TEST COMPLETED: August 11, 2013: John Twomey

John Twomey
TEST COMPLETED: August 11, 2013
©2013 TalentSmart, Inc.

www.talentsmart.com
Contents
About This Report 1
Leadership Model 3
The 22 Leadership Skills 4
Your Leadership Scores 7
Your 5 Highest and Lowest Leadership Skills 8
Your 5 Highest and Lowest Rated Behaviors 9
My Leadership Strategies 10
Accuracy Scores 13
Comments 14
Core Leadership 16
Adaptive Leadership 18
©2013 TalentSmart, Inc. www.TalentSmart.com i

360º Refined About This Report
ABOUT THIS REPORT

About Your Self-Assessment
This results report provides leadership feedback to you via a dynamic assessment process. Rather than
"evaluating" the quality of your work, you answered questions about how often you demonstrate behaviors that
are important in leadership.
Your feedback is a simple summary of how you perceive yourself on key leadership skills.
About Your Online Report

You have unlimited access to your online report. You can access this report with the following log-in information:
URL address: talentsmart.com/refined

Password: L27WWPTZU8
Your online report gives you access to a learning program that will teach you about effective leadership skills.
You'll discover what your current skill levels are and what you can do to improve them. Your report has detailed
results for you to read, e-learning activities for you to watch, and a system for you to set and track goals.
Remember, the feedback here represents how your leadership skills are perceived now—your skills can be
improved.
Please consider the following as you move through your learning program:
Any time you see a movie icon in the body of a page you can click on it to bring leadership to life through clips
from some of your favorite Hollywood movies, TV shows, and famous historical events.
You can download your report at any time so that you can print it and save it on your computer. Just click
"Download My Report" from the tab at the top right of any page.
Asking Your Colleagues for Feedback

You may upgrade your 360° Refined™ Self-Assessment Edition to the complete 360° Refined™ assessment and
feedback report at any time (at a substantial discount). If you upgrade you'll be able to invite your colleagues to
rate your leadership skills and tell you how they experience your leadership. 360° Refined™ gathers the
perspectives of your boss(es), peers, direct reports, and other significant stakeholders (such as indirect reports,
board of directors, etc.) to provide a complete picture of your leadership skills in action. If you choose to upgrade,
your Self-Assessment results will be included in your upgraded report to provide a 'self' versus 'others'
comparison of your leadership skills. This comparison will help you see your leadership skills in important new
ways. It will open your eyes and help you increase your leadership skills through deeper insight and
self-awareness.
To upgrade at any time, click on "Upgrade to Full 360° Refined™" located in the left column on any page of this
report. As a reader of Leadership 2.0, you are entitled to a $50 discount when you upgrade 360° Refined™. You'll
pay $249.95, instead of the regular price of $299.95.
©2013 TalentSmart, Inc. www.TalentSmart.com 1

360º Refined About This Report Continued
ABOUT THIS REPORT CONTINUED

Your report offers both summarized and detailed results in the following
sections:
1. Your Leadership Scores:
Your overall scores are provided for each of the 22 leadership skills in the 360° Refined™ Leadership Model.
2. Highs and Lows:

A look at your 5 highest and 5 lowest rated skills, followed by your 5 highest and 5 lowest rated behaviors from
the 75 behaviors in the assessment.
3. Recommended Strategies:
Your scores are analyzed to pinpoint strategies that will improve your leadership skills the most.
4. Comments:
Complete responses to the four open-ended questions are provided verbatim.
ADDITIONAL FEATURES AVAILABLE WITH UPGRADE

5. Accuracy Score:
The Accuracy Score tells you whether you tend to overestimate, underestimate, or accurately estimate your
leadership skills compared to how others see them. Detailed results tables list the specific behaviors you
overestimated, underestimated, and accurately estimated.
6. Core and Adaptive Leadership Skill Summary Charts:

For each of the 22 leadership skills in the Core and Adaptive Leadership areas, a bar graph provides a
comparison of your Self rating to the ratings given by your Direct Reports, Peers, Supervisor(s), and Others.
Here is a sample bar graph (not your data):

VISION
Self 3.00
Others Combined* 5.00
Peers 4.50
Direct Reports 4.50
Supervisors 4.70
Others 5.20
*The Others Combined category represents the average score of all your raters.

360º Refined Leadership Model
LEADERSHIP MODEL
Leadership is experienced through behaviors—what you do or say and don't do or say when you should. There are
hundreds of behaviors that could be assessed. The designers of 360° Refined™ researched the field of leadership
to understand the behaviors that make the difference between trying and performing—that is, which behaviors
have impact. The questions in the 360° Refined™ assessment are behavioral impact statements. When you filled
out the survey you were asked to think about the outcomes of your behavior rather than your effort. This report tells
you whether your behavior has impact.
Structure of the Leadership Model

The survey categorizes each of the 75 behavioral impact statements under one of 22 leadership skills determined
to be critical for leadership success. The 22 leadership skills make up seven different skill groups. Three of these
skill groups are considered the mainstays of leader performance, or Core Leadership. The other four skill groups,
or Adaptive Leadership, take a leader's personal and organizational performance to the next level.
Core Leadership
3 skill groups; What you bring to the job
STRATEGY ACTION RESULTS
Vision Decision Making Risk Taking
Acumen Communication Results Focus
Planning Mobilizing Others Agility
Courage to Lead
Adaptive Leadership
4 skill groups; Who you are on the job
EMOTIONAL ORGANIZATIONAL
INTELLIGENCE JUSTICE CHARACTER DEVELOPMENT
Self-Awareness Decision Fairness Integrity Lifelong Learning
Self-Management Information Credibility Developing

Sharing Others
Social Awareness Values Differences
Relationship Outcome Concern
Management

360º Refined The 22 Leadership Skills
THE 22 LEADERSHIP SKILLS

TalentSmart research deciphered the set of skills that separate good leaders from great ones. Below are the
definitions of the 22 essential Core and Adaptive Leadership skills.
Core Leadership
STRATEGY:
• Vision
Inspired leaders take their employees and the organization in new directions. This requires the ability to
envision a new reality for others that they can see and want to pursue wholeheartedly.
• Acumen
Savvy leaders possess an up-to-date understanding of the broader issues affecting their fields of expertise
and their organization.
• Planning
Leaders must accurately anticipate upcoming events to set appropriate goals and get things done.
• Courage to Lead
Courageous leaders stand strong in the face of adversity and take necessary risks to achieve results.
ACTION:
• Decision Making
Effective leaders make sound decisions that consider multiple options, seek input from others where
appropriate, and are reached in a timely manner.
• Communication
When leaders create an open environment in which thoughts are expressed freely and information flows
easily, they increase the effectiveness of their organization.
• Mobilizing Others
It is essential that leaders are able to motivate and influence those around them. By mobilizing others,
leaders move the organization as a whole towards obtainable and sometimes seemingly unobtainable
results.
RESULTS:
• Risk Taking
Leaders must be able to maneuver through situations that require them to "push the envelope," risk their
status in the organization, and stand behind a chosen course of action.
• Results Focus
Leaders who achieve results stay focused, get and keep their people focused, and do whatever is
necessary to see things through.
• Agility
Leaders who consistently reach their goals are constantly adapting to their surroundings; they respond
quickly to uncertainty and change to function effectively.

360º Refined The 22 Leadership Skills Continued
THE 22 LEADERSHIP SKILLS CONTINUED

Adaptive Leadership
EMOTIONAL INTELLIGENCE:
• Self-Awareness
The ability to accurately perceive your emotions in the moment and understand your tendencies across
situations.
• Self-Management
Using awareness of your emotions to stay flexible and direct your behavior positively. This means
managing your emotional reactions to situations and people.
• Social Awareness
The ability to accurately pick up on other people's emotions and understand what is really going on with
them.
• Relationship Management
Using awareness of your emotions and those of others to manage interactions successfully.
ORGANIZATIONAL JUSTICE:
• Decision Fairness
Leaders need to understand how people perceive fairness and then reach decisions through a fair process
to increase the satisfaction, productivity, and retention of their employees.
• Information Sharing
Once a decision has been made, employees must understand how the decision was reached and how it
specifically impacts them. Leaders who effectively communicate this to their employees greatly increase
satisfaction and performance and minimize potentially negative reactions.
• Outcome Concern
A true leader is genuinely concerned with the welfare of others and is able to express this concern on a
personal level with everyone he or she leads.
CHARACTER:
• Integrity
Integrity is the melding of ethics and values into action. Individuals who display this quality operate with a
core set of beliefs that inspire admiration and support from others.
• Credibility
Leaders who can be counted on and whose actions and opinions are sound gain the support and
commitment of those around them.
• Values Differences
Leaders who value and capitalize on the differences between people maximize their contributions and
achieve better results.

360º Refined The 22 Leadership Skills Continued
THE 22 LEADERSHIP SKILLS CONTINUED

DEVELOPMENT:
• Lifelong Learning
To stay on top of their game, effective leaders learn about themselves and their environment and use this
knowledge to develop their abilities along many dimensions.
• Developing Others
Leaders must provide their people with ample opportunities to grow and build new skills.

360º Refined Your Leadership Scores
YOUR LEADERSHIP SCORES

Each question in the 360° Refined™ survey was rated on a scale of 1 to 6. The higher the number - the better the
score - and the more often you demonstrate desirable leadership behavior. The scale is listed below:
1—Never 2—Rarely 3—Sometimes 4—Usually 5—Almost Always 6—Always
Core Leadership
3 skill groups; What you bring to the job
STRATEGY 4.88 ACTION 4.83 RESULTS 5.08
Vision 5.00 Decision Making 5.00 Risk Taking 5.00
Acumen 4.50 Communication 5.00 Results Focus 5.75
Planning 4.33 Mobilizing Others 4.50 Agility 4.50
Courage to Lead 5.67
Adaptive Leadership
4 skill groups; Who you are on the job
EMOTIONAL ORGANIZATIONAL
INTELLIGENCE 5.00 JUSTICE 3.89 CHARACTER 5.00 DEVELOPMENT 4.29
Self-Awareness 5.33 Decision Fairness 4.00 Integrity 5.67 Lifelong Learning 5.25
Self-Management 5.00 Information Credibility 5.00 Developing

4.00 Others 3.33
Sharing
Social Awareness 4.67 Values Differences 4.33
Relationship Outcome Concern 3.67
Management 5.00

360º Refined Your 5 Highest And Lowest Leadership Skills
YOUR 5 HIGHEST AND LOWEST LEADERSHIP SKILLS
Your 5 Highest Skills Your 5 Lowest Skills
Leadership Skill Score* Leadership Skill Score*
Results Focus 5.75 Developing Others 3.33
Courage to Lead 5.67 Outcome Concern 3.67
Integrity 5.67 Decision Fairness 4.00
Self-Awareness 5.33 Information Sharing 4.00
Lifelong Learning 5.25 Values Differences 4.33
*This score was created by calculating an average of your responses to questions for that skill. If more than five skills have the same score,
the skills listed have been weighted more heavily in the Leadership 2.0 model.

360º Refined Your 5 Highest And Lowest Rated Behaviors
YOUR 5 HIGHEST AND LOWEST RATED BEHAVIORS

The following tables list your 5 highest and 5 lowest rated behaviors based on how you responded to 75
statements using the following scale:
1—Never 2—Rarely 3—Sometimes 4—Usually 5—Almost Always 6—Always
Your Five Highest Scores

# Statement Skill Score*
1 "Stay on course" in the face of adversity. Courage to Lead 6.00
2 Risk yourself to accomplish goals when necessary. Courage to Lead 6.00
3 Focus on outcomes. Results Focus 6.00
4 Overcome obstacles and adversity to achieve results. Results Focus 6.00
5 Have high standards for performance. Results Focus 6.00

*If more than five statements have the same score, the statements listed have been weighted more heavily in the Leadership 2.0 model.
Your Five Lowest Scores

# Statement Skill Score*
1 Seek input from others regarding their reactions to decisions that affect them. Outcome Concern 3.00
2 Offer support/guidance to develop the skills of others. Developing Others 3.00
3 Provide others opportunities to "stretch" or develop their skills. Developing Others 3.00
4 Distribute resources amongst fellow employees fairly. Decision Fairness 4.00
5 Inform others of upcoming decisions that will affect them. Decision Fairness 4.00
*If more than five statements have the same score, the statements listed have been weighted more heavily in the Leadership 2.0 model.

360º Refined My Leadership Strategies
MY LEADERSHIP STRATEGIES
This section pinpoints, based on your 5 lowest leadership behaviors, the strategies from Leadership 2.0 that will
improve your leadership skills the most.
Complete descriptions of your recommended leadership strategies (listed in the table below) can be found on the
pages that follow.
# What brings your score down the most: What you can do to improve:
Your 5 lowest leadership behaviors: Strategies from Leadership 2.0
1 Seek input from others regarding their reactions to Check in with your staff regarding their reactions to
decisions that affect them. decisions that affect them:
Outcome Concern strategy #2 on page 198.
2 Offer support/guidance to develop the skills of others. Make Failure a Safe Word:
Developing Others strategy #2 on page 247.
3 Provide others opportunities to "stretch" or develop their Frame Your Intent, Then Stretch 'Em:
skills. Developing Others strategy #1 on page 246.
4 Distribute resources amongst fellow employees fairly. Give employees a voice in matters that will affect
them before reaching your decisions, even if you may
not be able to use their input:
Decision Fairness strategy #2 on page 182.
5 Inform others of upcoming decisions that will affect them. Inform your staff about the upcoming decisions that
will affect them:
Decision Fairness strategy #1 on page 181.

360º Refined My Leadership Strategies Continued
MY LEADERSHIP STRATEGIES CONTINUED

The strategies listed below from Leadership 2.0 will help you with your 10 lowest scored leadership behaviors.
Each strategy offers specific things to think about or do to get started working on your leadership skills. These
strategies and additional development ideas can be found in the book on the page numbers provided.
1. CHECK IN WITH YOUR STAFF REGARDING THEIR REACTIONS TO DECISIONS THAT

AFFECT THEM
Whether it's a group meeting or you sit down one-on-one, be sure to ask your staff to share their reactions and
feelings about the decision and then share yours. When difficult decisions must be made, checking in with your
staff shows your emotional investment in the experience of those affected by the decision. Leaders who show
real concern for the impact of decisions by asking thoughtful questions quickly become the ones everyone
wants to work for.
This is Outcome Concern Strategy #2 from page 198 of Leadership 2.0.
2. MAKE FAILURE A SAFE WORD

Most people feel vulnerable after blowing it, and that vulnerability creates a fragile moment when real
development can occur. Without your intervention, the moment will surface and vanish. When someone feels
embarrassed, threatened, or incompetent, he or she is bound to get defensive, and this can block any real
learning. Don't rush the conversation; you need to make it safe for them to talk. Your goal for the conversation
should be mutual problem solving. Resist the urge to push for a commitment that they won't make the same
mistake again; a development conversation is not the right time for this. Focus the conversation on analysis and
understanding. The more you can get your staff to reveal what they were thinking and why they did what they
did, the more data you have for helping them self-correct. A little humor can help calm their fears and open your
employees up to discussing everything that led up to the mistake
This is Developing Others Strategy #2 from page 247 of Leadership 2.0.
3. FRAME YOUR INTENT, THEN STRETCH ‘EM

Most of your people are going to react favorably to your efforts if you properly frame your desire to help them
improve. People have to see and believe that your focus will be on them. Let your people know that you are
looking to help them advance their careers by fully capitalizing on their strengths and stretching their knowledge
and skills. Then offer projects and assignments that will do just that. This includes allowing room to fail along the
way and following through with support when failures happen. It's not enough to say, "Mistakes are a good
learning experience." You have to back that statement up. Step in quickly after your employees make a mistake
to help them explore what led to the mistake, what the consequences were, and what they would do differently
next time.
This is Developing Others Strategy #1 from page 246 of Leadership 2.0.

360º Refined My Leadership Strategies Continued
MY LEADERSHIP STRATEGIES CONTINUED
4. GIVE EMPLOYEES A VOICE IN MATTERS THAT WILL AFFECT THEM BEFORE REACHING
YOUR DECISIONS, EVEN IF YOU MAY NOT BE ABLE TO USE THEIR INPUT
Equality is not realistic in the world of work. Though some of your people would like to see everyone treated
equally, most understand the limits you face when making decisions. Most leaders don't realize this, and they
shy away from seeking input from their staff before making a decision. Create systems that give your employees
a voice and gather their input. Let people interact with decision-makers through town hall meetings, road shows,
and breakfast briefings. Listening to employees is effective because it influences their reaction to a decision
regardless of the outcome. Research shows an unfavorable decision made after listening to employees'
opinions greatly improves how they feel about that decision.
This is Decision Fairness Strategy #2 from page 182 of Leadership 2.0.
5. INFORM YOUR STAFF ABOUT THE UPCOMING DECISIONS THAT WILL AFFECT THEM
Most leaders avoid this step because they don't want to disappoint people with the lack of influence they can
exert over the decision. Instead, people feel less blindsided by the decisions they have little control over when
they know ahead of time that these decisions are going to be made. How you make decisions is just as
important as the outcome of your decisions. People want to have a say in what happens to them at work.
Letting them know what's coming down the pipe is an important first step in this process.
This is Decision Fairness Strategy #1 from page 181 of Leadership 2.0.

360º Refined Accuracy Scores
ACCURACY SCORES
This feature is available if you upgrade 360° Refined™.
Your Accuracy Scores are a reflection of whether you tend to Over-estimate, Under-estimate, or
Accurately-estimate your skills compared to how other people rate you. The pie chart below shows the
percentage (%) of questions in your report that fall into each category. If your pie chart is predominantly one color,
then this was your general tendency for these skills.
Sample Pie Chart

You can view a sample of how statements from the assessment might fall into each of the 3 categories. Log in to
your assessment and click on the legend to the right of the pie chart to see sample statements in each category.
Example
Over-estimated - 9.3%
Under-estimated - 43.3%
Accurately-estimated - 45.3%
Over-estimated is when you rated yourself higher than others rated you by at least a 0.50 gap.
Under-estimated is when you rated yourself lower than others rated you by at least a 0.50 gap.
Accurately-estimated is when the difference between how you rated yourself and how others rated you is less than a 0.50 gap in either
positive or negative direction.

360º Refined Comments
COMMENTS
You had the opportunity to elaborate through four open-ended questions. Your responses to the first two
questions are listed below. Comments are listed as typed.
Question 1:
From your observations, in what areas of leadership do you think you do well? That is, what do you
have a knack or natural talent for that you could be using/doing even more? Give an example.
My Comments:
ORGANIZATION: Coordinating people toward a major goal by clearly defining the key questions/objectives
and mapping out the steps to get there. COMMUNICATION: Preparing for meetings to be efficient and not
waste people's time. LEADING DURING CRISIS: Taking charge and seeing the way through a crisis to
achieving the objectives.
Rater Comments:
Available if you upgrade 360° Refined™.
Question 2:
What do you wish you would get better at doing as a leader? Give an example.
My Comments:
DEVELOPING OTHERS: I find that it is important to clearly define personal responsibility for specific actions
that must take place to meet overall objectives. I hope that this is not crossing the line into micro-managing. I
will ask for feedback on this from those I work with. I want to learn how to develop others better.
COMMUNICATING UPWARD: I would like to keep the lines of communication in all directions open,
particularly with my management chain so that I can consistently receive feedback and suggestions as I
work. When I did this recently with my boss he suggested an incredibly good idea that got me directly to an
answer much quicker than had I not asked for his opinion.
Rater Comments:

360º Refined Comments
COMMENTS
You had the opportunity to elaborate through four open-ended questions. Your responses to the third and fourth
questions are listed below. Comments are listed as typed.
Question 3:
What holds you back from being the best leader you can be? Give an example.
My Comments:
DELEGATING: I need to be comfortable letting others completely own some big chunk of a project and
become the expert in that area without letting it threaten my sense of purpose in my role. I would like to
become more comfortable doing this so that those on the team can take on more personal responsibility and
develop new skills along the way. DELEGATING WITH VERIFYING: In some cases when I have delegated
major areas of the project or decisions, some of the decisions have turned out to be incorrect once additional
information becomes available. To hopefully avoid this in the future, I would like to still delegate but also
verify the results by asking good questions and making sure I fully understand why decisions were made the
way they were. This is a tip I picked up from reading "Anything You Want." LEARNING HOW TO MANAGE
EFFECTIVELY: I have not yet had enough experience as a manager to feel like I am effective. I will be
learning and practicing these skills now.
Rater Comments:
Question 4:
In summary, what do you want to say about your leadership skills?
My Comments:
I think my most valuable skill as a leader is that I use my organizational abilities to develop an overall strategy
that people can get behind and then divide this into tactical activities that can be executed. I love seeing how
a seemingly insurmountable problem can be solved by identifying the overall objective, dividing up the
pieces, assigning responsibility, then working to have all of the pieces join back together after everyone's
hard work is complete. This is what makes leadership so satisfying to me.
Rater Comments:

360º Refined Core Leadership
CORE LEADERSHIP
Each of the 75 behavioral impact statements you answered falls under one of 22 leadership skills determined to
be critical for leadership success. These 22 leadership skills are divided into 7 different skill groups. Three of
these skill groups—Strategy, Action, and Vision—make up Core Leadership. The graphs below show how your
scores on the skills are aggregated into an overall score for the skill group.
STRATEGY 4.88
Vision 5.00
Acumen 4.50
Planning 4.33
Click icon to see
Courage to Lead 5.67 Strategy in action
Vision
Inspired leaders take their employees and the organization in new directions. This requires the ability to envision
a new reality for others that they can see and want to pursue wholeheartedly.
Acumen
Savvy leaders possess an up-to-date understanding of the broader issues affecting their fields of expertise and
their organization.
Planning
Leaders must accurately anticipate upcoming events to set appropriate goals and get things done.
Courage to Lead
Courageous leaders stand strong in the face of adversity and take necessary risks to achieve results.
ACTION 4.83
Decision Making 5.00
Communication 5.00
Click icon to see Action
in action
Mobilizing Others 4.50
Decision Making
Effective leaders make sound decisions that consider multiple options, seek input from others where appropriate,
and are reached in a timely manner.
Communication
When leaders create an open environment in which thoughts are expressed freely and information flows easily,
they increase the effectiveness of their organization.
Mobilizing Others
It is essential that leaders are able to motivate and influence those around them. By mobilizing others, leaders
move the organization as a whole towards obtainable and sometimes seemingly unobtainable results.

360º Refined Core Leadership Continued
CORE LEADERSHIP CONTINUED
RESULTS 5.08
Risk Taking 5.00
Results Focus 5.75
Agility 4.50 Click icon to see

Results in action
Risk Taking
Leaders must be able to maneuver through situations that require them to "push the envelope," risk their status in
the organization, and stand behind a chosen course of action.
Results Focus
Leaders who achieve results stay focused, get and keep their people focused, and do whatever is necessary to
see things through.
Agility
Leaders who consistently reach their goals are constantly adapting to their surroundings; they respond quickly to
uncertainty and change to function effectively.
Sample for Upgraded 360° Refined™

Upgrade 360° Refined™ and your report will show a bar graph of your self-scores for each skill versus the ratings
given by your Direct Reports, Peers, Supervisor(s), and Others (a group of your choice).
VISION
Self 3.00
Peers 4.50
Direct Reports 4.50
Supervisors 4.70
Others 5.20

360º Refined Adaptive Leadership
ADAPTIVE LEADERSHIP
Each of the 75 behavioral impact statements you answered falls under one of 22 leadership skills determined to
be critical for leadership success. These 22 leadership skills are divided into 7 different skill groups. Four of these
skill groups—Emotional Intelligence, Organizational Justice, Character and Development—make up Adaptive
Leadership. The graphs below show how your scores on the skills are aggregated into an overall score for the
skill group.
EMOTIONAL INTELLIGENCE 5.00

Self-Awareness 5.33
Self-Management 5.00
Social Awareness 4.67

Click icon to see
Emotional Intelligence
Relationship Management 5.00 in action
Self-Awareness
The ability to accurately perceive your emotions in the moment and understand your tendencies across
situations.
Self-Management
Using awareness of your emotions to stay flexible and direct your behavior positively. This means managing your
emotional reactions to situations and people.
Social Awareness
The ability to accurately pick up on other people's emotions and understand what is really going on with them.
Relationship Management
Using awareness of your emotions and those of others to manage interactions successfully.

360º Refined Adaptive Leadership Continued
ADAPTIVE LEADERSHIP CONTINUED
ORGANIZATIONAL JUSTICE 3.89

Decision Fairness 4.00
Information Sharing 4.00
Outcome Concern 3.67 Click icon to see

Organizational Justice
in action
Decision Fairness
Leaders need to understand how people perceive fairness and then reach decisions through a fair process to
increase the satisfaction, productivity, and retention of their employees.
Information Sharing
Once a decision has been made, employees must understand how the decision was reached and how it
specifically impacts them. Leaders who effectively communicate this to their employees greatly increase
satisfaction and performance and minimize potentially negative reactions.
Outcome Concern
A true leader is genuinely concerned with the welfare of others and is able to express this concern on a personal
level with everyone he or she leads.
CHARACTER 5.00
Integrity 5.67
Credibility 5.00
Values Differences 4.33 Click icon to see

Character in action
Integrity
Integrity is the melding of ethics and values into action. Individuals who display this quality operate with a core
set of beliefs that inspire admiration and support from others.
Credibility
Leaders who can be counted on and whose actions and opinions are sound gain the support and commitment of
those around them.
Values Differences
Leaders who value and capitalize on the differences between people maximize their contributions and achieve
better results.

360º Refined Adaptive Leadership Continued
ADAPTIVE LEADERSHIP CONTINUED
DEVELOPMENT 4.29
Lifelong Learning 5.25
Developing Others 3.33

Click icon to see
Development in action
Lifelong Learning
To stay on top of their game, effective leaders learn about themselves and their environment and use this
knowledge to develop their abilities along many dimensions.
Developing Others
Leaders must provide their people with ample opportunities to grow and build new skills.
Sample for Upgraded 360° Refined™

Upgrade 360° Refined™ and your report will show a bar graph of your self-scores for each skill versus the ratings
given by your Direct Reports, Peers, Supervisor(s), and Others (a group of your choice).
VISION
Self 3.00
Peers 4.50
Direct Reports 4.50
Supervisors 4.70
Others 5.20

©2013 TalentSmart, Inc.
www.talentsmart.com

TEST COMPLETED: August 11, 2013: John Twomey

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TEST COMPLETED: August 11, 2013

©2013 TalentSmart, Inc.

The 22 Leadership Skills 4

Your Leadership Scores 7

Your 5 Highest and Lowest Leadership Skills 8

Your 5 Highest and Lowest Rated Behaviors 9

©2013 TalentSmart, Inc. www.TalentSmart.com i

ABOUT THIS REPORT

About Your Online Report

URL address: talentsmart.com/refined

Asking Your Colleagues for Feedback

©2013 TalentSmart, Inc. www.TalentSmart.com 1

ABOUT THIS REPORT CONTINUED

2. Highs and Lows:

ADDITIONAL FEATURES AVAILABLE WITH UPGRADE

6. Core and Adaptive Leadership Skill Summary Charts:

Here is a sample bar graph (not your data):

Others Combined* 5.00

Direct Reports 4.50

©2013 TalentSmart, Inc. www.TalentSmart.com 2

Structure of the Leadership Model

STRATEGY ACTION RESULTS

Vision Decision Making Risk Taking

Acumen Communication Results Focus

Planning Mobilizing Others Agility

Self-Awareness Decision Fairness Integrity Lifelong Learning

Self-Management Information Credibility Developing

©2013 TalentSmart, Inc. www.TalentSmart.com 3

THE 22 LEADERSHIP SKILLS

©2013 TalentSmart, Inc. www.TalentSmart.com 4

THE 22 LEADERSHIP SKILLS CONTINUED

©2013 TalentSmart, Inc. www.TalentSmart.com 5

THE 22 LEADERSHIP SKILLS CONTINUED

©2013 TalentSmart, Inc. www.TalentSmart.com 6

YOUR LEADERSHIP SCORES

1—Never 2—Rarely 3—Sometimes 4—Usually 5—Almost Always 6—Always

STRATEGY 4.88 ACTION 4.83 RESULTS 5.08

Vision 5.00 Decision Making 5.00 Risk Taking 5.00

Acumen 4.50 Communication 5.00 Results Focus 5.75

Planning 4.33 Mobilizing Others 4.50 Agility 4.50

Courage to Lead 5.67

Self-Management 5.00 Information Credibility 5.00 Developing

©2013 TalentSmart, Inc. www.TalentSmart.com 7

YOUR 5 HIGHEST AND LOWEST LEADERSHIP SKILLS

Your 5 Highest Skills Your 5 Lowest Skills

Leadership Skill Score* Leadership Skill Score*

Results Focus 5.75 Developing Others 3.33

Courage to Lead 5.67 Outcome Concern 3.67

Integrity 5.67 Decision Fairness 4.00

Self-Awareness 5.33 Information Sharing 4.00

Lifelong Learning 5.25 Values Differences 4.33

©2013 TalentSmart, Inc. www.TalentSmart.com 8

YOUR 5 HIGHEST AND LOWEST RATED BEHAVIORS

1—Never 2—Rarely 3—Sometimes 4—Usually 5—Almost Always 6—Always

Your Five Highest Scores

2 Risk yourself to accomplish goals when necessary. Courage to Lead 6.00

3 Focus on outcomes. Results Focus 6.00

4 Overcome obstacles and adversity to achieve results. Results Focus 6.00

5 Have high standards for performance. Results Focus 6.00

Your Five Lowest Scores

2 Offer support/guidance to develop the skills of others. Developing Others 3.00

4 Distribute resources amongst fellow employees fairly. Decision Fairness 4.00