360 Degree Profile

F R A N K L I N C O V E Y S 3 6 0
P R O F I L E S
The 7 Habi t s Prof i l e i s t he

t ool t hat bri ngs t he great est
paradigm shif t f or part icipant s.
It serves as a shor t and l ong-
t erm career devel opment
pl an f or bot h i ndi vi dual s and
organi zat i ons. I woul d not
agree t o f aci l i t at e 7 Habi t s
wi t hout t he Prof i l e or t he
t i me i t t akes t o di scuss t he
Prof i l e duri ng t he present a-
t i on of 7 Habi t s. The Prof i l e
i dent i f i es where work i s
needed and encourages t he
par t i ci pant s t o vi ew 7 Habi t s
as an on-goi ng process and
not j ust an event .
Thomas Dowl i ng, Trai ni ng and
Devel opment Superi nt endent ,
Wel l man Inc., Pal met t o Pl ant
Training your organization is a great start to cultural change
and improved effectiveness. But ensuring that training has a
deep, measurable effect on each person is another story. It isnt
one-size-fits-all. Thats why Franklin Covey developed a series
of 360Profiles to accompany our core workshops.
Profiles are an essential component to maximizing your training
dollarcustomized reports and individual action plans help
every person move from merely understanding the training to
changing their behavior. Additionally, Profiles can be rolled into
a group or company aggregate Profile, giving your team the
information you need to be successful for the long term.
Traininggetspersonal with
360
Profiles, thetool that translates

trainingintoactionfor maximum
returnonyour investment.
Frankl i n Covey 360Prof i l es are
an essent i al compani on t o any
successf ul t rai ni ng i ni t i at i ve.
Prof iles make t raining personal,
rel evant , and hel p i mpl ement
l earni ng bet t er t han any ot her
product . You can t maxi mi ze
your t rai ni ng i nvest ment wi t h-
out 360 Prof i l es.
Learn how 360
Profiles from
Franklin Covey
can help you to
realize your training
investment faster
and more fully.
Cal l your Frankl i n Covey
cl i ent par t ner t oday or cal l
1-800-655-2804
The Feat ures You Want
Franklin Coveys Profiles deliver relevant,
timely, and easy-to-interpret data just for you.
Each Profile includes:
Survey information collected fromboss, self, and
peer/direct reports. Feedback fromothersiscompared
with self-evaluation, which quickly revealsgaps
between self-perception and othersperspectives
Easy-to-read reportscontainingcomprehensive
category reviews, charts, and graphs
Data ranked fromhighest tolowest scorestopro-
videa scannableoverview of strengthsand areas
needingimprovement
Strongconnection toworkshop content, soyoull
understand terminology and principlesand how to
put thefindingstowork immediately
A verbatimcommentssection which deliverscandid
insight on perceived strengthsand weaknessesand
recommendationsfor improvement
How Our Prof i l es
Measure Up:
There are a lot of assess-
ment instruments out
there. But over half a
million people choose
Franklin Covey Profiles.
Why?An independent study of thirty 360
assessments conducted by Return on Investment,
Inc. ranked Franklin Coveys Profiles as follows:
First in data presentation and easily under-
standableresults
In top fivefor valuefor theprice
1 of only 3 productswith verbatimcomments,
cited asa pivotal featureby respondents
The Fut ure
of Prof i l es
I n addition to a stellar
track record of perform-
ance, Franklin Covey
Profiles are evolving to
better suit your organi-
zations needs. Assessment users report that
ease of administration is the No.1 criterion in
selecting a product. To better meet that need,
we now offer an I nternet Survey Entry System,
allowing you to receive and submit surveys
online, and also unparalleled customer support.
Time and convenience are also factors in
selecting your assessment product. That s why
Franklin Covey Profiles are now more concise
and focused than ever. For example, our new
7Habits Profile contains 40% fewer words than
the previous version and can be completed in
less than 10 minutes.
Maki ng It Real :
Benef i t s f or Your
Organi zat i on
When you include
Franklin Coveys
Profiles with your
training, you will:
Maximizeyour trainingdollar by linkingwork-
shop content toindividual action planning
Tietoyour businessobjectivesyou can leverage
trainingwith standard or customized Profiles
Help individualsembraceprinciplesand change
accordingly, leadingtomeasurableteamand
organizational improvements
Prof i l e Opt i ons
Profiles are available for our core
workshops. All include action
planning guides, and many are
offered in several languages.
Managerial 7Habits360Profile
Employee7Habits360Profile
7 HabitsSalesManager Profile
7 HabitsSalesperson Profile
7 Habits360Follow-up Profile
The4 Rolesof Leadership 360Profile
What MattersMost 360Profile
AggregateProfiles
(specialized reportsthat
combineresultsfrommultipleindividual Profiles.
Availablefor The7 Habitsand The4 Rolesof
Leadership Profiles)
Don t Wast e Your Trai ni ng Dol l ar
Ensure that your training has life after the
workshop ends. I nclude 360Profiles with your
training. I t s the only way to make training real
and actionable to every workshop participant
and guarantee bottom-line results for your
organization.
7 Habitsdevelopment isa lifelongjourney that requirespracticingthehabitsevery day. Wefeel the7 Habits
Profileputsall that in proper perspectivesoparticipantscan assesswhat they want tochange.
Barbara Nel l e, Manager, Human Resources, Texas Depar t ment of Human Servi ces
Peopleareveryreceptivetothefeedback becauseit isfor their own personal developmental useand not captured
by thecompany for performanceappraisal purposes. Another benefit of Profilesisthat thefeedback isorgan-
ized and structured in theformat of the7 Habits. Participantsreceiveveryspecificfeedback about the7 Habits,
makingit much easier for themtomanagethat information and dosomethingmeaningful with it.
Laura Harvel l , Human Resources and Servi ces, OXY USA, Inc.
TheProfilehasstrongimpact all theway acrossthespectrumof leadership. I havewatched peopleusethe
Profilefor ongoingimprovement. Longafter completingtheir initial personal development action plans,
peoplewill repeatedly refer back totheir Profilefor additional insights.
Buzz Buzbee, Busi ness and Management Educat i on, AT&T
TheProfileprovidesa perspectivenormally not available. It revealsthewholespectrumof interpersonal
behavior and leadership dynamics. Leadership stylesareevaluated and feedback isdirectly related tothe
development material beingused. Itseasy toseetheconnections.
Mal col m Cooper, Di rect or, Operat i ons Leadershi p, Conoco, Inc.
TheProfilemakesthedifferencebetween night and day about how peoplebuy intotheprogram. In fact, I
will not teach an executivegroup without usingtheProfile. Otherwise, therestoomuch denial. TheProfile
worksmagic; it makesthewholeprogramcomealivefor people.
Bruce Jef f rey, 7 Habi t s Course Faci l i t at or
Individualsand organizationschangefor tworeasons: oneispain, theother isbecauseof thecompelling
vision they haveof wherethey want togoand what they want tobecome. TheProfiledoesa phenomenal
job of creatingsomepain in people-thepain compelsthemtorecognizethat changeisnecessary if they areto
achievethevision that they created for themselves.
Ri ck Mei nzer, 7 Habi t s Course Faci l i t at or
TheProfileisan incredibletool. It isoneof themost critical elementsin all of theeffortsor initiativesin
which I havebeen involved. It hastheability tocreatehumility in participants; it makespeoplemorerecep-
tivetolearning.
John Pasket t , 7 Habi t s Course Faci l i t at or
What 360Profiles
clientsare saying:
PROFI LE CENTER
1958 South 950 East
Provo, Utah 84601
Telephone 1-800-655-2804
www.franklincovey.com
1999 Franklin Covey Co.
What 360Profiles
facilitatorsaresaying:
For more information about pricing and implementation of Franklin Covey 360 Profiles and other workshops contact Franklin Covey
at 1-800-331-7716 between 8 AM and 5 PM (MST) Monday through Friday.
REV 9/21/00 KT
Franklin Covey 360 Profiles are for Individuals
Each year Franklin Covey processes more than 50,000 360
Profiles for individuals in small and large organizations
worldwide. Our 360 Profiles are insightful, effective tools for
comparing feedback from supervisors, peers, and direct reports.
Each is accompanied by an Action Planning Guide which
assists in interpreting and implementing the feedback. By
taking advantage of this unique process for personal
development, participants unlock the power within to form
dynamic new skills and habits. Individuals can then become
powerful catalysts for transformation within the organization.
How the 360 Profiles Work
Step 1: The assessment is divided into two segments*. The
first asks several evaluators, including the person being
profiled, to anonymously rate his or her performance on a
number of set criteria using a six-point scale. The second*
allows evaluators to clarify their responses in writing,
evaluating the person's effectiveness and development. This
written section, allowing for additional honest, thoughtful
feedback, distinguishes the Franklin Covey 360 Profile from
other products currently available in its price range.
Step 2: To ensure confidentiality, responses are sent directly
to Franklin Covey in a postage-paid envelope provided.
Franklin Covey Profile Center processes the evaluations then
prepares, seals, and ships a personal report to the individual,
usually within ten to fifteen working days.
Step 3: Facilitated by the Action Planning Guide that
accompanies each 360 Profile, participants use the feedback to
form an action plan for improvement. The Action Planning
Guide includes sections on creating an action plan, choosing
and working with a coach, and building a support system to
help implement the action plan.
*The written comments section does not appear in the
What Matters Most 360 Profile.
*Quantity discounts are given based on volume purchased. Please contact
your Franklin Covey representative for pricing information.
360 Profile Options and Pricing
Franklin Covey 360 Profiles are available singly to
individuals. When the Profile is not associated with a Franklin
Covey course, we recommend a structured debriefing. The
Profile Center offers training on how to debrief 360 Profiles
for facilitators and/or offers sessions to debrief profiles.
Franklin Covey's Personal Coaching Division offers a
program for individual profilees.
The What Matters Most 360 Profile* is designed for
use in conjunction with the What Matters Most workshop. Self
and others assess the individual on 30 items. $ 50.00*
The 7 Habits Managerial 360 Profile is designed for
individuals in managerial or supervisory positions. Self,
supervisor, peers, and direct reports assess the individual on 92
items and through written comments. $ 175.00*
The 7 Habits Associate 360 Profile is intended for
individuals in non-managerial positions. Self, supervisor, and
peers evaluate the individual on 60 items and through written
comments. $ 135.00*
The 7 Habits Sales Manager and Sales Person
360 Profiles are based on the 7 Habits 360 Profile. They
cover issues unique to marketing professions. Self, supervisor,
peers, and either customers or direct reports assessments. $ 175.00*
The 7 Habits Follow-Up 360 Profile measures
improvement in 27 work habits. It is designed to evaluate
progress approximately six months after an initial 360 Profile.
$ 100.00
The 4 Roles of Leadership 360 Profile is designed for
use in conjunction with the 4 Roles of Leadership workshop to
assist executives and managers in assessing their level of
leadership effectiveness within their team, department and/or
organization. $ 175.00*
The 4 Roles Follow-Up 360 Profile measures
improvement in 16 leadership competencies. It is designed to
evaluate progress approximately six months after an initial 360
Profile. $ 100.00
The Helping Clients Succeed 360 Profile measures
11 competencies of good consultants as presented in the Helping
Clients Succeed program. Self, supervisor, peers, and customers
surveys are included. $ 175.00*
Complimentary Aggregate Report: The facilitator may
use a compilation report showing the groups effectiveness
ratings when debriefing the profiles. This report can be provided
free of charge.
Custom Aggregate Report: The numerical profile scores
from various courses are averaged into one report. $ 200.00*

360 PROFILES
The Profile is clearly superior to any other
management and leadership evaluation
process I've ever seen or heard about. It uses
language closely aligned to the Seven
Habits and Principle-Centered
Leadership
Tillie O'Neal, Senior Training

Consultant, Corporation Training and
Development, AT&T.
Knowledge
Skill Desire
HABIT
Training
Planner Profile

Knowledge gained through training
combined with a method for tracking and
following through on change is a great way
to waste training budgets. Without desire
training efforts can become a great waste of
money.
Training that is geared to meet the needs of acute pain
areas utilize the desire to develop training that meets the
needs. Yet without a skill system to follow through with
not only is money wasted, but organizations will quickly
become disillusioned with solutions no matter how well
planned or how well they address problems. An endless
cycle of failed efforts become and endless cycle and
continue to afflict the patience of everyone in the
organization.
Change efforts that use measurement
are far ahead of other change efforts because
they focus on actual areas that need improvement.
Follow-up efforts are much easier to implement because
the environment will force change that is necessary.
Yet with a training that does not tie into these measurements
efforts will also be off the mark.
Franklin Covey realizes the need for training
to build upon the strengths of each tool to
ensure that the principles we teach are on
target, relevant and effective.
The Profile is the key to an Empowered Learning Process. It allows the course
participant to experience the training as a process.
Before the training the Profile Surveys are distributed to each course participant. The
participant assesses their own behaviors in a self survey. All items in the survey are
straight forward and easy to understand. They list behaviors that are key to to course
content that will be presented in the training the participant will be attending.
This gives the participant a greater knowledge of the training from a behavioral point of
view. Assessing oneself is often an eye opening experience and this activity alone will
help the course participant personally relate to the course before attending.
The participant distributes surveys to a circle of trusted associates. This circle usually
includes a boss, some peers, and direct reports. Self interest dictates that a person will
seek feedback from those who are closest. This a good thing for the purpose of personal
development, because these are the raters who will be able to provide the most accurate
information. They are also the people who will have the least fear about giving honest
responses as well.
During the training the participant receives the Profile and is facilitated through the data
and an action planning session.
The Profile is often the most powerful part of the course to participants.
Why?
Anticipationfor weeks now the participants have been wondering how others rated
them on the behaviors that they just introspectively rated themselves by.
LevelerWithin minutes of opening the Profiles they receive in the course a distinct
hush fills the room. As people read the 20+ page report they are presented with
comparative scores showing how they view themselves and how others see them. The
rubber meets the road for even the highest scored participants and all are quickly made
aware of areas they could improve. Everyone is in a position to learn. Experienced
facilitators often start with the Profile to prepare the audience with the emotional hunger
the Profile delivers.
Buy-inThrough the course there is little need to over validate the powerful principles
our courses teach because the participants have already validated their own personal need
to change.
Deeper LearningParticipants focus on learning how to make the change. Participants
have a knowledge of their scores and will make sure that the facilitator addresses
anything that will help them improve.
Application The Profile will quickly focus the participant on specific behaviors to
target in making their personal action plan for change.
After the training the participant takes the report with them as a baseline for
performance change. They also take the action plan and if they are really diligent they
will follow it and improve their performance.
What often happens, however, is that people put these materials, course manual and
planner on the shelf and get back to the way they have always done things. Its to easy to
ignore what we should do with the distractions of our current, fast paced society.
So how is it that we see a change in the knowledge and performance growth after
the course?
The Profile is a reality check.
Because the Profile is a 360 Instrument it has created the needed environment for change
amongst the participants circle of trusted associates.
While rating the course participant, often someone they care for, they provided the
information that they felt would most help them improve.
They now expect to see something done with that gift. They expect change and they are
just the people who can get the participant to stick with it.
The real reward happens as a person is held responsible for applying what they learn.
The Profile will remind you through directly and indirectly that you have set new
expectations with those around you. Peer pressure is very powerful and this
measurement tool uses it to help course participants learn the material well and then do
something about it.
2000 Franklin Covey Co.
I wanted my children and my wife to say they
respected me because I gave them time and my love.
I wanted them to think of me as the best father and
husband and to say that I was always there when they
needed me. But then I got my 360 Profile, which
gave feedback from my peers and those who report to
me, and it clearly told me that I was not walking my
talk, and that it showed in my relationships with my
family and my employees. I decided that I had lost a
lot of time, but I still had the opportunity to change
and to restore the balance in my life.
John Noel CEO, Noel Group as quoted in Living the Seven Habits, page 286.
I wanted my children and my wife to say they
respected me because I gave them time and my love.
I wanted them to think of me as the best father and
husband and to say that I was always there when they
needed me. But then I got my 360 Profile, which
gave feedback from my peers and those who report to
me, and it clearly told me that I was not walking my
talk, and that it showed in my relationships with my
family and my employees. I decided that I had lost a
lot of time, but I still had the opportunity to change
and to restore the balance in my life.
John Noel CEO, Noel Group as quoted in Living the Seven Habits, page 286.
Participants Paradigm Shift
Participants Paradigm Shift
258 7 Habits Surveys Received Average reported cost savings from actions taken on 7 Habits Profile feedback. 113,503.57 $
36 4 Roles Surveys Received Average reported cost savings from actions taken on 4 Roles Profile feedback. 14,442.20 $
294 Total Surveys Received Total reported cost savings from proposed action taken on profile feedback: 3,250,311.00 $
Personally Professionally Personally Professionally
72. 6 69. 8 7 Emotional Bank Account 65. 8 70. 9 7 Pathfinding
66. 7 71. 0 8 P/PC 65. 3 71. 5 8 Aligning
73. 1 74. 8 9 Habit 1 60. 7 73. 5 9 Empowering
74. 6 76. 0 1 0 Habit 2 64. 1 65. 9 1 0 Modeling
76. 4 77. 0 1 1 Habit 3 1 1
73. 6 73. 7 1 2 Habit 4 1 2
78. 9 77. 8 1 3 Habit 5 1 3
72. 2 73. 9 1 4 Habit 6 1 4
77. 9 75. 0 1 5 Habit 7
1 6 How Helpful was EBA feedback professionally?
1 7 How Helpful was P/PC feedback professionally?
1 8 How Helpful was Habit 1 feedback professionally?
Profile Value Feedback
I would recommend the 7 Habits Profile for: I would recommend the 4 Roles of Leadership Profile for:
How Helpful Was Your 7 Habits Profile Feedback
72. 6
66. 7
73. 1
74. 6
76. 4
73. 6
78. 9
72. 2
77. 9
69. 8
71. 0
74. 8
76. 0 77. 0
73. 7
77. 8
73. 9
75. 0
0. 0
20. 0
40. 0
60. 0
80. 0
100. 0
Emotional
Bank Account
P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
Personally
Professionally
life changing help
great help
strong help
moderate help
little help
no help
How Helpful Was Your 4 Roles of Leadership Profile Feedback
6 5 . 8 6 5 . 3
6 0 . 7
6 4 . 1
7 0 . 9 7 1 . 5
7 3 . 5
6 5 . 9
0. 0
20. 0
40. 0
60. 0
80. 0
100. 0
Pathfinding Aligning Empowering Modeling
Personally
Professionally
life changing help
great help
strong help
moderate help
little help
no help
7 Habits vs. 4 Roles Feedback
8 4 . 1
8 1 . 5 8 1 . 8
8 5 . 4
8 3 . 4
8 0 . 6
8 4 . 0
8 9 . 1
0. 0
10. 0
20. 0
30. 0
40. 0
50. 0
60. 0
70. 0
80. 0
90. 0
100. 0
The 360Profile helped me
better understand my
strengths and my
weaknesses.
discover new areas to
improve.
The feedback in the Profile
from my peers and boss will
help me improve my job
performance.
I felt the 360Profile was a
valuable part of the training.
Strongly
Agree
Strongly
Disagree
Manager Only
16%
Both
82%
Neither
1 %
Non Manager
1 %
Manager Only
34%
Non Manager
0 %
Neither
0 %
Both
66%
Overall Profile Feedback
8 4 . 0
8 1 . 4 8 2 . 1
8 5 . 8
0. 0
10. 0
20. 0
30. 0
40. 0
50. 0
60. 0
70. 0
80. 0
90. 0
100. 0
better understand my
strengths and my
weaknesses.
discover new areas to
improve.
The feedback in the Profile
from my peers and boss will
help me improve my job
performance.
I felt the 360Profile was a
valuable part of the training.
Strongly
Agree
Strongly
Disagree
When asked What specifically do you plan to do differently as a
result of your Profile experience? participants who received a
personal 360 Profile said:
Work closer with direct reports, use their input to restructure organization, set priorities,
and develop clear direction and expectations to create further efficiencies and reduce
overhead, while still having fun.
Seek to involve others in decisions.
Take time to address people. Develop relationships.
Focus on planning and communicating the plan.
Use my strengths. Dont put the bar for myself quite so high.
Pay more attention to the employees' needs. Give positive feedback to them.
Eliminate procrastination.
Really look at all the areas where I scored myself higher than peers, and action plan to
improve.
Be more aware of impact of my words, actions, and moods on people I'm not
intentionally addressing.
I plan to review and analyze the results, take the three top areas of concern, and develop a
strategic plan of improvement.
Listen more effectively.
Spend more time on planning.
Try to be open minded for critical feedback.
Spend more time on relationships, peers in other organizations.
Having read four of his books, I am spending more time with my son. I noticed my son
says "I love you Dad" more often. What price can you put on that?
Many things, mainly work closer and communicate better during all phases of project
status.
Take a step back before reacting in tense situations.
When asked What specifically do you plan to do differently as a
result of your Profile experience? participants who received a
personal 360 Profile said:
I would put more effort in understanding the needs of my department, which I have a
direct influence on.
Delegate decision making closer to where it should be.
Change from an abandoner to a supervisor and releaser.
Lead by example.
Spend more time with workflow.
Give employees more regular feedback.
Be more caring and thoughtful with delivery of message. Mindful of others.
Empower staff.
Eliminate unnecessary management tasks.
Work on mission, better communicate intent.
I plan to change my work attitude to be respected and once again be that valued asset
within my department.
Follow the profile to become a more complete person.
Communicate more with people outside of my work group, influence others to be
productive, be more proactive and positive, keep commitments to myself, and take care
of myself physically and mentally.
I plan to meet and discuss feedback from my boss for clarification and agree on
opportunities for development.
Set specific goals and act with clear direction.
Listen more, talk less. Lead--not dictate.
Solicit 360 feedback more frequently as a work plan addendum and implement steps to
develop "need" areas.
Rewrite my script. Be a better person since I've discovered new areas and know my
weaknesses.
When asked to Explain the benefits you believe the 360 Profile
experience are to you, or your organization. participants who
received a personal 360 Profile said:
Before I knew the areas, but did not have vehicle for improving.
Confirmed a lot of issues brought up in the past, both positive and negative. Real benefit
in separation of perceptions at different levels. In my case, perceptions of self, boss, and
peers much more in agreement than those of direct reports. Shows I have work to do
with my staff on communication, getting the message down, spend more time listening,
and solicit their views. This profile identified specific areas to improve with specific
audiences.
The Profile takes the issues discussed in the 7 Habits from hypothetical to real, based on
feedback.
I'll be able to better prioritize, manage time, communicate, relieve stress, and rest better.
Increased job satisfaction.
Increased productivity.
The Synergy will create a better team--starting with my Circle of Influence.
I will be more organized. Working on the important things most of the time. I will
become more balanced at work and home.
This has helped me to see what areas that I need to focus on. Putting the little things
aside and concentrate on what matters.
It will raise my productivity by getting my back in balance. I have been able to identify
key areas of improvement, which will change my professional and personal life. I
identified that I need to triple my time in Quad II and reduce time in other areas. I need
to be better organized and work on my priorities.
As an organization, it gives us common ground to help each other improve (five from our
company attended). It will open a new avenue for communication.
Better organizational skill development and time management.
Has helped me focus and realize certain behaviors (like remaining too long in Quadrant
III) that are slowing down work and aggravating my life. Given me tools and access to
tools to plan where I want to go in my private life and how to get there, this has helped
me immensely.
Allowed me to see my strengths from other people's eyes and know how they think I am.
Will help us have a more well-coordinated, proactive approach to management and
leadership.
Showed me several areas where I felt strong but peers were not as strong. I need to work
on better communicating and showing my intent. To my organization, this will help me
be a better coach and leader by working on increasing my strengths and weaknesses.
To be able to receive constructive feedback from your boss, peers, etc., without the
respondent feeling intimidated or self-conscious is of enormous value. You can't get this
type of feedback in the normal, routine course of work or in your personal life.
7 Habits Profile will help me focus on areas I need to improve. Will specifically help me
on time management (putting first things first) and also the importance of focusing on
planning activities (Quadrant II). It also has helped to reinforce the things I am doing
well.
Much of what I have learned is as I suspected, but did not want to take the time to
address. I lost track of how much it is impacting my relationship with employees and my
spouse. I must take time to address these issues not or they will become increasingly
major hurdles to overcome.
This will make me more effective. I was really demotivated about my work and this has
inspired me. If I am more effective my team will be more effective.
It was one of the most positive, energizing experiences of my life. Really gave me whole
new way to look/act on life and with people.
Super to find out where to put your focus for necessary improvements.
Under no circumstances violate your integrity or character.
Helps me to be a better family member and manager and subordinate, which helps me
and the organization.
Concrete objectives.
I'll be a better person, spouse, mother, coach/leader, and friend.
I'll be more effective at work and at home.
Life changing in every way. Combined with the 7 Habits workshop, it was profound.
The provided materials will be helpful in setting up my paradigm mission statement. I
think they're a big positive advantage to the program.
I feel more equipped to take on projects effectively with more direction and organization
than before. I will use my mission statement and planner to guide my daily activities.
Ensures that I utilize full resources, personnel, and otherwise, that will specifically and
fully assist in meeting my personal and organizational goals. Before the training, never
considered win-win, only win! Helped me appreciate the inter-related areas of
development and nurturing social, physical, emotional, as well as professional
development.
I believe the concepts/principles cannot only make great changes in personal areas of
each life but can make a dramatic impact on an organization as these principles are put
into decision maker's hands.
Tangible measurements engage the analytical process.
Gives opportunity to see yourself as others see you.
The 360 feedback makes me aware of blind spots, gaps between my intent and my
impact on others.
I believe it will help me concentrate on areas that I need to improve rather than wasting
time on areas I'm doing okay in.
For me it is another piece in a long journey for self-discovery and joy. This course
speaks to me spiritually, emotionally, in a deep way, and affirms many lessons I continue
to learn while walking the journey.
Provides a simple, rational, and objective evaluation of my effectiveness.
In allowing the feelings and responses of others to be explained and understood in a way
to really help and hit target areas without generalization. The help in all areas of life,
personal and professional, can be of great consequence to how to continue to live life to
the fullest and be all you can be as well to yourself and others.
Hopefully for the first time, I will be concerned that employees have a life.
Proactive planning and direction should allow me to be more valuable to the company
and thus enhance my promotability and effectiveness.
I have benefited from this experience in the following ways--learn how to listen better,
learn to be proactive, help me see how others see me, pointed out my areas for
improvement (which were far different than what I thought), I hope to be a better
manager. This class has helped me to really look at who I want to be in the end and
follow the dreams to get there. I realize more that it isn't up to other people how I feel
about myself. It is up to me!
Helped me get feedback from my staff, peers, and boss that I never would have received
otherwise.
Gave me inspiration. Gave me ideas. Helped me to look outside of the box.
Rejuvenated my spirit.
The Profile is exceptionally helpful. I think it's easier for people to evaluate their peers
this way, and easier to receive feedback this way.
I have been reviewed at work, but never this thoroughly, therefore I've never been
inspired to improve on so many levels.
Clear picture of my strengths and weaknesses and habits in need of attention. I have a
clear action plan now and know where to focus my attention. I also found a couple of
blind spots that would hurt me if I'm not careful or had this information to point it out.
Black and white printout, especially the written comments are hard to deny! A great tool!
Thanks!
The 7 Habits Profile is truly helpful. It helps you to truly look at yourself as others see
you, look for patterns, and then make changes.
From the organizational perspective, employees and management will practice the tools
for changing paradigms therefore creating a more cohesive work group and
accomplishment of organizational goals and objectives.
Refocus. Gave plan of action. Motivated me!
It provided a very great tool (life-changing tool) for personal and professional life.
It gives structure to ways of thinking, handling difficult situations, and communicating
with others. Implementing the tools is the true test, but at least we have access to them to
make our lives easier, if we choose.
Showed what was really important to me right now.
It helped me realize and confirmed to me that I have many strengths. It also gave me
some great feedback on areas that I need to improve. The benefits I see are improved
efficiency in my work, and a stronger relationship with my wife.
When asked to Explain adverse affects (if any) that you
experienced as a result of the Profile experience. participants
who received a personal 360 Profile said:
No adverse effects, just surprised at how much harder I was on myself than other people
were. I guess that's a pleasant surprise.
There are always opportunities to improve, I just never knew I had so many. Good
feedback but I discovered I had much to work on.
Experienced high apprehension before opening packet for reviewing. Can be difficult
opening yourself up to scrutiny or criticism, even for the proactive result of self-
improvement.
Some of the comments were strong but I needed to hear them.
Moved me away from comfort zone.
None. This Profile and seminar has helped me more on a personal level than
professionally.
The only thing hurt actually right now is my pride. I'm not perfect.
I was hurt by a few comments because I took it as an attack. As I sat back and looked
objectively at the results, I saw they were true, I was hurting people and need to change.
A few questions were answered in a way that surprised me. I was, at first, a little
defensive, but I thought deeply about the comments and realized there are some definite
areas I need to improve.
I did not receive a Profile during class because my peers and/or boss did not respond
timely. I realize this is not Franklin Covey's fault, but I was disappointed.
Initially became very defensive and questioning of my effectiveness. Left me feeling
deflated until I focused on the positive areas and made a choice how to receive the
feedback.
With the exception of a little difficulty accepting criticism from the Profile, none.
Jack Phillips ROI Studies
The Jack Phillips Center for Research has been conducting ROI studies on
Franklin Covey courses for nearly three years. These studies show that Franklin Covey
courses impact the organizations bottom-line and key business results and produce a
significantly positive ROI. The results of the research show that one key factor in
producing a higher ROI for 7 Habits training is including the 360 Profile with the
learning intervention.
The study involved 21 companies from the following industries.
Financial/Banking Social Services
Government Technology
Healthcare Transportation
Manufacturing Retail
Non-Profit
Return on investment is high for Franklin Covey 7 Habits of Highly Effective People
training.
For every dollar spent our clients receive their money back and an additional 89.
ROI: Training with 360 Profiles
For every dollar spent our clients receive their money back and an additional $1.73
Thats 84 on every dollar more than Training without the Profile.
ROI is increased more than 94%
Why Profiles Produce Higher ROI
1. FOCUS: People learn better when they are involved in pre-work before
training. Pre-work increases understanding and excitement for the course
they attend. The 360 Profiles bring focus to the training before the
engagement begins.
2. NEED: When the 360 Profile is introduced early in the training process,
a personal reality is brought to each key concept taught in the course as
expectations are aligned with tools for improvement.
3. AWARENESS: Perhaps the most powerful aspect of the Profile is that
most participants come to training with blind spots in their behavior. Often
they think they have good relationship skills but are unaware of weaknesses
that impede high performance.
4. PERCEPTION GAP: The 360 Profile helps participants assess total
effectiveness and gain a better picture of where they are as opposed to where
they want to be.
5. DESIRE: The three main components in developing a habit are
knowledge, skills, and desire. Desire is the central catalyst of learning and
growth. If people dont want to learn, they wont. Leaders often face the
challenge of creating desire in people to move forward and to accomplish
new goals, yet the desire to learn must come from within. The key to
creating desire in others and ourselves is to recognize unmet needs and take
ownership for personal improvement.
6. ACCOUNTABILITY: The follow-up 360 is a key element of the post
training experience. It tracks progress based on pre-determined expectations
and reveals improvements made after participants have applied what they
learned.

7 Habits 360 Profile

Managerial Sample Profile
Franklin Covey
Managerial Report
Franklin Covey Profile Center
1999 Franklin Covey Co. Printed on Recycled Paper

CONTENTS
INTRODUCTION 3
OVERVIEW 4
RANKINGS AND FREQUENCIES 15-20
WRITTEN COMMENTS 21
CATEGORY REVIEWS
Emotional Bank Account 5
P/PC Balance 6
Be Proactive 7
Begin with the End in Mind 8
Put First Things First 9
Think Win-Win 10
Seek First to Understand 11
... Then to Be Understood 12
Synergize 13
Sharpen the Saw 14
1999 Franklin Covey Co. Managerial Sample Profile Page 2

INTRODUCTION

Welcome to The 7 Habits 360Profile. This tool provides you with valuable feedback
regarding a number of issues related to effectiveness.

The following people contributed to your personal profile:

Self 1
Boss 1
Peers 4
Direct Reports 3

Total 9

Detailed instructions for understanding and using The 7 Habits 360Profile are
contained in the "Profile" section of your training manual. Please note that all responses
received in your behalf (from Strongly Disagree to Strongly Agree) were converted to a
six-point scale. The numeric scale of 1 to 6 was then translated into a percentage in the
following manner:

6 Strongly Agree 100%
5 Agree 80%
4 Slightly Agree 60%
3 Slightly Disagree 40%
2 Disagree 20%
1 Strongly Disagree 0%

? Dont Know

Responses of "Dont Know" or non-responses are indicated by and are not tallied in the
percentages.

Information gathered by this survey should be used for personal development.
Franklin Covey is not responsible if this information is used for any other purpose.
If you have questions or would like to make comments regarding the profile process,
please contact The Profile Center at: 1-800-332-6839.

1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic
or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin
Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360Profile is intended solely for use in the personal development of the
individual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360
Profile report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co.
reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.

T
O
T
A
L
S
7 Habits
Overview
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Categories
EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7
Self
Boss
Peer
Direct Report
Strongly
Agree
Agree
Slightly
Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
57 70 74
60
65
60
63
78
56
70
73
71
54
65
63
68
60
63
63
61
58
47
78
74
64
66
80
69
50
53
84
73
56
53
73
71
53
63
88
66
58

T
O
T
A
L
S
Emotional
Bank
Account
ITEMS
1
Willingly helps people. (EBA)
2
Follows through on commitments.
(EBA)
3
Shows courtesy toward people. (EBA)
4
Is loyal to those who are absent (i.e.,
does not criticize people behind their
backs).
(EBA)
5
Is honest with people. (EBA)
6
Keeps confidences. (EBA)
7
Acknowledges and apologizes for
mistakes. (EBA)
8
Leads by example. (EBA)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
60 85 60
80
72
53 85 60
60
70
60 65 60
80
62
67 65 60
40
65
60 85 80
80
75
47 75 60
60
62
53 75 60
40
65
47 85 60
40
68
56 78 63
60
68

T
O
T
A
L
S
P/PC
Balance
ITEMS
9
Produces high-quality work. (P/PC)
10
Makes cost-effective use of resources.
(P/PC)
11
Is a hard worker. (P/PC)
12
Balances all aspects of life (e.g., work,
leisure, family) to maintain overall
effectiveness. (P/PC)
13
Influences others to be productive.
(P/PC)
14
Does not push people to work beyond
a reasonable limit. (P/PC)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
67 75 80
80
72
47 65 80
80
60
73 70 80
60
72
47 87 40
60
63
40 70 60
80
58
53 65 100
60
65
54 71 73
70
65

T
O
T
A
L
S
Be
Proactive
ITEMS
15
Takes initiative to get things done.
(Habit 1)
16
Works to solve problems rather than
avoiding them. (Habit 1)
17
Focuses on things he/she can do
something about rather than on things
beyond his/her control. (Habit 1)
18
Maintains self-control, even in difficult
or emotional circumstances. (Habit 1)
19
Accepts responsibility for his/her
actions rather than making excuses.
(Habit 1)
20
Receives negative feedback without
becoming defensive. (Habit 1)
21
Does the right thing, even if it is
unpopular. (Habit 1)
22
Is decisive when a decision is needed.
(Habit 1)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
73 65 80
40
70
67 70 60
60
68
60 75 80
80
70
80 80 60
80
78
47 65 40
80
55
60 45 60
40
52
40 75 60
60
60
53 70 60
80
62
60 68 63
65
64

T
O
T
A
L
S
Begin
with the
End
in Mind
ITEMS
23
Begins projects with a clear
understanding of desired outcomes.
(Habit 2)
24
Displays a sense of direction in life.
(Habit 2)
25
Works toward long-term solutions, not
just quick fixes. (Habit 2)
26
Plans ahead to reduce having to work
in a crisis mode. (Habit 2)
27
Anticipates how his/her decisions
impact others. (Habit 2)
28
Is organized when conducting
meetings. (Habit 2)
29
Ensures that his/her work group has a
clear sense of direction. (Habit 2)
30
Sets clear expectations with
individuals when assigning tasks.
(Habit 2)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
67 75 60
100
70
67 75 60
60
70
40 40 40
40
40
67 35 40
60
48
47 50 60
0
50
53 75 80
60
68
53 75 80
80
68
80 65 80
100
71
58 61 63
63
60

T
O
T
A
L
S
Put First
Things First
ITEMS
31
Prioritizes work so time is spent on
the most important issues. (Habit 3)
32
Is punctual (i.e., on time for
appointments, meetings, etc.). (Habit
3)
33
Is disciplined in carrying out plans
(i.e., avoids procrastination). (Habit 3)
34
Respects peoples time (i.e., does not
waste others time with trivial
interruptions). (Habit 3)
35
Responds to requests in a timely
manner. (Habit 3)
36
Is organized in handling multiple tasks
and projects. (Habit 3)
37
Delegates work that ought to be done
by others. (Habit 3)
38
Sets reasonable deadlines so others
have sufficient time to respond. (Habit
3)
39
Keeps his/her work group focused on
priorities. (Habit 3)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
47 85 80
40
70
80 80 80
20
80
67 70 80
40
70
80 70 80
60
75
87 67 80
80
77
53 73 80
80
66
73 80 80
40
77
47 70 80
60
62
40 70 60
0
58
64 74 78
47
70

T
O
T
A
L
S
Think
Win-Win
ITEMS
40
Does not undermine others for
personal gain. (Habit 4)
41
Is fair with all people (i.e., does not
show favoritism). (Habit 4)
42
Works to find win-win solutions.
(Habit 4)
43
Does what is best for the entire
organization, not just his/her own
interests. (Habit 4)
44
Has the courage to say no when
appropriate. (Habit 4)
45
Shares credit and recognition for
successes. (Habit 4)
46
Does not pressure people to
compromise personal values. (Habit
4)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
40 70 80
80
60
60 60 80
40
63
67 53 60
80
60
53 75 80
80
68
53 70 80
60
65
47 85 80
40
70
33 65 100
80
58
50 69 80
66
63

T
O
T
A
L
S
Seek First
to
Understand
ITEMS
47
Listens without interrupting. (Habit 5)
48
Is sensitive to peoples feelings. (Habit
5)
49
Seeks to understand peoples
viewpoints. (Habit 5)
50
Seeks to understand problems before
attempting to solve them. (Habit 5)
51
Is easy to approach with a concern.
(Habit 5)
52
Spends enough one-on-one time with
individuals in his/her work group.
(Habit 5)
53
Understands what is going on in
his/her work group. (Habit 5)
54
Understands issues outside his/her
work group (e.g., other departments,
product trends, competition). (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
40 75 100
60
65
40 80 80
20
65
67 70 80
60
70
60 60 100
0
65
60 70 100
80
70
73 67 80
40
71
60 75 80
80
70
60 85 100
60
78
58 73 90
50
69

T
O
T
A
L
S
... Then
to Be
Understood
ITEMS
55
Communicates clearly and concisely.
(Habit 5)
56
Does not dominate discussions. (Habit
5)
57
Expresses viewpoints with confidence.
(Habit 5)
58
Is considerate when communicating.
(Habit 5)
59
Is straightforward when
communicating. (Habit 5)
60
Informs people regarding important
matters. (Habit 5)
61
Provides regular feedback on how well
people perform their jobs. (Habit 5)
62
Shows appreciation for positive
performance. (Habit 5)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
67 80 80
80
75
60 80 80
40
72
53 75 80
20
68
53 80 80
80
70
33 70 80
60
58
60 70 80
20
68
60 65 80
100
65
53 70 60
40
62
55 74 78
55
67

T
O
T
A
L
S
Synergize
ITEMS
63
Seeks out the strengths of others to get
things done. (Habit 6)
64
Networks with people outside his/her
work group. (Habit 6)
65
Is flexible and open-minded in trying
new ideas. (Habit 6)
66
Values differences in people. (Habit 6)
67
Involves people when making plans
that will affect them. (Habit 6)
68
Encourages and supports creativity
and innovation. (Habit 6)
69
Supports people in taking responsible
risks. (Habit 6)
70
Builds teamwork by maximizing the
talents of his/her work group. (Habit 6)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
47 80 80
80
68
53 80 80
60
70
47 60 80
20
58
67 75 40
40
68
53 70 80
60
65
53 75 80
40
68
33 60 80
80
52
73 65 60
40
68
53 71 73
53
64

T
O
T
A
L
S
Sharpen
the
Saw
ITEMS
71
Cares for his/her physical well-being.
(Habit 7)
72
Cares about others and tries to build
lasting friendships. (Habit 7)
73
Is competent in his/her field of work.
(Habit 7)
74
Takes time to find enjoyment and
meaning in life. (Habit 7)
75
Encourages and supports the
development of others. (Habit 7)
76
Takes steps to improve his/her
leadership abilities. (Habit 7)
77
Seeks feedback on ways he/she can
improve. (Habit 7)
78
Strives to improve his/her work group
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
67 65 80
40
68
67 70 100
60
72
40 65 100
80
60
47 65 100
100
62
40 55 80
80
52
60 70 80
60
68
73 70 80
40
72
67 70 80
40
70
58 66 88
63
66

Frequencies Scores
N
O
T
E
S
Rankings
and
Frequencies
The individual statements are ranked below by the scores of
"Others."
Others=Average of all Boss, Peer and Direct Report
responses. In other words, all scores excluding "Self."
"Self" scores are included in the Frequencies.
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
Peer Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
2
0
2
4
3
3
2
4
4
2
4
4
4
1
5
4
2
1
3
4
3
4
4
4
4
5
6
3
2
3
4
2
1
2
1
2
1
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
80
80
60
87
73
60
80
67
60
67
73
60
67
80
80
85
67
80
85
70
80
85
75
70
80
70
80
60
100
80
80
80
80
80
60
80
80
80
100
80
78
78
77
77
75
75
75
72
72
72
72
72
20
80
60
80
40
80
60
80
80
80
60
40
60
32 Is punctual (i.e., on time for appointments, meetings, etc.).
(Habit 3)
18 Maintains self-control, even in difficult or emotional
circumstances. (Habit 1)
54 Understands issues outside his/her work group (e.g., other
departments, product trends, competition). (Habit 5)
35 Responds to requests in a timely manner. (Habit 3)
37 Delegates work that ought to be done by others. (Habit 3)
5 Is honest with people. (EBA)
34 Respects peoples time (i.e., does not waste others time
with trivial interruptions). (Habit 3)
55 Communicates clearly and concisely. (Habit 5)
1 Willingly helps people. (EBA)
9 Produces high-quality work. (P/PC)
11 Is a hard worker. (P/PC)
56 Does not dominate discussions. (Habit 5)
72 Cares about others and tries to build lasting friendships.
(Habit 7)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
0
1
1
1
0
1
0
1
2
1
0
1
0
1
0
3
4
3
4
5
5
3
6
1
3
2
5
3
5
2
3
5
2
4
3
2
3
3
2
5
3
4
4
4
3
6
4
0
2
0
1
1
1
2
1
1
1
1
0
1
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
73
80
73
53
73
60
67
67
47
67
47
67
60
60
53
53
70
65
67
85
65
75
75
75
85
70
85
70
70
75
80
80
80
80
80
60
80
80
60
60
80
80
80
80
100
80
80
80
72
71
71
70
70
70
70
70
70
70
70
70
70
70
70
70
40
100
40
60
40
80
100
60
40
40
40
60
80
80
80
60
77 Seeks feedback on ways he/she can improve. (Habit 7)
30 Sets clear expectations with individuals when assigning
tasks. (Habit 2)
52 Spends enough one-on-one time with individuals in his/her
2 Follows through on commitments. (EBA)
15 Takes initiative to get things done. (Habit 1)
17 Focuses on things he/she can do something about rather
than on things beyond his/her control. (Habit 1)
23 Begins projects with a clear understanding of desired
outcomes. (Habit 2)
24 Displays a sense of direction in life. (Habit 2)
31 Prioritizes work so time is spent on the most important
issues. (Habit 3)
33 Is disciplined in carrying out plans (i.e., avoids
procrastination). (Habit 3)
45 Shares credit and recognition for successes. (Habit 4)
49 Seeks to understand peoples viewpoints. (Habit 5)
51 Is easy to approach with a concern. (Habit 5)
53 Understands what is going on in his/her work group. (Habit
5)
58 Is considerate when communicating. (Habit 5)
64 Networks with people outside his/her work group. (Habit 6)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
2
1
1
0
1
0
0
0
0
0
1
1
0
1
1
0
0
0
0
2
1
1
1
1
1
2
4
4
6
5
3
2
2
5
2
3
2
5
5
5
3
4
4
1
3
2
5
6
5
3
6
4
5
3
3
2
4
3
0
2
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
47
67
53
53
53
53
60
47
67
53
73
67
60
53
67
70
85
70
75
75
75
75
70
80
75
75
65
65
70
73
65
80
60
60
80
80
80
80
80
80
40
80
60
80
80
80
60
70
68
68
68
68
68
68
68
68
68
68
68
68
68
66
65
40
40
60
60
80
80
20
20
80
40
40
40
40
60
80
40
78 Strives to improve his/her work group performance. (Habit 7)
8 Leads by example. (EBA)
16 Works to solve problems rather than avoiding them. (Habit
1)
28 Is organized when conducting meetings. (Habit 2)
29 Ensures that his/her work group has a clear sense of
direction. (Habit 2)
43 Does what is best for the entire organization, not just his/her
own interests. (Habit 4)
57 Expresses viewpoints with confidence. (Habit 5)
60 Informs people regarding important matters. (Habit 5)
63 Seeks out the strengths of others to get things done. (Habit
6)
66 Values differences in people. (Habit 6)
68 Encourages and supports creativity and innovation. (Habit
6)
70 Builds teamwork by maximizing the talents of his/her work
group. (Habit 6)
71 Cares for his/her physical well-being. (Habit 7)
76 Takes steps to improve his/her leadership abilities. (Habit
7)
36 Is organized in handling multiple tasks and projects. (Habit
3)
4 Is loyal to those who are absent (i.e., does not criticize
people behind their backs).
(EBA)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
1
1
0
1
1
0
0
0
1
0
0
0
0
1
0
1
1
1
1
1
0
2
2
1
1
2
2
2
1
0
2
0
3
3
5
4
3
3
2
5
3
4
3
5
5
5
5
5
4
3
3
1
3
2
4
3
2
2
4
1
3
3
2
1
0
1
0
2
1
1
1
0
1
0
0
1
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
53
53
53
40
40
60
60
53
47
60
60
47
53
47
53
47
75
65
70
75
80
60
65
70
87
60
65
75
70
70
70
65
60
100
80
100
80
100
80
80
40
80
60
60
60
80
60
100
65
65
65
65
65
65
65
65
63
63
62
62
62
62
62
62
40
60
60
60
20
100
60
60
40
80
60
80
60
40
100
7 Acknowledges and apologizes for mistakes. (EBA)
14 Does not push people to work beyond a reasonable limit.
(P/PC)
44 Has the courage to say no when appropriate. (Habit 4)
47 Listens without interrupting. (Habit 5)
48 Is sensitive to peoples feelings. (Habit 5)
50 Seeks to understand problems before attempting to solve
them. (Habit 5)
61 Provides regular feedback on how well people perform their
jobs. (Habit 5)
67 Involves people when making plans that will affect them.
(Habit 6)
12 Balances all aspects of life (e.g., work, leisure, family) to
maintain overall effectiveness. (P/PC)
41 Is fair with all people (i.e., does not show favoritism). (Habit
4)
3 Shows courtesy toward people. (EBA)
6 Keeps confidences. (EBA)
22 Is decisive when a decision is needed. (Habit 1)
38 Sets reasonable deadlines so others have sufficient time to
respond. (Habit 3)
62 Shows appreciation for positive performance. (Habit 5)
74 Takes time to find enjoyment and meaning in life. (Habit 7)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
1
0
0
1
0
2
1
1
0
0
0
1
1
2
2
0
0
1
1
0
1
0
0
0
2
0
2
1
1
1
0
2
0
1
0
0
2
0
1
1
1
4
2
1
0
1
1
4
6
3
4
5
2
5
4
4
4
3
3
2
4
4
4
3
1
4
3
2
4
2
2
3
2
1
2
4
3
0
2
0
1
0
0
1
0
0
1
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
47
40
40
67
40
40
40
33
33
47
47
60
33
40
47
67
65
75
70
53
65
70
70
65
70
60
65
45
60
55
50
35
80
60
80
60
100
60
60
100
80
80
40
60
80
80
60
40
60
60
60
60
60
58
58
58
58
58
55
52
52
52
50
48
80
60
80
80
80
80
80
60
20
80
40
80
80
60
10 Makes cost-effective use of resources. (P/PC)
21 Does the right thing, even if it is unpopular. (Habit 1)
40 Does not undermine others for personal gain. (Habit 4)
42 Works to find win-win solutions. (Habit 4)
73 Is competent in his/her field of work. (Habit 7)
13 Influences others to be productive. (P/PC)
39 Keeps his/her work group focused on priorities. (Habit 3)
46 Does not pressure people to compromise personal values.
(Habit 4)
59 Is straightforward when communicating. (Habit 5)
65 Is flexible and open-minded in trying new ideas. (Habit 6)
19 Accepts responsibility for his/her actions rather than making
excuses. (Habit 1)
20 Receives negative feedback without becoming defensive.
(Habit 1)
69 Supports people in taking responsible risks. (Habit 6)
75 Encourages and supports the development of others. (Habit
7)
27 Anticipates how his/her decisions impact others. (Habit 2)
26 Plans ahead to reduce having to work in a crisis mode.
(Habit 2)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
1 2 3 2 1 0 0 40 40 40 40 40
25 Works toward long-term solutions, not just quick fixes.
(Habit 2)

WRITTEN COMMENTS
Note: Your written comments are transcribed verbatim with minor grammatical changes.
A. The most outstanding qualities with regard to your overall effectiveness.
Self
I am very aware of others feelings and try to help when I can.
Knowledgeable of my field.
Task oriented when the situation calls for it.
Boss
Allowing independent thinking on the part of his/her directors.
Demonstrates sincere desire for the corporation to lead the community in resources.
Enthusiastic about whats new in my operations. Encourages excellence.
Others
Knowledge base.
Puts first things first.
Seeks win-win.

WRITTEN COMMENTS
B. The most important things that could be improved upon in order to increase
overall effectiveness.
Self
Courage--there are times when I do not express myself well because I feel that others
have much better ideas and shouldnt have to listen to mine.
Openness--sometimes I tend to withhold information because I cannot trust others like
I want to.
Organization--I need to prioritize and stick to what I have planned.
Boss
Accessibility.
Must control emotional outbursts toward employees and staff.
Must practice the art of active listening and not turn conversations away from original
topic onto side issues or tangents.
Others
Be a bit more tolerant.
Be more concise with regard to verbal communication with others.
Decrease time spent philosophizing.
Radically reduce the need to control people/conversations (group and one-on-one) and
business-related outcomes.
Remain calm and in control of emotions during stressful situations and conversations.
Set down defined expectations and consistently reviewing status of compliance.

WRITTEN COMMENTS
C. General comments and/or clarification of question responses.
Self
No comments given in this area.
Boss
Others
Very knowledgeable about our industry, where we have been, now and future.

7 Habits 360 Profile
Employee Sample Profile
Franklin Covey
May 6, 1999
Occupational Report

CONTENTS
INTRODUCTION 3
OVERVIEW 4
WRITTEN COMMENTS 19
CATEGORY REVIEWS
P/PC Balance 6
Be Proactive 7
Begin With the End in Mind 8
Put First Thing First 9
Think Win-Win 10
...Then to Be Understood 12
Synergize 13
Sharpen The Saw 14
1999 Franklin Covey Co. Employee Sample Profile Page 2

INTRODUCTION

Welcome to The Franklin Covey 360Profile. This tool provides you with valuable
feedback regarding a number of issues related to effectiveness.


Self 1
Boss 1
Peers 5
Unknown 0

Total 7

Detailed instructions for understanding and using this 360Profile are contained in the
"Profile" section of your training manual. Please note that all responses received in your
behalf (from Strongly Disagree to Strongly Agree) were converted to a six-point scale.
The numeric scale of 1 to 6 was then translated into a percentage in the following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

percentages.



T
O
T
A
L
S
7 Habits
Overview
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly Agree Agree Strongly
Agree
Categories
Self
Boss
Peer
Unused
Strongly
Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
76 99
74
80
77
100
70
70
100
80
83
100
69
76
96
70
60
100
74
72
100
83
76
91
77
80
100
82
70
100
75

T
O
T
A
L
S
Emotional
Bank
Account
ITEMS
1
2
(EBA)
3
4
backs).
(EBA)
5
6
mistakes. (EBA)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
84 100
80
87
56 100
60
63
72 100
100
77
56 100
60
63
84 100
80
87
65 100
80
72
70 100
77
75

T
O
T
A
L
S
P/PC
Balance
ITEMS
7
8
(P/PC)
9
10
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 100
60
83
84 100
100
87
76 100
60
80
80 100
60
85
80 100
70
84

T
O
T
A
L
S
Be
Proactive
ITEMS
11
(Habit 1)
12
13
14
15
(Habit 1)
16
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 100
100
83
96 100
80
97
65 100
100
72
50 100
80
60
65 100
80
72
50 100
60
60
69 100
83
75

T
O
T
A
L
S
Begin
With the
End in Mind
ITEMS
17
(Habit 2)
18
(Habit 2)
19
20
21
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
68 100
80
73
76 100
100
80
80 100
60
83
56 100
80
63
70 80
60
72
70 96
76
74

T
O
T
A
L
S
Put First
Thing First
ITEMS
22
23
3)
24
25
26
manner. (Habit 3)
27
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
72 100
60
77
72 100
100
77
64 100
0
70
65 100
80
72
80 100
60
83
90 100
60
92
74 100
60
78

T
O
T
A
L
S
Think
Win-Win
ITEMS
28
29
(Habit 3)
30
31
32
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
72 100
60
77
96 100
80
97
80 100
80
83
100 100
80
100
70 100
60
76
83 100
72
86

T
O
T
A
L
S
Seek First
to
Understand
ITEMS
33
34
5)
35
36
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
68 100
60
73
80 80
80
80
76 80
80
77
80 100
60
83
76 90
70
78

T
O
T
A
L
S
...Then
to Be
Understood
ITEMS
37
(Habit 5)
38
5)
39
(Habit 5)
40
(Habit 5)
41
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
76 100
80
80
52 100
60
60
92 100
100
93
68 60
80
67
100 100
80
100
78 92
80
80

T
O
T
A
L
S
Synergize
ITEMS
42
43
44
45
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
84 100
60
87
80 100
100
85
84 100
80
87
80 100
80
84
82 100
80
86

T
O
T
A
L
S
Sharpen
The
Saw
ITEMS
46
(Habit 7)
47
48
(Habit 7)
49
50
improve. (Habit 7)
51
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Unused Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 100
20
84
80 100
80
84
88 100
100
90
75 100
80
80
52 100
80
60
76 100
60
80
75 100
70
79

Frequencies Scores
N
O
T
E
S
Rankings
and
Frequencies
"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Unused Peer Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
2
1
2
0
1
1
2
2
1
1
2
2
2
0
1
1
2
2
1
1
1
5
6
5
5
5
4
5
4
4
4
4
4
2
1
0
0
0
0
1
0
0
0
0
0
0
2
100
100
96
96
92
90
88
84
84
84
84
84
80
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
97
97
93
92
90
87
87
87
87
87
85
80
80
80
80
100
60
100
80
80
100
60
80
60
1)
3)
6)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
1
0
0
1
0
0
1
1
0
0
1
0
0
1
1
0
0
2
1
0
0
0
0
0
1
1
0
2
1
1
2
0
1
1
0
0
2
2
1
0
3
2
2
3
3
2
0
2
1
0
3
3
3
2
2
4
2
2
3
2
3
3
4
4
4
4
3
3
2
2
3
2
1
1
1
0
0
0
0
0
0
0
0
0
0
1
0
80
80
80
80
80
80
80
80
80
80
76
76
80
76
75
76
100
100
100
100
100
100
100
100
100
100
100
100
80
100
100
100
85
84
84
84
83
83
83
83
83
83
80
80
80
80
80
80
100
80
20
80
60
100
60
60
80
60
60
100
80
80
80
60
(Habit 7)
(Habit 2)
them. (Habit 5)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
1
1
1
1
1
1
0
1
0
1
1
2
1
0
1
0
0
0
0
1
1
1
1
1
3
1
2
0
2
1
1
1
2
1
3
0
0
0
2
0
0
1
1
1
2
1
0
2
0
3
0
1
0
1
2
1
0
2
1
4
2
4
4
3
3
2
3
3
4
3
1
3
3
2
2
0
0
0
0
0
1
0
0
1
1
1
1
1
0
0
0
72
72
72
72
76
70
68
68
65
65
65
70
65
64
68
56
100
100
100
100
80
100
100
100
100
100
100
80
100
100
60
100
77
77
77
77
77
76
73
73
72
72
72
72
72
70
67
63
100
60
100
60
80
60
80
60
80
100
80
60
80
80
60
issues. (Habit 3)
(Habit 3)
outcomes. (Habit 2)
excuses. (Habit 1)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
1 2 3 4 5 6 ?
2
1
2
1
2
1
0
0
0
1
0
0
0
2
0
0
0
1
1
0
0
1
2
2
1
1
1
1
0
1
3
3
3
2
3
2
0
0
1
1
0
0
56
56
50
50
52
52
100
100
100
100
100
100
63
63
60
60
60
60
60
80
80
60
60
80
(EBA)
(Habit 2)
(Habit 1)

WRITTEN COMMENTS
A. The three most positive qualities with regard to your overall effectiveness.
Self
I am good at team building and moving a team towards a goal.
I look for creative solutions to problems.
Boss
Commitment to excellence.
Determination.
Vision--personal and professional.
Others
Always willing to listen to people and have the correct answer.
Committed.
Confronts problems head on.
Does what he says.
Enthusiasm.
Good people skills.
Good skills.
He is very positive.
Honest.
Leadership.
Looks forward to make good things to be better or improve them.
Reliable.
Teamwork.
Very responsible on his job.

WRITTEN COMMENTS
B. The most important things you could improve on to increase your overall
effectiveness.
Self
Be more committed to firms agendas, rather than mine.
Be more open to others ideas and opinions.
Boss
Focus on working on important things.
Identifying people skills.
Others
Recognize that the day has time to work, time to think, and time to rest.
To dedicate more time to himself.

7 Habits Follow-up 360 Profile
Follow-up Sample Profile
Franklin Covey
1997 Franklin Covey Co. All rights reserved. Printed on Recycled Paper

CONTENTS
INTRODUCTION 3
WRITTEN COMMENTS 15
CATEGORY REVIEWS
P/PC BALANCE 4
EMOTIONAL BANK ACCOUNT 4-5
BE PROACTIVE 5-6
BEGIN WITH THE END IN MIND 6-7
PUT FIRST THINGS FIRST 7-8
THINK WIN-WIN 8-9
SEEK FIRST TO UNDERSTAND 9-10
THEN TO BE UNDERSTOOD 10
SYNERGIZE 10-11
SHARPEN THE SAW 11-12
1997 Franklin Covey Co. All rights reserved. Follow-up Sample Profile Page 2

INTRODUCTION

Welcome to the 7 Habits Follow-up 360Profile. This tool provides you with valuable


Self 1
Boss 1
Peers 3
Direct Reports 3

Total 8

Detailed instructions for understanding and using the 7 Habits Follow-up 360Profile
are contained in the "Profile" section of your training manual. Please note that all
responses received in your behalf (from Needs Improvement to Outstanding) were
converted to a six-point scale. The numeric scale of 1 to 6 was then translated into a
percentage in the following manner:

6 Outstanding 100%
5 Very Good 80%
4 Good 60%
3 Fair 40%
2 Poor 20%
1 Needs Improvement 0%

? Dont Know

percentages.



Self Others
Self Others
Self Others
1.
2.
3.
P/PC BALANCEWork Balance
P/PC BALANCEPersonal Balance
EMOTIONAL BANK ACCOUNTHonesty/Integrity
Needs Improvement Outstanding
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who maintain an effective work balance do not push so hard for productivity that they or
others feel "used up." They balance their concern for productivity with a concern for the needs of
individuals in the group. In contrast, some people are overly concerned about getting the job done
regardless of the needs or feelings of others.
People who maintain an appropriate personal balance do not get so wrapped up in their jobs that it
consumes their whole life. In contrast, some people allow work pressures or deadlines to dominate
their life, potentially harming their physical and emotional well-being.
People with integrity deliver on promises, practice what they preach, and are honest with others. In
contrast, some people deceive others, fail to follow through on commitments, or misuse the
organization to advance their own self-interests.
73 47 60
73 47 60
60
60
60
60
73 47 60
67 53 60
60
60
60
60
67 47 40
60 47 60
60
60
54
54

Self Others
Self Others
Self Others
4.
5.
6.
EMOTIONAL BANK ACCOUNTCourtesy and Kindness
EMOTIONAL BANK ACCOUNTApology vs. Pride
BE PROACTIVEPersonal Responsibility
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who care about others consistently perform small courtesies and acts of kindness which
make life more pleasant for others. In contrast, some people care little about others and make no
effort to build interpersonal relationships.
Effective people are willing to acknowledge their mistakes and apologize when appropriate. In
contrast, some people are too proud to apologize or get defensive when problems occur.
Proactive people accept responsibility for their moods and actions. In contrast, some people make
excuses or blame others when problems occur.
67 47 60
67 53 60
60
60
57
60
80 47 60
73 47 80
60
60
63
63
67 47 60
67 53 60
60
60
57
60

Self Others
Self Others
Self Others
7.
8.
9.
BE PROACTIVECircle of Influence
BE PROACTIVESelf Control
BEGIN WITH THE END IN MINDForward Thinking
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Proactive people focus their efforts on things they have control over or can do something about. In
contrast, some people try to handle other peoples business or work on matters which are beyond
their control and influence.
Effective people remain in control of their moods and actions, even in highly emotional and difficult
circumstances. In contrast, some peoples moods and actions seem to be dependent upon outside
events, how other people treat them, the weather, etc.
Effective people focus on long-range goals and long-term results, not quick-fix solutions with
short-term results. They take time for planning before beginning work on projects. In contrast, some
people do not take time for planning and when problems arise they resort to quick-fix solutions.
60 60 60
67 53 80
40
60
60
63
73 47 80
60 53 60
60
60
63
57
67 60 60
73 60 60
40
60
63
66

Self Others
Self Others
Self Others
10.
11.
12.
BEGIN WITH THE END IN MINDUniting Teams
BEGIN WITH THE END IN MINDBig Picture
PUT FIRST THINGS FIRSTDelegation
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who are successful at uniting a work group involve others in developing common goals,
values, or objectives which serve as a guide for how work gets done and what decisions are made. In
contrast, some people fail to unite the work group and the group tends to have little direction or
purpose as a whole.
Effective leaders let people know how their jobs relate to other jobs in the organization and how their
work fits in with the companys success. In contrast, some leaders focus so specifically on the task at
hand that their people never really understand why they are doing the work they do.
People who delegate effectively delegate as a means to help people grow. They do not overload
people, and they delegate meaningful work, not just menial tasks. In contrast, some people
delegate too much, delegate only menial tasks, or dont delegate at all.
67 60 60
80 53 60
60
60
63
66
73 53 60
73 53 60
40
60
63
63
73 53 60
73 53 60
60
40
63
63

Self Others
Self Others
Self Others
13.
14.
15.
PUT FIRST THINGS FIRSTImportance Focus
PUT FIRST THINGS FIRSTResults Orientation
THINK WIN-WINWin-Win Orientation
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who focus on high-leverage activities organize their workload so that time is spent doing
those things which are most important. In contrast, some people seem disorganized and waste time
on matters of little importance or no value.
Once plans are made, effective people carry out their plans and achieve results. In contrast, some
people do not seem to finish much because they are easily distracted or do not have a plan to stick
to.
People with a win-win orientation build relationships which benefit everyone involved and are happy
when others succeed. In contrast, some people seek to gain the advantage in relationships at the
expense of others.
73 53 80
60 53 60
60
40
66
57
73 53 60
73 47 60
60
60
63
60
80 53 60
80 53 60
60
80
66
66

Self Others
Self Others
Self Others
16.
17.
18.
THINK WIN-WINCourage
SEEK FIRST TO UNDERSTANDSeeking First to Understand
SEEK FIRST TO UNDERSTANDListening for Content
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who have courage face up to difficult situations and are able to make difficult decisions. In
contrast, some people cant say "no," give in too quickly to disagreement, or wont face problems.
Effective people actively seek first to understand a problem before trying to solve it. In contrast,
some people assume they have the solution before understanding the underlying problem.
People who listen for content are genuinely interested in the ideas of others and listen attentively to
what they have to say. In contrast, some people talk more than listen, cut off others in conversations,
or prematurely veto new ideas.
87 53 80
73 53 60
60
40
71
63
73 53 60
67 53 60
60
80
63
60
80 53 60
73 60 60
60
60
66
66

Self Others
Self Others
Self Others
19.
20.
21.
SEEK FIRST TO UNDERSTANDListening Empathically
THEN TO BE UNDERSTOODSeeking to Be Understood
SYNERGIZEValuing Differences
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Empathic listeners seek to understand the underlying feelings as well as the words of the person
speaking. In contrast, some people assume they know how the other person feels and never really
give them a chance to be heard.
People who effectively communicate their ideas are open with their thoughts, and are clear in both
written and verbal communication. In contrast, some people say little with a lot of words, share only
half the story, or are afraid to say what is on their mind.
People who value differences appreciate people with other talents and perspectives. To achieve
greater results, they actively seek out ideas that others may have, even if those ideas may oppose
their own ideas. In contrast, some people avoid different points of view and even pressure people
toward conformity.
73 53 60
67 53 60
60
60
63
60
73 47 80
73 60 60
60
60
63
66
73 47 60
73 60 60
60
60
60
66

Self Others
Self Others
Self Others
22.
23.
24.
SYNERGIZETeamwork
SYNERGIZEOpenness to Creativity
SHARPEN THE SAWPersonal Renewal
Before
Now
Before
Now
Before
Now
Direct
Reports
Direct
Reports
Direct
Reports
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
People who are team oriented actively promote the spirit of teamwork within a group. They respect
the dignity of the individual and promote the success of the team. In contrast, some people focus on
their own success at the expense of team objectives.
Some people are open to change and encourage others to be creative and to take reasonable risks.
In contrast, some people are resistant to change or new ways of doing things, and allow others no
room for risk or creativity.
People who are effective over the long term are continually improving themselves emotionally,
mentally and physically. They are technically competent and frequently reevaluate their personal
goals and values. In contrast, some people seem to never change and are reluctant to take steps
toward personal growth and development.
73 60 60
80 47 80
60
60
66
66
73 47 60
87 47 60
60
60
60
66
73 47 60
80 53 60
80
60
60
66

Self Others
25.
SHARPEN THE SAWBuilding Others
Before
Now
Direct
Reports
Peer Boss
10 20 30 40 50 60 70 80 90
Effective leaders are interested in the development and growth of the individuals they work with.
They take steps to provide training and experiences which allow people to make progress. In
contrast, some leaders do little to help others take steps toward continual improvement.
73 53 60
73 47 80
60
60
63
63

FREQUENCIES SCORES
Rankings
and
Frequencies
Before
"Others."
ITEMS
1 2 3 4 5 6 ?
Needs
Improvement
Outstanding Dont
Know
Direct
Reports
1
1
1
1
1
1
0
0
0
1
1
1
1
1
1
0
1
1
0
1
1
1
1
1
1
0
0
0
0
0
0
1
1
1
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
1
2
2
3
3
3
2
3
4
2
3
3
3
3
4
4
4
4
4
4
4
3
5
5
4
5
5
5
3
3
4
4
3
3
4
4
4
4
4
2
3
3
3
2
3
3
4
2
2
2
1
0
0
1
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
87
73
80
80
73
80
73
67
67
73
73
73
73
73
73
73
73
73
60
73
73
73
67
67
67
53
53
53
53
60
47
47
60
60
53
53
53
53
53
47
53
47
47
60
47
47
47
47
47
47
80
80
60
60
60
60
80
60
60
60
60
60
60
60
80
60
60
60
60
60
60
60
60
60
40
71
66
66
66
66
63
63
63
63
63
63
63
63
63
63
63
60
60
60
60
60
60
57
57
54
60
60
60
60
60
60
60
40
60
40
60
60
60
60
60
60
60
60
40
60
60
80
60
60
60
16 Courage
13 Importance Focus
15 Win-Win Orientation
18 Listening for Content
22 Teamwork
5 Apology vs. Pride
8 Self Control
9 Forward Thinking
10 Uniting Teams
11 Big Picture
12 Delegation
14 Results Orientation
17 Seeking First to Understand
19 Listening Empathically
20 Seeking to Be Understood
25 Building Others
1 Work Balance
2 Personal Balance
7 Circle of Influence
21 Valuing Differences
23 Openness to Creativity
24 Personal Renewal
4 Courtesy and Kindness
6 Personal Responsibility
3 Honesty/Integrity

FREQUENCIES SCORES
Rankings
and
Frequencies
Now
"Others."
ITEMS
1 2 3 4 5 6 ?
Needs
Improvement
Outstanding Dont
Know
Direct
Reports
0
1
1
0
0
1
1
1
1
1
0
1
1
1
1
1
1
1
1
1
1
1
0
1
1
1
0
0
1
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
1
1
1
0
3
2
1
3
3
3
2
3
2
3
4
3
2
2
3
4
4
4
4
4
3
2
4
4
6
4
5
6
4
4
3
5
3
5
4
3
4
4
4
4
3
3
3
3
3
4
4
2
2
1
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
73
80
80
73
73
73
80
87
80
73
67
73
73
73
73
73
67
67
67
73
67
67
60
60
60
60
53
53
60
60
60
47
47
53
47
53
53
53
53
47
47
53
53
53
47
53
53
53
53
47
60
60
60
60
60
60
80
60
60
80
80
60
60
60
80
60
60
60
60
60
60
60
60
60
60
66
66
66
66
66
66
66
66
66
63
63
63
63
63
63
60
60
60
60
60
60
60
57
57
54
60
60
80
60
60
60
60
60
60
60
60
60
40
40
60
60
60
60
60
60
80
60
60
40
60
9 Forward Thinking
10 Uniting Teams
15 Win-Win Orientation
18 Listening for Content
20 Seeking to Be Understood
21 Valuing Differences
22 Teamwork
23 Openness to Creativity
24 Personal Renewal
5 Apology vs. Pride
7 Circle of Influence
11 Big Picture
12 Delegation
16 Courage
25 Building Others
1 Work Balance
2 Personal Balance
4 Courtesy and Kindness
6 Personal Responsibility
14 Results Orientation
17 Seeking First to Understand
19 Listening Empathically
8 Self Control
13 Importance Focus
3 Honesty/Integrity

Written Comments
Note: Some participants may not have responded to some or all of the items below.
A. The most outstanding qualities with regard to your overall effectiveness.
Self
Boss
Others

Written Comments
B. The most important things that could be improved upon in order to increase
overall effectiveness.
Self
Boss
Others

Written Comments
C. Clarification of question responses and/or general comments related to your
development that have not been addressed.
Self
Boss
Others

Written Comments
D. A specific success (cost savings, increased productivity, improve relations, etc.)
that can be attributed directly to the 7 Habits training you received.
Self
Boss
Others

The 4 Roles of Leadership 360 Profile
Sample Profile
Franklin Covey
4 Roles

CONTENTS
INTRODUCTION 3
OVERVIEW 4
WRITTEN COMMENTS 18
CATEGORY REVIEWS
Role: Pathfinding 5-6
Role: Aligning 7-8
Role: Empowering 9-10
Role: Modeling 11-12
1999 Franklin Covey Co. All rights reserved. Sample Profile Page 2

INTRODUCTION

Welcome toThe 4 Roles of Leadership 360Profile. This tool provides you with valuable
feedback regarding a number of issues related to effective leadership.

The following assessments contributed to your personal profile:

Self 1
Boss 1
Peers 4
Direct Reports 3

Total 9

Detailed instructions for understanding and using The 4 Roles of Leadership 360Profile
are contained in the "Profile" section of your training manual. Please note that all
responses received in your behalf (from Strongly Disagree to Strongly Agree) were
converted to a six-point scale. The numeric scale of 1 to 6 was then translated into a
percentage in the following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

Responses of "Dont Know" or nonresponses are indicated by in this report and are not
tallied in the percentages.

If you have questions regarding your profile or would like to make comments regarding
the profile process, please contact the Franklin Covey Profile Center at:

1-800-332-6839.

1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or
transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval
system, for any purpose without the express written permission of Franklin Covey Co.

T
O
T
A
L
S
The 4 Roles of
Leadership
Overview
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Relationships
Self
Boss
Peer
Direct Report
Strongly
Agree
Agree
Slightly
Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
68 72 71
75
70
79
68
74
75
71
73
76
69
75
70
69
61
75
71
70
66

T
O
T
A
L
S
Role:
Pathfinding
Items
1
Understands stakeholder (employee,
customer, supplier, investor, etc.)
needs.
(PATHFINDINGStakeholders)
2
Ensures that team members
understand the needs of the
stakeholder.
3
Ensures that team goals are aligned
with stakeholder needs.
4
Takes initiative to determine
stakeholder needs.
5
Looks for better ways to meet
stakeholder needs.
6
understand the organizations mission.
(PATHFINDINGMission)
7
Helps individual team members
understand how their contributions
support the overall purpose of the
organization.
8
Demonstrates personal commitment
to the values of the organization.
(PATHFINDINGValues)
9
Encourages team members to behave
in accordance with organizational
values.
(PATHFINDINGValues)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 75 60
80
75
67 70 80
80
70
87 85 80
80
85
80 75 60
60
75
73 75 60
100
72
73 75 80
100
75
73 80 60
60
75
87 90 80
100
88
73 60 80
60
68
75 74 68
79
73

Role:
Pathfinding
Items
10
Involves team members in setting
vision and direction.
(PATHFINDINGVision)
11
Ensures that his/her team has a clear
sense of direction.
(PATHFINDINGVision)
12
Ensures that team members are clear
on how to achieve the organizations
vision.
(PATHFINDINGVision)
13
Communicates organizational strategy
to the team.
(PATHFINDINGStrategy)
14
Maintains a clear focus on priorities.
15
Ensures that team goals support the
organizations goals.
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 75 60
100
75
73 60 60
80
65
60 60 60
80
60
67 75 60
40
70
80 85 80
80
82
67 65 60
80
65
(Continued)

T
O
T
A
L
S
Role: Aligning
Items
16
Finds innovative ways to improve.
(ALIGNINGProcess)
17
Achieves smooth work flow through
effective coordination.
(ALIGNINGProcess)
18
Eliminates unnecessary procedures.
(ALIGNINGProcess)
19
Eliminates unnecessary hierarchy.
(ALIGNINGStructure)
20
Establishes empowering lines of
authority.
(ALIGNINGStructure)
21
Organizes work groups so that people
work well with each other.
(ALIGNINGStructure)
22
Helps to ensure that people are
properly trained.
(ALIGNINGPeople)
23
Matches the right people to the right
jobs.
(ALIGNINGPeople)
24
Gives people opportunities that help
them develop greater capacity.
(ALIGNINGPeople)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
67 60 60
40
62
53 85 100
80
75
73 85 80
100
80
80 85 80
80
82
87 90 80
100
88
80 70 80
60
75
80 80 60
100
78
67 65 60
60
65
73 80 80
60
78
69 76 73
71
73

Role: Aligning
Items
25
Ensures that people have the
information they need to do their jobs.
(ALIGNINGInformation)
26
Makes sure that the team has an
awareness of changes that affect their
performance.
27
Ensures that the team has useful
feedback to know how they are doing.
28
Makes on-time decisions.
(ALIGNINGDecisions)
29
Considers long-term implications
when making decisions.
(ALIGNINGDecisions)
30
Gives recognition for positive
performance.
(ALIGNINGRewards)
31
Recognizes how changing one part of
the system impacts other parts.
(ALIGNINGEcosystem)
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 80 80
80
80
60 75 60
80
68
67 70 60
60
68
60 70 60
60
65
67 80 80
80
75
53 70 60
40
62
60 75 80
60
70
(Continued)

T
O
T
A
L
S
Role:
Empowering
Items
32
Allows others to be responsible for
their work/stewardships.
(EMPOWERINGLeadership Style)
33
Delegates work that should be done by
others.
34
Utilizes peoples abilities.
35
Encourages creative thinking.
36
Encourages people without being
controlling.
37
Gives people flexibility to determine
the best methods for accomplishing
assignments.
38
Is open to ideas that others suggest.
(EmpoweringLeadership Style)
39
Takes interest in people beyond just
getting the job done.
40
When improvement is needed,
corrects people in a positive way.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
47 70 80
80
62
73 80 80
100
78
60 75 80
40
70
67 75 80
80
72
67 75 80
80
72
53 60 80
40
60
47 75 60
80
62
53 65 60
100
60
73 75 60
80
72
61 69 70
75
66

Role:
Empowering
Items
41
Clearly explains expectations when
assigning tasks.
(EMPOWERINGWin-Win
Agreements)
42
Holds people accountable for
achieving the objectives they set.
(EMPOWERINGWin-Win
Agreements)
43
Provides regular feedback to
individuals on how well they perform
their jobs.
(EMPOWERINGWin-Win
Agreements)
44
Helps people achieve their potential.
(EMPOWERINGWin-Win
Agreements)
45
Seeks input from others when making
decisions that will affect them.
(EMPOWERINGWin-Win
Agreements)
46
Takes time to teach people.
(EMPOWERINGWin-Win
Agreements)
47
resources to complete their jobs.
(EMPOWERINGWin-Win
Agreements)
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
53 75 60
100
65
47 65 60
100
58
67 55 60
40
60
67 70 60
60
68
60 65 60
80
62
67 60 80
60
65
73 65 80
80
70
(Continued)

T
O
T
A
L
S
Role: Modeling
Items
48
Has earned the trust of others.
(MODELINGCharacter)
49
Communicates openly.
(MODELINGCharacter)
50
Is open to feedback from others.
(MODELINGCharacter)
51
Leads by example.
(MODELINGCharacter)
52
Helps other people achieve their goals.
(MODELINGCharacter)
53
Maintains high ethical standards.
(MODELINGCharacter)
54
Has a strong work ethic.
(MODELINGCharacter)
55
Does not undermine others.
(MODELINGCharacter)
56
Strives for excellence.
(MODELINGCharacter)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
60 60 80
100
62
73 75 60
40
72
60 65 80
100
65
60 55 80
80
60
60 65 80
40
65
53 65 80
40
62
53 55 60
60
55
60 55 60
80
58
73 70 80
80
72
66 70 71
75
68

Role: Modeling
Items
57
Is candid about his/her strengths.
(MODELINGCharacter)
58
Is candid about his/her weaknesses.
(MODELINGCharacter)
59
Builds effective relationships.
(MODELINGCompetence)
60
Completes tasks on time.
61
Completes assignments competently.
62
Communicates clearly.
63
Meets customer needs.
64
Is someone I would be willing to
follow.
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 85 100
100
85
73 80 60
100
75
73 80 60
80
75
80 85 60
80
80
67 70 80
80
70
67 75 60
100
70
67 65 60
80
65
60 80 60
40
70
(Continued)

FREQUENCIES SCORES
N
O
T
E
S
Rankings
and Frequencies

"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
2
1
1
2
3
2
2
2
2
3
4
5
3
3
4
6
4
2
5
5
5
7
3
3
4
5
4
4
2
3
4
2
2
2
0
3
2
0
0
0
0
0
0
0
0
0
0
0
0
0
87
87
87
80
80
80
73
80
80
80
73
73
80
90
90
85
85
85
85
85
80
85
80
80
80
75
80
80
80
100
80
80
80
80
60
60
80
80
60
88
88
85
85
82
82
80
80
80
78
78
78
75
100
100
80
100
80
80
100
80
80
100
60
100
80
8 Demonstrates personal commitment to the values of the
organization.
(PATHFINDINGValues)
20 Establishes empowering lines of authority.
(ALIGNINGStructure)
3 Ensures that team goals are aligned with stakeholder needs.
57 Is candid about his/her strengths.
(MODELINGCharacter)
14 Maintains a clear focus on priorities.
19 Eliminates unnecessary hierarchy.
(ALIGNINGStructure)
18 Eliminates unnecessary procedures.
(ALIGNINGProcess)
25 Ensures that people have the information they need to do
their jobs.
60 Completes tasks on time.
22 Helps to ensure that people are properly trained.
(ALIGNINGPeople)
24 Gives people opportunities that help them develop greater
capacity.
(ALIGNINGPeople)
33 Delegates work that should be done by others.
1 Understands stakeholder (employee, customer, supplier,
investor, etc.) needs.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
2
1
0
0
0
1
0
0
0
1
0
1
4
1
4
2
1
3
3
3
2
2
4
3
4
3
3
2
4
5
4
3
3
3
5
4
7
4
4
6
4
5
6
6
1
2
1
3
3
2
1
2
0
2
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80
73
73
80
53
80
67
73
73
73
67
67
73
73
73
67
75
75
80
75
85
70
80
80
80
75
75
75
75
75
70
70
60
80
60
60
100
80
80
60
60
60
80
80
60
60
80
80
75
75
75
75
75
75
75
75
75
72
72
72
72
72
72
70
60
100
60
100
80
60
80
100
80
100
80
80
80
40
80
80
4 Takes initiative to determine stakeholder needs.
6 Ensures that team members understand the organizations
mission.
7 Helps individual team members understand how their
contributions support the overall purpose of the organization.
10 Involves team members in setting vision and direction.
(PATHFINDINGVision)
17 Achieves smooth work flow through effective coordination.
(ALIGNINGProcess)
21 Organizes work groups so that people work well with each
other.
(ALIGNINGStructure)
29 Considers long-term implications when making decisions.
(ALIGNINGDecisions)
58 Is candid about his/her weaknesses.
(MODELINGCharacter)
59 Builds effective relationships.
5 Looks for better ways to meet stakeholder needs.
35 Encourages creative thinking.
36 Encourages people without being controlling.
40 When improvement is needed, corrects people in a positive
way.
49 Communicates openly.
(MODELINGCharacter)
56 Strives for excellence.
(MODELINGCharacter)
2 Ensures that team members understand the needs of the
stakeholder.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
0
1
1
2
1
1
0
0
1
1
1
1
3
4
3
3
4
2
2
3
4
3
6
7
4
4
5
5
2
4
5
3
5
6
5
3
4
5
3
1
4
4
3
3
1
0
0
1
0
0
1
1
0
0
0
1
0
0
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
60
60
73
67
67
60
73
60
67
67
73
67
67
60
53
75
75
75
65
70
75
80
60
75
70
70
60
65
65
70
75
60
80
80
80
80
60
60
80
60
60
60
60
60
60
60
60
70
70
70
70
70
70
70
68
68
68
68
65
65
65
65
65
40
60
40
80
80
100
40
60
80
60
60
80
80
60
60
100
13 Communicates organizational strategy to the team.
31 Recognizes how changing one part of the system impacts
other parts.
(ALIGNINGEcosystem)
34 Utilizes peoples abilities.
47 Ensures that people have the resources to complete their
jobs.
(EMPOWERINGWin-Win Agreements)
61 Completes assignments competently.
62 Communicates clearly.
64 Is someone I would be willing to follow.
9 Encourages team members to behave in accordance with
organizational values.
(PATHFINDINGValues)
26 Makes sure that the team has an awareness of changes that
affect their performance.
27 Ensures that the team has useful feedback to know how they
are doing.
44 Helps people achieve their potential.
11 Ensures that his/her team has a clear sense of direction.
(PATHFINDINGVision)
15 Ensures that team goals support the organizations goals.
23 Matches the right people to the right jobs.
(ALIGNINGPeople)
28 Makes on-time decisions.
(ALIGNINGDecisions)
41 Clearly explains expectations when assigning tasks.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
1
0
0
0
0
0
3
2
3
1
2
3
1
2
0
2
2
1
4
4
2
2
1
2
2
5
5
4
2
1
7
3
2
6
2
1
6
4
5
4
4
2
2
1
5
4
2
3
4
2
3
2
1
3
0
1
0
1
0
1
0
1
0
1
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
60
60
67
67
53
47
47
60
60
53
60
53
53
67
60
60
65
65
65
60
70
70
75
65
60
65
60
60
65
55
55
80
80
80
60
60
60
80
60
60
80
80
60
80
60
60
80
65
65
65
65
62
62
62
62
62
62
62
60
60
60
60
60
60
100
40
80
40
40
80
80
80
100
40
80
40
100
40
80
46 Takes time to teach people.
50 Is open to feedback from others.
(MODELINGCharacter)
52 Helps other people achieve their goals.
(MODELINGCharacter)
63 Meets customer needs.
16 Finds innovative ways to improve.
(ALIGNINGProcess)
30 Gives recognition for positive performance.
(ALIGNINGRewards)
32 Allows others to be responsible for their work/stewardships.
38 Is open to ideas that others suggest.
45 Seeks input from others when making decisions that will
affect them.
48 Has earned the trust of others.
(MODELINGCharacter)
53 Maintains high ethical standards.
(MODELINGCharacter)
12 Ensures that team members are clear on how to achieve the
organizations vision.
(PATHFINDINGVision)
37 Gives people flexibility to determine the best methods for
accomplishing assignments.
39 Takes interest in people beyond just getting the job done.
43 Provides regular feedback to individuals on how well they
perform their jobs.
51 Leads by example.
(MODELINGCharacter)

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
0
0
0
0
0
0
3
3
3
3
3
5
2
3
1
1
0
0
0
0
0
47
60
53
65
55
55
60
60
60
58
58
55
100
80
60
42 Holds people accountable for achieving the objectives they
set.
55 Does not undermine others.
(MODELINGCharacter)
54 Has a strong work ethic.
(MODELINGCharacter)

WRITTEN COMMENTS
1. Characteristics that respondents believe contribute most to the effectiveness of
leaders. Following each characteristic a rating (in parenthesis) indicates how
strongly they agree or disagree that you are an excellent example of that
characteristic.
Self
An effective leader is a good listener (Agree).
An effective leader is a steward/teacher (not an enabler) (Slightly Agree).
An effective leader is always learning (Strongly Agree).
An effective leader is persistent (Agree).
An effective leader is proactive (Slightly Agree).
Boss
An effective leader listens. (Agree)
An effective leader is organized. (Strongly Agree)
An effective leader is patient. (Strongly Agree)
Others
An effective leader brings out the best in others (Agree).
An effective leader is a good communicator (Agree).
An effective leader is an excellent communicator (Strongly Agree).
An effective leader is committed to integrity in all interactions (Strongly Agree).
An effective leader is committed to the vision and mission of the organization
(Strongly Agree).
An effective leader is flexible (adjust with change) (Slightly Disagree).
An effective leader is genuine (Slightly Agree).
An effective leader is honest, trustworthy (Strongly Agree).
An effective leader is integrous (Agree).

WRITTEN COMMENTS
An effective leader listens (Slightly Agree).
An effective leader is open to feedback (Strongly Agree).
An effective leader is open-minded (Slightly Disagree).
An effective leader is smart (Strongly Agree).
An effective leader is trustworthy (Slightly Agree).

WRITTEN COMMENTS
2. The three most positive qualities with regard to your overall effectiveness.
Self
Desire to do a good job.
Helping others accomplish their goals.
Willingness to do what it takes.
Boss
Always wanting better things for others.
Does not need to be prodded into action.
Is an expert in his/her area of operation.
Others
Excellent communicator.
Integrity.
Is dedicated to doing his best and getting the most out of his team.
Is respected for his business background and abilities.
Is seen as being an excellent decision maker.
Leads by example.

WRITTEN COMMENTS
3. The three most important things you could improve on to increase your overall
effectiveness.
Self
Needs to be a better listener.
Needs to be more assertive with support groups to get to objective.
Needs to request feedback from peers.
Boss
Increase the amount of communication with people within department.
Others
Acknowledge good performance more frequently.
Become more comfortable communicating verbally instead of using written
communication.
Giving feedback regularly.
Many scheduling conflicts--Is very busy.
Needed more team-building outings.
Work on his listening skills.

WRITTEN COMMENTS
4. Clarifications to items in the survey or comments related to your effectiveness
that were not addressed in the profile.
Self
Boss
Others
Is a great manager--very easy to work with.

4 Roles of Leadership Follow-up Profile
Sample 4 Roles Report
4 Roles of Leadership Training Course
February 16, 2000
4 Roles
2000 Franklin Covey. All rights reserved. Printed on recycled paper

CONTENTS
INTRODUCTION 3
WRITTEN COMMENTS 12
CATEGORIES
Pathfinding 4-5
Aligning 5-7
Empowering 8
Modeling 8-9
2000 Franklin Covey. All rights reserved. Sample 4 Roles Report Page 2

INTRODUCTION

Welcome to the 4 Roles of Leadership Follow-up 360Profile. This tool provides you
with valuable feedback regarding a number of issues related to effectiveness.


Self 1
Boss 1
Peers 2
Direct Reports 4

Total 8

Please note that all responses received in your behalf (from Strongly Disagree to
Strongly Agree) were converted to a six-point scale. The numeric scale of 1 to 6 was then
translated into a percentage in the following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

percentages.

Information gathered by this survey should be used for personal development. Franklin
Covey is not responsible if this information is used for any other purpose. If you have
questions or would like to make comments regarding the profile process, please contact
The Profile Center at: 1-800-332-6839.

individual profiled. Franklin Covey Co. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360
reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.

Self Others
Self Others
Self Others
1.
2.
3.
PathfindingStakeholders
PathfindingMission
PathfindingValues
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Before
Now
Before
Now
Before
Now
Direct
Report
Direct
Report
Direct
Report
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Directs the organization to serve stakeholder (employee, customer, supplier, investor, etc.) needs.
Takes the initiative to research, become aware of the culture, and to establish meaningful goals.
Helps team members understand how their support and contributions support the overall purpose of
the organization.
Shows commitment to the values of the organization and helps team members behave in
accordance with those values.
60 60 60
65 90 80
80
80
60
74
47 60 60
65 90 80
80
80
53
74
60 60 60
65 90 80
80
80
60
74

Self Others
Self Others
Self Others
4.
5.
6.
PathfindingVision
PathfindingStrategy
AligningProcess
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Before
Now
Before
Now
Before
Now
Direct
Report
Direct
Report
Direct
Report
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Involves team members in setting a clear vision and in developing ways to achieve it.
Develops a strategy to ensure that priorities are clear and that team goals support the organizations
goals.
Simplifies processes to eliminate unnecessary procedures, finds innovative ways to improve, and
achieves smooth work flow through effective coordination.
53 60 60
65 90 100
80
80
57
77
55 60 60
60 80 100
80
80
57
71
60 60 60
65 80 100
80
80
60
74

Self Others
Self Others
Self Others
7.
8.
9.
AligningStructure
AligningPeople
AligningInformation
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Before
Now
Before
Now
Before
Now
Direct
Report
Direct
Report
Direct
Report
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Eliminates unnecessary hierarchy by establishing empowering lines of authority and work groups
that encourage people to work well with each other.
Ensures that people are in the right jobs, are properly trained, and are provided with opportunities to
develop greater capacity.
Ensures that people have the information they need to do their jobs, are made aware of changes that
will affect job processes, and get regular feedback on how well they are doing.
75 60 60
60 80 80
80
80
69
69
60 60 60
60 90 80
80
60
60
71
55 60 60
60 80 80
80
80
57
69

Self Others
Self Others
Self Others
10.
11.
12.
AligningDecisions
AligningRewards
AligningEcosystem
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Before
Now
Before
Now
Before
Now
Direct
Report
Direct
Report
Direct
Report
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Makes decisions when they are needed and considers the long-term implications of those decisions
before implementation.
Gives recognition for positive performance.
Recognizes how changing one part of the system impacts other parts.
65 60 60
60 90 80
80
60
63
71
67 60 60
73 80 100
80
80
63
80
70 60 60
75 90 100
80
60
66
83

Self Others
Self Others
Self Others
13.
14.
15.
EmpoweringLeadership Style
EmpoweringWin-Win Agreements
ModelingCharacter
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Strongly
Disagree
Strongly
Agree
Before
Now
Before
Now
Before
Now
Direct
Report
Direct
Report
Direct
Report
Peer
Peer
Peer
Boss
Boss
Boss
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Helps others to be responsible for their stewardships without being controlling. Delegates work that
should be done by others in ways that encourage them to creatively determine the best methods for
Works with people to set mutually beneficial expectations and accountability. Ensures that people
have the resources and training they need to achieve these expectations. Provides guidelines and
ongoing feedback to individuals to help them succeed.
Has earned the trust of others by communicating openly, listening to feedback, helping others
achieve their goals, maintaining high ethical standards, striving for excellence, and being candid
about both strengths and weaknesses.
60 60 60
70 80 100
80
60
60
77
70 60 60
67 90 100
80
60
66
80
70 60 60
80 80 80
80
60
66
80

Self Others
16.
ModelingCompetence
Strongly
Disagree
Strongly
Agree
Before
Now
Direct
Report
Peer Boss
10 20 30 40 50 60 70 80 90
Is someone I would be willing to follow. He/she builds effective relationships, completes tasks
competently and on time, communicates clearly, and meets customer needs.
60 70 80
67 100 80
60
80
67
80

FREQUENCIES SCORES
RANKINGS &
FREQUENCIES
Before
"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
1
0
0
0
0
0
1
0
1
1
1
1
0
1
0
0
0
0
1
0
1
0
0
0
0
0
0
0
1
0
0
0
0
5
3
5
4
5
4
5
4
4
4
4
5
4
4
4
4
2
3
3
2
3
2
2
3
3
3
3
2
2
3
3
2
1
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
1
0
0
1
75
60
70
70
70
65
67
60
60
60
60
60
53
55
55
47
60
70
60
60
60
60
60
60
60
60
60
60
60
60
60
60
60
80
60
60
60
60
60
60
60
60
60
60
60
60
60
60
69
67
66
66
66
63
63
60
60
60
60
60
57
57
57
53
80
60
80
80
80
80
80
80
80
80
80
80
80
80
80
80
7 Structure
16 Competence
12 Ecosystem
14 Win-Win Agreements
15 Character
10 Decisions
11 Rewards
1 Stakeholders
3 Values
6 Process
8 People
13 Leadership Style
4 Vision
5 Strategy
9 Information
2 Mission

FREQUENCIES SCORES
RANKINGS &
FREQUENCIES
Now
"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
1
1
1
1
1
1
1
2
1
3
2
2
1
3
1
1
1
1
2
3
3
2
2
4
5
2
5
3
4
4
5
5
5
5
4
3
3
5
5
2
1
2
1
2
2
1
1
1
1
1
1
1
1
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
75
73
67
80
67
65
70
65
65
65
65
60
60
60
60
60
90
80
90
80
100
90
80
90
90
90
80
80
90
90
80
80
100
100
100
80
80
100
100
80
80
80
100
100
80
80
80
80
83
80
80
80
80
77
77
74
74
74
74
71
71
71
69
69
60
80
60
60
80
80
60
80
80
80
80
80
60
60
80
80
12 Ecosystem
11 Rewards
14 Win-Win Agreements
15 Character
16 Competence
4 Vision
13 Leadership Style
1 Stakeholders
2 Mission
3 Values
6 Process
5 Strategy
8 People
10 Decisions
7 Structure
9 Information

WRITTEN COMMENTS
01. Please explain your rating on item 1.
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS

WRITTEN COMMENTS
SELF
BOSS
OTHERS
What Matters Most Profile
Sample Report
Franklin Covey
February 28, 2000
360 Assessment
RESPONSES RECEIVED
SELF 1
OTHERS 5
1998 Franklin Covey. All Rights Reserved Page 1
OVERALL SCORES Sample Report
TOTAL SCORE SCORES
Self 71
Others 69
Score 1-30: Deficient
Score 31-50: Below Average
Score 51-78: Average
Score 79-93: Above Average
Score 94+: Excellent
Your combined score shows general trends in your
time management behaviors. Items 1-22 combine to
show general time management competency as
perceived by yourself and others. A general
interpretation of the scores is found below.
0-50
51-70
80+
Weak
Average
Strong
PERCENTAGES
71
69
0 20 40 60 80 100
Strongly
Disagree
Strongly
Agree
We highly recommend that you begin a planning process to manage your time and life. Starting a planning
process will help you align your choices with what matters most to you. Review carefully each of the
competency areas to determine your strengths and weaknesses. Examine the quadrant analysis which follows
to determine which quadrant you spend most of your time in. Consider making an action plan based on the
results of this profile. You will probably need to consider how well you relate your work priorities to your
personal values. Also, determine how you can improve at planning, prioritizing, handling details, keeping
commitments, and dealing with interruptions. Finally, consider working on improving relationships with your
co-workers through effective communication.
Your planning needs improvement. If you have a planning system, it can be used more effectively. Review
carefully each of the competency areas to determine your strengths and weaknesses. Examine the quadrant
analysis which follows to determine which quadrant you spend most of your time in. Consider making an
action plan based on the results of this profile. How well do you relate your work priorities to your personal
values? As you consider that question, determine how you can improve at planning, prioritizing, handling
details, keeping commitments, and dealing with interruptions. Finally, consider working on improving
relationships with your co-workers through effective communication.
Your planning system is working, but there is still room for improvement. You may need help focusing on
priorities, dealing with urgent interruptions, or writing your daily plan. Review carefully each of the
competency areas to determine your strengths and weaknesses. Examine the quadrant you spend most of your
time in. Consider making an action plan based on the results of this profile.
Congratulations, your planning system is working well. Keep up the good work. Review this survey carefully
to determine if there are areas where you can improve. Consider the quadrant analysis which follows to
determine which quadrant you spend most of your time in.
You have mastered your planning system. If you continue to plan as you currently do, you should experience
the peace and serenity that comes from being in control of the events in your life.
OVERVIEW Sample Report
MANAGING TIME SCORES
Self 78
Others 69
REMOVING OBSTACLES SCORES
Self 64
Others 70
LIVING A PERSONAL VISION SCORES
Self 67
Others 73
DECISION MAKING SCORES
Self 67
Others 64
GOAL SETTING SCORES
Self 70
Others 66
64
70
0 20 40 60 80 100
67
73
0 20 40 60 80 100
67
64
0 20 40 60 80 100
70
66
0 20 40 60 80 100
Weak
Average
Strong
0-59
60-82
83+
0-59
60-84
85+
Weak
Average
Strong
0-59
60-87
88+
0-59
60-87
88+
0-50
51-70
80+
Weak
Average
Strong
78
69
0 20 40 60 80 100
PERCENTAGES
Strongly
Disagree
Strongly
Agree
Controlling the use of one's time takes skill and
perseverance. Items 1-9 measure specific time
management behaviors related to the competency
of managing time.
Due to unplanned events, plans often have to be
changed. Items 10-14 measure specific time
management behaviors related to the competency
of removing obstacles.
To live a personal vision, a course of behavior
consistent with personal goals and purposes must
be maintained. Items 15-17 measure specific time
management behaviors related to living a personal
vision.
Judging alternative consequences of decisions to be
made can be a difficult task. Aligning decisions with
plans, and individual values can improve our time
management satisfaction. Items 18-20 measure
specific time management behaviors related to
decision making.
A purpose or objective which plans and efforts can
work toward is a goal. Goals give us direction for
the use of our time. Items 21-22 profile a time
management behavior related to the competency of
goal setting.
Weak
Average
Strong
Weak
Average
Strong
ITEM SCORES AND FREQUENCY TABULATIONS Sample Report
S
t
r
o
n
g
l
y

D
i
s
a
g
r
e
e
D
i
s
a
g
r
e
e
S
l
i
g
h
t
l
y

D
i
s
a
g
r
e
e
S
l
i
g
h
l
y

A
g
r
e
e
A
g
r
e
e
S
t
r
o
n
g
l
y

A
g
r
e
e
D
o
n
'
t

K
n
o
w
S
e
l
f
O
t
h
e
r
s
1
Keeps a record of things which are done and said in
meetings.
2 4 80 72
2
Prioritizes job tasks so that the important tasks get
the most time and attention.
2 4 80 72
3 Has a good sense of control over his/her job. 1 1 4 80 68
4 Records appointments on a calendar. 1 1 4 80 68
5 Prepares each day with a plan. 1 2 3 80 64
6 Uses a task list daily. 1 2 3 80 64
7 Is on time for appointments. 2 4 80 72
8 Is organized. 1 2 3 80 64
9 Communicates at work effectively. 1 5 60 80
10
Adjusts his/her schedule to allow important
interruptions.
1 2 3 60 68
11
Communicates his/her schedule to avoid scheduling
conflicts.
2 4 80 72
12
Follows up with people to remind them of requests
made.
5 1 60 64
13 Has a low level of stress at work. 3 3 60 72
14 Has a good relationship with co-workers. 1 1 4 60 72
15
Organizes work priorities according to what he/she
believes matters most.
1 3 1 1 60 68
16 Appears satisfied with his/her work. 2 3 1 80 76
17 Does long-term planning well. 2 4 60 76
18 Spends his/her time on the most important job tasks. 4 2 60 68
19 Keeps commitments. 1 5 60 56
20 Completes work assignments on time. 1 1 4 80 68
21 Has a list of specific work goals. 1 1 3 1 80 68
22 Assigns completion dates to work goals. 1 2 3 60 64
68
72
64
72
72
68
76
76
68
56
68
68
64
60
80
80
60
60
60
80
60
60
60
60
80
60
60
80
80
80
80
80
80
80
80
72
72
68
68
64
64
72
64
80
0 20 40 60 80 100
PERCENTAGES Note: 0 = Strongly Disagree, 20 = Disagree,
40 = Slightly Disagree, 60 = Slightly Agree,
80 = Agree, 100 = Strongly Agree.
Strongly
Disagree
Strongly
Agree
0 20 40 60 80 100 ?
QUADRANT ANALYSIS Sample Report
TIME MANAGEMENT MATRIX
## ##
## ##
## ##
## 26%
1 2 3 4 5 6 ?
Self Others

23. Works to meet pressing deadlines (crisis management).
4 2
4 4.40
27. Spends time doing things that are both important and urgent.
1 1 3 1
4 4.80
24. Spends time planning.
1 3 2
4 4.20
28. Spends time preparing to prevent future problems.
1 4 1
5 4.40
(i.e. unnecessary reports, others' minor issues, telephone, junk mail, etc.) 2 2 2
4 4.00
29. Spends time on other peoples priorities, unrelated to his|hers
1 1 1 3
4 3.80
26. Does things that are not urgent or important (time wasters).
1 4 1
5 5.00
30. Spends time doing unimportant, irrelevant things. 1 4 1 4 4.00
TOTALS
2 6 16 21 3
34 34.6
Questions 23-30 are designed to help you determine how
much time you spend in each of the quadrants of the Time
Management Matrix. Most of the activities we do in life
can be placed in one of the four quadrants found in the
Time Management Matrix. Clearly, we deal with both
factors--urgency and importance--in our lives. But in our
day-to-day decision making, one of these factors tends to
dominate. The problem comes when we operate from a
paradigm of urgency rather than a paradigm of
importance.
I
Crises
Pressing Problems
Deadline-driven
Projects
Deadline-driven
Meetings

II
Preparation
Prevention
Values Clarification
Planning
Relationship Building
Needed Relaxation
Empowerment
III
Needless Interruptions
Unnecessary Reports
Unimportant Meetings,
Phone Calls, Mail
Other People's
Minor Issues

IV
Some Phone Calls
Time Wasters
"Escape" Activities
Irrelevant Mail
Excessive TV
Excessive Relaxation
I
M
P
O
R
T
A
N
T
N
O
T

I
M
P
O
R
T
A
N
T
URGENT
26%
24%
26%
24%
I II
III IV
NOT URGENT
26%
23%
25% 27%
I II
III IV
This graph is a representation of YOUR responses to
the items 23-30 estimating where you focus your time
in the 4 quadrants.

1 = Never
2 = Seldom
3 = Sometimes
4 = Regularly
5 = Often
6 = Always
? = Don't Know
SCALE
25. Does things that have little relevance to top priorities,
but are urgent.
I
II
III
IV
This graph is a representation of OTHERS' responses
to the items 23-30 estimating where they observe you
focus your time in the 4 quadrants.
INTERPRETING THE QUADRANT ANALYSIS
If you spend most of your time in Quadrant I
If you spend most of your time in Quadrant II
The following information is designed to help you meet challenges related to the Time Management Matrix. If
you are like most working adults, the profile has revealed that you spend too much time in Quadrant I and III,
and too little time in Quadrant II. Following are concepts and suggestions which will help you better understand
your situation and provide the "next steps" you might take in your journey to greater effectiveness.
We all spend time in Quadrant I doing the urgent and
important things that are an inevitable part of life. There
are always crises that demand our immediate attention,
pressing problems to deal with, deadlines to meet,
meetings to attend, phone calls to answer, and so on.
But if you spend most of your time in Quadrant I, you
are being less than effective and are subjecting yourself to
excessive stress (unless you have a job that is inherently
Quadrant I oriented, such as a paramedic or air traffic
controller). You may be "addicted to urgency," an all-too-
common malady in a hectic world. You may be actually
creating Quadrant I demands by spending too little time in
Quadrant II, where planning and prevention can keep
important activities from becoming urgent.
If you are entrenched in Quadrant I, you might be
suffering the stress and burnout common to those who are
constantly putting out fires. Problems tend to get bigger
and bigger until they dominate your life. Most people in
this situation are beaten up by urgent problems day after
day, and find relief only by escaping into the nonurgent,
unimportant activities of the Quadrant IV. They tend to
spend most of their time in Quadrant I, and the remainder
in Quadrant IV, paying little attention to Quadrant II.
Examine the quadrant analysis to see if you are
addicted to urgency. If you decide that you are
dependent upon the "rush" of urgent matters, you
must scrutinize your activities to determine which
are unavoidable and which are self-inflicted.
Remember, people with an addiction to the urgent
set themselves up for a continuous string of crises.
By becoming aware of how you do this to yourself,
you can avoid these self-destructive habits.
Even if you are not addicted to urgency, you can
avoid many of the crises that you commonly face
by spending more time in Quadrant II, doing the
planning, preparation, and prevention that will
keep important matters from becoming urgencies.
Initially, the only way you will be able to find
extra time for Quadrant II is by taking it from
Quadrant III and IV. You can't ignore the urgent,
important activities of Quadrant I, so you must
take the time from the quadrants of unimportant
activities. There are several tips and techniques to
help you shift from Quadrants III and IV to
Quadrant II. (See "How to Spend More Time in
Quadrant II.")
Congratulations! This is the "important but not urgent"
quadrant of optimal effectiveness. It is where you want to
be. Quadrant II is where you plan, prepare, prevent crises,
clarify your values, build relationships, renew yourself,
empower others, and lead your life in the direction of your
choice.
If your focus is on Quadrant II activities, your life will be
one of vision, perspective, discipline, control, and
achievement. It will be balanced and fulfilling, with fewer
crises and stress.
Unless you have perfected your time management
skills, there are still times when you find yourself
slipping into Quadrants III and IV. By converting
those times into Quadrant II activities, you can do
the preparation and planning necessary to
eliminate many of the stressful urgencies of the
Quadrant I activities in your life. Franklin Covey
has provided several suggestions for moving from
the other quadrants into Quadrant II. (See "How
to Spend More Time in Quadrant II.")
INTERPRETING THE QUADRANT ANALYSIS
If you spend most of your time in Quadrant III
If you spend most of your time in Quadrant IV
Quadrant III is where the majority of working people spend the
bulk of their time unless they apply the time management and
life leadership principles taught in What Matters Most.
Quadrant III includes activities that are urgent, but not
important. Quadrant III activities are generally important to
someone else, but not to you. The noise of their urgency creates
the illusion of importance, so we often deceive ourselves into
thinking that we are in Quadrant I when we are really in
Quadrant III. Many phone calls, meetings, drop-in visitors, and
reports fall into this category. The time we spend meeting other
people's priorities and expectations also falls into this quadrant.
If you are caught up primarily in Quadrant III activities, you feel
victimized and out of control. You are frustrated and perhaps
even angry because you feel trapped into doing things that "have
to be done now," yet are not important to you. This frustration is
compounded by the fact that these activities keep you from
spending time in Quadrant II and doing the things that are truly
important to you. Chances are, your preoccupation with
Quadrant III activities has given your life a short-term focus, and
you think of goals and long-term plans as worthless.
First you must learn to distinguish what is
important from what is not. It is easy to let
someone else's sense of urgency lead you to
believe that the task they need done is important.
Yet it may not be important to you. It is also easy
to assume that any activity is important just
because it is urgent. But this is often a false
assumption. Learn to tell the difference. One
quick way to do this is to ask yourself if the
urgent activities will contribute to an important
objective. If it won't, it probably belongs in
Quadrant III.
You must also learn to say "no" to people who
bring you Quadrant III activities, and to
circumstances that attempt to impose these
situations on you. Some tips for doing this
without offending people are presented in the
section entitled "How to Spend More Time in
Quadrant II."
Very few adults have the time to focus primarily on
Quadrant IV activities, which are neither urgent or
important. This is the "Quadrant of Waste"--trivia
and junk mail, mindless television shows, addictive
light novels, busywork and time-wasters, "escape"
activities, and indolence.
While it is not likely that Quadrant IV garners the
majority of your time, it is an unfortunate fact that
we all spend some time there. After all, it is a
common refuge from the rigors of Quadrants I
and III. But remember, any time in Quadrant IV
is too much time.
Instead, convert this to Quadrant II time by
undertaking nonurgent activities that are
important to you in the sense that they relax,
refresh, or improve you in some way: exercise,
participate in a sport, read an interesting book
that broadens you. The possibilities are endless.
Be careful, however. These types of Quadrant II
activities can turn into wasteful Quadrant IV
activities when indulged in to an excess. For
example, watching one entertaining or
informational television program may be a
Quadrant II activity because it renews and relaxes
you. But watching hours of mindless television
can quickly become a Quadrant IV activity.
HOW TO SPEND MORE TIME IN QUADRANT II: Practical Tips from Franklin Covey
Identify and eliminate the activities that are keeping you out of Quadrant II.
Identify what is causing you to spend too much time in Quadrants, I, III, and IV. Then work to eliminate or
reduce those activities or demands. For example, if you are spending too much time answering unimportant
voice-mail and e-mail messages, set rules regarding what can be mailed to you, by whom, and where the other
messages should be routed.
Ask those who bring you work to help you reprioritize their tasks.
When people give you projects or tasks that will take you away from important Quadrant II activities, show
them on a white board or project management board your life of projects and tasks, with the associated
deadlines. Then ask, "If I do what you are requesting, it will require me to delay or cancel these other projects.
Can you help me reprioritize these projects in terms of their importance and immediacy?" It is also helpful to
tactfully ask, "Does this need to be done now?" or "What is the actual deadline for this?" If you do this
consistently, it will help "rescript people into more carefully and realistically evaluating the level of urgency for
the tasks they bring to you.
Schedule Quadrant II time, and honor your commitment to that time.
Set aside time blocks in your schedule for Quadrant II activities. Let the people around you know that you are
not available for anything but real emergencies during those times. This may require some training on your part
to help your co-workers honor your Quadrant II time. Some individuals lock their doors and put up signs that
ask anyone who does not have a bonafide emergency to please return at a specified time. If you do this, it is
important to be available at the time you specify. If you work in a cubicle, you can cordon off your area and
place a sign across your cubicle's entrance. After a week or two, a sign on the cubicle frame will likely be
sufficient.
Use the Franklin Planner.
The Franklin Planner is a powerful tool designed to help the user spend more time in Quadrant II. Use it as it is
meant to be used. It provides ongoing reminders and processes that have been designed to help you maintain
your course toward professional and personal effectiveness. The organizer, utilized properly and reinforced by
the Six-step Weekly Planning Process, is a powerful effectiveness tool.
Visualize the coming week and years.
When you do your weekly organizing, visualize spending your upcoming week in Quadrant II mode. By
applying the power of visualization to your planning, it will be easier to resist Quadrant III activities when you
are confronted with them. Also, mentally transport yourself a year or more into the future, and visualize what
you want that future to be. This will help you focus on the Quadrant II activities that will take you there.
Learn to say "no," but do it at the proper time.
When someone brings you an urgent task that seems important to him or her, but not to you, do what is asked if
possible. To say no when the other person is in a harried or even frantic frame of mind is unwise. Instead, wait
for a calm moment when the "crisis" is over, then point out that even though you did what was requested, you
didn't feel that it was as important or valuable as that person thought it was at the time. This will help you
clarify future expectations.
Take 10-minute Quadrant II breaks.
Find a 10-minute block of discretionary time each day. Select one Quadrant II activity (such as calling a client
who has not called that day to ask if they are happy with your service), and use that time every day for that task.
Reduce the time of all your meetings by 25 percent.
Reduce the time of all the meetings you hold by 25 percent. You can do this even if it is not your meeting. Just
advise the person in charge that you will have to leave early. Arrange to do your part in the meeting early.
Commonly Asked Questions
Among all the urgent and important things that face us, how do we know what to do?
This is the dilemma that we constantly face. It is what leads us to feel that we need to hunker down and do
more, faster. But usually, there is one thing among all the others that should be done at first. Is a sense, there is
a Quadrant I of Quadrant I, or a Quadrant II of Quadrant II. How we decide what is most important at any
given time is one of the primary issues addressed in the What Matters Most Workshop.
Is it bad to be in Quadrant I?
Not necessarily. In fact, many people spend a significant amount of their time in Quadrant I. The key issue is
why you are there. Are you in Quadrant I based on urgency or importance? If urgency dominates, when
importance fades, you will slip into Quadrant III. It is the "urgency addiction." But if you are in Quadrant I
because of importance, when urgency fades, you are more likely to move into Quadrant II. Both Quadrant I and
Quadrant II describe what is important; it is only the time factor that changes. The real problem is when you are
spending time in Quadrants III and IV.
Where do I get the time to spend in Quadrant II?
If you are looking for time to spend in Quadrant II, Quadrant III is primarily the place to get it. Time spent in
Quadrant I is certainly urgent, but we know we are there because it is also important and we know we should
not waste any time in Quadrant IV. Quadrant III can fool us because it still has urgency attached to it, but it is
someone else's urgency, not ours. The key is learning to see all of our activities in terms of their importance.
When we define importance for us, we are able to reclaim the time lost to the deception of urgency, and spend it
in Quadrant II.
What if I am in a Quadrant I environment?
Some professions are, by nature, almost completely in Quadrant I. For example, it is the job of firefighters, many
doctors and nurses, police officers, news reporters, and editors to respond to the urgent and important. For
these people it is even more critical to capture Quadrant II time for the reason that it builds their capacity to
handle Quadrant I. Time spent in Quadrant II increases our capacities and performance even in Quadrant I
activities.
Is there anything in Quadrant I that does not act on us and demand our attention "right now?"
Some things are crises or problems in the making if we don't attend to them. We can choose to make these
things urgent. In addition, what may be a Quadrant II activity to an organization, such as long-term visioning,
planning, and relationship building, may be Quadrant I to its executive. This is the CEO's unique charge. The
need for these things is great, and the consequences of either doing these things or not doing them are
significant. The need for that executive is "now," it is urgent, and it must be acted on.

The 7 Habits Sales 360 Profile
Sales Manager Sample Profile
Franklin Covey
J uly 27, 2000
Sales Report
2000 Franklin Covey. All rights reserved. Printed on Recycled Paper

CONTENTS
INTRODUCTION 3
OVERVIEW 4
WRITTEN COMMENTS 23
P/PC Balance 6
Be Proactive 7
Think Win-Win 10
Win-Win Agreements 11
Win-Win Follow-up 12
Seek First To Understand 13
. . .Then to be Understood 14
Synergize 15
Sharpen the Saw 16
2000 Franklin Covey. All rights reserved. Sales Manager Sample Profile Page 2

INTRODUCTION

Welcome to the 7 Habits Sales 360Profile. This tool provides you with valuable


Self 1
Boss 1
Peers 4
Direct Reports 3

Total 9

Detailed instructions for understanding and using the profile are contained in the Action
Planning Guide. Please note, however, that for ease in reading the feedback report, the
numerical responses have been translated from a scale of one to six to percentages using
the following logic:

6 Outstanding 100%
5 Very Good 80%
4 Good 60%
3 Fair 40%
2 Poor 20%
1 Very Poor 0%

? Dont Know

percentages.

If you have questions regarding your profile or would like to make comments regarding
the profile process, please contact the Franklin Covey Profile Center at:

1-800-332-6839.

2000 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any
means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission
of Franklin Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360 Profile is intended
solely for use in the personal development of the individual profiled. Franklin Covey. is not responsible for any claim, action, liability, expense, damage, or concern arising
from its use in any other manner. Review of any individual 360 Profile report by any party other than the intended recipient, except for internal processing, is strictly
prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical errors and to omit inappropriate or
abusive language when transcribing comments.

T
O
T
A
L
S
The 7
HABITS
SALES
OVERVIEW
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
RELATIONSHIPS
Emotional
Bank Account
P/PC Balance Be Proactive Begin with the
End in Mind
Put First
Things First
Think Win-Win Seek First To
Understand
Synergize Sharpen the
Saw
Self
Boss
Peers
Direct Reports
Strongly
Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
Emotional
Bank Account
P/PC Balance Be Proactive Begin with the
End in Mind
Put First
Things First
Think Win-Win Seek First To
Understand
Saw
77 80 72
75
78
78
73
79
78
80
63
81
76
80
74
73
77
60
70
81
78
80
71
73
78
77
73
83
76
71
73
82
71
77
67
83
78
71
80
82
80

T
O
T
A
L
S
Emotional
Bank
Account
ITEMS
1
Willingly assists and serves people.
2
mistakes.
3
Is honest in interactions with people.
4
Does not backbite or gossip about
people.
5
Keeps promises and honors
commitments.
6
Shows courtesy and respect for
people.
7
Helps create a positive and optimistic
work environment.
8
Encourages and motivates others to be
productive.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
73 85 60
80
78
73 75 60
60
72
73 75 60
80
72
78 79 73
78
78

T
O
T
A
L
S
P/PC
Balance
ITEMS
9
Does not push or pressure people to
work beyond a reasonable limit.
10
Is concerned about people, not just
sales.
11
Appears to balance all aspects of life
(i.e., work, leisure, family, etc.) to
maintain overall effectiveness.
12
Consistently provides quality work and
services.
13
Does not work so hard that burnout
results.
14
Is concerned with quality, not just
quantity.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 80 60
80
75
80 80 60
80
78
73 85 60
100
78
73 80 60
80
75
80 85 60
80
80
73 75 80
60
75
76 81 63
80
77

T
O
T
A
L
S
Be Proactive
ITEMS
15
Remains in control of his/her actions,
even in difficult or emotional
circumstances.
16
Focuses efforts on things he/she can
do something about, rather than on
things beyond his/her control.
17
Makes decisions based upon what
he/she feels is "right," not upon what is
"popular."
18
actions and attitudes, rather than
blaming others or making excuses.
19
Receives complaints or negative
feedback without becoming defensive.
20
Acts to prevent problems, rather than
waiting for problems to arise.
21
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 75 80
60
75
87 75 80
60
80
87 80 80
100
82
73 65 60
100
68
73 60 60
80
65
73 80 80
80
78
73 75 80
80
75
77 73 74
80
75

T
O
T
A
L
S
Begin with
the End in
Mind
ITEMS
22
Has a clear sense of purpose and
direction when working on projects or
customer accounts.
23
Is well organized for meetings or sales
calls.
24
just temporary "quick fixes."
25
Ensures that sales team members
understand the purpose and value of
products and/or services.
26
Sees potential in people and
encourages them to reach it.
27
Takes time to create an overall plan
before beginning projects.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 90 60
60
82
80 85 60
60
80
80 85 80
60
82
73 85 80
60
80
73 70 80
60
72
80 70 60
60
72
78 81 70
60
78

T
O
T
A
L
S
Put First
Things First
ITEMS
28
Meets requests in a timely manner.
29
(i.e., avoids procrastination, busywork,
time wasters, etc.).
30
Organizes his/her time and resources
in a way that prevents having to work
in a crisis mode.
31
When conducting meetings or sales
presentations, keeps the discussion
focused on important issues.
32
Is accessible to sales team members
(i.e., easy to reach, returns calls, etc.).
33
Coordinates resources and schedules
within the sales team so that work
flows smoothly.
34
Prioritizes work so that time is spent
on the most important issues.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 85 60
100
78
73 75 80
80
75
80 60 80
80
70
80 55 60
80
65
80 70 60
60
72
80 85 80
80
82
80 80 80
80
80
78 73 71
80
75

T
O
T
A
L
S
Think
Win-Win
ITEMS
35
Is happy when others succeed.
36
Does not undermine or manipulate
others for personal gain.
37
Contributes to the success of those
he/she works with.
38
When resolving conflicts, works to find
solutions that benefit everyone
involved.
39
successes.
40
Does not allow people to take unfair
advantage of him/her.
41
Is fair with all people regardless of
their position.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 85 80
80
82
87 80 80
100
82
80 85 80
80
82
80 80 80
80
80
73 85 80
60
80
67 85 80
60
78
60 80 80
80
72
75 83 80
77
80

T
O
T
A
L
S
Win-Win
Agreements
ITEMS
42
When making plans that will affect
others, involves them in the planning
and decision-making process.
43
When assigning work, gives people
flexibility to determine the best
methods for accomplishing the
assignments.
44
When working with people on projects,
works to ensure that the desired
outcomes are clear and agreeable to
all involved.
45
works to ensure that the guidelines for
completing tasks are clear (i.e.,
standards, constraints, policies, etc.).
46
works to ensure that the necessary
resources are identified and available
(i.e., supplies, people, budget, etc.).
47
works to ensure that the way
performance will be measured is
understood by all.
48
works to ensure that the consequences
of both good and bad performance are
understood by all.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
53 75 80
80
68
80 80 80
80
80
87 80 80
80
82
80 85 60
60
80
73 85 60
60
78
87 85 60
80
82
80 85 60
80
80
77 82 69
74
79

T
O
T
A
L
S
Win-Win
Follow-up
ITEMS
49
After goals or assignments are
established, evaluates progress in a
timely manner.
50
Trusts sales team members to
perform well without continually
checking up on them.
51
Recognizes and shows appreciation
for positive performance.
52
provides constructive feedback to
sales team members.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 85 80
80
82
53 85 60
80
70
80 80 80
80
80
87 85 60
80
82
75 84 70
80
79

T
O
T
A
L
S
Seek First
To
Understand
ITEMS
53
Seeks to understand other peoples
viewpoints.
54
Listens to people without interrupting.
55
Is sensitive to the feelings and
emotions of others.
56
Seeks to understand a problem before
applying a solution.
57
Seeks to understand the "world" our
customers live in (i.e., products,
industry, budget, constraints, etc.).
58
Acknowledges when he/she does not
know the answer to a question and
then seeks out the answer.
59
Is easy to approach with a problem or
concern.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
53 85 80
60
72
80 95 80
60
88
60 85 80
80
75
60 80 60
80
70
80 80 60
80
78
80 75 60
60
75
67 80 80
60
75
69 83 71
69
76

T
O
T
A
L
S
. . .Then to
be
Understood
ITEMS
60
Is clear and concise when
communicating.
61
Does not dominate or overpower
people during discussions.
62
Expresses ideas and feelings with
confidence.
63
Uses tact and consideration for others
when speaking (i.e., is not demeaning,
discriminatory, or vulgar).
64
Is upfront about the limitations of
products and services as well as the
benefits.
65
Takes steps to ensure that meaningful
communication occurs within the
sales team.
66
Updates and informs sales team
members regarding relevant and
important matters.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
67 85 60
80
75
80 80 80
80
80
80 80 80
80
80
73 80 80
80
78
73 80 80
80
78
73 80 80
60
78
73 85 60
60
78
74 81 74
74
78

T
O
T
A
L
S
Synergize
ITEMS
67
Creatively looks for alternative
approaches to meet customer needs.
68
Seeks out the knowledge and skills of
others to better meet customer needs.
69
Is open to ideas suggested by others.
70
Encourages and supports others in
taking responsible risks.
71
Builds on peoples ideas, rather than
merely criticizing or finding fault.
72
Develops teamwork and cooperation
within the sales team.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 85 60
60
78
73 85 60
80
78
80 85 60
80
80
80 80 60
80
78
80 80 80
80
80
80 80 80
80
80
78 83 67
77
79

T
O
T
A
L
S
Sharpen the
Saw
ITEMS
73
Strives to build and improve
relationships with people.
74
Cares for his/her physical health and
well-being.
75
Is current and knowledgeable about
his/her companys products and
services.
76
Is current and knowledgeable about
competitors products and services.
77
Takes time to find meaning and
enjoyment in life.
78
leadership abilities.
79
Actively works toward the continual
development of sales team members.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Reports
Peers Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 85 80
60
82
80 85 80
60
82
80 85 80
60
82
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 80 80
80
80
80 82 80
71
81

Frequencies Scores
N
O
T
E
S
RANKINGS
AND
FREQUENCIES
"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Reports
Peers Boss Others Self
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
1
1
1
1
0
0
2
0
1
1
5
5
5
7
6
6
5
8
8
4
8
6
7
3
3
2
1
2
2
3
1
1
3
1
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
80
87
80
80
80
80
87
80
87
87
80
87
80
95
80
90
85
85
85
80
85
80
85
85
85
85
80
80
60
80
80
80
80
80
80
60
80
60
80
88
82
82
82
82
82
82
82
82
82
82
82
82
60
100
60
60
80
80
100
80
80
80
80
80
60
54 Listens to people without interrupting.
17 Makes decisions based upon what he/she feels is "right," not
upon what is "popular."
22 Has a clear sense of purpose and direction when working on
projects or customer accounts.
24 Works toward long-term solutions, not just temporary "quick
fixes."
33 Coordinates resources and schedules within the sales team
so that work flows smoothly.
35 Is happy when others succeed.
36 Does not undermine or manipulate others for personal gain.
37 Contributes to the success of those he/she works with.
44 When working with people on projects, works to ensure that
the desired outcomes are clear and agreeable to all involved.
the way performance will be measured is understood by all.
49 After goals or assignments are established, evaluates
progress in a timely manner.
52 When improvement is needed, provides constructive
feedback to sales team members.
73 Strives to build and improve relationships with people.

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Reports
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
1
1
2
2
1
1
2
0
2
7
7
9
9
9
9
9
7
5
6
6
7
7
6
9
6
1
1
0
0
0
0
0
1
2
1
1
1
1
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80
80
80
80
80
80
80
80
87
80
73
80
80
73
80
80
85
85
80
80
80
80
80
85
75
85
85
80
80
85
80
85
80
80
80
80
80
80
80
60
80
60
80
80
80
80
80
60
82
82
80
80
80
80
80
80
80
80
80
80
80
80
80
80
60
60
80
80
80
80
80
80
60
60
60
80
80
60
80
60
74 Cares for his/her physical health and well-being.
75 Is current and knowledgeable about his/her companys
products and services.
1 Willingly assists and serves people.
2 Acknowledges and apologizes for mistakes.
3 Is honest in interactions with people.
4 Does not backbite or gossip about people.
5 Keeps promises and honors commitments.
13 Does not work so hard that burnout results.
16 Focuses efforts on things he/she can do something about,
rather than on things beyond his/her control.
23 Is well organized for meetings or sales calls.
25 Ensures that sales team members understand the purpose
and value of products and/or services.
34 Prioritizes work so that time is spent on the most important
issues.
38 When resolving conflicts, works to find solutions that benefit
everyone involved.
39 Shares credit and recognition for successes.
43 When assigning work, gives people flexibility to determine
the best methods for accomplishing the assignments.
the guidelines for completing tasks are clear (i.e., standards,
constraints, policies, etc.).

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Reports
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
2
2
2
2
2
7
9
9
9
7
9
9
9
9
9
9
6
6
5
6
5
1
0
0
0
1
0
0
0
0
0
0
1
1
2
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80
80
80
80
80
80
80
80
80
80
80
73
80
73
73
73
85
80
80
80
85
80
80
80
80
80
80
85
80
85
80
85
60
80
80
80
60
80
80
80
80
80
80
60
60
60
80
60
80
80
80
80
80
80
80
80
80
80
80
78
78
78
78
78
80
80
80
80
80
80
80
80
80
80
80
80
80
100
80
100
the consequences of both good and bad performance are
understood by all.
51 Recognizes and shows appreciation for positive
performance.
61 Does not dominate or overpower people during discussions.
62 Expresses ideas and feelings with confidence.
69 Is open to ideas suggested by others.
71 Builds on peoples ideas, rather than merely criticizing or
finding fault.
72 Develops teamwork and cooperation within the sales team.
76 Is current and knowledgeable about competitors products
and services.
77 Takes time to find meaning and enjoyment in life.
78 Takes steps to improve his/her leadership abilities.
79 Actively works toward the continual development of sales
team members.
6 Shows courtesy and respect for people.
10 Is concerned about people, not just sales.
11 Appears to balance all aspects of life (i.e., work, leisure,
family, etc.) to maintain overall effectiveness.
20 Acts to prevent problems, rather than waiting for problems to
arise.
28 Meets requests in a timely manner.

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Reports
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
1
4
1
1
1
2
3
3
2
1
3
3
2
2
2
2
6
3
8
8
8
7
5
5
6
8
5
5
5
5
7
7
1
2
0
0
0
0
1
1
1
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
73
80
73
73
73
73
73
73
80
73
73
73
73
73
73
85
85
80
80
80
80
85
85
85
80
80
80
75
75
75
75
80
60
60
80
80
80
60
60
60
60
60
60
80
80
80
80
78
78
78
78
78
78
78
78
78
78
75
75
75
75
75
75
60
60
80
80
80
60
60
60
80
80
80
80
60
60
80
80
40 Does not allow people to take unfair advantage of him/her.
the necessary resources are identified and available (i.e.,
supplies, people, budget, etc.).
57 Seeks to understand the "world" our customers live in (i.e.,
products, industry, budget, constraints, etc.).
63 Uses tact and consideration for others when speaking (i.e.,
is not demeaning, discriminatory, or vulgar).
64 Is upfront about the limitations of products and services as
well as the benefits.
65 Takes steps to ensure that meaningful communication
occurs within the sales team.
66 Updates and informs sales team members regarding relevant
and important matters.
67 Creatively looks for alternative approaches to meet customer
needs.
68 Seeks out the knowledge and skills of others to better meet
customer needs.
70 Encourages and supports others in taking responsible risks.
9 Does not push or pressure people to work beyond a
reasonable limit.
12 Consistently provides quality work and services.
14 Is concerned with quality, not just quantity.
15 Remains in control of his/her actions, even in difficult or
emotional circumstances.
21 Takes initiative to get things done.
procrastination, busywork, time wasters, etc.).

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Reports
1 2 3 4 5 6 ?
0
0
0
0
0
0
0
0
0
0
1
1
1
0
1
1
1
0
0
0
0
0
1
1
1
1
0
0
0
1
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
3
2
1
4
3
2
2
2
1
1
1
1
1
2
1
7
6
5
6
5
6
5
5
5
6
6
6
6
7
4
7
1
0
1
1
0
0
1
1
1
1
1
1
1
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
60
80
67
67
73
73
73
80
80
60
53
80
53
60
73
53
85
75
80
85
75
75
70
70
70
80
85
60
85
80
65
75
80
60
80
60
60
60
80
60
60
80
80
80
60
60
60
80
75
75
75
75
72
72
72
72
72
72
72
70
70
70
68
68
80
60
60
80
60
80
60
60
60
80
60
80
80
80
100
80
55 Is sensitive to the feelings and emotions of others.
58 Acknowledges when he/she does not know the answer to a
question and then seeks out the answer.
59 Is easy to approach with a problem or concern.
60 Is clear and concise when communicating.
7 Helps create a positive and optimistic work environment.
8 Encourages and motivates others to be productive.
26 Sees potential in people and encourages them to reach it.
27 Takes time to create an overall plan before beginning
projects.
32 Is accessible to sales team members (i.e., easy to reach,
returns calls, etc.).
41 Is fair with all people regardless of their position.
53 Seeks to understand other peoples viewpoints.
30 Organizes his/her time and resources in a way that prevents
having to work in a crisis mode.
50 Trusts sales team members to perform well without
continually checking up on them.
56 Seeks to understand a problem before applying a solution.
18 Accepts responsibility for his/her actions and attitudes,
rather than blaming others or making excuses.
42 When making plans that will affect others, involves them in
the planning and decision-making process.

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Reports
1 2 3 4 5 6 ?
1
1
0
0
0
0
2
2
6
6
0
0
0
0
73
80
60
55
60
60
65
65
80
80
19 Receives complaints or negative feedback without becoming
defensive.
31 When conducting meetings or sales presentations, keeps
the discussion focused on important issues.

WRITTEN COMMENTS
A. Your three most positive qualities with regard to overall effectiveness.
Self
I give my best at all times.
I try to help wherever I can.
I work well with my team and motivate them.
Boss
Listens with empathy even when he does not agree with others opinions.
Strong sales abilities.
Very even tempered.
Others
Challenges his team.
Great person.
Has a good outlook on life.
Has a great personality.
Helps others enjoy work.
Helps others learn his best techniques.
Is dependable.
Stays on top of the latest trends.
Very hard worker.
Very knowledgeable.
When we are with clients he always builds the customers confidence in us.
Willing to help others.

WRITTEN COMMENTS
B. The three most important things you could improve to increase your overall
effectiveness.
Self
I need to be more organized.
Need to spend more time at home.
Practice new skills.
Boss
Should dress more in harmony with company standards.
Others
More organized.
Needs to go home on time.
Should take more time off to spend with his great family.
Should watch his back when communicating policies.

WRITTEN COMMENTS
Self
Boss
Others

The 7 Habits Sales 360 Profile
Sales Employee Sample Report
Franklin Covey
September 6, 2000
Sales Report
2000 Franklin Covey Co. All Rights Reserved. Printed on Recycled Paper

CONTENTS
INTRODUCTION 3
OVERVIEW 4
WRITTEN COMMENTS 19
CATEGORY REVIEWS
P/PC Balance 6
Be Proactive 7
Begin With the End in Mind 8
Think Win-Win 10
. . .Then to be Understood 12
Synergize 13
Sharpen the Saw 14
2000 Franklin Covey Co. All Rights Reserved. Kim Report Page 2

INTRODUCTION

Welcome to The 7 Habits Sales 360Profile. This tool provides you with valuable feedback


Self 1
Boss 1
Peers 3
Customers 4

Total 9

Detailed instructions for understanding and using the profile are contained in the Action Planning Guid
Please note, however, that for ease in reading the feedback report, the numerical responses have
been translated from a scale of one to six to percentages using the following logic:

6 Outstanding 100%
5 Very Good 80%
4 Good 60%
3 Fair 40%
2 Poor 20%
1 Very Poor 0%

? Dont Know

percentages.

If you have questions regarding your profile or would like to make comments regarding the profile
process, please contact the Franklin Covey Profile Center at:

1-800-332-6839.

1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any information
storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360Profile is intended
solely for use in the personal development of the individual profiled. Franklin Covey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360Profile report by any
party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive
language when transcribing comments.

T
O
T
A
L
S
The 7 Habits
Overview
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Relationships
Emotional
Bank Account
P/PC Balance Be Proactive Begin With the
End in Mind
Put First
Things First
Think Win-Win Seek First to
Understand,
Then to be
Saw
Self
Boss
Peer
Customer
Strongly Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
Emotional
Bank Account
P/PC Balance Be Proactive Begin With the
End in Mind
Put First
Things First
Think Win-Win Seek First to
Understand,
Then to be
Understood
Saw
49 72 78
72
61
68
78
70
49
73
80
69
50
67
77
70
49
63
77
70
48
70
80
77
48
73
77
71
49
67
78
75
51
92
80
69
48
76
76
77
50

T
O
T
A
L
S
Emotional Bank
Account
ITEMS
1
Willingly assists and serves people.
2
mistakes.
3
Is honest in interactions with people.
4
Has authentic concern for peoples
needs (i.e., avoids insincere flattery).
5
Keeps promises and commitments.
6
Shows courtesy and respect for
people.
7
Does not speak negatively to
customers about competitors.
8
Encourages customers to buy
products or services without making
them feel pressured or uncomfortable.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
50 60 80
80
58
45 67 80
60
58
50 73 80
80
62
55 67 80
60
62
50 80 80
80
65
50 67 80
60
60
50 80 60
60
62
45 67 80
60
58
49 70 78
68
61

T
O
T
A
L
S
P/PC Balance
ITEMS
9
Is concerned with people, not just
sales.
10
Is concerned with quality, not just
quantity.
11
Appears to balance all aspects of life
(i.e., work, family, leisure, etc.) to
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
45 67 80
80
58
55 67 80
60
62
50 73 80
80
62
50 69 80
73
61

T
O
T
A
L
S
Be Proactive
ITEMS
12
Focuses efforts on things he/she can
do something about, rather than on
things beyond his/her control.
13
Makes the best of difficult situations.
14
mistakes, rather than blaming others
or making excuses.
15
Does not become angry or defensive
at customer complaints.
16
Works to solve problems, rather than
ignoring or avoiding them.
17
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
55 80 80
60
68
50 73 80
80
62
45 67 80
60
58
50 60 60
80
55
55 73 80
60
65
40 67 80
60
55
49 70 77
67
60

T
O
T
A
L
S
Begin With the
End in Mind
ITEMS
18
Prepares in advance and is well
organized for sales calls or
presentations.
19
just temporary "quick fixes."
20
Foresees and prepares for problems
before they arise.
21
Appears to have a clear sense of
direction in life.
22
Does not overpromise or create
unrealistic customer expectations.
23
Works with customers to clearly
identify what the desired outcomes of
his/her products or services should be.
24
When making a sale, creates clear
expectations for when events will
occur (i.e., delivery times, payments,
etc.).
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
55 87 80
80
70
55 67 80
60
62
45 67 80
60
58
45 67 60
80
55
50 73 80
60
62
45 60 80
60
55
40 73 80
40
58
48 70 77
63
60

T
O
T
A
L
S
Put First Things
First
ITEMS
25
Meets customer requests in a timely
manner.
26
(i.e., avoids procrastination, busywork,
time wasters, etc.).
27
Organizes time and resources in a
way that reduces having to work in a
crisis mode.
28
When giving sales presentations,
keeps the discussion focused on
customer needs and important issues.
29
Is accessible to customers (i.e., easy
to reach, returns calls, etc.).
30
Follows up on customer needs after
the sale.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
50 73 80
60
62
40 87 80
80
62
50 80 80
60
65
55 67 80
80
62
50 80 80
80
65
45 73 80
60
60
48 77 80
70
63

T
O
T
A
L
S
Think Win-Win
ITEMS
31
Respects other peoples time.
32
Is happy when others succeed.
33
personal gain.
34
Cooperates with others to achieve
goals.
35
When making a sale, works to find
alternatives that benefit everyone
involved.
36
Acknowledges when products or
services will not meet customer needs
(i.e., does not push products that
customers do not need).
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
50 73 60
60
60
50 73 80
100
62
50 67 80
60
60
50 60 80
80
58
45 80 80
60
62
50 73 80
80
62
49 71 77
73
61

T
O
T
A
L
S
Seek First to
Understand
ITEMS
37
Lets others state feelings and opinions
without interrupting.
38
Listens to and seeks to understand
peoples concerns.
39
Is sensitive to the feelings and
emotions of others.
40
Seeks to understand a problem before
applying a solution.
41
Understands the "world" his/her
customers live in (i.e., products,
industry, budget, constraints, etc.).
42
Acknowledges when he/she does not
know the answer to a question and
then seeks out the answer.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
55 87 80
60
70
50 67 80
80
60
50 73 80
60
62
45 73 80
80
60
50 80 80
60
65
55 80 80
40
68
51 77 80
63
64

T
O
T
A
L
S
. . .Then to be
Understood
ITEMS
43
Is clear and concise when
communicating.
44
Does not dominate or overpower
people during discussions.
45
Expresses ideas and feelings with
confidence.
46
Uses tact and consideration for others
when speaking (i.e., is not demeaning,
discriminatory, or vulgar).
47
Is not afraid to communicate "bad
news" if necessary.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
50 73 80
60
62
50 80 60
80
62
55 73 80
60
65
45 80 80
80
62
55 60 80
80
60
51 73 76
72
63

T
O
T
A
L
S
Synergize
ITEMS
48
Creatively looks for alternative
approaches to meeting customer
needs.
49
Seeks out the knowledge and skills of
others to better meet customer needs.
50
Supports appropriate ideas suggested
by others.
51
Builds on other peoples ideas, rather
than merely criticizing or finding fault.
52
Strives to build and improve
relationships with people.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
45 53 80
80
52
50 67 80
100
60
45 80 80
100
62
50 67 80
100
60
50 80 80
80
65
48 69 80
92
60

T
O
T
A
L
S
Sharpen the
Saw
ITEMS
53
Cares for his/her physical health and
well-being.
54
Is current and knowledgeable about the
products and services he/she sells.
55
Is up-to-date on competitors products
and services.
56
improve.
57
Seems to take time to find meaning
and enjoyment in life.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Customer Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
50 87 80
80
68
45 87 80
100
65
55 67 80
80
62
45 80 60
60
60
55 67 80
60
62
50 77 76
76
64

Frequencies Scores
N
O
T
E
S
Rankings
and
Frequencies
"Others."
Others=Average of all Boss, Peer and Customers
Items
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly Agree Dont
Know
Customer Peer Boss Others Self
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
2
2
1
2
3
3
3
3
3
3
3
3
6
5
6
6
5
4
5
5
4
5
5
4
3
1
1
0
0
1
1
0
0
1
0
0
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
55
55
55
55
50
50
55
50
50
50
55
50
45
87
87
80
80
87
80
73
80
80
80
73
80
87
80
80
80
80
80
80
80
80
80
80
80
80
80
70
70
68
68
68
65
65
65
65
65
65
65
65
80
60
60
40
80
80
60
60
80
60
60
80
100
18 Prepares in advance and is well organized for sales calls or
presentations.
37 Lets others state feelings and opinions without interrupting.
12 Focuses efforts on things he/she can do something about,
rather than on things beyond his/her control.
42 Acknowledges when he/she does not know the answer to a
question and then seeks out the answer.
53 Cares for his/her physical health and well-being.
5 Keeps promises and commitments.
16 Works to solve problems, rather than ignoring or avoiding
them.
27 Organizes time and resources in a way that reduces having
to work in a crisis mode.
29 Is accessible to customers (i.e., easy to reach, returns calls,
etc.).
41 Understands the "world" his/her customers live in (i.e.,
products, industry, budget, constraints, etc.).
45 Expresses ideas and feelings with confidence.
52 Strives to build and improve relationships with people.
54 Is current and knowledgeable about the products and
services he/she sells.

Frequencies Scores
Items
Strongly
Disagree
Strongly Agree Dont
Know
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
1
0
0
1
0
0
0
3
4
4
2
3
3
2
4
4
2
3
3
2
3
5
4
5
4
4
5
5
5
5
4
4
4
5
4
5
5
2
4
0
0
0
0
0
0
0
0
0
1
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
50
55
50
55
50
50
55
50
50
40
55
50
45
50
50
50
73
67
80
67
73
73
67
73
73
87
67
73
80
73
73
73
80
80
60
80
80
80
80
80
80
80
80
80
80
80
80
80
62
62
62
62
62
62
62
62
62
62
62
62
62
62
62
62
80
60
60
60
80
80
60
60
60
80
80
100
60
80
60
60
3 Is honest in interactions with people.
4 Has authentic concern for peoples needs (i.e., avoids
insincere flattery).
7 Does not speak negatively to customers about competitors.
10 Is concerned with quality, not just quantity.
11 Appears to balance all aspects of life (i.e., work, family,
leisure, etc.) to maintain overall effectiveness.
13 Makes the best of difficult situations.
19 Works toward long-term solutions, not just temporary "quick
fixes."
22 Does not overpromise or create unrealistic customer
expectations.
25 Meets customer requests in a timely manner.
procrastination, busywork, time wasters, etc.).
28 When giving sales presentations, keeps the discussion
focused on customer needs and important issues.
32 Is happy when others succeed.
35 When making a sale, works to find alternatives that benefit
everyone involved.
36 Acknowledges when products or services will not meet
customer needs (i.e., does not push products that customers
do not need).
39 Is sensitive to the feelings and emotions of others.
43 Is clear and concise when communicating.

Frequencies Scores
Items
Strongly
Disagree
Strongly Agree Dont
Know
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
0
1
1
0
0
0
1
1
3
3
3
3
2
5
3
4
5
2
2
4
4
4
3
3
5
5
4
5
5
3
4
2
3
5
5
4
3
3
4
4
0
0
1
0
0
0
0
1
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
50
45
45
55
55
50
45
50
50
50
45
55
50
50
45
50
80
80
80
67
67
67
73
73
67
67
73
60
67
67
80
60
60
80
80
80
80
80
80
60
80
80
80
80
80
80
60
80
62
62
62
62
62
60
60
60
60
60
60
60
60
60
60
58
80
80
100
80
60
60
60
60
60
80
80
80
100
100
60
80
44 Does not dominate or overpower people during discussions.
46 Uses tact and consideration for others when speaking (i.e.,
is not demeaning, discriminatory, or vulgar).
50 Supports appropriate ideas suggested by others.
55 Is up-to-date on competitors products and services.
57 Seems to take time to find meaning and enjoyment in life.
6 Shows courtesy and respect for people.
30 Follows up on customer needs after the sale.
31 Respects other peoples time.
33 Does not undermine others for personal gain.
38 Listens to and seeks to understand peoples concerns.
40 Seeks to understand a problem before applying a solution.
47 Is not afraid to communicate "bad news" if necessary.
49 Seeks out the knowledge and skills of others to better meet
customer needs.
51 Builds on other peoples ideas, rather than merely criticizing
or finding fault.
56 Seeks feedback on ways he/she can improve.
1 Willingly assists and serves people.

Frequencies Scores
Items
Strongly
Disagree
Strongly Agree Dont
Know
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
1
1
2
0
0
1
1
1
2
4
4
5
4
4
3
5
6
5
4
5
3
3
3
3
3
3
3
3
2
2
3
2
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
45
45
45
45
45
40
50
50
40
45
45
45
67
67
67
67
67
73
60
60
67
67
60
53
80
80
80
80
80
80
80
60
80
60
80
80
58
58
58
58
58
58
58
55
55
55
55
52
60
60
80
60
60
40
80
80
60
80
60
80
8 Encourages customers to buy products or services without
making them feel pressured or uncomfortable.
9 Is concerned with people, not just sales.
14 Accepts responsibility for his/her mistakes, rather than
blaming others or making excuses.
20 Foresees and prepares for problems before they arise.
24 When making a sale, creates clear expectations for when
events will occur (i.e., delivery times, payments, etc.).
34 Cooperates with others to achieve goals.
15 Does not become angry or defensive at customer
complaints.
21 Appears to have a clear sense of direction in life.
23 Works with customers to clearly identify what the desired
outcomes of his/her products or services should be.
48 Creatively looks for alternative approaches to meeting
customer needs.

WRITTEN COMMENTS
A. Your three most positive qualities with regard to overall effectiveness.
Self
I get along well with people.
I like a challange.
I look for ways I can help.
Boss
Others

WRITTEN COMMENTS
B. The three most important things you could improve to increase your overall
effectiveness.
Self
I have trouble relating to some people.
I need to plan my time better.
Boss
Others

WRITTEN COMMENTS
Self
Boss
Others

Helping Clients Succeed Profile

Sample Report
Helping Clients Succeed Program
April 18, 2001

CONTENTS
INTRODUCTION 3
OVERVIEW 4
WRITTEN COMMENTS 18
Foundational Principles 5-6
Opportunity 7-8
Resources 9
Decision Process 10
Exact Solution 11
Relationship 12
Overall 13
2001 Franklin Covey Co. All rights reserved. Sample Report Page 2

INTRODUCTION

Welcome to The Franklin Covey 360Profile. This tool provides you with valuable


Self 1
Manager 1
Colleagues 4
Clients 3

Total 9

Please note that all responses received in your behalf (from Strongly Disagree to Strongly
Agree) were converted to a six-point scale. The numeric scale of 1 to 6 was then translated
into a percentage in the following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

percentages.


2001 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin
Covey Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360Profile is intended solely for use in the
personal development of the individual profiled. Franklin Covey Co. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other
manner. Review of any individual 360Profile report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written
permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing
comments.

T
O
T
A
L
S
HELPING
CLIENTS
SUCCEED
OVERVIEW
10 20 30 40 50 60 70 80 90
Client Colleague Manager
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
RELATIONSHIPS
Principles Opportunity Resources Decision Solution Relationship Overall
Self
Manager
Colleague
Client
Strongly
Agree
Agree
Slightly
Agree
Slightly
Disagree
Disagree
Strongly
Disagree
100
80
60
40
20
0
Principles Opportunity Resources Decision Solution Relationship Overall
56 75 65
60
67
57
59
74
56
63
66
73
58
50
80
78
53
50
65
72
57
69
69
77
57
70
70
79
58
60
47
74
56

T
O
T
A
L
S
Foundational
Principles
ITEMS
1
Seems intent on meeting the clients
companys best interests first, rather
than his/her own best interests.
2
Does not use manipulative sales
techniques.
3
Does not pressure the client to buy
products or services beyond his/her
needs.
4
Creates a trusting environment where
the client can freely share without fear
that what he/she says will be used
against him/her.
5
Clarifies the clients use of words and
phrases that may not have precise
meaning.
6
Does not dominate conversations with
the client.
7
Does not interrupt when the client is
talking.
8
Asks one precise question at a time,
then waits for a response.
9
Asks questions to ensure his/her
understanding is accurate.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
40 80 40
60
63
53 80 80
60
70
60 80 60
40
70
53 80 40
60
65
60 80 80
60
72
60 70 60
60
65
53 75 40
80
62
60 80 60
80
70
53 75 40
60
62
56 74 59
57
65

Foundational
Principles
ITEMS
10
Asks questions to ensure his/her
understanding is complete.
11
Is an exceptional listener.
12
Is exceptional at asking relevant
questions (i.e., asks the right questions
at the right time).
13
Is confident in who he/she is and does
not overtly try to gain approval or
acceptance in order to get his/her own
ego needs met.
14
Is not defensive when challenged by
the client.
15
Does not become too aggressive in the
questions he/she asks.
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
53 65 60
40
60
60 75 80
60
70
53 55 80
60
58
60 80 60
60
69
53 73 40
40
60
60 67 60
40
63
(CONTINUED)

T
O
T
A
L
S
Opportunity
ITEMS
16
Does not talk about his/her solutions
before understanding what the client is
trying to accomplish.
17
Does not talk about the advantages of
his/her solutions too early in the
conversation.
18
When discussing the clients needs,
the consultant brings out ALL of the
clients relevant issues, not just the
first one or two that come up.
19
Consultant helps the client identify the
highest leverage issues that impact the
clients business.
20
Helps the client discuss his/her issues
in depth, in order of their importance.
21
When the client states an important
problem, the consultant helps him/her
find or think through the information
that proves the problem exists.
22
When the client states that he/she
wants a particular result, the
consultant gets a clear measurement
of how the result will be achieved.
23
Is skilled in helping the client estimate
the financial impact of not solving a
problem.
24
Is skilled in helping the client estimate
the financial impact of achieving a
particular result.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
60 75 40
60
65
53 70 60
60
62
60 80 80
80
72
60 65 80
60
65
60 65 80
80
65
53 75 80
60
68
60 70 60
40
65
60 80 40
60
68
60 75 60
80
68
58 73 66
63
66

Opportunity
ITEMS
25
At the end of conversations with this
consultant, the client feels confident in
presenting a strong business case for
his/her recommendations.
26
Thinks beyond the immediate impact
of the proposed intervention by
exploring who or what else in the
company would be affected.
27
Works to make sure proposed
solutions are tied to the clients
companys overall key initiatives and
strategies.
28
Explores with the client what has
prevented a successful solution in the
past or what might prevent one in the
future.
29
Helps the client address issues arising
from people who may be negatively
impacted by the decision.
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
53 65 80
60
62
60 60 80
40
62
60 75 60
60
68
53 80 40
80
65
60 80 80
60
72
(CONTINUED)

T
O
T
A
L
S
Resources
ITEMS
30
Encourages the client to discuss a
reasonable budget for a solution before
the final solution is proposed.
31
Diplomatically challenges the clients
beliefs regarding resources (time,
people, money, etc.) that dont appear
realistic.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
53 80 80
40
70
53 75 80
60
68
53 78 80
50
69

T
O
T
A
L
S
Decision
Process
ITEMS
32
Helps the client find or think through
every step that his/her organization
must take to make a well-informed
decision.
33
Helps the client establish a realistic
timetable for each decision step,
including the final decision.
34
Before preparing a solution, the
consultant prepares the client to speak
with each person who may influence
the decision.
35
Does not hesitate to ask the clients
views on alternative solutions
available inside and outside of his/her
company.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
53 75 80
40
68
60 70 60
60
65
60 73 40
40
63
53 70 80
60
65
57 72 65
50
65

T
O
T
A
L
S
Exact Solution
ITEMS
36
Before presenting potential solutions,
the consultant obtains agreement on
the desired objectives from all key
people.
37
Includes ALL participants interactively
in presentations.
38
Presents his/her proposed solution
clearly.
39
Presents his/her proposed solution
persuasively.
40
Demonstrates strong group
presentation skills.
41
Demonstrates strong group facilitation
skills.
42
Uncovers and explicitly discusses all
doubts and concerns about his/her
proposed solution.
43
Is non-defensive and yet convincing
when resolving concerns about doing
business with the client.
44
Does not become too pushy in telling
the client what he/she should do.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
60 85 80
80
75
60 75 80
80
70
53 75 60
80
65
53 65 60
80
60
53 75 60
60
65
60 85 80
40
75
60 80 80
60
72
53 67 40
80
57
60 80 80
60
72
57 77 69
69
68

T
O
T
A
L
S
Relationship
ITEMS
45
Once the solution is adopted, the
consultant ensures there is a mutually
agreed upon implementation plan.
46
Works with the client to develop
contingency plans to deal with the
unexpected (e.g., impediments,
missed expectations, changes in cost,
personnel, timing, etc.).
47
Does not disappear after the sale, but
remains committed to achieving
desired outcomes.
48
Searches for additional ways he/she
can add value to the clients business.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
60 75 60
60
68
53 75 60
80
65
60 85 80
80
75
60 80 80
60
72
58 79 70
70
70

T
O
T
A
L
S
Overall
ITEMS
49
Understands the clients business.
50
Understands his/her products and
services well.
51
Builds convincing business cases for
his/her solutions.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
53 70 40
60
60
60 73 60
60
66
53 80 40
60
63
56 74 47
60
63

FREQUENCIES SCORES
N
O
T
E
S
RANKINGS
AND
FREQUENCIES
"Others."
Others=Average of all Manager, Colleague and Client
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Client Colleague Manager Others Self
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
1
1
0
1
1
2
2
2
2
2
1
2
2
4
3
6
6
5
4
4
4
4
5
5
4
5
3
3
2
1
2
2
2
2
2
1
1
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
60
60
60
60
60
60
60
60
60
53
60
60
60
85
85
85
80
80
80
80
80
80
80
80
80
75
80
80
80
80
80
80
80
80
80
80
60
60
80
75
75
75
72
72
72
72
72
72
70
70
70
70
80
40
80
60
80
60
60
60
60
60
40
80
60
36 Before presenting potential solutions, the consultant obtains
agreement on the desired objectives from all key people.
41 Demonstrates strong group facilitation skills.
47 Does not disappear after the sale, but remains committed to
achieving desired outcomes.
5 Clarifies the clients use of words and phrases that may not
have precise meaning.
18 When discussing the clients needs, the consultant brings
out ALL of the clients relevant issues, not just the first one or
two that come up.
29 Helps the client address issues arising from people who may
be negatively impacted by the decision.
42 Uncovers and explicitly discusses all doubts and concerns
about his/her proposed solution.
44 Does not become too pushy in telling the client what he/she
should do.
48 Searches for additional ways he/she can add value to the
clients business.
2 Does not use manipulative sales techniques.
3 Does not pressure the client to buy products or services
beyond his/her needs.
8 Asks one precise question at a time, then waits for a
response.
11 Is an exceptional listener.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
1
0
0
1
0
1
0
1
1
1
2
3
2
3
3
3
3
3
3
2
4
2
4
1
5
6
4
4
3
3
4
4
2
4
3
4
3
4
3
5
1
1
1
1
2
2
1
1
2
1
1
1
1
1
1
1
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
53
60
60
53
60
60
60
53
53
60
60
53
60
60
60
60
80
75
80
75
80
75
75
75
75
75
73
80
70
75
65
65
80
80
60
80
40
60
60
80
80
60
60
40
60
40
80
80
70
70
69
68
68
68
68
68
68
68
66
65
65
65
65
65
40
80
60
60
60
80
60
60
40
60
60
60
60
60
60
80
30 Encourages the client to discuss a reasonable budget for a
solution before the final solution is proposed.
37 Includes ALL participants interactively in presentations.
13 Is confident in who he/she is and does not overtly try to gain
approval or acceptance in order to get his/her own ego needs
met.
21 When the client states an important problem, the consultant
helps him/her find or think through the information that proves
the problem exists.
23 Is skilled in helping the client estimate the financial impact
of not solving a problem.
24 Is skilled in helping the client estimate the financial impact
of achieving a particular result.
27 Works to make sure proposed solutions are tied to the
clients companys overall key initiatives and strategies.
31 Diplomatically challenges the clients beliefs regarding
resources (time, people, money, etc.) that dont appear
realistic.
32 Helps the client find or think through every step that his/her
organization must take to make a well-informed decision.
45 Once the solution is adopted, the consultant ensures there is
a mutually agreed upon implementation plan.
50 Understands his/her products and services well.
4 Creates a trusting environment where the client can freely
share without fear that what he/she says will be used against
him/her.
6 Does not dominate conversations with the client.
16 Does not talk about his/her solutions before understanding
what the client is trying to accomplish.
19 Consultant helps the client identify the highest leverage
issues that impact the clients business.
20 Helps the client discuss his/her issues in depth, in order of
their importance.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
1 2 3 4 5 6 ?
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
1
1
2
1
1
1
0
0
2
3
2
4
4
3
4
3
1
3
1
2
2
3
5
5
2
3
3
3
3
4
3
4
5
2
3
3
4
3
2
2
3
1
2
1
1
1
1
1
0
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
1
1
1
1
0
0
0
0
0
60
53
60
53
53
53
53
40
60
60
53
53
53
53
53
60
70
80
70
70
75
75
75
80
67
73
80
75
75
70
65
60
60
40
60
80
60
60
60
40
60
40
40
40
40
60
80
80
65
65
65
65
65
65
65
63
63
63
63
62
62
62
62
62
40
80
60
60
80
60
80
60
40
40
60
80
60
60
60
40
22 When the client states that he/she wants a particular result,
the consultant gets a clear measurement of how the result
will be achieved.
28 Explores with the client what has prevented a successful
solution in the past or what might prevent one in the future.
33 Helps the client establish a realistic timetable for each
decision step, including the final decision.
35 Does not hesitate to ask the clients views on alternative
solutions available inside and outside of his/her company.
38 Presents his/her proposed solution clearly.
40 Demonstrates strong group presentation skills.
46 Works with the client to develop contingency plans to deal
with the unexpected (e.g., impediments, missed
expectations, changes in cost, personnel, timing, etc.).
1 Seems intent on meeting the clients companys best
interests first, rather than his/her own best interests.
15 Does not become too aggressive in the questions he/she
asks.
34 Before preparing a solution, the consultant prepares the
client to speak with each person who may influence the
decision.
51 Builds convincing business cases for his/her solutions.
7 Does not interrupt when the client is talking.
9 Asks questions to ensure his/her understanding is accurate.
17 Does not talk about the advantages of his/her solutions too
early in the conversation.
25 At the end of conversations with this consultant, the client
feels confident in presenting a strong business case for
his/her recommendations.
26 Thinks beyond the immediate impact of the proposed
intervention by exploring who or what else in the company
would be affected.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
1 2 3 4 5 6 ?
1
1
1
1
2
1
0
0
1
0
0
0
2
2
0
1
0
1
3
2
2
4
3
3
2
2
4
2
3
2
1
1
1
1
1
1
0
1
0
0
0
1
53
53
53
53
53
53
65
73
65
70
55
67
60
40
60
40
80
40
60
60
60
60
58
57
40
40
80
60
60
80
10 Asks questions to ensure his/her understanding is complete.
14 Is not defensive when challenged by the client.
39 Presents his/her proposed solution persuasively.
49 Understands the clients business.
12 Is exceptional at asking relevant questions (i.e., asks the
right questions at the right time).
43 Is non-defensive and yet convincing when resolving
concerns about doing business with the client.

WRITTEN COMMENTS
A. Please list the consultants greatest business development strengths.
Self
I can be convincing when needed.
I have a good sense for where problem areas might be.
I listen closely to the needs of my clients.
Boss
Has a great work ethic.
Others

WRITTEN COMMENTS
B. Please list areas the consultant could improve to better help clients.
Self
I need to be more organized.
Boss
Could use a little more knowledge in the technical industry.
Others

WRITTEN COMMENTS
C. Please give examples or elaborate on the 3 lowest responses you gave on questions 1-51.
Self
Boss
Others

The 7 Habits/4 Roles 360 Profile
Managerial Report
Sample 7 Habits/4 Roles Profile
August 11, 1999

CONTENTS
INTRODUCTION 3
OVERVIEW 4
WRITTEN COMMENTS 26
CATEGORY REVIEWS
EMOTIONAL BANK ACCOUNT 5
P/PC BALANCE 6
BE PROACTIVE 7
BEGIN WITH THE END IN MIND 8
PUT FIRST THINGS FIRST 9
THINK WIN-WIN 10
SEEK FIRST TO UNDERSTAND 11
THEN TO BE UNDERSTOOD 12
SYNERGIZE 13
SHARPEN THE SAW 14
PATHFINDING 15
ALIGNING 16
EMPOWERING 17
MODELING 18
1999 Franklin Covey Co. Managerial Report Page 2

INTRODUCTION

Welcome to The Franklin Covey 360Profile. This tool provides you with valuable feedback


Self 1
Boss 1
Peers 4
Direct Reports 3

Total 9

Detailed instructions for understanding and using this 360Profile are contained in the "Profile"
section of your training manual. Please note that all responses received in your behalf (from Strongly
Disagree to Strongly Agree) were converted to a six-point scale. The numeric scale of 1 to 6 was
then translated into a percentage in the following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

percentages.

If you have questions or would like to make comments regarding the profile process, please contact
The Profile Center at: 1-800-332-6839.

1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or
mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey Co. Franklin Covey Co. is not
responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360Profile is intended solely for use in the personal development of the individual profiled. Franklin Cove
C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual 360Profile report by any party other than the
intended recipient, except for internal processing, is strictly prohibited, without the written permission of the person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and
to omit inappropriate or abusive language when transcribing comments.

T
O
T
A
L
S
Level of
Influence
Overview
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Categories
EBA P/PC Hab 1 Hab 2 Hab 3 Hab 4 Hab 5 Hab 6 Hab 7 Path Align Emp Model
Self
Boss
Peer
Direct Report
Strongly
Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
EBA P/PC Hab 1 Hab 2 Hab 3 Hab 4 Hab 5 Hab 6 Hab 7 Path Align Emp Model
80 83 87
82
82
83
80
87
87
80
80
84
76
83
97
84
80
76
76
77
64
80
93
75
71
83
90
84
86
83
84
81
82
83
83
80
82
83
100
83
84
80
91
86
81
80
88
82
81
80
75
82
80
89
94
92
80

T
O
T
A
L
S
EMOTIONAL
BANK ACCOUNT
Items
1
Willingly helps people.
2
3
Shows courtesy toward people.
4
backs).
5
Is honest with people.
6
Keeps confidences.
7
mistakes.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
93 90 80
80
90
87 90 80
80
88
87 90 100
100
90
73 80 60
80
75
93 90 80
80
90
87 87 80
80
86
87 80 80
80
82
87 87 80
83
86

T
O
T
A
L
S
P/PC BALANCE
Items
8
9
Is a hard worker.
10
effectiveness.
11
12
a reasonable limit.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 80 80
80
78
80 95 100
80
90
80 87 60
80
80
67 80 80
80
75
80 80 80
80
80
76 84 80
80
81

T
O
T
A
L
S
BE PROACTIVE
Items
13
14
avoiding them.
15
beyond his/her control.
16
or emotional circumstances.
17
unpopular.
18
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
67 95 100
80
85
87 90 100
80
90
73 80 100
80
80
87 75 80
80
80
87 85 100
80
88
80 80 100
100
82
80 84 97
83
84

T
O
T
A
L
S
BEGIN WITH THE
END IN MIND
Items
19
20
21
in a crisis mode
22
impact others.
23
meetings.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
67 80 80
60
75
73 80 80
80
78
53 80 80
80
70
67 70 60
80
68
60 75 80
80
70
64 77 76
76
72

T
O
T
A
L
S
PUT FIRST
THINGS FIRST
Items
24
the most important issues.
25
appointments, meetings, etc.).
26
(i.e., avoids procrastination).
27
interruptions).
28
manner.
29
and projects.
30
have sufficient time to respond.
31
priorities.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
70 80 80
80
77
93 70 100
80
82
67 75 100
80
75
73 75 100
80
78
60 75 100
80
72
80 75 100
80
80
60 75 80
80
70
73 80 80
80
78
71 75 93
80
76

T
O
T
A
L
S
THINK WIN-WIN
Items
32
show favoritism).
33
34
interests.
35
appropriate.
36
successes.
37
compromise personal values.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
87 80 80
100
82
80 80 80
80
80
93 85 100
80
90
87 90 100
80
90
93 90 100
80
92
70 80 80
80
77
86 84 90
83
86

T
O
T
A
L
S
SEEK FIRST TO
UNDERSTAND
Items
38
Listens without interrupting.
39
Is sensitive to peoples feelings.
40
viewpoints.
41
attempting to solve them.
42
43
44
his/her work group.
45
product trends, competition).
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
87 80 60
80
80
80 85 60
80
80
80 80 80
80
80
73 85 80
80
80
87 80 100
100
85
80 75 60
80
75
73 80 80
80
78
87 80 100
80
85
81 81 78
83
80

T
O
T
A
L
S
THEN TO BE
UNDERSTOOD
Items
46
47
Does not dominate discussions.
48
49
50
Is straight forward when
communicating.
51
matters.
52
performance.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 85 100
80
82
80 70 60
80
72
87 85 80
80
85
80 75 100
80
80
80 75 100
80
80
93 90 100
80
92
87 95 100
100
92
83 82 91
83
84

T
O
T
A
L
S
SYNERGIZE
Items
53
things done.
54
work group.
55
Values differences in people.
56
that will affect them.
57
and innovation.
58
risks.
59
talents of his/her work group.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 85 80
80
82
60 90 80
80
83
80 75 80
80
78
87 80 80
80
82
87 80 80
80
82
87 75 100
80
82
80 75 80
100
78
82 80 83
83
81

T
O
T
A
L
S
SHARPEN THE
SAW
Items
60
61
62
meaning in life.
63
leadership abilities.
64
improve.
65
performance.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 80 100
80
83
80 90 100
100
88
87 73 100
80
83
87 87 100
80
89
87 75 100
80
82
87 90 100
80
90
84 83 100
83
86

T
O
T
A
L
S
PATHFINDING
Items
66
needs.
67
stakeholder needs.
68
69
organization.
70
71
clear sense of direction.
72
to the team.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
87 93 100
80
91
67 93 80
80
80
80 80 80
80
80
80 80 80
80
80
93 95 100
80
95
80 90 100
80
88
80 75 100
80
80
81 86 91
80
85

T
O
T
A
L
S
ALIGNING
Items
73
74
75
76
properly trained.
77
just quick fixes.
78
79
development of others.
80
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
73 80 80
80
78
73 70 80
80
72
87 70 80
80
78
80 85 100
80
85
87 95 100
80
92
87 85 100
80
88
87 90 80
80
88
70 80 80
80
77
81 82 88
80
82

T
O
T
A
L
S
EMPOWERING
Items
81
by others.
82
controlling.
83
assignments.
84
new ideas.
85
86
people perform their jobs.
87
88
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 75 80
100
78
87 80 60
80
80
87 85 80
80
85
80 85 60
80
80
73 80 80
80
78
80 85 80
80
82
73 85 80
60
80
80 80 80
80
80
80 82 75
80
80

T
O
T
A
L
S
MODELING
Items
89
90
becoming defensive.
91
Leads by example.
92
personal gain.
93
94
lasting friendships.
95
Produces high-quality work.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Agree
80 85 100
100
85
73 93 80
80
83
73 90 80
100
82
87 95 100
80
92
93 90 100
80
92
80 95 100
80
91
70 95 100
100
89
80 92 94
89
88

Frequencies Scores
N
O
T
E
S
Rankings
and
Frequencies
"Others."
Items
1 2 3 4 5 6 7
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
3
4
4
3
4
4
4
4
4
5
4
5
3
6
5
5
6
5
5
5
4
4
4
5
4
5
0
0
0
0
0
0
0
1
1
0
0
0
0
93
93
93
87
87
87
93
87
80
93
87
93
80
95
90
90
95
95
95
90
93
95
90
90
90
95
100
100
100
100
100
100
100
100
100
80
100
80
100
95
92
92
92
92
92
92
91
91
90
90
90
90
80
80
80
100
80
80
80
80
80
80
100
80
80
organization.
36 Shares credit and recognition for successes.
51 Informs people regarding important matters.
52 Shows appreciation for positive performance.
92 Does not undermine others for personal gain.
excuses.
1 Willingly helps people.
3 Shows courtesy toward people.
5 Is honest with people.
9 Is a hard worker.

Frequencies Scores
Items
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
1
0
2
1
0
5
3
5
5
5
2
6
6
5
6
6
4
6
3
4
7
4
5
4
4
3
5
3
3
4
3
3
4
2
4
4
2
0
0
0
0
1
1
0
0
0
0
0
0
1
0
0
0
87
93
87
87
87
70
87
87
80
80
87
87
87
67
87
87
90
85
90
90
87
95
90
85
90
90
85
90
87
95
80
80
100
100
100
100
100
100
80
100
100
100
100
80
80
100
100
100
90
90
90
90
89
89
88
88
88
88
88
88
86
85
85
85
80
80
80
80
80
100
80
80
100
80
80
80
80
80
100
80
14 Works to solve problems rather than avoiding them.
own interests.
35 Has the courage to say no when appropriate.
65 Strives to improve his/her work group performance.
63 Takes steps to improve his/her leadership abilities.
95 Produces high-quality work.
2 Follows through on commitments.
17 Does the right thing, even if it is unpopular.
61 Is competent in his/her field of work.
direction.
their jobs.
79 Encourages and supports the development of others.
6 Keeps confidences.
42 Is easy to approach with a concern.
departments, product trends, competition).

Frequencies Scores
Items
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
1
0
2
0
0
1
1
1
2
1
1
1
1
1
7
7
5
6
2
4
4
5
6
5
4
5
6
6
6
6
2
2
3
3
3
3
3
2
2
3
3
3
2
2
2
2
0
0
0
0
2
1
1
1
0
0
0
0
0
0
0
0
87
80
87
80
60
80
87
73
87
80
93
87
73
80
87
87
85
85
85
85
90
80
73
93
80
80
70
80
85
85
80
80
80
100
80
100
80
100
100
80
80
100
100
80
100
80
80
80
85
85
85
85
83
83
83
83
82
82
82
82
82
82
82
82
80
80
80
100
80
80
80
80
80
100
80
100
80
80
80
80
48 Expresses viewpoints with confidence.
54 Networks with people outside his/her work group.
60 Cares for his/her physical well-being.
62 Takes time to find enjoyment and meaning in life.
18 Is decisive when a decision is needed.
32 Is fair with all people (i.e., does not show favoritism).
46 Communicates clearly and concisely.
53 Seeks out the strengths of others to get things done.
57 Encourages and supports creativity and innovation.

Frequencies Scores
Items
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
2
1
0
2
1
1
2
1
2
1
1
1
1
5
5
8
3
6
8
5
4
5
5
7
4
7
7
7
7
3
3
1
4
1
0
2
3
1
2
1
2
1
1
1
1
0
0
0
0
1
1
0
0
2
0
0
1
0
0
0
0
87
87
80
73
80
80
73
87
80
80
87
80
80
73
80
80
75
75
85
90
87
80
80
75
75
80
80
85
80
85
75
75
100
100
80
80
60
80
100
80
100
80
60
60
80
80
100
100
82
82
82
82
80
80
80
80
80
80
80
80
80
80
80
80
80
80
80
100
80
80
80
80
80
80
80
80
80
80
80
80
58 Supports people in taking responsible risks.
64 Seeks feedback on ways he/she can improve.
jobs.
than on things beyond his/her control.
circumstances.
29 Is organized in handling multiple tasks and projects.
33 Works to find win-win solutions.
38 Listens without interrupting.
39 Is sensitive to peoples feelings.
40 Seeks to understand peoples viewpoints.
them.
49 Is considerate when communicating.
50 Is straight forward when communicating.

Frequencies Scores
Items
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
1
0
0
0
0
2
0
0
1
0
0
2
0
1
0
1
1
3
1
2
2
0
2
1
0
1
2
4
9
7
6
4
4
4
7
6
6
4
6
8
7
7
6
2
0
1
2
3
3
2
1
1
1
3
1
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
67
80
80
80
87
80
73
80
73
73
73
73
73
80
80
73
93
80
80
75
80
85
85
80
80
80
75
80
80
75
75
80
80
80
80
100
60
60
80
80
80
80
100
80
80
80
80
80
80
80
80
80
80
80
80
80
78
78
78
78
78
78
78
78
80
80
80
80
80
80
60
80
80
80
80
80
80
80
100
80
mission.
84 Is flexible and open-minded in trying new ideas.
affect them.
jobs.
8 Makes cost-effective use of resources.
20 Displays a sense of direction in life.
with trivial interruptions).
31 Keeps his/her work group focused on priorities.
44 Understands what is going on in his/her work group.
55 Values differences in people.
group.

Frequencies Scores
Items
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
1
0
0
0
0
0
0
0
1
0
1
0
0
2
2
0
1
2
1
1
2
3
3
4
2
2
2
1
1
1
1
6
4
6
6
6
5
5
5
4
4
7
5
6
6
5
5
2
3
1
0
0
1
1
1
1
2
0
1
1
1
1
1
0
0
0
2
2
1
0
0
0
0
0
0
0
0
0
0
87
80
73
70
70
70
73
67
67
67
80
60
80
73
53
60
70
75
80
80
80
80
80
80
80
75
75
75
70
70
80
75
80
80
80
80
80
80
60
80
80
100
60
100
60
80
80
80
78
78
78
77
77
77
75
75
75
75
75
72
72
72
70
70
80
100
80
80
80
80
80
80
60
80
80
80
80
80
80
80
81 Delegates work that ought to be done by others.
tasks.
issues.
other parts.
11 Influences others to be productive.
outcomes.
procrastination).
work group.
28 Responds to requests in a timely manner.
47 Does not dominate discussions.
21 Plans ahead to reduce having to work in a crisis mode
23 Is organized when conducting meetings.

Frequencies Scores
Items
Strongly
Disagre
e
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 7
0
0
0
0
1
1
2
3
6
5
0
0
0
0
60
67
75
70
80
60
70
68
80
80
respond.
22 Anticipates how his/her decisions impact others.

WRITTEN COMMENTS
A. The three most positive qualities with regard to your overall effectiveness.
Self
I am good at team building and moving a team towards a goal.
I look for creative solutions to problems.
Boss
Commitment to excellence.
Determination.
Vision--personal and professional.
Others
Conveys a positive winning attitude to an organization.
Dedicated.
Delegates effectively and creates an atmosphere conducive to teamwork and
cooperation.
Does an excellent job in communicating the mission and goals of the organization.
Excellent leader.
Excellent team builder.
Good sense of humor.
Knowledgeable.
Loyal.
Understanding.
Very intelligent.

WRITTEN COMMENTS
B. The three most important things you could improve on to increase your overall
effectiveness.
Self
Be more open to others ideas and opinions.
Be committed to firms agendas, rather than mine.
Boss
Focus on working on important things.
Identifying people skills.
Others
Better listener.
Better understanding of the business.
Coaching new employees.
Delegate more work to other people.
Give more feedback.
Leave work issues and stress at work.
Less or shorter meetings.
Needs to develop leadership skills.
Needs to express information clearly and in terms understandable to the listener.
Needs to set and inform co-workers of goals and expectations of his organization.
Strategic direction.
Take comments less personally.
Take criticism nondefensively.

WRITTEN COMMENTS
C. Clarifications to items in the survey or comments related to your effectiveness that were
not addressed in the profile.
Self
Boss
Others

The 7 Habits 360 Profile

7 Habits Managerial Scores
Averages from 53,470 Manager Profiles
Aggregate Profile
1958 South 950 East, Provo, Utah 84606 (800)332-6839

CONTENTS
INTRODUCTION 3
OVERVIEW 4
CATEGORY REVIEWS
P/PC Balance 6
Be Proactive 7
Think Win-Win 10
... Then to Be Understood 12
Synergize 13
Sharpen the Saw 14
1999 Franklin Covey Co. Page 2

INTRODUCTION

Welcome toThe 7 Habits 360Profile Aggregate. This profile provides you with valuable
feedback regarding a number of issues related to effectiveness. .

The following people contributed to this aggregate profile:

Self 49836
Boss 46375
Peers 189636
Direct Reports 103312

Total 389159

Detailed instructions for understanding and using The 7 Habits 360Profile Aggregate are
contained in the "Profile" section of your training manual. Please note that all responses
received in your behalf (from Strongly Disagree to Strongly Agree) were converted to a
six-point scale. The numeric scale of 1 to 6 was then translated into a percentage in the
following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

percentages.

If you have questions or would like to make comments regarding the profile process, please
contact The Profile Center at: 1-800-332-6839.

1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of Franklin Covey
Co. Franklin Covey Co. is not responsible for errors resulting from a failure to comply with instructions. The Franklin Covey 360Profile is intended solely for use in the personal
development of the individual profiled. Franklin Covey C. is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner.
Review of any individual 360Profile report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the
person profiled. Franklin Covey Co. reserves the right to correct minor grammatical erros and to omit inappropriate or abusive language when transcribing comments.

T
O
T
A
L
S
The 7
Habits
Overview
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Relationships
Self
Boss
Peer
Direct Report
Strongly
Agree
Agree
Slightly
Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
81 80 81
79
81
84
84
83
83
79
82
81
82
77
79
79
81
75
78
78
78
75
79
79
79
85
84
82
83
76
80
80
80
80
79
80
80
79
82
82
82

T
O
T
A
L
S
Emotional
Bank
Account
ITEMS
1
2
(EBA)
3
4
backs).
(EBA)
5
6
Keeps confidences. (EBA)
7
mistakes. (EBA)
8
Leads by example. (EBA)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
88 88 89
90
88
82 84 84
84
84
85 85 85
87
85
79 78 81
72
79
84 85 86
86
85
84 84 85
87
84
80 80 81
85
80
79 78 80
81
79
83 83 84
84
83

T
O
T
A
L
S
P/PC
Balance
ITEMS
9
10
(P/PC)
11
12
13
(P/PC)
14
a reasonable limit. (P/PC)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
85 85 85
84
85
82 81 80
80
81
89 88 89
89
88
78 78 78
65
78
81 77 76
76
78
79 79 80
77
79
82 81 82
79
82

T
O
T
A
L
S
Be
Proactive
ITEMS
15
(Habit 1)
16
17
18
19
(Habit 1)
20
21
unpopular. (Habit 1)
22
(Habit 1)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
84 83 83
84
83
83 82 82
80
82
81 78 77
74
79
80 78 78
71
78
82 80 82
83
81
75 73 76
67
74
80 80 81
79
80
80 78 78
78
79
81 79 79
77
80

T
O
T
A
L
S
Begin with
the End in
Mind
ITEMS
23
(Habit 2)
24
(Habit 2)
25
26
27
28
meetings. (Habit 2)
29
clear sense of direction. (Habit 2)
30
(Habit 2)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 79 78
75
79
83 81 81
77
82
80 80 80
79
80
76 76 76
73
76
74 74 75
76
74
81 80 80
75
80
76 78 78
75
77
77 77 77
74
77
78 78 78
75
78

T
O
T
A
L
S
Put First
Things
First
ITEMS
31
32
3)
33
34
35
manner. (Habit 3)
36
37
by others. (Habit 3)
38
have sufficient time to respond. (Habit
3)
39
priorities. (Habit 3)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
78 77 75
73
77
80 80 81
78
80
79 78 78
66
78
80 80 82
78
81
78 80 81
78
80
81 80 79
77
80
78 74 72
68
75
79 78 79
78
79
80 79 78
76
79
79 79 79
75
79

T
O
T
A
L
S
Think
Win-Win
ITEMS
40
41
show favoritism). (Habit 4)
42
(Habit 4)
43
44
45
46
compromise personal values. (Habit
4)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
85 85 87
90
85
77 80 82
82
80
82 81 80
82
81
84 82 83
85
82
82 79 79
76
80
84 84 86
88
84
86 86 88
90
86
83 82 84
85
83

T
O
T
A
L
S
Seek First to
Understand
ITEMS
47
48
5)
49
50
51
(Habit 5)
52
(Habit 5)
53
his/her work group. (Habit 5)
54
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 79 81
66
80
78 79 80
80
79
78 78 78
79
78
80 79 79
79
79
84 84 83
81
84
75 78 76
66
77
79 82 82
78
81
81 78 75
73
78
79 80 79
75
80

T
O
T
A
L
S
... Then
to Be
Understood
ITEMS
55
(Habit 5)
56
5)
57
(Habit 5)
58
(Habit 5)
59
60
matters. (Habit 5)
61
people perform their jobs. (Habit 5)
62
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
80 80 78
74
80
77 79 81
73
79
86 83 81
78
84
81 81 82
78
81
83 82 82
80
83
82 82 83
84
82
72 76 75
71
75
81 83 83
83
82
80 81 81
78
81

T
O
T
A
L
S
Synergize
ITEMS
63
64
65
66
67
that will affect them. (Habit 6)
68
and innovation. (Habit 6)
69
risks. (Habit 6)
70
talents of his/her work group. (Habit 6)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
82 80 78
81
81
83 82 79
74
82
80 79 79
80
79
80 80 80
82
80
76 78 80
81
78
82 81 80
84
81
81 80 80
82
80
78 78 77
77
78
80 80 79
80
80

T
O
T
A
L
S
Sharpen
the
Saw
ITEMS
71
(Habit 7)
72
73
(Habit 7)
74
75
development of others. (Habit 7)
76
leadership abilities. (Habit 7)
77
improve. (Habit 7)
78
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
83 82 81
72
82
80 82 83
81
82
88 88 89
86
88
82 83 83
74
83
83 82 82
84
82
83 81 80
79
82
74 76 78
76
76
82 82 83
83
82
82 82 82
79
82

Frequencies Scores
N
O
T
E
S
Rankings
and
Frequencies
"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
767
821
1021
1010
1236
1086
736
2373
1105
1558
1492
2103
642
2083
2096
1977
1912
3063
2660
2403
4070
3894
3513
2807
4839
2205
4949
5943
5147
5735
9735
8581
7401
10621
10755
9858
7664
14468
10708
22631
26898
24985
22192
35108
33486
37621
26909
40308
34211
32914
43458
47495
156035
139047
153011
169147
164492
183365
173611
150717
178587
167434
181669
160615
193305
200413
210284
197977
165010
174176
154938
153180
177673
149565
148567
146842
158948
132284
887
2872
3651
21930
295
3995
12722
14417
3202
22025
14350
3489
1279
88
89
88
86
85
84
85
85
82
84
84
84
86
88
88
88
86
85
85
85
85
84
84
84
84
83
89
89
89
88
85
86
85
87
84
85
86
83
81
88
88
88
86
85
85
85
85
84
84
84
84
84
90
89
86
90
87
86
84
90
84
87
88
81
78
(Habit 4)
6 Keeps confidences. (EBA)
51 Is easy to approach with a concern. (Habit 5)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
1138
986
1658
1672
1178
1682
1313
1746
1201
2109
1643
1042
1438
1203
1284
1978
3544
2715
4320
4271
3678
3600
3223
3421
4573
5964
3854
2631
3884
2810
4069
4397
12392
11782
13537
14292
12902
11198
10952
10083
15599
16791
11964
9008
13499
9112
13414
14186
46631
47873
44413
48929
49707
40947
41761
42859
51785
48565
50226
45114
52708
44475
51423
46112
168166
197123
161559
178617
183748
185077
198449
175367
165634
174287
174640
188709
170047
187220
177704
190995
152891
126389
115491
134818
113376
135852
125202
122510
112527
119848
121468
115094
119289
115383
108238
122904
3093
884
45984
4058
22396
9297
6220
31223
35845
20182
23323
26047
26530
26967
30193
7391
84
83
82
83
83
84
82
81
83
83
80
83
83
82
82
82
83
82
83
82
81
82
82
83
82
82
82
82
81
82
81
80
83
82
83
82
81
83
83
83
79
81
83
82
80
83
80
82
83
83
83
82
82
82
82
82
82
82
82
82
82
82
81
81
84
80
74
80
77
85
84
83
74
72
81
84
79
83
80
83
1)
60 Informs people regarding important matters. (Habit 5)
62 Shows appreciation for positive performance. (Habit 5)
(Habit 7)
75 Encourages and supports the development of others. (Habit
7)
76 Takes steps to improve his/her leadership abilities. (Habit
7)
excuses. (Habit 1)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
2702
1158
1758
1519
1067
1247
2233
1441
1472
1489
3710
1789
2098
3848
2151
3780
5739
3200
4542
3704
3078
2924
5606
3925
4382
4342
8731
5476
5657
7024
6091
8739
16977
11492
14485
13992
12278
10925
14877
14286
16083
15366
21132
17514
18212
19387
20531
23340
47740
52393
49565
51473
51325
51629
51481
59037
58788
56561
49747
59054
57168
49430
58668
60588
194412
194938
188127
203362
189630
184405
183804
184018
184756
163982
163842
193603
177091
175347
168881
180104
115669
112163
106842
112490
102851
109233
118092
100944
109747
101177
133539
106684
111966
122181
117766
110648
3785
11088
22410
866
27386
26542
11681
24176
12619
44094
6174
3885
14999
10570
12939
847
80
82
79
81
82
82
80
80
80
81
80
78
81
77
82
80
80
81
82
81
80
81
80
80
80
80
80
80
80
80
79
79
82
80
82
82
78
80
81
81
80
80
81
81
79
82
79
81
81
81
81
81
81
81
80
80
80
80
80
80
80
80
80
80
78
82
78
78
81
84
85
79
79
75
78
78
77
82
76
66
53 Understands what is going on in his/her work group. (Habit
5)
6)
68 Encourages and supports creativity and innovation. (Habit
6)
21 Does the right thing, even if it is unpopular. (Habit 1)
(Habit 2)
28 Is organized when conducting meetings. (Habit 2)
(Habit 3)
3)
41 Is fair with all people (i.e., does not show favoritism). (Habit
4)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
1724
1416
1027
2903
2431
2250
1399
1990
1192
1378
921
3324
1541
3857
1721
3463
4898
3452
2510
7890
7082
5999
5286
5914
4143
3554
3386
7319
4078
8533
4415
10603
18076
13086
9744
22378
18081
16978
18408
19925
16839
12651
13072
21651
15884
23648
16563
24202
65552
54912
49301
62669
63850
48774
62253
66514
65013
52982
57861
59740
60273
55092
62866
61798
191684
192175
193294
175234
174702
194491
198443
176728
190049
205145
193766
170114
201385
190694
187138
158163
105170
99512
84977
105523
109391
88025
88012
107059
93377
71134
75248
121082
96534
103504
105067
86998
839
22621
46508
10191
10988
30440
13864
8457
17070
40809
43508
4314
7480
2156
10040
41724
80
80
81
79
79
79
81
80
80
79
80
78
80
77
80
78
80
80
80
78
78
79
78
78
79
78
79
79
79
79
79
78
78
80
80
81
80
80
77
78
78
79
78
80
79
81
79
78
80
80
80
79
79
79
79
79
79
79
79
79
79
79
79
78
74
82
82
72
81
77
74
78
75
78
76
80
79
73
80
65
69 Supports people in taking responsible risks. (Habit 6)
(EBA)
8 Leads by example. (EBA)
(P/PC)
22 Is decisive when a decision is needed. (Habit 1)
outcomes. (Habit 2)
respond. (Habit 3)
39 Keeps his/her work group focused on priorities. (Habit 3)
them. (Habit 5)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
1393
3174
3127
1966
1550
2301
1971
1688
1494
2298
2967
3428
2660
2949
2598
3825
5323
8857
9006
5278
5237
5513
4843
5366
4967
7004
9253
9148
8379
9480
7698
10377
18627
25074
25868
19288
19981
17562
17210
19422
19696
22759
26861
27447
26399
27401
24332
32012
74341
65088
65089
67672
70060
60050
62934
68625
68370
68879
63213
75149
74580
70078
71608
80515
183156
169122
177673
193316
177802
188226
167164
174801
168811
179008
143898
170031
162167
160120
140725
166159
88240
107048
95125
96062
88447
90964
77857
75720
72142
79425
76538
85359
89772
69274
61605
62923
16739
8379
11833
4238
24011
23024
54603
42127
51074
28120
64033
16153
23792
48433
79023
31075
81
80
79
78
81
76
78
76
77
78
75
76
74
78
72
75
77
78
78
78
78
78
78
78
77
77
78
76
76
74
76
73
76
78
78
78
75
80
77
78
77
75
76
76
78
72
75
76
78
78
78
78
78
78
78
77
77
77
77
76
76
75
75
74
76
71
66
79
73
81
77
75
74
73
66
73
76
68
71
67
13 Influences others to be productive. (P/PC)
departments, product trends, competition). (Habit 5)
(Habit 6)
group. (Habit 6)
direction. (Habit 2)
tasks. (Habit 2)
issues. (Habit 3)
(Habit 2)
37 Delegates work that ought to be done by others. (Habit 3)
jobs. (Habit 5)
(Habit 1)

Frequencies Scores
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
2714 7965 26470 81054 181324 67064 20969 74 74 75 74 76

The 4 Roles of Leadership 360 Profile
4 Roles of Leadership Scores
Averages from 14596 Profiles
Aggregate Profile
1958 South 950 East, Provo, Utah 84606 (800)332-6839

CONTENTS
INTRODUCTION 3
OVERVIEW 4
CATEGORY REVIEWS
Role: Pathfinding 5-6
Role: Aligning 7-8
Role: Empowering 9-10
Role: Modeling 11-12
1999 Franklin Covey Co. All rights reserved. Page 2

INTRODUCTION

Welcome toThe 4 Roles of Leadership 360Profile. This tool provides you with valuable
feedback regarding a number of issues related to effective leadership.

The following assessments contributed to your aggregate profile:

Self 13254
Boss 12282
Peers 41831
Direct Reports 36088

Total 103455

Detailed instructions for understanding and using The 4 Roles of Leadership Profile are
contained in the "Profile" section of your training manual. Please note that all responses received
in your behalf (from Strongly Disagree to Strongly Agree) were converted to a six-point
scale. The numeric scale of 1 to 6 was then translated into a percentage in the following manner:

5 Agree 80%
2 Disagree 20%

? Dont Know

Responses of "Dont Know" or nonresponses are indicated by in this report and are not
tallied in the percentages.

If you have questions regarding your profile or would like to make comments regarding the
profile process, please contact the Franklin Covey Profile Center at:

1-800-332-6839.

1999 Franklin Covey Co. All rights reserved. Printed in the United States of America. No part of this publication may be reproduced or
transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval
system, for any purpose without the express written permission of Franklin Covey Co.

T
O
T
A
L
S
The 4 Roles of
Leadership
Overview
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Relationships
Self
Boss
Peer
Direct Report
Strongly
Agree
Agree
Slightly
Agree
Slightly Disagree
Disagree
Strongly Disagree
100
80
60
40
20
0
80 80 81
80
80
80
80
80
80
78
79
78
77
79
80
79
79
83
84
83
83

T
O
T
A
L
S
Role:
Pathfinding
Items
1
needs.
2
understand the needs of the
stakeholder.
3
Ensures that team goals are aligned
with stakeholder needs.
4
Takes initiative to determine
stakeholder needs.
5
stakeholder needs.
6
7
organization.
8
(PATHFINDINGValues)
9
Encourages team members to behave
in accordance with organizational
values.
(PATHFINDINGValues)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
86 85 85
86
85
82 81 80
80
81
81 81 80
80
81
81 81 80
79
81
82 82 82
83
82
82 80 79
79
81
78 78 78
78
78
88 87 89
88
87
84 82 82
83
83
80 80 80
80
80

Role:
Pathfinding
Items
10
Involves team members in setting
vision and direction.
(PATHFINDINGVision)
11
Ensures that his/her team has a clear
sense of direction.
(PATHFINDINGVision)
12
Ensures that team members are clear
on how to achieve the organizations
vision.
(PATHFINDINGVision)
13
to the team.
14
Maintains a clear focus on priorities.
15
Ensures that team goals support the
organizations goals.
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
77 76 76
76
76
76 78 78
77
77
74 75 75
72
74
75 76 76
74
76
79 81 80
78
80
82 80 81
80
81
(Continued)

T
O
T
A
L
S
Role: Aligning
Items
16
Finds innovative ways to improve.
(ALIGNINGProcess)
17
(ALIGNINGProcess)
18
(ALIGNINGProcess)
19
(ALIGNINGStructure)
20
Establishes empowering lines of
authority.
(ALIGNINGStructure)
21
Organizes work groups so that people
work well with each other.
(ALIGNINGStructure)
22
properly trained.
(ALIGNINGPeople)
23
Matches the right people to the right
jobs.
(ALIGNINGPeople)
24
Gives people opportunities that help
them develop greater capacity.
(ALIGNINGPeople)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
78 80 80
80
79
72 76 78
74
75
72 75 76
75
74
74 75 78
75
75
76 75 76
77
76
75 76 78
75
76
77 80 82
78
79
77 78 80
78
78
81 80 80
82
80
77 78 79
78
78

Role: Aligning
Items
25
26
Makes sure that the team has an
awareness of changes that affect their
performance.
27
Ensures that the team has useful
feedback to know how they are doing.
28
Makes on-time decisions.
(ALIGNINGDecisions)
29
Considers long-term implications
when making decisions.
(ALIGNINGDecisions)
30
Gives recognition for positive
performance.
(ALIGNINGRewards)
31
(ALIGNINGEcosystem)
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
78 80 81
81
79
77 78 79
78
78
74 77 78
75
76
77 79 80
78
78
79 80 79
83
79
81 83 84
84
82
79 80 79
82
79
(Continued)

T
O
T
A
L
S
Role:
Empowering
Items
32
Allows others to be responsible for
their work/stewardships.
33
Delegates work that should be done by
others.
34
Utilizes peoples abilities.
35
Encourages creative thinking.
36
controlling.
37
assignments.
38
Is open to ideas that others suggest.
39
Takes interest in people beyond just
getting the job done.
40
corrects people in a positive way.
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
85 82 81
83
83
79 77 75
74
78
81 80 80
81
81
83 81 80
84
82
79 77 78
77
78
82 79 79
81
80
83 82 83
84
83
82 84 85
84
83
78 78 79
77
78
79 79 80
79
79

Role:
Empowering
Items
41
Clearly explains expectations when
assigning tasks.
(EMPOWERINGWin-Win
Agreements)
42
Holds people accountable for
achieving the objectives they set.
(EMPOWERINGWin-Win
Agreements)
43
Provides regular feedback to
individuals on how well they perform
their jobs.
(EMPOWERINGWin-Win
Agreements)
44
Helps people achieve their potential.
(EMPOWERINGWin-Win
Agreements)
45
(EMPOWERINGWin-Win
Agreements)
46
Takes time to teach people.
(EMPOWERINGWin-Win
Agreements)
47
(EMPOWERINGWin-Win
Agreements)
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
77 78 78
73
77
80 79 77
75
79
71 76 76
70
74
76 78 79
76
77
78 80 80
82
79
74 79 81
78
77
79 80 82
80
80
(Continued)

T
O
T
A
L
S
Role: Modeling
Items
48
(MODELINGCharacter)
49
Communicates openly.
(MODELINGCharacter)
50
Is open to feedback from others.
(MODELINGCharacter)
51
Leads by example.
(MODELINGCharacter)
52
Helps other people achieve their goals.
(MODELINGCharacter)
53
Maintains high ethical standards.
(MODELINGCharacter)
54
Has a strong work ethic.
(MODELINGCharacter)
55
Does not undermine others.
(MODELINGCharacter)
56
Strives for excellence.
(MODELINGCharacter)
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
81 83 84
82
82
81 83 83
83
82
81 81 82
82
81
81 81 84
84
82
79 80 81
80
80
88 88 91
90
88
90 89 91
91
89
83 83 86
84
83
89 88 89
89
88
83 83 84
83
83

Role: Modeling
Items
57
Is candid about his/her strengths.
(MODELINGCharacter)
58
Is candid about his/her weaknesses.
(MODELINGCharacter)
59
Builds effective relationships.
60
Completes tasks on time.
61
Completes assignments competently.
62
Communicates clearly.
63
Meets customer needs.
64
Is someone I would be willing to
follow.
10 20 30 40 50 60 70 80 90
Direct
Report
Peer Boss
Self
Others
Strongly
Disagree
Disagree Slightly
Disagree
Slightly
Agree
Agree Strongly
Agree
82 81 82
79
82
77 77 78
77
77
80 81 82
80
81
80 81 81
78
81
86 86 86
85
86
80 82 82
77
81
85 84 84
82
84
84 80 81
80
82
(Continued)

FREQUENCIES SCORES
N
O
T
E
S
Rankings
and Frequencies

"Others."
ITEMS
1 2 3 4 5 6 ?
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
352
430
188
263
265
193
203
230
351
555
740
792
255
528
591
377
602
477
585
469
659
791
1046
1296
1379
923
1494
1531
1193
1742
1600
1451
1785
2398
2370
3395
3596
3800
3267
6390
6705
7277
7963
7845
7653
9778
12503
10808
13255
12675
10438
15467
32016
36215
37903
39230
45775
51130
52074
49467
50943
43898
39897
41555
45702
61642
56378
55442
52686
42467
40936
35465
34653
35172
40480
43324
43333
35175
658
1234
667
684
4574
1096
3188
3206
2667
560
1619
1755
2311
90
88
89
88
86
86
85
84
85
83
82
83
82
89
88
88
87
86
85
84
82
82
82
84
83
82
91
91
89
89
86
85
84
82
81
83
85
86
82
89
88
88
87
86
85
84
83
83
83
83
83
82
91
90
89
88
85
86
82
83
83
84
84
84
83
54 Has a strong work ethic.
(MODELINGCharacter)
53 Maintains high ethical standards.
(MODELINGCharacter)
56 Strives for excellence.
(MODELINGCharacter)
organization.
(PATHFINDINGValues)
61 Completes assignments competently.
63 Meets customer needs.
9 Encourages team members to behave in accordance with
organizational values.
(PATHFINDINGValues)
32 Allows others to be responsible for their work/stewardships.
38 Is open to ideas that others suggest.
39 Takes interest in people beyond just getting the job done.
55 Does not undermine others.
(MODELINGCharacter)

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
687
450
1203
799
876
366
1202
185
199
258
235
202
416
709
720
636
1232
946
1930
1613
1520
870
2018
740
729
1122
883
641
952
1384
1438
1516
3385
3443
4130
4223
3955
3194
4017
2584
2627
3865
3409
2583
3249
4183
4217
4578
13387
14817
12549
13149
13507
14535
13965
14812
15059
16568
16865
14717
14189
14067
15043
14085
40860
44663
38938
41535
43209
49180
40227
54669
53883
47024
48045
53357
52273
45128
46595
44394
39745
35369
43040
41603
38161
30633
39417
27338
27047
31700
29577
27553
29230
36706
33845
33343
3803
3384
1349
238
1837
4178
2126
2861
3598
2608
4095
3948
2827
924
1166
4446
81
83
81
81
81
82
84
82
81
81
82
82
81
81
80
80
83
81
83
83
81
81
80
81
81
81
80
80
80
81
81
81
84
80
84
83
84
82
81
80
80
80
79
81
80
82
82
81
82
82
82
82
82
82
82
81
81
81
81
81
81
81
81
81
84
84
82
83
84
79
80
80
80
79
79
80
81
82
80
78
30 Gives recognition for positive performance.
(ALIGNINGRewards)
35 Encourages creative thinking.
(MODELINGCharacter)
49 Communicates openly.
(MODELINGCharacter)
(MODELINGCharacter)
57 Is candid about his/her strengths.
(MODELINGCharacter)
64 Is someone I would be willing to follow.
2 Ensures that team members understand the needs of the
stakeholder.
3 Ensures that team goals are aligned with stakeholder needs.
4 Takes initiative to determine stakeholder needs.
mission.
15 Ensures that team goals support the organizations goals.
34 Utilizes peoples abilities.
50 Is open to feedback from others.
(MODELINGCharacter)
59 Builds effective relationships.
60 Completes tasks on time.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
597
639
454
528
367
427
496
646
476
671
531
348
822
394
535
446
1263
1680
1055
1249
920
982
1405
1542
1225
1444
1296
996
1662
1332
1237
1194
4327
5119
3438
4218
3154
3166
5008
4835
4064
4660
4428
4272
4667
4807
3931
4591
15873
16651
14973
15288
15274
16241
19983
16986
16124
15435
16161
17310
15823
20568
16894
18366
48143
44897
44834
46550
51919
50963
42224
44559
50374
46201
48253
49060
46125
46557
46935
49028
32593
33147
29819
30493
26193
26405
31842
27899
28037
30948
29063
22404
30363
24942
20527
21653
229
1005
8498
4745
5217
4810
2165
6636
2773
3711
3318
8684
3603
4555
12975
7774
80
79
81
82
79
79
78
77
78
79
79
80
78
78
77
77
82
81
80
79
80
80
80
80
80
80
80
79
80
78
78
78
82
80
80
79
82
81
80
82
81
79
79
77
80
78
80
79
81
80
80
80
80
80
79
79
79
79
79
79
79
78
78
78
77
78
82
81
80
80
80
78
81
83
82
75
82
78
78
78
62 Communicates clearly.
14 Maintains a clear focus on priorities.
24 Gives people opportunities that help them develop greater
capacity.
(ALIGNINGPeople)
jobs.
52 Helps other people achieve their goals.
(MODELINGCharacter)
16 Finds innovative ways to improve.
(ALIGNINGProcess)
(ALIGNINGPeople)
their jobs.
29 Considers long-term implications when making decisions.
(ALIGNINGDecisions)
other parts.
(ALIGNINGEcosystem)
42 Holds people accountable for achieving the objectives they
set.
affect them.
23 Matches the right people to the right jobs.
(ALIGNINGPeople)
26 Makes sure that the team has an awareness of changes that
affect their performance.

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
893
755
1353
882
582
452
601
836
721
665
584
850
680
694
941
1046
1839
2292
2348
1766
1573
1315
1371
2043
1701
2012
1952
2057
1760
1758
2329
2334
5814
6052
6479
5365
5487
5200
4621
6179
6074
6098
6355
6022
5702
6224
7919
6824
16865
17104
16728
16789
19965
19970
19727
19815
18615
21104
21702
19345
19661
21048
22509
19311
46178
45768
42214
45591
47591
48129
47576
41981
44842
42854
45422
42997
44163
44972
45145
42507
29396
25336
31427
25809
23413
20922
21752
27133
26032
23747
20525
21396
20657
21432
22299
21589
2138
5745
2516
6887
4510
7112
7395
5099
4931
6645
6521
10274
10402
6899
1906
9390
77
79
79
78
76
77
76
74
77
77
75
76
75
74
72
74
79
77
77
78
78
78
78
79
77
76
76
75
76
77
76
75
80
75
78
79
78
78
79
81
78
76
76
76
78
78
78
78
78
78
78
78
77
77
77
77
77
76
76
76
76
76
75
75
78
74
77
77
77
73
76
78
77
76
74
77
75
75
74
75
28 Makes on-time decisions.
(ALIGNINGDecisions)
33 Delegates work that should be done by others.
40 When improvement is needed, corrects people in a positive
way.
11 Ensures that his/her team has a clear sense of direction.
(PATHFINDINGVision)
41 Clearly explains expectations when assigning tasks.
44 Helps people achieve their potential.
46 Takes time to teach people.
58 Is candid about his/her weaknesses.
(MODELINGCharacter)
10 Involves team members in setting vision and direction.
(PATHFINDINGVision)
20 Establishes empowering lines of authority.
(ALIGNINGStructure)
21 Organizes work groups so that people work well with each
other.
(ALIGNINGStructure)
27 Ensures that the team has useful feedback to know how they
are doing.
(ALIGNINGProcess)
(ALIGNINGStructure)

FREQUENCIES SCORES
ITEMS
Strongly
Disagree
Strongly
Agree
Dont
Know
Direct
Report
1 2 3 4 5 6 ?
454
1006
852
1632
2410
2420
6570
8051
7589
25402
22853
22588
46018
42682
40813
16798
20970
17755
6183
5109
11083
74
72
71
75
75
76
75
76
76
74
74
74
72
75
70
12 Ensures that team members are clear on how to achieve the
organizations vision.
(PATHFINDINGVision)
(ALIGNINGProcess)
43 Provides regular feedback to individuals on how well they
perform their jobs.
1 2 3 4 5 6 ?
Direct
Report
1 Willingly helps people. (EBA) 25 13 34 84 2709 2894 20 89 87 88 86 88
2 Follows through on commitments. (EBA) 20 11 80 203 2954 2089 48 82 82 83 82 81
3 Shows courtesy toward people. (EBA) 13 15 52 155 2734 2554 11 86 84 84 84 85
4
Is loyal to those who are absent (i.e., does not criticize people behind their
backs). (EBA)
36 31 114 339 2956 1569 154 73 79 80 79 79
5 Is honest with people. (EBA) 24 9 54 144 2960 2379 64 86 84 85 84 84
6 Keeps confidences. (EBA) 31 13 49 152 2774 2247 350 86 84 85 83 84
7 Acknowledges and apologizes for mistakes. (EBA) 31 33 89 245 2999 1749 170 84 79 80 79 80
8 Leads by example. (EBA) 31 34 111 291 2844 1713 107 81 78 79 78 78
9 Produces high-quality work. (P/PC) 34 11 31 135 2915 2229 193 83 84 84 84 85
10 Makes cost-effective use of resources. (P/PC) 37 21 67 249 2951 1590 358 79 80 80 79 80
11 Is a hard worker. (P/PC) 36 13 26 113 2356 3120 57 87 88 89 86 89
12
Balances all aspects of life (e.g., work, leisure, family) to maintain overall
36 52 171 408 2581 1329 654 65 77 78 78 77
13 Influences others to be productive. (P/PC) 41 24 79 304 2963 1331 189 75 77 75 76 80
14 Does not push people to work beyond a reasonable limit. (P/PC) 39 26 95 291 3224 1307 393 75 79 80 79 78
15 Takes initiative to get things done. (Habit 1) 41 17 58 223 2829 2187 43 82 82 83 81 83
16 Works to solve problems rather than avoiding them. (Habit 1) 39 17 69 256 2922 2011 56 80 82 82 81 82
17
Focuses on things he/she can do something about rather than on things
33 15 77 297 3165 1406 190 74 79 77 78 81
18 Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 39 33 136 382 2717 1800 113 72 79 78 79 81
19
Accepts responsibility for his/her actions rather than making excuses.
(Habit 1)
33 25 58 237 3150 1924 106 83 81 82 80 83
20 Receives negative feedback without becoming defensive. (Habit 1) 36 46 156 485 2737 949 434 66 74 75 73 75
21 Does the right thing, even if it is unpopular. (Habit 1) 38 20 63 245 2978 1536 324 78 79 81 79 80
22 Is decisive when a decision is needed. (Habit 1) 59 24 88 341 2877 1672 87 78 79 78 78 80
23 Begins projects with a clear understanding of desired outcomes. (Habit 2) 31 11 72 292 3086 1348 213 74 78 78 78 79
24 Displays a sense of direction in life. (Habit 2) 55 7 52 220 3059 1658 340 76 82 81 81 82
25 Works toward long-term solutions, not just quick fixes. (Habit 2) 27 23 76 289 2992 1679 162 79 79 80 79 80
26 Plans ahead to reduce having to work in a crisis mode. (Habit 2) 48 55 134 512 2753 1156 206 71 74 74 75 74
27 Anticipates how his/her decisions impact others. (Habit 2) 42 39 117 481 2833 975 278 75 73 74 73 73
28 Is organized when conducting meetings. (Habit 2) 40 16 80 286 2685 1473 523 72 79 78 79 79
29 Ensures that his/her work group has a clear sense of direction. (Habit 2) 36 25 113 371 2862 1072 527 74 76 76 76 75
ITEMS
GUYS FREQUENCIES GUYS SCORES
Strongly
Disagree
Strongly
Agree
Don't
Know
30 Sets clear expectations with individuals when assigning tasks. (Habit 2) 37 25 89 389 2793 1009 650 72 76 75 76 76
31 Prioritizes work so time is spent on the most important issues. (Habit 3) 39 31 119 418 2924 1071 393 71 76 74 76 76
32 Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 36 62 153 317 2729 1953 80 78 79 80 79 79
33 Is disciplined in carrying out plans (i.e., avoids procrastination). (Habit 3) 32 48 153 462 2894 1361 148 64 77 77 77 78
34
Respects peoples time (i.e., does not waste others time with trivial
35 33 100 274 3157 1738 59 77 80 82 80 80
35 Responds to requests in a timely manner. (Habit 3) 29 32 99 345 3146 1438 49 75 78 78 79 77
36 Is organized in handling multiple tasks and projects. (Habit 3) 31 26 83 356 3004 1535 212 75 79 78 79 80
37 Delegates work that ought to be done by others. (Habit 3) 28 38 160 420 2776 1115 544 70 76 73 74 78
38
Sets reasonable deadlines so others have sufficient time to respond. (Habit
3)
33 22 63 234 3445 1024 494 77 78 79 78 78
39 Keeps his/her work group focused on priorities. (Habit 3) 32 10 65 250 3186 1076 555 75 78 77 78 78
40 Does not undermine others for personal gain. (Habit 4) 24 27 45 182 2466 2776 203 90 85 87 84 86
41 Is fair with all people (i.e., does not show favoritism). (Habit 4) 35 39 100 289 2948 1820 165 81 80 82 80 79
42 Works to find win-win solutions. (Habit 4) 37 13 36 188 3122 1740 151 82 81 80 81 81
43
Does what is best for the entire organization, not just his/her own interests.
(Habit 4)
24 21 46 154 3038 2081 142 86 82 83 81 84
44 Has the courage to say no when appropriate. (Habit 4) 39 17 98 291 2804 1884 183 78 81 80 80 82
45 Shares credit and recognition for successes. (Habit 4) 23 17 37 126 2903 2339 187 87 84 86 83 85
46 Does not pressure people to compromise personal values. (Habit 4) 39 13 34 104 2865 2450 298 89 85 87 85 85
47 Listens without interrupting. (Habit 5) 26 68 146 410 2978 1556 11 66 78 80 78 79
48 Is sensitive to people's feelings. (Habit 5) 38 56 133 411 2796 1562 69 76 77 77 77 77
49 Seeks to understand people's viewpoints. (Habit 5) 32 28 76 333 3140 1333 52 77 77 77 77 78
50 Seeks to understand problems before attempting to solve them. (Habit 5) 35 22 62 255 3340 1426 93 78 79 79 79 79
51 Is easy to approach with a concern. (Habit 5) 29 27 76 250 2680 2383 43 80 83 82 83 84
52
Spends enough one-on-one time with individuals in his/her work group.
(Habit 5)
43 50 164 532 2348 1007 923 63 74 73 76 73
53 Understands what is going on in his/her work group. (Habit 5) 35 28 90 264 3051 1464 355 76 79 80 80 78
54
Understands issues outside his/her work group (e.g., other departments,
47 18 77 311 2946 1382 291 74 78 75 78 81
55 Communicates clearly and concisely. (Habit 5) 26 23 78 326 3147 1449 11 73 79 77 79 79
56 Does not dominate discussions. (Habit 5) 27 63 158 444 3168 1415 32 71 77 80 78 76
57 Expresses viewpoints with confidence. (Habit 5) 29 8 30 116 3214 2110 13 79 84 83 84 85
58 Is considerate when communicating. (Habit 5) 38 17 61 244 3339 1580 15 77 80 81 80 81
59 Is straightforward when communicating. (Habit 5) 27 8 43 201 3239 1880 14 80 82 81 82 83
60 Informs people regarding important matters. (Habit 5) 32 22 43 213 3259 1765 100 83 81 81 81 81
61 Provides regular feedback on how well people perform their jobs. (Habit 5) 32 41 141 468 2319 837 1044 69 73 74 74 71
62 Shows appreciation for positive performance. (Habit 5) 31 20 56 164 2945 1841 383 81 82 83 82 81
63 Seeks out the strengths of others to get things done. (Habit 6) 25 14 46 213 3150 1572 334 81 80 78 80 82
64 Networks with people outside his/her work group. (Habit 6) 38 16 75 235 2769 1723 445 73 81 78 81 83
65 Is flexible and open-minded in trying new ideas. (Habit 6) 31 14 61 285 3154 1485 130 79 79 79 78 80
66 Values differences in people. (Habit 6) 45 18 47 207 3197 1339 347 80 79 79 79 80
67 Involves people when making plans that will affect them. (Habit 6) 28 29 104 355 3025 1292 294 79 77 78 77 75
68 Encourages and supports creativity and innovation. (Habit 6) 46 10 37 214 3077 1599 333 84 80 79 79 81
69 Supports people in taking responsible risks. (Habit 6) 27 11 37 169 3274 1306 569 82 80 80 79 81
70 Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 50 19 90 338 2755 1170 685 76 77 76 77 77
71 Cares for his/her physical well-being. (Habit 7) 26 35 99 264 2918 1715 338 72 81 79 81 82
72 Cares about others and tries to build lasting friendships. (Habit 7) 39 26 57 228 2913 1611 368 78 80 81 80 79
73 Is competent in his/her field of work. (Habit 7) 34 11 26 79 2478 3139 46 86 88 89 88 89
74 Takes time to find enjoyment and meaning in life. (Habit 7) 55 25 71 236 2743 1636 715 72 82 81 82 81
75 Encourages and supports the development of others. (Habit 7) 33 14 29 159 3186 1667 316 83 81 81 80 82
76 Takes steps to improve his/her leadership abilities. (Habit 7) 32 23 59 217 2848 1691 391 77 81 79 80 82
77 Seeks feedback on ways he/she can improve. (Habit 7) 26 45 145 458 2599 1233 339 75 74 76 75 73
78 Strives to improve his/her work group performance. (Habit 7) 39 16 47 162 3102 1699 367 82 81 82 81 82
1 2 3 4 5 6 ?
Direct
Report
1 Willingly helps people. (EBA) 19 9 30 62 2201 3558 12 91 90 91 89 90
2 Follows through on commitments. (EBA) 31 14 34 131 2702 2747 47 85 86 87 87 84
3 Shows courtesy toward people. (EBA) 16 10 37 132 2524 2947 1 87 86 87 86 87
4
Is loyal to those who are absent (i.e., does not criticize people behind their
backs). (EBA)
37 46 127 398 2744 1683 156 70 79 81 78 79
5 Is honest with people. (EBA) 17 10 40 130 2849 2586 53 85 85 86 86 85
6 Keeps confidences. (EBA) 19 24 69 179 2487 2551 338 86 84 86 84 84
7 Acknowledges and apologizes for mistakes. (EBA) 25 28 75 204 2879 2091 181 86 82 84 81 81
8 Leads by example. (EBA) 41 33 85 246 2794 1858 207 80 80 82 80 80
9 Produces high-quality work. (P/PC) 24 9 32 75 2583 2832 183 85 87 88 87 88
10 Makes cost-effective use of resources. (P/PC) 50 14 45 167 2808 1847 565 79 83 81 83 84
11 Is a hard worker. (P/PC) 19 8 28 60 2028 3737 31 91 90 91 90 92
12
Balances all aspects of life (e.g., work, leisure, family) to maintain overall
30 57 180 397 2503 1472 559 65 78 79 78 78
13 Influences others to be productive. (P/PC) 17 15 60 261 2908 1489 348 77 79 77 78 82
14 Does not push people to work beyond a reasonable limit. (P/PC) 37 26 84 190 3059 1493 622 79 81 81 80 81
15 Takes initiative to get things done. (Habit 1) 20 18 45 139 2556 2765 39 85 85 86 85 86
16 Works to solve problems rather than avoiding them. (Habit 1) 43 24 52 191 2844 2295 63 80 84 84 83 85
17
Focuses on things he/she can do something about rather than on things
19 32 88 326 3116 1409 196 72 79 77 78 82
18 Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 39 41 137 455 2711 1578 114 68 78 77 77 81
19
Accepts responsibility for his/her actions rather than making excuses.
(Habit 1)
18 25 64 194 3003 2031 119 82 82 83 81 83
20 Receives negative feedback without becoming defensive. (Habit 1) 44 60 145 497 2585 1024 535 66 74 77 73 76
21 Does the right thing, even if it is unpopular. (Habit 1) 21 17 53 188 2911 1723 447 79 81 83 81 82
22 Is decisive when a decision is needed. (Habit 1) 34 24 77 337 2787 1738 147 76 80 78 79 82
23 Begins projects with a clear understanding of desired outcomes. (Habit 2) 18 18 40 230 2990 1633 282 76 81 79 80 82
24 Displays a sense of direction in life. (Habit 2) 30 31 60 229 2835 1919 302 77 82 81 81 84
25 Works toward long-term solutions, not just quick fixes. (Habit 2) 19 15 52 218 2939 1864 220 79 82 81 81 82
26 Plans ahead to reduce having to work in a crisis mode. (Habit 2) 36 49 141 385 2696 1519 265 72 77 78 78 77
27 Anticipates how his/her decisions impact others. (Habit 2) 20 37 115 316 2955 1236 343 78 76 77 76 76
28 Is organized when conducting meetings. (Habit 2) 37 16 42 177 2536 1826 820 77 83 82 83 83
29 Ensures that his/her work group has a clear sense of direction. (Habit 2) 21 20 56 214 2764 1316 848 75 79 79 80 79
ITEMS
GALS FREQUENCIES GALS SCORES
Strongly
Disagree
Strongly
Agree
Don't
Know
30 Sets clear expectations with individuals when assigning tasks. (Habit 2) 36 18 54 223 2655 1264 977 75 79 79 79 79
31 Prioritizes work so time is spent on the most important issues. (Habit 3) 19 29 104 324 2857 1469 421 73 79 77 79 79
32 Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 29 63 134 334 2501 2253 84 75 81 83 81 80
33 Is disciplined in carrying out plans (i.e., avoids procrastination). (Habit 3) 18 54 121 362 2773 1707 178 66 80 80 80 80
34
Respects peoples time (i.e., does not waste others time with trivial
32 35 68 219 3012 2066 49 78 82 84 82 83
35 Responds to requests in a timely manner. (Habit 3) 15 21 69 194 3037 2038 59 80 82 84 83 80
36 Is organized in handling multiple tasks and projects. (Habit 3) 25 26 63 251 2717 2133 202 79 82 82 82 83
37 Delegates work that ought to be done by others. (Habit 3) 22 60 145 471 2394 1063 956 66 75 71 74 78
38
Sets reasonable deadlines so others have sufficient time to respond. (Habit
3)
22 18 39 155 3235 1202 757 78 80 80 80 81
39 Keeps his/her work group focused on priorities. (Habit 3) 21 11 27 176 3022 1263 880 76 81 80 81 81
40 Does not undermine others for personal gain. (Habit 4) 33 33 51 163 2320 2982 213 90 86 89 85 86
41 Is fair with all people (i.e., does not show favoritism). (Habit 4) 17 50 93 331 2715 2057 151 81 80 83 81 78
42 Works to find win-win solutions. (Habit 4) 38 17 34 163 3094 1879 186 83 82 82 82 83
43
Does what is best for the entire organization, not just his/her own interests.
(Habit 4)
21 21 46 170 2936 2281 149 86 84 85 83 85
44 Has the courage to say no when appropriate. (Habit 4) 31 44 105 351 2595 1860 233 74 80 79 79 83
45 Shares credit and recognition for successes. (Habit 4) 19 21 37 97 2846 2482 235 88 85 87 84 86
46 Does not pressure people to compromise personal values. (Habit 4) 33 12 17 83 2519 2848 386 91 87 89 87 87
47 Listens without interrupting. (Habit 5) 20 57 126 329 2810 1978 14 65 82 83 81 82
48 Is sensitive to people's feelings. (Habit 5) 27 40 87 247 2620 2354 37 83 82 84 81 82
49 Seeks to understand people's viewpoints. (Habit 5) 23 20 67 273 3076 1704 77 81 80 80 79 80
50 Seeks to understand problems before attempting to solve them. (Habit 5) 31 18 37 243 3210 1643 123 79 81 81 80 81
51 Is easy to approach with a concern. (Habit 5) 14 22 78 213 2479 2645 55 82 84 84 84 85
52
Spends enough one-on-one time with individuals in his/her work group.
(Habit 5)
33 34 113 365 2295 1353 1129 67 79 79 80 77
53 Understands what is going on in his/her work group. (Habit 5) 19 19 47 170 2937 1910 362 78 83 84 83 82
54
Understands issues outside his/her work group (e.g., other departments,
30 19 76 331 2670 1482 407 72 79 76 78 83
55 Communicates clearly and concisely. (Habit 5) 23 20 62 228 3010 1910 15 74 82 81 82 82
56 Does not dominate discussions. (Habit 5) 27 47 106 326 2953 1933 38 73 81 84 81 80
57 Expresses viewpoints with confidence. (Habit 5) 15 4 45 210 2942 2161 22 76 84 81 83 87
58 Is considerate when communicating. (Habit 5) 19 17 38 183 3178 2048 12 79 83 84 83 84
59 Is straightforward when communicating. (Habit 5) 23 9 34 156 3040 2178 13 79 84 83 84 85
60 Informs people regarding important matters. (Habit 5) 32 17 35 121 3103 2291 81 85 84 85 85 84
61 Provides regular feedback on how well people perform their jobs. (Habit 5) 25 32 80 282 2207 1095 1465 72 77 77 78 76
62 Shows appreciation for positive performance. (Habit 5) 33 21 40 121 2725 2135 571 84 84 85 84 84
63 Seeks out the strengths of others to get things done. (Habit 6) 20 20 38 193 2905 1782 463 81 82 80 81 83
64 Networks with people outside his/her work group. (Habit 6) 27 17 66 217 2521 1980 575 76 83 80 82 85
65 Is flexible and open-minded in trying new ideas. (Habit 6) 23 18 58 223 2914 1822 176 80 81 81 80 82
66 Values differences in people. (Habit 6) 27 14 44 159 3039 1831 292 83 82 82 81 83
67 Involves people when making plans that will affect them. (Habit 6) 19 32 62 207 3019 1651 361 82 80 82 81 78
68 Encourages and supports creativity and innovation. (Habit 6) 32 13 28 134 2919 1851 496 84 82 82 82 83
69 Supports people in taking responsible risks. (Habit 6) 31 9 18 129 3011 1408 866 82 81 80 81 83
70 Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 39 26 56 226 2603 1321 1060 78 79 79 79 79
71 Cares for his/her physical well-being. (Habit 7) 24 44 86 266 2688 2164 246 73 83 83 83 85
72 Cares about others and tries to build lasting friendships. (Habit 7) 28 17 53 156 2710 2290 282 84 84 86 84 82
73 Is competent in his/her field of work. (Habit 7) 18 11 17 68 2303 3353 50 86 89 90 89 90
74 Takes time to find enjoyment and meaning in life. (Habit 7) 29 40 68 201 2591 1938 634 75 83 83 83 83
75 Encourages and supports the development of others. (Habit 7) 27 11 29 111 2935 1982 471 86 83 83 83 84
76 Takes steps to improve his/her leadership abilities. (Habit 7) 25 18 48 205 2638 2160 390 80 83 82 83 85
77 Seeks feedback on ways he/she can improve. (Habit 7) 17 35 96 300 2643 1672 401 78 79 80 79 78
78 Strives to improve his/her work group performance. (Habit 7) 25 12 30 111 2903 2042 476 84 84 84 84 84

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F R A N K L I N C O V E Y S 3 6 0

The 7 Habi t s Prof i l e i s t he

Profiles, thetool that translates

The4 Rolesof Leadership 360Profile

What MattersMost 360Profile

Tillie O'Neal, Senior Training

1999 Franklin Covey Co. Employee Sample Profile Page 4

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