Feedback Report

Feedback Results

PPI Senior Leadership Profile

Before you begin analyzing this report, make sure you are mindful of what you want to achieve in your work and career. Take a few moments to also think about your present job, the people with whom you work, and the environment in which you work. Your raters draw on recent experiences, such as the last few projects or previous year, when evaluating your management or leadership practices.

How to Approach Your ResultsThe Importance of Your Feedback

Highest Competencies

Highest scoring competencies can indicate the skills you may need to leverage while working on development opportunities. It is always good practice to look at the scores from other rater groups an... (more)

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Gap Analysis

The Gap Analysis is designed to further clarify and prioritize your strengths and challenges by indicating the level of agreement between you and your raters.

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Comparing Competency Scores

Look for consistencies between different rater levels. If all of your raters rated you extremely low in a particular competency then it may be an area to focus on in your development plan. Difference... (more)

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I. Core Skills - The Leadership Role

Overall Scores

	Raw Avg	Norm	Centile
1 Self	5.80	5.32	74
2 Direct Reports	5.30	5.56	41
3 Peers	4.20	5.25	15
1 Manager	6.20	5.32	82
2 Others	5.40	5.39	50
All Raters	5.03	5.37	39

Question Scores(view rating scale)

15. Articulates their vision in specific and concrete terms


Raw Avg	SD	NA	1	2	3	4	5	6	7
5.00	---	.	.	.	.	.	1	.	.
5.50	0.71	.	.	.	.	.	1	1	.
4.00	3.00	.	1	.	.	1	.	.	1
5.00	---	.	.	.	.	.	1	.	.
5.50	0.71	.	.	.	.	.	1	1	.
4.88	0.71	.	1	.	.	1	3	2	1

21. Establishes and communicates an inspiring vision


Raw Avg	SD	NA	1	2	3	4	5	6	7
5.00	---	.	.	.	.	.	1	.	.
5.50	0.71	.	.	.	.	.	1	1	.
3.67	2.31	.	1	.	.	.	2	.	.
7.00	---	.	.	.	.	.	.	.	1
5.50	0.71	.	.	.	.	.	1	1	.
5.00	1.36	.	1	.	.	.	4	2	1

39. Actively promotes positive change


Raw Avg	SD	NA	1	2	3	4	5	6	7
6.00	---	.	.	.	.	.	.	1	.
5.00	1.41	.	.	.	.	1	.	1	.
4.33	2.08	.	.	1	.	.	1	1	.
7.00	---	.	.	.	.	.	.	.	1
5.50	2.12	.	.	.	.	1	.	.	1
5.13	1.13	.	.	1	.	2	1	2	2

47. Models actions to be consistent with a forward-thinking organization


Raw Avg	SD	NA	1	2	3	4	5	6	7
6.00	---	.	.	.	.	.	.	1	.
4.50	2.12	.	.	.	1	.	.	1	.
4.67	2.31	.	.	1	.	.	.	2	.
5.00	---	.	.	.	.	.	1	.	.
5.00	---	.	.	.	.	.	2	.	.
4.75	0.25	.	.	1	1	.	3	3	.

50. Convinces others when advocating for a new approach


Raw Avg	SD	NA	1	2	3	4	5	6	7
7.00	---	.	.	.	.	.	.	.	1
6.00	1.41	.	.	.	.	.	1	.	1
4.33	2.89	.	1	.	.	.	.	2	.
7.00	---	.	.	.	.	.	.	.	1
5.50	0.71	.	.	.	.	.	1	1	.
5.38	1.11	.	1	.	.	.	2	3	2

Comments

Comments are shown exactly as your raters entered them and are randomized within each rating group to help protect rater identity.

What does this person do that should be continued?What should this person do to be more effective?What does this person do that should be stopped?What could you do more of to help this person develop on the opportunities you identified, or make it easier for them to do so?