360 Degree Feedback Report - Pearn Kandola...360 Feedback Report for A SAMPLE | Oct 2017 ©2017...

360 Degree

Feedback Report

A SAMPLE

OCTOBER 2017

360 Feedback Report for A SAMPLE | Oct 2017

©2017 Pearn Kandola LLP 2

Introduction

This 360 Degree Feedback Questionnaire was created to get a measure of how you and others rate your performance against our leadership

behaviours.

This report allows you to see how your nominated respondents perceive you. We encourage you to accept others’ perceptions with a

positive frame of mind and to remember that it has been offered with the intention of helping you plan your development.

You are encouraged to share this report with your manager and it should form the foundation for further conversations about your on-going

development.

How to read your report

The key pointers to consider are:

- Your overall average rating for each performance area

- The variability of your ratings between different respondent groups

- The comparison between your self-ratings and those of your different nominees

- Any themes within the supplementary comments.

In order to protect confidentiality, ratings from, groups of individuals will not be shown if there are less than 2 individuals answering in each

category (with the exception of your line manager), but will be included in the calculation of the average rating for ALL respondents.

The rating scale

Within the 360 Degree Feedback Questionnaire, items are rated on a four-point scale as shown below. Where there are groups of

respondents, average scores are shown.

Key

1 Significant area for development (demonstrates this

behaviour in ineffective ways)

2 Area for development (demonstrates this behaviour

in less effective ways)

3 Strength (demonstrates this behaviour in an effective

way)

4 Significant strength (demonstrates this behaviour in

highly effective ways)

N/A Not close enough to comment



OVERALL COMPETENCE FEEDBACK

Please note that all participant comments are in their original format and have not been altered or proof read for spelling or errors.

Number of Respondents

Colleagues 9

Direct Reports 10

Manager 1

Please note, that where a respondent group has only one respondent, then scores are not shown in to preserve anonymity. However, their

scores are included in the Respondent Average.

WE ARE COMMITTED TO CONTINUOUS IMPROVEMENT

Self 2.8

Colleagues 3.3&N/A

Direct Reports 3.3&N/A

Manager 4

Respondents Average 3.4&N/A

WE SUPPORT ONE ANOTHER

Self 2.7

Colleagues 3.1&N/A


Manager 4


WE ACT WITH INTEGRITY

Self 2.7

Colleagues 3.1&N/A


Manager 4




WE ALWAYS DELIVER

Self 3.2

Colleagues 4&N/A

Direct Reports 4&N/A

Manager 4

Respondents Average 4&N/A

WE COLLABORATE WITH OUR CUSTOMERS

Self 2.3

Colleagues 3.4&N/A


Manager 3




WE ARE COMMITTED TO CONTINUOUS IMPROVEMENT

Challenges unhelpful behaviour.

Self 2

Colleagues 2.8

Direct Reports 3.2

Manager 4

Respondents Average 3.2

Is curious and open to new ideas and perspectives.

Self 4

Colleagues 3.6&N/A

Direct Reports 3.5

Manager 4


Encourages two way communication

Self 3

Colleagues 3.5&N/A

Direct Reports 3.3

Manager 4


Is creative in solving complex problems.

Self 3

Colleagues 3.3

Direct Reports 3.3

Manager 4


Learns from past experience and applies this to new situations.

Self 2



Colleagues 4&N/A


Manager 4


Please share any specific examples or observations regarding these behaviours:

Alex has been central to the creation of the new structure for the organisation that he supports. He has achieved this in a

wider organisational change environment in a calm and structured way.

He takes into consideration a range of stakeholder positions to smooth the path of the changes required.

An innovative thinker who is happy to share ideas with colleagues to reach the best outcome.

Alex is prepared to challenge, including superiors, on behaviours and approaches even if it risks confrontation but does so

in a way that almost always avoids confrontation occurring.



WE SUPPORT ONE ANOTHER

Actively supports others across the organisation, regardless of position

Self 3

Colleagues 3

Direct Reports 3

Manager 4


Takes cabinet responsibility.

Self 2

Colleagues 3.4&N/A

Direct Reports 3

Manager 3


Even in handling difficult conversations is able to manage conflict and tension effectively.

Self 2

Colleagues 2.9

Direct Reports 3

Manager 4


Enables and motivates everyone in a team to contribute.

Self 3

Colleagues 3&N/A

Direct Reports 3.4

Manager 4


Actively looks after the wellbeing of their team.

Self 3

Colleagues 2.8&N/A

Direct Reports 3.3

Manager 4




Demonstrates through behaviour and actions that they personally value diversity in the

organisation.

Self 3

Colleagues 3.3&N/A


Manager 4



Alex sometimes comes across as somewhat self-centred. The focus is on what's in it for him rather than what benefit it

will deliver to the organisation. Alex does not enjoy conflict, tending to shy away from those occasions when it might

occur.

Alex's engagement with people is a clear strength. I do not have many specific examples but I make this general

observation as a result of frequent but ad-hoc engagement.

Alex creates the environment for challenge prior to a decision being made but clearly shows his support for

implementation of the agreed way forward.

Alex sometimes avoids difficult conversations or tries to pacify individuals rather than tell them that behaviour is

unacceptable and must stop.

Alex drives good behaviours into the team by demonstrating a positive and willing approach.

Alex has always been very supportive and has worked well to ensure that all his staff is content in their role. He is a

positive role model whom I have learnt a lot from. He has always looked out for his staff ensuring that anyone has behaved

inappropriately is addressed straight away. Alex would always address the matter with the individual to ensure this

behaviour does not happen again, regardless of rank - Alex is confident to speak for his staff and protect them if needs to

be. He respects you as a person and always make the effort to understand your needs to ensure he provide any support

you may require from him. Compared to other people at the same level as Alex, he is one of the top managers I've ever

had whom I respect and look to as a role model.

I have found Alex very approachable and open to seeing the wider picture, whether the views are his own or not.

Alex can sometimes be an introvert and concentrate on his job rather than the job of his team. This can impact on the

support he provides to his team.

Understands the need to "follow the party line" even if he has personal doubts but is also good at trying to make sure that

the policy or process has been adequately challenged and thought through.

Tends to follow the corporate view & is unlikely to want to veer away from it.

Is very much a leader who looks after his team - he is a strong role model.



WE ACT WITH INTEGRITY

Challenges poor behaviours that do not align our values.

Self 2

Colleagues 2.7&N/A

Direct Reports 2.9

Manager 3


Quickly reinforces positive behaviours in others.

Self 3

Colleagues 3.3&N/A

Direct Reports 3.1

Manager 3


Gives constructive feedback in order to improve performance.

Self 3

Colleagues 2.9&N/A

Direct Reports 3.1

Manager 4


Coaches others and shares their knowledge freely to support others’ development

Self 3

Colleagues 3.3&N/A

Direct Reports 3.5

Manager 4


Is consistently respectful and collaborative and is able to manage unhelpful behaviours in

others.

Self 3

Colleagues 3&N/A

Direct Reports 3

Manager 3




Seeks feedback from a diverse group of people to support own development

Self 2

Colleagues 3.3&N/A


Manager 4



I do not have much experience with Alex in this area. Scores are principally by general observation.

His open but respectful approach to engagement avoids most situations where conflict may arise, however I have little

reference for his strength when dealing with conflict.

Alex is held in high regard by the team for giving praise and offering guidance, support and coaching. He favours praise

over addressing poor behaviours.

Happy to share best practice and is someone that I would seek out as a good mentor.

Alex is keen to see people progress within the organisation and readily shares his experience when asked.

Where Alex has demonstrated quick response to negative behaviours, his ability to handle the situation needs

development and left both parties involved feeling their issues had not been addressed satisfactorily.

I have seen Alex work very hard to bring poor performing team members into a more effective place with both superiors

and subordinates.



WE ALWAYS DELIVER

Sets self, and others, challenging and stretching targets.

Self 3

Colleagues 3.4&N/A

Direct Reports 3.5

Manager 3


Manages ambiguity and complexity.

Self 4

Colleagues 3.6&N/A


Manager 4


Maintains high levels of motivation and drive when things get tough; bounces back quickly

from setbacks.

Self 3

Colleagues 4


Manager 4


Is focused on achieving business outcomes, demonstrating flexibility to meet changing needs.

Self 3

Colleagues 3&N/A

Direct Reports 3

Manager 3


Actively looks for opportunities to take ownership, accountability and increased

responsibility.

Self 3

Colleagues 3.6&N/A

Direct Reports 3.7

Manager 4




Seeks to remove barriers to progress.

Self 3

Colleagues 3.1&N/A


Manager 4



Clear in objective setting and provides guidance when sought.

Overall Alex comes across as very driven to achieve the outcomes necessary. Even when others have lost drive, Alex

recognises the corporate importance of issues and focuses on them.

Totally reliable and clearly understands the requirements to meet demanding deadlines and challenging objectives.

Alex is a high performing individual, there are two interlinked areas I would suggest for improvement :

• Setting performance milestones within an overall project plan & then monitoring progress against them

• Actively seeking individuals to take ownership of a work stream, there have been instances where Alex has set

something in motion & not followed up progress.



WE COLLABORATE WITH OUR CUSTOMERS

Has a strong network of relationships internally and externally.

Self 2

Colleagues 3.6&N/A

Direct Reports 3.7

Manager 3


Uses their network to access ideas and challenge their own thinking.

Self 3

Colleagues 3.3&N/A


Manager 3


Clearly articulates how their own work contributes to the delivery of overall objectives

Self 3

Colleagues 3.3&N/A


Manager 3


Works closely with customers to define the best solution .

Self 3

Colleagues 3.4&N/A

Direct Reports 3.5

Manager 3


Shares knowledge in a way that benefits the whole organisation.

Self 2

Colleagues 3.6&N/A

Direct Reports 3.7

Manager 3





Alex uses stakeholders and his network to good effect to help his development the development of others and deliver the

corporate objectives.

Alex is very good at developing networks at a senior level to support work, however, he has an issue with delegating

interesting work to more junior members of the management team which dilutes the team’s ability to develop and

motivate future potential leaders. His completer finisher approach to work, leaves little room for other people to shine

and this detracts from his ability to lead a team and get the best out of people.

Does not always quantify the task boundaries at the outset.



Summary Comments

Please summarise your colleague's leadership strengths - what do they do, as a leader, that is most

effective?

Taking people on the journey. Selling an idea and getting the buy in from the majority of the team. Whilst recognising that

not everybody will come on the journey.

Alex is a very intelligent, thoughtful person / leader. He is very good at actively listening and shows consideration for the

views of others. He is equally capable of putting the views into context and deriving appropriate decisions.

Consummate professional. Works well with others and always delivers to a high standard. Very measured, diligent and

hardworking in approach. Always provides a positive contribution and invariably puts forward innovative ideas in tackling

issues.

Alex is innovative and motivated to deliver business goals both in his own behaviour as a leader but he also inspires and

motivates team. He is consistent and reliable in delivery of objectives and tasks.

Alex has excellent network of peers and actively maintains and increases his network.

Ensures appropriate input from all parties (whatever their position within the organisation). Approachable.

Open and honest.

Effective communication.

Alex is naturally helpful and wants to get things done. He can explain complex issues in simple easily understood ways,

adjusting his approach to meet the audience he is dealing with. He uses his professional knowledge to good effect and

leverages his network to get the desired outcome.

Alex has a completely open mind to new ideas and concepts, which can challenge others. This is a strength which needs to

be managed in a structured way, in order to be more targeted and effective in one of two specific areas of work. Alex

works very well across all layers and can inspire people, but others within the team may have felt side-lined in favour of

preferred members of the organisation.

Alex has always had an open door policy, which has allowed team members to discuss any concerns they may have. His

knowledge and effective support enables other team members to engage with him for support in many areas of the

business.

Networking, motivating & change management theory.

Alex is a great team member and a focused individual. He has a friendly personality that has helped him build very strong

working relationships with all colleagues. He is a good leader and set realistic standards which he requires others to meet.

He makes sure that others have the required information that they need to complete the task in hand and that they

perform to the best of their ability.

Alex can be trusted to deliver the outputs required for his job. He is a very approachable which is a very good attribute to

have as a leader. He is driven as a person both to deliver the outputs of the organisation and his own personal

development.

With strong EQ attributes, he is a modern thinker who embraces the positive elements of transformation programmes.

A very effective leader who is comfortable working amongst senior leadership. He is a people person who looks after his

staff & encourages them to join his journey.



Please summarise your colleague's priority areas for development - what do they do, as a leader, that is

least effective?

Sometimes (and only sometimes) makes assumptions that everybody understands a certain idea. Not everybody

understands or has the breadth of knowledge that Alex has. This is a language issue I think, in how to communicate certain

things to some people.

Alex would benefit from developing skills in saying no when appropriate and having critical conversations with staff/team

members. Alex seeks to appease staff rather than being firm and decisive when they are reluctant to change behaviour or

undertake a certain task. Ultimately Alex will deal with the issue but will avoid it in the initial stages.

Alex will continue to grow as a leader. He likes to take on new challenges and increasing his project work within the

group will make him stronger. It is important to invest in learning and I have no doubt that he will surround himself with

like-minded peers to grow into the professional he is becoming.

On first meeting Alex can come across as aloof which could encourage some to go and seek support from other sources.

Working on those first encounters would be worthwhile.

Alex has taken steps to improve his presentation skills when delivering briefs etc.

Alex is very ambitious but has limited experience in managing large teams and delivering projects. This is an area that Alex definitely needs to develop if he wants to become an inspirational leader in the future.

One thing that Alex could work on is delegate work. He does not have to complete everything by himself.

Alex sometimes needs to listen to all parties concerned before making his final decision on a particular issue/problem.

Alex can sometimes be an introvert which means he goes into his shell when there are disagreements. When there is

conflict this can mean him ignoring rather than acting on the conflict to reduce friction.

Alex is a highly talented individual and has the potential, in terms of leadership ability, work ethic, and intellect to go to the

very top. He does a very good job of not appearing too ambitious which makes him more attractive to his colleagues than

some of his more pushy peers but there is a risk of him hiding his light under a bushel and I would hate for him to be

missed or passed over as a result. I think that some of this may come from a slight lack of self-confidence, I am not sure

that he realises quite how good he is/can be. There are those amongst his peers who have significantly less ability but may

be on a slightly higher / faster trajectory at the moment as they have pushed themselves forward more and whilst Alex's

commitment to his family makes him less flexible than some single and therefore more independent peers he should not

ever sell himself short as he would be doing himself a real disservice if he didn't maximise his potential. This (albeit it

slight) underselling can impact not only himself but also those around him who recognise his ability and look to him for a

lead, especially where there are vacuums of leadership, and he should trust himself and his ability to fill the void and lead

the team forward.

In general Alex is a strong leader, if there are any development needs it is to be able to reflect on changes he has

implemented & to consider whether they have delivered the desired outputs or whether they require to be amended.

360 Degree Feedback Report - Pearn Kandola...360 Feedback Report for A SAMPLE | Oct 2017 ©2017...

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