Leadership 360 Report: Beatriz Ver�ssimo

Number of work raters: 5
Number of school raters: 4

Background

Managers with greater awareness of their own behavior - and of how they are perceived by others - are more effective in leading and managing others. Recent research shows that people who understand how they are viewed by others are seen as better leaders, better colleagues, and better performers; they also receive more promotions and higher pay.

This Report

The Leadership Profile Survey in Columbia Business School’s LEAD: People, Teams, and Organizations course (B6500) provides students with feedback on how their perceptions of themselves line up with others’ perceptions of them. In this report, you’ll find information on your self rating as well as other peoples’ ratings of you and your classmates across nine domains: Perspective-Taking, Decision-Making, Motivation and Vision, Persuasion and Communication, Negotiation and Cooperation, Teamwork and Team Leadership, Culture and Structure, Networks and Diversity, and Organizational Change.

Behaviors

Within each domain, respondents rated how frequently you engage in five behaviors. Some of these behaviors are consistent with expert views on good leadership (e.g., “You are able to persuade other people and change their opinions”). Other behaviors are generally inconsistent with good leadership (e.g., “You overanalyze decisions, spending too much time thinking rather than acting”).

Respondents rated these 45 behaviors on a scale ranging from “Never” to “Sometimes” to “Always.” The scale was scored in an ascending fashion (Never = 1, Sometimes = 4, Always = 7).

The Leadership 360 Report - Part One

The report begins with two overview charts. The first compares how you rated yourself with how others (both school and work raters) rated you. A desirable pattern is to be rated highly in most or all domains and to have close agreement in how you see yourself and how others see you. In most cases, this chart highlights that you and your raters generally see you as better in some domains than others. Moreover, this chart often identifies an area or areas in which your perception of yourself departs from others’ perceptions of you.

The second overview compares others’ ratings of you with all other people’s ratings of your classmates. This chart gives a sense of how your strengths compare to your peers at Columbia Business School.

These overviews give a general portrait, averaging across all five specific behaviors within a domain and averaging across both school and work raters. It’s important to look more closely at the details provided in the subsequent pages to identify which specific behaviors signal strengths or areas for improvement and which ones show the largest gaps between your perceptions of yourself and others’ perceptions of you.

The Leadership Profile Feedback Report concludes with qualitative comments. First, you will see raters’ views of your strengths. Then, you will see comments showing areas where raters thought you could improve. Finally, you will see advice raters wanted to share with you.

Everyone’s feedback tells a different story. For some, the overview charts reflect the crucial message. For others, one or two specific behaviors emerge as the focus. For others still, the qualitative comments highlight areas for improvement. We recommend moving back and forth between each of these sources of information, looking for common themes. We also stress the importance of this report not as the final or definitive verdict, but as the start of a process which includes careful analysis and the collection of more feedback.

Overview: Self and others’ perceptions of you

What do you believe about yourself… and what do others believe about you? The chart below compares your own ratings for yourself in various leadership domains with the ratings of all those who provided feedback for you.

Overview: Perceptions of you vs. peers

How do the ways in which you were rated compare to the ways that your classmates were rated? The chart below compares the ratings of all those who provided feedback for you with the average feedback for all the students in the class.

Perspective-Taking

Perspective-taking concerns your ability to judge people accurately and understand what they’re thinking and feeling.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I misjudge people’s personality and character (reverse-scored)

Measure n min max mean sd
Your self ratings 1 5 5 5.00 NA
Ratings of you by classmates 4 4 7 5.25 1.50
Ratings of you by coworkers 5 6 7 6.80 0.45


I am good at sensing what other people are thinking and feeling

Measure n min max mean sd
Your self ratings 1 5 5 5.00 NA
Ratings of you by classmates 4 3 7 5.25 1.71
Ratings of you by coworkers 5 5 6 5.60 0.55


I fail to realize the impact of what I say and do on others (reverse-scored)

Measure n min max mean sd
Your self ratings 1 4 4 4.0 NA
Ratings of you by classmates 4 3 6 4.5 1.29
Ratings of you by coworkers 5 5 7 6.2 0.84


I am good at assessing other people’s strengths and weaknesses

Measure n min max mean sd
Your self ratings 1 5 5 5.0 NA
Ratings of you by classmates 4 5 7 5.5 1
Ratings of you by coworkers 5 6 6 6.0 0


I am able to understand someone else’s perspective

Measure n min max mean sd
Your self ratings 1 4 4 4.00 NA
Ratings of you by classmates 4 4 7 4.75 1.50
Ratings of you by coworkers 5 6 7 6.40 0.55

Decision-Making

Decision-making biases and strategies concerns your ability to diagnose problems in an unbiased fashion, allowing you to make effective choices.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I overanalyze decisions, spending too much time thinking rather than acting (reverse-scored)

Measure n min max mean sd
Your self ratings 1 5 5 5.0 NA
Ratings of you by classmates 4 3 7 5.0 1.63
Ratings of you by coworkers 5 6 7 6.6 0.55


When making a decision, I seek information from a diverse array of resources

Measure n min max mean sd
Your self ratings 1 5 5 5.00 NA
Ratings of you by classmates 4 2 7 4.75 2.06
Ratings of you by coworkers 5 5 7 6.20 0.84


I rush to judgment, rather than carefully weighing the consequences of various possible actions (reverse-scored)

Measure n min max mean sd
Your self ratings 1 4 4 4.0 NA
Ratings of you by classmates 4 6 7 6.5 0.58
Ratings of you by coworkers 5 1 7 5.2 2.49


I define problems effectively and get to the heart of a problem

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 5 7 5.75 0.96
Ratings of you by coworkers 5 6 7 6.40 0.55


I make effective use of other people’s advice in making decisions

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 4.5 1.73
Ratings of you by coworkers 5 6 7 6.6 0.55

Motivation and Vision

Motivation and vision concerns your ability to energize your own and others’ behavior toward a common goal.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I find ways to recognize others for their contributions

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 4.75 1.71
Ratings of you by coworkers 5 6 7 6.40 0.55


I maintain focus on the goal at hand

Measure n min max mean sd
Your self ratings 1 5 5 5.0 NA
Ratings of you by classmates 4 5 7 6.0 1.15
Ratings of you by coworkers 5 6 7 6.6 0.55


I set achievable, yet challenging goals for others and myself

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.29
Ratings of you by coworkers 5 6 7 6.6 0.55


I am not effective at giving helpful/constructive feedback to others (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 5.0 1.83
Ratings of you by coworkers 5 1 7 5.2 2.39


I inspire others to contribute

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.0 1.41
Ratings of you by coworkers 5 5 7 6.4 0.89

Persuasion and Communication

Persuasion and communication concerns your ability to persuade important stakeholders without relying on hierarchical authority.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

When making a point, I am concise, brief, and clear

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.29
Ratings of you by coworkers 5 5 7 5.8 0.84


The substance of my messages gets lost because of how they are communicated (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6 NA
Ratings of you by classmates 4 5 7 6 1.15
Ratings of you by coworkers 5 3 7 6 1.73


I am able to persuade other people and change their opinions

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 1.71
Ratings of you by coworkers 5 6 6 6.00 0.00


I am unable to communicate effectively in person with larger groups and audiences (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.75 1.89
Ratings of you by coworkers 5 6 7 6.60 0.55


I do not produce well-written work and communications, including letters and emails (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 5 7 6.5 1.00
Ratings of you by coworkers 5 6 7 6.8 0.45

Negotiation and Cooperation

Negotiation and cooperation management concerns your ability to constructively and creatively resolve differences between people.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I am good at generating innovative solutions to resolve conflicts

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 4.75 1.71
Ratings of you by coworkers 5 4 7 5.60 1.14


I consider the viewpoints of other parties involved in a conflict

Measure n min max mean sd
Your self ratings 1 5 5 5.00 NA
Ratings of you by classmates 4 3 7 4.75 1.71
Ratings of you by coworkers 5 6 7 6.40 0.55


I am able to debate issues without getting personal or emotional

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 5.0 1.63
Ratings of you by coworkers 5 6 7 6.8 0.45


I am willing to help when needed

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.73
Ratings of you by coworkers 5 7 7 7.0 0.00


I go beyond the ‘call of duty’ on whatever my obligations or assignments are

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 4 7 5.75 1.50
Ratings of you by coworkers 5 4 7 6.00 1.22

Teamwork and Team Leadership

Teamwork and team leadership concerns your ability to build and nurture positive and productive relations among group members.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

When working in a team, I make sure everybody is kept informed and in the loop

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.29
Ratings of you by coworkers 5 6 7 6.4 0.55


I create an atmosphere in which group members feel free to disagree with one another

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 2 7 4.0 2.16
Ratings of you by coworkers 5 6 7 6.6 0.55


I am unwilling to sacrifice my self interest for the good of the team (reverse-scored)

Measure n min max mean sd
Your self ratings 1 5 5 5.00 NA
Ratings of you by classmates 4 3 7 5.25 1.71
Ratings of you by coworkers 5 1 7 5.80 2.68


I take initiative in contributing to the team’s efforts

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 6 7 6.5 0.58
Ratings of you by coworkers 5 5 7 6.4 0.89


When working on a group project, I tend to want to do it all myself (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 6 4.75 1.26
Ratings of you by coworkers 5 1 7 5.80 2.68

Culture and Structure

Culture and structure concerns your ability to navigate and contribute toward building a positive organizational culture.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I fail to provide clarity about roles, responsibilities and goals (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 5 7 6.25 0.96
Ratings of you by coworkers 5 6 7 6.40 0.55


I create a climate where it’s safe to say what you think

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 4.75 2.06
Ratings of you by coworkers 5 6 7 6.80 0.45


I build a sense of pride and purpose in my teams and organizations

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 4.5 1.73
Ratings of you by coworkers 5 6 7 6.6 0.55


I support the need for a healthy work/life balance

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 5.5 1.91
Ratings of you by coworkers 5 6 7 6.8 0.45


I neglect celebrating team/organization accomplishments (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 1.71
Ratings of you by coworkers 5 7 7 7.00 0.00

Networks and Diversity

Networks and Diversity concerns your ability to build and maintain relationships with people from different backgrounds.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I take initiative in promoting diversity and inclusion outcomes

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 2 7 4.5 2.08
Ratings of you by coworkers 5 5 7 5.8 0.84


I challenge organizational beliefs and behavior that promote homogeneity

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 2 7 4.5 2.08
Ratings of you by coworkers 5 3 7 5.0 1.41


I ensure personal biases and stereotypes do not influence my decision-making

Measure n min max mean sd
Your self ratings 1 6 6 6 NA
Ratings of you by classmates 4 4 7 5 1.41
Ratings of you by coworkers 5 5 7 6 1.00


I ask questions and engage in respectful dialogue to better understand the viewpoints of others with different identities (e.g., ethnicity, sexual orientation, age, nationality, etc.)

Measure n min max mean sd
Your self ratings 1 5 5 5.0 NA
Ratings of you by classmates 4 3 7 5.0 2.31
Ratings of you by coworkers 5 4 7 5.8 1.30


I take steps to make sure members of my team with different identities (e.g., ethnicity, sexual orientation, age, nationality, etc.) feel respected and connected

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 4 7 6.20 1.30

Organizational Change

Organizational change concerns your ability to effectively contribute toward changes in your organization.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

When proposing a new approach, I act as a role model for the needed behaviors

Measure n min max mean sd
Your self ratings 1 6 6 6 NA
Ratings of you by classmates 4 4 7 5 1.41
Ratings of you by coworkers 5 5 7 6 1.00


When crafting a plan, I seek input from numerous others on how to best implement it

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.29
Ratings of you by coworkers 5 6 7 6.4 0.55


I maintain regular, two-way communication with my co-workers

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.73
Ratings of you by coworkers 5 6 7 6.8 0.45


I fail to demonstrate sensitivity toward people affected by a change (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 4 7 5.25 1.50
Ratings of you by coworkers 5 3 7 6.20 1.79


Before publicly proposing a plan, I find out the opinions of the key parties affected

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 5 7 5.80 0.84

Qualitative Feedback

Classmates indicated their views about your strengths as a colleague and a leader:

Her strengths are some major points; the first is to deeply analyze assigned tasks without any subjective view, the second is to explain her opinion logically and firmly, and the last is to make progress on team discussion effectively.

Analytical/ Problem-solving Ownership/ Discipline Communication Emotional intelligence

Beatriz goes well beyond her role as a colleague and actively encourages better performance from her peers. Beatriz shows great quality in embodying her expectations of others.

Direct and to the point. Has clear goals and high expectations. Task-oriented and does not waste time. Participates in class and asks questions that make a impact on her peers. Takes initiative to coordinate learning team assignments.

Coworkers indicated their views about your strengths as a colleague and a leader:

Great team vibes She keeps calm in tense moments She knows how to engage people from every background and to raise problems when they appear She’s self driven

Beatriz resilience, creativity and ability to drive impact. She is great to work with and a huge asset for any team

’- Empathetic, showing great care about other’s opinions and views
- Organized and structured, being able to plan efficiently and independently her tasks - Solution-oriented and practical, focusing on key actions to obtain the output

Beatriz is incredibly organised and structured in her ways of working and approach to complex topics. She is able to simplify topics in a clear way to help the audience digest complicated concepts. She is incredibly self motivated and will get a task done despite not always having the support to do it. She always goes above and beyond the task at hand and will independently think through the problems at hand to come with new ideas to the group. She is also quick to rethink a topic or come with new ideas if her original ideas do not sit with the group. She is reliable and hard working. I thoroughly enjoyed working with her. I also admired Beatriz’s fearlessness in jumping into new experiences, topics and audiences. She did a great job diving into our company and built great relationships in her short time with us.

’-Caring colleague with deep awareness of her team an client needs -Driven to deliver impact -Structured in her approach to solving problems

Classmates indicated their views about areas where you could improve:

I would say that she needs to work on some points; the first is to listen to other opinions carefully even if it is wrong and different from hers, the second is to keep her attitude amicable and careful, and the last is to prioritize mutual respect rather than efficient discussion.

I am not sure.

Beatriz could work on listening more to team’s different perspectives.

Invite group members to participate and listen to their ideas and opinions before responding or redirecting the conversation. Extremely knowledgeable and talented - use strengths to support team members and offer mentorship.

Coworkers indicated their views about areas where you could improve:

Continue to develop her leadership role, coaching the junior colleagues and actively managing the senior elements of the team

’- Being able to see the bigger picture and how different elements connect - Being more predictive about potential upcoming needs

The only area where I would recommend Beatriz thinks through/ works on is an area which I flag to all consultants which is… bringing humility when coming into a corporation (the ability to know what is unknown). Her ability to stay high level and strategic was incredibly helpful though, her ideas and structure would have been even more helpful if they had considered the complexity of the soft/political/reality of organisations. I would encourage Beatriz to get closer to the complexity of operations so that she is able to better tackle them through her big picture/ strategic mind. I have no doubt she will be able to connect the dots and deliver even more effective strategies once she has this experience. I think this mind set would also bring her more humbly and more curiously into an organisation so that others would want to proactively share more with her instead of seeing her as an outsider.

’-speak up more in presence of more senior people

Classmates offered advice about your leadership/managerial behavior:

I would give her some advices that she needs to focus on improvement of attitudes and behaviors to others in the discussion.

I am not sure.

I would advise Beatriz to put herself in other people’s shoes and take a moment to process what the other person is really saying.

Mentioned in previous comment. Have patience with team members who take longer to explain concepts. Offering support such as time to study together, complete problems, or sharing resources/study guides could be very helpful.

Coworkers offered advice about your leadership/managerial behavior:

Enjoy the MBA!!

Role modeling and coaching with senior colleagues

’- Becoming more comfortable and confident to take on more responsibility and address topics out of the initial scope

My last response included some recommendations but to summarise: I recommend that Beatriz has more in house/ operational experience as mixing that with her consulting background will make her even stronger of an asset. I also think Beatriz would benefit by practicing some of the soft skills around playing/balancing with her pace – she will often find that she is thinking faster than the majority of the people around her – that is a strength. BUT, it’s important to figure out how to balance that to ensure that those around her are not rejecting her out of their own insecurities.

Liaise with her direct leaders to create opportunities for presentation to senior clients Prepare meetings to develop clear perspective on topics to be discussed

The Leadership 360 Report - Part Two

Based on thousands of students’ experiences with the Leadership Profile Feedback Report, we have identified areas where many students want and benefit from additional feedback. Part Two includes your own and your raters’ responses in these areas, building on the initial report in ways that are both more specific and more general.

This report begins with two important specific domains: Listening and Assertiveness. In each domain, the results zero in on concrete behaviors, such as “When someone else is speaking, you interrupt and/or show impatience” and “You speak up and share your view when it is appropriate.”

There are five behaviors within each domain. Respondents rated these behaviors on the same seven-point scale used in Part One of the Leadership Profile report, ranging from “Never” to “Sometimes” to “Always.” The scale was scored in an ascending fashion (Never = 1, Sometimes = 4, Always = 7).

For most students, feedback in these specific domains gives them more detail for understanding the feedback in the initial report. For instance, someone who had a low score on the item “You consider the viewpoints of other parties involved in a conflict” in the initial report might find additional evidence in this report on why others might believe that, consulting items such as “Your assertiveness goes too far at times” (Assertiveness) and “You listen effectively to criticism and alternative points of view” (Listening).

The specific domain results are presented in a format similar to that used in Part One. For each domain, a bar chart shows averages for self ratings, as well as averages for your school and work raters. Additional bars show the average ratings of your peers at Columbia Business School in each domain. Following each bar chart is a set of tabular results, indicating averages and ranges for each individual item.

The report concludes with feedback on general impressions, including dimensions such as agreeableness and extraversion. Many students find it helpful to understand how they are seen in general, not just in terms of leadership behaviors. These results often help students put their other feedback in context and better understand how they come across to others. More details on these dimensions and how to interpret the feedback are provided later in this report.

The results contained in this report are a companion to the results in Part One of the Leadership Profile Feedback Report. In some cases, you may have lingering questions from Part One that are addressed in Part Two. Part Two also often raises questions that lead students back to Part One looking for other connections.

It’s often helpful to look for links between the different levels of feedback. For instance, how are the specific behaviors reported here linked to leadership domains, such as Influencing Others or Motivating Others, in Part One? And how do those leadership perceptions relate to the general impressions people have of you in terms of Openness, Extraversion, and so on?

There is no single path for making these connections, but a thorough review of Parts One and Two often leads students to meaningful connections and new insights about how they are seen by others and why those perceptions emerge.

Listening

Listening concerns your ability to get others to open up, share information, and feel that they have been heard.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

When someone else is speaking, I interrupt and/or show impatience (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 5.0 1.83
Ratings of you by coworkers 5 5 7 6.6 0.89


As a listener, I get others to open up, elaborate, and share information

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 4.75 1.71
Ratings of you by coworkers 5 5 7 6.00 0.71


I listen effectively to criticism and alternative points of view

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 2 7 4.75 2.22
Ratings of you by coworkers 5 5 7 6.20 0.84


When someone else is speaking, I tend to drift off, appearing distracted or inattentive (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.75 1.89
Ratings of you by coworkers 5 6 7 6.80 0.45


I build on what I have heard, incorporating it into the conversation

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 5 7 6.00 0.71

Assertiveness

Assertiveness concerns your ability to stand up for and pursue your interests without being overbearing.

Each of the following statements was rated on a 1 (Never) to 7 (Always) scale by you and your raters (about you). For reverse-scored items, 1 denotes Always and 7 denotes Never.

I speak up and share my views when it is appropriate

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 6.0 1.41
Ratings of you by coworkers 5 6 7 6.6 0.55


I am able to stand my ground in a heated conflict

Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.75 1.89
Ratings of you by coworkers 5 5 7 6.00 1.00


I am persistent in my requests of others

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 5.0 1.83
Ratings of you by coworkers 5 6 7 6.4 0.55


I am willing to confront people on topics where I disagree

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 6.0 1.41
Ratings of you by coworkers 5 4 6 5.4 0.89


My assertiveness goes too far at times (reverse-scored)

Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 4 7 5.5 1.29
Ratings of you by coworkers 5 5 7 6.6 0.89

General Impressions

Others do not always see us the way we see ourselves, especially in their first impressions. In this feedback report, we aren’t concerned with the question of which impression (yours or theirs) is right or wrong. Instead, we encourage you to focus on the differences between your ratings of yourself and others’ general impressions of you. By understanding how others generally see you, and how that differs from how you see yourself, you can think about the consequences of the impression you make on others and how that fits with your personal goals.

This feedback is based on a model of five basic dimensions of impressions, described below. Of course, these domains don’t capture your full personality, but they gauge important ways in which impressions differ.

When it comes to leadership, the goal is not necessarily to receive a high score on any given dimension. Different kinds of impressions can be successful, but you should strive to be aware of how people perceive you.

Below, you’ll find the specific questions that underlie these results. You can also see in greater detail where your self ratings converge with or depart from others’ impressions of you. Look for connections between this feedback on people’s general impressions of you and the feedback you received on specific leadership behaviors. These impression results are most meaningful when seen as part of a larger pattern of results including your other feedback.

Note: each of these dimensions was gauged with two questions, as shown below. The score for the second question in each pair was reversed and averaged with the score for the first question to yield the overall scores shown here.

Extraversion: Whether you’re seen as outgoing and enthusiastic, or reserved
Agreeableness: Whether you’re seen as warm or quarrelesome
Conscientiousness: Whether you’re seen as dependable or careless
Stability: Whether you’re seen as stable and calm or easily upset
Openness: Whether you’re seen as open to new things or conventional

Extraversion

Whether you’re seen as outgoing and enthusiastic, or reserved.

I see myself as…
Extraverted, enthusiastic
Measure n min max mean sd
Your self ratings 1 6 6 6.0 NA
Ratings of you by classmates 4 3 7 4.5 1.73
Ratings of you by coworkers 5 4 6 5.4 0.89

Reserved, quiet (reverse-scored)
Measure n min max mean sd
Your self ratings 1 3 3 3.00 NA
Ratings of you by classmates 4 5 7 6.25 0.96
Ratings of you by coworkers 5 4 6 5.00 0.71

Agreeableness

Whether you’re seen as warm or quarrelesome.

I see myself as…
Critical, quarrelsome (reverse-scored)
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 4 7 5.60 1.52

Sympathetic, warm
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 5 7 6.20 0.84

Conscientiousness

Whether you’re seen as dependable or careless.

I see myself as…
Dependable, self-disciplined
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.75 1.89
Ratings of you by coworkers 5 5 7 6.00 1.00

Disorganized, careless (reverse-scored)
Measure n min max mean sd
Your self ratings 1 5 5 5.0 NA
Ratings of you by classmates 4 4 7 6.0 1.41
Ratings of you by coworkers 5 6 7 6.8 0.45

Stability

Whether you’re seen as stable and calm or easily upset.

I see myself as…
Anxious, easily upset (reverse-scored)
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 6 7 6.80 0.45

Calm, emotionally stable
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 4 7 5.75 1.50
Ratings of you by coworkers 5 6 7 6.60 0.55

Openness

Whether you’re seen as open to new things or conventional.

I see myself as…
Open to new experiences, complex
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 3 7 5.25 2.06
Ratings of you by coworkers 5 5 7 6.20 0.84

Conventional, uncreative (reverse-scored)
Measure n min max mean sd
Your self ratings 1 6 6 6.00 NA
Ratings of you by classmates 4 4 7 5.75 1.50
Ratings of you by coworkers 5 3 6 4.60 1.14