskilled(From): Uclear or cryptic commuicator to direct reports; does't set goals, targets, mileposts ad objectives; ot very plaful givig out work just gives out tasks; mostly tells ad sells; does't liste much; plays favorites ad is tough o others; may be too impatiet to structure work for others; does't delegate well; does't take the time to maage; may lack iterest i maagig ad be more eager to work o ow assigmets High Relatioships (4) Uskilled(From): Not comfortable with bosses; may be tese i boss's presece; may ot be ope to coachig or directio from bosses; problems dealig comfortably with authority; poor boss relatioships get i the way of workig productively. High High 2.00 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 40 / 10

42 Sample Learer Prited 8//2013 Group Summary o Skill Ratigs RATED ITEM AGREEMENT AVG Patiece (41) Uskilled(From): Acts before it's time to act; itolerat of the slow pace ad cumbersome processes of others; may be see as a self-cetered do it my way ad at my speed type; does't take the time to liste or uderstad; thiks almost everythig eeds to be faster ad shorter; disrupts those facilitatig meetigs with his/her eed to fiish sooer; frequetly iterrupts ad fiishes other people's seteces; makes his/her ow process rules; does't wait for others; may appear to others as arrogat, uiterested or a kow-it-all; may be actio orieted ad resist process ad problem complexity; may just jump to coclusios rather tha thikig thigs through Buildig Effective Teams (0) Uskilled(From): Does't assemble, build or maage i a team fashio; maages people o a oe-to-oe basis; does't create a commo midset or commo challege; rewards ad complimets idividuals, ot the team; may ot hold may team meetigs; does't create ay syergies i the team; everyoe works o his/her ow projects; does't maage i a way that builds team morale or eergy; does't have the skills or iterest to build a team; may be very actio ad cotrol orieted ad wo't trust a team to perform. High High 2.00 High Work/Life Balace () Uskilled(From): Lacks balace betwee work ad persoal life; overdoes oe at the harmful expese of the other; may be a workaholic; may be bored off-work or ca't relax; may be a poor time maager ad priority setter; may just react; ca't tur off oe area of life ad fully cocetrate o the other; ca't keep multiple ad mixed priorities goig at oe time; carries troubles from oe area of life ito the other; ca oly seem to maage oe or the other. High High 1.25 High 1.50 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Skill Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 41 / 10

43 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs What does this "Group Summary o Importace Ratigs" report show me? This report shows the importace ratigs by costituecy groups that are large eough to report. Two raters or more are required per costituecy group other tha you ad your boss. The importace ratigs are listed i rak order of how all raters viewed importace of the skills from highest to lowest. A How do I iterpret my data? Check for cosistecy across groups. Look at the highs ad lows more tha the umerical averages. Are your top third ad bottom thirds the same, similar, or dissimilar across groups? Especially ote those where there is a opposite opiio (oe group has it as a high, ad aother as a low). Look for matched stregths, those high i importace ad skill for you. Look for mismatches, those high i importace but a low skill for you. The best way to determie matches ad mismatches is to look at the Skill-Importace Matrix. There may be other sources of iformatio about importace. You could compare your ratigs to existig competecy, values or job models i your orgaizatio. You ca also compare with your performace objectives ad discuss with your boss (ad/or other raters) to determie potetial gaps. How much differece equals a disagreemet? Geerally, oe poit is a sigificat differece betwee groups. However, ot all differeces are the same. A group that rated importace as 5 is ot really differet from oe that rated importace as 4. Both are high scores. Differeces betwee 4 ad 3 or 3 ad 2, however, should be cosidered as meaigful differeces. B Thigs to ote: It is commo for differet groups to view importace differetly. They see you through differet leses. Geerally speakig, you should focus o the highest importace items as idicated by your boss. You'll wat to address ay key differeces to esure you are aliged accordigly for your performace goals. C What if you do't agree with the report fidigs? If you do't agree with your raters o importace, go to three people you trust ad fid out if the skills raters picked are really importat for your success. Ask others to tell you about people who have bee successful due to these skills, or about those who have floudered because they were weak i these. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 42 / 10

44 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Sample Learer's Group Summary Average The averages ad the graph o the right represet your average ratigs across all of the items i this report by each ratig group. The average ad square box o the first lie represet the average from all raters other tha you. The average ad square box o the ext lie represet the average of your self ratigs. The averages ad square boxes o the remaiig lies represet the averages from specific groups who rated you. This may iclude bosses, peers, direct reports, customers, ad others Customer Focus (15) Skilled(To): Is dedicated to meetig the expectatios ad requiremets of iteral ad exteral customers; gets first-had customer iformatio ad uses it for improvemets i products ad services; acts with customers i mid; establishes ad maitais effective relatioships with customers ad gais their trust ad respect. High High High High Iovatio Maagemet (28) Skilled(To): Is good at brigig the creative ideas of others to market; has good judgmet about which creative ideas ad suggestios will work; has a sese about maagig the creative process of others; ca facilitate effective braistormig; ca project how potetial ideas may play out i the marketplace. High High High High Decisio Quality (17) Skilled(To): Makes good decisios (without cosiderig how much time it takes) based upo a mixture of aalysis, wisdom, experiece, ad judgmet; most of his/her solutios ad suggestios tur out to be correct ad accurate whe judged over time; sought out by others for advice ad solutios High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 43 / 10

45 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Drive for Results (53) Skilled(To): Ca be couted o to exceed goals successfully; is costatly ad cosistetly oe of the top performers; very bottom-lie orieted; steadfastly pushes self ad others for results High High Actio Orieted (1) Skilled(To): Ejoys workig hard; is actio orieted ad full of eergy for the thigs he/she sees as challegig; ot fearful of actig with a miimum of plaig; seizes more opportuities tha others. High 4.75 High High High Timely Decisio Makig (1) Skilled(To): Makes decisios i a timely maer, sometimes with icomplete iformatio ad uder tight deadlies ad pressure; able to make a quick decisio High High Learig o the Fly (32) Skilled(To): Lears quickly whe facig ew problems; a reletless ad versatile learer; ope to chage; aalyzes both successes ad failures for clues to improvemet; experimets ad will try aythig to fid solutios; ejoys the challege of ufamiliar tasks; quickly grasps the essece ad the uderlyig structure of aythig. High High High Presetatio Skills (49) Skilled(To): Is effective i a variety of formal presetatio settigs: oe-o-oe, small ad large groups, with peers, direct reports, ad bosses; is effective both iside ad outside the orgaizatio, o both cool data ad hot ad cotroversial topics; commads attetio ad ca maage group process durig the presetatio; ca chage tactics midstream whe somethig is't workig. High High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 44 / 10

46 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Itellectual Horsepower (30) Skilled(To): Is bright ad itelliget; deals with cocepts ad complexity comfortably; described as itellectually sharp, capable, ad agile High Perseverace (43) Skilled(To): Pursues everythig with eergy, drive, ad a eed to fiish; seldom gives up before fiishig, especially i the face of resistace or setbacks High 11.5 Strategic Agility (58) Skilled(To): Sees ahead clearly; ca aticipate future cosequeces ad treds accurately; has broad kowledge ad perspective; is future orieted; ca articulately pait credible pictures ad visios of possibilities ad likelihoods; ca create competitive ad breakthrough strategies ad plas High Total Work Systems (e.g., TQM/ISO/Six Sigma) (3) Skilled(To): Is dedicated to providig orgaizatio or eterprise-wide commo systems for desigig ad measurig work processes; seeks to reduce variaces i orgaizatio processes; delivers the highest quality products ad services which meet the eeds ad requiremets of iteral ad exteral customers; is committed to cotiuous improvemet through empowermet ad maagemet by data; leverages techology to positively impact quality; is willig to re-egieer processes from scratch; is ope to suggestios ad experimetatio; creates a learig eviromet leadig to the most efficiet ad effective work processes High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 45 / 10

47 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Dealig with Ambiguity (2) Skilled(To): Ca effectively cope with chage; ca shift gears comfortably; ca decide ad act without havig the total picture; is't upset whe thigs are up i the air; does't have to fiish thigs before movig o; ca comfortably hadle risk ad ucertaity Problem Solvig (51) Skilled(To): Uses rigorous logic ad methods to solve difficult problems with effective solutios; probes all fruitful sources for aswers; ca see hidde problems; is excellet at hoest aalysis; looks beyod the obvious ad does't stop at the first aswers High Comfort Aroud Higher Maagemet (8) Skilled(To): Ca deal comfortably with more seior maagers; ca preset to more seior maagers without udue tesio ad ervousess; uderstads how seior maagers thik ad work; ca determie the best way to get thigs doe with them by talkig their laguage ad respodig to their eeds; ca craft approaches likely to be see as appropriate ad positive High Creativity (14) Skilled(To): Comes up with a lot of ew ad uique ideas; easily makes coectios amog previously urelated otios; teds to be see as origial ad value-added i braistormig settigs Fuctioal/Techical Skills (24) Skilled(To): Has the fuctioal ad techical kowledge ad skills to do the job at a high level of accomplishmet High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 4 / 10

48 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Maagig Visio ad Purpose (5) Skilled(To): Commuicates a compellig ad ispired visio or sese of core purpose; talks beyod today; talks about possibilities; is optimistic; creates mileposts ad symbols to rally support behid the visio; makes the visio sharable by everyoe; ca ispire ad motivate etire uits or orgaizatios Orgaizig (39) Skilled(To): Ca marshal resources (people, fudig, material, support) to get thigs doe; ca orchestrate multiple activities at oce to accomplish a goal; uses resources effectively ad efficietly; arrages iformatio ad files i a useful maer High Busiess Acume (5) Skilled(To): Kows how busiesses work; kowledgeable i curret ad possible future policies, practices, treds, techology, ad iformatio affectig his/her busiess ad orgaizatio; kows the competitio; is aware of how strategies ad tactics work i the marketplace High Priority Settig (50) Skilled(To): Speds his/her time ad the time of others o what's importat; quickly zeros i o the critical few ad puts the trivial may aside; ca quickly sese what will help or hider accomplishig a goal; elimiates roadblocks; creates focus High Composure (11) Skilled(To): Is cool uder pressure; does ot become defesive or irritated whe times are tough; is cosidered mature; ca be couted o to hold thigs together durig tough times; ca hadle stress; is ot kocked off balace by the uexpected; does't show frustratio whe resisted or blocked; is a settlig ifluece i a crisis Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 47 / 10

49 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Iformig (27) Skilled(To): Provides the iformatio people eed to kow to do their jobs ad to feel good about beig a member of the team, uit, ad/or the orgaizatio; provides idividuals iformatio so that they ca make accurate decisios; is timely with iformatio Process Maagemet (52) Skilled(To): Good at figurig out the processes ecessary to get thigs doe; kows how to orgaize people ad activities; uderstads how to separate ad combie tasks ito efficiet work flow; kows what to measure ad how to measure it; ca see opportuities for syergy ad itegratio where others ca't; ca simplify complex processes; gets more out of fewer resources High Techical Learig (1) Skilled(To): Picks up o techical thigs quickly; ca lear ew skills ad kowledge; is good at learig ew idustry, compay, product, or techical kowledge like Iteret techology; does well i techical courses ad semiars High Itegrity ad Trust (29) Skilled(To): Is widely trusted; is see as a direct, truthful idividual; ca preset the uvarished truth i a appropriate ad helpful maer; keeps cofideces; admits mistakes; does't misrepreset him/herself for persoal gai High Listeig (33) Skilled(To): Practices attetive ad active listeig; has the patiece to hear people out; ca accurately restate the opiios of others eve whe he/she disagrees Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 48 / 10

50 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Motivatig Others (3) Skilled(To): Creates a climate i which people wat to do their best; ca motivate may kids of direct reports ad team or project members; ca assess each perso's hot butto ad use it to get the best out of him/her; pushes tasks ad decisios dow; empowers others; ivites iput from each perso ad shares owership ad visibility; makes each idividual feel his/her work is importat; is someoe people like workig for ad with High Negotiatig (37) Skilled(To): Ca egotiate skillfully i tough situatios with both iteral ad exteral groups; ca settle differeces with miimum oise; ca wi cocessios without damagig relatioships; ca be both direct ad forceful as well as diplomatic; gais trust quickly of other parties to the egotiatios; has a good sese of timig Directig Others (20) Skilled(To): Is good at establishig clear directios; sets stretchig objectives; distributes the workload appropriately; lays out work i a well-plaed ad orgaized maer; maitais two-way dialogue with others o work ad results; brigs out the best i people; is a clear commuicator High Dealig with Paradox (40) Skilled(To): Ca act i ways that seem cotradictory; is very flexible ad adaptable whe facig tough calls; ca combie seemig opposites like beig compassioately tough, stad up for self without tramplig others, set strog but flexible stadards; ca act differetly depedig upo the situatio; is see as balaced despite the coflictig demads of the situatio High 3.25 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 49 / 10

51 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Maagig Through Systems (59) Skilled(To): Ca desig practices, processes, ad procedures which allow maagig from a distace; is comfortable lettig thigs maage themselves without iterveig; ca make thigs work through others without beig there; ca impact people ad results remotely High Delegatio (18) Skilled(To): Clearly ad comfortably delegates both routie ad importat tasks ad decisios; broadly shares both resposibility ad accoutability; teds to trust people to perform; lets direct reports ad others fiish their ow work High 3.75 High Iterpersoal Savvy (31) Skilled(To): Relates well to all kids of people up, dow, ad sideways, iside ad outside the orgaizatio; builds appropriate rapport; builds costructive ad effective relatioships; uses diplomacy ad tact; ca defuse eve high-tesio situatios comfortably High Perspective (4) Skilled(To): Looks toward the broadest possible view of a issue/challege; has broad-ragig persoal ad busiess iterests ad pursuits; ca easily pose future scearios; ca thik globally; ca discuss multiple aspects ad impacts of issues ad project them ito the future High High Coflict Maagemet (12) Skilled(To): Steps up to coflicts, seeig them as opportuities; reads situatios quickly; good at focused listeig; ca hammer out tough agreemets ad settle disputes equitably; ca fid commo groud ad get cooperatio with miimum oise High 3.75 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 50 / 10

52 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Ethics ad Values (22) Skilled(To): Adheres to a appropriate (for the settig) ad effective set of core values ad beliefs durig both good ad bad times; acts i lie with those values; rewards the right values ad disapproves of others; practices what he/she preaches High 3.50 High Sizig Up People (5) Skilled(To): Is a good judge of talet; after reasoable exposure, ca articulate the stregths ad limitatios of people iside or outside the orgaizatio; ca accurately project what people are likely to do across a variety of situatios Sample Learer's Group Summary Average The averages ad the graph o the right represet your average ratigs across all of the items i this report by each ratig group. The average ad square box o the first lie represet the average from all raters other tha you. The average ad square box o the ext lie represet the average of your self ratigs. The averages ad square boxes o the remaiig lies represet the averages from specific groups who rated you. This may iclude bosses, peers, direct reports, customers, ad others Time Maagemet (2) Skilled(To): Uses his/her time effectively ad efficietly; values time; cocetrates his/her efforts o the more importat priorities; gets more doe i less time tha others; ca atted to a broader rage of activities High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 51 / 10

53 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Writte Commuicatios (7) Skilled(To): Is able to write clearly ad succictly i a variety of commuicatio settigs ad styles; ca get messages across that have the desired effect Plaig (47) Skilled(To): Accurately scopes out legth ad difficulty of tasks ad projects; sets objectives ad goals; breaks dow work ito the process steps; develops schedules ad task/people assigmets; aticipates ad adjusts for problems ad roadblocks; measures performace agaist goals; evaluates results High High Commad Skills (9) Skilled(To): Relishes leadig; takes upopular stads if ecessary; ecourages direct ad tough debate but is't afraid to ed it ad move o; is looked to for directio i a crisis; faces adversity head o; eergized by tough challeges High High Maagig ad Measurig Work (35) Skilled(To): Clearly assigs resposibility for tasks ad decisios; sets clear objectives ad measures; moitors process, progress, ad results; desigs feedback loops ito work. 3.3 High Buildig Effective Teams (0) Skilled(To): Bleds people ito teams whe eeded; creates strog morale ad spirit i his/her team; shares wis ad successes; fosters ope dialogue; lets people fiish ad be resposible for their work; defies success i terms of the whole team; creates a feelig of belogig i the team. 3.3 High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 52 / 10

54 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Approachability (3) Skilled(To): Is easy to approach ad talk to; speds the extra effort to put others at ease; ca be warm, pleasat, ad gracious; is sesitive to ad patiet with the iterpersoal axieties of others; builds rapport well; is a good listeer; is a early kower, gettig iformal ad icomplete iformatio i time to do somethig about it. High High 3.50 High 45.5 Uderstadig Others (4) Skilled(To): Uderstads why groups do what they do; picks up the sese of the group i terms of positios, itetios, ad eeds; what they value ad how to motivate them; ca predict what groups will do across differet situatios High 3.50 High Hirig ad Staffig (25) Skilled(To): Has a ose for talet; hires the best people available from iside or outside; is ot afraid of selectig strog people; assembles taleted staffs Cofrotig (13) Skilled(To): Deals with problem direct reports firmly ad i a timely maer; does't allow problems to fester; regularly reviews performace ad holds timely discussios; ca make egative decisios whe all other efforts fail; deals effectively with troublemakers Patiece (41) Skilled(To): Is tolerat with people ad processes; listes ad checks before actig; tries to uderstad the people ad the data before makig judgmets ad actig; waits for others to catch up before actig; sesitive to due process ad proper pacig; follows established process High High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 53 / 10

55 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Maagerial Courage (34) Skilled(To): Does't hold back aythig that eeds to be said; provides curret, direct, complete, ad "actioable" positive ad corrective feedback to others; lets people kow where they stad; faces up to people problems o ay perso or situatio (ot icludig direct reports) quickly ad directly; is ot afraid to take egative actio whe ecessary High Orgaizatioal Agility (38) Skilled(To): Kowledgeable about how orgaizatios work; kows how to get thigs doe both through formal chaels ad the iformal etwork; uderstads the origi ad reasoig behid key policies, practices, ad procedures; uderstads the cultures of orgaizatios High Persoal Learig (45) Skilled(To): Picks up o the eed to chage persoal, iterpersoal, ad maagerial behavior quickly; watches others for their reactios to his/her attempts to ifluece ad perform, ad adjusts; seeks feedback; is sesitive to chagig persoal demads ad requiremets ad chages accordigly High 3.75 High Political Savvy (48) Skilled(To): Ca maeuver through complex political situatios effectively ad quietly; is sesitive to how people ad orgaizatios fuctio; aticipates where the lad mies are ad plas his/her approach accordigly; views corporate politics as a ecessary part of orgaizatioal life ad works to adjust to that reality; is a maze-bright perso High 3.75 High Peer Relatioships (42) Skilled(To): Ca quickly fid commo groud ad solve problems for the good of all; ca represet his/her ow iterests ad yet be fair to other groups; ca solve problems with peers with a miimum of oise; is see as a team player ad is cooperative; easily gais trust ad support of peers; ecourages collaboratio; ca be cadid with peers High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 54 / 10

56 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Stadig Aloe (57) Skilled(To): Will stad up ad be couted; does't shirk persoal resposibility; ca be couted o whe times are tough; willig to be the oly champio for a idea or positio; is comfortable workig aloe o a tough assigmet High Humor (2) Skilled(To): Has a positive ad costructive sese of humor; ca laugh at him/herself ad with others; is appropriately fuy ad ca use humor to ease tesio High High Developmet (54) Skilled(To): Is persoally committed to ad actively works to cotiuously improve him/herself; uderstads that differet situatios ad levels may call for differet skills ad approaches; works to deploy stregths; works o compesatig for weakess ad limits High 2.50 High Developig ad Others (19) Skilled(To): Provides challegig ad stretchig tasks ad assigmets; holds frequet developmet discussios; is aware of each perso's career goals; costructs compellig developmet plas ad executes them; pushes people to accept developmetal moves; will take o those who eed help ad further developmet; cooperates with the developmetal system i the orgaizatio; is a people builder Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 55 / 10

57 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Fairess to (23) Skilled(To): Treats direct reports equitably; acts fairly; has cadid discussios; does't have hidde ageda; does't give preferetial treatmet Kowledge (55) Skilled(To): Kows persoal stregths, weakesses, opportuities, ad limits; seeks feedback; gais isights from mistakes; is ope to criticism; is't defesive; is receptive to talkig about shortcomigs; looks forward to balaced (+'s ad 's) performace reviews ad career discussios High 1.7 High 1.0 Maagig Diversity (21) Skilled(To): Maages all kids ad classes of people equitably; deals effectively with all races, atioalities, cultures, disabilities, ages ad both sexes; hires variety ad diversity without regard to class; supports equal ad fair treatmet ad opportuity for all High Compassio (10) Skilled(To): Geuiely cares about people; is cocered about their work ad o-work problems; is available ad ready to help; is sympathetic to the plight of others ot as fortuate; demostrates real empathy with the joys ad pais of others High Persoal Disclosure (44) Skilled(To): Shares his/her thoughts about persoal stregths, weakesses, ad limitatios; admits mistakes ad shortcomigs; is ope about persoal beliefs ad feeligs; is easy to get to kow to those who iteract with him/her regularly High 2.50 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 5 / 10

58 Sample Learer Prited 8//2013 Group Summary o Importace Ratigs RATED ITEM AGREEMENT AVG Carig About (7) Skilled(To): Is iterested i the work ad o-work lives of direct reports; asks about their plas, problems, ad desires; kows about their cocers ad questios; is available for listeig to persoal problems; moitors workloads ad appreciates extra effort High Career Ambitio () Skilled(To): Kows what he/she wats from a career ad actively works o it; is career kowledgeable; makes thigs happe for self; markets self for opportuities; does't wait for others to ope doors Relatioships (4) Skilled(To): Respods ad relates well to bosses; would work harder for a good boss; is ope to learig from bosses who are good coaches ad who provide latitude; likes to lear from those who have bee there before; easy to challege ad develop; is comfortably coachable High 1.00 High Work/Life Balace () Skilled(To): Maitais a coscious balace betwee work ad persoal life so that oe does't domiate the other; is ot oe-dimesioal; kows how to atted to both; gets what he/she wats from both High 1.33 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Importace Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 57 / 10

59 Sample Learer Prited 8//2013 EQ Report What does this "EQ Report" show me? This report cotais a special subset of the competecies most related to EQ (Emotioal Quotiet). The cocept of EQ focuses o how well you maage yourself i relatio to others ad how effectively you iteract with others. A Thigs to ote: The report shows the average skill ratig from all raters (excludig self) o all competecies rated as a referece poit, the splits the results ito EQ ad o-eq competecies. The o-eq scale is made up of the 17 competecies that are least or ot related to EQ. Examples would be Plaig ad Maagig ad Measurig Work. Each EQ competecy is listed from highest to lowest i rak order. This particular report may have used fewer tha the full set of competecies, so some of the EQ-related competecies may ot be icluded. EQ results could mea trouble relatig costructively with others. B Some backgroud: Accordig to the research of Da Golema ad others, these competecies ca play a sigificat role i the quality with which you iteract with, work through, maage ad just basically relate to others. C The EQ factors as see by Golema are: "-awareess" - the ability to recogize ad uderstad your moods, emotios ad drives, as well as their effect o others - measured by self cofidece, realistic self-assessmet ad a self-deprecatig sese of humor. "-regulatio" - the ability to cotrol or redirect disruptive impulses ad moods; the propesity to susped judgmet, to thik before actig - measured by trustworthiess ad itegrity, comfort with ambiguity ad opeess to chage. "Motivatio" - a passio to work for reasos that go beyod moey or status; a propesity to pursue goals with eergy ad persistece - measured by a strog drive to achieve, optimism, eve i the face of failure, ad orgaizatioal commitmet. "Empathy" - the ability to uderstad the emotioal makeup of other people; skill i treatig people accordig to their emotioal reactios - measured by expertise i buildig ad retaiig talet, cross-cultural sesitivity ad service to cliets ad customers. "Social Skill" - proficiecy i maagig relatioships ad buildig etworks; a ability to fid commo groud ad build rapport - measured by effectiveess i leadig chage, persuasiveess ad expertise i buildig ad leadig teams. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 58 / 10

60 Sample Learer Prited 8//2013 EQ Report RATED ITEM ALL OTHERS RATING Sample Learer's Skill Average 3.52 Sample Learer's EQ Average 3.3 Sample Learer's NON-EQ Average Stadig Aloe (57) Sizig Up People (5) Comfort Aroud Higher Maagemet (8) Itegrity ad Trust (29) Dealig with Paradox (40) Customer Focus (15) Dealig with Ambiguity (2) Humor (2) Composure (11) Uderstadig Others (4) Kowledge (55) Listeig (33) Motivatig Others (3) Coflict Maagemet (12) Peer Relatioships (42) 49.5 Iterpersoal Savvy (31) Maagig Diversity (21) Highest 1/3 Middle 1/3 est 1/3 Average EQ Report Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 59 / 10

61 Sample Learer Prited 8//2013 EQ Report RATED ITEM ALL OTHERS RATING Approachability (3) Persoal Learig (45) Compassio (10) Patiece (41) Buildig Effective Teams (0) Highest 1/3 Middle 1/3 est 1/3 Average EQ Report Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 0 / 10

62 Sample Learer Prited 8//2013 The Skill - Importace Matrix What does this "Skill-Importace Matrix" report show me? This report shows the compariso of your skill versus importace ratigs as rated by all others. Your skill ad importace ratigs were divided ito thirds (highest third, middle third, lowest third). Skills are divided dow the left-had side of the matrix from lowest o the top ad highest o the bottom. Importace is divided from left to right across the bottom of the matrix. A B Thigs to ote: I a ideal world, all of your skills would be i three of the ie boxes - the gree ad purple boxes - meaig your actual skills are equally distributed i the same priority as they are importat for success. Sice oe of us live i a ideal world, you will have skills listed i most if ot all of the ie boxes. Your Report Map: The umbers 1-9 appear i the ie boxes below. These idicate how likely it is that a listed skill is a eed for you. Graph Example: Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 1 / 10

63 Sample Learer Prited 8//2013 The Skill - Importace Matrix Skill Highest 1/3 Middle 1/3 est 1/3 Peer Relatioships (42) Political Savvy (48) -Developmet (54) Maagig Diversity (21) Developig ad Others (19) Approachability (3) Persoal Learig (45) Persoal Disclosure (44) Carig About (7) Cofrotig (13) Compassio (10) Relatioships (4) Patiece (41) Work/Life Balace () 2 Humor (2) Maagerial Courage (34) Career Ambitio () Orgaizatioal Agility (38) Uderstadig Others (4) -Kowledge (55) Fairess to (23) Hirig ad Staffig (25) 3 Coflict Maagemet (12) Iterpersoal Savvy (31) Iformig (27) Delegatio (18) Maagig Through Systems (59) Maagig ad Measurig Work (35) Directig Others (20) Buildig Effective Teams (0) Process Maagemet (52) Perspective (4) Composure (11) Writte Commuicatios (7) Time Maagemet (2) Commad Skills (9) Negotiatig (37) Plaig (47) Listeig (33) Motivatig Others (3) Stadig Aloe (57) Techical Learig (1) Sizig Up People (5) Ethics ad Values (22) Itegrity ad Trust (29) Dealig with Paradox (40) Busiess Acume (5) Total Work Systems (e.g., TQM/ISO/Six Sigma) (3) Decisio Quality (17) Priority Settig (50) Maagig Visio ad Purpose (5) Itellectual Horsepower (30) Drive for Results (53) Iovatio Maagemet (28) Creativity (14) Actio Orieted (1) Learig o the Fly (32) Presetatio Skills (49) Fuctioal/Techical Skills (24) Comfort Aroud Higher Maagemet (8) Problem Solvig (51) Timely Decisio Makig (1) Customer Focus (15) Perseverace (43) Dealig with Ambiguity (2) Orgaizig (39) Strategic Agility (58) est 1/3 Middle 1/3 Importace Highest 1/3 The Skill - Importace Matrix Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 2 / 10

64 Sample Learer Prited 8//2013 Best Developmetal Opportuities What does this "Best Developmetal Opportuities" report show me? This report will help you select oe or more skills to work o or develop. The eeds are listed i order of the umber of your groups (boss or bosses, peers, direct reports ad customers), which have idetified a sigificat gap betwee importace of the skill ad your actual skill level. Potetial eeds that all groups idicated as gaps are listed first, i order of the size of the overall gap betwee importace ad skill ratigs. The skills idetified by fewer tha all of your groups are listed ext i order of the size of the skill gap. A What would cause these items to show o this report? The software has reviewed your results ad looked for cases where the skill/skl was rated as highly importat/imp for your success, but your persoal skill/skl ratig was low. The percetile gap betwee importace ad your curret skill idicates possible gaps. B Thigs to ote: Best Developmetal Opportuities are computed by lookig at gaps betwee how importat a competecy is ad how skilled the perso is accordig to rater groups. Gaps are figured by percetile differeces betwee importace ad skill. The three to five largest gaps are listed i the order of how may groups idetified these gaps. At least oe eed is always listed from the boss, as the boss is geerally the most accurate rater i research. This report uses percetile differeces amog groups. A percetile ca best be thought of as where a score falls o a 100-poit scale. The umbers idicate where a score falls agaist the distributio of scores by that perso's raters. The 50th percetile is average - about half the scores fall above ad below this poit. The 75th percetile is geerally accepted as the breakpoit for a high score (ad the 25th a low score). The 85th ad the 15th percetiles are geerally cosidered the threshold for very high ad low scores, ad the 95th ad 5th the extremes of the two. For example, whe you read that Plaig is at the 90th percetile of importace, this meas that it is cosidered highly importat, ad oly 10% of the scores are above it. This report also displays both the uskilled (the "before" picture of you) ad the skilled (what you eed to work toward) text for each skill. (Uskilled ad skilled defiitios appear for competecies; custom items may ot iclude both). C What if you do't agree with the report fidigs? This software does't kow your situatio. Not all of the uskilled or skilled text will be relevat for you. If some or all of those eeds do't make ay sese to you, feel free to go back ito the report ad select the oes that do. Use this report as a startig poit to target eeds for your developmet pla. Check with sources close to you to cofirm if these are your most pressig eeds. See example graph o ext page. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 3 / 10

65 Sample Learer Prited 8//2013 Best Developmetal Opportuities (Cotiued) Graph Example: RATED ITEM PERCENTILE Priority Settig (50) (),,,, Others (IMP) 93.0 (SKL) 54.0 (IMP) 3.0 Uskilled(From): Has little sese of what's missio-critical ad what's just ice to do; does't idetify the critical few well for self or others; may believe that everythig's equally importat, may overwhelm others with ufocused activities; may be addicted to actio, do a little bit of everythig quickly; may be a poor time maager; may ot say o; wats to do everythig; ot good at figurig out how to elimiate a roadblock. Skilled(To): Speds his/her time ad the time of others o what's importat; quickly zeros i o the critical few ad puts the trivial may aside; ca quickly sese what will help or hider accomplishig a goal; elimiates roadblocks; creates focus. (SKL) 20.0 (IMP) 9.0 (SKL) 53.0 sample Others (IMP) (IMP) 81.0 (SKL) 33.0 (IMP) 72.0 (SKL) Others (SKL) 43.0 IMP = Importace SKL = Skill Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 4 / 10

66 Sample Learer Prited 8//2013 Best Developmetal Opportuities RATED ITEM PERCENTILE Iformig (27) (),,, Uskilled(From): Not a cosistet commuicator; tells too little or too much; tells too late; timig is off; may be uclear, may iform some better tha others; may ot thik through who eeds to kow by whe; does't seek or liste to the data eeds of others; may iform but lack follow-through; may either hoard iformatio or ot see iformig as importat; may oly have oe mode writte or oral or . Skilled(To): Provides the iformatio people eed to kow to do their jobs ad to feel good about beig a member of the team, uit, ad/or the orgaizatio; provides idividuals iformatio so that they ca make accurate decisios; is timely with iformatio. (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) Maagig Through Systems (59) (),, (IMP) (SKL) Uskilled(From): Prefers hads-o maagemet; relies o persoal itervetio; has to physically be there for thigs to go well; does't thik or maage i terms of policies, practices ad systems; does't delegate much; does't really believe people ca perform o their ow; does't set up rules, procedures ad tie breakers so people kow what to do i his/her absece; may be very cotrollig ad a micromaager; may ot commuicate clearly eough for people to kow what to do without repeated iquiries of him/her. Skilled(To): Ca desig practices, processes, ad procedures which allow maagig from a distace; is comfortable lettig thigs maage themselves without iterveig; ca make thigs work through others without beig there; ca impact people ad results remotely. (IMP) (SKL) 9.0 (IMP) 52.0 (SKL) 19.0 (IMP) 70.0 (SKL) 22.0 IMP = Importace SKL = Skill Best Developmetal Opportuities Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 5 / 10

67 Sample Learer Prited 8//2013 Best Developmetal Opportuities RATED ITEM PERCENTILE Delegatio (18) (),, (IMP) (SKL) Uskilled(From): Does't believe i or trust delegatio; lacks trust ad respect i the talet of direct reports ad others; does most thigs by him/herself or hoards, keeps the good stuff for him/herself; does't wat or kow how to empower others; may delegate but micromaages ad looks over shoulders; might delegate but ot pass o the authority; may lack a pla of how to work through others; may just throw tasks at people; does't commuicate the bigger picture. (IMP) (SKL) 33.0 (IMP) 72.0 (SKL) 33.0 (IMP) 52.0 (SKL) 19.0 Skilled(To): Clearly ad comfortably delegates both routie ad importat tasks ad decisios; broadly shares both resposibility ad accoutability; teds to trust people to perform; lets direct reports ad others fiish their ow work. Directig Others (20) (),, Uskilled(From): Uclear or cryptic commuicator to direct reports; does't set goals, targets, mileposts ad objectives; ot very plaful givig out work just gives out tasks; mostly tells ad sells; does't liste much; plays favorites ad is tough o others; may be too impatiet to structure work for others; does't delegate well; does't take the time to maage; may lack iterest i maagig ad be more eager to work o ow assigmets. Skilled(To): Is good at establishig clear directios; sets stretchig objectives; distributes the workload appropriately; lays out work i a well-plaed ad orgaized maer; maitais two-way dialogue with others o work ad results; brigs out the best i people; is a clear commuicator. (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) IMP = Importace SKL = Skill Best Developmetal Opportuities Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. / 10

68 Sample Learer Prited 8//2013 Best Developmetal Opportuities RATED ITEM PERCENTILE Listeig (33),, Uskilled(From): Does't liste well; cuts people off ad fiishes their seteces if they hesitate; iterrupts to make a prooucemet or reder a solutio or decisio; does't lear much from iteractios with others; appears ot to liste or is too busy costructig his/her ow respose; may times misses the poit others are tryig to make; may appear arrogat, impatiet or uiterested; may liste to some groups/people ad ot to others; iaccurate i restatig the case of others. Skilled(To): Practices attetive ad active listeig; has the patiece to hear people out; ca accurately restate the opiios of others eve whe he/she disagrees. (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) Maagig Visio ad Purpose (5),, (IMP) (SKL) Uskilled(From): Ca't commuicate or sell a visio; ot a good preseter; ca't tur a good phrase or create compellig oe-liers; ucomfortable speculatig o the ukow future; is't charismatic or passioate eough to excite ad eergize others; ca't simplify eough to help people uderstad complex strategy; may ot uderstad how chage happes; does't act like he/she really believes i the visio; more comfortable i the here ad ow. Skilled(To): Commuicates a compellig ad ispired visio or sese of core purpose; talks beyod today; talks about possibilities; is optimistic; creates mileposts ad symbols to rally support behid the visio; makes the visio sharable by everyoe; ca ispire ad motivate etire uits or orgaizatios. (IMP) (SKL) (IMP) (SKL) (IMP) (SKL) IMP = Importace SKL = Skill Best Developmetal Opportuities Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 7 / 10

69 Sample Learer Prited 8//2013 Scorig Distributio Summary What do these "Scorig Distributio Summary" reports show me? There are two graphs for each questio - if you have both the skill ad importace questios, you will have four graphs to review. The Skill Ratig Distributio graph ad Importace Ratig Distributio graph show the percetage of resposes give by you ad all other raters for each possible respose. It is iteded to give you a geeral idea of the distributio of ratigs you ad others used. The Skill Ratig Distributio by Group ad Importace Ratig Distributio by Group show the same iformatio broke dow by each costituecy group that rated you. Remember that differet costituecies sometimes use the five-poit scale differetly. A group usig higher or lower ratigs/scores withi the scale poits may or may ot be meaigful. It may or may ot reflect their geeral appraisal of your skills. Note: The ormative respose percetage breakdows are available at the begiig of this report. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 8 / 10

70 Sample Learer Prited 8//2013 Scorig Distributio Summary - Skill Ratig 100% 90% 80% 70% 0% 50% 40% 3% 30% 20% 10% 0% 21% 13% 27% 1% 25% 24% 14% 10% 4% 7% 0% 0% 3% Towerig Stregth Taleted Skilled/OK Weakess A Serious Issue Do't Kow Ca't Rate Clearly (1) (12) Scorig Distributio Summary Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 9 / 10

71 Sample Learer Prited 8//2013 Scorig Distributio Summary - Importace Ratig 100% 90% 80% 70% 4% 0% 50% 40% 35% 30% 31% 31% 20% 18% 10% 10% 0% 0% 0% 3% 4% 2% 0% 0% 1% Missio Critical Very Importat Useful/Nice to Have Less Importat Not Importat Do't Kow Ca't Rate Clearly (1) (12) Scorig Distributio Summary Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 70 / 10

72 Sample Learer Prited 8//2013 Scorig Distributio Summary - Group Skill Ratig 100% 90% 80% 70% 0% 50% 40% 30% 20% 10% 0% 12% 23% 30% 12% 28% 33% 2% 23% 27% 22% 21% 30% 24% 11% 15% 12% 7% 2% 3% 5% 0% 3% 0% 18% 1% 5% 4% 1% Towerig Stregth Taleted Skilled/OK Weakess A Serious Issue Do't Kow Ca't Rate Clearly (1) (3) (4) (4) Scorig Distributio Summary Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 71 / 10

73 Sample Learer Prited 8//2013 Scorig Distributio Summary - Group Importace Ratig 100% 90% 80% 70% 0% 50% 45% 40% 34% 37% 35% 3% 38% 30% 27% 29% 25% 30% 20% 18% 14% 10% 0% 0% 0% 0% 0% % 4% 4% 8% 4% 0% 1% 2% 0% 0% 4% 0% Missio Critical Very Importat Useful/Nice to Have Less Importat Not Importat Do't Kow Ca't Rate Clearly (1) (3) (4) (4) Scorig Distributio Summary Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 72 / 10

74 Sample Learer Prited 8//2013 Commets by Raters - Competecies What does this "Commets by Raters" - Competecies report show me? This report lists the commets offered by you ad your raters. The otes are listed by competecy. Geeral otes - those ot tied to a specific competecy - are listed last. A What would cause these items to show o this report? Some raters will take the time to try to help you uderstad your report by typig i their thoughts about you, your stregths ad weakesses, ad what they thik you ought to do to improve. If a item is ot here it was either ot icluded i your survey or o oe offered a commet o it. B Thigs to ote: Look for themes ad similar statemets ("He/she does't liste to others i meetigs"). Similar or repeated statemets have a higher probability of beig true. Be careful of "agaist the weight of opiio" otes. It's always possible that six raters thik you have iterpersoal problems ad the seveth, who you get alog with really well, may write, "Best iterpersoal skills I've ever see." If you look at it from that rater's perspective, that statemet would appear to be true eve though the other six raters disagree. You behave differetly with differet people. Do't let oe positive ote talk you out of acceptig resposibility for oe of your eeds. Your raters are takig a risk whe they iclude otes. May woder how you will "take" them. Will you see the ote i the costructive light i which it was iteded or will you be defesive or blame-fidig - tryig to figure out who wrote each egative ote? C What if you do't agree with the report fidigs? Compare the otes to your arrative report (if icluded). The positive otes should look like your effective behaviors, ad the egative otes like your ieffective behaviors. It's best to look at the otes as a geeral message. Try some of the suggestios offered by your raters to determie if a ew tactic might make you more effective. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 73 / 10

75 Sample Learer Prited 8//2013 Commets by Raters - Competecies Approachability (3) Apporachability may be low due to lack of iterest i others--this is oly importat with those you wat iformatio or feedback from. Ca be itimidatig the first time you meet, but actually someoe who is easy to talk to. Comfort Aroud Higher Maagemet (8) Very effective workig with higher maagemet directly, results orieted o-osese--eeds to be aware to restrict egative opiios about higher maagemet whe workig with lower maagers. Composure (11) Cool uder pressure, especially whe thigs do't go well. assigs blame appropriately but doe't dwell o it or puish the offeders Coflict Maagemet (12) Willig to let coflict betwee others fester i hopes it will go away. Persoal coflict does ot seem to bother, but is simply dismissed if it goes o too log. very quick to decide o little ifo rushes to judgemet Cofrotig (13) You avoid cofrotig people (see also #12), preferig to getly udge them i the directio you wat, whe sometime a good push is eeded Creativity (14) Creativity especially aroud product desig ad distributio. Customer Focus (15) mostly sees thigs from the compay view Delegatio (18) prefers to do thigs himself her way Developig ad Others (19) too smart too quick for most people Directig Others (20) Directig others importat whe dealig with large projects; clarifyig assumptios ad puttig timelies i writig ofte helpful for others to produce results. Commets by Raters Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 74 / 10

76 Sample Learer Prited 8//2013 Commets by Raters - Competecies Hirig ad Staffig (25) For someoe like you who has such powerful skills of assessig others, I am amazed at your poor staffig decisios. Humor (2) She has a habit of beig somewhat "earthy" i her commets. Her approach would be ehaced if she kept her humor clea. Oe of the most 'fu' people to be with, quick with a iterestig story or commet that ifects the whole group. Iformig (27) Good at iformig others whe face to face ad whe beig the expert but lets thigs drop through the cracks sometimes whe followup is eeded. oly gives out ifo whe asked Itegrity ad Trust (29) oe of the very few people i trust Itellectual Horsepower (30) Oe of the smartest people I kow; pick up o hits ad details i a istat; ca fid a applicatio for ay iformatio or experiece. Iterpersoal Savvy (31) #31 & #48 You probably act too much the same way aroud people--cadid, helpful, eve if they do't wat it. You rarely do much to make them feel competet or importat. Helpers ca be very itimidatig. Listeig (33) Listes, but sometimes does ot wat to hear. Maagerial Courage (34) Tells it like it is, ad straight to your face I ever have bee able to figure this oe out. You seem to vary quite a bit whe ad if you cofrot people. You geerally kow how to do it, uless the perso trips your icompetece meter. Political Savvy (48) overuse of the truth See #31 Commets by Raters Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 75 / 10

77 Sample Learer Prited 8//2013 Commets by Raters - Competecies Presetatio Skills (49) Spellbidig theater that leaves the audiece gaspig. Drive for Results (53) Pushes other people just as hard Strategic Agility (58) arrows choices rather tha use ability to cosider broader perspectives Work/Life Balace () Your commitmet to work is exemplary, but do't forget about other iterests. gettig better Geeral Notes I gave you high marks for UNDERSTANDING OTHERS ad SIZING UP PEOPLE, but low oes for HIRING AND STAFFING. For almost all of the other competecies, the ratigs do't really give as positive a picture as I wated to pait. I tried to force a "ormal" distributio of ratigs. Your skills are several poits higher tha most people I deal with. Your eormous capabilities ad gifts for dealig with the huma aspects of work have taught me much about how I ca do better i my ow career. Commets by Raters Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 7 / 10

78 Sample Learer Prited 8//2013 Staller/Stopper Ratig Overview What does this "Staller/Stopper Ratig Overview" report show me? The report lists all of the staller ratigs give to you by all raters other tha yourself. The stallers are raked by highest (problematic) ratigs to lowest (ot a problem) ratigs based upo average score. A How do I iterpret my data? Cocetrate o your highest third ad lowest third ratigs regardless of score. This will help isolate the stallers that you may or may ot be demostratig, or what your tedecies are, eve if oe of your ratigs idicate a possible problem. Staller ratigs are usually ot very high. Ay ratig of 3 or above should be cosidered as a potetial problem. Note aythig above 2.5 sice at least some raters thik it could be a problem. Look at your top six staller ratigs ad see if they form a theme (e.g., all iterpersoal problems). See if these ratigs match ratigs from the skill reports. Look for problems, those high i harmfuless o which you received high staller ratigs. If your survey icludes harmfuless ratigs, the best way to determie this is to look at the Staller-Harmfuless Matrix, if icluded. B Thigs to ote: If your survey did't iclude the questios o harmfuless, your orgaizatio may have doe a study of the various stallers ad stoppers. You could also check with your boss, other raters or HR. Studies idicate that stallers are as likely as low rated competecies to derail your career (for maagers ad executives). Studies also idicate that high-performig idividuals still ca derail due to stallers. A track record of success does't guaratee you wo't stumble. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 77 / 10

79 Sample Learer Prited 8//2013 Staller/Stopper Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Arrogat (104) Isesitive to Others (112) Political Missteps (119) Failure to Build a Team (110) Uable to Adapt to Differeces (101) Poor Admiistrator (102) Sample Learer's Staller Average Defesiveess (108) Overmaagig (117) Overdepedece o a Sigle Skill (11) Blocked Persoal Learer (10) 1.83 High 11.0 Failure to Staff Effectively (111) Lack of Composure (107) Skill Deficiecies (113) Lack of Ethics ad Values (109) Overly Ambitious (103) Betrayal of Trust (105) 1.29 High 1.0 No-Strategic (114) Overdepedece o a Advocate (115) 1.17 High Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Staller/Stopper Ratig Overview Average Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 78 / 10

80 Sample Learer Prited 8//2013 Staller/Stopper Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Performace Problems (118) 1.17 High Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Staller/Stopper Ratig Overview Average Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 79 / 10

81 Sample Learer Prited 8//2013 Harmfuless Ratig Overview What does this "Harmfuless Ratig Overview" report show me? This report raks the career staller ad stoppers i order of harmfuless as judged by all other raters. The stallers ad stoppers are listed from most harmful to the least harmful. A How do I iterpret my data? Cocetrate o your highest third ad lowest third ratigs. They will help isolate the stallers that could be most harmful ad those that are least harmful to you. Look for problems, those high i harmfuless o which you received high staller ratigs. The best way to determie this is to look at the Staller-Harmfuless Matrix, if icluded. B Thigs to ote: Before you determie what eeds you have, check to see if there are ay other estimates of what it takes to be successful i your positio; ask your boss or HR. C What if you do't agree with the report fidigs? If you do't agree with your raters o harmfuless, go to three people you trust ad fid out if the stallers raters idetified are really troublesome. Ask others to tell you about people who have bee successful due to ot demostratig the stallers, or about those who have floudered because they were weak i these. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 80 / 10

82 Sample Learer Prited 8//2013 Harmfuless Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Betrayal of Trust (105) No-Strategic (114) Performace Problems (118) Poor Admiistrator (102) Arrogat (104) Lack of Composure (107) Skill Deficiecies (113) Sample Learer's Harmfuless Average 9.5 Uable to Adapt to Differeces (101) 9.5 Defesiveess (108) High 9.5 Failure to Staff Effectively (111) 9.5 Isesitive to Others (112) High 13.5 Blocked Persoal Learer (10) Lack of Ethics ad Values (109) Failure to Build a Team (110) Political Missteps (119) Overmaagig (117) Overdepedece o a Sigle Skill (11) Overly Ambitious (103) 1.00 High Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Harmfuless Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 81 / 10

83 Sample Learer Prited 8//2013 Harmfuless Ratig Overview ALL OTHERS RATING RATED ITEM AGREEMENT Overdepedece o a Advocate (115) 1.00 High Agreemet: High 85% = 7-84% % 5 Highest 1/3 Middle 1/3 est 1/3 Average Harmfuless Ratig Overview Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 82 / 10

84 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs What does this "Group Summary o Staller/Stopper Ratigs" report show me? This report shows your staller/stopper ratigs by costituecy groups that are large eough to report. Two raters or more are required per costituecy group other tha you ad your boss. The staller/stoppers are listed i rak order of how all raters rated you o the staller/stopper from highest (the oe that they say you show the most) to lowest (the oe you show the least). A How do I iterpret my data? I this report high is bad, meaig you show a egative behavior. is good. Check for cosistecy across groups. Look at the highs ad lows more tha the umerical average. Are your top third or bottom third the same, similar, or dissimilar across groups? Especially ote where there is a opposite opiio - oe group has it as a high ad aother as a low. This may mea you have a tedecy to demostrate egative behaviors more with oe costituecy group tha others. Although all rater groups are importat, boss is geerally the most accurate rater. Staller ratigs are usually ot very high. Ay ratig of 3 or above should be cosidered as a potetial problem. Note aythig above 2.5 sice at least some raters thik it could be a problem. How much differece equals a disagreemet? Geerally, oe poit is a sigificat differece betwee groups. However, ot all differeces are the same. A group that rated you a 1 is ot really differet from oe that rated you a 2. Both scores idicate few or o problems. Differeces betwee 4 ad 3 or 3 ad 2, however, should be cosidered as meaigful differeces. Oe cautio: if a group rates you very high or very low, all their results will be differet. The you should refer back to the high ad low symbols ad see if the arrows are similar or dissimilar. B Thigs to ote: Before you determie what eeds you have, check to see if there are ay other estimates of what it takes to be successful i your positio; ask your boss or HR. Studies idicate that stallers are as likely as low-rated competecies to derail your career (maagers ad executives). Studies also idicate that high-performig idividuals still ca derail due to stallers. A track record of success does't guaratee you wo't stumble. C What if you do't agree with the report fidigs? Ask others to tell you about people who have bee successful due to ot demostratig these stallers, or about those who have floudered because they were weak i these stallers. Determie if others have bee overlooked, demoted or fired for demostratig stallers ad stoppers. It may help to give you the ecessary motivatio to recosider fidigs i your feedback. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 83 / 10

85 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Arrogat (104) A Problem: Always thiks he/she has the right ad oly aswer; discouts or dismisses the iput of others; ca be cold ad aloof, makes others feel iferior; may detach him/herself from others uless o his/her ow terms; keeps distace betwee him/herself ad others High 2.0 Isesitive to Others (112) A Problem: Has a itimidatig style; makes others feel bad; does't care or does't thik about how he/she affects others; does't follow iterpersoal due process; does't care about the eeds of others; does't ask ad does't liste High Political Missteps (119) A Problem: Ca't get thigs doe i complex political settigs ad eviromets; lacks sesitivity to people ad orgaizatioal politics; does't recogize political due process requiremets; says ad does the wrog thigs; shares sesitive iformatio ad opiios with the wrog people High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 84 / 10

86 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Failure to Build a Team (110) A Problem: Does't believe much i the value of teams; does't pull the group together to accomplish the task; delegates pieces ad parts; does't resolve problems withi the team; does't share credit for successes; does't celebrate; does't build team spirit; treats people more as a collectio of idividuals tha as a team Uable to Adapt to Differeces (101) A Problem: Has trouble workig with ad adaptig to ew or differet bosses, strategies, plas ad programs, cultures, philosophies or techical developmets; might disagree iappropriately or too vocally with top maagemet o missio, values, strategies, ad tactics; would ot do well with a perso he/she disagreed with High Poor Admiistrator (102) Not a Problem: Well orgaized ad detail skilled; reliable keeps tabs o work i process; remembers commitmets; good admiistrator; keeps thigs o track; sets tight priorities; uses time well; says o if he/she ca't get to it; completes most thigs o time ad i time High 2.50 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 85 / 10

87 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Sample Learer's Group Summary Average The averages ad the graph o the right represet your average ratigs across all of the items i this report by each ratig group. The average ad square box o the first lie represet the average from all raters other tha you. The average ad square box o the ext lie represet the average of your self ratigs. The averages ad square boxes o the remaiig lies represet the averages from specific groups who rated you. This may iclude bosses, peers, direct reports, customers, ad others Defesiveess (108) Not a Problem: Takes criticism as a chace to lear; listes attetively to egative feedback; lears from feedback; admits flaws ad mistakes; takes persoal resposibility whe thigs do't go well; lears from persoal growth workshops ad plas; thaks people for feedback High Overmaagig (117) Not a Problem: Delegates ad empowers; lets others fiish their work oce assiged; checks i ifrequetly uless there is a problem; assigs eough authority for people to make their ow decisios; lets others cotribute to how the work is to be doe; works to do less persoally ad trust others more; usually helps oly whe eeded or asked N/D Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 8 / 10

88 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Overdepedece o a Sigle Skill (11) Not a Problem: Has a broad ad varied backgroud; has moved aroud a lot; relies o several differet skills to get the job doe; has multiple fuctioal exposures; has worked i differet busiess uits; always lookig to lear more; works o addig more skills High Blocked Persoal Learer (10) Not a Problem: Eager to lear; iterested i what's ew or better; has broad iterests ad perspective; seeks ad listes to feedback; takes criticism to heart; always lookig to improve him/herself; carefully observes others for their reactios ad adjusts accordigly; reads people ad groups well; picks up o subtle corrective cues from others; is sesitive to differet challeges ad chages accordigly. High High Failure to Staff Effectively (111) Not a Problem: Good judge of people; hires for diversity ad balace of skills; describes people i a textured maer; uses a broad set of criteria i staffig; objective track record better tha most o selectios; takes his/her time to fid the right perso High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 87 / 10

89 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Lack of Composure (107) Not a Problem: Cool uder stress ad pressure; ca take coflict i stride; ca absorb criticism ad sarcasm without losig cotrol; stays steady uder pressure; keeps to the issues; does't fly off the hadle whe thigs do't go as expected; just tries harder whe blocked; expects surprises; helps keep others calm i the storm High High Skill Deficiecies (113) Not a Problem: Skilled i most if ot all of the missio-critical areas of the job; scopes out what skills are required to perform; works to improve ad expad skill set; ope to tutors, courses, ay learig mode to improve proficiecy High Lack of Ethics ad Values (109) Not a Problem: Values ad ethics are geerally aliged with the orgaizatio's; operates withi boudaries most others would agree to; looked to for guidace o stadards ad orms; stays steady through crises ivolvig close calls o ethics; ca articulate ow ad others' values; helpful to others i makig close calls o values/ethical matters; projects a cosistet set of values High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 88 / 10

90 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Overly Ambitious (103) Not a Problem: Takes career advacemet i stride; cocetrates o performig well; lets results do the marketig; helps others advace; spreads credit for successes aroud; humble about his/her accomplishmets High High Betrayal of Trust (105) Not a Problem: Always follows through; keeps cofideces; walks his/her talk; does what he/she says he/she will do; fiishes what he/she starts; is steady ad predictable; checks back if there is goig to be a problem. High High High No-Strategic (114) Not a Problem: Ca thik ad talk strategy with the best; itrigued ad challeged by the complexity of the future; likes to ru multiple "what if" scearios; very broad perspective; cousels others o strategic issues; ca juggle a lot of metal balls; is't afraid to egage i wild speculatio about the future; ca brig several urelated streams of iformatio together to form a compellig visio; good at meaig makig; produces distictive ad wiig strategies High High 1.00 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 89 / 10

91 Sample Learer Prited 8//2013 Group Summary o Staller/Stopper Ratigs RATED ITEM AGREEMENT AVG Overdepedece o a Advocate (115) Not a Problem: Has largely doe it o his/her ow; has multiple advocates ad champios; o oe questios whether he/she could go it aloe; idepedet, resourceful perso; does't use a champio's ifluece to get thigs doe; has moved aroud a lot; has ot bee with oe boss very log; has survived a advocate or two leavig the orgaizatio. High High High Performace Problems (118) Not a Problem: Cosistetly produces results; meets all goals ad targets; plas ad sets priorities well; is orgaized ad gets thigs doe o time ad i time; has produced results uder a variety of coditios. High High High 1.00 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Staller/Stopper Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 90 / 10

92 Sample Learer Prited 8//2013 Group Summary o Harmfuless Ratigs What does this "Group Summary o Harmfuless Ratigs" report show me? This report shows your harmfuless ratigs by costituecy groups that are large eough to report. Two or more raters are required per costituecy group other tha you ad your boss. The stallers ad stoppers are listed i rak order from most harmful to least harmful. A How do I iterpret my data? To best uderstad your results, cocetrate o the highest third ad lowest third ratigs. They will help isolate stallers that could be most harmful or least harmful. Check for cosistecy across groups. Look at the highs ad lows more tha the umerical averages. Are the highest third ad lowest third the same, similar, or dissimilar across groups? Especially ote those where there is a opposite opiio - oe group has it as a high ad aother as a low. How much differece equals a disagreemet? Geerally oe poit is a sigificat differece betwee groups. However, ot all differeces are the same. A group that rated harmfuless a 5 is ot really differet from oe that rated it a 4. Both are high scores. Differeces betwee 4 ad 3 or 3 ad 2, however, should be cosidered as meaigful differeces. Oe cautio: if a group rates very high or very low, all their results will be differet. The you should refer back to the high ad low symbols ad see if the arrows are similar or dissimilar. B Thigs to ote: There may be other sources of iformatio about harmfuless. Your orgaizatio may have doe a study of harmfuless of the stallers ad stoppers that were used to rate you. C What if you do't agree with the report fidigs? If you do't agree with your raters o harmfuless, go to three people you trust ad fid out if the stallers raters idetified are really troublesome. Ask others to tell you about people who have bee successful due to ot demostratig these stallers, or about those who have floudered because they were weak i these. Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 91 / 10

93 Sample Learer Prited 8//2013 Group Summary o Harmfuless Ratigs RATED ITEM AGREEMENT AVG Betrayal of Trust (105) A Problem: Says oe thig ad meas or does aother; is icosistet ad upredictable at times; fails to follow through o commitmets High 2.0 No-Strategic (114) A Problem: Ca't create effective strategies; ca't deal effectively with assigmets that require strategic thikig; gets mired i tactics ad details; prefers the tactical over the strategic, simple versus complex; is't a visioary; lacks broad perspective High High 3.0 Performace Problems (118) A Problem: Does ot cosistetly hit targets ad objectives; does't produce results across a variety of situatios High Poor Admiistrator (102) A Problem: Has low detail-orietatio; lets thigs fall through the cracks; overcommits ad uderdelivers; misses key details; forgets udocumeted commitmets; has to scramble to pull thigs together at the last miute; moves o without completig the task High 5.0 Arrogat (104) A Problem: Always thiks he/she has the right ad oly aswer; discouts or dismisses the iput of others; ca be cold ad aloof, makes others feel iferior; may detach him/herself from others uless o his/her ow terms; keeps distace betwee him/herself ad others High Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Harmfuless Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 92 / 10

94 Sample Learer Prited 8//2013 Group Summary o Harmfuless Ratigs RATED ITEM AGREEMENT AVG Lack of Composure (107) A Problem: Does ot hadle pressure ad stress well; gets emotioal, subjective, ad upredictable whe thigs do't go as plaed; may become hostile or sarcastic or withdraw from people as stress icreases; may make sap or poor decisios uder pressure; performace degrades whe thigs get tough High.5 Skill Deficiecies (113) A Problem: Lacks oe or more key job-required talets or skills eeded to perform effectively High Sample Learer's Group Summary Average The averages ad the graph o the right represet your average ratigs across all of the items i this report by each ratig group. The average ad square box o the first lie represet the average from all raters other tha you. The average ad square box o the ext lie represet the average of your self ratigs. The averages ad square boxes o the remaiig lies represet the averages from specific groups who rated you. This may iclude bosses, peers, direct reports, customers, ad others Uable to Adapt to Differeces (101) A Problem: Has trouble workig with ad adaptig to ew or differet bosses, strategies, plas ad programs, cultures, philosophies or techical developmets; might disagree iappropriately or too vocally with top maagemet o missio, values, strategies, ad tactics; would ot do well with a perso he/she disagreed with. High 2.00 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Harmfuless Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 93 / 10

95 Sample Learer Prited 8//2013 Group Summary o Harmfuless Ratigs RATED ITEM AGREEMENT AVG Defesiveess (108) A Problem: Is ot ope to criticism; deies mistakes ad faults; ratioalizes away failures; gets upset at the messeger who brigs bad ews; blames others for his/her ow problems; does't liste to ad does't hear egative feedback; does't share views of persoal limitatios with others; does't beefit much from formal feedback evets or workshops. High High High 9.5 Failure to Staff Effectively (111) A Problem: Does ot assemble skilled staff either from iside or outside the orgaizatio; uses iappropriate criteria ad stadards; may select people too much like him/herself; is ot a good judge of people; is cosistetly wrog o estimates of what others may do or become High 9.5 Isesitive to Others (112) A Problem: Has a itimidatig style; makes others feel bad; does't care or does't thik about how he/she affects others; does't follow iterpersoal due process; does't care about the eeds of others; does't ask ad does't liste. High High High 13.5 Blocked Persoal Learer (10) A Problem: Is closed to learig ew persoal, iterpersoal, maagerial, ad leadership skills, approaches, ad tactics; prefers stayig the same, eve whe faced with ew ad differet challeges; is arrow i iterests ad scope; uses few learig tactics; does't seek iput; lacks curiosity; is ot isightful about him/herself High 13.5 Lack of Ethics ad Values (109) A Problem: Lacks the ecessary sesitivity to the operatig ethics ad values of the orgaizatio; operates too close to the margis; pushes the limits of tolerace; does't operate withi the orms Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Harmfuless Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 94 / 10

96 Sample Learer Prited 8//2013 Group Summary o Harmfuless Ratigs RATED ITEM AGREEMENT AVG Failure to Build a Team (110) A Problem: Does't believe much i the value of teams; does't pull the group together to accomplish the task; delegates pieces ad parts; does't resolve problems withi the team; does't share credit for successes; does't celebrate; does't build team spirit; treats people more as a collectio of idividuals tha as a team High 13.5 Political Missteps (119) A Problem: Ca't get thigs doe i complex political settigs ad eviromets; lacks sesitivity to people ad orgaizatioal politics; does't recogize political due process requiremets; says ad does the wrog thigs; shares sesitive iformatio ad opiios with the wrog people High 1.0 Overmaagig (117) A Problem: Overcotrols ad meddles; does't empower others; does't get the most out of people; does't develop direct reports well; does too much of the work him/herself; is a poor delegator Overdepedece o a Sigle Skill (11) A Problem: Relies too much o a sigle stregth for performace ad career progressio; uses the same core talet, fuctio, or techology to leverage him/herself; acts as if he/she ca make it all the way o oe stregth Overly Ambitious (103) A Problem: Is focused excessively o self ad o upward career movemet, sometimes at the expese of others; is willig to politic for promotio ad step o people o the way up; primarily maages up i order to market ad positio him/herself with maagemet. High High High 1.00 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Harmfuless Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 95 / 10

97 Sample Learer Prited 8//2013 Group Summary o Harmfuless Ratigs RATED ITEM AGREEMENT AVG Overdepedece o a Advocate (115) A Problem: Has bee with the same boss, champio, metor, advocate too log; is't see as idepedet; others questio whether he/she could stad up to a tough assigmet or situatio without help; might ot do well i the orgaizatio if the advocate lost iterest, lost out him/herself, or left the orgaizatio. High High 1.00 N/D High 1.00 Agreemet: High 85% = 7-84% % 5Highest 1/3 est 1/3 Average Normative Percetile: 25% 50% 75% Group Summary o Harmfuless Ratigs Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 9 / 10

98 Sample Learer Prited 8//2013 The Staller - Harmfuless Matrix What does this "Staller-Harmfuless Matrix" report show me? This report shows the compariso of your staller versus harmfuless ratigs as rated by all others. Your staller ratigs were divided ito three groups based o their ratig: ( ), ( ), ad ( ). These were the divided dow the left-had side of the matrix. Your harmfuless ratigs were divided ito thirds - lowest to highest from left to right. A Thigs to ote: Staller ratigs are usually ot very high. Ay ratig of 3 or above should be cosidered as a potetial problem. Note aythig 2.51 or higher sice at least some raters thik it could be a problem. If all your staller ratigs are below 2.5, it is ulikely ay of them is a serious problem at this time. However, eve if all are low, look at your top six staller ratigs ad see if they form a theme (e.g. all iterpersoal problems). See if these ratigs match ratigs from the skill reports. I a ideal world, all of your stallers would be i three of the ie boxes - the three gree boxes - meaig your actual stallers are equally distributed i the same priority as they are importat for success. Sice oe of us live i a ideal world, you will have stallers listed i most if ot all of the ie boxes. B Your Report Map: The umbers 1-9 appear i the ie boxes below. These idicate how likely it is that a listed staller is a problem for you. Graph Example: Copyright 2013 Lomiger Iteratioal: A Kor/Ferry Compay. All rights reserved. 97 / 10