National Academies Press: OpenBook

Airport Leadership Development Program (2013)

Chapter: Appendix B - Sample Feedback Report

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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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Suggested Citation:"Appendix B - Sample Feedback Report." National Academies of Sciences, Engineering, and Medicine. 2013. Airport Leadership Development Program. Washington, DC: The National Academies Press. doi: 10.17226/22574.
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313 A p p e n d i x B Sample Feedback Report SAMPLE Appendix B Sample Feedback Report 360-Degree Leadership Feedback Report Prepared For Sally Sample November 4, 2011

314 Airport Leadership development program Introduction This leadership feedback report is designed to help individuals collect performance feedback about themselves to understand how their behaviors are perceived in the workplace by supervisors, peers, and subordinates. Together these responses will provide both quantitative and qualitative feedback specific to the individual’s leadership strengths while identifying opportunities for leadership development. The questions in the survey correlate directly to the content of the Airport Leadership Development Program. Individuals are encouraged to review the responses to identify opportunities where strengths can be used to provide perspective and information to enhance the course, and opportunities for development are used to chart the learning road map to follow. Please note that all data are collected anonymously and that the feedback has been summarized in this report. Only the facilitator and survey administrator have access to the raw data. The feedback in this report has been aggregated to ensure confidentiality. Although the data are anonymous, the results in this report represent a subjective viewpoint of the responders to the survey questions. It is composed of survey data and is by no means an in-depth behavioral or psychological analysis and should not be interpreted as such. It may or may not tell you how you are perceived by those outside this particular group of raters, but it does give you some feedback about how your behaviors have influenced the impressions formed about you by this group of individuals. For that reason, it can provide valuable behavioral feedback. Reading and Interpreting Your Leadership Feedback Report Responses were captured and categorized into five leadership dimensions. Although responses are quantified in these dimensions, it is important to synthesize the results to see the bigger picture and not to focus on one individual response. Each question is displayed along with the average response of the group of responders in the columns to the right. Compare your rating of yourself to the responses from the groups in order to determine perceptions for that question. This will allow comparison of self to superiors, peers, and subordinates in order to review different perceptions of styles. Again, data should be reviewed at an individual question level and then synthesized for trends to determine actions required. Comments captured have been consolidated under each group of questions within a leadership dimension. These comments are captured from the survey as written and are not edited or synthesized through the process. Review the comments to understand the scenarios, examples, and circumstances to get greater details about perceptions of strengths and opportunities in the dimensions rated. Scale for Scoring 1 = Ineffective: performance in this area is unacceptable. 2 = Needs improvement: performance in this area is not as effective as it needs to be. 3 = Satisfactory: performance in this area is acceptable. 4 = Strength: performance in this area is a clear asset. 5 = Role model: performance in this area is at a role model level.

Sample Feedback Report 315 SAMPLE Strategic Thinking Question Self InternalPeers Direct Reports External Peers Super- visor Stays focused on long-term objectives while dealing with short-term issues 4.0 3.8 3.8 4.5 5.0 Develops bench strength for the future 4.0 3.6 4.0 3.6 4.0 Keeps current on local, national, and international policies and trends that affect the organization and shape stakeholders’ views 4.0 5.0 3.0 3.8 4.5 Acts as a catalyst for organizational change 4.0 4.0 4.0 4.5 5.0 Takes informed risks 4.0 3.8 4.0 4.0 4.5 Demonstrates flexibility and adaptability to new information, changing conditions, or unexpected obstacles 4.0 4.2 4.5 4.5 4.0 Capable of planning and executing strategy 4.0 3.6 4.0 3.6 4.0

316 Airport Leadership development program SAMPLE What other skills does this individual display that make him or her effective in strategic thinking? Maintains an excellent knowledge of industry trends and issues. Is very open to new ideas, especially in the area of new technology. Good listening skills; queries information based on data and effectiveness; anticipates internal and external challenges; encourages staff participation and demonstrates flexibility to change. Recognition that no matter how effective an organization is, it can always be better. Interest in not only why we need to do something but how it can best be accomplished. Willingness to learn from others. Willing to listen to views inside and outside the box. Takes action on issues related to cause and effect, especially in the area of fiscal impact(s). Always looking ahead, has great initiatives. Ability to dissect issues and break them down into attainable goals is excellent. Critical thinking skills are at the “role model” level. Good planner. What areas does this individual need to develop to be more effective in strategic thinking? Provide prompt responses to members of the team. Develop skills to achieve not only strategic thinking by itself, but apply strategic thinking skills as a leader—mindset for greater effectiveness for change. Rarely are goals for my division or the department as a whole discussed. Thinking even bigger—not being easily lured into a comfort zone. Understand that when confronted with challenges there can be win–win strategies. Win or lose is not the only resolution to negotiations. Sometimes time constraints restrict ability to gather more data before making decisions. At times, short-term cost or revenue implications receive disproportionately high weight compared to long- term benefits in decision making.

Sample Feedback Report 317 SAMPLE Develops Culture Question Self InternalPeers Direct Reports External Peers Super- visor Is a role model for others to follow 4.0 4.4 3.8 4.5 4.0 Tolerates honest mistakes as learning experiences 4.0 5.0 4.0 4.5 3.5 Allows others to use their judgment when making decisions 4.0 3.6 4.3 5.0 5.0 Develops high performing teams 4.0 4.4 3.8 4.5 4.0 Provides ongoing performance feedback at times other than regular evaluation interviews 4.0 3.8 4.0 4.5 5.0 Holds self and others accountable for measurable, high-quality, timely, and cost- effective results 4.0 3.6 3.8 4.5 4.0

318 Airport Leadership development program SAMPLE What other skills does this individual display that make him or her effective in developing culture? Always has a can-do attitude and embodies a team player attitude. Demonstrates respect for the individual; leads by example. Continually seeks out best practices from similar organizations and adapts them. Ability to understand and appreciate professional and personal performance and holds self accountable for actions and decisions. Identifies needs and executes processes quickly by using all available resources. Willingly adopts organizational shifts and adapts to new structure. Is willing to change. Is willing to consider change suggestions presented by others. A definite team player. Gets along with co-workers and the public in a professional manner. Performs as a group leader in adopting the organizational direction. Supportive and active in the development of our business culture. What areas does this individual need to develop to be more effective in developing culture? I cannot think of any. Commend employees for jobs well done. Provide feedback to team members on a continual basis. Stop trying to please others and keep everyone happy. Believe the individual has many ideas, but is more in a concur/adopt role when it comes to developing culture. Nothing really, is an advocate for change. More tolerance in hearing objections and not taking it personally.

Sample Feedback Report 319 SAMPLE Relationship Building Question Self InternalPeers Direct Reports External Peers Super- visor Is other-oriented rather than focused on any personal agenda 5.0 4.0 3.8 4.3 4.2 Has respect of external stakeholders 5.0 3.0 4.2 4.0 3.8 Uses influence appropriately to motivate and inspire people to perform their best work 4.0 4.2 4.0 3.8 4.3 Has respect of internal employees 3.0 4.0 3.8 4.2 4.0

320 Airport Leadership development program SAMPLE What other skills does this individual display which make him or her effective in relationship building? Has been in management many years. Good listening skills, respect for individuals, and seeks others by actually going to them rather than staying in her office. This is greatly appreciated by many. Reach out to assist other departments even when not asked. Uses wit and humor to build/maintain relationships. Displays an attitude of cooperative professionalism that encourages a high level of performance across organizational lines. What areas does this individual need to develop to be more effective in relationship building? Back people up. Stop trying to please others and keep everyone happy. If they could better understand that some of their subordinates are stressed to the point of breaking with no relief in sight, it would be helpful. Getting outside comfort zone; learning to make initial conversation with people. There are times when bias comes out, which gives the perception that they are not open to different views. Could be more open to stakeholder comments/criticism. Should not voice negative opinions about other members of staff.

Sample Feedback Report 321 SAMPLE Communication Question Self InternalPeers Direct Reports External Peers Super- visor Openly discusses issues in a way that brings out the best thinking in others 4.0 4.5 5.0 4.0 4.5 Listens effectively to what others have to say 5.0 4.5 3.8 4.5 5.0 Earns the trust of others through honest, straightforward communication 4.0 4.8 5.0 4.8 5.0 Clearly delegates with realistic expectations 4.0 3.8 4.5 3.8 4.5 Sees merit in the ideas of others, even when they conflict with his/her own opinion 5.0 5.0 3.8 4.5 3.5 Is quick to resolve conflict with appropriate resolution 4.0 3.8 4.5 3.8 4.0

322 Airport Leadership development program SAMPLE What other skills does this individual display which make him or her effective in communication? Demonstrates very competent listening, oral, and written skills. Calm and open-minded approach to individuals and situations. Is clear in setting expectations of the individuals that report to them. Does not believe in wasting peoples time. Gets right to the point. Communicating respectfully and diplomatically. Consulting with co-workers as to their opinions prior to making a final decision. Willingness to be the deliverer of unpopular point of view. What areas does this individual need to develop to be more effective in communication? None. Trust her opinions, perspectives more and speak up more often. Face conflict more directly. Recommend greater depth of communication to all levels of the organization rather than delegating. Look at the communication from the receiver’s end.

Sample Feedback Report 323 SAMPLE Self-Management Question Self InternalPeers Direct Reports External Peers Super- visor Is emotionally intelligent and manages ego 4.0 3.8 4.3 5.0 3.0 Understands and adheres to professional and ethical standards 4.0 4.4 3.8 4.3 5.0 Takes a proactive approach on self-improvement 3.0 4.0 4.4 4.3 3.0 Willingly admits mistakes and takes corrective action 5.0 3.8 4.3 5.0 5.0 Remains focused even under adversity 4.0 4.4 4.3 4.5 4.0

324 Airport Leadership development program SAMPLE What other skills does this individual display which make them effective in self-management? Focused. Self development, drive for learning are strengths. Effectively seeks self-improvement opportunities both personally and professionally. Discipline and self motivation for improvement. Ability to separate professional disagreement from personal. Even under the most stressful of circumstances, maintains a professional composure and controls communications and expression. What areas does this individual need to develop to be more effective in self-management? Needs to improve in managing ego. At times it can lead to taking other strong opinions personally when they aren’t personal. Better use of time management in some instances. Be more self-caring. Nothing of significance. Sometimes says “yes” too easily.

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TRB’s Airport Cooperative Research Program (ACRP) Report 75: Airport Leadership Development Program is designed to assist existing and future airport leaders to assess, obtain, and refine airport-industry leadership skills.

The program includes forms for a full 360-degree individual assessment of core leadership traits.

A complete facilitator guide with Microsoft PowerPoint presentations and participant workbooks and materials are also included on the CD-ROM that accompanies the print version of the report.

The CD-ROM is also available for download from TRB’s website as an ISO image. Links to the ISO image and instructions for burning a CD-ROM from an ISO image are provided below.

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