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THE REINA LEADERSHIP TRUST SCALE® FEEDBACK REPORT

PREPARED FOR SAMPLE LEADER A

Center for Creative Leadership September 2015

Based on the Reina Trust & Betrayal Model® from the Best Selling Book

Trust and Betrayal in the Workplace Building Effective Relationships in Your Organization by Dennis Reina, PhD and Michelle Reina, PhD

The Reina Leadership Trust Scale® assessment has been developed by Dennis Reina, PhD, and Michelle Reina, PhD, co-founders of the

Reina Trust Building® Institute, LLC and Reina, A Trust Building® Consultancy, Inc.

The Reina Leadership Trust Scale® and The Reina Leadership Trust Scale® Feedback Report are based on

the Dimensions of Trust: The Three Cs™ and the comprehensive Reina Trust & Betrayal Model®, from the book

Trust & Betrayal in the Workplace, third edition by Dennis Reina, PhD and Michelle Reina, PhD.

Drs. Reina extend appreciation and acknowledgment of the following individuals who have contributed to the research,

rigor, and development of this assessment:

Rae Newton, PhD Jon Mickelson, MA

Amanda Fallon, MBA

Trust Building®, The Reina Team Trust Scale®, The Reina Leadership Trust Scale®, The Reina Organizational Trust Scale®, The Reina Individual Trust Scale®, and Reina Trust & Betrayal Model® are registered trademarks owned by

the Reina Trust Building® Institute, LLC. Dimensions of Trust: The Three Cs™, Trust of Character™, Trust of Communication™, Trust of Capability™, and Capacity for Trust™

are trademarks of the Reina Trust Building® Institute, LLC.

To cite this report, please use the following citation: Reina, Reina (2015). The Reina Leadership Trust Scale® Feedback Report.

Reina Trust Building® Institute, LLC, Stowe, Vermont.

No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying,

recording, or otherwise, without prior written permission of the Reina Trust Building® Institute, LLC.

Table of Contents

Introduction What is The Reina Leadership Trust Scale®? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Benefits of The Reina Leadership Trust Scale® Feedback Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

What The Reina Leadership Trust Scale® Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Understanding The Reina Leadership Trust Scale® Feedback Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Section 1: Overview Rater Participation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Your Leadership Trust Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Relational Comparison by Trust Dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Section 2: Strength & Opportunity Trust Profile Trust Frequency Distribution (All Raters Category) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Your Highest Trust Building® Behaviors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Your Lowest Trust Building® Behaviors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Areas of Greatest Trust Differences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Section 3: In Depth Item Analysis Trust of Character™: Behavioral Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Trust of Character™: Frequency Counts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Trust of Communication™: Behavioral Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Trust of Communication™: Frequency Counts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Trust of Capability™: Behavioral Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Trust of Capability™: Frequency Counts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Rank Ordering of Scores: All Raters Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Section 4: Your Voices Comments from You and Your Raters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

INTRODUCTION

Introduction

What is The Reina Leadership Trust Scale®? The Reina Leadership Trust Scale® (LTS) is a statistically valid and reliable, Likert scale assessment designed to measure the level of trust in your workplace relationships.

The LTS is built upon the research-based systemic Reina Trust & Betrayal Model®. This model identifies the sixteen behaviors that drive the Dimensions of Trust: The Three Cs™: Trust of Character™, Trust of Communication™, and Trust of Capability™.

An overview of the Reina Dimensions of Trust: The Three Cs™ is provided on page 4 of this report. For a comprehensive exploration of the entire model, see Trust and Betrayal in the Workplace, third edition (Reina, Reina).

MEASUREMENT APPROACH

Measures the level of trust in your relationships behaviorally and systemically, highlighting how trust is influenced both by the behaviors you practice and the behaviors you don’t practice.

Measures how you and others perceive your behavior.

Comprised of 48 multiple-choice questions (referred to as quantitative components) and 3 open-ended questions (referred to as qualitative components).

KEY FACTS

Developed through 25 years of independent research conducted at the Reina Trust Building Institute.

Psychometrically sound and routinely refined through rigorous testing.

Benefits of The Reina Leadership Trust Scale® Feedback Report The Reina Leadership Trust Scale® Feedback Report is designed to assist you in understanding the level of trust in your working relationships with others. This Feedback Report will help you understand how you perceive your own behavior, how others perceive your behavior, and how the behaviors you practice build or break trust with others. The report:

Raises your awareness of the behaviors you practice that build and break trust.

Reveals strengths and opportunities to cement your leadership effectiveness.

Pinpoints specific, daily actions to repair and build trust.

Equips you with a tool to measure and monitor your progress in developing collaborative, trustworthy relationships.

INTRODUCTION

What The Reina Leadership Trust Scale® Measures Dimensions of Trust: The Three Cs™ The trust behaviors outlined in this Feedback Report are based on the Reina Trust & Betrayal Model®'s Dimensions of Trust: The Three Cs™: Trust of Character™, Trust of Communication™, and Trust of Capability™. The model (shown below) pinpoints specific behaviors that build and break trust within each of the Dimensions of Trust.

For additional insight, find a detailed discussion of the Dimensions of Trust: The Three Cs™ and the comprehensive Reina Trust & Betrayal Model® in the book Trust & Betrayal in the Workplace, third edition, by Dennis Reina, PhD and Michelle Reina, PhD.

Trust of Character™ Trust of Communication™ Trust of Capability™ represents mutually serving intentions. When Trust of Character™ is present in your working relationships, others experience you as clear and realistic in your expectations of them, and they know what they can expect from you. You deliver as promised, are consistent in your behavior, and act with others’ well being in mind. Trust of Character™ is foundational to your leadership trustworthiness and effectiveness.

represents openness, honesty, and transparency. When Trust of Communication™ is present in your working relationships, you provide information to others to do their jobs, tell the truth, and work through issues directly with those concerned. You treat mistakes as opportunities to learn and offer constructive feedback in the spirit of deeper understanding and growth. Trust of Communication™ demonstrates your ability to be transparent and collaborative.

represents confidence in skills and talents. When Trust of Capability™ is present in your working relationships, people believe you’re capable of managing your responsibilities and performing your role. You leverage your skills and abilities, and you take your leadership development seriously. You ask for help when needed, seek input on decisions, and support others to learn new skills. Your Trust of Capability™ encourages people to take risks, be innovative and fulfill their potential.

INTRODUCTION

Understanding The Reina Leadership Trust Scale® Feedback Report Participants The Reina Leadership Trust Scale® (LTS) is a 360° assessment that measures the full range of behaviors within the Dimensions of Trust: The Three Cs™. In this LTS Feedback Report, we refer to the people who assessed you as Raters. Raters fall into four categories: Boss, Direct Report, Peer, and Other. We also use the categories Self and All Raters. Self refers to your self-assessed scores, while All Raters refers to the average scores of all of the Raters who participated in the survey.

Note: Self scores are not used in calculating All Raters scores.

Questions and Responses Through 48 multiple-choice questions, the LTS measures how both you and your Raters perceive you practicing trust building and trust breaking behaviors, according to the following legend:

AN = Almost Never, O = Occasionally, H = Half of the Time, F = Frequently, AA = Almost Always

(Respondents were also offered the option of NO (No Opportunity to Observe Behavior). To ensure assessment validity, this option was limited to three responses per Rater.)

Open-ended questions in Section 4 allow you to receive robust qualitative feedback as well.

Note: The language "Absence of" is used in this report. We use this language to indicate when LTS questions focus on trust breaking behaviors. Higher scores are desirable for these questions, as they represent trust breaking behaviors that are infrequently or almost never practiced.

Example: For the behavior "This leader micromanages his/her employees (Absence of)," high scores are desired, as they suggest you do NOT micromanage. Low scores suggest you DO micromanage.

Definition of Terms In this report, we use the terms Trust Scores, Trust Levels, Percentile Ranks, Reina Norm Group, and Reina Median Score.

THE REINA LEADERSHIP TRUST SCALE® SCORES are generated by averaging your behavior ratings and converting them to the 3-digit Reina Trust Scale, which ranges from 100-500. These Trust Scores place you within one of four TRUST LEVELS ranging from Very Low to High.

PERCENTILE RANKS are provided to help you see how you compare to other leaders in our global database, which we call the REINA NORM GROUP. A percentile rank of 50 indicates the median or middle score of the Reina Norm Group, and is referred to as the REINA MEDIAN SCORE.

Please refer to the legend below to see the interplay of your Trust Scores, Trust Levels, and Percentile Ranks.

Total Trust Scale 100 - TRUST SCALE SCORE 396 421 455 500

TRUST LEVEL PERCENTILE RANK

Very Low Less than 23

Low 23-38

Moderate 39-68

High 69+

SECTION 1: OVERVIEW

Section 1: Overview

Rater Participation The following number of invited Raters completed your assessment:

RATER CATEGORY # INVITED # COMPLETED % COMPLETION

BOSS 1 1 100%

DIRECT REPORT 4 3 75%

PEER 4 3 75%

OTHER 2 1 50%

ALL RATERS 11 8 73%

In total, you had a 73% Response Rate to your assessment. How Rater Category Information is Reported: In order for a Rater’s responses to be considered "complete", he or she must provide a numerical answer to at least 45 of the multiple choice assessment questions. A response of NO does not count as a numerical answer. The category "All Raters" is the compilation of the Boss, Direct Report, Peer, and Other categories. Scores in the All Raters category are represented as overall average scores from the total sum of Raters, excluding Self scores.

PROTECTED RATER CATEGORIES:

Peer and Direct Report are protected Rater categories. To maintain anonymity, three Raters in each of these categories must complete the assessment in order to receive an item-level score. If either category contains feedback, but from less than three Raters, the two categories are combined into one overall "Direct Report/Peer" Rater category.

For your reference, below is a list of all participants who you invited to complete The Reina Leadership Trust Scale® assessment. To maintain anonymity, the list does NOT identify those individuals who completed the assessment.

Boss Joe Direct Report Jane Jim

Jill Jess Peer Jean Jack Jamie

Jeff Other Jan James

SECTION 1: OVERVIEW

Section 1: Overview Your Leadership Trust Profile: September 2015 You Leadership Trust Profile below gives you a snapshot of your Total Trust Scores and Total Trust Levels (for both Self and All Raters categories). Note that the All Raters score is the average combined score from all of your Raters excluding your Self score. You can see how your All Raters results compare to the Reina Norm Group by looking at the Reina Median Score. Breakdowns of your Total Trust results by Rater category are also given.

Your Self Total Trust Level Your All Raters Total Trust Level

458 Your Self Total Trust Scale Score

437 Your All Raters Total Trust Scale Score

HIGH Your Self Trust Level

MODERATE Your All Raters Trust Level

52nd PERCENTILE of the Reina Norm Group Ratings

TOTAL TRUST SCALE SCORES 100 - TRUST SCALE SCORE 396 421 455 500

458: SELF

437: ALL RATERS 448: BOSS 424: DIRECT REPORT 437: PEER 466: OTHER

435: REINA MEDIAN SCORE

TRUST LEVEL PERCENTILE RANK

Very Low Less than 23

Low 23-38

Moderate 39-68

High 69+

SECTION 1: OVERVIEW

Relational Comparison by Trust Dimension The graphs below allow you to see the breakdown of your Trust Scores according to Rater category in each Dimension of Trust. Note that the All Raters score is the average combined score from all of your Raters excluding your Self score. The Reina Median Score allows you to see your All Raters scores in relation to the Reina Norm Group.

100 - TRUST SCALE SCORE 396 421 455 500

TRUST OF CHARACTER™

444: SELF

431: ALL RATERS 431: BOSS 419: DIRECT REPORT 432: PEER 463: OTHER

444: REINA MEDIAN SCORE

TRUST OF COMMUNICATION™

469: SELF

450: ALL RATERS 475: BOSS 426: DIRECT REPORT 456: PEER 481: OTHER

438: REINA MEDIAN SCORE

TRUST OF CAPABILITY™

463: SELF

430: ALL RATERS 438: BOSS 429: DIRECT REPORT 421: PEER 453: OTHER

431: REINA MEDIAN SCORE

TRUST LEVEL PERCENTILE RANK

Very Low Less than 23

Low 23-38

Moderate 39-68

High 69+

Section 2: Strength & Opportunity Trust Profile Trust Frequency Distribution (All Raters Category) The frequency distribution bar chart below shows the number of behaviors your Raters rated within each Trust Level (Very Low, Low, Moderate, High) across each of the Dimensions of Trust: The Three Cs:™ Trust of Character™, Trust of Communication™, Trust of Capability™. There are sixteen behavioral items for each Dimension of Trust. They are color coded by trust dimension. The frequencies are based on the All Raters category.

Very Low Low Moderate High

TRUST OF CHARACTER™ TRUST OF COMMUNICATION™ TRUST OF CAPABILITY™

SECTION 2: STRENGTH & OPPORTUNITY TRUST PROFILE

Your HIGHEST Trust Building® Behaviors Below are the behaviors your Raters scored the highest within The Reina Leadership Trust Scale® assessment. These behaviors represent your areas of perceived Trust Building® strength. The graphic bars correspond with the Trust Scale Score for each question, based on the Trust Scale at the bottom of the page.

Note: High scores for behaviors with "Absence of" language means you infrequently or almost never demonstrate these behaviors.

This Leader... TRUSTDIMENSION ALL RATERS

TRUST SCORE

ALL RATERS TRUST LEVEL

45. Lacks sincerity and candor (Absence Of) COMMUNICATION 500 HIGH

18. Keeps confidential information appropriately COMMUNICATION 488 HIGH

22. "Shoots the messenger" who brings bad news (Absence Of)

COMMUNICATION 488 HIGH

41. Refuses to allow others autonomy in their job (Absence Of)

CAPABILITY 488 HIGH

100 - TRUST SCALE SCORE 396 421 455 500

TRUST LEVEL PERCENTILE RANK

Very Low Less than 23

Low 23-38

Moderate 39-68

High 69+

Note: In rare instances, the number of tie scores exceeds the number of scores that can be displayed on this page. Refer to pgs. 22-23 for the full range of item scores.

SECTION 2: STRENGTH & OPPORTUNITY TRUST PROFILE

Your LOWEST Trust Building® Behaviors Below are the behaviors your Raters scored the lowest within The Reina Leadership Trust Scale® assessment. These behaviors represent your areas of perceived Trust Building® opportunity. The graphic bars correspond with the Trust Scale Score for each question, based on the Trust Scale at the bottom of the page.

Note: Low scores for behaviors with "Absence of" language means you frequently or almost always demonstrate these behaviors.

This Leader... TRUSTDIMENSION ALL RATERS

TRUST SCORE

ALL RATERS TRUST LEVEL

21. Challenges his/her employees in ways that motivate them to learn and grow

CAPABILITY 350 VERY LOW

3. Gives employees the training necessary to do their jobs

CAPABILITY 367 VERY LOW

17. Clearly defines roles and responsibilities for achieving the team's goals and objectives

CHARACTER 375 VERY LOW

4. Gives constructive feedback to his/her employees in ways that are timely and helpful

COMMUNICATION 388 VERY LOW

16. Expectations are appropriate - not too high or too low

CHARACTER 388 VERY LOW

100 - TRUST SCALE SCORE 396 421 455 500

TRUST LEVEL PERCENTILE RANK

Very Low Less than 23

Low 23-38

Moderate 39-68

High 69+

Note: In rare instances, the number of tie scores exceeds the number of scores that can be displayed on this page. Refer to pgs. 22-23 for the full range of item scores.

SECTION 2: STRENGTH & OPPORTUNITY TRUST PROFILE

Areas of Greatest Trust Differences (Self and All Raters Categories) Listed below are the behaviors where your Self scores and your All Raters scores were most different, indicating the areas of greatest variability in perceived level of trust between you and all of your Raters. Research shows that differences of 89 points or greater may be considered significant and warrant further attention. A negative difference indicates that your Self score is less than your All Raters score.

This Leader... DIMENSIONOF TRUST SELF

SCORE

ALL RATERS TRUST SCORE

DIFFER- ENCE

16. Expectations are appropriate - not too high or too low

CHARACTER 500 388 112

SELF

ALL RATERS

11. Provides the freedom and flexibility necessary for people to do their jobs

CAPABILITY 500 400 100

SELF

ALL RATERS

15. Keeps agreements or renegotiates if he/she cannot

CHARACTER 500 413 87

SELF

ALL RATERS

31. Gives employees the authority and responsibility needed to do their job

CHARACTER 500 413 87

SELF

ALL RATERS

39. Seeks the input of others in order to solve problems

CAPABILITY 500 413 87

SELF

ALL RATERS

100 - TRUST SCALE SCORE 396 421 455 500

TRUST LEVEL PERCENTILE RANK

Very Low Less than 23

Low 23-38

Moderate 39-68

High 69+

Note: High scores for behaviors with "Absence of" language means you infrequently or almost never demonstrate these behaviors. Low scores for behaviors with "Absence of" language means you frequently or almost always demonstrate these behaviors. Note: In rare instances, the number of tie scores exceeds the number of scores that can be displayed on this page. Refer to pgs. 13,16 and 19 for the full range of item scores.

SECTION 3: IN DEPTH ITEM ANALYSIS TOTAL TRUST OF CHARACTER SELF SCORE: 444 TOTAL TRUST OF CHARACTER ALL RATERS SCORE: 431

Section 3: In Depth Item Analysis Trust of Character™: Behavioral Report Below are the scores for all of your Rater categories as well as your Self score for each Trust of Character™ question. Note that the All Raters category represents the average score of all your Raters combined, excluding your Self score. All Raters scores are listed in descending order.

This Leader... ALLRATERS BOSS DIRECT

REPORTS PEERS OTHER SELF

6. Operates with "hidden agendas“ (Absence Of) 475 500 433 500 500 500

33. Sends "mixed messages" by saying one thing and doing another (Absence Of)

475 500 433 500 500 500

40. Fails to "lead by example" and practice what he/she preaches (Absence Of)

475 500 500 433 500 400

7. Fails to do what he/she says he/she will do (Absence Of)

450 400 467 467 400 400

43. Is unclear about his/her expectations (Absence Of)

450 400 433 467 500 400

23. Is dependable and you can count on him/her to follow through

438 400 400 467 500 500

34. Lacks consistency - it is difficult to anticipate his/her needs or behavior (Absence Of)

438 500 400 433 500 500

47. Interacts with others in mutually serving ways 438 400 433 433 500 400

20. Is consistent in his/her behavior 425 500 400 433 400 400

29. Lives the values he/she espouses by "walking the talk“

425 500 433 400 400 400

15. Keeps agreements or renegotiates if he/she cannot

413 400 400 433 400 500

30. Is clear and explicit in his/her expectations 413 400 433 400 400 400

31. Gives employees the authority and responsibility needed to do their job

413 400 433 367 500 500

9. Provides adequate resources to accomplish assigned goals

400 400 367 400 500 400

16. Expectations are appropriate - not too high or too low

388 400 367 400 400 500

17. Clearly defines roles and responsibilities for achieving the team's goals and objectives

375 300 367 367 500 400

Note: High scores for behaviors with "Absence of" language means you infrequently or almost never demonstrate these behaviors. Low scores for behaviors with "Absence of" language means you frequently or almost always demonstrate these behaviors. Note: (*) indicates a rating of No Opportunity to Observe, (-) Indicates no Rater in this category.

SECTION 3: IN DEPTH ITEM ANALYSIS

Trust of Character™: Frequency Counts This frequency counts chart tells how you and each individual Rater who completed your assessment answered each Trust of Character™ question along the frequency scale, from Almost Never to Almost Always.

AN = ALMOST NEVER O = OCCASIONALLY H = HALF OF THE TIME F = FREQUENTLY AA = ALMOST ALWAYS NO = NO OPPORTUNITY TO OBSERVE

Trust Building® Behaviors - This Leader... 9. Provides adequate resources to accomplish assigned goals

SELF RATED AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 1 0 1 1 0

PEER AN O H F AA NO 0 0 0 2 0 1

OTHER AN O H F AA NO 0 0 0 0 1 0

15. Keeps agreements or renegotiates if he/she cannot SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 1 1 1 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 1 0 0

16. Expectations are appropriate - not too high or too low SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 2 0 1 0

PEER AN O H F AA NO 0 0 1 1 1 0

OTHER AN O H F AA NO 0 0 0 1 0 0

17. Clearly defines roles and responsibilities for achieving the team's goals and objectives SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 1 0 0 0

DIRECT REPORT AN O H F AA NO 0 1 0 1 1 0

PEER AN O H F AA NO 0 0 1 2 0 0

OTHER AN O H F AA NO 0 0 0 0 1 0

20. Is consistent in his/her behavior SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 1 1 1 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 1 0 0

23. Is dependable and you can count on him/her to follow through SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 1 1 1 0

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 1 0

29. Lives the values he/she espouses by "walking the talk“ SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 0 2 1 0

PEER AN O H F AA NO 0 0 1 1 1 0

OTHER AN O H F AA NO 0 0 0 1 0 0

30. Is clear and explicit in his/her expectations SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 2 1 0

PEER AN O H F AA NO 0 0 0 3 0 0

OTHER AN O H F AA NO 0 0 0 1 0 0

31. Gives employees the authority and responsibility needed to do their job SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 1 0 2 0

PEER AN O H F AA NO 0 0 1 2 0 0

OTHER AN O H F AA NO 0 0 0 0 1 0

47. Interacts with others in mutually serving ways SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 2 1 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 0 1 0

SECTION 3: IN DEPTH ITEM ANALYSIS

Trust of Character™: Frequency Counts (Cont.) AN = ALMOST NEVER O = OCCASIONALLY H = HALF OF THE TIME F = FREQUENTLY AA = ALMOST ALWAYS NO = NO OPPORTUNITY TO OBSERVE

Trust Breaking Behaviors - This Leader... 6. Operates with "hidden agendas“

SELF RATED AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 1 2 0 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

7. Fails to do what he/she says he/she will do SELF RATED

AN O H F AA NO 0 1 0 0 0 0

BOSS AN O H F AA NO 0 1 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 2 1 0 0 0 0

OTHER AN O H F AA NO 0 1 0 0 0 0

33. Sends "mixed messages" by saying one thing and doing another SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 1 2 0 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

34. Lacks consistency - it is difficult to anticipate his/her needs or behavior SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 0 3 0 0 0 0

PEER AN O H F AA NO 1 2 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

40. Fails to "lead by example" and practice what he/she preaches SELF RATED

AN O H F AA NO 0 1 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 3 0 0 0 0 0

PEER AN O H F AA NO 2 0 1 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

43. Is unclear about his/her expectations SELF RATED

AN O H F AA NO 0 1 0 0 0 0

BOSS AN O H F AA NO 0 1 0 0 0 0

DIRECT REPORT AN O H F AA NO 1 2 0 0 0 0

PEER AN O H F AA NO 2 1 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

SECTION 3: IN DEPTH ITEM ANALYSIS TOTAL TRUST OF COMMUNICATION SELF SCORE: 469 TOTAL TRUST OF COMMUNICATION ALL RATERS SCORE: 450

Trust of Communication™: Behavioral Report Below are the scores for all of your Rater categories as well as your Self score for each Trust of Communication™ question. Note that the All Raters category represents the average score of all your Raters combined, excluding your Self score. All Raters scores are listed in descending order.

This Leader... ALLRATERS BOSS DIRECT

REPORTS PEERS OTHER SELF

45. Lacks sincerity and candor (Absence Of) 500 500 500 500 500 500

18. Keeps confidential information appropriately 488 500 500 467 500 500

22. "Shoots the messenger" who brings bad news (Absence Of)

488 500 467 500 500 500

46. Communicates openly and honestly 475 500 500 433 500 500

8. Neglects to share necessary information with others (Absence Of)

463 500 467 467 400 500

12. Makes insinuating remarks or slighting digs about other people (Absence Of)

463 500 433 467 500 500

24. Looks for ways to blame others (Absence Of) 463 500 400 500 500 500

38. Takes responsibility for the mistakes he/she makes

457 500 400 467 500 500

1. Points out risky situations or areas of caution to his/her employees

438 400 467 400 500 400

2. Receives constructive feedback without getting defensive

438 500 367 467 500 500

5. Speaks directly to the person with whom he/she has a concern or issue

438 400 467 400 500 400

13. Gives people the "benefit of the doubt” 438 500 367 467 500 500

19. Gossips about other people (Absence Of) 438 500 433 433 400 400

10. Actively strives to build supportive relationships

425 500 333 467 500 500

37. Provides coaching and feedback on performance when needed

413 400 367 433 500 400

4. Gives constructive feedback to his/her employees in ways that are timely and helpful

388 400 333 433 400 400

Note: High scores for behaviors with "Absence of" language means you infrequently or almost never demonstrate these behaviors. Low scores for behaviors with "Absence of" language means you frequently or almost always demonstrate these behaviors. Note: (*) indicates a rating of No Opportunity to Observe, (-) Indicates no Rater in this category.

SECTION 3: IN DEPTH ITEM ANALYSIS

Trust of Communication™: Frequency Counts This frequency counts chart tells how you and each individual Rater who completed your assessment answered each Trust of Communication™ question along the frequency scale, from Almost Never to Almost Always.

AN = ALMOST NEVER O = OCCASIONALLY H = HALF OF THE TIME F = FREQUENTLY AA = ALMOST ALWAYS NO = NO OPPORTUNITY TO OBSERVE

Trust Building® Behaviors - This Leader... 1. Points out risky situations or areas of caution to his/her employees

SELF RATED AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 1 2 0

PEER AN O H F AA NO 0 0 0 3 0 0

OTHER AN O H F AA NO 0 0 0 0 1 0

2. Receives constructive feedback without getting defensive SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 1 2 0 0

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 1 0

4. Gives constructive feedback to his/her employees in ways that are timely and helpful SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 2 1 0 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 1 0 0

5. Speaks directly to the person with whom he/she has a concern or issue SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 1 2 0

PEER AN O H F AA NO 0 0 0 3 0 0

OTHER AN O H F AA NO 0 0 0 0 1 0

10. Actively strives to build supportive relationships SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 1 0 2 0 0

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 1 0

13. Gives people the "benefit of the doubt” SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 1 0 1 1 0

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 1 0

18. Keeps confidential information appropriately SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 0 0 3 0

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 1 0

37. Provides coaching and feedback on performance when needed SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 1 2 0 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 0 1 0

38. Takes responsibility for the mistakes he/she makes SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 1 0 1 1

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 1 0

46. Communicates openly and honestly SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 0 0 3 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 0 1 0

SECTION 3: IN DEPTH ITEM ANALYSIS

Trust of Communication™: Frequency Counts (Cont.) AN = ALMOST NEVER O = OCCASIONALLY H = HALF OF THE TIME F = FREQUENTLY AA = ALMOST ALWAYS NO = NO OPPORTUNITY TO OBSERVE

Trust Breaking Behaviors - This Leader... 8. Neglects to share necessary information with others

SELF RATED AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 2 1 0 0 0 0

OTHER AN O H F AA NO 0 1 0 0 0 0

12. Makes insinuating remarks or slighting digs about other people SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 1 2 0 0 0 0

PEER AN O H F AA NO 2 1 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

19. Gossips about other people SELF RATED

AN O H F AA NO 0 1 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 1 2 0 0 0 0

PEER AN O H F AA NO 1 2 0 0 0 0

OTHER AN O H F AA NO 0 1 0 0 0 0

22. "Shoots the messenger" who brings bad news SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

24. Looks for ways to blame others SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 0 3 0 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

45. Lacks sincerity and candor SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 3 0 0 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

SECTION 3: IN DEPTH ITEM ANALYSIS TOTAL TRUST OF CAPABILITY SELF SCORE: 463 TOTAL TRUST OF CAPABILITY ALL RATERS SCORE: 430

Trust of Capability™: Behavioral Report Below are the scores for all of your Rater categories as well as your Self score for each Trust of Capability™ question. Note that the All Raters category represents the average score of all your Raters combined, excluding your Self score. All Raters scores are listed in descending order.

This Leader... ALLRATERS BOSS DIRECT

REPORTS PEERS OTHER SELF

41. Refuses to allow others autonomy in their job (Absence Of)

488 500 467 500 500 500

42. Is unwilling to consider new ideas for accomplishing tasks (Absence Of)

475 500 467 467 500 500

14. Excludes others from the decision-making process (Absence Of)

463 500 400 500 500 500

25. Is a "bottle neck" to getting things done (Absence Of)

450 500 467 433 400 400

35. Micromanages his/her employees (Absence Of) 450 500 467 433 400 500

26. Strives to improve his/her own skills and abilities

443 400 433 467 * 400

36. Fails to take timely action on important matters (Absence Of)

438 400 467 400 500 500

44. Supports his/her employees' continuous growth and development

438 400 467 400 500 500

32. Allows his/her employees to participate in decision-making

429 400 433 400 500 500

27. Helps his/her employees learn new skills 425 400 500 367 400 400

28. Treats mistakes as an opportunity to learn 414 400 450 400 400 500

48. Takes an active role in his/her employees' advancement

414 400 467 300 500 400

39. Seeks the input of others in order to solve problems

413 500 367 433 400 500

11. Provides the freedom and flexibility necessary for people to do their jobs

400 400 367 400 500 500

3. Gives employees the training necessary to do their jobs

367 400 333 400 400 400

21. Challenges his/her employees in ways that motivate them to learn and grow

350 400 300 367 400 400

Note: High scores for behaviors with "Absence of" language means you infrequently or almost never demonstrate these behaviors. Low scores for behaviors with "Absence of" language means you frequently or almost always demonstrate these behaviors. Note: (*) indicates a rating of No Opportunity to Observe, (-) Indicates no Rater in this category.

SECTION 3: IN DEPTH ITEM ANALYSIS

Trust of Capability™: Frequency Counts This frequency counts chart tells how you and each individual Rater who completed your assessment answered each Trust of Capability™ question along the frequency scale, from Almost Never to Almost Always.

AN = ALMOST NEVER O = OCCASIONALLY H = HALF OF THE TIME F = FREQUENTLY AA = ALMOST ALWAYS NO = NO OPPORTUNITY TO OBSERVE

Trust Building® Behaviors - This Leader... 3. Gives employees the training necessary to do their jobs

SELF RATED AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 1 0 2 0 0

PEER AN O H F AA NO 0 0 0 1 0 2

OTHER AN O H F AA NO 0 0 0 1 0 0

11. Provides the freedom and flexibility necessary for people to do their jobs SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 1 0 1 1 0

PEER AN O H F AA NO 0 0 0 2 0 1

OTHER AN O H F AA NO 0 0 0 0 1 0

21. Challenges his/her employees in ways that motivate them to learn and grow SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 1 0 0 2 0 0

PEER AN O H F AA NO 0 0 1 2 0 0

OTHER AN O H F AA NO 0 0 0 1 0 0

26. Strives to improve his/her own skills and abilities SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 2 1 0

PEER AN O H F AA NO 0 0 0 1 2 0

OTHER AN O H F AA NO 0 0 0 0 0 1

27. Helps his/her employees learn new skills SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 0 3 0

PEER AN O H F AA NO 0 0 1 2 0 0

OTHER AN O H F AA NO 0 0 0 1 0 0

28. Treats mistakes as an opportunity to learn SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 1 1 1

PEER AN O H F AA NO 0 0 0 3 0 0

OTHER AN O H F AA NO 0 0 0 1 0 0

32. Allows his/her employees to participate in decision-making SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 1 0 2 0

PEER AN O H F AA NO 0 0 0 2 0 1

OTHER AN O H F AA NO 0 0 0 0 1 0

39. Seeks the input of others in order to solve problems SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 0 1 0

DIRECT REPORT AN O H F AA NO 0 0 1 2 0 0

PEER AN O H F AA NO 0 0 0 2 1 0

OTHER AN O H F AA NO 0 0 0 1 0 0

44. Supports his/her employees' continuous growth and development SELF RATED

AN O H F AA NO 0 0 0 0 1 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 1 2 0

PEER AN O H F AA NO 0 0 0 3 0 0

OTHER AN O H F AA NO 0 0 0 0 1 0

48. Takes an active role in his/her employees' advancement SELF RATED

AN O H F AA NO 0 0 0 1 0 0

BOSS AN O H F AA NO 0 0 0 1 0 0

DIRECT REPORT AN O H F AA NO 0 0 0 1 2 0

PEER AN O H F AA NO 0 1 0 1 0 1

OTHER AN O H F AA NO 0 0 0 0 1 0

SECTION 3: IN DEPTH ITEM ANALYSIS

Trust of Capability™: Frequency Counts (Cont.) AN = ALMOST NEVER O = OCCASIONALLY H = HALF OF THE TIME F = FREQUENTLY AA = ALMOST ALWAYS NO = NO OPPORTUNITY TO OBSERVE

Trust Breaking Behaviors - This Leader... 14. Excludes others from the decision-making process

SELF RATED AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 1 1 1 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

25. Is a "bottle neck" to getting things done SELF RATED

AN O H F AA NO 0 1 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 1 2 0 0 0 0

OTHER AN O H F AA NO 0 1 0 0 0 0

35. Micromanages his/her employees SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 1 2 0 0 0 0

OTHER AN O H F AA NO 0 1 0 0 0 0

36. Fails to take timely action on important matters SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 0 1 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 1 1 1 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

41. Refuses to allow others autonomy in their job SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 3 0 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

42. Is unwilling to consider new ideas for accomplishing tasks SELF RATED

AN O H F AA NO 1 0 0 0 0 0

BOSS AN O H F AA NO 1 0 0 0 0 0

DIRECT REPORT AN O H F AA NO 2 1 0 0 0 0

PEER AN O H F AA NO 2 1 0 0 0 0

OTHER AN O H F AA NO 1 0 0 0 0 0

SECTION 3: IN DEPTH ITEM ANALYSIS

Rank Ordering of Scores: All Raters Category Below is a complete list of your All Raters scores for each behavior, ranked from highest to lowest.

This Leader... TRUSTDIMENSION ALL RATERS

TRUST SCORE

ALL RATERS TRUST LEVEL

45. Lacks sincerity and candor (Absence Of) COMMUNICATION 500 HIGH

18. Keeps confidential information appropriately COMMUNICATION 488 HIGH

22. "Shoots the messenger" who brings bad news (Absence Of) COMMUNICATION 488 HIGH

41. Refuses to allow others autonomy in their job (Absence Of) CAPABILITY 488 HIGH

6. Operates with "hidden agendas“ (Absence Of) CHARACTER 475 HIGH

33. Sends "mixed messages" by saying one thing and doing another (Absence Of)

CHARACTER 475 HIGH

40. Fails to "lead by example" and practice what he/she preaches (Absence Of)

CHARACTER 475 HIGH

42. Is unwilling to consider new ideas for accomplishing tasks (Absence Of)

CAPABILITY 475 HIGH

46. Communicates openly and honestly COMMUNICATION 475 HIGH

8. Neglects to share necessary information with others (Absence Of)

COMMUNICATION 463 HIGH

12. Makes insinuating remarks or slighting digs about other people (Absence Of)

COMMUNICATION 463 HIGH

14. Excludes others from the decision-making process (Absence Of)

CAPABILITY 463 HIGH

24. Looks for ways to blame others (Absence Of) COMMUNICATION 463 HIGH

38. Takes responsibility for the mistakes he/she makes COMMUNICATION 457 HIGH

7. Fails to do what he/she says he/she will do (Absence Of) CHARACTER 450 MODERATE

25. Is a "bottle neck" to getting things done (Absence Of) CAPABILITY 450 MODERATE

35. Micromanages his/her employees (Absence Of) CAPABILITY 450 MODERATE

43. Is unclear about his/her expectations (Absence Of) CHARACTER 450 MODERATE

26. Strives to improve his/her own skills and abilities CAPABILITY 443 MODERATE

1. Points out risky situations or areas of caution to his/her employees

COMMUNICATION 438 MODERATE

2. Receives constructive feedback without getting defensive COMMUNICATION 438 MODERATE

5. Speaks directly to the person with whom he/she has a concern or issue

COMMUNICATION 438 MODERATE

13. Gives people the "benefit of the doubt” COMMUNICATION 438 MODERATE

19. Gossips about other people (Absence Of) COMMUNICATION 438 MODERATE

23. Is dependable and you can count on him/her to follow through

CHARACTER 438 MODERATE

SECTION 3: IN DEPTH ITEM ANALYSIS

Rank Ordering of Scores: All Raters Category (Cont.) This Leader... TRUSTDIMENSION

ALL RATERS TRUST SCORE

ALL RATERS TRUST LEVEL

34. Lacks consistency - it is difficult to anticipate his/her needs or behavior (Absence Of)

CHARACTER 438 MODERATE

36. Fails to take timely action on important matters (Absence Of)

CAPABILITY 438 MODERATE

44. Supports his/her employees' continuous growth and development

CAPABILITY 438 MODERATE

47. Interacts with others in mutually serving ways CHARACTER 438 MODERATE

32. Allows his/her employees to participate in decision-making CAPABILITY 429 MODERATE

10. Actively strives to build supportive relationships COMMUNICATION 425 MODERATE

20. Is consistent in his/her behavior CHARACTER 425 MODERATE

27. Helps his/her employees learn new skills CAPABILITY 425 MODERATE

29. Lives the values he/she espouses by "walking the talk“ CHARACTER 425 MODERATE

28. Treats mistakes as an opportunity to learn CAPABILITY 414 LOW

48. Takes an active role in his/her employees' advancement CAPABILITY 414 LOW

15. Keeps agreements or renegotiates if he/she cannot CHARACTER 413 LOW

30. Is clear and explicit in his/her expectations CHARACTER 413 LOW

31. Gives employees the authority and responsibility needed to do their job

CHARACTER 413 LOW

37. Provides coaching and feedback on performance when needed

COMMUNICATION 413 LOW

39. Seeks the input of others in order to solve problems CAPABILITY 413 LOW

9. Provides adequate resources to accomplish assigned goals CHARACTER 400 LOW

11. Provides the freedom and flexibility necessary for people to do their jobs

CAPABILITY 400 LOW

4. Gives constructive feedback to his/her employees in ways that are timely and helpful

COMMUNICATION 388 VERY LOW

16. Expectations are appropriate - not too high or too low CHARACTER 388 VERY LOW

17. Clearly defines roles and responsibilities for achieving the team's goals and objectives

CHARACTER 375 VERY LOW

3. Gives employees the training necessary to do their jobs CAPABILITY 367 VERY LOW

21. Challenges his/her employees in ways that motivate them to learn and grow

CAPABILITY 350 VERY LOW

SECTION 4: YOUR VOICES

Section 4: Your Voices Comments from You and Your Raters

Question 1: What are the top three behaviors I currently demonstrate that build trust in my working relationships? This is a line of Sample Data

What are the top three behaviors this leader currently demonstrates that build trust in his or her working relationships? This is a line of Sample Data

SECTION 4: YOUR VOICES

Question 2: What are the top three behaviors I currently demonstrate that break trust or cause people to feel hurt, disappointed, and let down? This is a line of Sample Data

What are the top three behaviors this leader currently demonstrates that break trust or cause people to feel hurt, disappointed, and let down? This is a line of Sample Data

SECTION 4: YOUR VOICES

Question 3: What three behaviors, if practiced, would most improve the level of trust between myself and others? This is a line of Sample Data

What three behaviors, if practiced, would most improve the level of trust between this leader and others? This is a line of Sample Data