360° FEEDBACK SURVEY REPORT

JohnDoe
April 2020

Consulting Partner
 Table Of Content

1. Introduction 3
2. Benefits of a 360 Degree Feedback 4
3. Design and Process 5
4. Feedback Givers Snapshot 6
5. Reading Report 7
5.1 Using the Report 8
5.2 Overview 9
5.3 Competency Wise Detailed Analysis 10
5.3.1 Part A 11
[Link] Communication Skills 11
[Link].1 Definition 11
[Link] Adaptability 12
[Link].1 Definition 12
[Link] Collaboration 13
[Link].1 Definition 13
[Link] Team Leadership 14
[Link].1 Definition 14
[Link] Process Excellence & Innovation 15
[Link].1 Definition 15
[Link] Decision Making 16
[Link].1 Definition 16
Radar Graph 17
5.3.2 Part B 18
[Link] Gap Analysis 18
[Link] Top Five and Bottom Five 19
5.3.3 Part C 20
[Link] Comparative Analysis 20
5.4 Qualitative Feedback 23

[Link] 2
Introduction
What is 360 Degree Feedback?
360 degree feedback also known as a multi-rater or multi source feedback is a process where an individual receives
feedback from multiple sources with whom he/she has interacted in the course of discharging his/her job responsibilities
on a set of workplace competencies

The individual seeking feedback typically rates himself/herself on a

questionnaire (which is specially designed with a set of selected
competencies related to the workplace) and then seeks feedback using
the same questionnaire from 6-10 members from the workplace
belonging to different categories like Manager/Boss, Peers/Colleagues,
Subordinates/Direct Reports and external parties like
Customers/Vendors/Suppliers. This process provides the individual self
perceptions about himself/herself on the given set of competencies
and how others perceive him on the same set of competencies. The
analysis of the feedback is complied into a 360 degree feedback
report. The personal feedback report highlights differences between
the individual’s self perception and the feedback from others.

Critical areas for self-development are highlighted. The report becomes

a critical piece of evidence to support professional development
planning and as an input in the performance appraisal process and
management.

[Link] 3
360 Degree feedback has a number of uses and benefits:
1. Provides an opportunity to get feedback from people from whom we may usually not solicit feedback (for
example subordinates, peers, customers).
2. As a large number of people are invited across different categories to provide feedback, possibility of generating
a closer to reality picture of oneself is much higher.
3. The process is conducted under strict confidentiality and as such ensures honest and correct feedback from the
respondents.
4. Results in developing a better understanding of oneself based on the feedback from significant constituents and
helps in charting out a meaningful development roadmap.

The main uses and benefits for each constituent are provided below:

Individual Line Managers Organization

1. Brings better understanding of 1. Supports leadership, motivation 1. Aligns corporate, team and
self in terms of abilities, attitude and team-building individual objectives
2. Increases readiness to change 2. Provides basis for helping under 2. Improves performance,
3. Provides a blueprint for direction performers motivation and commitment
of change 3. Improves team and individual 3. Helps in focused T&D efforts
4. Improves performance and performance and organizational learning
relationships 4. Provides basis for giving non- 4. Useful in career planning and
5. Better alignment with financial rewards succession/retention of
organization/division goals 5. Provides for better employees
understanding of the employees 5. Supports culture-change and
strengths/weakness leadership development process

[Link] 4
Design and Process

About your 360 Degree Feedback Design and Process

You had responded to a specially designed questionnaire consisting of statements related to a set of select
competencies which have a direct bearing to your job responsibilities. You had also sought feedback from individuals
with whom you have direct interaction (Manager, Peers, Subordinates and Customers).

Competency Rating Scale

The select set of competencies against which you and You and other invited raters responded to the statements
others have rated are: in the questionnaire using the following rating scale:
1. Collaboration 1. Never
2. Communication Skills 2. Rarely
3. Adaptability 3. Sometimes
4. Team Leadership 4. Most Often
5. Process Excellence & Innovation 5. Almost Always
6. Decision Making 6. Always

[Link] 5
Feedback Givers Snapshot

Feedback Givers/Respondents: A Snapshot

A chart depicting the number of people you have sought feedback from (in Blue), the number who have responded (in
Green) and the number who have not responded (in Red).

5 5 5 5
5

4
4

3
3
Values

2
2

1
1

0
0
Managers Sub-Ordinates Peers

Total Given Not Given

[Link] 6
Reading Report

How to Read the Contents of this Report

Section 1: Using the Report
This section offers guidance on how to read and make the most of your report
Section 2: Overview
This section is your starting point for understanding your 360 degree feedback. It gives you an overview of how you
have scored on the set of competencies indicating where your strengths and areas for development lie.
Section 3: Competency Wise: Detailed Analysis
This section covers a detailed analysis of the feedback received on each of the competencies. This will help you to
understand your own perceptions and that of the others perception vis-à-vis the competencies. It provides three pieces
of information on every competency
Three Steps
1. Average Score for each competency
2. Rating given by different groups of raters
3. Rating on each element of each competency. It includes a Radar Graph
Gap Analysis (summary of Bright Spots and Dark Spots) and also provides the TOP FIVE and BOTTOM FIVE
elements of the competencies
Comparative Analysis at an Enterprise Level

Section 4: Qualitative Feedback

This part of the report covers the comments/suggestions made by people whom you had invited to rate you. This along
with the quantitative feedback on the competencies will help you to get a more holistic view of yourself.
Section 5: Development Planning
After you have read the report, and had a chance to reflect on the feedback given, this section will help you to plan your
development.

[Link] 7
Section 1: Using the Report
This section offers guidance on how to read and make the most of your report

Your feedback report is based on the questionnaire completed by you and a set of individuals whom you had invited
to provide feedback.

Ratings were elicited on a set of statements for each of the competencies. Each statement was rated on a numerical
scale and these ratings reflect how you were perceived to demonstrate each of the elements of the competencies by
your colleagues and yourself.

As you read through you report, please keep in mind that all the ratings are based upon perceptions, which generally
end to be subjective.

Please do make an attempt to understand the ratings especially given by others as they would have been given within
the context of your work and as they perceive you based on their interaction with you. It is good to reflect on the
feedback and introspect and take a constructive approach so that you develop better awareness of how others see.

On Rating Differences
Areas with large differences between Self and Others are often indicative of a need to understand your
perceptions and perception of others with respect to the competencies assessed
Generally large differences indicate potential areas of misunderstanding and underlying stress/conflict
between Self and Others
Do make a note of these differences so as to work on them in future

[Link] 8
 Section 2: Overview
- -
This section is your starting point for understanding your 360 degree feedback. It gives you an overview of how you
have scored on the set of competencies indicating your strengths and areas for development.

Competencies at a Glance

Competency Rating : Self Vs Others

2019 2020
5 5
5.5 5.6
Communication Skills
5 5
5.4 5.5
Adaptability
5 5
5.3 5.4
Collaboration
5 5
5.5 5.5
Team Leadership
5 5
5.3 5.4
Process Excellence & Innovation
5 5
5.5 5.6
Decision Making

Self Average Others Average

[Link] 9
Section 3: Competency-Wise Detailed Analysis
This section covers a detailed analysis of the feedback received on each of the competencies. This will help you
to understand your own perceptions and that of the others perception vis-à-vis the competencies. The analysis is
provided in three parts as detailed below:

PART A
Average score for each competency
Rating given by different groups of raters
Rating on each element of each competency (Element-wise analysis). It also provides a Radar graph

PART B
Provides a gap analysis (summary of bright spots and dark spots) and the TOP FIVE and BOTTOM FIVE
elements of the competencies

PART C
This section gives element-wise comparative analysis on the average of the responses you received versus
average response rate of the organization/enterprise

[Link] 10
Communication Skills
Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that
engages, influences the audience and helps them understand and retain the message.

Average Score for Communication Skills: 5.5(2019) - 5.6(2020)

Element-Wise Score Analysis

SNo Element Self Others Min. Others Avg. Others Max.
2019 2020 2019 2020 2019 2020 2019 2020
1 Communicates in structured and assertive manner 5 5 5 5 5.6 5.6 6 6
2 Has the ability to influence people 5 5 4 4 5.5 5.7 6 6
3 Communicates with confidence across different levels 5 5 5 5 5.5 5.7 6 6
of hierarchy
4 Expresses thoughts clearly with tact and sensitivity 5 5 4 5 5.5 5.7 6 6
5 Contributes effectively in meetings with clear outcomes 5 5 4 4 5.3 5.6 6 6
and decisions

Graph for Communication Skills

6 5.9 5.7 5.9
5.6
5.3
5 5 5
5
4
Rating

3
2
1
0
Self Peers Managers Sub-Ordinates
Respondents
2019 2020

[Link] 11
Adaptability
Maintaining effectiveness when experiencing major changes in work tasks or the work environment; adjusting
effectively to work within new work structures, processes, requirements, or cultures

Average Score for Adaptability: 5.4(2019) - 5.5(2020)

Element-Wise Score Analysis

SNo Element Self Others Min. Others Avg. Others Max.
2019 2020 2019 2020 2019 2020 2019 2020
1 Is seen as a role model and change agent for others to 5 5 4 4 5.3 5.3 6 6
emulate
2 Team members or other junior colleagues look up to 5 5 4 4 5.5 5.5 6 6
him or her for guidance
3 Looks for opportunities to push the agenda of change 5 5 4 4 5.4 5.4 6 6
4 Is forward thinking and creates an environment that 5 5 4 5 5.3 5.8 6 6
promotes changes
5 Adapts to changing business environment fast and 5 5 4 4 5.4 5.6 6 6
helps team to settle down too

Graph for Adaptability

6 5.6 5.8 5.8
5.5
5 5 5.1
5 4.6
4
Rating

3
2
1
0
Self Peers Managers Sub-Ordinates
Respondents
2019 2020

[Link] 12
Collaboration
Developing, maintaining and strengthening partnerships with others inside or between departments who can provide
information, assistance, and support to achieve business goals

Average Score for Collaboration: 5.3(2019) - 5.4(2020)

Element-Wise Score Analysis

SNo Element Self Others Min. Others Avg. Others Max.
2019 2020 2019 2020 2019 2020 2019 2020
1 Engages actively with key stakeholders (internal as well 5 5 3 4 5.2 5.2 6 6
as external) to develop network and builds long term
relationships
2 Resolves conflict within the team and encourages 5 4 5.3 6
collaboration among team members
3 Extends assistance at the time of need and works 5 5 5 4 5.6 5.4 6 6
towards building an amiable relationship
4 Is an avid listener and believes in paying attention to 5 5 3 4 5.2 5.6 6 6
other's view point carefully, asking relevant questions
5 Finds opportunities to work with different teams/leaders 5 5 3 4 5.1 5.3 6 6
to benefit the School
6 Resolves conflicts in all working relationships and 5 4 5.4 6
encourages collaborative working

Graph for Collaboration

6 5.8 5.8
5.3 5.4
5 5
5 4.5 4.7
4
Rating

3
2
1
0
Self Peers Managers Sub-Ordinates
Respondents
2019 2020

[Link] 13
Team Leadership
Creating an environment where people are inspired to do their best. Coaching, supporting and empowering people to
foster personal and professional development. Identifying and developing high potential talent.

Average Score for Team Leadership: 5.5(2019) - 5.5(2020)

Element-Wise Score Analysis

SNo Element Self Others Min. Others Avg. Others Max.
2019 2020 2019 2020 2019 2020 2019 2020
1 Effectively creates a next line of command and grooms 5 4 5.4 6
them accordingly to take up future leadership roles
2 Is a role model for other leaders to emulate his/her 5 5 4 5 5.3 5.5 6 6
style of leadership
3 Acts as a coach & mentor to his/her team members 5 5 5.5 6
4 Is able to provide directional leadership for teams to 5 5 5.6 6
perform and excel and inspires them to stretch beyond
their defined job roles.
5 Is able to do an effective assessment of team members 5 3 5.5 6
and provide developmental inputs accordingly
6 Can see a second line of command who can take up 5 4 5.5 6
responsibilities in times of contingency or in future
7 Demonstrates ability to coach/mentor others to develop 5 4 5.3 6
their competence
8 Is able to provide a clear direction in any project or 5 5 5.8 6
assignment or collaborative engagement and inspires
people to go beyond their defined roles
9 Is able to track performance of any operating or project 5 5 5.6 6
team or collaborative work team; and offers
constructive inputs for development

Graph for Team Leadership

6 5.7 5.8 5.8 5.6
5 5 5.2
5 4.7
4
Rating

3
2
1
0
Self Peers Managers Sub-Ordinates
Respondents
2019 2020

[Link] 14
Process Excellence & Innovation
Challenging the existing practices and thinking out of the box to come up with next practices, thereby demonstrating
alternative thinking and drive for delivering excellence

Average Score for Process Excellence & Innovation: 5.3(2019) - 5.4(2020)

Element-Wise Score Analysis

SNo Element Self Others Min. Others Avg. Others Max.
2019 2020 2019 2020 2019 2020 2019 2020
1 Exhibits thought leadership and out of box thinking to 5 5 4 4 5.3 5.7 6 6
contribute towards germinating new ideas, establishing
criteria or developing new process or techniques
2 Sets high standards for quality and ensure best 5 5 4 4 5.2 5.3 6 6
practice implementation within department as well as
School level
3 Provides data analytics that enables better decision 5 5 3 4 5 5.2 6 6
making
4 Is solution oriented 5 5 5 5 5.7 5.8 6 6
5 Aims for industry best practice to be evolved/adopted 5 5 4 5 5.2 5.3 6 6

Graph for Process Excellence & Innovation

6 5.6 5.8
5.3 5.5
5 5 5.1
5 4.8

4
Rating

3
2
1
0
Self Peers Managers Sub-Ordinates
Respondents
2019 2020

[Link] 15
Decision Making
Identifying and understanding issues, problems, and opportunities; comparing data from different sources to draw
conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking
action that is consistent with available facts, constraints, and probable consequences.

Average Score for Decision Making: 5.5(2019) - 5.6(2020)

Element-Wise Score Analysis

SNo Element Self Others Min. Others Avg. Others Max.
2019 2020 2019 2020 2019 2020 2019 2020
1 Completely owns any decisions taken, especially when 5 5 4 5 5.4 5.6 6 6
it faces failure
2 Engages with key stakeholders to drive consensus 5 5 4 4 5.5 5.4 6 6
around critical decisions
3 Is able to take decisions under ambiguous & uncertain 5 5 4 5 5.6 5.8 6 6
business environment
4 Decisions are based on thorough understanding of 5 5 4 4 5.5 5.6 6 6
issues and solutions offered are practical and basis
analysed data and logical reasoning
5 Enables team to take decisions by providing defined 5 5 5 5 5.3 5.5 6 6
operating frameworks

Graph for Decision Making

6 5.7 5.7 5.8
5.5 5.3
5 5 4.8
5
4
Rating

3
2
1
0
Self Peers Managers Sub-Ordinates
Respondents
2019 2020

[Link] 16
Radar Graph
The following radar graph shows graphically the differences between self rating and average of others rating, of
the various [Link] distance between self rating and the rating of the others, indicate the perceived
difference between self and others.

2019 Self Others

Communication Skills
6

Decision Making Adaptability

3

Process Excellence & Innovation Collaboration

Team Leadership

2020 Self Others

Communication Skills
6

Decision Making Adaptability

3

Process Excellence & Innovation Collaboration

Team Leadership

[Link] 17
Gap Analysis
Summary of Bright Spots and Dark Spots
The self column, shows how you rated yourself. The other columns show the difference between others' scores
and your own score. Only those behaviours where there is a significant difference between your own and others'
ratings are shown.
The report shows your rating and other's ratings. A significant gap is where there is a difference of at least 3
points between your self rating and others' ratings. The positive gaps and negative gaps represent your most
significant unrecognised strengths (BRIGHT SPOTS) and blind-spots(DARK SPOTS), respectively.

BRIGHT SPOTS
Our perception of self could be vastly different from what others see or think about us. Sometimes there could be a
negative skew meaning that we may not see ourselves as having the required skills or capabilities in a given area.
Whereas, others would think that we possess (either based on interaction with us or because of our demonstration) the
required competency. Such areas are called BRIGHT SPOTS.

You do not have any Bright Spots.

DARK SPOTS
Our perception of self could be many a time different from what others see or think about us. Sometimes there could be a
positive skew meaning that we may see ourselves as having the required skills or capabilities in a given area. Whereas,
others would think that we do not posses (either based on interaction with us or because of our demonstration) the
required competency. Such areas are called DARK SPOTS

You do not have any Dark Spots.

Inference
No Bright Spots and Dark Spots.

You seem to have a very realistic estimation of yourself.

Your self-perception and other’s perception seem to converge.

[Link] 18
Top Five and Bottom Five
What is this TOP FIVE Elements about?
The following five elements/behaviours of the competencies were identified by your respondents as your greatest
strengths. They are rank ordered in terms of the ratings received and the first item is your most effective
behaviour or you are most effective in. These are the areas in which you contribute most in your role.

Top Scoring Elements/Competency

Element Competency Avg(Others)

Is solution oriented Process Excellence & Innovation 5.8

Is able to take decisions under ambiguous & uncertain business Decision Making 5.8
environment

Is able to provide a clear direction in any project or assignment Team Leadership 5.8
or collaborative engagement and inspires people to go beyond
their defined roles

Is forward thinking and creates an environment that promotes Adaptability 5.8

changes

Exhibits thought leadership and out of box thinking to contribute Process Excellence & Innovation 5.7
towards germinating new ideas, establishing criteria or
developing new process or techniques

What is this BOTTOM FIVE Elements about?

The following five elements/behaviours were identified by your respondents as those in which you are least
effective. They are rank ordered and the first item is the behaviour that received the lowest score. It is suggested
you pay immediate attention to these five and focus your developmental activities on them

Lowest Scoring Elements/Competency

Element Competency Avg(Others)

Engages actively with key stakeholders (internal as well as Collaboration 5.2

external) to develop network and builds long term relationships

Provides data analytics that enables better decision making Process Excellence & Innovation 5.2

Sets high standards for quality and ensure best practice Process Excellence & Innovation 5.3
implementation within department as well as School level

Finds opportunities to work with different teams/leaders to Collaboration 5.3

benefit the School

Is seen as a role model and change agent for others to emulate Adaptability 5.3

[Link] 19
 Comparative Analysis
- -
What is this Comparative Analysis At Group Level about?
The following comparative-scores-table gives you an indication of where you stand with respect to others in your
group of ACME Comparative Analysis 3rd April 2020, along the various competencies and [Link] data
helps you assess where you stand on various aspects vis-a-vis your group. You may on your own volition try to
find out which are the areas you would like to focus on based on this information either to match up or march
ahead. Note:
1. My Rating - Self: Shows what you have rated yourself
2. My Rating - Others’: Shows the average rating of what the others (managers, peers, subordinates) have
rated you
3. Group Rating - Self: Shows the average of "self-rating" given by your group to themselves.
4. Group Rating - Others’: Shows the average of "others-rating" received by your group from their respective
managers, peers & subordinates.

Competency Element Rating Avg Enterprise Avg

2019 2020 2019 2020

Communication Skills Communicates in structured and assertive manner 5.6 5.6 5.1 5.3

Has the ability to influence people 5.5 5.7 5 5.1

Communicates with confidence across different levels 5.5 5.7 5.3 5.4
of hierarchy

Expresses thoughts clearly with tact and sensitivity 5.5 5.7 5.1 5.3

Contributes effectively in meetings with clear 5.3 5.6 5.2 5.3

outcomes and decisions

Adaptability Is seen as a role model and change agent for others 5.3 5.3 4.7 4.8
to emulate

Team members or other junior colleagues look up to 5.5 5.5 5 5.1

him or her for guidance

Looks for opportunities to push the agenda of change 5.4 5.4 4.9 5.1

Is forward thinking and creates an environment that 5.3 5.8 5 5.1

promotes changes

Adapts to changing business environment fast and 5.4 5.6 5 5.2

helps team to settle down too

Collaboration Engages actively with key stakeholders (internal as 5.2 5.2 5.2 5.3
well as external) to develop network and builds long
term relationships

Resolves conflict within the team and encourages 5.3 4.9

collaboration among team members

Extends assistance at the time of need and works 5.6 5.4 5.3 5.5
towards building an amiable relationship

Is an avid listener and believes in paying attention to 5.2 5.6 5.1 5.3
other's view point carefully, asking relevant questions

Finds opportunities to work with different 5.1 5.3 5.2 5.3

[Link] 20
 Competency Element Rating Avg Enterprise Avg

2019 2020 2019 2020

teams/leaders to benefit the School

Resolves conflicts in all working relationships and 5.4 5.2

encourages collaborative working

Team Leadership Effectively creates a next line of command and 5.4 4.7
grooms them accordingly to take up future leadership
roles

Is a role model for other leaders to emulate his/her 5.3 5.5 4.7 4.8
style of leadership

Acts as a coach & mentor to his/her team members 5.5 5

Is able to provide directional leadership for teams to 5.6 5

perform and excel and inspires them to stretch
beyond their defined job roles.

Is able to do an effective assessment of team 5.5 4.9

members and provide developmental inputs
accordingly

Can see a second line of command who can take up 5.5 4.9
responsibilities in times of contingency or in future

Demonstrates ability to coach/mentor others to 5.3 5.1

develop their competence

Is able to provide a clear direction in any project or 5.8 5.2

assignment or collaborative engagement and inspires
people to go beyond their defined roles

Is able to track performance of any operating or 5.6 5.3

project team or collaborative work team; and offers
constructive inputs for development

Process Excellence & Exhibits thought leadership and out of box thinking to 5.3 5.7 4.9 5.1
Innovation contribute towards germinating new ideas,
establishing criteria or developing new process or
techniques

Sets high standards for quality and ensure best 5.2 5.3 5.1 5.3
practice implementation within department as well as
School level

Provides data analytics that enables better decision 5 5.2 4.9 5.2
making

Is solution oriented 5.7 5.8 5.2 5.4

Aims for industry best practice to be evolved/adopted 5.2 5.3 5.1 5.2

Decision Making Completely owns any decisions taken, especially 5.4 5.6 5.1 5.2
when it faces failure

Engages with key stakeholders to drive consensus 5.5 5.4 5.1 5.3
around critical decisions

Is able to take decisions under ambiguous & 5.6 5.8 5 5.1

uncertain business environment

Decisions are based on thorough understanding of 5.5 5.6 5.1 5.3

[Link] 21
 Competency Element Rating Avg Enterprise Avg

2019 2020 2019 2020

issues and solutions offered are practical and basis
analysed data and logical reasoning

Enables team to take decisions by providing defined 5.3 5.5 4.9 5.2
operating frameworks

[Link] 22
 Section 4: Qualitative Feedback
- -
This part of the report covers the comments/suggestions made by people whom you had invited to rate you. This
along with the quantitative feedback on the competencies will help you to get a more holistic view of yourself.

Comments and Suggestions by Self

Strengths
Adaptability, people management, strategic thinking

Development Area
Assertiveness

Start
Start being a tough task master

Stop
Stop being emotional while taking decisions

Continue
Continue to focus on the big picture

Comments and Suggestions by Others

Strengths
* School level knowledge
* Communication & language
* Confidence
* Vocal
* Committed
* Competent
* Hardworking
* Approachable
* Solution Orientated
* Adapts quickly to change
* Peoples Leader
* Approachable
* Accommodating
* Critical thinking skills
* People management
* Intellectual horsepower
* Leads by Example
* Motivation
* Empowerment to team members
* Willingness to support
* Vision
* Cohesive thought process
* Overall understanding of situations & business as a leader
* Open for discussions and approachable
* Kind
* Compassionate
* Very bright and forward-thinking
* Insightful
* Good team player
* Objective decision making

[Link] 23
* He is a people's leader who believes that he is paid to solve his team's problems, backs them in areas they require
support and encourages them to optimize their strengths
* He is an excellent communicator and a problem solver who leads with compassion and vision
* He is extremely approachable and always open to suggestions
NOTE: The above statements are as given by the feedback givers – no change in content (other than spellings) has been
made

Development Area

* Have open communications

* Be collaborative with peer group to build leadership strength at CEE
* Be open to others opinion
* Critical thinking
* Sharing clear work expectations with team
* Innovation/creativity
* Mentoring/coaching
* Cross-Department Leadership
* Enhance the frequency of sharing feedback with team members
* Enhance engagement with the team for solving business challenges
* Further enhance a culture of trust among team members
* Frequent Feedback
* Frequent connect with the team formally/informally
* Share personal inputs with teams on his vision for the team
* Feedback and Coaching for teams
* Personal confidence
* Persuasion skills
* Getting others to advocate his views
* Comes across as prejudiced at times
* Should network more outside his team
* Should support all team members equally and not be biased
* Make more time to mentor other people in the team as well since the more we work directly with him the more we learn,
and create a development plan for them
NOTE: The above statements are as given by the feedback givers – no change in content (other than spellings) has been
made

Start

* He should start mapping his sales force managers to tap market potential through field visits in order to generate
business opportunities
* Invest in self-development
* Provide more work-related ongoing feedback to others
* Keep going as you are going
* Increase energetic self-promotion
* Create more engagement opportunities with team members
* Frequent feedback and review meetings
* Capitalize each of the team members for the overall achievement of the teams objective
* Try to work outside of his comfort zones
* Speak up in large meetings
* Start building network apart from his own team
* Connect with skip level functional managers & team to keep his ear to the ground on a regular, more frequent basis and
continue giving them strategic direction which the line managers are not able to provide at the moment. Sometimes if that
means he implements what he thinks will work directly over the team leader's wishes, then he must not hesitate to do so
NOTE: The above statements are as given by the feedback givers – no change in content (other than spellings) has been
made

Stop

* He should stop being an inclusive person and prepare himself for the next level of leadership

[Link] 24
* It will be good if you operate without your unconscious preference to a selected few team members
* Limiting his circle of engagement
* Accept past solutions
* Ask what can we change
* Experiment
* Stop being biased towards one team member and treat everybody equally
NOTE: The above statements are as given by the feedback givers – no change in content (other than spellings) has been
made

Continue

* He should continue engaging with other departments to improve new opportunities through cross-collaboration with
CAS, ASA, etc
* Continue to work hard
* Teamwork
* Your working style of open, collaboration, without ego, agile, please continue this is very helpful
* Continue to be more creative to newer ideas
* Transparency in leading
* Empowerment of team members
* Continue offering support
* Share his inputs and thoughts and enable the team member for taking the right decision
* Openness to new ideas and share his thoughts on improvisation and viability asking questions
* John Doe is extremely intelligent
* Continue to communicate clearly and be an objective decision-maker
* Continue being the service/people leader he is, it's a rare type
* He is extremely cool-headed and congenial
* He needs to continue being the same as this year is going to be tougher in sales and functional managers are going to
feel under greater pressure, hence his direct presence and guidance are extremely essential now more than ever
* With his diverse experience in other sectors, he can provide the strategic inputs that line managers lack to navigate the
tough market post-Covid-19. Hence he should not leave it to them completely
* He will need to exercise his executive decisions more than ever now whereas his natural style is to trust his direct
reports and let them run things their way. However, we cannot risk that in 2020 as most of them don't have the
experience, foresight, and strategic vision he has. Unfortunately going against his natural style he will have to
micromanage
NOTE: The above statements are as given by the feedback givers – no change in content (other than spellings) has been
made

[Link] 25
Powered by TCPDF ([Link])