Interpreting 360 Evaluation for Leadership Development

360 REPORT Elliot

INTERPRETING A 360 EVALUATION A 360 evaluation gathers feedback on a manager's performance from multiple perspectives, including colleagues, employees, superiors, and the manager themselves. The results provide insights into strengths and areas for improvement, enhancing leadership skills and overall effectiveness. Key points to consider when interpreting the results: How to work with the results of a 360 evaluation: 1. Range of Scores: Scores range from 0 to 100, with higher scores indicating better performance. Analyze scores from each group to identify patterns and trends. 1. Review the Results: Carefully analyze the scores and feedback received from each group to gain a comprehensive understanding of the evaluation outcomes. 2. Feedback from Different Perspectives: Multiple sources provide a well-rounded view of the manager's performance. 2. Reflect and Acknowledge: Take time to reflect on the feedback and be open to acknowledging areas where improvement is needed. Recognize both strengths and weaknesses to develop a balanced perspective. 3. Identifying Strengths: Pay attention to consistently high scores to leverage strengths. 3. Seek Clarification: Read your feedback comments carefully. This will help in understanding the feedback scores better and taking appropriate actions. 4. Areas for Improvement: Low scores or consistent feedback highlight areas requiring attention. 5. Self-Assessment: Reflect on own performance and compare it to feedback received from others to identify blind spots and set improvement goals. 4. Set Goals: Based on the evaluation results

OVERVIEW FOR ELLIOT Self Others total 100 90 80 67 67 67 67 67 70 60 (n=9) 50 42 42 41 39 37 40 30 20 10 0 STRUCTURE COMMUNITY RESPONSIBILITY COMMITMENT DIALOGUE Base: all respondents; averages are shown

STRENGTHS OF ELLIOT AS A LEADER Top 5 strengths according to evaluators. Elliot... Others total Direct report Area Manager Peers ...does not accept deviations RESPONSIBILITY 47 56 33 51 ...makes sure there is a time and place for most things STRUCTURE 46 44 44 47 ...makes sure the workplace is something to be proud of COMMUNITY 44 44 33 49 ...is consistent and does not make short -term decisions that counteract the long -term STRUCTURE 43 67 22 47 ...shows that we care about all employees COMMUNITY 43 33 50 42

IMPROVEMENT AREAS FOR ELLIOT Lowest 5 scores from evaluators. Elliot... Others total Direct report Area Manager Peers ...is visible in the business COMMITMENT 32 44 39 27 ...is available and creates forums for dialogue even on hard questions DIALOGUE 33 78 17 31 ...delegates and provides clear mandates RESPONSIBILITY 36 56 22 38 ...clarifies goals, responsibilities, processes, routines and rules for groups and individuals STRUCTURE 38 56 28 38 ...immediately takes hold of improvement suggestions COMMITMENT 38 67 28 36

STRUCTURE "Inspiration is the fuel that propels us towards success. A great manager not only clarifies goals, responsibilities, processes, routines, and rules for both groups and individuals, but also ensures consistency and avoids short-term decisions that hinder long-term progress. They create an environment where there is a time and place for everything, igniting the spark of productivity and achievement."

STRUCTURE Elliot ... Self Others total Diff ...clarifies goals, responsibilities, processes, routines and rules for groups and 67 38 -26 individuals ...is consistent and does not make short - term decisions that counteract the long - 67 43 -21 term ...makes sure there is a time and place for 67 46 -19 most things 67 42 -22 STRUCTURE OVERALL 0 20 40 60 80 100 (n=9) Self Others total

STRUCTURE Elliot ... Self Manager Direct report Peers 100 90 80 67 67 67 67 70 60 56 47 47 50 44 44 38 40 28 30 22 20 10 0 ...clarifies goals, responsibilities, processes, routines and rules for groups and individuals ...is consistent and does not make short -term decisions that counteract the long -term ...makes sure there is a time and place for most things (n=9)

COMMENTS: STRUCTURE Type Presentation skills Direct report Mentoring Direct report Data analysis Self Decision-making Manager Risk assessment Peers In what ways do you think Elliot can improve in the area Stucture?

COMMUNITY "True leadership is not just about achieving personal success, but about uplifting and inspiring others to reach their fullest potential. A great manager understands that by prioritizing the well-being and growth of every employee, we create a workplace that we can all be proud of. Together, let us embrace the power of unity and shared responsibility, and strive towards greatness as one cohesive team."

COMMUNITY Elliot ... Self Others total Diff ...looks to the best of the company and takes a joint leadership responsibility for 67 39 -25 all employees 67 43 -21 ...shows that we care about all employees ...makes sure the workplace is something 67 44 -20 to be proud of 67 42 -22 COMMUNITY OVERALL 0 20 40 60 80 100 (n=9) Self Others total

COMMUNITY Elliot ... Self Manager Direct report Peers 100 90 80 67 67 67 70 60 50 49 50 44 42 42 40 33 33 33 33 30 20 10 0 ...looks to the best of the company and takes a joint leadership responsibility for all employees ...shows that we care about all employees ...makes sure the workplace is something to be proud of (n=9)

COMMENTS: COMMUNITY Type Empowering others, results-oriented. Direct report Detail-oriented, proactive. Direct report Innovator, team player. Self Ability to motivate, effective decision-maker. Manager Approachable, strong work ethic. Peers

RESPONSIBILITY "Great leaders empower their team by delegating with clear mandates, creating the perfect environment for employees to excel. They inspire excellence by setting high standards and not accepting anything less than the best."

RESPONSIBILITY Elliot ... Self Others total Diff 67 36 -27 ...delegates and provides clear mandates ...provides the right conditions for employees to be able to do a good job. 67 40 -23 67 47 -17 ...does not accept deviations 67 41 -23 RESPONSIBILITY OVERALL 0 20 40 60 80 100 (n=9) Self Others total

RESPONSIBILITY Elliot ... Self Manager Direct report Peers 100 90 80 67 67 67 70 60 56 56 51 47 50 44 38 40 33 30 22 22 20 10 0 ...delegates and provides clear mandates ...provides the right conditions for employees to be able to do a good job. ...does not accept deviations (n=9)

COMMENTS: RESPONSIBILITY Type Empowering others, results-oriented. Direct report Detail-oriented, proactive. Direct report Innovator, team player. Self Able to handle pressure, inspiring. Peers

COMMITMENT "Great leaders shine like beacons, their presence illuminating the entire business. They not only embody commitment and positivity, but also serve as role models for others to follow. Their unwavering dedication to growth is reflected in their eagerness to embrace improvement suggestions without delay."

COMMITMENT Elliot ... Self Others total Diff 67 32 -31 ...is visible in the business ...acts as a committed and positive role 67 42 -22 model ...immediately takes hold of improvement 67 38 -26 suggestions 67 37 -26 COMMITMENT OVERALL 0 20 40 60 80 100 (n=9) Self Others total

COMMITMENT Elliot ... Self Manager Direct report Peers 100 90 80 67 67 67 67 67 70 60 50 44 40 39 40 36 33 28 27 30 20 10 0 ...is visible in the business ...acts as a committed and positive role model ...immediately takes hold of improvement suggestions (n=9)

COMMENTS: COMMITMENT Type Empowering others, results-oriented. Direct report Ability to motivate, effective decision-maker. Manager Approachable, strong work ethic. Peers Excellent time management, quick learner. Peers Able to handle pressure, inspiring. Peers

DIALOGUE "Great leaders are not afraid of tough conversations. They create spaces for open dialogue, even on the most challenging questions. They listen attentively and provide direct feedback, both positive and negative. They excel in preparing, executing, and following up on effective meetings, setting the stage for success and growth."

DIALOGUE Elliot ... Self Others total Diff ...is available and creates forums for dialogue even on hard questions 67 33 -30 ...listens and gives directly, both positive and negative, feedback 67 43 -21 ...prepares, performs and follows up effective meetings 67 40 -23 67 39 -25 DIALOGUE OVERALL 0 20 40 60 80 100 (n=9) Self Others total

DIALOGUE Elliot ... Self Manager Direct report Peers 100 90 78 80 67 67 67 67 67 70 60 50 44 42 40 31 28 30 22 17 20 10 0 ...is available and creates forums for dialogue even on hard questions ...listens and gives directly, both positive and negative, feedback ...prepares, performs and follows up effective meetings (n=9)

COMMENTS: DIALOGUE Type Engages in open and transparent communication Peers Navigates difficult conversations with professionalism and empathy. Peers Communicates effectively in one-on-one interactions, they sometimes struggle to convey their ideas clearly in group settings Peers

OVERVIEW ALL QUESTIONS Elliot ... Direct report Self Manager Peers ...clarifies goals, responsibilities, processes, routines and rules for groups and individuals ...is consistent and does not make short -term decisions that counteract the long -term ...makes sure there is a time and place for most things ...looks to the best of the company and takes a joint leadership responsibility for all employees ...shows that we care about all employees ...makes sure the workplace is something to be proud of ...delegates and provides clear mandates ...provides the right conditions for employees to be able to do a good job. ...does not accept deviations ...is visible in the business ...acts as a committed and positive role model ...immediately takes hold of improvement suggestions ...is available and creates forums for dialogue even on hard questions ...listens and gives directly, both positive and negative, feedback ...prepares, performs and follows up effective meetings 67 67 67 67 67 67 67 67 67 67 67 67 67 67 67 56 67 44 33 33 44 56 44 56 44 67 67 78 67 67 28 22 44 33 50 33 22 22 33 39 33 28 17 28 22 38 47 47 42 42 49 38 47 51 27 40 36 31 44 42

THANK YOU! "Research automation is not just about speeding up the process, it's about building a strong structure that