Unit I LDC

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Results Report For

Rodney Been

Date Completed:

August 2022

About My Report

This results report provides leadership feedback to you via a dynamic assessment process. The people you work with answered questions about what they see you doing on a regular basis. Rather than "evaluating" the quality of your work, everyone answered questions about how often you do the things that are important in leadership.

Your feedback is a simple summary of three important viewpoints:

How you perceive yourself on key leadership skills.1. How the people who work with you perceive you on these same skills.2. The gaps and overlaps between these perceptions.3.

360 Refined - Self Edition

The Leadership Model

Leadership is experienced through behaviors—what you do or say or don't do or say when you should. There are hundreds of behaviors that could be assessed. The designers of 360° Refined™ researched the field of leadership to understand the behaviors that make the difference between trying and performing—that is, which behaviors have impact. The questions in the 360° Refined™ assessment are behavioral impact statements. The people who filled out the survey were asked to think about the outcomes of your behavior rather than your effort. This report tells you whether your behavior has IMPACT.

Structure of the Leadership Model

The survey categorizes each of the 75 behavioral impact statements under one of 22 leadership skills determined to be critical for leadership success. The 22 leadership skills make up 7 different skill groups. Three of these skill groups are considered to be the mainstays of leader performance, or Core Leadership. The other four skill groups, or Adaptive Leadership, take a leader's personal and organizational performance to the next level.

Core Leadership 3 Skill Groups; What you bring to the job

S t r a t e g y

Vision

Acumen

Courage to Lead

Planning

Action

Decision Making

Communication

Mobilizing Others

R e s u l t s

Risk Taking

Results-Focus

Agility

Adaptive Leadership 4 skill groups; Who you are on the job

Emotional Intelligence

Self-Awareness

Self-Management

Social Awareness

Relationship Management

O r g a n i z a t i o n a l J u s t i c e

Decision Fairness

Outcome Concern

Information Sharing

C h a r a c t e r

Integrity

Credibility

Values Differences

D e v e l o p m e n t

Lifelong Learning

Developing Others

360 Refined - Self Edition

5 Highest and Lowest Leadership Skills Each question in the 360° Refined™ survey was rated on a scale of 1 to 6. The higher the number—the better the score—and the more often you demonstrate desirable leadership behavior. The following tables list your 5 highest and 5 lowest rated leadership skills. These scores represent the combined average ratings of all of your raters.

5 H i g h e s t L e a d e r s h i p S k i l l s Score

Communication 5.33

Credibility 5.33

Decision Fairness 5.25

Mobilizing Others 5.17

Courage to Lead 5.00

1 - Never 2 - Rarely 3 - Sometimes 4 - Usually 5 - Almost Always 6 - Always

5 L o w e s t L e a d e r s h i p S k i l l s Score

Social Awareness 3.33

Vision 3.67

Agility 4.00

Outcome Concern 4.00

Self-Awareness 4.00

1 - Never 2 - Rarely 3 - Sometimes 4 - Usually 5 - Almost Always 6 - Always

360 Refined - Self Edition

10 Highest and Lowest Rated Statements The following tables list your 10 highest and 10 lowest rated statements based on how your raters responded to 75 statements.

1 0 H i g h e s t R a t e d S t a t e m e n t s S k i l l Score

17. Provides others with access to the information they need to perform. Communication 6.00

18. Gives others the freedom to express themselves. Communication 6.00

20. Gets people moving towards results. Mobilizing Others 6.00

24. Provides guidance and support when needed. Mobilizing Others 6.00

26. Pushes the limit to get results. Risk Taking 6.00

38. Informs others of upcoming decisions that will affect them. Decision Fairness 6.00

62. Does not misrepresent their self for personal gain. Integrity 6.00

65. Is trusted by others. Credibility 6.00

3. Instills in others a sense of purpose behind their work. Vision 5.00

4. Demonstrates a comprehensive understanding of how to get the job done. Acumen 5.00

1 - Never 2 - Rarely 3 - Sometimes 4 - Usually 5 - Almost Always 6 - Always

360 Refined - Self Edition

1 0 L o w e s t R a t e d S t a t e m e n t s S k i l l Score

36. Tolerates frustration. Agility 2.00

1. Sees possibilities where others typically don't. Vision 3.00

2. Describes an image for the future that is easy for others to see. Vision 3.00

28. Stands alone behind an idea or a project when it matters. Risk Taking 3.00

31. Exceeds goals. Results-Focus 3.00

46. Shows remorse for unfavorable circumstances resulting from a decision. Outcome Concern 3.00

51. Resists the desire to act or speak when it will not help the situation. Self-Management 3.00

54. Uses sensitivity to another person's feelings to manage interactions successfully. Social Awareness 3.00

56. Picks up on the mood in the work environment. Social Awareness 3.00

5. Adequately accounts for implications across functions when taking action. Acumen 4.00

1 - Never 2 - Rarely 3 - Sometimes 4 - Usually 5 - Almost Always 6 - Always

360 Refined - Self Edition

My Leadership Strategies This section pinpoints, based on your lowest leadership behaviors, the strategies from Leadership 2.0 that will improve your leadership skills the most.

What brings your score down most Your 5 lowest leadership behaviors

Strategies from Leadership 2.0 What you can do to improve

Tolerates frustration. S e p a r a t e E m o t i o n f r o m R e a s o n : Agility strategy #4.

Picks up on the mood in the work environment. P i c k U p o n t h e M o o d i n t h e R o o m a n d G o o n a 1 5 - m i n u t e T o u r : Social Awareness strategies #3 and #5.

Uses sensitivity to another person's feelings to manage interactions successfully.

L i s t e n a n d O b s e r v e : Social Awareness strategy #1.

Resists the desire to act or speak when it will not help the situation.

S i d e s t e p a H i j a c k i n g : Self-Management strategy #4.

Shows remorse for unfavorable circumstances resulting from a decision.

C h e c k i n w i t h y o u r s t a f f r e g a r d i n g t h e i r r e a c t i o n s t o d e c i s i o n s t h a t a f f e c t t h e m : Outcome Concern strategy #2.

360 Refined - Self Edition