360° Feedback Report Stephanie Warnes - …...Introduction Thank you for taking part in the...

Leadership Principles

Stephanie WarnesDate: 16th November 2012

360° Feedback Report

Self: 1

Manager: 1

Report: 2

Peer: 2

Other: 2

Contents Introduction 1

The Principles Framework 2 University of York Leadership Principles 4

Leadership Principles Results 5

Leadership Principles Overview 6

Benchmark Comparison 7

Highlights and Lowlights 8

Differing Perceptions 9

Understand Your Reviewers 10Open Communication 11Supports Others 11Difficult Decisions 12Drive for Excellence 12Managing Performance 13Planning 13Vision 14Open to Others 14Collaborative 15Positive Relationships 15Puts the University First 16Empathy 16Open Thinking 17Innovative 17

Strengths and Development Needs 18

Your reviewers have specifically said 19

Your own thoughts before 21

What next? 22

Talent Innovations Ltd. Stephanie Warnes

IntroductionThank you for taking part in the University of York Leadership Principles 360° Feedback.

The questions in this exercise considered the perceptions of your performance and effectiveness in yourcurrent role against a set of leadership principles.

These principles were developed by a Steering Group made up of both Academic and Support leaders. Thejourney to arrive at this set of principles began with a review of our current vision and values as stated inUniversity documents, strategies and stories.

Through consultation with Heads of Department and via several focus groups, five core principles emergedthat captured the essence of leadership at York. These are:

1. Putting academic integrity first 2. Maintaining the highest standards 3. Developing collegiality, community and citizenship 4. Ensuring respect, fairness and diversity 5. Enabling creativity and innovation

In order to translate these principles into behaviours that can be demonstrated and developed in theworkplace, they were broken down into behaviours that are organised into 14 clusters. It is these clustersthat we are asking yourself and others to provide feedback on.

By gathering the views of a variety of employees you will gain a picture of how you are perceived andhence, an opportunity to further develop and adapt your impact.

Page 1Talent Innovations Ltd. Stephanie Warnes

The Principles FrameworkPutting academic integrity firstAt the heart of the university's mission is a commitment to vigorous and exciting intellectual pursuit.Cardinal Newman spoke in terms of 'reaching out towards truth, and grasping it'. Our research, teachingand knowledge transfer activities are all guided by this core principle. Support departments will seek tooptimise the conditions under which it is practised. The desired outcome for leaders is to enable a cultureof curiosity, adaptation and continuous improvement.

Open CommunicationActively listens and clearly communicates. Consults widely when analysing issues and allows conflictto be openly discussed.

Supports OthersDevelops and encourages learning in otheres in particular where things have not gone to plan andsupports others to take considered risks. Empowers others to make approariate decisions.

Maintaining the highest standardsThe University of York has a global reputation for excellence, therefore leaders at all levels of theuniversity will seek to create a climate of expectation in which staff are committed to being the best inwhat they do. Quantitative and externally derived measures of excellence may be useful but they are lessimportant than a shared culture of high aspirations. The desired outcome is to be recognised bothnationally and globally for applying the highest standards in research, teaching and support.

Difficult DecisionsHas the courage to have challenging conversations and willingly makes difficult decisions. Is decisiveand willing to risk unpopularity to achive good results.

Drive for ExcellenceStrives for excellence and demostrates drive and determination continually looking to improve andtakes accountability for own actions. Is effective in their problem solving and practises what theypreach.

Managing PerformanceManages performance issues effectively and builds high performing teams. Seeks feedback on ownperformance.

PlanningPlans effectively and delivers against these agreed expectations. Maintains performance underpressure.

VisionHas a compelling vision for the short and long term future. Engages others in this vision and enablesthem to understand their contribution to the bigger picture.

Developing collegiality, community and citizenshipThe University of York aspires to an ethos of collegiality (from 'colleague') which derives from itshistorically small size, its relative informality, its flat administrative structure and its colleges. Despite itsgrowth in size and reputation, and the increasing range and complexity of its connections beyond theuniversity and region, it seeks to maintain this ethos, seeking to build a collaborative, inclusive andinterdependent community of individuals working to achieve common goals.

Open to OthersIs readily accessible. Treates others fairly and supports others in coverting an idea into action

CollaborativeShows confidence in others and enables collabrative working and acknowledges and celebratessuccess.


Positive RelationshipsBuilds positive relationships both internally and externally to own team. Makes a postive impact onothers.

Puts the University FirstUnderstands and acts in the best interests of the University as a whole. Takes a communityperspectives and promotes a sense of working for the common good.

Ensuring respect, fairness and diversityBuilding on its ethos, the university treats people fairly and with respect, valuing and harnessing diversityand enabling people to make their best contribution to the institution's overall success. The universityemphasises fairness and transparency in decision-making, and encourages self-reflection amongst its leaders.This means creating an environment in which people feel able to contribute to their department and theuniversity.

EmpathyShows care, empathy and gives constructive feedback to others. Notices how others are feeling.

Open ThinkingDemonstrates understanding and appreciation of others perspectives in a collegial way even thoughthey may not always agree with them. Has a flexible approach.

Enabling creativity and innovationThe university's success will depend substantially on the extent to which it mobilises the creativity of all itsstaff. It recognises and rewards innovation in research, teaching, administration and service, and it enablesthe translation of ideas into action. It recognises that pragmatic leaders will change the way things are donein order to facilitate creativity. It therefore enables a climate in which ideas can be generated and whereappropriate, translated into new ways of thinking and acting.

InnovativeRecognises the importance of creativity, nurtures others to create ideas and rewards freshapproaches and thinking.


University of York Leadership Principles


Leadership Principles ResultsFor the purposes of this report you will notice that the frequency scale used in the original questionnaire(Strongly disagree, Disagree, Mildly disagree, Agree, etc.) has been converted to numerical data to allowaggregation and mean averages to be calculated, where 'Strongly disagree' = 1 and 'Strongly agree' = 7.

Below you will see the average score of all ratings given under each principle, displayed in score order. Thediamonds show the average rating that you have given yourself, while the bars show the average ratinggiven by everyone else who responded.

3 4 5 6 7

S

S

Open Communication

Supports Others

Putting academicintegrity first

3 4 5 6 7

S

S

S

S

S

Difficult Decisions

Drive for Excellence

Managing Performance

Planning

Vision

Maintaining the higheststandards

3 4 5 6 7

S

S

S

S

Open to Others

Collaborative

PositiveRelationships

Puts theUniversity First

Developing collegiality,community and

citizenship

3 4 5 6 7

S

S

Empathy

Open Thinking

Ensuring respect, fairnessand diversity

3 4 5 6 7

SInnovative

Enabling creativity andinnovation


Leadership Principles OverviewBelow you will see the average score of all ratings given under each behavioural cluster, displayed in scoreorder.

3 4 5 6 7

S

S

S

S

S

S

S

S

S

S

S

S

S

S

Open Communication

Planning

Positive Relationships


Vision

Innovative

Puts the University First

Open Thinking

Open to Others

Difficult Decisions

Supports Others


Collaborative

Empathy

Overall


Benchmark ComparisonThis shows how your current ratings compare with the average scores across other people.

The bars show the average scores you got, whilst the blocks behind the bars indicate the distribution ofscores seen across all individuals who have completed this 360 degree feedback model.

4 5 6 7

Planning

Open Communication



Vision

Innovative


Open Thinking

Open to Others


Difficult Decisions

Supports Others

Collaborative

Empathy

Overall


Highlights and Lowlights

The tables on this and the next page summarise specific questions of note on the basis of the averagescores you got from your raters, and how these compared to your 'self' scores.

Below are your eight highest-rated questions, as produced from all of your reviewers excluding yourself.

Item Text Self Reviewers

Allows areas of conflict to be openly discussed 6.0 5.6

Demonstrates understanding of others' perspectives 6.0 5.6

Makes a positive impact on others 5.0 5.6

Seeks out innovative thinking 6.0 5.4

Embraces change 5.0 5.4

Provides clear direction 5.0 5.4

Maintains performance under pressure 6.0 5.3

Plans effectively 5.0 5.3

And below are your eight lowest rated questions, as produced from all of your reviewers excluding yourself.


Enables others to understand their contribution to the big picture 5.0 4.6

Demonstrates drive and determination 5.0 4.6

Develops effective relationships 5.0 4.6

Shows respect for others 5.0 4.6

Encourages learning where things have not gone to plan 6.0 4.6

Encourages cross-boundary working 6.0 4.6

Notices how others are feeling 6.0 4.6

Gives constructive feedback to others 5.0 4.7


Differing Perceptions

Below are the items where your reviewers gave you relatively higher scores than you gave yourself.


Makes a positive impact on others 5.0 5.6

And below are the items where your reviewers gave you relatively lower scores than you gave yourself.


Encourages learning where things have not gone to plan 6.0 4.6

Encourages cross-boundary working 6.0 4.6

Notices how others are feeling 6.0 4.6

Clarifies expected standards of performance 6.0 4.7

Willing to risk unpopularity to achieve results 6.0 4.7

Enables collaborative working 6.0 4.7

Takes into account diverse backgrounds 6.0 4.7

Is flexible in approach 6.0 4.7


Understand Your ReviewersThe shaded blocks on these graphs illustrate the distribution of ratings for each of your selected reviewers. The figure in the middle of the shaded area is the mean average rating given by that reviewer over all theprinciples.

1 2 3 4 5 6 7

Peer 4.5

Report 4.5

Other 4.7

Peer 4.9

Report 5.0

Other 5.3

Self 5.5

Manager 5.7

Reviewer Score Distributions

Strongly Strongly disagree agree


Open Communication

1) Actively listens

2) Allows areas of conflict to be openly discussed

3) Clearly communicates

4) Consults widely when analysing issues

Average

Self Mgr Rpt Peer Othr6.0 6.0 5.0 5.0 4.56.0 6.0 5.5 5.0 6.0

5.0 6.0 4.5 5.5 4.56.0 5.0 4.5 5.0 5.55.8 5.8 4.9 5.1 5.1

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q2: “hfgnm,.jku”

Supports Others

1) Supports others in their learning

2) Encourages learning where things have not gone to plan

3) Supports others to take considered risks

4) Empowers others to make appropriate decisions

Average


5.0 6.0 4.5 4.5 5.05.0 5.0 4.5 5.0 5.05.5 5.5 4.5 4.8 5.0

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “uytnikrtbhyt”, “yunymkrk”


Difficult Decisions

1) Has the courage to have challenging conversations

2) Willingly makes difficult decisions

3) Willing to risk unpopularity to achieve results

4) Is decisive

Average

Self Mgr Rpt Peer Othr5.0 6.0 4.5 5.0 4.56.0 6.0 5.0 5.0 4.56.0 6.0 4.0 4.5 5.06.0 6.0 5.0 4.5 4.55.8 6.0 4.6 4.8 4.6

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q2: “bvyreiee o8llit”Q3: “tnibjkryyheri”Q4: “jhuilhyutdfsa”, “ryhjk”


1) Continually looking to improve

2) Takes accountability for own actions

3) Strives for excellence

4) Practises what they preach

5) Demonstrates drive and determination

6) Is effective in problem solving

Average

Self Mgr Rpt Peer Othr6.0 6.0 5.5 4.5 4.5

5.0 6.0 5.0 4.0 5.05.0 6.0 5.0 5.0 4.55.0 6.0 4.5 4.5 4.55.0 5.0 4.5 5.0 4.05.0 5.0 5.0 5.0 5.05.2 5.7 4.9 4.7 4.6

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “iyrbnoiltyujythg”Q2: “tunytrhe”, “tbvklimtyy”



1) Seeks feedback on own performance

2) Drives improvements in the way things are done

3) Clarifies expected standards of performance

4) Manages performance issues effectively

5) Regularly reviews performance

6) Builds high performing teams

Average

Self Mgr Rpt Peer Othr5.0 6.0 4.5 4.5 5.05.0 6.0 4.5 4.5 6.06.0 5.0 4.0 4.5 5.5

5.0 6.0 4.0 5.5 5.55.0 6.0 5.0 5.0 5.05.0 6.0 5.0 4.5 5.55.2 5.8 4.5 4.8 5.4

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “jkl;'#;lkjhgfdsa”Q2: “gyunyrib”Q5: “ukbvrvgyiku”Q6: “ghh b;gfdrse”

Planning

1) Maintains performance under pressure

2) Plans effectively

3) Delivers against agreed expectations

Average


5.0 5.0 5.5 5.0 5.56.0 5.0 5.0 4.5 5.05.7 5.0 5.2 5.0 5.3

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “mbrtnkhjf”, “ghjkuhfg”Q2: “u;K:ijkjhhgfd”, “viykhugfytfdsd”Q3: “n7i7ervyetyu”, “ujhjyggfdgk”


Vision

1) Has a compelling view of the future

2) Enables others to understand their contribution to the bigpicture

3) Provides clear direction

4) Engages others in the vision

Average


5.0 5.0 4.5 4.5 4.5

5.0 6.0 5.0 5.5 5.56.0 6.0 5.0 5.0 4.5

5.5 5.8 4.9 4.8 4.9

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “etnibryvteu”, “dghjkfghgj”, “nuebvtyryiy”Q3: “kgytyrfdfdghjmkl”, “dfgbjhguy tu jy55r ytu8”Q4: “unymotiu”, “krtviuiy”

Open to Others

1) Is readily accessible to team members

2) Treats others fairly

3) Supports others in converting an idea into action

Average

Self Mgr Rpt Peer Othr6.0 6.0 4.5 5.0 4.56.0 6.0 4.5 5.0 5.06.0 5.0 4.5 4.5 5.56.0 5.7 4.5 4.8 5.0

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “hk',iuojihhgfd”


Collaborative

1) Enables collaborative working

2) Acknowledges and celebrates successes

3) Shows confidence in others

Average


5.0 6.0 4.0 4.0 6.05.0 6.0 5.0 4.0 4.55.3 6.0 4.5 4.2 5.0

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “nyiutnmbhkt”Q3: “,jhfuj tynjh”, “v7gblg,lbfdds”


1) Develops effective relationships

2) Makes a positive impact on others

3) Builds relationships with key partners outside own team

Average

Self Mgr Rpt Peer Othr5.0 5.0 4.5 4.0 5.05.0 6.0 5.0 5.0 6.56.0 5.0 5.5 4.5 5.5

5.3 5.3 5.0 4.5 5.7

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “ybvujvrtukbyvejky”Q2: “6YPGLFDFRFi ry”, “p'6ytogftrbj”



1) Encourages others to improve their contribution to theUniversity

2) Promotes a sense of working for the common good

3) Takes a community perspective

4) Acts in the interest of the University as a whole

5) Puts the institution before self-interest

6) Takes into account diverse backgrounds

Average


5.0 6.0 4.5 4.0 5.56.0 6.0 5.0 4.0 5.5

5.0 6.0 5.5 4.0 5.05.0 6.0 5.0 4.5 5.56.0 6.0 5.0 4.5 4.0

5.5 6.0 4.9 4.3 5.1

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “guyebtiry”, “rvibmrtd”Q3: “k,,jhgfsdsdfghjk”Q5: “hdfghjkilhgb”Q6: “bgtfvrctyjvt”

Empathy

1) Gives constructive feedback to others

2) Shows care and empathy for others

3) Notices how others are feeling

Average

Self Mgr Rpt Peer Othr5.0 6.0 4.5 4.5 4.56.0 6.0 4.0 4.0 6.06.0 5.0 4.5 4.0 5.05.7 5.7 4.3 4.2 5.2

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q1: “N6OTURVWEWCF78”Q2: “rntvuiogy”, “iujhjgtgfghnjmuyh”Q3: “ynojoyituyttgfd”, “mnrubvyi”


Open Thinking

1) Is open to diverse points of view

2) Makes it easy for others to express themselves

3) Shows respect for others

4) Demonstrates understanding of others' perspectives

5) Is flexible in approach

Average


5.0 6.0 4.5 4.0 4.56.0 6.0 5.0 5.5 6.06.0 6.0 5.0 4.5 4.05.8 6.0 4.7 4.6 5.0

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q2: “ybyetiuom”Q3: “vtwvugtigkuyf”, “JGFDRFEJ”Q4: “bikiynstrvh”

Innovative

1) Embraces change

2) Encourages cross-boundary working

3) Encourages others to try new things

4) Nurtures new ideas

5) Is open to creative ideas

6) Seeks out innovative thinking

7) Rewards a fresh approach

Average


5.0 5.0 4.5 5.0 4.56.0 6.0 4.0 5.0 4.56.0 6.0 4.5 5.0 5.06.0 6.0 5.0 5.5 5.56.0 5.0 4.5 4.5 5.55.7 5.6 4.7 4.9 5.0

1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7

Self

Manager

Report

Peer

Other

Comments: Q2: “uynulti utety”Q4: “yu flgy ,kj h”Q5: “jy tdrsdbikrybt”Q6: “,P69;TRTBKL”, “ertintybvretuyetnb”Q7: “nyrvtyi”


Strengths and Development NeedsYou and your reviewers were asked to choose your 2 strengths and 2 areas for development from the listof behavioural clusters, and the findings are below.

The bars show how many of your reviewers chose each principle and the diamonds show your own choices.

STRENGTHSDEVELOPMENT AREAS

3

2

2

1

1

1

1

1

1

1

2

1

1

1

1

1

1

2

1

1

2

Open to Others

Innovative

Open Thinking

Collaborative


Empathy

Planning



Open Communication

Supports Others


Vision

Difficult Decisions

S

S

S

S


Your reviewers have specifically saidWhat do you think she is particularly good at?Manager:

“6eietcvu6rbydf”

Others: “puyhnmhygdtysrvrr” “ytnmiyyyyyerjkfnhyrdvtrth” “'petsrdvfgvhjbu” “oikmjhtgfdsx” “olukrer hyytikgur,k” “-79yoltiuyjft dbbn”

If she needed to focus on one thing what would this be and why?Manager:

“ubehfg ujrgybtbvu”

Others: “klni7rytdce hy” “;pp56ioutjgq5hyiop” “ghgderfghj” “9l7iarhbtwnhybi8utyd” “v8l 7rd ytrbio lui,,gjfcg” “olikjhgfef”

What can she do to support you to be more successful in your role?Manager:

“jetybujuwevuy”

Others: “rsrtmuhykjhrfftsdftj” “ubjhiw45o;c pujhhyioe5m;” “kurtvyeuuyblnnyrv” “uyfecferghtnhy” “dsnjkmpujhgfcb” “ri76n7r6evfg7i97r”

What can she do differently to be more effective?Manager:

“etiebvrunjuy”

Others: “gryulmytuyvrtevt” “yt-r5sedrfhg” “hk6iov5muvgjk sdfn,li” “76tobrwergt bjk” “lyigtfrsdddsfvgbhnjmkl;l'” “yrnufydr”

What is the one thing you really value about her?Manager:

“eytbrvtijuyroybue5ybiu”

Others: “kljkmhggftdrsew” “hiboy iwerhcfm,” “jumy,;uityrtereewxdcfgthnmji”


“epooiiughfvy” “jhhgtrgfeeretgh” “kty ubkmjrrgvfsd”


Your own thoughts beforeWhat do you think you are particularly good at?

“ytgte vth”

If you needed to focus on one thing what would this be and why?“r vhrbv”

What can you do differently to be more effective?“gtnbjhfgvtev”


What next?Now that you have had time to review the ratings from your 360° feedback, take some time to considerand reflect on the following questions:

What particularly pleased you about your feedback?

What particularly surprises you about your feedback?

What aspects of your leadership behaviour appears to be your greatest strength?

What aspects of your leadership behaviour appear to be holding you or others back?

Consider the different groups of reviewers and what you have you learnt about your relationship andbehaviour with each of them.

We would like you to take this opportunity to share this feedback with your line manager and agree adevelopment plan which should be informed by the learning from your 360.


Software licensed from Talent Innovations Ltd, Kings House, Station Road, Kings Langley, Herts WD4 8DHTel: 0845 362 3269. www.talentinnovations.co.uk


360° Feedback Report Stephanie Warnes - …...Introduction Thank you for taking part in the...

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