Cognizant Life Sciences Vertical...Willingly helps people.(EBA) 89 89 90 88 89 2. Follows through on...
Transcript of Cognizant Life Sciences Vertical...Willingly helps people.(EBA) 89 89 90 88 89 2. Follows through on...
Cognizant Life Sciences VerticalAssessments Report
© Franklincovey. all rights reserved.
THE ULTIMATE COMPETITIVE ADVANTAGE
What have you learnt today?
INDEX
1. THE 7 HABITS BENCHMARK
May 21, 2012 Workshop
June 12, 2012
August 17, 2012
February 4,2013
February 13,2013
2. LEADERSHIP QUOTIENT
November 19,2012
April 8,2013
May 6,2013
3. TRUST QUOTIENT
October 24,2012
May 22, 2013
4. EXECUTION QUOTIENT
July 21, 2012
Aggregate Report of
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Aggregate Report of Workshop
Cognizant Life Sciences VerticalAssessments Report
The 7 Habits Benchmark
Cognizant
May 21, 2012
Aggregate Report
© 2013 FranklinCovey Cognizant
CONTENTS
Introduction 3
Overview 4
Category Reviews
Emotional Bank Account 5
P / PC Balance 6
Habit 1: Be Proactive 7
Habit 2: Begin with the End in Mind 8
Habit 3: Put First Things First 9
Habit 4: Think Win-Win 10
Habit 5: Seek First to Understand 11
...Then to Be Understood 12
Habit 6: Synergize 13
Habit 7: Sharpen the Saw 14
Rankings and Frequencies 15
© 2013 FranklinCovey Cognizant
INTRODUCTION
Welcome to 7 Habits Benchmark for Cognizant aggregate report. This report provides you with valuable feedback regarding overall response of participants' and raters' personal and interpersonal effectiveness.
Self 16Boss 14Peers 34Direct Reports 39
Total 103
General Information
All responses were converted to percentages in the following manner:
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%1 Strongly Disagree 0%
? Don't Know ..
Responses of "Don't Know" or nonresponses are indicated by .. and are not tallied in the percentages.
If you have any questions or would like to make comments regarding the 7 Habits Benchmark process, please contact us at [email protected].
© 2013 FranklinCovey. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of FranklinCovey. FranklinCovey is not responsible for errors resulting from a failure to comply with instructions. 7 Habits Benchmark is intended solely for use in the personal development of the individual participant. FranklinCovey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the participant. FranklinCovey reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.
© 2013 FranklinCovey Cognizant - Page 3
7 Habits Benchmark
OverviewTOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
88 86 8888
87
Relationships EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7
Self 90 85 87 86 87 91 89 85 89 86
Boss 88 86 85 87 89 90 89 86 86 90
Peer 86 84 84 84 86 87 87 87 87 85
Direct Report 89 87 88 87 88 90 90 88 89 86
Strongly Agree (100)
Agree (80)
Slightly Agree (60)
Slightly Disagree (40)
Disagree (20)
Strongly Disagree (0)
9088
85 8587 86 86 86 87 87
9189 89 88
8587
89 8886 86
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7
Self
Others=Average of all Boss, Peer and Direct Report responses.
© 2013 FranklinCovey Cognizant - Page 4
Emotional Bank Account T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
89 86 8890
88
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
1. Willingly helps people.(EBA)
89 89 9088
89
2. Follows through on commitments.(EBA)
88 84 8891
87
3. Shows courtesy towards people.(EBA)
91 90 8593
89
4. Is loyal to those who are absent (i.e., does not criticize people behind their backs).(EBA)
87 85 9286
87
5. Is honest with people.(EBA)
89 88 9493
90
6. Keeps confidences.(EBA)
92 88 9193
91
7. Acknowledges and apologizes for mistakes.(EBA)
88 81 8587
85
8. Leads by example.(EBA)
87 87 8292
86
© 2013 FranklinCovey Cognizant - Page 5
P / PC BalanceTOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
87 84 8685
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
9. Produces high-quality work.(P/PC)
87 89 8796
87
10. Makes cost-effective use of resources.(P/PC)
85 82 9087
85
11. Is a hard worker.(P/PC)
91 89 8493
89
12. Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness.(P/PC) 88 82 88
75
86
13. Influences others to be productive.(P/PC)
88 83 8386
85
14. Does not push people to work beyond a reasonable limit.(P/PC)
80 79 8673
80
© 2013 FranklinCovey Cognizant - Page 6
Habit 1: Be Proactive T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
88 84 8587
86
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
15. Takes initiative to get things done.(Habit 1)
89 88 8886
88
16. Works to solve problems rather than avoiding them.(Habit 1)
88 87 8792
87
17. Focuses on things he/she can do something about rather than on things beyond his/her control.(Habit 1) 89 86 85
88
87
18. Maintains self-control, even in difficult or emotional circumstances.(Habit 1)
89 86 8782
87
19. Accepts responsibility for his/her actions rather than making excuses.(Habit 1)
91 82 8587
86
20. Receives negative feedback without becoming defensive.(Habit 1)
83 79 8480
82
21. Does the "right" thing, even if it is unpopular.(Habit 1)
85 78 8090
81
22. Is decisive when a decision is needed.(Habit 1)
87 82 8591
85
© 2013 FranklinCovey Cognizant - Page 7
Habit 2: Begin with the End in Mind T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
87 84 8786
86
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
23. Begins projects with a clear understanding of desired outcomes.(Habit 2)
89 83 9186
87
24. Displays a sense of direction in life.(Habit 2)
89 88 9086
89
25. Works toward long-term solutions, not just "quick fixes".(Habit 2)
88 86 8590
87
26. Plans ahead to reduce having to work in a crisis mode.(Habit 2)
88 80 8982
85
27. Anticipates how his/her decisions impact others.(Habit 2)
82 81 7888
81
28. Is organized when conducting meetings.(Habit 2)
86 87 8082
85
29. Ensures that his/her work group has a clear sense of direction.(Habit 2)
87 85 9186
87
30. Sets clear expectations with individuals when assigning tasks.(Habit 2)
90 83 9390
88
© 2013 FranklinCovey Cognizant - Page 8
Habit 3: Put First Things First T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
88 86 8987
87
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
31. Prioritizes work so time is spent on the most important issues.(Habit 3)
88 86 8481
86
32. Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)
87 85 8788
86
33. Is disciplined in carrying out plans (i.e., I avoid procrastination).(Habit 3)
89 84 8891
87
34. Respects people's time (i.e., does not waste others' time with trivial interruptions).(Habit 3)
87 88 9493
89
35. Responds to requests in a timely manner.(Habit 3)
87 87 9085
87
36. Is organized in handling multiple tasks and projects.(Habit 3)
91 85 8987
88
37. Delegates work that ought to be done by others.(Habit 3)
87 87 9190
88
38. Sets reasonable deadlines so others have sufficient time to respond.(Habit 3)
88 82 9082
86
39. Keeps his/her work group focused on priorities.(Habit 3)
90 88 9288
90
© 2013 FranklinCovey Cognizant - Page 9
Habit 4: Think Win-Win T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
90 87 9091
89
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
40. Does not undermine others for personal gain.(Habit 4)
87 88 9193
88
41. Is fair with all people (i.e., does not show favoritism).(Habit 4)
88 84 9093
87
42. Works to find win-win solutions.(Habit 4)
89 87 8588
87
43. Does what is best for the entire organization, not just his/her own interests.(Habit 4)
91 87 8793
89
44. Has the courage to say "no" when appropriate.(Habit 4)
91 87 8890
89
45. Shares credit and recognition for successes.(Habit 4)
90 90 9188
90
46. Does not pressure people to compromise personal values.(Habit 4)
91 90 9595
91
© 2013 FranklinCovey Cognizant - Page 10
Habit 5: Seek First to Understand T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
90 87 8989
88
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
47. Listens without interrupting.(Habit 5)
87 86 9483
88
48. Is sensitive to people's feelings.(Habit 5)
90 88 8791
89
49. Seeks to understand people's viewpoints.(Habit 5)
91 89 9292
90
50. Seeks to understand problems before attempting to solve them.(Habit 5)
92 89 9287
91
51. Is easy to approach with a concern.(Habit 5)
91 90 8895
90
52. Spends enough one-on-one time with individuals in his/her work group.(Habit 5)
86 86 8488
86
53. Understands what is going on in his/her work group.(Habit 5)
89 85 8892
87
54. Understands issues outside his/her work group (e.g., other departments, product trends, competition).(Habit 5) 90 84 82
83
86
© 2013 FranklinCovey Cognizant - Page 11
...Then to Be Understood T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
88 87 8685
87
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
55. Communicates clearly and concisely.(Habit 5(contd.))
92 85 8186
88
56. Does not dominate discussions.(Habit 5(contd.))
82 84 8577
83
57. Expresses viewpoints with confidence.(Habit 5(contd.))
92 89 8788
90
58. Is considerate when communicating.(Habit 5(contd.))
88 87 9286
88
59. Is straightforward when communicating.(Habit 5(contd.))
90 90 9187
90
60. Informs people regarding important matters.(Habit 5(contd.))
92 87 8787
89
61. Provides regular feedback on how well people perform their jobs.(Habit 5(contd.))
83 82 7885
82
62. Shows appreciation for positive performance.(Habit 5(contd.))
85 89 9083
87
© 2013 FranklinCovey Cognizant - Page 12
Habit 6: Synergize TOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
89 87 8689
88
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
63. Seeks out the strengths of others to get things done.(Habit 6)
92 89 9090
90
64. Networks with people outside his/her work group.(Habit 6)
87 85 8181
85
65. Is flexible and open-minded in trying new ideas.(Habit 6)
93 88 9090
90
66. Values differences in people.(Habit 6)
86 85 8187
85
67. Involves people when making plans that will affect them.(Habit 6)
87 87 8487
87
68. Encourages and support creativity and innovation.(Habit 6)
91 89 9092
90
69. Supports people in taking responsible risks.(Habit 6)
90 86 8792
88
70. Builds teamwork by maximizing the talents of his/her work group.(Habit 6)
88 86 8492
87
© 2013 FranklinCovey Cognizant - Page 13
Habit 7: Sharpen the Saw T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 85 9086
86
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
71. Cares for his/her physical well-being.(Habit 7)
77 81 9180
81
72. Cares about others and try to build lasting friendships.(Habit 7)
84 90 9086
87
73. Is competent in his/her field of work.(Habit 7)
90 90 9291
91
74. Takes time to find enjoyment and meaning in life.(Habit 7)
82 82 9478
84
75. Encourages and support the development of others.(Habit 7)
91 85 8990
88
76. Takes steps to improve his/her leadership abilities.(Habit 7)
90 87 8890
89
77. Seeks feedback on ways he/she can improve.(Habit 7)
81 81 8483
81
78. Strives to improve his/her work group performance.(Habit 7)
91 86 9193
89
© 2013 FranklinCovey Cognizant - Page 14
RankingsandFrequencies
NOTES
● The individual statements are ranked below by the scores of "Others".
● Others=Average of all Boss, Peer and Direct Report responses. In other words, all scores excluding "Self".
● "Self" scores are included in the Frequencies.
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Seeks to understand problems before attempting to solve them. (Habit 5) 0 0 0 1 45 57 0 92 89 92 91 87
Does not pressure people to compromise personal values. (Habit 4) 0 0 1 2 33 64 3 91 90 95 91 95
Is competent in his/her field of work. (Habit 7) 0 1 1 2 35 64 0 90 90 92 91 91
Keeps confidences. (EBA) 1 0 1 5 24 68 4 92 88 91 91 93
Expresses viewpoints with confidence. (Habit 5(contd.)) 0 0 2 5 35 61 0 92 89 87 90 88
Is flexible and open-minded in trying new ideas. (Habit 6) 0 1 0 4 36 61 1 93 88 90 90 90
Seeks to understand people's viewpoints. (Habit 5) 0 0 0 2 42 59 0 91 89 92 90 92
Is straightforward when communicating. (Habit 5(contd.)) 1 0 0 5 36 61 0 90 90 91 90 87
© 2013 FranklinCovey Cognizant - Page 15
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Seeks out the strengths of others to get things done. (Habit 6) 0 0 1 4 36 60 2 92 89 90 90 90
Encourages and support creativity and innovation. (Habit 6) 0 0 0 4 39 58 2 91 89 90 90 92
Keeps his/her work group focused on priorities. (Habit 3) 0 0 0 3 44 52 4 90 88 92 90 88
Is honest with people. (EBA) 1 1 1 3 30 67 0 89 88 94 90 93
Shares credit and recognition for successes. (Habit 4) 0 0 1 4 38 58 2 90 90 91 90 88
Is easy to approach with a concern. (Habit 5) 1 0 0 5 29 68 0 91 90 88 90 95
Is a hard worker. (P/PC) 0 1 1 4 34 61 2 91 89 84 89 93
Is sensitive to people's feelings. (Habit 5) 0 1 1 6 35 59 1 90 88 87 89 91
Shows courtesy towards people. (EBA) 1 0 1 3 35 63 0 91 90 85 89 93
Displays a sense of direction in life. (Habit 2) 0 0 3 4 37 54 5 89 88 90 89 86
© 2013 FranklinCovey Cognizant - Page 16
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Respects people's time (i.e., does not waste others' time with trivial interruptions). (Habit 3) 0 2 1 2 37 60 1 87 88 94 89 93
Takes steps to improve his/her leadership abilities. (Habit 7) 0 1 0 5 38 52 7 90 87 88 89 90
Strives to improve his/her work group performance. (Habit 7) 0 0 2 2 37 57 5 91 86 91 89 93
Has the courage to say "no" when appropriate. (Habit 4) 0 1 2 4 35 59 2 91 87 88 89 90
Informs people regarding important matters. (Habit 5(contd.)) 1 0 0 8 34 60 0 92 87 87 89 87
Willingly helps people. (EBA) 1 0 1 2 42 57 0 89 89 90 89 88
Does what is best for the entire organization, not just his/her own interests. (Habit 4) 0 0 1 6 36 59 1 91 87 87 89 93
Encourages and support the development of others. (Habit 7) 0 1 0 1 50 48 3 91 85 89 88 90
Listens without interrupting. (Habit 5) 0 1 1 6 45 50 0 87 86 94 88 83
Takes initiative to get things done. (Habit 1) 0 1 0 9 38 55 0 89 88 88 88 86
© 2013 FranklinCovey Cognizant - Page 17
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Is organized in handling multiple tasks and projects. (Habit 3) 0 0 2 6 38 52 5 91 85 89 88 87
Communicates clearly and concisely. (Habit 5(contd.)) 0 0 2 13 31 57 0 92 85 81 88 86
Is considerate when communicating. (Habit 5(contd.)) 1 0 1 5 41 55 0 88 87 92 88 86
Does not undermine others for personal gain. (Habit 4) 1 2 1 3 32 64 0 87 88 91 88 93
Delegates work that ought to be done by others. (Habit 3) 0 1 1 7 35 54 5 87 87 91 88 90
Supports people in taking responsible risks. (Habit 6) 1 0 0 5 42 53 2 90 86 87 88 92
Sets clear expectations with individuals when assigning tasks. (Habit 2) 0 0 0 7 44 49 3 90 83 93 88 90
Focuses on things he/she can do something about rather than on things beyond his/her control. (Habit 1) 0 0 2 10 35 51 5 89 86 85 87 88
Works toward long-term solutions, not just "quick fixes". (Habit 2) 0 1 1 12 32 55 2 88 86 85 87 90
Ensures that his/her work group has a clear sense of direction. (Habit 2) 0 1 0 9 42 48 3 87 85 91 87 86
© 2013 FranklinCovey Cognizant - Page 18
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Responds to requests in a timely manner. (Habit 3) 1 0 3 10 32 57 0 87 87 90 87 85
Cares about others and try to build lasting friendships. (Habit 7) 1 0 2 5 40 49 6 84 90 90 87 86
Understands what is going on in his/her work group. (Habit 5) 0 1 1 4 41 52 4 89 85 88 87 92
Works to solve problems rather than avoiding them. (Habit 1) 1 0 2 6 36 58 0 88 87 87 87 92
Follows through on commitments. (EBA) 1 1 1 5 41 54 0 88 84 88 87 91
Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 1 1 1 12 29 56 3 89 86 87 87 82
Works to find win-win solutions. (Habit 4) 1 1 2 2 42 54 1 89 87 85 87 88
Shows appreciation for positive performance. (Habit 5(contd.)) 1 1 3 6 34 55 3 85 89 90 87 83
Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 1 0 1 5 40 50 6 88 86 84 87 92
Begins projects with a clear understanding of desired outcomes. (Habit 2) 0 0 0 11 43 46 3 89 83 91 87 86
© 2013 FranklinCovey Cognizant - Page 19
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Is loyal to those who are absent (i.e., does not criticize people behind their backs). (EBA) 1 0 0 7 43 47 5 87 85 92 87 86
Is disciplined in carrying out plans (i.e., I avoid procrastination). (Habit 3) 0 1 3 7 36 56 0 89 84 88 87 91
Involves people when making plans that will affect them. (Habit 6) 0 1 2 9 37 52 2 87 87 84 87 87
Is fair with all people (i.e., does not show favoritism). (Habit 4) 1 1 1 5 37 56 2 88 84 90 87 93
Produces high-quality work. (P/PC) 1 0 1 8 30 60 3 87 89 87 87 96
Leads by example. (EBA) 0 1 4 6 35 57 0 87 87 82 86 92
Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness. (P/PC) 0 0 1 14 45 36 7 88 82 88 86 75
Prioritizes work so time is spent on the most important issues. (Habit 3) 0 1 2 10 38 46 6 88 86 84 86 81
Spends enough one-on-one time with individuals in his/her work group. (Habit 5) 1 1 1 10 31 51 8 86 86 84 86 88
Understands issues outside his/her work group (e.g., other departments, product trends, competition). (Habit 5)
0 0 0 11 45 41 6 90 84 82 86 83
© 2013 FranklinCovey Cognizant - Page 20
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Sets reasonable deadlines so others have sufficient time to respond. (Habit 3) 0 0 3 9 45 44 2 88 82 90 86 82
Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 1 0 2 7 42 51 0 87 85 87 86 88
Accepts responsibility for his/her actions rather than making excuses. (Habit 1) 0 2 1 9 36 52 3 91 82 85 86 87
Networks with people outside his/her work group. (Habit 6) 0 1 2 12 42 46 0 87 85 81 85 81
Influences others to be productive. (P/PC) 0 1 2 9 42 46 3 88 83 83 85 86
Values differences in people. (Habit 6) 1 1 2 5 50 44 0 86 85 81 85 87
Acknowledges and apologizes for mistakes. (EBA) 0 0 3 10 44 43 3 88 81 85 85 87
Plans ahead to reduce having to work in a crisis mode. (Habit 2) 0 0 2 13 42 41 5 88 80 89 85 82
Makes cost-effective use of resources. (P/PC) 0 0 3 10 41 44 5 85 82 90 85 87
Is organized when conducting meetings. (Habit 2) 0 1 3 9 43 44 3 86 87 80 85 82
© 2013 FranklinCovey Cognizant - Page 21
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Is decisive when a decision is needed. (Habit 1) 0 1 2 11 39 50 0 87 82 85 85 91
Takes time to find enjoyment and meaning in life. (Habit 7) 0 0 3 12 45 34 9 82 82 94 84 78
Does not dominate discussions. (Habit 5(contd.)) 2 1 4 12 40 44 0 82 84 85 83 77
Provides regular feedback on how well people perform their jobs. (Habit 5(contd.)) 1 1 1 12 48 34 6 83 82 78 82 85
Receives negative feedback without becoming defensive. (Habit 1) 0 1 2 14 46 29 11 83 79 84 82 80
Cares for his/her physical well-being. (Habit 7) 1 3 5 8 42 37 7 77 81 91 81 80
Anticipates how his/her decisions impact others. (Habit 2) 1 3 2 6 52 36 3 82 81 78 81 88
Seeks feedback on ways he/she can improve. (Habit 7) 1 2 5 9 40 40 6 81 81 84 81 83
Does the "right" thing, even if it is unpopular. (Habit 1) 1 0 3 10 48 35 6 85 78 80 81 90
Does not push people to work beyond a reasonable limit. (P/PC) 0 4 5 13 44 34 3 80 79 86 80 73
© 2013 FranklinCovey Cognizant - Page 22
The 7 Habits Benchmark
Cognizant
June 12, 2012
Aggregate Report
© 2013 FranklinCovey Cognizant
CONTENTS
Introduction 3
Overview 4
Category Reviews
Emotional Bank Account 5
P / PC Balance 6
Habit 1: Be Proactive 7
Habit 2: Begin with the End in Mind 8
Habit 3: Put First Things First 9
Habit 4: Think Win-Win 10
Habit 5: Seek First to Understand 11
...Then to Be Understood 12
Habit 6: Synergize 13
Habit 7: Sharpen the Saw 14
Rankings and Frequencies 15
© 2013 FranklinCovey Cognizant
INTRODUCTION
Welcome to 7 Habits Benchmark for Cognizant aggregate report. This report provides you with valuable feedback regarding overall response of participants' and raters' personal and interpersonal effectiveness.
Self 38Boss 17Peers 68Direct Reports 74
Total 197
General Information
All responses were converted to percentages in the following manner:
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%1 Strongly Disagree 0%
? Don't Know ..
Responses of "Don't Know" or nonresponses are indicated by .. and are not tallied in the percentages.
If you have any questions or would like to make comments regarding the 7 Habits Benchmark process, please contact us at [email protected].
© 2013 FranklinCovey. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of FranklinCovey. FranklinCovey is not responsible for errors resulting from a failure to comply with instructions. 7 Habits Benchmark is intended solely for use in the personal development of the individual participant. FranklinCovey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the participant. FranklinCovey reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.
© 2013 FranklinCovey Cognizant - Page 3
7 Habits Benchmark
OverviewTOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 85 8288
85
Relationships EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7
Self 91 84 86 88 88 91 88 89 88 87
Boss 84 81 77 81 81 83 84 83 81 84
Peer 88 85 84 84 86 85 85 86 84 84
Direct Report 88 84 86 83 87 86 85 86 86 86
Strongly Agree (100)
Agree (80)
Slightly Agree (60)
Slightly Disagree (40)
Disagree (20)
Strongly Disagree (0)
9187
84 8486
8488
83
8886
91
8588
8589
8688
8587
85
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7
Self
Others=Average of all Boss, Peer and Direct Report responses.
© 2013 FranklinCovey Cognizant - Page 4
Emotional Bank Account T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
88 88 8491
87
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
1. Willingly helps people.(EBA)
88 88 8391
87
2. Follows through on commitments.(EBA)
89 87 7791
87
3. Shows courtesy towards people.(EBA)
89 91 9194
90
4. Is loyal to those who are absent (i.e., does not criticize people behind their backs).(EBA)
86 86 8883
86
5. Is honest with people.(EBA)
90 88 8794
89
6. Keeps confidences.(EBA)
87 86 8593
87
7. Acknowledges and apologizes for mistakes.(EBA)
87 88 8194
87
8. Leads by example.(EBA)
85 86 8289
85
© 2013 FranklinCovey Cognizant - Page 5
P / PC BalanceTOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
84 85 8184
84
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
9. Produces high-quality work.(P/PC)
87 87 8488
87
10. Makes cost-effective use of resources.(P/PC)
85 84 8386
85
11. Is a hard worker.(P/PC)
87 89 8491
88
12. Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness.(P/PC) 83 83 81
75
82
13. Influences others to be productive.(P/PC)
82 83 7786
82
14. Does not push people to work beyond a reasonable limit.(P/PC)
82 81 7879
81
© 2013 FranklinCovey Cognizant - Page 6
Habit 1: Be Proactive T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 84 7786
84
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
15. Takes initiative to get things done.(Habit 1)
85 85 7885
84
16. Works to solve problems rather than avoiding them.(Habit 1)
87 85 7785
85
17. Focuses on things he/she can do something about rather than on things beyond his/her control.(Habit 1) 85 85 77
84
84
18. Maintains self-control, even in difficult or emotional circumstances.(Habit 1)
89 90 8882
89
19. Accepts responsibility for his/her actions rather than making excuses.(Habit 1)
89 88 8192
88
20. Receives negative feedback without becoming defensive.(Habit 1)
85 84 7582
83
21. Does the "right" thing, even if it is unpopular.(Habit 1)
83 78 6987
79
22. Is decisive when a decision is needed.(Habit 1)
83 81 7188
81
© 2013 FranklinCovey Cognizant - Page 7
Habit 2: Begin with the End in Mind T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
83 84 8188
83
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
23. Begins projects with a clear understanding of desired outcomes.(Habit 2)
86 86 8190
86
24. Displays a sense of direction in life.(Habit 2)
86 87 8285
86
25. Works toward long-term solutions, not just "quick fixes".(Habit 2)
84 83 8191
83
26. Plans ahead to reduce having to work in a crisis mode.(Habit 2)
81 79 7687
80
27. Anticipates how his/her decisions impact others.(Habit 2)
79 82 8090
80
28. Is organized when conducting meetings.(Habit 2)
84 85 8388
85
29. Ensures that his/her work group has a clear sense of direction.(Habit 2)
82 83 8485
83
30. Sets clear expectations with individuals when assigning tasks.(Habit 2)
84 85 8190
84
© 2013 FranklinCovey Cognizant - Page 8
Habit 3: Put First Things First T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
87 86 8188
86
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
31. Prioritizes work so time is spent on the most important issues.(Habit 3)
83 84 8086
83
32. Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)
86 87 8588
87
33. Is disciplined in carrying out plans (i.e., I avoid procrastination).(Habit 3)
88 87 7785
87
34. Respects people's time (i.e., does not waste others' time with trivial interruptions).(Habit 3)
86 89 8790
87
35. Responds to requests in a timely manner.(Habit 3)
88 87 8089
86
36. Is organized in handling multiple tasks and projects.(Habit 3)
87 84 7889
85
37. Delegates work that ought to be done by others.(Habit 3)
87 85 7884
85
38. Sets reasonable deadlines so others have sufficient time to respond.(Habit 3)
87 83 8089
85
39. Keeps his/her work group focused on priorities.(Habit 3)
85 85 8291
85
© 2013 FranklinCovey Cognizant - Page 9
Habit 4: Think Win-Win T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 85 8391
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
40. Does not undermine others for personal gain.(Habit 4)
85 90 8394
86
41. Is fair with all people (i.e., does not show favoritism).(Habit 4)
83 84 8291
83
42. Works to find win-win solutions.(Habit 4)
86 84 8390
85
43. Does what is best for the entire organization, not just his/her own interests.(Habit 4)
86 87 8492
86
44. Has the courage to say "no" when appropriate.(Habit 4)
84 80 7686
81
45. Shares credit and recognition for successes.(Habit 4)
86 87 8794
86
46. Does not pressure people to compromise personal values.(Habit 4)
90 87 8593
88
© 2013 FranklinCovey Cognizant - Page 10
Habit 5: Seek First to Understand T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
85 85 8488
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
47. Listens without interrupting.(Habit 5)
85 85 8383
85
48. Is sensitive to people's feelings.(Habit 5)
86 85 8290
85
49. Seeks to understand people's viewpoints.(Habit 5)
85 86 8591
85
50. Seeks to understand problems before attempting to solve them.(Habit 5)
85 86 8490
85
51. Is easy to approach with a concern.(Habit 5)
90 89 9093
90
52. Spends enough one-on-one time with individuals in his/her work group.(Habit 5)
81 83 8586
83
53. Understands what is going on in his/her work group.(Habit 5)
82 84 8591
83
54. Understands issues outside his/her work group (e.g., other departments, product trends, competition).(Habit 5) 82 79 76
80
80
© 2013 FranklinCovey Cognizant - Page 11
...Then to Be Understood T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 86 8389
86
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
55. Communicates clearly and concisely.(Habit 5(contd.))
88 86 8288
86
56. Does not dominate discussions.(Habit 5(contd.))
83 84 8485
84
57. Expresses viewpoints with confidence.(Habit 5(contd.))
90 86 8391
88
58. Is considerate when communicating.(Habit 5(contd.))
89 87 8491
88
59. Is straightforward when communicating.(Habit 5(contd.))
89 88 8494
88
60. Informs people regarding important matters.(Habit 5(contd.))
87 87 8192
86
61. Provides regular feedback on how well people perform their jobs.(Habit 5(contd.))
78 84 7885
80
62. Shows appreciation for positive performance.(Habit 5(contd.))
85 88 8389
86
© 2013 FranklinCovey Cognizant - Page 12
Habit 6: Synergize TOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 84 8188
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
63. Seeks out the strengths of others to get things done.(Habit 6)
87 85 8291
85
64. Networks with people outside his/her work group.(Habit 6)
88 84 8581
86
65. Is flexible and open-minded in trying new ideas.(Habit 6)
86 85 8290
85
66. Values differences in people.(Habit 6)
87 85 8289
86
67. Involves people when making plans that will affect them.(Habit 6)
83 83 8188
82
68. Encourages and support creativity and innovation.(Habit 6)
87 82 7888
84
69. Supports people in taking responsible risks.(Habit 6)
86 86 7691
85
70. Builds teamwork by maximizing the talents of his/her work group.(Habit 6)
84 84 8287
84
© 2013 FranklinCovey Cognizant - Page 13
Habit 7: Sharpen the Saw T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 84 8487
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
71. Cares for his/her physical well-being.(Habit 7)
84 83 8581
84
72. Cares about others and try to build lasting friendships.(Habit 7)
86 86 8588
86
73. Is competent in his/her field of work.(Habit 7)
91 89 8891
90
74. Takes time to find enjoyment and meaning in life.(Habit 7)
86 86 8783
86
75. Encourages and support the development of others.(Habit 7)
86 86 8590
86
76. Takes steps to improve his/her leadership abilities.(Habit 7)
87 83 8288
85
77. Seeks feedback on ways he/she can improve.(Habit 7)
80 80 8187
80
78. Strives to improve his/her work group performance.(Habit 7)
88 82 8291
85
© 2013 FranklinCovey Cognizant - Page 14
RankingsandFrequencies
NOTES
● The individual statements are ranked below by the scores of "Others".
● Others=Average of all Boss, Peer and Direct Report responses. In other words, all scores excluding "Self".
● "Self" scores are included in the Frequencies.
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Shows courtesy towards people. (EBA) 1 0 2 6 62 126 0 89 91 91 90 94
Is competent in his/her field of work. (Habit 7) 0 1 0 4 83 107 2 91 89 88 90 91
Is easy to approach with a concern. (Habit 5) 0 1 1 9 66 118 2 90 89 90 90 93
Is honest with people. (EBA) 1 0 3 6 70 114 3 90 88 87 89 94
Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 0 3 2 9 75 99 9 89 90 88 89 82
Accepts responsibility for his/her actions rather than making excuses. (Habit 1) 0 1 2 10 75 102 7 89 88 81 88 92
Is considerate when communicating. (Habit 5(contd.)) 0 1 3 11 76 106 0 89 87 84 88 91
Is a hard worker. (P/PC) 0 2 3 12 69 110 1 87 89 84 88 91
© 2013 FranklinCovey Cognizant - Page 15
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Expresses viewpoints with confidence. (Habit 5(contd.)) 1 0 1 11 81 103 0 90 86 83 88 91
Does not pressure people to compromise personal values. (Habit 4) 0 0 3 8 76 102 8 90 87 85 88 93
Is straightforward when communicating. (Habit 5(contd.)) 0 1 3 8 70 113 2 89 88 84 88 94
Willingly helps people. (EBA) 0 1 3 15 68 109 1 88 88 83 87 91
Produces high-quality work. (P/PC) 0 2 3 11 81 94 6 87 87 84 87 88
Is disciplined in carrying out plans (i.e., I avoid procrastination). (Habit 3) 0 1 1 18 86 91 0 88 87 77 87 85
Keeps confidences. (EBA) 1 0 3 11 76 101 5 87 86 85 87 93
Respects people's time (i.e., does not waste others' time with trivial interruptions). (Habit 3) 1 0 3 13 73 105 2 86 89 87 87 90
Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 0 1 3 12 87 93 1 86 87 85 87 88
Acknowledges and apologizes for mistakes. (EBA) 0 0 3 12 77 100 5 87 88 81 87 94
© 2013 FranklinCovey Cognizant - Page 16
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Follows through on commitments. (EBA) 0 1 2 11 83 99 1 89 87 77 87 91
Takes time to find enjoyment and meaning in life. (Habit 7) 0 0 4 14 89 74 16 86 86 87 86 83
Values differences in people. (Habit 6) 0 1 5 13 81 89 8 87 85 82 86 89
Displays a sense of direction in life. (Habit 2) 1 1 2 14 90 82 7 86 87 82 86 85
Responds to requests in a timely manner. (Habit 3) 0 0 4 13 86 93 1 88 87 80 86 89
Shares credit and recognition for successes. (Habit 4) 1 2 2 12 70 106 4 86 87 87 86 94
Cares about others and try to build lasting friendships. (Habit 7) 0 1 4 17 76 92 7 86 86 85 86 88
Does not undermine others for personal gain. (Habit 4) 2 1 4 11 60 110 9 85 90 83 86 94
Networks with people outside his/her work group. (Habit 6) 2 1 4 18 73 87 12 88 84 85 86 81
Encourages and support the development of others. (Habit 7) 0 1 2 11 90 84 9 86 86 85 86 90
© 2013 FranklinCovey Cognizant - Page 17
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Is loyal to those who are absent (i.e., does not criticize people behind their backs). (EBA) 0 4 3 14 80 90 6 86 86 88 86 83
Does what is best for the entire organization, not just his/her own interests. (Habit 4) 0 0 5 12 76 97 7 86 87 84 86 92
Begins projects with a clear understanding of desired outcomes. (Habit 2) 0 1 4 13 85 91 3 86 86 81 86 90
Communicates clearly and concisely. (Habit 5(contd.)) 0 2 1 11 92 90 1 88 86 82 86 88
Informs people regarding important matters. (Habit 5(contd.)) 1 2 1 13 76 101 3 87 87 81 86 92
Shows appreciation for positive performance. (Habit 5(contd.)) 2 0 2 12 84 90 7 85 88 83 86 89
Is organized when conducting meetings. (Habit 2) 2 0 5 14 87 88 1 84 85 83 85 88
Sets reasonable deadlines so others have sufficient time to respond. (Habit 3) 1 2 0 16 92 84 2 87 83 80 85 89
Seeks out the strengths of others to get things done. (Habit 6) 0 0 4 11 89 85 8 87 85 82 85 91
Listens without interrupting. (Habit 5) 0 2 7 20 77 91 0 85 85 83 85 83
© 2013 FranklinCovey Cognizant - Page 18
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Is flexible and open-minded in trying new ideas. (Habit 6) 0 1 4 21 72 96 3 86 85 82 85 90
Seeks to understand people's viewpoints. (Habit 5) 0 2 3 16 78 97 1 85 86 85 85 91
Leads by example. (EBA) 1 4 2 15 75 95 5 85 86 82 85 89
Supports people in taking responsible risks. (Habit 6) 0 3 3 10 88 86 7 86 86 76 85 91
Is sensitive to people's feelings. (Habit 5) 0 0 8 14 82 92 1 86 85 82 85 90
Delegates work that ought to be done by others. (Habit 3) 0 2 2 20 86 83 4 87 85 78 85 84
Works to solve problems rather than avoiding them. (Habit 1) 1 3 1 18 85 88 1 87 85 77 85 85
Keeps his/her work group focused on priorities. (Habit 3) 0 3 1 16 83 89 5 85 85 82 85 91
Makes cost-effective use of resources. (P/PC) 1 1 2 18 89 79 7 85 84 83 85 86
Seeks to understand problems before attempting to solve them. (Habit 5) 0 1 4 19 76 94 3 85 86 84 85 90
© 2013 FranklinCovey Cognizant - Page 19
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Takes steps to improve his/her leadership abilities. (Habit 7) 2 2 4 11 80 88 10 87 83 82 85 88
Works to find win-win solutions. (Habit 4) 0 3 2 16 82 93 1 86 84 83 85 90
Strives to improve his/her work group performance. (Habit 7) 0 1 2 18 76 86 14 88 82 82 85 91
Is organized in handling multiple tasks and projects. (Habit 3) 1 1 3 13 87 85 7 87 84 78 85 89
Does not dominate discussions. (Habit 5(contd.)) 0 5 8 14 80 87 3 83 84 84 84 85
Sets clear expectations with individuals when assigning tasks. (Habit 2) 3 2 2 17 77 94 2 84 85 81 84 90
Takes initiative to get things done. (Habit 1) 1 2 2 24 79 88 1 85 85 78 84 85
Focuses on things he/she can do something about rather than on things beyond his/her control. (Habit 1) 1 3 7 16 78 87 5 85 85 77 84 84
Cares for his/her physical well-being. (Habit 7) 0 4 5 16 87 73 12 84 83 85 84 81
Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 0 3 5 14 86 79 10 84 84 82 84 87
© 2013 FranklinCovey Cognizant - Page 20
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Encourages and support creativity and innovation. (Habit 6) 0 2 5 18 77 88 7 87 82 78 84 88
Receives negative feedback without becoming defensive. (Habit 1) 2 2 3 24 72 73 21 85 84 75 83 82
Spends enough one-on-one time with individuals in his/her work group. (Habit 5) 2 3 9 15 70 86 12 81 83 85 83 86
Prioritizes work so time is spent on the most important issues. (Habit 3) 0 3 6 19 83 79 7 83 84 80 83 86
Works toward long-term solutions, not just "quick fixes". (Habit 2) 0 4 3 22 74 89 5 84 83 81 83 91
Is fair with all people (i.e., does not show favoritism). (Habit 4) 1 4 4 13 79 88 8 83 84 82 83 91
Ensures that his/her work group has a clear sense of direction. (Habit 2) 4 1 2 22 85 81 2 82 83 84 83 85
Understands what is going on in his/her work group. (Habit 5) 3 3 3 13 79 91 5 82 84 85 83 91
Influences others to be productive. (P/PC) 1 3 4 20 93 71 5 82 83 77 82 86
Involves people when making plans that will affect them. (Habit 6) 1 1 8 19 81 82 5 83 83 81 82 88
© 2013 FranklinCovey Cognizant - Page 21
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness. (P/PC) 1 4 6 23 91 65 7 83 83 81 82 75
Is decisive when a decision is needed. (Habit 1) 0 5 4 26 82 77 3 83 81 71 81 88
Has the courage to say "no" when appropriate. (Habit 4) 3 3 6 26 67 86 6 84 80 76 81 86
Does not push people to work beyond a reasonable limit. (P/PC) 2 2 7 23 90 65 8 82 81 78 81 79
Plans ahead to reduce having to work in a crisis mode. (Habit 2) 3 1 5 28 86 71 3 81 79 76 80 87
Seeks feedback on ways he/she can improve. (Habit 7) 2 2 8 24 70 75 16 80 80 81 80 87
Provides regular feedback on how well people perform their jobs. (Habit 5(contd.)) 0 2 11 19 85 61 19 78 84 78 80 85
Anticipates how his/her decisions impact others. (Habit 2) 2 2 6 29 66 81 11 79 82 80 80 90
Understands issues outside his/her work group (e.g., other departments, product trends, competition). (Habit 5)
1 3 7 28 83 59 16 82 79 76 80 80
Does the "right" thing, even if it is unpopular. (Habit 1) 2 2 5 34 74 70 10 83 78 69 79 87
© 2013 FranklinCovey Cognizant - Page 22
The 7 Habits Benchmark
Cognizant
August 17, 2012
Aggregate Report
© 2013 FranklinCovey Cognizant
CONTENTS
Introduction 3
Overview 4
Category Reviews
Emotional Bank Account 5
P / PC Balance 6
Habit 1: Be Proactive 7
Habit 2: Begin with the End in Mind 8
Habit 3: Put First Things First 9
Habit 4: Think Win-Win 10
Habit 5: Seek First to Understand 11
...Then to Be Understood 12
Habit 6: Synergize 13
Habit 7: Sharpen the Saw 14
Rankings and Frequencies 15
© 2013 FranklinCovey Cognizant
INTRODUCTION
Welcome to 7 Habits Benchmark for Cognizant aggregate report. This report provides you with valuable feedback regarding overall response of participants' and raters' personal and interpersonal effectiveness.
Self 65Boss 33Peers 138Direct Reports 124
Total 360
General Information
All responses were converted to percentages in the following manner:
6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%1 Strongly Disagree 0%
? Don't Know ..
Responses of "Don't Know" or nonresponses are indicated by .. and are not tallied in the percentages.
If you have any questions or would like to make comments regarding the 7 Habits Benchmark process, please contact us at [email protected].
© 2013 FranklinCovey. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of FranklinCovey. FranklinCovey is not responsible for errors resulting from a failure to comply with instructions. 7 Habits Benchmark is intended solely for use in the personal development of the individual participant. FranklinCovey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the participant. FranklinCovey reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.
© 2013 FranklinCovey Cognizant - Page 3
7 Habits Benchmark
OverviewTOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 83 8683
84
Relationships EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7
Self 89 80 80 81 82 87 83 83 85 81
Boss 90 85 85 85 86 88 87 87 86 85
Peer 85 81 81 81 82 84 84 85 84 82
Direct Report 88 85 84 83 86 86 86 86 86 85
Strongly Agree (100)
Agree (80)
Slightly Agree (60)
Slightly Disagree (40)
Disagree (20)
Strongly Disagree (0)
8987
8083
8082 81
83 8285
8785
8385
8386 85 85
8184
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7
Self
Others=Average of all Boss, Peer and Direct Report responses.
© 2013 FranklinCovey Cognizant - Page 4
Emotional Bank Account T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
88 85 9089
87
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
1. Willingly helps people.(EBA)
91 87 9291
89
2. Follows through on commitments.(EBA)
88 85 8991
87
3. Shows courtesy towards people.(EBA)
90 89 9593
90
4. Is loyal to those who are absent (i.e., does not criticize people behind their backs).(EBA)
87 82 9082
85
5. Is honest with people.(EBA)
87 85 9191
86
6. Keeps confidences.(EBA)
89 85 9088
87
7. Acknowledges and apologizes for mistakes.(EBA)
86 85 8988
86
8. Leads by example.(EBA)
85 83 8685
84
© 2013 FranklinCovey Cognizant - Page 5
P / PC BalanceTOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
85 81 8580
83
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
9. Produces high-quality work.(P/PC)
87 84 8784
85
10. Makes cost-effective use of resources.(P/PC)
86 83 8681
85
11. Is a hard worker.(P/PC)
87 88 9390
88
12. Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness.(P/PC) 82 77 79
64
79
13. Influences others to be productive.(P/PC)
85 78 8181
81
14. Does not push people to work beyond a reasonable limit.(P/PC)
82 77 8379
80
© 2013 FranklinCovey Cognizant - Page 6
Habit 1: Be Proactive T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
84 81 8580
82
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
15. Takes initiative to get things done.(Habit 1)
86 82 8683
84
16. Works to solve problems rather than avoiding them.(Habit 1)
85 83 8579
84
17. Focuses on things he/she can do something about rather than on things beyond his/her control.(Habit 1) 83 81 84
73
82
18. Maintains self-control, even in difficult or emotional circumstances.(Habit 1)
85 80 8378
82
19. Accepts responsibility for his/her actions rather than making excuses.(Habit 1)
88 82 9188
86
20. Receives negative feedback without becoming defensive.(Habit 1)
80 77 8577
80
21. Does the "right" thing, even if it is unpopular.(Habit 1)
81 80 8480
81
22. Is decisive when a decision is needed.(Habit 1)
82 80 8182
81
© 2013 FranklinCovey Cognizant - Page 7
Habit 2: Begin with the End in Mind T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
83 81 8581
83
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
23. Begins projects with a clear understanding of desired outcomes.(Habit 2)
83 82 8684
83
24. Displays a sense of direction in life.(Habit 2)
83 82 8578
83
25. Works toward long-term solutions, not just "quick fixes".(Habit 2)
82 80 8480
81
26. Plans ahead to reduce having to work in a crisis mode.(Habit 2)
83 80 8377
82
27. Anticipates how his/her decisions impact others.(Habit 2)
85 80 8482
83
28. Is organized when conducting meetings.(Habit 2)
81 82 8281
82
29. Ensures that his/her work group has a clear sense of direction.(Habit 2)
82 82 8481
82
30. Sets clear expectations with individuals when assigning tasks.(Habit 2)
87 82 8783
85
© 2013 FranklinCovey Cognizant - Page 8
Habit 3: Put First Things First T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 82 8682
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
31. Prioritizes work so time is spent on the most important issues.(Habit 3)
86 81 8381
83
32. Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)
85 84 8885
85
33. Is disciplined in carrying out plans (i.e., I avoid procrastination).(Habit 3)
85 83 8980
84
34. Respects people's time (i.e., does not waste others' time with trivial interruptions).(Habit 3)
85 84 9087
85
35. Responds to requests in a timely manner.(Habit 3)
88 83 8683
85
36. Is organized in handling multiple tasks and projects.(Habit 3)
87 81 8482
84
37. Delegates work that ought to be done by others.(Habit 3)
89 80 8076
84
38. Sets reasonable deadlines so others have sufficient time to respond.(Habit 3)
86 82 8784
85
39. Keeps his/her work group focused on priorities.(Habit 3)
88 83 8784
85
© 2013 FranklinCovey Cognizant - Page 9
Habit 4: Think Win-Win T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 84 8887
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
40. Does not undermine others for personal gain.(Habit 4)
86 85 9292
86
41. Is fair with all people (i.e., does not show favoritism).(Habit 4)
83 84 8989
84
42. Works to find win-win solutions.(Habit 4)
86 83 8885
85
43. Does what is best for the entire organization, not just his/her own interests.(Habit 4)
87 83 8988
85
44. Has the courage to say "no" when appropriate.(Habit 4)
82 82 8173
82
45. Shares credit and recognition for successes.(Habit 4)
92 86 9292
89
46. Does not pressure people to compromise personal values.(Habit 4)
88 85 8990
86
© 2013 FranklinCovey Cognizant - Page 10
Habit 5: Seek First to Understand T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 84 8783
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
47. Listens without interrupting.(Habit 5)
83 81 8677
82
48. Is sensitive to people's feelings.(Habit 5)
84 84 8984
84
49. Seeks to understand people's viewpoints.(Habit 5)
86 84 8784
85
50. Seeks to understand problems before attempting to solve them.(Habit 5)
88 85 8684
86
51. Is easy to approach with a concern.(Habit 5)
90 88 9392
89
52. Spends enough one-on-one time with individuals in his/her work group.(Habit 5)
85 85 8786
85
53. Understands what is going on in his/her work group.(Habit 5)
87 85 8687
86
54. Understands issues outside his/her work group (e.g., other departments, product trends, competition).(Habit 5) 84 83 81
73
83
© 2013 FranklinCovey Cognizant - Page 11
...Then to Be Understood T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 85 8783
86
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
55. Communicates clearly and concisely.(Habit 5(contd.))
88 85 8683
87
56. Does not dominate discussions.(Habit 5(contd.))
84 82 8982
84
57. Expresses viewpoints with confidence.(Habit 5(contd.))
88 85 8581
87
58. Is considerate when communicating.(Habit 5(contd.))
88 85 9084
87
59. Is straightforward when communicating.(Habit 5(contd.))
86 87 8683
86
60. Informs people regarding important matters.(Habit 5(contd.))
88 87 8784
87
61. Provides regular feedback on how well people perform their jobs.(Habit 5(contd.))
79 80 8478
80
62. Shows appreciation for positive performance.(Habit 5(contd.))
89 86 9089
88
© 2013 FranklinCovey Cognizant - Page 12
Habit 6: Synergize TOTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
86 84 8685
85
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
63. Seeks out the strengths of others to get things done.(Habit 6)
86 84 8888
85
64. Networks with people outside his/her work group.(Habit 6)
84 84 7973
84
65. Is flexible and open-minded in trying new ideas.(Habit 6)
85 84 8785
85
66. Values differences in people.(Habit 6)
83 82 8788
83
67. Involves people when making plans that will affect them.(Habit 6)
85 83 8985
85
68. Encourages and support creativity and innovation.(Habit 6)
88 85 8485
86
69. Supports people in taking responsible risks.(Habit 6)
88 84 8687
86
70. Builds teamwork by maximizing the talents of his/her work group.(Habit 6)
86 85 8787
85
© 2013 FranklinCovey Cognizant - Page 13
Habit 7: Sharpen the Saw T
OTALS
Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
85 82 8581
84
ITEMS Direct Report Peer Boss
Self Strongly Disagree
10
Disagree
20
30
Slightly Disagree
40
50
Slightly Agree
60
70
Agree
80
90
Strongly Agree
100
Others
71. Cares for his/her physical well-being.(Habit 7)
86 79 7972
82
72. Cares about others and try to build lasting friendships.(Habit 7)
85 85 8786
85
73. Is competent in his/her field of work.(Habit 7)
89 85 9188
87
74. Takes time to find enjoyment and meaning in life.(Habit 7)
83 80 8270
82
75. Encourages and support the development of others.(Habit 7)
86 83 8686
85
76. Takes steps to improve his/her leadership abilities.(Habit 7)
88 82 8484
85
77. Seeks feedback on ways he/she can improve.(Habit 7)
81 80 8481
81
78. Strives to improve his/her work group performance.(Habit 7)
85 84 8585
85
© 2013 FranklinCovey Cognizant - Page 14
RankingsandFrequencies
NOTES
● The individual statements are ranked below by the scores of "Others".
● Others=Average of all Boss, Peer and Direct Report responses. In other words, all scores excluding "Self".
● "Self" scores are included in the Frequencies.
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Shows courtesy towards people. (EBA) 0 1 3 13 122 221 0 90 89 95 90 93
Shares credit and recognition for successes. (Habit 4) 1 0 3 14 133 198 11 92 86 92 89 92
Is easy to approach with a concern. (Habit 5) 0 0 2 14 141 201 2 90 88 93 89 92
Willingly helps people. (EBA) 0 0 4 20 133 203 0 91 87 92 89 91
Is a hard worker. (P/PC) 0 2 6 22 132 194 4 87 88 93 88 90
Shows appreciation for positive performance. (Habit 5(contd.)) 0 2 1 20 149 175 13 89 86 90 88 89
Communicates clearly and concisely. (Habit 5(contd.)) 0 3 6 26 163 161 1 88 85 86 87 83
Follows through on commitments. (EBA) 0 2 4 21 151 181 1 88 85 89 87 91
© 2013 FranklinCovey Cognizant - Page 15
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Informs people regarding important matters. (Habit 5(contd.)) 0 2 3 28 157 165 5 88 87 87 87 84
Is competent in his/her field of work. (Habit 7) 0 0 0 25 168 165 2 89 85 91 87 88
Keeps confidences. (EBA) 2 1 9 17 138 186 7 89 85 90 87 88
Expresses viewpoints with confidence. (Habit 5(contd.)) 1 0 5 40 150 163 1 88 85 85 87 81
Is considerate when communicating. (Habit 5(contd.)) 1 1 4 19 174 159 2 88 85 90 87 84
Seeks to understand problems before attempting to solve them. (Habit 5) 0 2 6 26 166 158 2 88 85 86 86 84
Acknowledges and apologizes for mistakes. (EBA) 1 2 4 22 166 158 7 86 85 89 86 88
Supports people in taking responsible risks. (Habit 6) 1 3 2 26 151 152 25 88 84 86 86 87
Does not undermine others for personal gain. (Habit 4) 3 2 3 17 142 176 17 86 85 92 86 92
Understands what is going on in his/her work group. (Habit 5) 0 1 5 26 166 150 12 87 85 86 86 87
© 2013 FranklinCovey Cognizant - Page 16
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Accepts responsibility for his/her actions rather than making excuses. (Habit 1) 0 5 3 28 152 163 9 88 82 91 86 88
Is honest with people. (EBA) 1 3 7 18 146 183 2 87 85 91 86 91
Does not pressure people to compromise personal values. (Habit 4) 2 1 3 18 155 169 12 88 85 89 86 90
Encourages and support creativity and innovation. (Habit 6) 2 2 5 24 151 160 16 88 85 84 86 85
Is straightforward when communicating. (Habit 5(contd.)) 2 1 8 29 152 168 0 86 87 86 86 83
Seeks to understand people's viewpoints. (Habit 5) 2 4 5 28 161 158 2 86 84 87 85 84
Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 2 1 4 30 145 151 27 86 85 87 85 87
Spends enough one-on-one time with individuals in his/her work group. (Habit 5) 1 0 6 37 141 146 29 85 85 87 85 86
Strives to improve his/her work group performance. (Habit 7) 0 3 4 33 163 139 18 85 84 85 85 85
Is flexible and open-minded in trying new ideas. (Habit 6) 1 3 6 36 152 155 7 85 84 87 85 85
© 2013 FranklinCovey Cognizant - Page 17
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Does what is best for the entire organization, not just his/her own interests. (Habit 4) 1 1 6 25 163 155 9 87 83 89 85 88
Produces high-quality work. (P/PC) 0 1 5 42 149 157 6 87 84 87 85 84
Involves people when making plans that will affect them. (Habit 6) 1 6 3 27 162 148 13 85 83 89 85 85
Sets clear expectations with individuals when assigning tasks. (Habit 2) 1 1 8 33 166 140 11 87 82 87 85 83
Seeks out the strengths of others to get things done. (Habit 6) 0 4 6 27 153 154 16 86 84 88 85 88
Sets reasonable deadlines so others have sufficient time to respond. (Habit 3) 1 2 6 35 164 141 11 86 82 87 85 84
Is loyal to those who are absent (i.e., does not criticize people behind their backs). (EBA) 2 3 15 29 141 159 11 87 82 90 85 82
Encourages and support the development of others. (Habit 7) 2 0 7 32 155 151 13 86 83 86 85 86
Cares about others and try to build lasting friendships. (Habit 7) 2 3 5 22 168 149 11 85 85 87 85 86
Respects people's time (i.e., does not waste others' time with trivial interruptions). (Habit 3) 2 1 4 32 162 157 2 85 84 90 85 87
© 2013 FranklinCovey Cognizant - Page 18
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Takes steps to improve his/her leadership abilities. (Habit 7) 1 2 4 36 155 138 24 88 82 84 85 84
Works to find win-win solutions. (Habit 4) 0 1 3 33 173 141 9 86 83 88 85 85
Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 1 3 9 38 139 168 2 85 84 88 85 85
Keeps his/her work group focused on priorities. (Habit 3) 0 1 4 31 177 137 10 88 83 87 85 84
Makes cost-effective use of resources. (P/PC) 0 2 4 42 159 135 18 86 83 86 85 81
Responds to requests in a timely manner. (Habit 3) 0 2 5 37 168 148 0 88 83 86 85 83
Works to solve problems rather than avoiding them. (Habit 1) 1 1 10 46 157 139 6 85 83 85 84 79
Is organized in handling multiple tasks and projects. (Habit 3) 0 1 9 46 157 140 7 87 81 84 84 82
Networks with people outside his/her work group. (Habit 6) 2 6 19 47 123 150 13 84 84 79 84 73
Is sensitive to people's feelings. (Habit 5) 2 4 8 35 148 156 7 84 84 89 84 84
© 2013 FranklinCovey Cognizant - Page 19
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Delegates work that ought to be done by others. (Habit 3) 3 3 13 40 152 136 13 89 80 80 84 76
Does not dominate discussions. (Habit 5(contd.)) 3 4 14 31 155 152 1 84 82 89 84 82
Is fair with all people (i.e., does not show favoritism). (Habit 4) 3 5 6 30 143 162 11 83 84 89 84 89
Leads by example. (EBA) 0 3 5 47 149 149 7 85 83 86 84 85
Is disciplined in carrying out plans (i.e., I avoid procrastination). (Habit 3) 1 2 10 47 147 148 5 85 83 89 84 80
Takes initiative to get things done. (Habit 1) 0 1 12 45 149 153 0 86 82 86 84 83
Prioritizes work so time is spent on the most important issues. (Habit 3) 0 2 8 45 170 127 8 86 81 83 83 81
Begins projects with a clear understanding of desired outcomes. (Habit 2) 0 1 11 47 158 132 11 83 82 86 83 84
Understands issues outside his/her work group (e.g., other departments, product trends, competition). (Habit 5)
2 2 10 57 150 118 21 84 83 81 83 73
Anticipates how his/her decisions impact others. (Habit 2) 1 2 3 58 156 124 16 85 80 84 83 82
© 2013 FranklinCovey Cognizant - Page 20
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Values differences in people. (Habit 6) 1 4 5 37 158 142 13 83 82 87 83 88
Displays a sense of direction in life. (Habit 2) 1 2 12 44 166 118 17 83 82 85 83 78
Takes time to find enjoyment and meaning in life. (Habit 7) 2 12 15 43 135 112 41 83 80 82 82 70
Plans ahead to reduce having to work in a crisis mode. (Habit 2) 1 5 11 54 156 122 11 83 80 83 82 77
Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 3 2 23 43 142 140 7 85 80 83 82 78
Ensures that his/her work group has a clear sense of direction. (Habit 2) 2 3 10 45 170 121 9 82 82 84 82 81
Listens without interrupting. (Habit 5) 3 5 12 42 167 130 1 83 81 86 82 77
Cares for his/her physical well-being. (Habit 7) 2 10 14 42 144 113 35 86 79 79 82 72
Has the courage to say "no" when appropriate. (Habit 4) 3 8 17 55 133 139 5 82 82 81 82 73
Is organized when conducting meetings. (Habit 2) 2 2 12 48 165 127 4 81 82 82 82 81
© 2013 FranklinCovey Cognizant - Page 21
ITEMS
FrequenciesStronglyDisagree
1 2 3 4 5
StronglyAgree
6
Don'tKnow
?
ScoresDirectReport
Peer
Boss
Others
Self
Focuses on things he/she can do something about rather than on things beyond his/her control. (Habit 1) 3 4 18 38 171 115 11 83 81 84 82 73
Works toward long-term solutions, not just "quick fixes". (Habit 2) 1 1 21 47 157 125 8 82 80 84 81 80
Is decisive when a decision is needed. (Habit 1) 1 3 10 59 161 121 5 82 80 81 81 82
Does the "right" thing, even if it is unpopular. (Habit 1) 2 4 8 58 158 108 22 81 80 84 81 80
Influences others to be productive. (P/PC) 1 2 7 55 174 110 11 85 78 81 81 81
Seeks feedback on ways he/she can improve. (Habit 7) 3 11 6 48 143 128 21 81 80 84 81 81
Provides regular feedback on how well people perform their jobs. (Habit 5(contd.)) 1 8 6 56 156 99 34 79 80 84 80 78
Receives negative feedback without becoming defensive. (Habit 1) 4 5 11 58 144 103 35 80 77 85 80 77
Does not push people to work beyond a reasonable limit. (P/PC) 3 9 15 47 155 120 11 82 77 83 80 79
Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness. (P/PC) 5 15 13 73 118 109 27 82 77 79 79 64
© 2013 FranklinCovey Cognizant - Page 22
The 7 HabitsBenchmark TM
Aggregate-CognizantFebruary 4,2013
Contents
Introduction 3
The 7 Habits Overview 4
Category Reviews
Emotional Bank Account 5
P/PC Balance 6
Habit 1: Be Proactive 7
Habit 2: Begin with the End in Mind 8
Habit 3: Put First Things First 9
Habit 4: Think Win-Win 10
Habit 5: Seek First to Understand.. 11
..Then to be Understood 12
Habit 6: Synergize 13
Habit 7: Sharpen The Saw 14
Ranking and Frequencies 15
© 2013 FranklinCovey India and SouthAsia 2
Introduction
The purpose of the 7 Habits Benchmark report is to provide you with valuable feedback regarding yourpersonal and interpersonal effectiveness. Please make sure to PRINT THIS OUT AND BRING IT WITHYOU TO THE WORKSHOP.
As you review this report, remember the following two items:
1. Do NOT take action now. During the workshop, you will review this data in depth and develop acomplete action plan. Go ahead and do a high-level review now, looking for areas that stand out,then put the report aside until the workshop.
2. Take a balanced view. Straight feedback is a priceless gift. Don't spend time guessing who gaveyou low scores or express hostility toward people who responded. Use the data in a balanced,objective way to improve your abilities.
Scoring
The following surveys contributed to your report:
Self 3Boss 0Peer 8Direct Reports 2
Total 13
General Information
All responses were converted to percentages in the following manner:
Response Resulting Score% 6 Strongly Agree 100% 5 Agree 80% 4 Slightly Agree 60% 3 Slightly Disagree 40% 2 Disagree 20% 1 Strongly Disagree 0% ? Don't Know/NA **
Responses of "Don't Know" or nonresponses are indicated by ** and are not tallied in the percentages.
© 2013 FranklinCovey India and SouthAsia. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted inany form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system forany purpose without the express written permission of FranklinCovey India and SouthAsia. FranklinCovey India and SouthAsia is notresponsible for errors resulting from a failure to comply with instructions. is intended solely for use in the personal development of the individualparticipant. FranklinCovey India and SouthAsia is not responsible for any claim, action, liability, expense, damage, or concern arising from itsuse in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internalprocessing, is strictly prohibited, without the written permission of the participant. FranklinCovey India and SouthAsia reserves the right tocorrect minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.
© 2013 FranklinCovey India and SouthAsia 3
The 7 HabitsOverview
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
92 77 **90
80
Relationships
Self
Boss
Peer
Direct Report
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
94 87 89 91 90 85 89 89 95
** ** ** ** ** ** ** ** **
82 75 79 70 77 79 76 77 80
92 91 87 92 95 94 93 93 91
Strongly Agree 100
Agree 80
Slightly Agree 60
Slightly Disagree 40
Disagree 20
StronglyDisagree 0
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
SelfOthers=Average of all Boss, Peer, Direct Report responses.
© 2013 FranklinCovey India and SouthAsia 4
Emotional Bank Account
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
92 82 **94
84
QUESTIONS
1
Willingly helps people.
2
Follows through on commitments.
3
Shows courtesy towards people.
4
Is loyal to those who are absent (i.e. does not criticizepeople behind their backs).
5
Is honest with people.
6
Keep confidences.
7
Acknowledges and apologizes for mistakes.
8
Leads by example.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 85 **100
88
90 80 **93
82
80 82 **86
82
100 85 **93
88
100 77 **100
82
100 90 **100
92
80 82 **93
82
90 75 **86
78
© 2013 FranklinCovey India and SouthAsia 5
P/PC Balance TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
91 75 **87
78
QUESTIONS
9
Produces high-quality work.
10
Makes cost-effective use of resources.
11
Is a hard worker.
12
Balances all aspects of life (e.g.,work,leisure,family) to maintain overall effectiveness.
13
Influences others to be productive.
14
Does not push people to work beyond areasonable limit.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 80 **86
82
90 77 **86
80
90 85 **86
86
100 80 **86
84
100 75 **86
80
80 57 **93
62
© 2013 FranklinCovey India and SouthAsia 6
Habit 1: Be Proactive
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
87 79 **89
81
QUESTIONS
15
Takes initiative to get things done.
16
Works to solve problems rather than avoidingthem.
17
Focuses on things he/she can do somethingabout rather than on things beyond his/hercontrol.
18
Maintains self control even in difficult oremotional circumstances.
19
Accepts responsibility for his/her actions ratherthan making excuses.
20
Receives negative feedback without becomingdefensive.
21
Does the "right" thing, even if it is unpopular.
22
Is decisive when a decision is needed.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 80 **86
84
100 80 **86
84
90 85 **93
86
80 80 **86
80
90 75 **93
78
50 77 **86
72
100 77 **86
80
100 82 **93
84
© 2013 FranklinCovey India and SouthAsia 7
Habit 2: Begin with the endin mind
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
92 70 **91
75
QUESTIONS
23
Begins projects with a clear understanding ofdesired outcomes.
24
Displays a sense of direction in life.
25
Works towards long term solutions,not just"quick fixes".
26
Plans ahead to reduce having to work in a crisismode.
27
Anticipate how his/her decisions impact others.
28
Is organized when conducting meetings.
29
Ensures that his/her work group has a clearsense of direction.
30
Sets clear expectations with individuals whenassigning tasks.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 72 **100
76
90 82 **93
84
100 62 **93
70
90 70 **93
74
90 72 **86
76
100 75 **86
80
90 65 **86
70
90 65 **93
70
© 2013 FranklinCovey India and SouthAsia 8
Habit 3: Put First ThingsFirst
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
95 77 **90
80
QUESTIONS
31
Prioritizes work so time is spent on the mostimportant issues.
32
Is punctual (i.e. on time for appointments,meetings,etc.).
33
Is disciplined in carrying out plans (i.e.,avoidsprocrastination).
34
Respects people's time (i.e.,does not wasteothers' time with trivial interruptions).
35
Responds to request in a timely manner.
36
Is organized in handling multiple tasks andprojects.
37
Delegates works that ought to be done by others.
38
Sets reasonable deadlines so others havesufficient time to respond.
39
Keeps his/her work group focused on priorities.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 70 **86
76
100 80 **86
84
90 77 **80
80
100 85 **100
88
100 75 **100
80
90 77 **86
80
90 82 **100
84
90 72 **86
76
100 75 **86
80
© 2013 FranklinCovey India and SouthAsia 9
Habit 4: Think Win Win
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
94 79 **85
82
QUESTIONS
40
Does not undermine others for personal gain.
41
Is fair with all peoples (i.e.,does not showfavoritism).
42
Works to find win-win solutions.
43
Does what is best for entire orgainzation,not just his/her own interests.
44
Has the courage to say no when appropriate.
45
Shares credit and recognition for successes.
46
Does not pressure people to compromisepersonal values.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 82 **60
84
90 80 **86
82
100 82 **93
86
90 77 **86
80
90 82 **86
84
100 77 **90
82
100 71 **100
77
© 2013 FranklinCovey India and SouthAsia 10
Habit 5: Seek First toUnderstand...
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
95 76 **88
80
QUESTIONS
47
Listens without interrupting.
48
Is sensitive to people's feelings.
49
Seeks to understand people's viewpoints.
50
Seeks to understand problems beforeattempting to solve them.
51
Is easy to approach with a concern.
52
Spends enough one-on-one time withindividuals in his/her work group.
53
Understand what is going on in his/her workgroup.
54
Understands issues outside his/her work group(e.g., other departments, product trends,competition).
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 80 **80
84
90 70 **80
74
90 80 **93
82
90 80 **93
82
90 77 **93
80
100 71 **86
77
100 71 **93
77
100 77 **80
82
© 2013 FranklinCovey India and SouthAsia 11
...Then to be Understood
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
92 77 **90
80
QUESTIONS
55
Communicates clearly and concisely.
56
Does not dominate discussions.
57
Expresses viewpoints with confidence.
58
Is considerate when communicating.
59
Is straightforward when communicating.
60
Informs people regarding important matters.
61
Provides regular feedback on how well peopleperform their jobs.
62
Shows appreciation for positive performance.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 80 **86
82
90 75 **80
78
90 77 **100
80
100 77 **86
82
80 80 **93
80
90 72 **86
76
100 77 **93
82
100 80 **93
84
© 2013 FranklinCovey India and SouthAsia 12
Habit 6: Synergize
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
93 77 **89
80
QUESTIONS
63
Seeks out the strengths of others to get thingsdone.
64
Networks with people outside his/her workgroup.
65
Is flexible and open-minded in trying new ideas.
66
Values differences in people.
67
Involves people when making plans that willaffect them.
68
Encourages and supports creativity andinnovation.
69
Supports people in taking responsible risks.
70
Builds teamwork by maximizing the talents ofhis/her work group.
DirectReport
Peer
Boss
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 82 **93
86
90 80 **86
82
90 80 **93
82
90 77 **86
80
90 75 **93
78
100 77 **86
82
90 72 **86
76
100 71 **86
77
© 2013 FranklinCovey India and SouthAsia 13
Habit 7: Sharpen theSaw
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
91 80 **95
82
QUESTIONS
71
Cares for his/her physical well-being.
72
Cares about others and tries to build lastingfriendships.
73
Is competent in his/her field of work.
74
Takes time to find enjoyment and meaning inlife.
75
Encourages and supports the development ofothers.
76
Takes steps to improve his/her leadershipabilities.
77
Seeks feedback on ways he/she can improve.
78
Strives to improve his/her workgroupperformance.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 91 **93
91
90 72 **100
76
90 75 **93
78
90 90 **100
90
90 80 **93
82
90 77 **86
80
90 80 **100
82
100 77 **100
82
© 2013 FranklinCovey India and SouthAsia 14
Rankings and Frequencies
NOTES
The individual statements are ranked below by the scores of "Others". Others=Average of all Boss, Peer, Direct Report and Other Managersresponses. In other words, all scores excluding "Self". "Self" scores are included in the Frequencies.
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
6 Keeps confidences. (EBA)
0 0 0 0 4 9 0 100 90 ** 92 100
71 Cares for his/her physical well-being. (Habit 7)
0 0 0 0 5 7 1 90 91 ** 91 93
74 Takes time to find enjoyment and meaning in life.(Habit 7) 0 0 0 0 4 7 2 90 90 ** 90 100
34 Respects people’s time (i.e., does not wasteothers’ time with trivial interruptions). (Habit 3) 0 0 0 1 4 8 0 100 85 ** 88 100
1 Willingly helps people. (EBA)
0 0 0 0 6 7 0 100 85 ** 88 100
4 Is loyal to those who are absent (i.e., does notcriticize people behind their backs). (EBA) 0 0 0 1 5 7 0 100 85 ** 88 93
11 Is a hard worker. (P/PC)
0 0 0 0 9 4 0 90 85 ** 86 86
17 Focuses on things he/she can do somethingabout rather than on things beyond his/her control.(Habit 1) 0 0 0 0 8 5 0 90 85 ** 86 93
63 Seeks out the strengths of others to get thingsdone. (Habit 6) 0 0 0 1 6 6 0 100 82 ** 86 93
42 Works to find win-win solutions. (Habit 4)
0 0 0 1 6 6 0 100 82 ** 86 93
40 Does not undermine others for personal gain.(Habit 4) 1 0 1 1 4 6 0 90 82 ** 84 60
37 Delegates work that ought to be done by others.(Habit 3) 0 0 0 0 8 5 0 90 82 ** 84 100
44 Has the courage to say no when appropriate.(Habit 4) 0 0 0 3 4 6 0 90 82 ** 84 86
47 Listens without interrupting. (Habit 5)
0 0 0 2 6 4 1 100 80 ** 84 80
© 2013 FranklinCovey India and SouthAsia 15
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
62 Shows appreciation for positive performance.(Habit 5) 0 0 0 2 5 6 0 100 80 ** 84 93
22 Is decisive when a decision is needed. (Habit 1)
0 0 0 1 6 5 1 100 82 ** 84 93
32 Is punctual (i.e., on time for appointments,meetings,etc.). (Habit 3) 0 0 0 2 6 5 0 100 80 ** 84 86
24 Displays a sense of direction in life. (Habit 2)
0 0 0 1 7 5 0 90 82 ** 84 93
16 Works to solve problems rather than avoidingthem. (Habit 1) 0 0 0 1 8 4 0 100 80 ** 84 86
15 Takes initiative to get things done. (Habit 1)
0 0 0 1 8 4 0 100 80 ** 84 86
12 Balances all aspects of life (e.g., work, leisure,family) to maintain overall effectiveness. (P/PC) 0 0 0 2 5 5 1 100 80 ** 84 86
75 Encourages and supports the development ofothers. (Habit 7) 0 0 0 2 5 5 1 90 80 ** 82 93
78 Strives to improve his/her workgroup performance.(Habit 7) 0 1 0 1 3 8 0 100 77 ** 82 100
77 Seeks feedback on ways he/she can improve.(Habit 7) 0 0 1 0 6 6 0 90 80 ** 82 100
5 Is honest with people. (EBA)
0 0 1 1 4 7 0 100 77 ** 82 100
3 Shows courtesy toward people. (EBA)
0 0 0 1 9 3 0 80 82 ** 82 86
2 Follows through on commitments. (EBA)
0 0 0 1 8 4 0 90 80 ** 82 93
7 Acknowledges and apologizes for mistakes.(EBA) 0 0 0 1 8 4 0 80 82 ** 82 93
9 Produces high-quality work. (P/PC)
0 0 0 1 9 3 0 90 80 ** 82 86
61 Provides regular feedback on how well peopleperform their jobs. (Habit 5) 0 0 1 1 4 6 1 100 77 ** 82 93
© 2013 FranklinCovey India and SouthAsia 16
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
58 Is considerate when communicating. (Habit 5)
0 0 1 1 6 5 0 100 77 ** 82 86
45 Shares credit and recognition for successes.(Habit 4) 0 0 1 1 5 5 1 100 77 ** 82 90
68 Encourages and supports creativity andinnovation. (Habit 6) 0 0 1 1 6 5 0 100 77 ** 82 86
65 Is flexible and open-minded in trying new ideas.(Habit 6) 0 0 0 2 6 5 0 90 80 ** 82 93
64 Networks with people outside his/her work group.(Habit 6) 0 0 0 1 7 3 2 90 80 ** 82 86
50 Seeks to understand problems before attemptingto solve them. (Habit 5) 0 0 1 0 7 5 0 90 80 ** 82 93
49 Seeks to understand people's viewpoints. (Habit 5)
0 0 1 0 7 5 0 90 80 ** 82 93
55 Communicates clearly and concisely. (Habit 5)
0 0 1 0 8 4 0 90 80 ** 82 86
54 Understands issues outside his/her work group(e.g.,other departments, product trends,competition). (Habit 5) 0 0 1 2 4 5 1 100 77 ** 82 80
41 Is fair with all people (i.e., does not showfavoritism). (Habit 4) 0 0 2 0 5 6 0 90 80 ** 82 86
43 Does what is best for the entire organization, notjust his/her own interests. (Habit 4) 0 0 0 3 6 4 0 90 77 ** 80 86
36 Is organized in handling multiple tasks andprojects. (Habit 3) 0 0 0 2 8 3 0 90 77 ** 80 86
35 Responds to requests in a timely manner.(Habit 3)
0 0 2 0 4 7 0 100 75 ** 80 100
39 Keeps his/her work group focused on priorities.(Habit 3) 0 0 1 1 7 4 0 100 75 ** 80 86
66 Values differences in people. (Habit 6)
0 0 1 1 6 4 1 90 77 ** 80 86
59 Is straightforward when communicating. (Habit 5)
0 0 1 0 8 4 0 80 80 ** 80 93
© 2013 FranklinCovey India and SouthAsia 17
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
51 Is easy to approach with a concern. (Habit 5)
0 0 1 1 6 5 0 90 77 ** 80 93
57 Expresses viewpoints with confidence. (Habit 5)
0 1 0 1 4 7 0 90 77 ** 80 100
33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3) 0 0 0 2 9 2 0 90 77 ** 80 80
28 Is organized when conducting meetings. (Habit 2)
0 0 1 2 5 5 0 100 75 ** 80 86
21 Does the "right" thing, even if it is unpopular.(Habit 1) 0 0 1 0 8 3 1 100 77 ** 80 86
18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1) 0 0 0 3 5 4 1 80 80 ** 80 86
13 Influences others to be productive. (P/PC)
0 0 1 2 5 5 0 100 75 ** 80 86
10 Makes cost-effective use of resources. (P/PC)
0 0 1 0 9 3 0 90 77 ** 80 86
76 Takes steps to improve his/her leadershipabilities. (Habit 7) 0 0 0 2 8 3 0 90 77 ** 80 86
73 Is competent in his/her field of work. (Habit 7)
0 0 1 1 7 4 0 90 75 ** 78 93
8 Leads by example. (EBA)
0 0 0 3 7 3 0 90 75 ** 78 86
19 Accepts responsibility for his/her actions ratherthan making excuses. (Habit 1) 0 0 1 2 5 5 0 90 75 ** 78 93
56 Does not dominate discussions. (Habit 5)
0 0 0 4 6 3 0 90 75 ** 78 80
67 Involves people when making plans that will affectthem. (Habit 6) 1 0 0 0 7 5 0 90 75 ** 78 93
53 Understands what is going on in his/her workgroup. (Habit 5) 0 1 1 0 4 6 1 100 71 ** 77 93
52 Spends enough one-on-one time with individuals inhis/her work group. (Habit 5) 0 0 1 3 3 5 1 100 71 ** 77 86
© 2013 FranklinCovey India and SouthAsia 18
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
46 Does not pressure people to compromise personalvalues. (Habit 4) 1 0 0 1 3 6 2 100 71 ** 77 100
70 Builds teamwork by maximizing the talents ofhis/her work group. (Habit 6) 1 0 0 1 5 5 1 100 71 ** 77 86
72 Cares about others and tries to build lastingfriendships. (Habit 7) 0 1 0 1 6 5 0 90 72 ** 76 100
23 Begins projects with a clear understanding ofdesired outcomes. (Habit 2) 0 0 1 2 5 5 0 90 72 ** 76 100
31 Prioritizes work so time is spent on the mostimportant issues. (Habit 3) 0 1 0 3 4 5 0 100 70 ** 76 86
27 Anticipates how his/her decisions impact others.(Habit 2) 0 0 1 2 7 3 0 90 72 ** 76 86
69 Supports people in taking responsible risks. (Habit6) 0 1 1 0 7 4 0 90 72 ** 76 86
60 Informs people regarding important matters. (Habit5) 0 0 2 1 6 4 0 90 72 ** 76 86
38 Sets reasonable deadlines so others havesufficient time to respond. (Habit 3) 0 1 0 1 8 3 0 90 72 ** 76 86
48 Is sensitive to people's feelings. (Habit 5)
1 0 1 0 7 3 1 90 70 ** 74 80
26 Plans ahead to reduce having to work in a crisismode. (Habit 2) 0 1 1 0 7 4 0 90 70 ** 74 93
20 Receives negative feedback without becomingdefensive. (Habit 1) 0 1 1 0 9 2 0 50 77 ** 72 86
30 Sets clear expectations with individuals whenassigning tasks. (Habit 2) 0 1 2 0 6 4 0 90 65 ** 70 93
29 Ensures that his/her work group has a clear senseof direction. (Habit 2) 0 1 2 0 7 3 0 90 65 ** 70 86
25 Works toward long-term solutions, not just “quickfixes.” (Habit 2) 0 0 3 2 3 5 0 100 62 ** 70 93
14 Does not push people to work beyond areasonable limit. (P/PC) 0 1 3 2 3 4 0 80 57 ** 62 93
© 2013 FranklinCovey India and SouthAsia 19
The 7 HabitsBenchmark TM
Aggregate-CognizantFebruary 13,2013
Contents
Introduction 3
The 7 Habits Overview 4
Category Reviews
Emotional Bank Account 5
P/PC Balance 6
Habit 1: Be Proactive 7
Habit 2: Begin with the End in Mind 8
Habit 3: Put First Things First 9
Habit 4: Think Win-Win 10
Habit 5: Seek First to Understand.. 11
..Then to be Understood 12
Habit 6: Synergize 13
Habit 7: Sharpen The Saw 14
Ranking and Frequencies 15
© 2013 FranklinCovey India and SouthAsia 2
Introduction
The purpose of the 7 Habits Benchmark report is to provide you with valuable feedback regarding yourpersonal and interpersonal effectiveness. Please make sure to PRINT THIS OUT AND BRING IT WITHYOU TO THE WORKSHOP.
As you review this report, remember the following two items:
1. Do NOT take action now. During the workshop, you will review this data in depth and develop acomplete action plan. Go ahead and do a high-level review now, looking for areas that stand out,then put the report aside until the workshop.
2. Take a balanced view. Straight feedback is a priceless gift. Don't spend time guessing who gaveyou low scores or express hostility toward people who responded. Use the data in a balanced,objective way to improve your abilities.
Scoring
The following surveys contributed to your report:
Self 1Boss 1Peer 6Direct Reports 2
Total 10
General Information
All responses were converted to percentages in the following manner:
Response Resulting Score% 6 Strongly Agree 100% 5 Agree 80% 4 Slightly Agree 60% 3 Slightly Disagree 40% 2 Disagree 20% 1 Strongly Disagree 0% ? Don't Know/NA **
Responses of "Don't Know" or nonresponses are indicated by ** and are not tallied in the percentages.
© 2013 FranklinCovey India and SouthAsia. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted inany form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system forany purpose without the express written permission of FranklinCovey India and SouthAsia. FranklinCovey India and SouthAsia is notresponsible for errors resulting from a failure to comply with instructions. is intended solely for use in the personal development of the individualparticipant. FranklinCovey India and SouthAsia is not responsible for any claim, action, liability, expense, damage, or concern arising from itsuse in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internalprocessing, is strictly prohibited, without the written permission of the participant. FranklinCovey India and SouthAsia reserves the right tocorrect minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.
© 2013 FranklinCovey India and SouthAsia 3
The 7 HabitsOverview
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
95 81 8077
84
Relationships
Self
Boss
Peer
Direct Report
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
87 80 85 70 72 86 82 75 60
80 84 80 80 77 80 80 80 80
85 76 81 75 78 84 83 81 82
96 95 92 93 96 95 96 96 95
Strongly Agree 100
Agree 80
Slightly Agree 60
Slightly Disagree 40
Disagree 20
StronglyDisagree 0
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
SelfOthers=Average of all Boss, Peer, Direct Report responses.
© 2013 FranklinCovey India and SouthAsia 4
Emotional Bank Account
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
96 85 8087
87
QUESTIONS
1
Willingly helps people.
2
Follows through on commitments.
3
Shows courtesy towards people.
4
Is loyal to those who are absent (i.e. does not criticizepeople behind their backs).
5
Is honest with people.
6
Keep confidences.
7
Acknowledges and apologizes for mistakes.
8
Leads by example.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 90 80100
88
100 86 80100
88
100 90 80100
91
100 88 8080
90
90 86 8080
86
90 86 8080
86
100 80 8080
84
100 76 8080
82
© 2013 FranklinCovey India and SouthAsia 5
P/PC Balance TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
95 76 8480
82
QUESTIONS
9
Produces high-quality work.
10
Makes cost-effective use of resources.
11
Is a hard worker.
12
Balances all aspects of life (e.g.,work,leisure,family) to maintain overall effectiveness.
13
Influences others to be productive.
14
Does not push people to work beyond areasonable limit.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 76 8080
82
100 76 80**
82
90 83 100100
86
90 55 **60
66
100 83 80**
86
90 80 80**
82
© 2013 FranklinCovey India and SouthAsia 6
Habit 1: Be Proactive
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
92 81 8085
83
QUESTIONS
15
Takes initiative to get things done.
16
Works to solve problems rather than avoidingthem.
17
Focuses on things he/she can do somethingabout rather than on things beyond his/hercontrol.
18
Maintains self control even in difficult oremotional circumstances.
19
Accepts responsibility for his/her actions ratherthan making excuses.
20
Receives negative feedback without becomingdefensive.
21
Does the "right" thing, even if it is unpopular.
22
Is decisive when a decision is needed.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 80 80100
84
100 80 80100
84
80 80 8080
80
100 90 8080
90
90 83 80100
84
90 86 8060
86
80 76 8080
77
100 80 8080
85
© 2013 FranklinCovey India and SouthAsia 7
Habit 2: Begin with the endin mind
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
93 75 8070
80
QUESTIONS
23
Begins projects with a clear understanding ofdesired outcomes.
24
Displays a sense of direction in life.
25
Works towards long term solutions,not just"quick fixes".
26
Plans ahead to reduce having to work in a crisismode.
27
Anticipate how his/her decisions impact others.
28
Is organized when conducting meetings.
29
Ensures that his/her work group has a clearsense of direction.
30
Sets clear expectations with individuals whenassigning tasks.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 66 8060
73
100 76 8060
82
90 68 8060
75
90 73 8060
77
90 80 8080
82
100 76 8080
82
100 76 8080
82
90 84 8080
85
© 2013 FranklinCovey India and SouthAsia 8
Habit 3: Put First ThingsFirst
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
96 78 7772
82
QUESTIONS
31
Prioritizes work so time is spent on the mostimportant issues.
32
Is punctual (i.e. on time for appointments,meetings,etc.).
33
Is disciplined in carrying out plans (i.e.,avoidsprocrastination).
34
Respects people's time (i.e.,does not wasteothers' time with trivial interruptions).
35
Responds to request in a timely manner.
36
Is organized in handling multiple tasks andprojects.
37
Delegates works that ought to be done by others.
38
Sets reasonable deadlines so others havesufficient time to respond.
39
Keeps his/her work group focused on priorities.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
90 76 8080
80
100 76 6080
80
100 83 8040
86
100 83 8080
86
100 80 80100
84
100 80 8080
84
100 80 8040
84
90 70 8080
75
90 80 80**
82
© 2013 FranklinCovey India and SouthAsia 9
Habit 4: Think Win Win
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
95 84 8086
86
QUESTIONS
40
Does not undermine others for personal gain.
41
Is fair with all peoples (i.e.,does not showfavoritism).
42
Works to find win-win solutions.
43
Does what is best for entire orgainzation,not just his/her own interests.
44
Has the courage to say no when appropriate.
45
Shares credit and recognition for successes.
46
Does not pressure people to compromisepersonal values.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 88 8080
90
100 88 8080
90
90 83 8080
84
100 84 8080
87
90 70 80**
77
90 90 80100
88
100 86 80100
88
© 2013 FranklinCovey India and SouthAsia 10
Habit 5: Seek First toUnderstand...
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
97 84 8083
86
QUESTIONS
47
Listens without interrupting.
48
Is sensitive to people's feelings.
49
Seeks to understand people's viewpoints.
50
Seeks to understand problems beforeattempting to solve them.
51
Is easy to approach with a concern.
52
Spends enough one-on-one time withindividuals in his/her work group.
53
Understand what is going on in his/her workgroup.
54
Understands issues outside his/her work group(e.g., other departments, product trends,competition).
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 86 80100
88
100 86 8080
88
90 86 8080
86
100 83 8080
86
100 83 8080
86
90 95 80**
91
100 80 8080
84
** 80 80**
80
© 2013 FranklinCovey India and SouthAsia 11
...Then to be Understood
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
96 81 8082
84
QUESTIONS
55
Communicates clearly and concisely.
56
Does not dominate discussions.
57
Expresses viewpoints with confidence.
58
Is considerate when communicating.
59
Is straightforward when communicating.
60
Informs people regarding important matters.
61
Provides regular feedback on how well peopleperform their jobs.
62
Shows appreciation for positive performance.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 83 8080
86
100 83 8080
86
100 83 8080
86
100 83 8080
86
90 73 8080
77
90 83 8080
84
90 72 8080
77
100 90 80100
91
© 2013 FranklinCovey India and SouthAsia 12
Habit 6: Synergize
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
96 81 8075
84
QUESTIONS
63
Seeks out the strengths of others to get thingsdone.
64
Networks with people outside his/her workgroup.
65
Is flexible and open-minded in trying new ideas.
66
Values differences in people.
67
Involves people when making plans that willaffect them.
68
Encourages and supports creativity andinnovation.
69
Supports people in taking responsible risks.
70
Builds teamwork by maximizing the talents ofhis/her work group.
DirectReport
Peer
Boss
Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 76 8080
82
100 76 **20
82
90 86 80100
86
100 83 8080
85
100 80 8080
84
90 83 8080
84
100 83 8080
86
90 80 8080
82
© 2013 FranklinCovey India and SouthAsia 13
Habit 7: Sharpen theSaw
TOTALS
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
95 82 8060
85
QUESTIONS
71
Cares for his/her physical well-being.
72
Cares about others and tries to build lastingfriendships.
73
Is competent in his/her field of work.
74
Takes time to find enjoyment and meaning inlife.
75
Encourages and supports the development ofothers.
76
Takes steps to improve his/her leadershipabilities.
77
Seeks feedback on ways he/she can improve.
78
Strives to improve his/her workgroupperformance.
DirectReport
Peer Boss Self
Others
StronglyDisagree
Disagree SlightlyDisagree
SlightlyAgree
Agree StronglyAgree
10 20 30 40 50 60 70 80 90
100 84 8020
85
90 76 8080
80
100 83 8080
86
80 84 8040
82
100 83 8080
86
100 80 8020
84
90 88 8080
87
100 83 8080
86
© 2013 FranklinCovey India and SouthAsia 14
Rankings and Frequencies
NOTES
The individual statements are ranked below by the scores of "Others". Others=Average of all Boss, Peer, Direct Report and Other Managersresponses. In other words, all scores excluding "Self". "Self" scores are included in the Frequencies.
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
3 Shows courtesy toward people. (EBA)
0 0 0 0 4 6 0 100 90 80 91 100
62 Shows appreciation for positive performance.(Habit 5) 0 0 0 1 2 7 0 100 90 80 91 100
52 Spends enough one-on-one time with individuals inhis/her work group. (Habit 5) 0 0 0 0 3 4 3 90 95 80 91 **
41 Is fair with all people (i.e., does not showfavoritism). (Habit 4) 0 0 0 0 5 4 1 100 88 80 90 80
40 Does not undermine others for personal gain.(Habit 4) 0 0 0 0 5 4 1 100 88 80 90 80
18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1) 0 0 0 0 4 3 3 100 90 80 90 80
4 Is loyal to those who are absent (i.e., does notcriticize people behind their backs). (EBA) 0 0 0 0 5 4 1 100 88 80 90 80
2 Follows through on commitments. (EBA)
0 0 0 1 3 6 0 100 86 80 88 100
1 Willingly helps people. (EBA)
0 0 0 1 3 6 0 90 90 80 88 100
48 Is sensitive to people's feelings. (Habit 5)
0 0 0 1 4 5 0 100 86 80 88 80
47 Listens without interrupting. (Habit 5)
0 0 0 1 3 6 0 100 86 80 88 100
46 Does not pressure people to compromise personalvalues. (Habit 4) 0 0 0 1 3 6 0 100 86 80 88 100
45 Shares credit and recognition for successes.(Habit 4) 0 0 0 1 3 6 0 90 90 80 88 100
43 Does what is best for the entire organization, notjust his/her own interests. (Habit 4) 0 0 0 1 4 4 1 100 84 80 87 80
© 2013 FranklinCovey India and SouthAsia 15
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
77 Seeks feedback on ways he/she can improve.(Habit 7) 0 0 0 0 6 3 1 90 88 80 87 80
78 Strives to improve his/her workgroup performance.(Habit 7) 0 0 0 1 5 4 0 100 83 80 86 80
75 Encourages and supports the development ofothers. (Habit 7) 0 0 0 1 5 4 0 100 83 80 86 80
51 Is easy to approach with a concern. (Habit 5)
0 0 1 0 4 5 0 100 83 80 86 80
50 Seeks to understand problems before attemptingto solve them. (Habit 5) 0 0 1 0 4 5 0 100 83 80 86 80
49 Seeks to understand people's viewpoints. (Habit 5)
0 0 0 1 5 4 0 90 86 80 86 80
58 Is considerate when communicating. (Habit 5)
0 0 1 0 4 5 0 100 83 80 86 80
57 Expresses viewpoints with confidence. (Habit 5)
0 0 0 1 5 4 0 100 83 80 86 80
56 Does not dominate discussions. (Habit 5)
0 0 1 0 4 5 0 100 83 80 86 80
55 Communicates clearly and concisely. (Habit 5)
0 0 1 0 4 5 0 100 83 80 86 80
65 Is flexible and open-minded in trying new ideas.(Habit 6) 0 0 0 1 4 5 0 90 86 80 86 100
69 Supports people in taking responsible risks. (Habit6) 0 0 1 0 4 5 0 100 83 80 86 80
73 Is competent in his/her field of work. (Habit 7)
0 0 0 1 5 4 0 100 83 80 86 80
6 Keeps confidences. (EBA)
0 0 0 0 7 3 0 90 86 80 86 80
5 Is honest with people. (EBA)
0 0 0 0 7 3 0 90 86 80 86 80
11 Is a hard worker. (P/PC)
0 0 1 0 3 6 0 90 83 100 86 100
© 2013 FranklinCovey India and SouthAsia 16
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
13 Influences others to be productive. (P/PC)
0 0 1 0 3 5 1 100 83 80 86 **
34 Respects people’s time (i.e., does not wasteothers’ time with trivial interruptions). (Habit 3) 0 0 0 1 5 4 0 100 83 80 86 80
33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3) 0 0 1 1 4 4 0 100 83 80 86 40
20 Receives negative feedback without becomingdefensive. (Habit 1) 0 0 0 1 4 2 3 90 86 80 86 60
30 Sets clear expectations with individuals whenassigning tasks. (Habit 2) 0 0 0 0 7 2 1 90 84 80 85 80
22 Is decisive when a decision is needed. (Habit 1)
0 0 0 1 5 3 1 100 80 80 85 80
71 Cares for his/her physical well-being. (Habit 7)
0 1 0 1 3 3 2 100 84 80 85 20
66 Values differences in people. (Habit 6)
0 0 1 0 4 4 1 100 83 80 85 80
68 Encourages and supports creativity andinnovation. (Habit 6) 0 0 0 1 6 3 0 90 83 80 84 80
67 Involves people when making plans that will affectthem. (Habit 6) 0 0 1 0 5 4 0 100 80 80 84 80
53 Understands what is going on in his/her workgroup. (Habit 5) 0 1 0 0 4 5 0 100 80 80 84 80
42 Works to find win-win solutions. (Habit 4)
0 0 0 1 6 3 0 90 83 80 84 80
60 Informs people regarding important matters. (Habit5) 0 0 0 1 6 3 0 90 83 80 84 80
7 Acknowledges and apologizes for mistakes.(EBA) 0 0 0 2 4 4 0 100 80 80 84 80
16 Works to solve problems rather than avoidingthem. (Habit 1) 0 0 0 2 3 5 0 100 80 80 84 100
15 Takes initiative to get things done. (Habit 1)
0 0 0 1 5 4 0 100 80 80 84 100
© 2013 FranklinCovey India and SouthAsia 17
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
37 Delegates work that ought to be done by others.(Habit 3) 0 0 1 1 5 3 0 100 80 80 84 40
36 Is organized in handling multiple tasks andprojects. (Habit 3) 0 0 1 0 5 4 0 100 80 80 84 80
35 Responds to requests in a timely manner.(Habit 3)
0 0 1 0 4 5 0 100 80 80 84 100
19 Accepts responsibility for his/her actions ratherthan making excuses. (Habit 1) 0 0 0 1 5 4 0 90 83 80 84 100
76 Takes steps to improve his/her leadershipabilities. (Habit 7) 0 1 1 0 4 4 0 100 80 80 84 20
74 Takes time to find enjoyment and meaning in life.(Habit 7) 0 0 1 1 4 2 2 80 84 80 82 40
29 Ensures that his/her work group has a clear senseof direction. (Habit 2) 0 0 1 0 6 3 0 100 76 80 82 80
28 Is organized when conducting meetings. (Habit 2)
0 0 0 2 5 3 0 100 76 80 82 80
27 Anticipates how his/her decisions impact others.(Habit 2) 0 0 1 0 6 3 0 90 80 80 82 80
24 Displays a sense of direction in life. (Habit 2)
0 0 0 2 5 2 1 100 76 80 82 60
10 Makes cost-effective use of resources. (P/PC)
0 0 1 0 4 3 2 100 76 80 82 **
9 Produces high-quality work. (P/PC)
0 0 1 0 5 3 1 100 76 80 82 80
8 Leads by example. (EBA)
0 0 1 0 6 3 0 100 76 80 82 80
14 Does not push people to work beyond areasonable limit. (P/PC) 0 0 0 1 5 2 2 90 80 80 82 **
64 Networks with people outside his/her work group.(Habit 6) 0 1 0 1 4 2 2 100 76 ** 82 20
63 Seeks out the strengths of others to get thingsdone. (Habit 6) 0 0 0 1 6 2 1 100 76 80 82 80
© 2013 FranklinCovey India and SouthAsia 18
Frequencies Scores
QUESTIONSStronglyDisagree
StronglyAgree
Don'tKnow
1 2 3 4 5 6 ?
DirectReport
Peer Boss Others Self
70 Builds teamwork by maximizing the talents ofhis/her work group. (Habit 6) 0 0 1 0 6 3 0 90 80 80 82 80
39 Keeps his/her work group focused on priorities.(Habit 3) 0 0 1 0 5 3 1 90 80 80 82 **
54 Understands issues outside his/her work group(e.g.,other departments, product trends,competition). (Habit 5) 0 1 0 0 3 3 3 ** 80 80 80 **
72 Cares about others and tries to build lastingfriendships. (Habit 7) 0 0 1 0 6 2 1 90 76 80 80 80
17 Focuses on things he/she can do somethingabout rather than on things beyond his/her control.(Habit 1) 0 0 0 1 7 1 1 80 80 80 80 80
32 Is punctual (i.e., on time for appointments,meetings,etc.). (Habit 3) 0 0 1 1 5 3 0 100 76 60 80 80
31 Prioritizes work so time is spent on the mostimportant issues. (Habit 3) 0 0 0 2 5 2 1 90 76 80 80 80
21 Does the "right" thing, even if it is unpopular.(Habit 1) 0 0 1 1 5 2 1 80 76 80 77 80
26 Plans ahead to reduce having to work in a crisismode. (Habit 2) 0 0 1 2 5 2 0 90 73 80 77 60
61 Provides regular feedback on how well peopleperform their jobs. (Habit 5) 0 0 1 0 7 1 1 90 72 80 77 80
59 Is straightforward when communicating. (Habit 5)
0 0 0 2 7 1 0 90 73 80 77 80
44 Has the courage to say no when appropriate.(Habit 4) 0 0 0 2 4 1 3 90 70 80 77 **
38 Sets reasonable deadlines so others havesufficient time to respond. (Habit 3) 0 1 0 1 6 2 0 90 70 80 75 80
25 Works toward long-term solutions, not just “quickfixes.” (Habit 2) 0 0 1 2 5 1 1 90 68 80 75 60
23 Begins projects with a clear understanding ofdesired outcomes. (Habit 2) 0 1 0 3 4 2 0 90 66 80 73 60
12 Balances all aspects of life (e.g., work, leisure,family) to maintain overall effectiveness. (P/PC) 0 1 1 1 3 1 3 90 55 ** 66 60
© 2013 FranklinCovey India and SouthAsia 19
LEADERSHIPQUOTIENT
TM
Report for: Aggregate-CognizantNovember 19,2012
Report for Aggregate-Cognizant
LQ1 Summary
LQ1 Score LQ2 Score*
82 -
MY LQ SCORE
LQ1
LQ2
Average
Top10%
81
84
82 81
The 4 Imperatives of Great Leaders
Who Participated?
Self Boss DirectReport Other Total
13 - 2 - 51 - 51 - 117 -
*Your LQ2 score will appear when you take the second LQ, approximately six months after the workshop.
The "Average" and "Top 10%" scores are provided for comparison and represent a statistically representative sample of managers from theUnited States and Canada. This comparative data was gathered in conjunction with Harris Interactive.
© FranklinCovey India and SouthAsia 2
Report for Aggregate-Cognizant
INSPIRE TRUST LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 1When it comes to building credibility and trust,[Manager]...
Self Boss DirectReport Other Average
Score
A. Tells the truth. 95 - 90 - 87 - 89 - 88 -
B. Shows respect for others. 90 - 90 - 87 - 86 - 87 -
C. Is straightforward--does not have a hidden agenda. 92 - 90 - 83 - 85 - 84 -
D. Fixes mistakes and doesn't cover things up. 90 - 90 - 85 - 84 - 84 -
E. Shows loyalty--does not badmouth others behind their backs. 86 - 90 - 87 - 88 - 87 -
F. Delivers results--has a clear track record of performance. 93 - 100 - 86 - 85 - 86 -
G. Constantly works to improve his or her abilities. 86 - 100 - 84 - 86 - 85 -
H. Confronts reality--does not hide from unpleasant situations. 83 - 100 - 86 - 84 - 85 -
I. Openly discusses and clarifies expectations. 92 - 90 - 82 - 86 - 84 -
J. Holds others accountable for results. 81 - 80 - 83 - 83 - 83 -
K. Genuinely listens to others. 83 - 90 - 80 - 85 - 83 -
L. Keeps commitments. 89 - 100 - 81 - 85 - 83 -
M. Extends trust to others. 89 - 100 - 82 - 87 - 85 -
Question 2As a leader, [Manager] is more likely to:Rely on the power of position or title to Rely on the strength of his or herget things done. relationships and personal credibility
to get things done. Self Boss DirectReport Other Average
Score
84 - 100 - 78 - 70 - 75 -
"INSPIRE TRUST" SCORES 88 - 93 - 84 - 85 - 84 -
© FranklinCovey India and SouthAsia 3
Report for Aggregate-Cognizant
CLARIFY PURPOSE LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 3 When it comes to purpose and vision, [Manager]...
Self Boss DirectReport Other Average
Score
A. Involves others in setting vision and direction. 81 - 90 - 79 - 80 - 80 -
B. Is in touch with the needs of customers (internal or external). 89 - 100 - 84 - 86 - 85 -
C. Focuses the team on meeting the needs of customers (internal orexternal). 87 - 100 - 87 - 84 - 85 -
D. Helps the team understand how they impact the organization's financialsuccess (revenue, budgets, donations, etc.). 84 - 90 - 80 - 84 - 82 -
E. Helps the team understand the organization's mission and strategy. 81 - 100 - 76 - 83 - 80 -
Question 4As a leader, [Manager] is more likely to:Expect people to focus on their own Ensure people understand how theirjob and leave the bigger picture tosomeone else.
work contributes to the bigger picture.Self Boss Direct
Report Other AverageScore
83 - 80 - 77 - 72 - 75 -
"CLARIFY PURPOSE" SCORES 84 - 93 - 80 - 81 - 81 -
© FranklinCovey India and SouthAsia 4
Report for Aggregate-Cognizant
ALIGN SYSTEMS LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 5When it comes to getting work done, [Manager]...
Self Boss DirectReport Other Average
Score
A. Clearly defines the most important goals. 87 - 90 - 81 - 86 - 84 -
B. Establishes clear measures to track progress on these goals. 80 - 90 - 77 - 81 - 79 -
C. Meets regularly to discuss progress on these goals. 89 - 90 - 76 - 83 - 79 -
D. Creates a culture that attracts high performers. 84 - 100 - 80 - 84 - 83 -
E. Encourages people to grow and develop. 93 - 100 - 84 - 86 - 85 -
F. Helps the right people get into the right jobs. 90 - 90 - 80 - 86 - 82 -
G. Recognizes and rewards people for performance. 89 - 90 - 80 - 83 - 82 -
H. Creates systems and processes that help people better accomplishtheir work. 86 - 100 - 78 - 81 - 80 -
I. Regularly gathers feedback from customers (internal or external). 84 - 90 - 76 - 82 - 80 -
J. Uses customer feedback to improve performance. 87 - 100 - 80 - 85 - 83 -
Question 6As a leader, [Manager] is more likely to:Create an environment where everything Design systems and processes todepends on him or her. help things move forward
independent of him or her. Self Boss DirectReport Other Average
Score
83 - 90 - 77 - 73 - 75 -
"ALIGN SYSTEMS" SCORES 86 - 93 - 79 - 83 - 81 -
© FranklinCovey India and SouthAsia 5
Report for Aggregate-Cognizant
UNLEASH TALENT LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 7When it comes to working with others, [Manager]...
Self Boss DirectReport Other Average
Score
A. Sees potential in others and brings out the best in them. 93 - 90 - 81 - 85 - 83 -
B. Helps people tap into their talents and passion at work. 89 - 100 - 77 - 85 - 81 -
C. Ensures that people are paid fairly for the work they do. 81 - 100 - 76 - 85 - 80 -
D. Helps people feel that their contributions are valued and appreciated. 86 - 100 - 79 - 85 - 82 -
E. Ensures there is a clear understanding around the results people areexpected to achieve. 86 - 100 - 82 - 83 - 83 -
F. Involves people in setting their work goals--does not mandate them. 76 - 80 - 78 - 84 - 81 -
G. Allows people the freedom and latitude they need to accomplish theirwork. 89 - 90 - 84 - 85 - 84 -
H. Creates a culture where everyone is accountable for results. 92 - 90 - 84 - 84 - 84 -
I. Gives people candid and helpful feedback. 89 - 90 - 83 - 87 - 85 -
J. Welcomes candid feedback from others. 86 - 100 - 78 - 84 - 81 -
K. Is seen by others as a source of help and support. 86 - 90 - 82 - 85 - 84 -
Question 8As a leader, [Manager] is more likely to:Push, control, and watch over people in Unleash, empower, and supportorder to get results. people in order to get results.
Self Boss DirectReport Other Average
Score
86 - 100 - 78 - 76 - 78 -
"UNLEASH TALENT" SCORES 86 - 94 - 80 - 84 - 82 -
© FranklinCovey India and SouthAsia 6
Report for Aggregate-Cognizant
LEADERSHIP NPS LQ1 Score LQ2 ScoreYOUR SCORE
LQ1
LQ2
AverageQuestion 9All things considered, how likely are you torecommend [Manager] as a leader to others?
Not at all likely Extremely likely
0 1 2 3 4 5 6 7 8 9 10
Self 0 - 0 - 0 - 0 - 0 - 0 - 0 - 2 - 8 - 2 - 1 -
Boss 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 2 -
Direct Report 1 - 0 - 0 - 0 - 0 - 2 - 2 - 12 - 9 - 14 - 11 -
Others 0 - 0 - 0 - 0 - 2 - 2 - 6 - 8 - 12 - 13 - 8 -
Total 1 - 0 - 0 - 0 - 2 - 4 - 8 - 20 - 21 - 27 - 21 -
% Promoters % Detractors NPS
46 - - 14 - = 32 -
© FranklinCovey India and SouthAsia 7
LEADERSHIPQUOTIENT
TM
Report for: Aggregate-CognizantApril 8,2013
Report for Aggregate-Cognizant
LQ1 Summary
LQ1 Score LQ2 Score*
80 -
MY LQ SCORE
LQ1
LQ2
Average
Top10%
79
82
80 78
The 4 Imperatives of Great Leaders
Who Participated?
Self Boss DirectReport Other Total
22 - 7 - 55 - 136 - 220 -
*Your LQ2 score will appear when you take the second LQ, approximately six months after the workshop.
The "Average" and "Top 10%" scores are provided for comparison and represent a statistically representative sample of managers from theUnited States and Canada. This comparative data was gathered in conjunction with Harris Interactive.
© FranklinCovey India and SouthAsia 2
Report for Aggregate-Cognizant
INSPIRE TRUST LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 1When it comes to building credibility and trust,[Manager]...
Self Boss DirectReport Other Average
Score
A. Tells the truth. 90 - 100 - 86 - 85 - 86 -
B. Shows respect for others. 92 - 94 - 82 - 88 - 87 -
C. Is straightforward--does not have a hidden agenda. 91 - 97 - 81 - 83 - 83 -
D. Fixes mistakes and doesn't cover things up. 92 - 91 - 80 - 83 - 83 -
E. Shows loyalty--does not badmouth others behind their backs. 85 - 91 - 80 - 84 - 83 -
F. Delivers results--has a clear track record of performance. 87 - 82 - 81 - 83 - 82 -
G. Constantly works to improve his or her abilities. 87 - 85 - 81 - 83 - 82 -
H. Confronts reality--does not hide from unpleasant situations. 89 - 80 - 83 - 83 - 83 -
I. Openly discusses and clarifies expectations. 85 - 77 - 79 - 84 - 82 -
J. Holds others accountable for results. 69 - 74 - 77 - 74 - 75 -
K. Genuinely listens to others. 82 - 85 - 80 - 83 - 82 -
L. Keeps commitments. 86 - 82 - 81 - 83 - 82 -
M. Extends trust to others. 87 - 88 - 81 - 83 - 83 -
Question 2As a leader, [Manager] is more likely to:Rely on the power of position or title to Rely on the strength of his or herget things done. relationships and personal credibility
to get things done. Self Boss DirectReport Other Average
Score
87 - 82 - 67 - 77 - 74 -
"INSPIRE TRUST" SCORES 86 - 86 - 80 - 83 - 82 -
© FranklinCovey India and SouthAsia 3
Report for Aggregate-Cognizant
CLARIFY PURPOSE LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 3 When it comes to purpose and vision, [Manager]...
Self Boss DirectReport Other Average
Score
A. Involves others in setting vision and direction. 82 - 85 - 72 - 79 - 77 -
B. Is in touch with the needs of customers (internal or external). 85 - 74 - 78 - 82 - 80 -
C. Focuses the team on meeting the needs of customers (internal orexternal). 79 - 80 - 82 - 84 - 83 -
D. Helps the team understand how they impact the organization's financialsuccess (revenue, budgets, donations, etc.). 85 - 83 - 80 - 80 - 80 -
E. Helps the team understand the organization's mission and strategy. 81 - 90 - 77 - 79 - 79 -
Question 4As a leader, [Manager] is more likely to:Expect people to focus on their own Ensure people understand how theirjob and leave the bigger picture tosomeone else.
work contributes to the bigger picture.Self Boss Direct
Report Other AverageScore
84 - 83 - 66 - 76 - 73 -
"CLARIFY PURPOSE" SCORES 83 - 82 - 76 - 80 - 79 -
© FranklinCovey India and SouthAsia 4
Report for Aggregate-Cognizant
ALIGN SYSTEMS LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 5When it comes to getting work done, [Manager]...
Self Boss DirectReport Other Average
Score
A. Clearly defines the most important goals. 89 - 82 - 76 - 82 - 80 -
B. Establishes clear measures to track progress on these goals. 84 - 77 - 73 - 80 - 78 -
C. Meets regularly to discuss progress on these goals. 81 - 77 - 74 - 83 - 80 -
D. Creates a culture that attracts high performers. 80 - 71 - 71 - 79 - 76 -
E. Encourages people to grow and develop. 88 - 80 - 76 - 82 - 80 -
F. Helps the right people get into the right jobs. 85 - 88 - 76 - 81 - 80 -
G. Recognizes and rewards people for performance. 84 - 85 - 73 - 82 - 80 -
H. Creates systems and processes that help people better accomplishtheir work. 81 - 82 - 70 - 78 - 76 -
I. Regularly gathers feedback from customers (internal or external). 85 - 71 - 75 - 81 - 79 -
J. Uses customer feedback to improve performance. 90 - 71 - 76 - 81 - 79 -
Question 6As a leader, [Manager] is more likely to:Create an environment where everything Design systems and processes todepends on him or her. help things move forward
independent of him or her. Self Boss DirectReport Other Average
Score
81 - 77 - 66 - 77 - 74 -
"ALIGN SYSTEMS" SCORES 84 - 78 - 73 - 80 - 78 -
© FranklinCovey India and SouthAsia 5
Report for Aggregate-Cognizant
UNLEASH TALENT LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 7When it comes to working with others, [Manager]...
Self Boss DirectReport Other Average
Score
A. Sees potential in others and brings out the best in them. 90 - 83 - 77 - 81 - 80 -
B. Helps people tap into their talents and passion at work. 86 - 80 - 75 - 81 - 79 -
C. Ensures that people are paid fairly for the work they do. 78 - 86 - 75 - 80 - 79 -
D. Helps people feel that their contributions are valued and appreciated. 88 - 85 - 75 - 81 - 80 -
E. Ensures there is a clear understanding around the results people areexpected to achieve. 87 - 85 - 76 - 81 - 80 -
F. Involves people in setting their work goals--does not mandate them. 82 - 86 - 72 - 80 - 78 -
G. Allows people the freedom and latitude they need to accomplish theirwork. 87 - 88 - 75 - 83 - 81 -
H. Creates a culture where everyone is accountable for results. 83 - 85 - 78 - 82 - 81 -
I. Gives people candid and helpful feedback. 87 - 80 - 81 - 83 - 82 -
J. Welcomes candid feedback from others. 89 - 91 - 78 - 84 - 83 -
K. Is seen by others as a source of help and support. 90 - 91 - 78 - 84 - 83 -
Question 8As a leader, [Manager] is more likely to:Push, control, and watch over people in Unleash, empower, and supportorder to get results. people in order to get results.
Self Boss DirectReport Other Average
Score
83 - 82 - 65 - 74 - 72 -
"UNLEASH TALENT" SCORES 86 - 85 - 75 - 81 - 80 -
© FranklinCovey India and SouthAsia 6
Report for Aggregate-Cognizant
LEADERSHIP NPS LQ1 Score LQ2 ScoreYOUR SCORE
LQ1
LQ2
AverageQuestion 9All things considered, how likely are you torecommend [Manager] as a leader to others?
Not at all likely Extremely likely
0 1 2 3 4 5 6 7 8 9 10
Self 0 - 0 - 0 - 0 - 0 - 1 - 1 - 6 - 10 - 3 - 1 -
Boss 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 3 - 4 - 0 -
Direct Report 1 - 1 - 0 - 1 - 2 - 3 - 6 - 13 - 10 - 10 - 8 -
Others 0 - 0 - 0 - 1 - 5 - 4 - 8 - 28 - 46 - 33 - 11 -
Total 1 - 1 - 0 - 2 - 7 - 7 - 14 - 41 - 59 - 47 - 19 -
% Promoters % Detractors NPS
33 - - 16 - = 17 -
© FranklinCovey India and SouthAsia 7
LEADERSHIPQUOTIENT
TM
Report for: Aggregate-CognizantMay 6,2013
Report for Aggregate-Cognizant
LQ1 Summary
LQ1 Score LQ2 Score*
81 -
MY LQ SCORE
LQ1
LQ2
Average
Top10%
80
83
81 80
The 4 Imperatives of Great Leaders
Who Participated?
Self Boss DirectReport Other Total
28 - 25 - 105 - 210 - 368 -
*Your LQ2 score will appear when you take the second LQ, approximately six months after the workshop.
The "Average" and "Top 10%" scores are provided for comparison and represent a statistically representative sample of managers from theUnited States and Canada. This comparative data was gathered in conjunction with Harris Interactive.
© FranklinCovey India and SouthAsia 2
Report for Aggregate-Cognizant
INSPIRE TRUST LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 1When it comes to building credibility and trust,[Manager]...
Self Boss DirectReport Other Average
Score
A. Tells the truth. 95 - 87 - 88 - 85 - 86 -
B. Shows respect for others. 95 - 88 - 90 - 85 - 87 -
C. Is straightforward--does not have a hidden agenda. 94 - 87 - 84 - 82 - 83 -
D. Fixes mistakes and doesn't cover things up. 92 - 82 - 84 - 82 - 82 -
E. Shows loyalty--does not badmouth others behind their backs. 88 - 85 - 86 - 82 - 84 -
F. Delivers results--has a clear track record of performance. 87 - 78 - 86 - 81 - 83 -
G. Constantly works to improve his or her abilities. 84 - 77 - 87 - 82 - 83 -
H. Confronts reality--does not hide from unpleasant situations. 87 - 80 - 87 - 84 - 84 -
I. Openly discusses and clarifies expectations. 89 - 85 - 87 - 84 - 85 -
J. Holds others accountable for results. 76 - 76 - 74 - 77 - 76 -
K. Genuinely listens to others. 94 - 79 - 87 - 81 - 83 -
L. Keeps commitments. 93 - 78 - 85 - 82 - 83 -
M. Extends trust to others. 94 - 84 - 87 - 84 - 85 -
Question 2As a leader, [Manager] is more likely to:Rely on the power of position or title to Rely on the strength of his or herget things done. relationships and personal credibility
to get things done. Self Boss DirectReport Other Average
Score
83 - 76 - 77 - 72 - 74 -
"INSPIRE TRUST" SCORES 89 - 82 - 85 - 82 - 83 -
© FranklinCovey India and SouthAsia 3
Report for Aggregate-Cognizant
CLARIFY PURPOSE LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 3 When it comes to purpose and vision, [Manager]...
Self Boss DirectReport Other Average
Score
A. Involves others in setting vision and direction. 88 - 79 - 84 - 78 - 80 -
B. Is in touch with the needs of customers (internal or external). 87 - 74 - 84 - 81 - 81 -
C. Focuses the team on meeting the needs of customers (internal orexternal). 82 - 81 - 88 - 82 - 84 -
D. Helps the team understand how they impact the organization's financialsuccess (revenue, budgets, donations, etc.). 87 - 80 - 85 - 76 - 79 -
E. Helps the team understand the organization's mission and strategy. 87 - 78 - 84 - 77 - 79 -
Question 4As a leader, [Manager] is more likely to:Expect people to focus on their own Ensure people understand how theirjob and leave the bigger picture tosomeone else.
work contributes to the bigger picture.Self Boss Direct
Report Other AverageScore
81 - 72 - 81 - 73 - 75 -
"CLARIFY PURPOSE" SCORES 85 - 77 - 84 - 78 - 80 -
© FranklinCovey India and SouthAsia 4
Report for Aggregate-Cognizant
ALIGN SYSTEMS LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 5When it comes to getting work done, [Manager]...
Self Boss DirectReport Other Average
Score
A. Clearly defines the most important goals. 88 - 77 - 85 - 81 - 82 -
B. Establishes clear measures to track progress on these goals. 83 - 71 - 83 - 78 - 79 -
C. Meets regularly to discuss progress on these goals. 82 - 76 - 84 - 78 - 80 -
D. Creates a culture that attracts high performers. 88 - 78 - 82 - 76 - 78 -
E. Encourages people to grow and develop. 93 - 85 - 87 - 81 - 83 -
F. Helps the right people get into the right jobs. 91 - 80 - 84 - 79 - 81 -
G. Recognizes and rewards people for performance. 89 - 83 - 82 - 80 - 81 -
H. Creates systems and processes that help people better accomplishtheir work. 87 - 76 - 83 - 79 - 80 -
I. Regularly gathers feedback from customers (internal or external). 81 - 70 - 80 - 77 - 78 -
J. Uses customer feedback to improve performance. 84 - 78 - 85 - 79 - 81 -
Question 6As a leader, [Manager] is more likely to:Create an environment where everything Design systems and processes todepends on him or her. help things move forward
independent of him or her. Self Boss DirectReport Other Average
Score
85 - 74 - 81 - 74 - 77 -
"ALIGN SYSTEMS" SCORES 86 - 77 - 83 - 78 - 80 -
© FranklinCovey India and SouthAsia 5
Report for Aggregate-Cognizant
UNLEASH TALENT LQ1 Score LQ2 Score
YOUR SCORE
LQ1
LQ2
Average
Top10%Question 7When it comes to working with others, [Manager]...
Self Boss DirectReport Other Average
Score
A. Sees potential in others and brings out the best in them. 90 - 84 - 85 - 80 - 82 -
B. Helps people tap into their talents and passion at work. 89 - 85 - 82 - 80 - 81 -
C. Ensures that people are paid fairly for the work they do. 84 - 86 - 80 - 77 - 79 -
D. Helps people feel that their contributions are valued and appreciated. 94 - 87 - 85 - 81 - 83 -
E. Ensures there is a clear understanding around the results people areexpected to achieve. 90 - 82 - 85 - 80 - 82 -
F. Involves people in setting their work goals--does not mandate them. 89 - 81 - 82 - 80 - 81 -
G. Allows people the freedom and latitude they need to accomplish theirwork. 93 - 87 - 86 - 81 - 83 -
H. Creates a culture where everyone is accountable for results. 91 - 80 - 85 - 80 - 81 -
I. Gives people candid and helpful feedback. 89 - 77 - 86 - 83 - 83 -
J. Welcomes candid feedback from others. 92 - 81 - 85 - 80 - 82 -
K. Is seen by others as a source of help and support. 90 - 82 - 86 - 82 - 83 -
Question 8As a leader, [Manager] is more likely to:Push, control, and watch over people in Unleash, empower, and supportorder to get results. people in order to get results.
Self Boss DirectReport Other Average
Score
85 - 80 - 81 - 74 - 76 -
"UNLEASH TALENT" SCORES 90 - 83 - 84 - 80 - 81 -
© FranklinCovey India and SouthAsia 6
Report for Aggregate-Cognizant
LEADERSHIP NPS LQ1 Score LQ2 ScoreYOUR SCORE
LQ1
LQ2
AverageQuestion 9All things considered, how likely are you torecommend [Manager] as a leader to others?
Not at all likely Extremely likely
0 1 2 3 4 5 6 7 8 9 10
Self 0 - 0 - 0 - 0 - 0 - 0 - 1 - 3 - 15 - 5 - 4 -
Boss 0 - 0 - 0 - 0 - 0 - 0 - 3 - 7 - 6 - 8 - 1 -
Direct Report 0 - 0 - 0 - 0 - 0 - 2 - 6 - 16 - 20 - 25 - 36 -
Others 0 - 1 - 2 - 2 - 3 - 15 - 25 - 31 - 68 - 41 - 22 -
Total 0 - 1 - 2 - 2 - 3 - 17 - 34 - 54 - 94 - 74 - 59 -
% Promoters % Detractors NPS
39 - - 17 - = 22 -
© FranklinCovey India and SouthAsia 7
TRUSTQUOTIENT
TM
Report for: Aggregate-CognizantOctober 24,2012
tQ Report for Aggregate-Cognizant
tQ Summary
My tQ
81
The Trust Meter is like a car speedometer, and your tQ score is your current “speed" of trust. Red means you need to work urgently onincreasing your tQ score; yellow means you have trust issues with some respondents; green means that respondents trust you—butyou can always improve your “speed" of trust. The same scale applies to the score of each individual question.
My tQ ScoreMy tQ
Average
Top 10%
Self BossDirectReport Other Score
Self Trust 86 81 84 80 81Relationship Trust 88 81 85 81 82
Total 81
Your tQ score is a number on a scale of 0–100, where 100 indicates world-class trust levels. The “Average” and “Top 10%” scores are forcomparison to a statistically representative sample of adult workers from the United States and Canada as determined by the Harris Poll. YourtQ score is an average of your sub-scores in the areas of Self Trust and Relationship Trust (Questions 1–26, 28).
Organizational and Market Trust Scores
You also received sub-scores in the areas of Organizational Trust and Market Trust (Questions 30, 31, and 33).
Self Score
Organizational Trust 64 63
Market Trust 74 74
Who Participated?Self Boss
DirectReport Other
TotalRespondents
Number of Participants 30 24 97 280 431
© FranklinCov ey India and SouthAsia 2
tQ Report for Aggregate-Cognizant
SELF TRUSTYOUR "SELF TRUST" SCORE
My tQ
Average
Top 10%INTEGRITY
[Manger]...
Self BossDirectReport Other Score
1Often doesn't "walk his or her talk." Acts in accordance with his or her
values and principles.85
85 81 80 81
2Tends to go along with the crowd. Shows courage and willingness to
take a stand.80
75 80 76 77
3Has a hard time acknowledgingsomeone else may be right.
Is genuinely open to rethinkingideas.
85
81 84 78 80
INTENT
[Manger]...
Self BossDirectReport Other Score
4Tends to act in his or her own bestinterest.
Acts in everyone's best interest. 86
85 85 77 80
5Pretends to care about people. Genuinely cares about people. 94
85 85 80 82
6Acts as if there is not enough ofanything (credit, opportunities,resources) to go around.
Acts as if there is more than enoughof everything (credit, opportunities,
resources) to go around.
87
80 80 76 77
© FranklinCov ey India and SouthAsia 3
tQ Report for Aggregate-Cognizant
SELF TRUST(continued)
CAPABILITIES
[Manger]...
Self BossDirectReport Other Score
7Lacks skills important to his or herjob.
Is highly competent in his or her job. 87
80 87 83 83
8Is unclear about where he or she isheaded.
Is confident about where he or sheis headed.
82
75 86 79 81
9Doesn't seem to know how to buildstrust with others.
Works successfully to build trust withothers.
91
83 84 81 82
RESULTS
[Manger]...
Self BossDirectReport Other Score
10Cannot always be counted on. Is thoroughly reliable. 92
82 85 82 83
11Has low expectations. Expects to win. 86
85 88 83 84
12Does only what he or she is told todo.
Takes initiative to get things done. 84
78 87 81 82
"SELF TRUST" SCORES 86 81 84 80 81
© FranklinCov ey India and SouthAsia 4
tQ Report for Aggregate-Cognizant
RELATIONSHIPTRUST
YOUR "RELATIONSHIP TRUST" SCORE
My tQ
Average
Top 10%[Manger]...
Self BossDirectReport Other Score
13Withholds or "spins" the truth. Always tells it like it is. 87
87 82 78 79
14Shows more respect to those whocan be helpful to him or her.
Treats everyone with respect. 91
85 84 82 83
15Seems to have "hidden agendas"(questionable motives).
Is thoroughly open about his or herintentions.
94
85 83 80 81
16Often covers up mistakes. Openly acknowledges mistakes. 93
81 82 81 81
17Downplays the contributions ofothers.
Gives appropriate credit andrecognition to others.
93
84 83 82 83
18Stays busy, but often fails to deliverresults.
Consistently delivers good results. 85
78 86 81 82
19Seems satisfied with his or hercurrent abilities.
Constantly works to improve his orher abilities.
89
78 88 80 82
20Tends to skirt the real issues. Confronts reality "head on." 86
77 83 79 80
21Assumes that expectations are clearwhen they're not.
Openly discusses and clarifiesexpectations.
85
78 84 81 82
22Tends to blame others when thingsgo wrong.
Always takes responsibility forresults.
87
81 84 79 80
© FranklinCov ey India and SouthAsia 5
tQ Report for Aggregate-Cognizant
RELATIONSHIPTRUST (continued)
[Manger]...
Self BossDirectReport Other Score
23Pretends to listen. Genuinely listens to others. 85
80 84 82 83
24Often breaks commitments. Carefully makes and keeps
commitments.84
79 86 82 82
25Tends to be distrustful of others. Extends trust to others. 90
84 85 83 84
26.[Manger] tends to trust other people......
Responses Self BossDirectReport Other Score
Too little. Just right.Too much.
Too little. 1 2 4 13 19
Just right. 24 21 84 244 349
You receiv ed 0 points for Too Little or Too Much and 100 points for JustRight.
Too much. 5 1 9 23 33
28. How does [Manger] compare to other people you work with in behaving in ways thatcreate trust?
Responses Self BossDirectReport Other Score
Worse than Better thanmost.
Worse than most. 1 2 2 7 11
Same as most. 8 13 22 123 158
You receiv ed 0 points for Worse Than Most, 50 points for Same as Most,
Better than most. 21 9 73 150 232
and 100 for Better Than Most.
"RELATIONSHIP TRUST" SCORES 88 81 85 81 82
© FranklinCov ey India and SouthAsia 6
tQ Report for Aggregate-Cognizant
ORGANIZATIONALTRUST
YOUR "ORGANIZATIONAL TRUST" SCORE
My tQ
Average
Top 10%30. Please rate the quality of the Organization'ssystems and processes in the following categories:
Self
AFinancial (processing, budgeting, invoicing, auditing).
72
BDecision making.
67
CInternal communication.
59
DEmployee training and development.
70
EPerformance management (rewards and recognition, performance reviews, career advancement).
58
FInformation systems (computers, networks, tech support).
69
GInnovation (R & D, idea sharing, continuous improvement).
63
HMeeting management.
55
Total 64
31. Please rate the trustworthiness of theOrganization.
Responses Score
Nonexistent. World-class.Trust is nonexistent. -
Very low trust. 1
You receiv ed 0 points for Trust Nonexistent, 20 for Very Low Trust, 40 forTrust issues. 6
Trust Issues, 60 for Trust Not an Issue, 80 for Visible Asset, and 100 forWorld-Class. Trust is not an issue. 12
Trust is a v isible asset. 11
World-class trust. -
"ORGANIZATIONAL TRUST" SCORE 63
© FranklinCov ey India and SouthAsia 7
tQ Report for Aggregate-Cognizant
MARKET TRUSTYOUR "MARKET TRUST" SCORE
My tQ
Average
Top 10%33. Please rate the reputation of theOrganization.
ResponsesScore
Extremely low. Extremely high.
Extremely low -
Low -
You receiv ed 0 points for Extremely Low, 25 for Low, 50 for Medium,Medium 5
75 for High, and 100 for Extremely High.High 21
Extremely high 4
"MARKET TRUST" SCORE 74
© FranklinCov ey India and SouthAsia 8
tQ Report for Aggregate-Cognizant
COMMENTS
Question 32What two to three things could the Organization do to raise your rating?
Self
Trust, Emplower and provide higher responsibilities
a. Improve inter group communication. b. Create measures to elimiate perception management
1) Should develope a healthy culture at middle managment layer 2) Should encourage managers tobehave boldly and honestly
Verticals / horizontals and business units within them should be more open to collaborate and exchangeideas. While it maybe happening at SBU-head levels, I have the perception that the message doesn'treach supervisory / middle management roles where most knowledge exchange and co-learning canhappen.
Engage with lateral joinees and help them to settle. Senior management connect with next levelleadership.
Ensure more clear communication of responsibilites and expectation alongwith reward/ repurcussions ofsuccess or failure. Provide person accountability for actions rather than group accountability.
More Agile in operations. More frequent communication within the BUs, Team building activities
Open Communication Employee Friendly Policies
Make ESA Processes more simple. Change the way Horizontals and verticals work
There seem to be barriers to all stakeholders in the same activity having the same information in a fewcases. This leads to a loss of trust in future transactions.
1. Better performance management system keeping it objective
a. Increase openness in communication b. Better performance review processes
improve bureaucratic processes improve communication between Verticals and Horizontals
Improve on the Key Decision making, Connect with the people on the ground consistently to show thatthey care in the Mutual well being of the employees and more importantly persist the "Empowerment"culture that is the DNA of the organizaiton. We see a lot of Lateral recruitment/New Joinees/Acquisitionthat are the need of the hour but it is important to retain the "Core essence" of our DNA. Trust results inEmpowerment of individuals and a sense of belonging to the organization
1. Exec leadership (at a vertical level) can try and spend more time with associates at AD+ levels 2.Personal connect within the leadership teams
High visibility of all the roles and expectations from each Pro actively engaging employees on making theworkplace highly focused etc.
a) Improve Synergy between groups, onsite/offshore, vertical/horizontals.. b) Communication - Clear andTimely communication on Performance Management
- Create a competitive Employee oriented Performance Assessment system - Reduce office politics andbureaucracy - Be more open to ideas
- Increase inter group/ Team interaction - convey to Group/Team that all of us are working to achieve thesame goal with no hidden agenda - encourage Team leads to that ownership rather than operate in adefensive mode.
I think there are some issues from the Trust front. You can't really say its not an issue. But definitely ahealthy workplace than most of the other organizations. Few things I expect from Cognizant are 1.Executive communication 2. Communication & Transparency from the Leadership team
1. Break barriers of a matrix organization 2. Strongly tie performance to results
a) Action plan to improve cohesiveness amongst the team b) Clear definition Revenue Center and CostCenter
1. create a sense of "Belongingness" of an organization 2. once in an year team meeting for making thehuman connection 3. better employee care. e.g. Gym facility in each location mandatory
Apportunity to work across with proper training Regional leaders for decesion making Transperencyacross levels
Networking relationships among Sr. Profiles Provide opportunities to increase Skills Right Role for Rightpeople
© FranklinCov ey India and SouthAsia 9
TRUSTQUOTIENT TM
Report for: Aggregate - Leading at The Speed of Trust -COGNIZANTMay 22, 2013
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
tQ SummaryMy tQ1
83
TRUST METERThe Trust Meter is like a car speedometer, and your tQ score is your current “speed" of trust. Red means you need to work urgently on increasing your tQ score; yellow means you have trust issues with some respondents; green means that respondents trust you—but you can always improve your “speed" of trust. The same scale applies to the score of each individual question.
My tQ Score 0 50 100
My tQ1 83
Average 62Top 10% 98
Self BossDirectReport Other Score
Self Trust 87 - 94 - 85 - 82 - 83 -
Relationship Trust 86 - 89 - 84 - 81 - 83 -
Total 83 -
Your tQ score is a number on a scale of 0–100, where 100 indicates world-class trust levels. The “Average” and “Top 10%” scores are for comparison to a statistically representative sample of adult workers from the United States and Canada as determined by the Harris Poll. Your tQ score is an average of your sub-scores in the areas of Self Trust and Relationship Trust (Questions 1–26, 28).
Organizational and Market Trust ScoresYou also received sub-scores in the areas of Organizational Trust and Market Trust (Questions 30, 31, and 33).
Self Score
Organizational Trust 63 - 63 -
Market Trust 75 - 75 -
Who Participated? Self Boss
DirectReport Other
TotalRespondents
Number of Participants 13 - 3 - 42 - 70 - 128 -
© FranklinCovey and CoveyLink. All rights reserved. 2
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
SELF TRUST YOUR "SELF TRUST" SCORE0 50 100
My tQ1 83
Average 63Top 10% 98INTEGRITY
[Manager]...
0 50 100Self Boss
DirectReport Other Score
1 Often doesn't "walk his or her talk."
Acts in accordance with his or her values and principles.
84
91 -
100 - 82 - 85 - 84 -
2 Tends to go along with the crowd.
Shows courage and willingness to take a stand.
81
82 -
93 - 84 - 78 - 81 -
3Has a hard time acknowledging someone else may be right.
Is genuinely open to rethinking ideas.
82
83 -
87 - 82 - 82 - 82 -
INTENT
[Manager]...
0 50 100Self Boss
DirectReport Other Score
4Tends to act in his or her own best interest.
Acts in everyone's best interest.79
83 -
100 - 79 - 78 - 79 -
5 Pretends to care about people. Genuinely cares about people.85
89 -
87 - 84 - 85 - 85 -
6Acts as if there is not enough of anything (credit, opportunities, resources) to go around.
Acts as if there is more than enough of everything (credit, opportunities,
resources) to go around.77
86 -
100 - 79 - 75 - 77 -
© FranklinCovey and CoveyLink. All rights reserved. 3
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
SELF TRUST (continued)
CAPABILITIES
[Manager]...
0 50 100Self Boss
DirectReport Other Score
7Lacks skills important to his or her job.
Is highly competent in his or her job.86
82 -
93 - 89 - 83 - 86 -
8Is unclear about where he or she is headed.
Is confident about where he or she is headed.
83
82 -
93 - 87 - 79 - 83 -
9Doesn't seem to know how to build trust with others.
Works successfully to build trust with others.
83
92 -
87 - 85 - 82 - 83 -
RESULTS
[Manager]...
0 50 100Self Boss
DirectReport Other Score
10 Cannot always be counted on. Is thoroughly reliable.84
92 -
100 - 84 - 83 - 84 -
11 Has low expectations. Expects to win.89
91 -
93 - 93 - 87 - 89 -
12Does only what he or she is told to do.
Takes initiative to get things done.86
88 -
100 - 88 - 84 - 86 -
"SELF TRUST" SCORES 87 - 94 - 85 - 82 - 83 -
© FranklinCovey and CoveyLink. All rights reserved. 4
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
RELATIONSHIP TRUST
YOUR "RELATIONSHIP TRUST"SCORE0 50 100
My tQ1 83
Average 62Top 10% 98[Manager]...
0 50 100Self Boss
DirectReport Other Score
13 Withholds or "spins" the truth. Always tells it like it is.80
86 -
87 - 83 - 77 - 80 -
14Shows more respect to those who can be helpful to him or her.
Treats everyone with respect.82
89 -
93 - 82 - 82 - 82 -
15Seems to have "hidden agendas" (questionable motives).
Is thoroughly open about his or her intentions.
82
88 -
100 - 83 - 80 - 82 -
16 Often covers up mistakes. Openly acknowledges mistakes.80
86 -
93 - 82 - 78 - 80 -
17Downplays the contributions of others.
Gives appropriate credit and recognition to others.
86
92 -
93 - 86 - 85 - 86 -
18Stays busy, but often fails to deliver results.
Consistently delivers good results.85
88 -
93 - 88 - 83 - 85 -
19Seems satisfied with his or her current abilities.
Constantly works to improve his or her abilities.
83
88 -
93 - 84 - 82 - 83 -
20 Tends to skirt the real issues. Confronts reality "head on."80
83 -
80 - 85 - 77 - 80 -
21Assumes that expectations are clear when they're not.
Openly discusses and clarifies expectations.
81
85 -
93 - 85 - 78 - 81 -
22Tends to blame others when things go wrong.
Always takes responsibility for results.
81
88 -
93 - 83 - 79 - 81 -
© FranklinCovey and CoveyLink. All rights reserved. 5
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
RELATIONSHIP TRUST (continued)
[Manager]...
0 50 100Self Boss
DirectReport Other Score
23 Pretends to listen. Genuinely listens to others.84
85 -
100 - 86 - 82 - 84 -
24 Often breaks commitments.
Carefully makes and keeps commitments.
84
88 -
80 - 86 - 83 - 84 -
25 Tends to be distrustful of others. Extends trust to others.86
86 -
93 - 86 - 85 - 86 -
26. [Manager] tends to trust other people...
0 50 100Too little.Too much. Just right.
88You received 0 points for Too Little or Too Much and 100 points for Just Right.
Responses Self BossDirectReport Other
TotalRespondents
Too little. - - - - 3 - 5 - 8 -
Just right. 12 - 2 - 36 - 63 - 113 -
Too much. 1 - 1 - 3 - 2 - 7 -
28. How does [Manager] compare to other people you work with in behaving in ways thatcreate trust?
0 50 100
Worse than most. Better than most.
80You received 0 points for Worse Than Most, 50 points for Same as Most, and100 for Better Than Most.
Responses Self BossDirectReport Other
TotalRespondents
Worse than most. 1 - - - - - 1 - 2 -
Same as most. 8 - 1 - 15 - 28 - 52 -
Better than most. 4 - 2 - 27 - 41 - 74 -
"RELATIONSHIP TRUST" SCORES 86 - 89 - 84 - 81 - 83 -
© FranklinCovey and CoveyLink. All rights reserved. 6
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
ORGANIZATIONAL TRUST
YOUR "ORGANIZATIONAL TRUST"SCORE0 50 100
My tQ1 63
Average 51Top 10% 6930. Please rate the quality of the Organization's systems
and processes in the following categories:0 50 100
Self
A.Financial (processing, budgeting, invoicing, auditing).
6666 -
B.Decision making.
6565 -
C.Internal communication.
5252 -
D.Employee training and development.
6969 -
E.Performance management (rewards and recognition, performance reviews, career advancement).
5858 -
F.Information systems (computers, networks, tech support).
7474 -
G.Innovation (R & D, idea sharing, continuous improvement).
6363 -
H.Meeting management.
6060 -
Total 63
63 -
31. Please rate the trustworthiness of theOrganization.
0 50 100
Nonexistent. World-class.
63You received 0 points for Trust Nonexistent, 20 for Very Low Trust, 40 for TrustIssues, 60 for Trust Not an Issue, 80 for Visible Asset, and 100 for World-Class.
Responses Self
Trust is nonexistent. - -
Very low trust. - -
Trust issues. 4 -
Trust is not an issue. 5 -
Trust is a visible asset. 2 -
World-class trust. 2 -
"ORGANIZATIONAL TRUST" SCORE 63 -
© FranklinCovey and CoveyLink. All rights reserved. 7
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
MARKET TRUST YOUR "MARKET TRUST" SCORE0 50 100
My tQ1 75
Average 66Top 10% 7933. Please rate the reputation of the
Organization.
0 50 100
Extremely low. Extremely high.
75You received 0 points for Extremely Low, 25 for Low, 50 for Medium, 75 for High,and 100 for Extremely High.
Responses Self
Extremely low - -
Low - -
Medium 3 -
High 7 -
Extremely high 3 -
"MARKET TRUST" SCORE 75 -
© FranklinCovey and CoveyLink. All rights reserved. 8
tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...
COMMENTS
Question 32What two to three things could the Organization do to raise your rating?
"Self" Comments
- Effective way to organize and bring in Horizontal - vertical collaboration - Be more transperent in communication
- Sometimes communication is delayed, hence lost opportunity. Needs to be more formal in some communciations- There are pockets/people in the organization who survive purely based on personal rapport than capability to do a job. Weneed to clean this up and give opportunities to right folks in the interest of the Organization.
.
1) Focus on potential a little more than performance2) Revamp their performance management system - its far from objective
1. Change the Performance System 2. Encourage and motivate the culture of collaboration and team work
1. Find a way to obtain commitment from horizontals for fulfilling opportunities at client engagements.2. Have joint commitment - CBC and LS.3. Provide opportunities for performance management locally, not globally.
1. More effective communication and cascading
1. Visible goals, objectives and demonstrated leadership behaviors and actions linked to the goals and objectives2. Create an environment for team synergy - channeled towards specific practice outcomes 3. Continue to maintain our empowering, enterpreneurial culture
Communicate better what the practice would deliver and deliver on time, on budget.
communication, check whats happening on ground, right people for right functions
Greater accessibility to exec and transparency in decision making.
© FranklinCovey and CoveyLink. All rights reserved. 9
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
xQ™
|REPORTPrepared for:Cognizant Life Sciences Vertical
July 21, 2012 at 05:30 A.M.
EXECUTIVE SUMMARY 2DETAILED FINDINGS 8WRITTEN COMMENTS 33CUSTOM QUESTIONS 49POSITION AND UNIT STRUCTURE KEY 53SUMMARY TABLES 54NEXT STEPS 58
© 2012 FranklinCovey Complete Report (Includes written comments.) 1
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Executive SummaryWelcome to the xQ Report for Cognizant Life Sciences Vertical. The purpose of this report is to help your organization or unitsharpen its focus and execute its most important goals. Your Execution Quotient, or xQ score, is a leading indicator of the likelihoodof executing current goals as well as any future goals.
A few facts about the xQ Questionnaire:• There are 27 questions (22 objective; 5 open-ended) about your execution discipline.
• There are 4 custom questions.
• Results are reported for the organization as a whole, as well as for each unit or work group.
• Results are anonymous—individual responses cannot be traced. To protect the anonymity of respondents, nodata for groups of fewer than four respondents is reported.
• The questionnaire can be readministered regularly to track improvement in execution capability.
The xQ score is a number on a scale of 0-100, where 100 indicates flawless execution. The xQ score is based on points awarded onQuestions 1-19 and 21. Other questions do not affect the xQ score but provide critical insight into execution issues. Below is theoverall xQ score for Cognizant Life Sciences Vertical together with scores on your application of six key principles of execution atthree levels.
Clarity 55Do we know the goals?
Commitment 56Do we buy in to the goals?
Translation Into Action 53Do we know what to do to achieve the goals?
Enabling 58Do we take down barriers?
Synergy 50Do we work together to arrive at better ways to achieve
our goals?
Accountability 57Do we account to each other for our commitments?
YourOverall xQ
Score
55
52 Organizational LevelAre we aligned to execute organizational goals?
56 Team LevelHow well do we execute on unit or work-groupobjectives?
56 Individual LevelHow well do individual workers practice the disciplinesneeded for good execution?
As you examine the data, consider these questions:Where's the good news? the bad news?Why did so many/so few answer that question that way?What are they trying to tell us?How should we respond to these scores?What's most important here?
© 2012 FranklinCovey Executive Summary 2
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
xQ Score for Cognizant Life Sciences Vertical
Organization 55
Average 63
Top 10% 84
0 50 100
This chart shows the xQ score for Cognizant Life Sciences Vertical compared to:
Average: The average xQ score of the 459 work units surveyed by FranklinCovey in the Pharmaceutical Industry globally,as of December 31, 2011.Top 10%: The average xQ score of the highest scoring 10% of those work units.
Who Participated in xQ?
Organization # % xQ
Total Responses 115 100% 55
VP 0 0% n/a
AVP 1 1% n/a
Sr.Dire 1 1% n/a
Director 10 9% 60
Ass.Dir 27 23% 61
Sr.Mana 33 29% 57
Manager 43 37% 48
Of 290 people across the organization invited to answer the questions, 115 responded for a response rate of 40 percent.
© 2012 FranklinCovey Executive Summary 3
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Distribution of Respondent xQ Scores for Cognizant Life Sciences Vertical
12
4
8
0 50 100
xQ Score
Num
ber
of R
espo
nden
ts
What you want to see over time is a high, narrow curve on the right of the graph. Such a curve indicatessharp focus and precise execution. The goal is to push the xQ score in that direction.
Questions to Consider:
Is the distribution curve narrow? broad?
What does this distribution curve indicate about our execution discipline?
What would it mean to us to narrow the curve and move it to the right?
© 2012 FranklinCovey Executive Summary 4
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
xQ Scores by Principle of Execution Organization Average Top 10%
xQ1 Score 55 63 84
CLARITY 55 69 88
INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 72 89
ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 63 89
TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 72 85
0 50 100
COMMITMENT 56 68 86
TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 57 82
INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 70 90
INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 76 86
0 50 100
TRANSLATION INTO ACTION 53 64 83
ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 71 89
TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 62 87
INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 60 82
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 66 73
0 50 100
ENABLING 58 59 82
TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 60 84
ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 53 82
ORG. SUPPORT: Active support for work-team goals (Q18) 65 65 79
0 50 100
SYNERGY 50 56 82
TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 61 86
TEAM TRUST: A safe, win-win work environment (Q5) 50 58 84
ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) 40 48 73
ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 57 86
0 50 100
ACCOUNTABILITY 57 61 87
TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 68 89
TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 51 83
INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 64 88
0 50 100
© 2012 FranklinCovey Executive Summary 5
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
xQ Scores by Org., Team, and Individual Levels Organization Average Top 10%
xQ1 Score 55 63 84
ORGANIZATIONAL LEVEL 52 59 83
ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 71 89
ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 63 89
ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) 40 48 73
ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 57 86
ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 53 82
ORG. SUPPORT: Active support for work-team goals (Q18) 65 65 79
0 50 100
TEAM LEVEL 56 61 85
TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 57 82
TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 62 87
TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 61 86
TEAM TRUST: A safe, win-win work environment (Q5) 50 58 84
TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 60 84
TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 68 89
TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 51 83
TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 72 85
0 50 100
INDIVIDUAL LEVEL 56 68 85
INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 72 89
INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 70 90
INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 60 82
INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 64 88
INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 76 86
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 66 73
0 50 100
© 2012 FranklinCovey Executive Summary 6
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Goal and Measure ClarityThis figure indicates the average percentage of respondents who accurately identified the key goals and measures of theorganization. (For more detail, see Q22 & Q23.)
Do workers know the key goals of theorganization? 5%
Do workers know the key measures ofsuccess on those goals? 4%
0% 50% 100%
Time Allocated to Key ObjectivesThis figure indicates the percentage of time employees report spending on the key objectives of the organization versus timespent in other ways. Your results are compared to national averages. (See Q21.)
Percentage of time spent on the mostimportant goals of (my unit).
Percentage of time spent on otheractivities that have little relevance, butdemand immediate attention.
Percentage of time spent oncounterproductive activities.
55%29%
16%
Organization
66%
23%
13%
Average
Top Organizational Barriers to ExecutionThis figure indicates up to three barriers to execution most often selected by respondents. (For more detail, see Q20.)
Unclear or shifting work priorities (e.g., otherpeople’s urgencies and emergencies, conflicting
demands, surprise projects).39%
Lack of resources (e.g., insufficient budgets,people, tools, support). 26%
Overwhelming workload (e.g., too much to do,can’t get to all my key priorities, feeling
exhausted).25%
0% 50% 100%
© 2012 FranklinCovey Executive Summary 7
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Detailed FindingsQuestion 1: Organizational Line of SightWhich statements are true about the most important goals of Cognizant Life Sciences Vertical and yourrole in achieving them?
Please select all that apply.
a. Cognizant Life Sciences Vertical has decided whatits most important goals are.
b. Cognizant Life Sciences Vertical has clearlycommunicated its most important goals.
c. The goals of (my unit) clearly support the goals ofCognizant Life Sciences Vertical.
d. The goals of (my unit) are translated into yourindividual work goals.
e. Your individual work goals are translated into dailytasks and activities.
f. None of the above.
Comparative Score
Organization 54
Average 71
Top 10% 89
0 50 100
Options ChosenPercentage of respondents who chose:
a 46%
b 46%
c 60%
d 58%
e 57%
f 3%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 22%
4 of 580 12%
3 of 560 13%
2 of 540 22%
1 of 520 28%
f. only0 3%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 8
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 2: Team Goals—QualityWhich statements are true about the goals set by (my unit)?
Please select all that apply.
a. We set goals that we are enthusiastic about.
b. We set goals that will please our customers (thosepeople or groups we directly serve).
c. We set goals that drive measurable improvements inresults (such as profitability, meeting budgetexpectations, or higher student achievement).
d. We set goals that are timely; that is, it’s the righttime to work on them.
e. We set goals that are truly achievable.
f. We do not have any goals.
g. None of the above.
Comparative Score
Organization 47
Average 57
Top 10% 82
0 50 100
Options ChosenPercentage of respondents who chose:
a 25%
b 46%
c 79%
d 47%
e 39%
f 2%
g 4%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 8%
4 of 580 14%
3 of 560 24%
2 of 540 21%
1 of 520 27%
f. only0 2%
g. only0 4%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 9
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 3: Team PlanningWhich statements are generally true about how (my unit) plans together as a unit to achieve its goals?
Please select all that apply.
a. We plan our work around our most important goals.
b. We plan specific ways to help each other.
c. We work together to identify and solve problems.
d. Our planning results in clear assignments forindividuals.
e. We follow through with our plans.
f. We do not plan together.
g. None of the above.
Comparative Score
Organization 52
Average 62
Top 10% 87
0 50 100
Options ChosenPercentage of respondents who chose:
a 56%
b 43%
c 61%
d 51%
e 50%
f 8%
g 3%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 21%
4 of 580 15%
3 of 560 15%
2 of 540 16%
1 of 520 23%
f. only0 8%
g. only0 3%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 10
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 4: Team CommunicationWhich statements are generally true about communication in (my unit)?
Please select all that apply.
a. We actively seek out differing viewpoints.
b. We genuinely listen to each other, honestly seekingto understand the viewpoints of others.
c. We express our views respectfully.
d. We discuss tough issues candidly.
e. Our communication is energetic and creative, oftenleading to new or better ideas.
f. None of the above.
Comparative Score
Organization 59
Average 61
Top 10% 86
0 50 100
Options ChosenPercentage of respondents who chose:
a 44%
b 66%
c 77%
d 60%
e 47%
f 7%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 27%
4 of 580 15%
3 of 560 17%
2 of 540 14%
1 of 520 20%
f. only0 7%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 11
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 5: Team TrustWhich statements are generally true about trust in (my unit)?
Please select all that apply.
a. I feel safe in expressing my opinions openly withoutfear of retribution.
b. We live by the principle that “my success is yoursuccess”.
c. People are treated fairly—favoritism is not aproblem.
d. We do not undermine each other.
e. We make decisions based on the best ideas andinformation rather than on “office politics”.
f. None of the above.
Comparative Score
Organization 50
Average 58
Top 10% 84
0 50 100
Options ChosenPercentage of respondents who chose:
a 60%
b 46%
c 43%
d 51%
e 50%
f 10%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 22%
4 of 580 9%
3 of 560 12%
2 of 540 23%
1 of 520 23%
f. only0 10%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 12
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 6: Team EmpowermentWhich statements are generally true about how (my unit) is run?
Please select all that apply.
a. We have the resources (e.g., people, equipment,information, tools) we need to achieve our goals.
b. We have the freedom we need to do our jobs well.
c. My manager and I have a clear understanding aboutmy roles and responsibilities.
d. Our systems and processes are aligned to help usachieve our goals.
e. Our managers actively seek our opinions on how todo things better.
f. None of the above.
Comparative Score
Organization 57
Average 60
Top 10% 84
0 50 100
Options ChosenPercentage of respondents who chose:
a 57%
b 68%
c 67%
d 46%
e 47%
f 7%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 22%
4 of 580 15%
3 of 560 19%
2 of 540 23%
1 of 520 15%
f. only0 7%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 13
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 7: Team AccountabilityWhich statements are generally true about accountability in (my unit)?
Please select all that apply.
a. We routinely report to each other on our progresstoward goals.
b. I meet at least monthly with my manager to reviewprogress on my goals.
c. We hold ourselves accountable for staying onbudget.
d. We hold ourselves accountable for reaching ourcommitments on time.
e. We hold ourselves accountable for delivering qualityresults.
f. None of the above.
Comparative Score
Organization 67
Average 68
Top 10% 89
0 50 100
Options ChosenPercentage of respondents who chose:
a 58%
b 47%
c 67%
d 81%
e 83%
f 2%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 31%
4 of 580 19%
3 of 560 21%
2 of 540 13%
1 of 520 14%
f. only0 2%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 14
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 8: Team Measures—QualityWhich statements are true about the measures used to track progress toward the goals of (my unit)?
Please select all that apply.
a. The measures are clear.
b. The measures accurately track progress towardgoals.
c. The measures are visible and accessible to everyone.
d. We regularly discuss our performance on themeasures.
e. Rewards and consequences are clearly based onperformance on the measures.
f. We do not have any measures.
g. None of the above.
Comparative Score
Organization 47
Average 51
Top 10% 83
0 50 100
Options ChosenPercentage of respondents who chose:
a 50%
b 39%
c 54%
d 51%
e 43%
f 6%
g 10%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 22%
4 of 580 10%
3 of 560 10%
2 of 540 18%
1 of 520 25%
f. only0 6%
g. only0 10%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 15
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 9: Individual GoalsWhich statements are true about your individual work goals?
Please select all that apply.
a. My work goals are clear.
b. My work goals are written down.
c. My work goals are tied to specific measures ofperformance.
d. My work goals have deadlines.
e. I genuinely participate in setting my work goals.
f. I do not have individual work goals.
g. None of the above.
Comparative Score
Organization 53
Average 72
Top 10% 89
0 50 100
Options ChosenPercentage of respondents who chose:
a 57%
b 38%
c 55%
d 57%
e 57%
f 7%
g 7%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 20%
4 of 580 20%
3 of 560 15%
2 of 540 10%
1 of 520 22%
f. only0 7%
g. only0 7%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 16
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 10: Individual EngagementWhich statements are true about your job?
Please select all that apply.
a. My job contributes to fulfilling an importantpurpose.
b. My job taps into the best of my talents and passion.
c. I feel that my contributions to achieving our goalsare recognized and appreciated.
d. I have a good relationship with my manager.
e. I feel welcomed as part of a group.
f. None of the above.
Comparative Score
Organization 56
Average 70
Top 10% 90
0 50 100
Options ChosenPercentage of respondents who chose:
a 64%
b 46%
c 49%
d 70%
e 51%
f 7%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 25%
4 of 580 14%
3 of 560 14%
2 of 540 17%
1 of 520 23%
f. only0 7%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 17
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 11: Individual PlanningWhich statements are generally true about your individual planning habits?
Please select all that apply.
a. I take time each workweek to identify and scheduleactivities around the most important goals of (myunit).
b. I take time each workday to identify and scheduleactivities around the most important goals of (myunit).
c. I use an effective planning system for managing myactivities.
d. I plan ways to balance my personal and work life.
e. I plan activities that allow me to continuouslyimprove my performance.
f. None of the above.
Comparative Score
Organization 53
Average 60
Top 10% 82
0 50 100
Options ChosenPercentage of respondents who chose:
a 45%
b 31%
c 57%
d 67%
e 64%
f 3%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 13%
4 of 580 17%
3 of 560 23%
2 of 540 21%
1 of 520 24%
f. only0 3%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 18
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 12: Individual AccountabilityWhich statements are generally true about the people in (my unit)?
Please select all that apply.
a. People take the initiative to get the job done.
b. People stay on tasks until they’re completed.
c. People focus on things they can impact rather thanon things they can’t.
d. People avoid blaming others when things go wrong.
e. People take responsibility for the results of theirwork.
f. None of the above.
Comparative Score
Organization 56
Average 64
Top 10% 88
0 50 100
Options ChosenPercentage of respondents who chose:
a 65%
b 67%
c 48%
d 39%
e 63%
f 8%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 18%
4 of 580 17%
3 of 560 22%
2 of 540 21%
1 of 520 14%
f. only0 8%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 19
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 13: Organizational DirectionWhich statements are true about Cognizant Life Sciences Vertical’s direction?
Please select all that apply.
a. Cognizant Life Sciences Vertical has a clear andcompelling mission or purpose.
b. Cognizant Life Sciences Vertical has a clear strategicdirection.
c. I clearly understand the reasons for the strategicdirection.
d. Our organizational goals are clearly connected toCognizant Life Sciences Vertical’s mission andstrategy.
e. I clearly understand what I am supposed to do tohelp achieve Cognizant Life Sciences Vertical’sgoals.
f. None of the above.
Comparative Score
Organization 49
Average 63
Top 10% 89
0 50 100
Options ChosenPercentage of respondents who chose:
a 50%
b 54%
c 37%
d 50%
e 51%
f 18%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 29%
4 of 580 3%
3 of 560 12%
2 of 540 14%
1 of 520 24%
f. only0 18%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 20
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 14: Organizational CollaborationWhich statements are generally true about the working relationships between (my unit) and the othergroups you most closely work with inside Cognizant Life Sciences Vertical?
Please select all that apply.
a. We know their most important goals, and they knowours.
b. Our goals and theirs are aligned to help CognizantLife Sciences Vertical achieve its goals.
c. We actively help each other achieve our respectivegoals.
d. We communicate frequently and openly with thesegroups.
e. We regularly achieve better results because of howwell we work together.
f. None of the above.
Comparative Score
Organization 40
Average 48
Top 10% 73
0 50 100
Options ChosenPercentage of respondents who chose:
a 30%
b 47%
c 50%
d 42%
e 33%
f 21%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 15%
4 of 580 8%
3 of 560 10%
2 of 540 19%
1 of 520 27%
f. only0 21%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 21
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 15: Organizational TrustworthinessWhich of these statements are true about Cognizant Life Sciences Vertical?
Please select all that apply.
a. Cognizant Life Sciences Vertical has a clear, writtenset of values.
b. Cognizant Life Sciences Vertical generally lives upto the values of the organization, even when timesare tough.
c. At Cognizant Life Sciences Vertical, we consistentlymeet the expectations of our customers (thosepeople or groups we serve).
d. Cognizant Life Sciences Vertical consistently honorsits commitments to its people.
e. Cognizant Life Sciences Vertical consistently honorsits commitments to its business partners (e.g.,suppliers, vendors, contractors, alliance partners,investors).
f. None of the above.
Comparative Score
Organization 52
Average 57
Top 10% 86
0 50 100
Options ChosenPercentage of respondents who chose:
a 35%
b 56%
c 66%
d 47%
e 55%
f 9%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 17%
4 of 580 16%
3 of 560 17%
2 of 540 17%
1 of 520 24%
f. only0 9%
0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 22
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 16: Organizational Performance ImprovementWhich of the following statements are true about improving performance at Cognizant Life SciencesVertical?
Please select all that apply.
a. People are expected to perform at a high level; lowperformance is unacceptable.
b. Managers are genuinely involved in helping peopledevelop their potential.
c. We systematically gather feedback on ourperformance from a broad range of sources (e.g.,customers, employees, suppliers, the community).
d. We consistently seek ways to simplify ouroperations.
e. We consistently apply better practices and newideas to improve performance.
f. None of the above.
Comparative Score
Organization 53
Average 53
Top 10% 82
0 50 100
Options ChosenPercentage of respondents who chose:
a 57%
b 43%
c 48%
d 54%
e 61%
f 7%
0% 50% 100%
ScoringPercentage of respondents who chose:
Points
5 of 5100 17%
4 of 580 14%
3 of 560 22%
2 of 540 16%
1 of 520 24%
f. only0 7%
0% 50% 100%
Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.
© 2012 FranklinCovey Detailed Findings 23
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 17: Individual CommitmentTo what degree are you energized by and committed to the direction (my unit) is taking?
Please select only one response.
a. Not at all energized/committed.
b. Barely energized/committed.
c. Somewhat energized/committed.
d. Moderately energized/committed.
e. Highly energized/committed.
f. Very highly energized/committed.
Comparative Score
Organization 65
Average 76
Top 10% 86
0 50 100
Options ChosenPercentage of respondents who chose:
Points
a 2%0
b 6%20
c 17%40
d 28%60
e 36%80
f 12%100
0% 50% 100%
Scoring KeyRespondents who select Option “f” receive 100points, those who select “e” receive 80 points, etc.The overall score for this question is an average of allindividual responses.
© 2012 FranklinCovey Detailed Findings 24
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 18: Organizational SupportWhich statement best describes how Cognizant Life Sciences Vertical’s upper management supports thegoals of (my unit)?
Please select only one response.
a. Very low—it’s virtually nonexistent.
b. Low—it’s a struggle to get the help we need.
c. Moderate—they will eventually help us if wecampaign for it.
d. High—they usually help us.
e. Very high—they actively help us.
Comparative Score
Organization 65
Average 65
Top 10% 79
0 50 100
Options ChosenPercentage of respondents who chose:
Points
a 0%0
b 9%25
c 39%50
d 34%75
e 18%100
0% 50% 100%
Scoring KeyRespondents who select Option “e” receive 100points, those who select “d” receive 75 points, etc.The overall score for this question is an average of allindividual responses.
© 2012 FranklinCovey Detailed Findings 25
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 19: Team FocusWhich statement best describes how well people in your unit focus on the most important goals of (myunit)?
Please select only one response.
a. Very low—we have virtually no focus.
b. Low—we often lose focus on our goals.
c. Moderate—we are focused about half the time.
d. High—we typically keep our most important goalsin view.
e. Very high—we stay diligently focused on our mostimportant goals.
Comparative Score
Organization 65
Average 72
Top 10% 85
0 50 100
Options ChosenPercentage of respondents who chose:
Points
a 1%0
b 5%25
c 38%50
d 45%75
e 10%100
0% 50% 100%
Question 19a: Focus InhibitorsIf you answered “very low,” “low,” or “moderate,” please answer: Which statements best describe whypeople lose focus?
Please select all that apply.
a. We lose focus because we are pulled away fromimportant work to do less important things.
b. We lose focus because there are too many goals.
c. We lose focus because the goals are unclear.
d. We lose focus because the goals change too often.
e. We lose focus because we do not know which goals aremost important.
f. We do not have any goals.
g. None of the above.
Options ChosenPercentage of respondents who chose:
a 47%
b 18%
c 49%
d 35%
e 43%
f 2%
g 6%
0% 50% 100%
Scoring KeyRespondents who select Option “e” receive 100points, those who select “d” receive 75 points, etc.The overall score for this question is an average of allindividual responses.
© 2012 FranklinCovey Detailed Findings 26
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 20: Organizational BarriersWhich are the three most significant barriers that make it difficult for you to achieve your most importantwork goals?
Please select no more than three responses.
a. Bureaucracy (e.g., irrelevant or cumbersome rules, needlessly longapproval cycles).
b. Training and development issues (e.g., lack of learning and growthopportunities).
c. Lack of resources (e.g., insufficient budgets, people, tools, support).
d. Unclear or shifting work priorities (e.g., other people’s urgencies andemergencies, conflicting demands, surprise projects).
e. Poor information systems (e.g., inaccurate, outdated, missing, orconfusing data).
f. Authority issues (e.g., lack of power to make decisions and act,unclear assignment of decision-making responsibilities).
g. Unproductive meetings (e.g., too many meetings, unclear objectives,don’t start and end on time).
h. Poor work processes (e.g., unclear work steps, work is badlytransferred from group to group, lack of shared processes).
i. Information overload (e.g., excessive e-mail and voice mail, toomany reports).
j. Political issues (e.g., turf battles, rivalries, favoritism, personalityclashes).
k. Lack of recognition or reward (e.g., credit not shared, unfair pay,rewards not tied to performance).
l. Overwhelming workload (e.g., too much to do, can’t get to all my keypriorities, feeling exhausted).
m. None of the above.
Options ChosenPercentage of respondents who chose:
a 18%
b 10%
c 26%
d 39%
e 18%
f 18%
g 24%
h 16%
i 16%
j 19%
k 21%
l 25%
m 8%
0% 50% 100%
Scoring KeyResults for this question do not affect the xQ score.Top barriers based on percentage of options chosenare also reported in the Executive Summary.
© 2012 FranklinCovey Detailed Findings 27
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 21: Individual Time AllocationWhat percentage of your work time is spent on the following activities? Please enter each response to thenearest 5%.
a. Percentage of time spent on the most importantgoals of (my unit).
b. Percentage of time spent on other activities thathave little relevance to the most important goals of(my unit), but demand my immediate attention.
c. Percentage of time spent on other activities such asdealing with internal bureaucracies, hiddenagendas, interdepartmental conflicts, doing thingsjust to keep out of trouble, talking office politics,etc.
Comparative Score
Organization 55
Average 66
Top 10% 73
0 50 100
Percentage by CategoryPercentage of time spent on:
a 55%
b 29%
c 16%
0% 50% 100%
Scoring KeyThe score for this question is equal to the average ofall responses for Option “a.” If the averagepercentage of time entered for all respondents forOption “a” was 60 percent, then the score would be60.
© 2012 FranklinCovey Detailed Findings 28
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 22: Organizational Goals—ClarityIf you know any of the top four goals (Life Sciences Goals) of Cognizant Life Sciences Vertical, please listthem.
1. Achieve top-line target of 9MM for the BU Business Development
2. Achieve bottom-line goals of 41% for theBU Operational Efficiency
3. Improve Customer Satisfaction ; 10%higher than company average CustomerDelight
4. Improve employee satisfaction ; 10%higher than company average AssociateDelight
5. I do not know any of the top four goals ofCognizant Life Sciences Vertical.
Key Words Identified
1 2%
2 0%
3 12%
4 5%
5 36%
0% 50% 100%
Average for All Goals
Organization 5%
0% 50% 100%
Scoring KeyResults for this question do not affect the xQ score.Bold text indicates key words. The tables show thepercentage of respondents who matched any of thekey words, regardless of order. If the score is zero, itmeans (a) no one matched any of the key words or(b) no key words were available for conducting amatch. To see written responses, consult theComplete Report, "Written Comments" section.
© 2012 FranklinCovey Detailed Findings 29
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 23: Organizational Measures—ClarityIf you know any of the top four measures (Life Sciences Measures) that indicate whether Cognizant LifeSciences Vertical is achieving its most important goals, please list them.
1. Achieve top-line target of 9MM for the BU Business Development
2. Achieve bottom-line goals of 41% for theBU Operational Efficiency
3. Improve Customer Satisfaction ; 10%higher than company average CustomerDelight
4. Improve employee satisfaction ; 10%higher than company average AssociateDelight
5. I do not know any of the top four measuresof Cognizant Life Sciences Vertical.
Key Words Identified
1 1%
2 0%
3 10%
4 3%
5 43%
0% 50% 100%
Average for All Measures
Organization 4%
0% 50% 100%
Scoring KeyResults for this question do not affect the xQ score.Bold text indicates key words. The tables show thepercentage of respondents who matched any of thekey words, regardless of order. If the score is zero, itmeans (a) no one matched any of the key words or(b) no key words were available for conducting amatch. To see written responses, consult theComplete Report, "Written Comments" section.
© 2012 FranklinCovey Detailed Findings 30
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 24: Team Goals—ClarityIf you know any of the top three goals of (my unit), please list them.
Scoring KeyResults for this question do not affect the xQ score.This report does not contain written responses, whichare reported at the unit level. To see writtenresponses for a particular unit, consult the CompleteReport, "Written Comments" section for that unit."
Question 25: Team Measures—ClarityWhat is the key measure you personally look at to tell whether (my unit) is achieving its most importantgoals?
Scoring KeyResults for this question do not affect the xQ score.This report does not contain written responses, whichare reported at the unit level. To see writtenresponses for a particular unit, consult the CompleteReport, "Written Comments" section for that unit."
© 2012 FranklinCovey Detailed Findings 31
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 26: Organizational TalentThe majority of people in Cognizant Life Sciences Vertical possess far more talent, intelligence, capability,and creativity than their present jobs require or even allow.
a. Agree
b. Disagree
Options ChosenPercentage of respondents who chose:
a 64%
b 36%
0% 50% 100%
Scoring KeyThis question does not affect the xQ score. Resultsare reported as a percentage of respondents whoagree or disagree.
Question 27: Open ResponsePlease comment on what (my unit) could do better to achieve its most important goals.
Scoring KeyResults for this question do not affect the xQ score.To see written responses, go to the "WrittenComments" section.
© 2012 FranklinCovey Detailed Findings 32
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Written CommentsQuestion 22: Organizational Goals—ClarityIf you know any of the top four goals (Life Sciences Goals) of Cognizant Life Sciences Vertical,please list them.
The written comments are listed verbatim in alphabetical order.
Goals1. Achieve top-line target of 9MM for the BU Business Development2. Achieve bottom-line goals of 41% for the BU Operational Efficiency3. Improve Customer Satisfaction ; 10% higher than company average Customer Delight4. Improve employee satisfaction ; 10% higher than company average Associate Delight
Responses•
• Delivery excellence - Incorporate Best practices
• To be the leading services provider for life sciences industry
• .
• .
• .
• .
• 10% of revenue through Innovation
• 100% assured quality deliverables without any escalations & improving customer satisfication
• 2015 plan: become a global, top tier service provider
• 2015 strategy - Be Tier1 IT Company
• Achieve and exceed "Top line"
• Achieve 1BN revenue
• Achieve Best in Class Delivery
• Achieve both top line and bottom line targets
• Achieve CP of more than x%
• Achieve high customer satisfaction
• Achieve High Customer Satisfaction
• Achieve USD 1 billion in revenue
• Add value to customer with innovation
• Adding new logos
• Align with organization's 2015 vision
• Attain a CP of 54%
• Attain a leadership position
© 2012 FranklinCovey Written Comments 33
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• B practice by 2015
• Be a billion $ practice in 2012
• Be a market leader focusing on H1, H2 and H3 solutions
• Be a trusted partner
• Be a USD 1.6 billion unit by 2015
• Be Number 1 in Innovation
• be the # 1 provider in life sciences
• BES
• Best In Class Delivery
• Best in class delivery
• Better customer satisfaction
• BIC delivery
• Bottom line improvement
• Bottomline
• Building deep domain capabilities
• Building end to end service capability
• Building H3 solutions and revenue, meeting overall revenue targets
• Business Development Focus
• Business Development including unexplored dept with clients
• Client Satisfaction
• Consistence Growth
• Consistently meet and exceed customer delight
• Consolidate and expand business with the Top 10 Pharma clients
• Continuous Improvements
• Converting to Managed service
• Cost Control
• Costomer satisfaction
• Cotribute to overall growth of Cognizant
• CP
• Create avenues for non-linear revenue
• Create Innovation offerings worth of 5% of topline revenue
• Customer Connect
• Customer Connect
• Customer Delight
• Customer Satisfaction
• Customer Satisfaction
• Customer Satisfaction
• Customer Satisfaction
• Customer satisfaction
© 2012 FranklinCovey Written Comments 34
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Deeper Value chain expertise
• Delivery Accountability
• Delivery excellence
• Delivery excellence
• Delivery excellence
• Delivery Excellence
• Delivery excellence
• Delivery Program Management
• Developing leadership and making ourselves effective in our work
• Diversify Geo Revenues
• Diversify Service Footprint
• Domain excellence
• Dont know any of them for 2012. Not sure if it was articulated in any meeting
• Drive CBC, ITIS, BPO Revenues, Best in Class, Increase win ratio
• Drive Innovation
• Drive Innovation or Value-add initiatives across the board and explore the Niche areas - Mobility, DigitalMarketing etc.
• Effectiveness
• Effectiveness
• Efficiency
• Efficiency
• Elevate to a Trusted Advisor status within Top 20 Pharma, Biotech & MD companies
• embrace innovation
• Emerge and be front runner in H3 busiess
• Employee satisfaction
• Employee satisfaction
• Employee Satisfaction
• Employee satsfaction
• Enable Best In Class delivery in all engagements
• Exceed Associate Delight Index
• Exceed Bottom Line targets
• Exceed Customer Delight Index
• Exceed Customer expectation
• Exceed Topline targets
• Exceeding Revenue
• Excel in Customer and Employee Satisfaction
• Expand and maintain H1 business
• Expand existing LOBs
• Expand solution offerings to existing customers
© 2012 FranklinCovey Written Comments 35
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Expanding Portfolio [across value chain]
• Financial health
• Financial Health
• Focus on Business Innovations
• Focus on Effective Operations, Delivery Accountability & Effectiveness, Program Management capabilitybuilding
• Global Alignment
• Goal : Provide optimal value to execute and enhance each Life Sciences business process from an IT andBPO stand point
• Governance and Comunication
• Great "Life Sciences" Solution Provider
• Grow in H2 buisness
• growth
• Growth
• Growth
• Growth in SMAC H2 H3 portfolio
• Help Customer by reduceing CapEx, improve utilization through virtualization
• High Resource utilization
• higher business performance
• Higher value demonstrated in the form of Innovation
• Highest Customer Satisfaction
• Improve Bottom line
• Improve H 3 revenues
• Improve Offshorization to 70%
• Improve Profitability
• Improved Bottomline and Maturity in delivery models BIC
• Improved Customer satisfaction via Strong Delivery and Customer relationship
• Improved Employee satisfaction, Training, Skills and Motivation
• Improved end to end Solutions & Service offerings across pharma value chain. Renewed focus on strongareas - SnM, RnD. Capability building in weak areas - Manufacturing, Discovery. Greater focus on H3services
• Improved Presence in Emerging Markets and Geographies
• Improved revenue and profitability
• Increase customer base - new wins
• Increase Profitability
• Increase Revenue from non-Linear offerings
• Increase revenue, brand impact for customer by innovation
• Increase Revenues
• Increase top line growth
• Increased revenue /penetration into Marquee LS clients
© 2012 FranklinCovey Written Comments 36
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Innovate and contribute
• Innovation
• Innovation
• Innovation
• Innovation
• Innovation
• innovation
• Innovation
• Innovation
• Innovative solutions
• Leadership in LS Vertical space
• Leading supplier to Life Sciences industry
• Leverage EBA group further than what is seen now
• Looking for ading New customers
• Maintain Industry leading Growth
• Maintain SPOC (Span of Control) at 2.5%
• Maintain Top line
• Making our customers’ businesses stronger by empowering them to be more responsive to their customersand to the competitive environment
• Meet Operational Parameters
• Meet the bottom line Goal
• Meet the topline Goals
• Meeting our top line and bottom line targets
• More Horizon 3 Focus
• More Offshoring
• new products
• New solution development H2 & H3 sevices
• Non Linear growth
• not sure
• Operation excellence
• Operation Focus
• Operational effeciveness
• Optimization/Effectiveness
• Penetrate in emerging markets
• People Index
• Process and MBO
• Process and Quality
• Profitability
• Profitability cannot dip below target
© 2012 FranklinCovey Written Comments 37
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Program Management Focus
• Progress for Individual career
• Provide optimal value to execute and enhance each Life Sciences business process from an IT and BPOstand point
• PV sliver offering
• rationalize cost for client
• reach $ 1B by 2012
• Reach 1 Billion Mark
• Retain and Improve Cognizant presence in Major Life Sciences client
• Retain existing business and penetrate more
• Revenue
• Revenue
• Revenue at or above target
• revenue goals for 2015
• Revenue growth
• Revitalize and refresh Accouns, Relationships
• Satisfy existing customers and get new business
• Stay in Top "Life Sciences" Service Provider
• Streamline Operations
• syenergised Partnerships
• Synergy with the Vertical and Horizantal
• Team building
• to achieve top posiiton in serving the customer better in terms of solutioning, delivery, etc
• To be in the Top 3 SI for Life Sciences Customer
• To be in the Top 3 Systems Integrator and solutions provider for the Life Sciences Customers
• To be positioned as Service Leader in Life Sciences Vertical
• To be the premier global Consulting, Analytics, ITO and BPO services partner for �Life Sciences customers
• To be the premier global Consulting, Analytics, ITO and BPO services partner for Life Sciences customers
• To become Billion Dollar vertical
• To deliver high value to Customers
• To delivery 100% quality
• To develop solutions which will provide non-linear growth
• To ensure an equal opportunity work environment for our associates
• To grow to a tier 1 supplier for our other customers
• To implement Innovation & Codenizant
• To maintain customer delight high
• To meet and exceed Org performance measures - profitability
• To meet budgeted CP% and Utilization
• to meet the topline to align with Organization goal on the topline
© 2012 FranklinCovey Written Comments 38
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• To optimize and/or transform all key �Life Sciences business processes from an operations and IT standpoint
• To optimize and/or transform all key Life Sciences business processes from an operations and IT standpoint
• To provide best in class 'BIC' services to our customers
• To provide innovative solution in business by which to bring more business to Cognizant
• To provide value-add to customer to provided business benefits
• TO reach 1 Billion by 2015
• To sustain as a tier 1 supplier for our major customers
• To train and develop leaders
• Top line growth
• Top line growth of minimum 40% year or year
• Topline
• Transform Work force knowledge - Technical and Domain to equip them to handle the growing needs inNiche areas and Management
• Utilization
• Utilization improvement
• Virtualization
• Virtulization
• Vision : To be a premier global partner for providing Consulting, ITO and BPO services to Life SciencesCustomers
• we need to move to advisory mode to client
• Win clients confidance
• With the scale for 2015, enhancing the leadership ability within the practice
• work life balance
• Work on non-linear growth service lines
• Year on Year Revenue growth (Don't know exact target nos)
© 2012 FranklinCovey Written Comments 39
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 23: Organizational Measures—ClarityIf you know any of the top four measures (Life Sciences Measures) that indicate whetherCognizant Life Sciences Vertical is achieving its most important goals, please list them.
The written comments are listed verbatim in alphabetical order.
Measures1. Achieve top-line target of 9MM for the BU Business Development2. Achieve bottom-line goals of 41% for the BU Operational Efficiency3. Improve Customer Satisfaction ; 10% higher than company average Customer Delight4. Improve employee satisfaction ; 10% higher than company average Associate Delight
Responses•
• .
• .
• .
• .
• A formal and well thought out leadership development program
• Achivements
• Agreesilevly pushing for new wins
• Agreesively pursuing new logos
• Alignment with Cognizant 2015 vision
• All issues are tracked and attended with best results
• Associate Delight Index
• Associate Delight Index
• Attain a CP of 54%
• attrition %
• Automation, training comitments
• BEI - Employee Satisfaction Index
• BES
• BES
• BES
• BES
• BES survey
• Best in Class Delivery Excellence scorecard
• BIC
© 2012 FranklinCovey Written Comments 40
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• BIC program
• Bottom line
• Bottom line
• Bottom Line - Profitability at 40%
• Bottom Line and Delivery Excellence
• Branding and Differentiation
• Building End to End Service Capability
• Building Industry solutions
• Building Strong domain expertise - Domain focused CoE
• Business Effectiveness
• C 2.0 Effectiveness
• CASAT
• Clear Understanding of Customer Business
• CoE for individual areas in the value chain
• CoEs established with focus on Operations, Program Management
• Communication of the purpose with conviction
• Contribution to organizational goal
• CP
• CP%
• CP%, Utilization
• CPR
• Creation of R&D and S&M practices to focus on solution development and asset creation
• CSS
• CSS
• CSS - Customer Satisfactions surveys
• Customer Delight Index
• Customer Delight Index
• customer escalations / appreciation, penetration to get more business
• Customer Feedback
• Customer Profitability
• Customer satisfaction
• Customer Satisfaction
• Customer Satisfaction
• Customer Satisfaction
• Customer Satisfaction
• Customer Satisfaction Index
• customer satisfaction index
• Data Integration
• Delivery Accountability, Improved Pipeline Management & Forecasting measures introduced.
© 2012 FranklinCovey Written Comments 41
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Delivery Metrics
• Development of new solutions/accelerators for Clinical transformation
• Differenciated domain offerings
• Diversity in Solution offering - Number of new initiatives in Niche areas
• effectiveness of people and Manager's score card
• Employee survey
• Enablement of the purpose
• Ensuring that projects are meeting operational goals
• Ensuring the projects and managers are meeting process goals
• Exceeding Revenue
• Expanding Portfolio
• Financial Health Index
• Financial Index
• Flixibility
• Focus on Innovation
• Focus on stated purpose
• Focus on training and enablement
• Focused domain centric practices formed to extend the service & solution offerings. Improved focus onbuilding H3 capabilities
• Getting repeat business
• Global Presence
• Growing the Funnel
• Growth
• Growth rate is in the range of >28%
• H2 H3 Growth
• Hig Performance
• IDE Score
• Implementation of Best precatice
• Improved /Increased Presence in new geographies , Adding New logos or expanding existing logos -Improved Revenue
• Incorporating Best In Class practices in Delivery excellence and Relationship management via BIC Scoreand CSS scores
• Increase in Bpass and end-to-end solution engagements
• Increase in the distribution of revenue from ITIS, BPO and Consulting
• Increase share of ROW reveue
• Independent operationa Excellence CoE
• Index
• Industry feedback and ranking
• Industry forum presence and participation
• Innovation
© 2012 FranklinCovey Written Comments 42
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• INNOVATION
• Innovation
• Innovation (Market facing)
• Innovation Index
• Innovation Index
• Innovation Index
• Innovation Index
• innovation is being built as a delivery parameter
• Innovation workshop
• Innovatove pricing model
• Integrate the services we have delivered to various customers
• Internal - Pinnacle measures
• Internal Index
• Internal Investment on building new products/tools
• Investments made in expanding Consulting services
• Leadership in LS vertical domain
• LEADS
• LeaDs program
• Learning scorecard, BES and CSS f
• Lower Attrition than the organization
• Loyalty
• Managers Scorecard for measuring the effectiveness
• Market and mails from Executive Management
• Meet or Exceed Top Line and Bottom Line Targets
• Monthly monitoring of Financial and Operations performance
• Monthly revenue
• na
• NA
• NA
• NA
• New Wins
• Non -linear growth
• Operational/Financial Parameters
• Ops Calrity
• Optimizing �IT and business operations
• Optimizing �IT operations
• Optimizing through innovation
• People - BEI
• PHS
© 2012 FranklinCovey Written Comments 43
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Pipeline
• Presence in 27 out of top 30 Pharma company, 9 out of the top 10 Biotechs
• Procative enegangement with Customer at highest level
• Process Compliance
• Profitability
• Profitability
• Profitability
• Profitability
• profitability
• Profitability
• Profitability
• Profitability
• Profitability, Utilisation
• Project Mix
• Project Score
• Quality, time to market, customer satisfaction
• Reach 1 Billion Mark
• Recognized as a leader by various agencies.
• Reduce capex, improve utilization
• Reduce demand, opex
• Reduction in Delivery Issues
• Reengineer customer business with new mobile technology helping the pharma sales
• Reporting and Analytics
• Revenue
• Revenue
• Revenue
• Revenue
• Revenue
• Revenue
• Revenue
• revenue
• Revenue
• revenue #s and customer profitability
• Revenue impact, brand impact
• Revenues from Other Geographies, Horizon 2 & 3
• Rewarding and Recognition of the employeess
• Rewards & Recognizition
• Service offerings
• SPAN
© 2012 FranklinCovey Written Comments 44
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Span
• Sponsorship of the PV sliver
• Stay close to the customer to know his business needs
• Stay tuned with business
• Streamline Innovation process
• Strengthen Relationship team
• Support customer in terms of implementing new business products
• Targets against actuals
• Top line
• Top line
• top line growth
• Topline
• Topline
• Topline revenue growth
• Transperancy in planning and execution
• Using EBA and other platforms to invest effectively in asset creation
• Utilization
• Utilization
• Vertical revenue as % of overall Cognizant revenue
• Weekly checkpoints, active assistance and intervention in meeting our targets
• Win Ration in RFP
• Winning the Market
• Work towards 2015 strategy using LeadS initiative
• Workforce development - Motivation & satisfaction via Knowledge , Opportunities - Measured by BES scoreand Attrition
© 2012 FranklinCovey Written Comments 45
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 27: Open ResponsePlease comment on what (my unit) could do better to achieve its most important goals.
The written comments are listed verbatim in alphabetical order.
Responses•
•
• - Leveraging the right resource for the right work. - working closely with the team especially on the nextlevel leaders in bringing improvements.
• -Improve on internal communication & also timely recognise and reward performance.
• 1)Spread awareness regarding the LS goals. 2) Educate how each and every member of LS contribute tothese goals 3) Map the LS goals to the individual goals 4) Provide guidance on how they can acheive thegoals
• 1. Combined sessions to be done for review of onsiteoffshore management on BU goals. 2. Many of theinitiative we do at offhore we need to have efficient model to take it to client and engaging them.
• 1. Have a bi-weekly review call to focus on key goals and its performance. 2. Invest on the resources indeveloping their technical and leadership skills. 3. Build multi-skilled resource pool that can be leveragedacross projects. 4. Have a long-term plan for resource and make it clear to the resources.
• 1. Improve motivation of SM+ associates; 2. There can be a more open communication; 3. Crossinteraction of teams and its leads
• 1. No Clear communications on the goals and its measures are communicated at all levels. 2. The goals are not converted to actions or tasks level at project levels. 3. There is no participation sought from lower manager levels to seek their feedback.4. Vertical - Horizontal conflicts are not properly handled at senior management levels. 5. Senior management is not involving fully when conflicts arise between onsite & offshore or client &offshore.6. Senior management should meet the project level teams often to get their feedback andinvolve/cascade the account level strategies.7. Once the project is completed, no proper care / interest / guidance is shown to help the resources toget into new opportunities.
• a) Be Proactive b) Build Relationships with Customer, Horizontals c) Focus on delivering value tocustomers
• Align more thoughts for new business with new accounts similar to AZ
• Better alignment of people
• Better collaboration with internal stakeholders - SBUs, Practices. Requires to be more customer facing.Demonstrate strong thought leadership, provide strategic direction.
• Blended Management Council meetings to evaluate new opportunities
• Build more trust with associates and enhance rewarding system.
• Clear and concise communication of the goals to the team, also enabling the team to understand howtheir role fits in, and contributes towards the SBU golas.
• Clear communication of Goals through newsletters and not town halls. Rewards and Recognitions for truely
© 2012 FranklinCovey Written Comments 46
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
deserving people who dont get nominated
• Clearer articulation, higher engagement with AM/CPs
• Communicate frequently and clearly
• Communicate goals and measures with regular synch up meetings. Provide rewards to people who hasexcelled in achieving the goals.
• Communicate the overall goals clearly and help associates defining their own goals with respect to that.
• Communication on a regular basis. Interaction with other peers within the team
• cordination, collaborate, bring parties together
• Delivery focus
• empowerment and appropriate Role definition, lessen ambiguities , process based approach for roles,Comprehnsive Non localized approach
• Empowerment to people
• Enable the right people to do their jobs without impediments caused due to organization structure andother administrative / political reasons.
• establish people connect.
• Focus and work towards the common goal rather than individual goals. On occassions, individual priorities& goals take precedence over common goals. Need to shed off the selfish attitude, one's own agenda andwork towards a broader perspective. Favourtisim cannot be eliminated, but should be avoided. Importanceshould be given to achieved measures rather than visibility. Rewards & Recognitions should be based onachievements and not based on the visibility of the individual.
• Goals of every associate to be aligned to the SBU's goals. The tracking should be visible,objective.
• Improve interactions with other SBUs. Believe and understand the talent in every person as we need toleverage their strengths. Clearly define goals for associates in the beginning of the year and provideopportunity to meet the goals. Eventhough customer statisfaction is the end goal, the starting pointshould be engaged employees.
• Increase the SME knowledge in the unit
• Increased focus on Processes and implement them across the board. Incorporate the Best practices andfocus on continous Domain knowledge improvement
• Inspire the teams to be best in class
• Invest more in undertsnading the customers business process and systems. Improve upon and build upondomain knowledge.
• Invest to build new innovative solutions
• keep looking for new clients and give more responsibility to resources. Keen on high performance adndelivery.
• Latest trends in industry like Mobility, Cloud Computing, Insights into Data Analytics and Domain trendscan be organized as trainings for Managers+ to get better hold on Industry and trends
• Leadership team connect with associate should increase to convey the goals and priorities.
• Leverage best practices from other verticals (Delivery, BD). Expand footprint outside of US/UK.
• Making a plan and sticking to it. Finer modifications are ok, complete reorganization at frequent levelshould be avoided.
• More communication channels need to be developed to involve Senior Managers and Managers
• more communication on where as an SBU we have challenges and how other can help.
• More effective communication, better role clarity for individuals especially for M+ roles
• More synergy within the team.
© 2012 FranklinCovey Written Comments 47
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
• Need friendly environment than commanding environment. Focus on work life balance
• Need to focus more on create world class Life Sciences solutions enabling Cognizant to partner with LScustomers. Today it is more of an AVM sweta shop. Life Sciences vertical must innovate and reincarnateitself a bit different given the fact that Life Sciences industry is going thru very difficult times. Toughtimes call for innovation and strong leadership
• Need to have regular Town Hall meetings to emphasize the SBU 5 goals and achievement
• None that I can identify at this moment
• Nothing. I feel this SBU is on right track due to its unique structure created by Shridhar. There may beunbilled roles, but in long run these would return on its investment.
• People motivation is down as there is very little connect with the leadership level. Not much informationflow from Archana at our level. People have been unfairly treated in recent past.
• Provide Time and Support to the Team to achieve its goals
• Providing Near term, Mid term and Long term plans for the growth of this BU and focus closely on keystrategic initiatives
• Rewards and compensation
• Rigor from start....
• Role clarity for each associate at all levels. Each associate should be knowing about their jobresponsibilities and their evaluation parameters. There should not be frequent change ofrole/responsibility just because the business warrants. This is very critical to keep up the morale of theassociates and as well as contribute effectively.
• Roles & Resposibilities for various roles like PROJECT MANAGER, DELIVERY MANAGER, DELIVERYPARTNER,GLOBAL DP ,PROGRAM MANAGER,PROGRAM DIRECTOR , OPERATIONAL PROJECT MANAGER ,ACCOUNT MANAGER ,CLIENT PARTNER should be clear and documented.performance measures needs to becommunicated & tracked.Required designation/authority should be provided and communicated to allstakeholders.
• Sharing of information and group meetings
• Sr.Management presence and interaction can be improved
• Streamline Operations under central team rather than only follow-up mail.
• The current way of interactions with the team is good. We would like to continue doing the same
• There is no KRA that is assinged to me till now, so it will surely help that people are assinged clear targetsand they will in turn help with SBU3's goals
• Training & Development, Accountability of onsite account teams
• Visibility and Planning
© 2012 FranklinCovey Written Comments 48
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Custom QuestionsQuestion 28BU Delivery structure is well organized to achieve the top-line and bottom-line goals:-
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
Options ChosenPercentage of respondents who chose:
a 16%
b 69%
c 15%
d 1%
0% 50% 100%
© 2012 FranklinCovey Custom Questions 49
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 29Collaboration between vertical and horizontal is where it needs to be for delivering success:-
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
Options ChosenPercentage of respondents who chose:
a 31%
b 50%
c 16%
d 3%
0% 50% 100%
© 2012 FranklinCovey Custom Questions 50
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 30We are proactively measuring delivery risks on all initiatives to avoid major escalations:-
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
Options ChosenPercentage of respondents who chose:
a 20%
b 63%
c 17%
d 0%
0% 50% 100%
© 2012 FranklinCovey Custom Questions 51
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Question 31We have the next generation of leaders (onsite and offshore) in the team to help us grow our top-lineand bottom-line:-
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
Options ChosenPercentage of respondents who chose:
a 17%
b 56%
c 24%
d 3%
0% 50% 100%
© 2012 FranklinCovey Custom Questions 52
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Position and Unit Structure Key
Positions:
VP (VP)
AVP (AVP)
Sr. Director (Sr.Dire)
Director (Director)
Associate Director (Ass.Dir)
Sr. Manager (Sr.Mana)
Manager (Manager)
Unit Structure:
Cognizant Life Sciences Vertical
LS INTERNAL (LS)
SBU 1 (Sreedhar N) (SBU1)
SBU 2 (Shridhar K) (SBU2)
SBU 3 (Ashok J) (SBU3)
SBU 4 (Srini R) (SBU4)
SBU 5 (Archana R) (SBU5)
© 2012 FranklinCovey Position and Unit Structure Key 53
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Summary Table (by Position)CTS-LS Director Ass.Dir Sr.Mana Manager
Number of Respondents: 115 10 27 33 43
xQ Score: 55 60 61 57 48
CLARITY 55 59 62 56 49
INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 52 56 56 47
ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 54 59 50 [39]
TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 70 71 62 61
COMMITMENT 56 58 64 58 50
TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 [40] 53 50 43
INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 66 67 57 47
INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 68 72 66 60
TRANSLATION INTO ACTION 53 57 59 57 47
ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 54 61 58 45
TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 46 61 54 47
INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 62 58 59 44
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 67 54 59 51
ENABLING 58 67 65 59 53
TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 64 67 58 49
ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 60 55 55 49
ORG. SUPPORT: Active support for work-team goals (Q18) 65 78 71 64 60
SYNERGY 50 53 56 54 43
TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 60 62 64 51
TEAM TRUST: A safe, win-win work environment (Q5) 50 56 56 49 46
ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] 46 44 45 [34]
ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 50 59 56 43
ACCOUNTABILITY 57 71 64 59 47
TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 88 70 68 60
TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 56 59 49 [36]
INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 70 64 59 47
Scoring Key Green Bold: High xQ Scores—100-75 Based on U.S. Top 15% Black: Medium xQ Scores—74-41[Red:] Low xQ Scores—40-0 Based on U.S. Bottom 40%
All columns were not included in this report due to insufficient data (a minimum of four).
© 2012 FranklinCovey Summary Tables 54
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Summary Table (by Unit)CTS-LS LS SBU1 SBU2 SBU3 SBU4 SBU5
Number of Respondents: 115 23 12 14 17 23 26
xQ Score: 55 57 50 46 51 60 57
CLARITY 55 57 54 48 52 60 57
INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 58 52 41 [40] 63 55
ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 47 50 [39] 51 51 51
TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 65 60 64 66 65 65
COMMITMENT 56 58 54 51 49 64 56
TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 53 48 [39] 41 50 48
INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 61 48 47 49 67 55
INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 60 65 69 56 75 65
TRANSLATION INTO ACTION 53 58 52 45 47 56 56
ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 53 58 46 51 57 55
TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 63 42 [36] 53 60 50
INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 62 47 44 45 56 56
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 57 63 53 41 53 62
ENABLING 58 56 51 52 58 65 61
TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 59 45 51 53 65 59
ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 50 48 44 58 58 54
ORG. SUPPORT: Active support for work-team goals (Q18) 65 60 58 61 65 73 70
SYNERGY 50 53 43 42 49 57 51
TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 65 55 50 60 63 55
TEAM TRUST: A safe, win-win work environment (Q5) 50 58 [40] [39] 47 59 48
ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] 42 [33] [34] [34] 47 44
ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 46 42 46 54 57 58
ACCOUNTABILITY 57 63 49 [40] 55 63 60
TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 76 60 49 61 72 72
TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 50 [38] [27] 42 59 53
INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 62 48 46 62 59 55
Scoring Key Green Bold: High xQ Scores—100-75 Based on U.S. Top 15% Black: Medium xQ Scores—74-41[Red:] Low xQ Scores—40-0 Based on U.S. Bottom 40%
All columns were not included in this report due to insufficient data (a minimum of four).
© 2012 FranklinCovey Summary Tables 55
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Summary Table (by Question 3)CTS-LS Chen Bang Mum Pune Kolk
Number of Respondents: 115 115 67 9 14 18 5
xQ Score: 55 55 57 53 51 51 49
CLARITY 55 55 56 55 55 53 55
INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 53 57 49 49 47 [40]
ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 49 48 53 50 41 56
TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 65 63 64 66 71 70
COMMITMENT 56 56 59 49 49 56 48
TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 47 49 [33] [37] 54 [36]
INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 56 60 51 54 50 [40]
INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 65 68 62 56 63 68
TRANSLATION INTO ACTION 53 53 55 49 49 54 44
ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 54 53 58 53 56 44
TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 52 55 47 41 51 44
INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 53 57 44 49 51 [32]
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 55 56 47 53 57 55
ENABLING 58 58 60 56 56 53 59
TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 57 59 56 46 57 56
ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 53 54 47 56 47 52
ORG. SUPPORT: Active support for work-team goals (Q18) 65 65 67 67 66 57 70
SYNERGY 50 50 53 53 49 41 44
TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 59 61 67 53 50 52
TEAM TRUST: A safe, win-win work environment (Q5) 50 50 54 53 47 [37] [36]
ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] [40] 43 [29] [40] [36] [40]
ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 52 53 62 56 41 48
ACCOUNTABILITY 57 57 61 58 49 49 47
TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 67 73 58 57 61 48
TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 47 51 53 [33] [39] [40]
INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 56 58 62 56 48 52
Scoring Key Green Bold: High xQ Scores—100-75 Based on U.S. Top 15% Black: Medium xQ Scores—74-41[Red:] Low xQ Scores—40-0 Based on U.S. Bottom 40%
All columns were not included in this report due to insufficient data (a minimum of four).
© 2012 FranklinCovey Summary Tables 56
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Summary Table (by Question 4)CTS-LS L12 M 13-36 M 37-60 M 61-120 M G121 M
Number of Respondents: 115 115 21 26 17 38 13
xQ Score: 55 55 57 50 52 57 59
CLARITY 55 55 58 52 55 55 61
INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 53 59 50 51 54 49
ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 49 50 42 49 47 63
TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 65 63 63 65 65 69
COMMITMENT 56 56 56 51 52 61 57
TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 47 46 43 45 54 42
INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 56 60 48 49 61 63
INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 65 61 63 62 69 68
TRANSLATION INTO ACTION 53 53 55 49 52 55 56
ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 54 54 51 54 54 55
TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 52 57 43 48 56 57
INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 53 62 50 [40] 56 54
INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 55 48 54 66 53 60
ENABLING 58 58 60 54 54 61 64
TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 57 62 50 53 59 63
ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 53 51 46 53 56 58
ORG. SUPPORT: Active support for work-team goals (Q18) 65 65 65 65 57 68 69
SYNERGY 50 50 53 44 48 53 54
TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 59 68 50 52 62 63
TEAM TRUST: A safe, win-win work environment (Q5) 50 50 53 43 48 53 52
ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] [40] [40] [35] 46 41 42
ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 52 50 48 47 54 60
ACCOUNTABILITY 57 57 60 53 54 58 62
TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 67 68 65 62 69 71
TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 47 57 41 [38] 49 54
INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 56 56 52 61 56 60
Scoring Key Green Bold: High xQ Scores—100-75 Based on U.S. Top 15% Black: Medium xQ Scores—74-41[Red:] Low xQ Scores—40-0 Based on U.S. Bottom 40%
All columns were not included in this report due to insufficient data (a minimum of four).
© 2012 FranklinCovey Summary Tables 57
xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.
Next Steps
Key Findings
Key Actions
What Who By When
© 2012 FranklinCovey Next Steps 58