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27 lines
6.5 KiB
27 lines
6.5 KiB
4 months ago
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id&qtp&qim&qil&qtx&qca&qia&qrm&qnxt&qprv&qalb&subj&wght&pts&flr&ded&layout&qfixed&qptsbyans&flags&scores&supercat
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360_Nash.001&nrt&0&N&<img src=../graphic/surveyheader_lap360_p1.jpg><br><br>1. What is the purpose of this person's company (or department, team etc.), as you understand it from the person you're rating?&350&&&&&&P1.0&&&&&1&&&N.&&
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360_Nash.002&nrt&0&N&2. What specific behaviors demonstrate that the person you're rating is an effective leader?&350&&&&&&P1.0&&&&&1&&&N.&&
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360_Nash.003&nrt&0&N&<img src=../graphic/surveyheader_lap360_p2.jpg><br><br>3. What leadership model or theory does the person you're rating use to understand and improve leadership?&350&&&&&&P2.0&&&&&1&&&N.&&
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360_Nash.004&nrt&0&N&4. How does the person you're rating measure leadership improvement in himself/herself and in others? BE SPECIFIC.&350&&&&&&P2.0&&&&&1&&&N.&&
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360_Nash.005&lik&0&N&<img src=../graphic/surveyheader_lap360_p3.jpg><br><br>5. This person consistently emphasizes the company (or department, team, etc.) purpose in his or her day-to-day <br>dealings with others.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P3.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Purpose
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360_Nash.006&lik&0&N&6. People feel it's safe to openly disagree with this person's point of view.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P3.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Listening
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360_Nash.007&lik&0&N&7. People definitely see consistency between what
;this person says, <b>what this person should
;do</b>, and what this person actually does.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P3.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Consistency
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360_Nash.008&lik&0&N&<img src=../graphic/surveyheader_lap360_p4.jpg><br><br>8. When individuals come to this person to discuss matters that are important <br>to them, this person's behavior tells them that he or she is TOTALLY focused on <br>what they're saying.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P4.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
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360_Nash.009&lik&0&N&9. This person's behavior tells people that he/she is very straightforward in <br>letting them know where they stand with him/her.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P4.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Consistency
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360_Nash.010&lik&0&N&10. People in our company (or department, team, etc.) can explain the company (or department, team, etc.) purpose clearly and concisely.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P4.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Purpose
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360_Nash.011&lik&0&N&<img src=../graphic/surveyheader_lap360_p5.jpg><br><br>11. When making an important decision, this person consults people who will be <br>affected by that decision, to gather their input and perspectives.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P5.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
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360_Nash.012&lik&0&N&12. This person's behavior communicates to others that he/she is genuinely interested <br>in hearing other people's points of view.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P5.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Listening
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360_Nash.013&lik&0&N&13. If people do something wrong, or aren't performing the way <br>they should, this person immediately confronts the situation head-on.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P5.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Consistency
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360_Nash.014&lik&0&N&<img src=../graphic/surveyheader_lap360_p6.jpg><br><br>14. When things go wrong, people managed by this person take full responsibility for <br>what happened (instead of playing the "blame game").&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P6.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
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360_Nash.015&lik&0&N&15. This person promotes and rewards collaboration and teamwork among <br>his/her direct reports.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P6.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
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360_Nash.016&lik&0&N&16. This person makes a concerted effort to treat people as individuals, <br>taking into consideration their unique perspectives and backgrounds.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P6.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
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360_Nash.017&lik&0&N&<img src=../graphic/surveyheader_lap360_p7.jpg><br><br>17. This person has individual discussions about performance with his/her direct <br>reports on at least a monthly basis.&&Almost Never;Seldom;Sometimes;Usually;Almost always;&&&&a&P7.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
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360_Nash.018&lik&0&N&18. This person manages and leads others in ways that promote people taking personal <br>responsibility for their actions, performance, and results.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P7.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
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360_Nash.019&lik&0&N&19. This person spends a significant amount of time teaching others how to <br>improve performance.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P7.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
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360_Nash.020&lik&0&N&<img src=../graphic/surveyheader_lap360_p8.jpg><br><br>20. People in our company (or department, team, etc.) approve of the <br>direction we�re going.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P8.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Purpose
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360_Nash.021&lik&0&N&21. This person displays adaptability and openness to new ideas when <br>dealing with change.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P8.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Listening
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360_Nash.022&lik&0&N&22. This person sets clear goals that are aligned with the company�s <br>(department's, team's, etc.) purpose.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P8.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Purpose
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360_Nash.023&lik&0&N&<img src=../graphic/surveyheader_lap360_p9.jpg><br><br>23. This person is careful to understand the underlying emotions involved <br>when people tell him or her about issues important to them.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P9.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Listening
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360_Nash.024&lik&0&N&24. This person is very clear about what he or she expects from direct reports.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P9.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Consistency
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360_Nash.025&nrt&0&N&25. What three leadership skills would you like to see this person improve?&3000&&&&&&P9.0&&&&&1&&&N.&
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