Sample, Joe. May 2016

Transcription

1 The Communication Styles and Abilities Inventory for Leaders (C-SAIL) Feedback Results May 2016 Report format Copyright Assessment+, Inc. Report format Copyright Assessment +, Inc.

2 Overview Leadership and learning are indispensable to each other. John F. Kennedy, from a speech prepared the day of his assassination, November 22, 1963 Good communication is as stimulating as black coffee and just as hard to sleep after. Anne Morrow Lindbergh, Gift from the Sea In an increasingly connected and competitive world, nothing is more important to a leader s success than communication. Communication is often and some would say always your single most important asset as a leader. The Communication Styles and Abilities Inventory for Leaders (C-SAIL) is designed to measure how yourself and others perceive your Communications in your work environment. The C-SAIL taps five communication style dimensions derived from the Big Five personality traits (now replicated in a large number of western and non-western cultures), as well as three key communication styles that underlie all styles Listening, Conveying, and Tracking. Taken together, your scores on styles and abilities provide a snapshot of your communication capabilities and your tendencies as you interact with others. The responses measured here reflect how you are perceived. In this sense, the C-SAIL can be understood as a systematic interview that focuses on your potential communication performance as a leader. Page 2

3 Report Sections Part I: The Communication for Leaders Model and Your Report This section provides an explanation of the components of leadership communications and how personality and skill interact for effectiveness. It also provides information on who rated you and guidance on how to interpret your report. PART II: Your Results: Communication Style (Tendencies) This section summarizes your communication style in terms of 10 tendencies. Open Reserved Optimistic Skeptical Emotional Analytical Directive Receptive Spontaneous Deliberate A Overview of Tendencies A table of percentiles shows your style compared to the leaders in Linkage s normative database. It also displays your overall tendencies in a five letter summary. The summary is based on other s ratings of you, not your self-perception B Key Tendencies: Summary This section provides more detail by providing percentiles and average ratings of the questions that make up each tendency. Ratings from yourself and all other raters (referred to as overall) are presented separately. C Tendency Item Results Charts present graphs and numerical data to summarize ratings of each question in the tendency, by rater group. Page 3

4 PART III: Your Results: Communication Abilities This section summarizes your communication abilities in listening, conveying and tracking. D Overview of Abilities A summary of your ability is presented in a table broken down into capabilities and liabilities the factors that contribute to successful communication, and the factors that detract from it. You are also provided with an overall score for each ability, which is taken by subtracting the liabilities from the capabilities. NOTE: In cases where your liability score is a negative number, your overall ability score will increase rather than decrease when the subtraction is made. E Key Abilities: Summary This section averages all item ratings within an ability by the self and all other rater (referred to as overall ) responses. The distribution N signifies the total number of responses received for all items in each respective factor. Percentile scores are also included so that you can compare your abilities to other leaders. F Ability Item Results Charts present graphs and numerical data to summarize ratings of each question in the ability, by rater group. PART IV: Your Communication Profile and Rater Comments This section is a quick reference, allowing you to survey the overall pattern of scores as you think about areas of strength and areas for future development. It contains a summary of your style and abilities, highlights gaps between your perceptions and those of others and contains the responses that your raters provided in response to two open-ended questions. G Overview of Tendencies and Abilities This section displays a table of the overall score for each of the Tendency and Ability factors. It also displays your overall tendency style type and ability composite score. H Key Tendencies and Abilities: Summary This section averages all item ratings within a factor by the self and all rater responses. The distribution N signifies the total number of responses received for all items in each respective factor. Page 4

5 I Gaps Items in which the ratings between the rating and the average ratings of other groups are greater than 30% are listed here. The gaps are provided for each rater group. J Comments Comments from your raters are categorized by rater group. Comments will not appear on aggregate reports. These questions were designed to give you an overall sense of what your colleagues perceive as strengths, and what they feel you could do differently in order to be more effective as a communicator. PART V: Development Planning This section offers a step-by-step process to assist you in forming a plan for implementing the changes you wish to make in your communication abilities and style. Page 5

6 PART I THE COMMUNICATION FOR LEADERS MODEL AND YOUR REPORT Page 6

7 Communication Styles: The Big Five Each of us has distinct communication tendencies. These are shaped by our personality and by our environment. For some situations and with some people they work well, while for other situations and/or people they can get in our way. Your style may vary occasionally from place to place or from person to person, but typically there is a fair degree of behavioral continuity across people and situations (Funder and Colvin, 1991). It is important to consider your own characteristic style and the styles of others as you communicate as a leader. The five communication style dimensions in our model derive from the Big Five model of personality, which has now been widely replicated using a variety of instruments in the U.S. and many other countries. The five personality factors in this model include Openness to Experience (being curious), Neuroticism (negative emotionality), Extraversion (positive emotionality and drive), Agreeableness (cooperative versus competitive inclinations), and Conscientiousness (being thorough and/or dutiful). We have applied those dimensions in a modified form to the key areas of communication that occur in most of our interactions with others. Each dimension consists of two tendencies, which pull against each other (or compete). Each tendency in turn consists of several specific and interrelated behaviors or attributes. Tendency Style Tendency Behaviors Behaviors In general, the endorsement of one tendency means that the other tendency will be lower. Since we interact with people across situations, however, it is theoretically possible to receive high or low scores on both tendencies. It can be particularly useful in the section that follows to look at how different categories of raters perceive you on these dimensions. A peer may experience you very differently on some dimensions from your direct reports, or from your manager, for example. Page 7

8 The Five Communication Style Dimensions: Definitions 1. Open Reserved Open: Reserved: 2. Optimistic Skeptical Optimistic: Skeptical: 3. Emotional Analytical Emotional: Analytical: 4. Directive Receptive Directive: Receptive: 5. Spontaneous Deliberate Spontaneous: Deliberate: The tendency to be candid, to disclose personal states and information, to be curious about the inner states and personal motives of others, and to find areas in common based on disclosures. The tendency to keep information about one s inner feelings and motives to oneself, and get to know others cautiously. The tendency to have a trusting, optimistic demeanor and to seek to maintain a positive tone to all communications The tendency to express negative emotions freely, including doubts, criticisms, and concerns. The tendency to respond to and express emotions easily and powerfully with others The tendency to be logical, rational, and unemotional in interactions with others The tendency to set the conversational agenda, advance one s own needs and ideas, and seek commitments from others The tendency to respond to the needs and ideas of others and to shy away from advancing one s own needs and ideas The tendency to enjoy unplanned or improvised exchanges of ideas The tendency to plan carefully for conversations and to move through them point-by-point Page 8

9 Communication Abilities: Getting Things to Click Good communication depends upon three fundamental abilities: the ability to listen to messages from others, the ability to convey messages to others, and the ability to track what is happening in the course of an interaction with others. When we do all three we reach Click, a mode of engagement with others that promotes rewarding feelings and coordinated outcomes. Listening is the heart and the start of good communication. Master communicators learn to ask questions, inquire about meaning, and discover underlying concerns and needs. People place enormous value on being heard. For example, research by Tom Tyler and his colleagues has found that satisfaction in the courtroom depends more on the perceived fairness of the court procedure than on the actual dollar judgment one receives at the end. When people feel heard, they feel that they are being treated more fairly. They are more likely to feel satisfied with the conversation, even when it is a tough conversation. Good listening involves inquiry, acknowledgement, and patience. Conveying gets done through verbal and nonverbal channels. Words are important tools, and choosing language and words carefully is essential to communicating well. Equally important, however, is an awareness of the nonverbal messages we send through body language, facial expressions, and tone of voice. Nonverbal communication can be extremely powerful. For instance, research by Paul Ekman, Mark Baldwin, and others has shown that humans react to emotional expressions in others faces even when they are not consciously aware of the experience. Similarly, John Gottman s research on marital success and failure discovered that the presence of certain facial expressions during conversations, sometimes measured by coders in milliseconds, was the most powerful predictor of who would stay married and who would divorce within three years. Tracking is the least practiced ingredient in effective communication, but equally important. Tracking is the ability to step back or hover above a conversation and notice what is happening. For example, you might suddenly realize that you have been doing all of the talking. Or, you might realize that you are growing frustrated because the other person keeps returning to the same point. Tracking can also involve noticing where the conversation is going relative to an agenda or time constraint, and trying to understand and manage gaps that emerge between what is happening and what needs to happen. The ability to analyze what is going on in a conversation without sacrificing participation in it is critical to successful communication. Page 9

10 Rater Response The numbers below represent the number of completed surveys submitted by each rater group prior to the deadline. Please note that these numbers do not necessarily reflect the number of responses you received on each item as some individuals may not have given you feedback on every item. These figures only represent completed, submitted assessments. Report N Nominated N Response Rate (Sample) % % % % % TOTAL % For non-anonymous rater groups such as,, ratings will be shown if at least one assessment has been submitted. To preserve anonymity, our processing program will not display responses from anonymous rater groups (e.g.,, ) with fewer than three submitted surveys. If fewer than three surveys have been received from a rater group, their ratings will be combined with those of another rater group. Your report will indicate which groups have been combined. For any single item with fewer than three responses in a rater group, Insufficient Responses will appear for that item in lieu of data. Page 10

11 Reading and Interpreting Your Results Your C-SAIL report has been carefully designed to detail your results in a simple, easyto-read fashion that offers an analysis of your communication style and abilities across several levels. Results are summarized in two different ways both help you to understand your communication style. Percentiles allow you to understand your communication tendencies in comparison to others. Percentiles (%tile) are emphasized when describing your general communication tendencies early in the report Actual ratings present how you and others rate you. These ratings are emphasized when describing the details of your communication and are typically presented as average ratings (Avg). The later parts of the report emphasizes actual ratings The scale used for completing each item of the C-SAIL is: Neither/Neutral Characteristic It can be useful to examine scores at the overall level, as well as item-by-item. It is also useful to pay attention to rater categories and how perceptions can differ across raters. Most of the results on the following pages will show your ratings by rater category yourself, your manager, your direct reports, your peers, and an overall average (or raters other than yourself). The scores are generated by averaging scores across the items that tap that tendency or ability. Comparing self and group scores will enable you to evaluate your overall performance while highlighting any gaps between your views and others perceptions. Page 11

12 Section II reviews your styles, starting at the summary level, and then item-by item. There are five dimensions, created by five sets of opposing tendencies that map onto that dimension (Open versus Reserved, for example). You will first see the comparative percentile scores for your tendencies. Next, all of the items are listed, clustered by tendency. Section III reviews your communication abilities. Again, you will first see you overall scores. Each ability is broken down into capabilities (helpful behaviors) and liabilities (unhelpful behaviors) that are relevant to that domain. As you read through section III you will see first the overall scores, and then the item scores. Section IV reviews the key features of your feedback. This includes a shorthand acronym for your style, made up of the first letter for the larger of the two competing tendencies. So if your Reserved score is higher than your Openness score, you will receive an R for that dimension. This scoring method makes it easier to compare relative tendencies with others in the group. Section IV also shows an overall score for your each of your communication abilities, which is generated by subtracting your liabilities from your capabilities. NOTE: In cases where your liability score is a negative number, your overall ability score will increase rather than decrease when the subtraction is made. Page 12

13 How to Read Your Report 1 TENDENCY: Open 2 4 Symbol Key Norm. Avg. Positive Gap Negative Gap 8 Uses disclosure in order to deepen the conversation 5 3 Characteristic Factor Heading This is the factor into which the items are grouped. In this example, TENDENCY: Open is shown. 2 Symbol Key The triangle symbols indicate that this item is one of the highest/lowest rated items in the report from a rater group; the horizontal arrows indicate significant gaps, either positive or negative, between the rating and the average rating from any other rater group. 3 Scale In the above example, the rating scale used is a 7-point scale ranging from to Characteristic. 4 Item Results This graph shows the results by rater group for a specific item. This and other similar items create a category. 5 Rater Groups These titles depict the different rater groups that provided feedback. In this example, responses from the participant s,,, Direct, and the participant (labeled as ) are shown. 6 Mean Bar The bars graphically depict the average of the ratings for each rater group. In this example, the average of the ratings from is 0.25 for the item. The vertical line indicates the rating. This line is included so that participants can easily see the differences between their rating and the ratings of others. 7 Distribution The numbers above each mean bar show the number of ratings provided for each point on the rating scale for that particular rater group. In this example, four responded to the item. 8 Normative Average This column shows the normative average. This is provided to compare the participant s average ratings to others who have participated in this assessment process, utilizing this survey. 9 Percentile This column shows percentile scores. Percentiles are indicative of how your rating for a particular item compares to the ratings of others who have been through this assessment process and utilized this survey. In the above example, the percentile for the rating from is 21. This indicates that 21% of the individuals received a rating that is either equal to or lower than the participant s rating on this particular item. Page 13

14 PART II YOUR RESULTS: COMMUNICATION STYLE (TENDENCIES) Page 14

15 Overview of Tendencies TENDENCIES Percentile TENDENCY: Open 36 TENDENCY: Reserved 98 TENDENCY: Optimistic 31 TENDENCY: Skeptical 92 TENDENCY: Emotional 45 TENDENCY: Analytical 4 TENDENCY: Directive 63 TENDENCY: Receptive 28 TENDENCY: Spontaneous 41 TENDENCY: Deliberate 17 Major Style Preference: Reserved, Skeptical, Emotional, Directive, and Spontaneous Section A Page 15

16 Key Tendencies: Summary TENDENCY: Open %ile Avg. Norm TENDENCY: Reserved %ile Avg. Norm TENDENCY: Optimistic %ile Avg. Norm TENDENCY: Skeptical %ile Avg. Norm TENDENCY: Emotional %ile Avg. Norm TENDENCY: Analytical %ile Avg. Norm TENDENCY: Directive %ile Avg. Norm TENDENCY: Receptive %ile Avg. Norm Section B Page 16

17 Key Tendencies: Summary TENDENCY: Spontaneous %ile Avg. Norm TENDENCY: Deliberate %ile Avg. Norm Section B Page 17

18 TENDENCY: Open Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 8 Uses disclosure in order to deepen the conversation Freely shares feelings and beliefs with others in order to build trust Is genuinely curious about others' needs and beliefs Likes to find out what makes people tick Section C Page 18

19 TENDENCY: Open Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 72 Easily discovers areas of common interest with other people Section C Page 19

20 TENDENCY: Reserved Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 5 Holds cards close to the vest Is reluctant to share personal information on the job Needs to feel comfortable with others before he/she will open up Has difficulty making a personal connection with others Section C Page 20

21 TENDENCY: Reserved Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 69 Is difficult to read in meetings Section C Page 21

22 TENDENCY: Optimistic Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 7 Maintains an appreciative stance that encourages others to be honest Sticks to a positive tone in group discussions Reformulates conversations that are becoming negative Expresses trust in others views or claims Section C Page 22

23 TENDENCY: Optimistic Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 71 Expresses optimism about the future Section C Page 23

24 TENDENCY: Skeptical Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 4 Closes down when conversations become derailed Is easily irritated when others are unprepared or unhelpful Is skeptical of new ideas before they are fully discussed Uses comments or expressions that are judgmental of others Section C Page 24

25 TENDENCY: Skeptical Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 68 Has moods that go up and down in noticeable ways Section C Page 25

26 TENDENCY: Emotional Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 11 Connects most easily with people who share their emotions Is comfortable being open or vulnerable in order to deepen rapport Expresses feelings and emotions in one-on-one conversations Speaks "from the gut" when trying to persuade others Section C Page 26

27 TENDENCY: Emotional Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 75 Expresses emotions when participating in a group Section C Page 27

28 TENDENCY: Analytical Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 16 Prefers conversations that are logical and rational Maintains a steady expression when surprises hit Likes to talk things through in a reasoned, rational way Uses facts and statistics to support arguments Section C Page 28

29 TENDENCY: Analytical Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 80 Inclined to think analytically about what someone is saying Section C Page 29

30 TENDENCY: Directive Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 12 Likes to have the final word Looks for commitment early in conversations to gain control Prefers to champion own ideas rather than ideas from others Is most comfortable having others follow his/her lead Section C Page 30

31 TENDENCY: Directive Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 76 Enjoys wielding authority Section C Page 31

32 TENDENCY: Receptive Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 6 Uses humor in ways that reduce tension and build trust Admits mistakes easily Cooperates easily with others Avoids dwelling on negative comments made by others Section C Page 32

33 TENDENCY: Receptive Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 70 Steps back from own views in order to understand group views Section C Page 33

34 TENDENCY: Spontaneous Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 3 Likes to brainstorm ideas and concepts Is comfortable improvising or changing directions as needed Recognizes and responds to brilliant ideas that change the focus or direction of a conversation Likes "what if" discussions even when there is no clear agenda Section C Page 34

35 TENDENCY: Spontaneous Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 67 Prefers to be in groups that are creative and spontaneous Section C Page 35

36 TENDENCY: Deliberate Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 13 Prefers to have a focused conversation around a specific agenda Prepares thoroughly for conversations Is careful in choosing words Likes to have action steps carefully defined at the end of a conversation Section C Page 36

37 TENDENCY: Deliberate Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 77 Moves through agenda items in deliberate, structured way Section C Page 37

38 PART III YOUR RESULTS: COMMUNICATION ABILITIES

39 Overview of Abilities ABILITIES Score ABILITY: Listening - Capabilities 0.67 ABILITY: Listening - Liabilities ABILITY: Listening (Composite) 0.35 ABILITY: Conveying - Capabilities 0.54 ABILITY: Conveying - Liabilities ABILITY: Conveying (Composite) ABILITY: Tracking - Capabilities 0.97 ABILITY: Tracking - Liabilities ABILITY: Tracking (Composite) 0.21 Section D Page 39

40 Key Abilities: Summary Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic ABILITY: Listening - Capabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Listening - Liabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Conveying - Capabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Conveying - Liabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Tracking - Capabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Tracking - Liabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm Section E Page 40

41 ABILITY: Listening - Capabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 10 Asks questions that uncover others' needs and views Avg. N N-2 N-1 N0 N1 N2 N3 Norm Accurately paraphrases important points Avg. N N-2 N-1 N0 N1 N2 N3 Norm Shows appreciative emotion while listening to others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Listens patiently in order to fully understand an idea or sentiment Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 41

42 ABILITY: Listening - Capabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 74 Notices what people are thinking and feeling as well as what they are saying Avg. N N-2 N-1 N0 N1 N2 N3 Norm Tactfully asks the tough and unexpected questions to get to the truth Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 42

43 ABILITY: Listening - Liabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 9 Fails to discern the "message behind the message" Avg. N N-2 N-1 N0 N1 N2 N3 Norm Interrupts others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Responds to comments by going off on a tangent Avg. N N-2 N-1 N0 N1 N2 N3 Norm Gives the impression of having his/her mind on something else Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 43

44 ABILITY: Listening - Liabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 73 Anticipates what's going to be said and completes the thoughts of others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Appears not to fully understand the viewpoints of others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 44

45 ABILITY: Conveying - Capabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 15 Adjusts tone of voice to respond to situations appropriately Avg. N N-2 N-1 N0 N1 N2 N3 Norm Employs simple, effective words to convey ideas powerfully Avg. N N-2 N-1 N0 N1 N2 N3 Norm Searches for signals of receptivity before moving on Avg. N N-2 N-1 N0 N1 N2 N3 Norm Speaks in language that is appropriate for the audience Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 45

46 ABILITY: Conveying - Capabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 79 Reinforces ideas with effective gestures and facial expressions Avg. N N-2 N-1 N0 N1 N2 N3 Norm Communicates in a manner that holds the attention and interest of others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 46

47 ABILITY: Conveying - Liabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 14 Uses unnecessary jargon when simple words would do Avg. N N-2 N-1 N0 N1 N2 N3 Norm Appears to be unaware of own tone of voice Avg. N N-2 N-1 N0 N1 N2 N3 Norm Confuses others with multiple overlapping ideas or comments Avg. N N-2 N-1 N0 N1 N2 N3 Norm Fails to notice discomfort or disagreement in others while speaking Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 47

48 ABILITY: Conveying - Liabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 78 Has trouble tackling difficult issues head-on Avg. N N-2 N-1 N0 N1 N2 N3 Norm Tends to "take up air time" when making a point Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 48

49 ABILITY: Tracking - Capabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 2 Effectively manages tension between listening and using time well Avg. N N-2 N-1 N0 N1 N2 N3 Norm Adaptively reshapes conversational agenda based on emerging information Avg. N N-2 N-1 N0 N1 N2 N3 Norm Accurately notices when and how conversations are getting derailed Avg. N N-2 N-1 N0 N1 N2 N3 Norm Carefully watches how others receive messages Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 49

50 ABILITY: Tracking - Capabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 66 Checks in with others to make sure they have similar assumptions Avg. N N-2 N-1 N0 N1 N2 N3 Norm Knows how to get conversations back on track Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 50

51 ABILITY: Tracking - Liabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 1 Gets sidetracked for too long by others' questions or comments Avg. N N-2 N-1 N0 N1 N2 N3 Norm Connects with some members of a group or team but forgets to connect with others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Tends to spend too much time on one point at the expense of others Avg. N N-2 N-1 N0 N1 N2 N3 Norm Fails to let others know own time constraints until it is too late Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 51

52 ABILITY: Tracking - Liabilities Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic 65 Has difficulty noticing what is happening in the conversation Avg. N N-2 N-1 N0 N1 N2 N3 Norm Gets lost in details of conversation at the expense of the big picture Avg. N N-2 N-1 N0 N1 N2 N3 Norm Section F Page 52

53 PART IV YOUR COMMUNICATION PROFILE AND RATER COMMENTS

54 Overview of Tendencies and Abilities TENDENCIES Percentile TENDENCY: Open 36 TENDENCY: Reserved 98 TENDENCY: Optimistic 31 TENDENCY: Skeptical 92 TENDENCY: Emotional 45 TENDENCY: Analytical 4 TENDENCY: Directive 63 TENDENCY: Receptive 28 TENDENCY: Spontaneous 41 TENDENCY: Deliberate 17 Major Style Preference: Reserved, Skeptical, Emotional, Directive, and Spontaneous ABILITIES Score ABILITY: Listening - Capabilities 0.67 ABILITY: Listening - Liabilities ABILITY: Listening (Composite) 0.35 ABILITY: Conveying - Capabilities 0.54 ABILITY: Conveying - Liabilities ABILITY: Conveying (Composite) ABILITY: Tracking - Capabilities 0.97 ABILITY: Tracking - Liabilities ABILITY: Tracking (Composite) 0.21 Section G Page 54

55 Key Tendencies and Abilities: Summary Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic TENDENCIES TENDENCY: Open Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Reserved Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Optimistic Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Skeptical Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Emotional Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Analytical Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Directive Avg. NN-2N-1 N0 N1 N2 N3 Norm Section H Page 55

56 Key Tendencies and Abilities: Summary Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic TENDENCY: Receptive Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Spontaneous Avg. NN-2N-1 N0 N1 N2 N3 Norm TENDENCY: Deliberate Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITIES ABILITY: Listening - Capabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Listening - Liabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Conveying - Capabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Conveying - Liabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm Section H Page 56

57 Key Tendencies and Abilities: Summary Symbol Key Norm. Avg. Positive Gap Negative Gap Characteristic ABILITY: Tracking - Capabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm ABILITY: Tracking - Liabilities Avg. NN-2N-1 N0 N1 N2 N3 Norm Section H Page 57

58 Positive Gaps: Item appears in other high lists in this section Characteristic Avg. Gap 11 Connects most easily with people who share their emotions [TENDENCY: Emotional] Avg Uses unnecessary jargon when simple words would do [ABILITY: Conveying - Liabilities] Closes down when conversations become derailed [TENDENCY: Skeptical] Confuses others with multiple overlapping ideas or comments [ABILITY: Conveying - Liabilities] Has moods that go up and down in noticeable ways [TENDENCY: Skeptical] Fails to discern the "message behind the message" [ABILITY: Listening - Liabilities] Uses humor in ways that reduce tension and build trust [TENDENCY: Receptive] Section I Page 58

59 Negative Gaps: Item appears in other low lists in this section Characteristic Avg. Gap 53 Has difficulty making a personal connection with others [TENDENCY: Reserved] Avg Expresses feelings and emotions in one-onone conversations [TENDENCY: Emotional] Checks in with others to make sure they have similar assumptions [ABILITY: Tracking - Capabilities] Employs simple, effective words to convey ideas powerfully [ABILITY: Conveying - Capabilities] Speaks "from the gut" when trying to persuade others [TENDENCY: Emotional] Appears to be unaware of own tone of voice [ABILITY: Conveying - Liabilities] Easily discovers areas of common interest with other people [TENDENCY: Open] Shows appreciative emotion while listening to others [ABILITY: Listening - Capabilities] Responds to comments by going off on a tangent [ABILITY: Listening - Liabilities] Appears not to fully understand the viewpoints of others [ABILITY: Listening - Liabilities] Section I Page 59

60 Positive Gaps: Item appears in other high lists in this section Characteristic Avg. Gap 46 Confuses others with multiple overlapping ideas or comments [ABILITY: Conveying - Liabilities] Avg Likes to have action steps carefully defined at the end of a conversation [TENDENCY: Deliberate] Accurately paraphrases important points [ABILITY: Listening - Capabilities] Uses unnecessary jargon when simple words would do [ABILITY: Conveying - Liabilities] Tactfully asks the tough and unexpected questions to get to the truth [ABILITY: Listening - Capabilities] Has moods that go up and down in noticeable ways [TENDENCY: Skeptical] Uses disclosure in order to deepen the conversation [TENDENCY: Open] Holds cards close to the vest [TENDENCY: Reserved] Section I Page 60

61 Negative Gaps: Item appears in other low lists in this section Characteristic Avg. Gap 31 Employs simple, effective words to convey ideas powerfully [ABILITY: Conveying - Capabilities] Avg Connects with some members of a group or team but forgets to connect with others [ABILITY: Tracking - Liabilities] Knows how to get conversations back on track [ABILITY: Tracking - Capabilities] Sticks to a positive tone in group discussions [TENDENCY: Optimistic] Uses comments or expressions that are judgmental of others [TENDENCY: Skeptical] Communicates in a manner that holds the attention and interest of others [ABILITY: Conveying - Capabilities] Carefully watches how others receive messages [ABILITY: Tracking - Capabilities] Has difficulty noticing what is happening in the conversation [ABILITY: Tracking - Liabilities] Section I Page 61

62 Positive Gaps: Item appears in other high lists in this section Characteristic Avg. Gap 75 Expresses emotions when participating in a group [TENDENCY: Emotional] Avg Tactfully asks the tough and unexpected questions to get to the truth [ABILITY: Listening - Capabilities] Uses unnecessary jargon when simple words would do [ABILITY: Conveying - Liabilities] Maintains a steady expression when surprises hit [TENDENCY: Analytical] Reinforces ideas with effective gestures and facial expressions [ABILITY: Conveying - Capabilities] Connects most easily with people who share their emotions [TENDENCY: Emotional] Closes down when conversations become derailed [TENDENCY: Skeptical] Prepares thoroughly for conversations [TENDENCY: Deliberate] Section I Page 62

63 Negative Gaps: Item appears in other low lists in this section Characteristic Avg. Gap 86 Communicates in a manner that holds the attention and interest of others [ABILITY: Conveying - Capabilities] Avg Has difficulty making a personal connection with others [TENDENCY: Reserved] Connects with some members of a group or team but forgets to connect with others [ABILITY: Tracking - Liabilities] Admits mistakes easily [TENDENCY: Receptive] Sticks to a positive tone in group discussions [TENDENCY: Optimistic] Section I Page 63

64 Positive Gaps: Item appears in other high lists in this section Characteristic Avg. Gap 8 Uses disclosure in order to deepen the conversation [TENDENCY: Open] Avg Cooperates easily with others [TENDENCY: Receptive] Prepares thoroughly for conversations [TENDENCY: Deliberate] Is genuinely curious about others' needs and beliefs [TENDENCY: Open] Connects most easily with people who share their emotions [TENDENCY: Emotional] Uses unnecessary jargon when simple words would do [ABILITY: Conveying - Liabilities] Section I Page 64

65 Negative Gaps: Item appears in other low lists in this section Characteristic Avg. Gap 86 Communicates in a manner that holds the attention and interest of others [ABILITY: Conveying - Capabilities] Avg Expresses feelings and emotions in one-onone conversations [TENDENCY: Emotional] Employs simple, effective words to convey ideas powerfully [ABILITY: Conveying - Capabilities] Sticks to a positive tone in group discussions [TENDENCY: Optimistic] Is skeptical of new ideas before they are fully discussed [TENDENCY: Skeptical] Carefully watches how others receive messages [ABILITY: Tracking - Capabilities] Uses comments or expressions that are judgmental of others [TENDENCY: Skeptical] Knows how to get conversations back on track [ABILITY: Tracking - Capabilities] Listens patiently in order to fully understand an idea or sentiment [ABILITY: Listening - Capabilities] Has difficulty making a personal connection with others [TENDENCY: Reserved] Section I Page 65

66 Positive Gaps: Item appears in other high lists in this section Characteristic Avg. Gap 14 Uses unnecessary jargon when simple words would do [ABILITY: Conveying - Liabilities] Avg Uses disclosure in order to deepen the conversation [TENDENCY: Open] Connects most easily with people who share their emotions [TENDENCY: Emotional] Tactfully asks the tough and unexpected questions to get to the truth [ABILITY: Listening - Capabilities] Confuses others with multiple overlapping ideas or comments [ABILITY: Conveying - Liabilities] Expresses emotions when participating in a group [TENDENCY: Emotional] Section I Page 66

67 Negative Gaps: Item appears in other low lists in this section Characteristic Avg. Gap 86 Communicates in a manner that holds the attention and interest of others [ABILITY: Conveying - Capabilities] Avg Employs simple, effective words to convey ideas powerfully [ABILITY: Conveying - Capabilities] Sticks to a positive tone in group discussions [TENDENCY: Optimistic] Connects with some members of a group or team but forgets to connect with others [ABILITY: Tracking - Liabilities] Has difficulty making a personal connection with others [TENDENCY: Reserved] Expresses feelings and emotions in one-onone conversations [TENDENCY: Emotional] Carefully watches how others receive messages [ABILITY: Tracking - Capabilities] Knows how to get conversations back on track [ABILITY: Tracking - Capabilities] Uses comments or expressions that are judgmental of others [TENDENCY: Skeptical] Section I Page 67

68 Comments C1 What does this person do well as a communicator that s/he should continue to do? No comments submitted. No comments submitted. No comments submitted. No comments submitted. No comments submitted. C2 What is the one thing that this person could consistently do better as a communicator? No comments submitted. No comments submitted. No comments submitted. No comments submitted. Section J Page 68

69 Comments C2 What is the one thing that this person could consistently do better as a communicator? No comments submitted. Section J Page 69

70 PART V YOUR COMMUNICATION DEVELOPMENT PLAN