Leadership Intelligence ® Report 360-Degree Feedback ©2011 DecisionWise, Inc. All Rights Reserved | +1.801.374.6232 | www.decision-wise.com | [email protected] 12/22/2011 Jay W Wright Direct Patient Care Leader Survey
Leadership Intelligence® Report
360-Degree Feedback
©2011 DecisionWise, Inc. All Rights Reserved | +1.801.374.6232 | www.decision-wise.com | [email protected]
12/22/2011
Jay W Wright
Direct Patient Care Leader Survey
©2011 DecisionWise, Inc. All rights reserved.
Your Leadership Intelligence® Report collects feedback about your behavior and performance from yoursupervisors, peers, direct reports, and other internal or external stakeholders. This feedback is a starting point foraction planning and is especially useful for development, evaluating performance, and setting personal goals.
Interpreting your Leadership Intelligence® Report
Look at the Demographic Summary section of the Leadership Intelligence® Report in order to understand howmany people participated from each rater group.
Review the Leadership Intelligence® Competency Summary section, paying attention to how the overall results compare to the norm (average), as well as which scores are potential strengths and which are areas for improvement.
Identify the behaviors that received the highest and lowest scores in the Leadership Intelligence® Focus Areassection. Notice which behaviors show the greatest gaps, both positive and negative, when compared to the norm.
Review the Behaviors section for Gaps. Gaps are areas where self responses (the scores you gave yourself)differ significantly from others’ responses. Also compare responses that differ between the other groups of raters.Look for any patterns or common themes.
Look at the Derailers section (Note: some organizations may not include this section). The derailers listed in this section are those found to be most common (and destructive) for leaders today. A derailer is not just a weakness, it is a behavior that gets in the way of your progress and requires improvement if you are to reach your full potential. Keep in mind that, contrary to the Behaviors section, it is better to have a lower score in the Derailers section.
Review the entire report again and identify strengths and areas for improvement. Determine how your strengths have contributed, or might contribute, to your success and how they can be leveraged. Compare the numeric results with the qualitative feedback included in the Written Comments section. Identify where comments support (and where they contradict) the quantitative data.
In order to maximize the findings of your Leadership Intelligence® Report and turn your feedback into results, yournext step is to create a Leadership Intelligence® Action Plan for development. If an action planner is not locatedat the end of your report, you can request this from your 360 coach or contact [email protected].
Introduction
Very Poor Poor Fair Average Good Excellent Outstanding
Average score for each rater group
Relationship and number of people providing feedback on this question
Leadership behavior
Rating Scale
Question Number
1
1
6
8
5
Example
Norm (average)
21. Delivers strong results, even in challenging situations.
5.0
5.0
5.3
4.1
5.8
(1) (2) (3) (4) (5) (6) (7)
Self
Supervisor
Peer
Direct Report
Other
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Demographic Summary
Feedback was received from:
Anticipated Actual Percentage1Self 100%11Supervisor 100%12Peer 100%22Direct Report 100%22Other 100%2
8 100%TOTALS 8
Feedback was requested from:
Self Jay W WrightSupervisor Laura KlingPeer Carolyn Coffer Dawn VockeDirect Report Shawna Breghenti Jacinta DutrieuilleOther Betsy Gladish Traci Fick
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Dimensions SummaryThis section provides a summary of results for each dimension. The blue horizontal bars represent the averagescore from all survey questions under each dimension. The green vertical lines show the average score from allrespondents at UPMC. The red vertical lines show the Norm, which represents the average score from all surveyrespondents in the DecisionWise database.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|
6.3Leadership
6.2Business Acumen
6.4Decision Making
6.3Planning & Organization
6.5Integrity & Trust
6.3Results Orientation
6.5Patient Care
6.2Managing Change
6.2Communication
6.3Teamwork & Collaboration
6.4Leading Others
6.2Performance Management
5.8Professional Expertise
6.2Overall
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|
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Leadership Intelligence Focus Area
The Focus Area identifies your highest and lowest scores. The Gap indicates the positive or negative differencesbetween your score and the norm.
NormGapScoreYour Highest Scores
11. Uses his/her time effectively. 6.6 +1.2 5.4
8. Demonstrates good judgment and common sense whenmaking decisions.
6.6 +1.1 5.6
13. Is honest, ethical, and trustworthy. 6.6 +0.6 6.1
7. Makes decisions in a timely manner. 6.5 +1.2 5.4
4. Streamlines our processes to minimize waste andredundancies.
6.5 +1.1 5.4
NormGapScoreYour Lowest Scores
45. Stays current with the latest technologies, trends, andadvances in his/her field.
5.8 +0.5 5.3
47. Is respected by others for his/her skills and knowledge in thefield.
5.8 +0.7 5.1
46. Applies innovative techniques and research to improvepatient health.
5.9 +0.5 5.3
2. Allocates time, money, people, and other resourcesappropriately and prudently.
5.9 +0.3 5.6
48. Actively shares his/her professional knowledge with others. 5.9 +0.5 5.4
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.51.0Self
6.01.0Supervisor
6.42.0Peer
6.12.0Direct Report
6.02.0Other
Business Acumen
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
1. Demonstrates a clearunderstanding of ourorganization and thefactors that impact oursuccess.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.02Peer
6.02Direct Report
5.52Other
2. Allocates time, money,people, and otherresources appropriatelyand prudently.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
3. Keeps the organizationsafe from liability risks.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.52Direct Report
6.52Other
4. Streamlines ourprocesses to minimizewaste and redundancies.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.81.0Self
7.01.0Supervisor
6.52.0Peer
6.12.0Direct Report
6.32.0Other
Decision Making
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
5. Ensures that sufficienttime and resources areavailable before makingcommitments.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
6. Considers multiplesources of informationwhen making importantdecisions.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.52Other
7. Makes decisions in atimely manner.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.52Direct Report
6.52Other
8. Demonstrates goodjudgment and commonsense when makingdecisions.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.51.0Self
6.31.0Supervisor
6.62.0Peer
6.12.0Direct Report
6.12.0Other
Planning &Organization
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
9. Creates shorttermgoals that fit within thelongterm strategy of theorganization.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
10. Breaks down largerprojects into manageabletasks.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
7.02Peer
6.52Direct Report
6.52Other
11. Uses his/her timeeffectively.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
12. Maintains thoroughand accuratedocumentation.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.81.0Self
7.01.0Supervisor
6.62.0Peer
6.52.0Direct Report
6.02.0Other
Integrity & Trust
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
7.02Peer
6.52Direct Report
6.02Other
13. Is honest, ethical, andtrustworthy.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
7.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
14. Acts with the bestinterest of others in mind.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
15. Takes responsibilityfor his/her own actions.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
16. Sets a good exampleof the behavior he/sheasks for.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.51.0Self
6.51.0Supervisor
6.52.0Peer
6.12.0Direct Report
6.02.0Other
Results Orientation
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
17. Delivers solid results,even in challengingsituations.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
18. Maintains focus andcommitment despitechallenges or setbacks.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
19. Sets highperformance standardsfor his/her team.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
20. Creates a sense ofaccountability for resultswithin his/her team.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01.0Self
7.01.0Supervisor
6.62.0Peer
6.02.0Direct Report
6.32.0Other
Patient Care
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
21. Consistently providesa high level of patientcare and qualitytreatment.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
7.02Peer
6.02Direct Report
6.02Other
22. Sets high standardsof excellence for servingpatients.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.52Other
23. Finds solutions witheven the most demandingpatients.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.52Other
24. Works to understandpatients' emotional aswell as physical needs.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.81.0Self
6.51.0Supervisor
6.32.0Peer
6.02.0Direct Report
6.02.0Other
Managing Change
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
25. Searches for new andinnovative ways to makehis/her unit/departmentmore effective.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.02Peer
6.02Direct Report
6.02Other
26. Challengesconventional practices insearch of new and moreeffective solutions.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.02Peer
6.02Direct Report
6.02Other
27. Effectively adjustspriorities in order toaddress changingsituations and conditions.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
28. Demonstratespersonal commitment toembracing and leadingchange.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.81.0Self
6.01.0Supervisor
6.52.0Peer
6.02.0Direct Report
6.02.0Other
Communication
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
29. Establishes effectivetwoway communicationwith work associates.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.52Other
30. Establishes effectivetwoway communicationwith patients.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
31. Shares informationand knowledge in a clear,concise, and timelymanner.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
5.52Other
32. Provides candidfeedback to others in away that facilitatesimprovement.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.81.0Self
5.81.0Supervisor
6.52.0Peer
6.32.0Direct Report
6.02.0Other
Teamwork &Collaboration
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
5.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
33. Maintains anatmosphere that minimizeworkplace stress forothers, to the degreepossible.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
34. Creates anenvironment of openness,trust, and cooperationwith others.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
35. Facilitates teamworkand communicationacross departments/unitsand professions/positions.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
36. Addresses staff andemployee needs andfeelings with compassion,caring, and respect.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.81.0Self
7.01.0Supervisor
6.32.0Peer
6.52.0Direct Report
6.02.0Other
Leading Others
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
37. Builds strongrelationships with others.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.02Peer
6.52Direct Report
6.02Other
38. Fosters energy,enthusiasm, andcommitment in others.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.02Peer
6.52Direct Report
6.02Other
39. Creates anenvironment where othersfeel confident followinghis/her direction.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
7.01Supervisor
6.52Peer
6.52Direct Report
6.02Other
40. Takes the time tocoach, mentor, andsupport others.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.51.0Self
6.01.0Supervisor
6.01.0Peer
6.42.0Direct Report
6.02.0Other
PerformanceManagement
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.01Peer
6.52Direct Report
6.02Other
41. Delegates bothroutine and critical tasksor responsibilities.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.01Peer
6.02Direct Report
6.02Other
42. Empowers others withthe authority they need tosucceed.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
6.01Supervisor
6.01Peer
6.52Direct Report
6.02Other
43. Ensures that othershave the resources theyneed to succeed.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
6.01Peer
6.52Direct Report
6.02Other
44. Takes timelycorrective action for poorperformance.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|5.31.0Self
5.51.0Supervisor
6.01.8Peer
6.02.0Direct Report
5.92.0Other
ProfessionalExpertise
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|5.01Self
5.01Supervisor
6.02Peer
6.02Direct Report
6.02Other
45. Stays current with thelatest technologies,trends, and advances inhis/her field.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|5.01Self
6.01Supervisor
6.01Peer
6.02Direct Report
6.02Other
46. Applies innovativetechniques and researchto improve patient health.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|5.01Self
5.01Supervisor
6.52Peer
6.02Direct Report
5.52Other
47. Is respected by othersfor his/her skills andknowledge in the field.
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.01Self
6.01Supervisor
5.52Peer
6.02Direct Report
6.02Other
48. Actively shares his/her professionalknowledge with others.
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Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|6.31.0Self
6.71.0Supervisor
6.52.0Peer
6.02.0Direct Report
5.82.0Other
Overall
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|5.01Self
6.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
49. Overall, I rate thisperson's professional andclinical skills as ...
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
5.52Other
50. Overall, I rate thisperson’s relationshipswith others as ...
Very Poor
|Poor
|Fair
|Average
|Good
|Excellent
|Outstanding
|7.01Self
7.01Supervisor
6.52Peer
6.02Direct Report
6.02Other
51. Overall, I rate thisperson's contributionsand achievements as ...
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Potential Derailers SummaryThis section provides a summary of results on Potential Derailers. The blue horizontal bars indicate the averagescore from all statements and respondents under each Potential Derailer. The green vertical lines show the averagescore from all respondents at UPMC. The red vertical lines show the Norm, which represents the average scorefrom all survey respondents in the DecisionWise database.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|
1.2Derailer
1.4Lacks Focus
1.3Not a Team Player
1.1Disengaged
1.1Not Trusted
1.1Micromanager
1.1Volatile
1.1Lacks Confidence
1.1Aloof
1.1Arrogant
1.1Closedminded
1.3Eager to please
1.1Perfectionist
1.1Complacent
1.3Key deficiency
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|
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None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.21.0Self
1.11.0Supervisor
1.02.0Peer
1.02.0Direct Report
1.91.0Other
Derailer
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|3.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
52. Lacks Focus: Easilydistracted; shifts fromtask to task withoutgetting the most criticalthings done.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.52Peer
1.02Direct Report
2.01Other
53. Not a Team Player:Selfish; places personalagenda before the goodof others.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
54. Disengaged:Appears bored ordissatisfied with work;does just enough to "getby."
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
55. Not Trusted:Violates or compromisesthe trust of others; hasdifficulty gaining the trustof others.
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None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
56. Micromanager:Overly controlling; doesnot empower others withthe freedom and latitudeto do their best work.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
57. Volatile: Loses his/her temper; losespatience quickly; irritableand lacks composure.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
58. Lacks Confidence:Overly concerned withmaking mistakes;indecisive; avoids risk.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
59. Aloof: Distant,unapproachable, orisolated; viewed asindifferent to others; failsto build effectiverelationships.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
60. Arrogant: Egotistical;displays a strong senseof entitlement.
©2011 DecisionWise, Inc. All rights reserved.
Administered To:
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Date: 12/22/2011
21
Jay W Wright
Direct Patient Care Leader Survey
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
61. Closedminded: Isclosed to new ideas; notopen to critical feedback;unwilling to considerother viewpoints.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|2.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
62. Eager to please:Overly concerned withbeing accepted and liked;defers to other people'sopinions.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
63. Perfectionist: Fails torecognize whensomething is "goodenough;" obsessive;uncompromising.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
1.01Supervisor
1.02Peer
1.02Direct Report
2.01Other
64. Complacent:Stagnant; avoidsopportunities for personalgrowth or learning.
None
|Very Little
|Some
|Quite a Bit
|A Great Deal
|1.01Self
3.01Supervisor
1.02Peer
1.02Direct Report
1.01Other
65. Key deficiency:Lacks one or more jobspecific skills criticallyneeded to perform the jobeffectively.
© 2011 DecisionWise, Inc. All rights reserved.
Administered To:
Page:
Date: 12/22/2011
22
Jay W Wright
Direct Patient Care Leader Survey
66. Please describe the above "key deficiencies" (if any).NoneStruggle with budgeting issues. Can be distracted by the volumes of email that we encounter. I canoccasionally be too quick to respond to an email without really thinking about issue.He needs to better understand the staff nurse role to better assist them on high census days.Jay is new to perianesthesia practice ( less than a year). He is an excellent leader. He needs to grow strongerin his clinical undertanding to support some of the standards and practice guidelines as well as operationalclincial decisions.
© 2011 DecisionWise, Inc. All rights reserved.
Administered To:
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Date: 12/22/2011
23
Jay W Wright
Direct Patient Care Leader Survey
67. Describe this person's greatest strengths as a leader.Jay has great communication skills. He also always follows through with all projects and issues brought to him ina timely manner.Accomplished leader; team builder; identifies strengths of others and maximizes their potential. Providesconsistency and accountability to staff which was sorely needed; staff responded with higher nurse satisfactionas noted in the NDNQI survey.Organized and detail oriented, completed project work by staying on task, does not like to waste time (his orothers), demonstrates common sense when making decisions.He is easily approachable, trustworthy, organized, and a great teacher. He is also visible to staff and helps theunits when need without hesitation.Open and understanding of others view points. Visible and available for staff. Promotes autonomy with my staff,and encouraging them to become leaders. Promotes the highest quality care and experience for the clients thatwe serve.IJay is a great leader, as a new leader the staff all report that they are happy to have him and that he is fair. Jayis approachable and willing to assist where ever there is a need and has a great rapport with the physicians,nurses and ancillary staff.
© 2011 DecisionWise, Inc. All rights reserved.
Administered To:
Page:
Date: 12/22/2011
24
Jay W Wright
Direct Patient Care Leader Survey
68. Describe specific things this person could do to become a moreeffective leader.Jay is visibile and willing to assist on the unit.He is a great leader.Continue to work on my communication skills, take on additional responsibilities that are outside of my comfortzone and use them as learning opportunities.Minimize comments that others perceive as unsupportive. Communicate the why behind the what to those thathave differing opinions or ideas to help others see that his decisions make sense.As a leader, he is outstanding. No additional recommendations.Contiune to learn about perioperative nursing.