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The Booth Company
Sample LCM Composite report
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Leadership Competencies for Managers Survey
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November 2010
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Leadership Competencies for Managers Survey
Table of Contents
E What's in this report?
Introduction
An introduction to the report, the Task Cycle®
methodology, and definitions throughout the report.
How did the group do overall?
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Summaries
Task Cycle® Summary: An overall summary of the
group's centile scores averaged by Task Cycle® phase
and rater group.
Plots of the Group's Raw and Centile Scores: Line
plots of the group's centile scores and raw scores
separated by rater group.
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Current Centile Scores Compared to Previous
Scores (this chart only shows if survey data from
previous time is available): A comparison of the
group's current scores to previous scores.
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How did the group do in detail?
Dimension (Skill) Scores: The group's overall scores
for each Task Cycle® skill.
Question Scores: A detailed listing of responses for
each question of the survey.
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Scores & Details
Report designed and created by The Booth Company
Task Cycle® name and image are registered trademarks of the Clark Wilson Group, Inc.
Task Cycle® survey content is copyrighted by the Clark Wilson Group, Inc.
Leadership Competencies for Managers Survey
Introduction
What's in this report?
Before analyzing this report, make sure you are mindful of what the group would like to achieve. Take a few
moments to also think about the group's present function, the other people in the group, and the environment in
which the group operates. The group's raters draw on recent experiences, such as the last few projects or previous
year, when evaluating the group's management practices.
IMPACT OR OUTCOMES
The feedback in this report is organized into six
phases of activity that all executives, leaders and
managers engage in, called the Task Cycle®. The
Task Cycle® is a sequential, valid organizing tool that
can help you know where to focus your development.
The dimensions that make up the phases of the Task
Cycle® are the fundamental skills. The Outcome or
Impact dimensions that follow show the effect of the
Task Cycle® skills on how others perceive the group.
The group's skill competence is integral to the
impression it makes.
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THE TASK CYCLE®
KEY TERMS AND CONCEPTS
Task Cycle® Phases
I. ESTABLISHING THE PURPOSE
II. LAYING THE FOUNDATION
III. SUSTAINING THE EFFORT
IV. FEEDBACK
Raw Score
This is the actual score that was given to the group by
those who completed the survey.
Centile
This compares the group's scores to everyone else
who has taken the survey. If the centile score for a
particular skill is "30," it means that 30% of the groups
who have taken the survey scored lower (and 70%
scored higher). Centile scores are presented frequently
throughout the report, and are intended to give you a
competitive analysis of how the group's leadership
skills compare to others in similar professional
situations.
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LCM
TASK CYCLE®
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V. DRIVING TOWARD SUCCESS
VI. RECOGNITION
Why you should care about the Task Cycle®
1. The Task Cycle® organizes all of the group's
feedback data into logical, business-relevant
categories of action, which will help to focus and
direct the group's developmental activity.
2. The Task Cycle® is organized sequentially, with
the phases of greatest leverage appearing first. As
a result, if the group focuses on developing capacity
in the earliest phases of the cycle, you will see the
greatest benefit to the group's entire performance in
management.
3. The group's performance across the Task
Cycle® phases predicts how others perceive the
impact of the group's efforts.
Situational Scales (***)
Dimensions marked with (***) are dimensions on which
high scores are not necessarily desirable. When these
are the only strengths in a profile, it indicates that the
leadership group is pushing, not leading. However, when
balanced with solid leadership skills and used
strategically, they can significantly enhance the group's
leadership abilities.
Consistency or Differences Between Raters
Look for such distinguishing characteristics as
consistencies between different rater levels. If all of the
raters rated the group extremely low in particular
dimensions, these may be good areas in which to focus
plans for development.
Differences between scores, especially self and others,
can provide very useful clues. Remember that all of the
ratings depend on the visibility of the group's skills to
different raters. Direct Reports might have a better
understanding of the group's skills in a particular area,
so their scores in that area might be more important
than scores provided by Peers.
The Booth Company. All rights reserved.
3
Sample LCM Composite report
11/10
Leadership Competencies for Managers Survey
Summaries
How did the group do overall?
TASK CYCLE® SUMMARY
All of the group's centile scores are averaged and are shown for each phase
of the Task Cycle®. Consider the Task Cycle® when looking at the scores,
keeping in mind the importance of the Task Cycle® sequence. Its premise
states that some tasks come first in time and importance. Mastery of the
intital tasks influences mastery of the following tasks.
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Note that situational scales, identified by 3 asterisks (***), are interpreted in
light of the situation and therefore are not included in the summary.
PLOTS OF RAW AND CENTILE SCORES
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All of the group's raw scores for each dimension are presented separately
for each rater level on the plot at the top of the page. The scores group
members gave themselves (via self-surveys) are also plotted. Compare
different rater levels and look for trends. A legend showing the colors for
each rater level is located at the bottom of the page.
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The centile plot shows a summary of the group's scores for each dimension
and serves as the primary interpretation tool for many users. All of the
group's centile scores for each dimension are presented separately for each
rater level on the plot. The scores participants gave themselves are also
plotted.
The Booth Company. All rights reserved.
11/10
Sample LCM Composite report
4
Leadership Competencies for Managers Survey
Summaries
TASK CYCLE® SUMMARY
PHASE CENTILE AVERAGES BY RATER GROUP
low
TASK CYCLE® PHASES
LCM
TASK CYCLE®
0
10
low
average
20
30
average
40
50
high
high
average
60
70
80
90
100
I. ESTABLISHING THE PURPOSE
40
39
41
55
II. LAYING THE FOUNDATION
38
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29
Importance of the Task Cycle®
Its premise states that some
tasks come first in time and
importance. Mastery of the initial
tasks influences mastery of the
following tasks.
Scores that land in the shaded
areas indicate an area that you
may be losing leverage within
the Task Cycle®. Review your
dimension scores for a better
analysis.
40
III. SUSTAINING THE EFFORT
40
39
41
36
IV. FEEDBACK
57
54
51
66
34
36
29
34
VI. RECOGNITION
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Reports
Peers
Supv
Self
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V. DRIVING TOWARD SUCCESS
46
33
22
32
OUTCOMES
35
32
18
38
The Booth Company. All rights reserved.
5
Sample LCM Composite report
11/10
LOW
10
20
40
I
REPORTS
11/10
II
PEERS
III
SUPV
AVERAGE
50
60
80
90
IV
HIGH
YOUR CENTILE SCORES (How You Compare To The Norm)
E. PLANNING AND
COLLABORATION
D. PROBLEM SOLVING &
DECISION MAKING
C. INNOVATION & RISK-TAKING
B. COMMUNICATING
EFFECTIVELY
A. ENVISIONING OPPORTUNITIES
1
V
VI
P. OVERALL EFFECTIVENESS
O. TENSION LEVEL (***)
N. RECOGNITION OF GOOD
PERFORMANCE
M. GOAL PRESSURE (***)
L. DELEGATION
K. PERSONAL DRIVE
J. STANDARDS OF
PERFORMANCE
I. PROVIDING FEEDBACK
H. COACHING
G. TEAM DEVELOPMENT
F. MANAGING CONFLICT
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3
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Leadership Competencies for Managers Survey
Summaries
PLOTS OF YOUR RAW AND CENTILE SCORES
YOUR RAW SCORES (Actual Survey Responses)
Outcomes
SELF
The Booth Company. All rights reserved.
Sample LCM Composite report
6
Leadership Competencies for Managers Survey
Scores & Details
How did the group do in detail?
DIMENSION AND QUESTION SCORES
Dimension (Skill) Scores
The dimension table allows you to compare the group's rankings on each
dimension from each rater group.
· Most groups will have separate rows for direct reports, peers, a
supervisor and self.
· Peers and reports are not broken out separately when the minimum
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number required to protect rater anonymity are not completed by the
survey deadline.
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Question Scores
Below the dimension table you will see data for each question making up the
dimension. This includes: average score, standard deviation, exact
frequency of the “NR” and “1-7” ratings, and, if the group has taken the
survey before, previous average scores.
The Booth Company. All rights reserved.
7
Sample LCM Composite report
11/10
Leadership Competencies for Managers Survey
Scores & Details
I. ESTABLISHING THE PURPOSE
A. Envisioning Opportunities
Dimension Scores
PRE
AVG
PRE
CEN
39
---
---
5.55
35
---
---
5.59
43
---
---
5.46
51
---
---
RATER(S)
RAW
AVG
NORM
CENTILE
REPORTS (42)
5.31
5.62
PEERS (67)
5.16
SUPV (16)
5.42
SELF (11)
5.47
10
20
30
40
70
80
90
AVERAGE
HIGH
2
1
4
.
17. Is a leader in promoting new ideas
and change
49. Anticipates changes that will be
needed in the future
56. Demonstrates knowledge of our
industry
.
0.8
2
1.5
5.6
PEERS
5.4
SUPV
5.3
4
5
6
7
5
8
14
13
---
8
25
19
8
---
PRE
AVG
.
.
2
1
3
7
3
---
SELF
5.4
1.1
.
.
.
.
3
3
3
2
---
REPORTS
5.6
0.9
1
.
.
2
6
9
13
11
---
PEERS
5.4
0.8
5
.
1
1
14
20
20
6
---
SUPV
5.3
1.6
.
.
1
.
3
2
5
5
---
SELF
5.5
1.1
.
.
.
.
3
1
5
2
---
REPORTS
4.3
1.6
4
1
3
5
13
5
5
6
---
PEERS
4.4
1.2
9
.
7
8
22
10
5
6
---
SUPV
4.8
1.8
.
.
1
2
2
3
5
3
---
SELF
5.1
1.6
.
.
1
.
4
.
4
2
---
REPORTS
4.9
1.1
1
1
2
3
8
8
12
7
---
PEERS
4.9
1.4
7
.
7
5
12
14
14
8
---
SUPV
5.7
1.2
.
.
.
1
.
5
4
6
---
SELF
5.5
0.8
.
.
.
.
1
5
4
1
---
REPORTS
5.9
1.2
.
.
.
3
1
7
13
18
---
PEERS
5.5
0.9
7
.
.
6
10
15
19
10
---
SUPV
6.1
0.8
1
.
.
.
1
3
5
6
---
SELF
5.9
1.3
.
.
.
1
1
.
5
4
---
Sa
33. Has good ideas to improve our
products and services
1.2
REPORTS
- always...
.
.
Develops innovative ideas to
improve the quality of services
SD
- almost always...
- sometimes...
.
1.
NR
AVG
- often...
- almost never...
3
Question # within survey
- average
- never...
2
i
- not rated, N/A
1
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Question Scores
60
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LOW
50
The Booth Company. All rights reserved.
11/10
Sample LCM Composite report
8