5/15/2013

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Choices™
Feedback Report

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Introduction Choices™

Choices™ is a research-based measure of Learning Agility—defined as the ability and willingness to learn from
experience, and subsequently apply that learning to perform successfully under new or first-time conditions.

Learning Agility is different from the kinds of learning that help us in memory, analysis, and comprehending new
information. Rather, it relates to learning new personal behaviors or ways of viewing events and problems.

Research has shown that Learning Agility is more predictive of broad leadership potential than intelligence. One
reason for this is that many of us are more likely to rely on our successful habits from the past rather than going to
the trouble of creating new ones. Under the pressure of change or first-time situations for us, we stick to our comfort
zone, repeating what has worked before or switching to a different past solution, but not a new strategy.

Report Overview

This report represents the results of a Choices™ assessment. The format is known as multi-rater, therefore the
results will include responses from several rater groups. Raters completed a survey of the 81 items that represent
behaviors associated with Learning Agility.

The items that comprise the survey are sorted into five areas, or Factors. Within each Factor, items are further
grouped into Dimensions to add texture and help you home in on more specific behavioral themes. This Dimension
level analysis will be beneficial as you consider where best to focus development of your Learning Agility. The
Choices™ Factor and Dimension structure is illustrated below:

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Introduction Choices™

Rater Groups

Your report includes ratings from several people who are grouped into categories based on their relationship with
you. The table below lists the most common rater groups that you might expect to see in your report. (Note: Your
report results may not include all these groups.)

Rater Group Description

Self Displays your own responses to the survey.
Direct Manager(s) This is your boss, supervisor, manager, and/or the leader who directly manages
you. In most cases, this will be one person. If you are in a matrixed organization,
this rater group might contain more than one person.
Other Manager(s) This group contains one or more bosses or colleagues of your direct manager,
supervisor, or boss (a.k.a. the boss or bosses of your boss). This group might also
contain a past boss of yours, typically from the same organization that you are in
currently.
HR This group is made up of the one or more Human Resource Professionals who are
familiar with you and with the concept of Learning Agility.
Peers These are people who are at the same level as you—colleagues either from within
your same unit or from outside the unit.
Direct Reports These are the people who report to you. You are the boss of these raters.
Customers This group consists of external (outside of the organization) customers or clients.
Others In some applications, the administrator may specify an additional group of raters
(like customers). Raters who do not fit into the groups listed above will appear here.
All Others This category represents the aggregate of every group of raters described above
(but NOT including Self). Much of the report will display results from All Others.

Rating Scale Definitions

When you and all other raters completed the survey, you responded to this question: How would you describe/rate
the participant (or yourself) on this behavior?

Using the following rating scale to respond:

5 – One of the clearest examples of this

4 – Does this better or more often than most
3 – About like most people
2 – Does this less well or less often than most
1 – Not at all like this
0 – Don’t know/can’t rate clearly

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Introduction Choices™

What You Will Find in This Report

Your Overall Learning Agility Summary is presented first, including how each of the rater groups compared.

Next, you will find your Factor Profile, a Factor-level Learning Agility Profile which illustrates how your scores across
the five main areas of Learning Agility compare to each other.

Since meaningful development of Learning Agility occurs at a deeper level than the more general Factor context,
the next sections of your report focus on the 27 Dimensions of Learning Agility. These sections include a Dimension
Overview and a Dimension Summary. The Dimension Overview illustrates the overall Choices™ structure and
highlights your top third and bottom third rated Dimensions. The Dimension Summary lists each of the 27
Dimensions in rank order from highest rated to lowest rated (based on percentile).

*To further aid in interpreting your results, your report may also include a subset of the individual items from the
survey—specifically, the highest and lowest rated items from the combined All Others rater group.

**Finally, if any raters submitted written comments, those would be listed in the Comments by Raters section.

Your report contains some or all of the following sections:

Overall Learning Agility Summary

Factor Profile
Dimension Overview
Dimension Summary
*Highest Rated and Lowest Rated Survey Items
**Comments by Raters

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Introduction Choices™

How to Interpret Your Choices™ Scores

To enable you to understand your score relative to others, scores have been converted into percentiles. The
percentiles are based on norms from a global sample of nearly 6,000 organizational leaders and professionals
collected between 2007 and 2012. For example, a percentile score of 60 indicates that this individual is equal or
higher on a factor of Learning Agility than 60% of other individuals who have taken this assessment. Similarly, a
percentile score of 40 indicates that this individual is equal or higher on a factor of Learning Agility than 40% of
other individuals who have taken this assessment.

When examining the Choices™ assessment results, it is helpful to understand your relative highs and lows across
the 27 Dimensions of Learning Agility in the context of your current job and career goals. Recognize that
characteristics associated with higher scores may be desirable for certain jobs and organizations, but not all.
Research indicates that Learning Agility is very beneficial for broad leadership roles and is also helpful in many, but
not all, other situations.

Finally, because Learning Agility can be developed, if you aspire to the kinds of jobs or the characteristics where
having higher levels of Learning Agility would be beneficial, you can choose to focus on growing and practicing
those behaviors.

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Overall Learning Agility Summary Choices™

The graph below illustrates your Overall Learning Agility today. This percentile score was derived from the
cumulative ratings from All Other raters across the 81 Choices™ items.

10th 33rd 50th 67th 90th

Note: Overall score does not include Self rating.

This graph illustrates the distribution of scores across the different rater groups. This is helpful in understanding how
different groups perceive your relative Learning Agility.

10th 33rd 50th 67th 90th

Note: Numbers in ( ) refer to number of raters in each rater group.

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Factor Profile Choices™

The Factor-level Learning Agility Profile illustrates how your scores compare to each other across the five main
factors of Learning Agility. The percentile scores below represent the composite ratings from All Other rater groups
(but NOT including the Self rating). This profile helps reveal areas where you are currently demonstrating Learning
Agility more (or less) often than others.

If you often demonstrate these Learning
Agility behaviors, you are likely to…
SELF- Reflect on your experiences, clearly understand
AWARENESS your personal strengths and weaknesses, actively
seek feedback, gain insights from missteps
MENTAL Be comfortable with complexity and ambiguity, find
AGILITY solutions to tough problems, have broad interests,
be highly curious
PEOPLE Work effectively with and through a diversity of
AGILITY people, be politically agile, adjust your approach to
the situation, manage people conflict well
CHANGE Never be satisfied with status quo, introduce novel
AGILITY perspectives, experiment with new ideas, willingly
take the heat of others’ resistance to change
RESULTS Get the most out of limited resources, instill
AGILITY confidence in others, not give up easily, build
high-performing teams
If you demonstrate these Learning Agility
behaviors less often, you may…
Be satisfied with who you are, like to focus on the
present, value people who accept others as they
are, believe you know yourself better than others
Value conventional wisdom, focus on what is readily
apparent, seek mostly error-proof solutions, prefer
when things are clearly defined
Treat everyone the same, favor harmony, prefer
people you have a lot in common with, do and say
things that align with your personal values
Like it when things are settled, view unvetted ideas
with skepticism, honor tradition, ensure consensus
before initiating change
Prefer not to be in the spotlight, get discouraged
when things don’t go as planned, like working on
your own, prefer predictable courses of action

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Dimension Overview
The Dimension Overview illustrates the overall Choices™ structure and it highlights your top third and bottom third rated Dimensions, based on ratings from All Other
rating groups (but NOT including the Self rating). Your top third Dimensions are highlighted in Green and your bottom third are highlighted in Orange.
FACTOR I: SELF-AWARENESS
D1: Personal Learner
Personal Learners view themselves as a
work in progress. They are committed to
the journey of self-improvement rather than
a specific destination of perfection. Every
experience presents them with an
opportunity to learn.
D2: Feedback Oriented
Feedback Oriented people seek and act
on feedback from many sources. They are
comfortable with making personal changes
and they view criticism as helpful input.
D3: Reflective
Cultivating a Reflective mind-set requires
the time, the space, and the desire to
examine thoughts, feelings, and actions.
Reflective people make sense of their
experiences, take lessons from those
experiences, and make adjustments for
the future.
D4: Emotion Management
People who are skilled at Emotion
Management both understand and
manage their emotional triggers. This
enables them to stay composed in high-
pressure situations and maintain a
positive, proactive attitude.
D5: Self-Knowledge
People who don’t know their strengths and
weaknesses tend to overestimate
themselves. Having Self-Knowledge helps
people use their strengths better and
develop where they are less skilled.
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FACTOR II: MENTAL AGILITY
D6: Inquisitive
Being Inquisitive means constantly hunting
for answers to questions like What’s this?
How does that work? Why did that
happen? What can be learned from this?
Tough problems become intriguing puzzles
to be solved.
D7: Broad Scanner
Broad Scanners find something inherently
fascinating in just about everything. They
explore a variety of diverse sources,
making it possible to extract insights that
would otherwise be elusive.
D8: Connector
Connectors can see beyond the obvious.
They look underneath the surface features
of an issue, problem, or set of conditions to
find the in-common, the patterns, in what
seems to be completely unrelated but isn’t.
D9: Essence
Essence involves looking to patterns and
causes of how and why something works
(or doesn’t work) to uncover the meaning,
the essence, of a problem, issue, or
challenge.
D10: Complexity
When confronted with piles of information,
often contradictory information, those
skilled at Complexity are able to sort
through, categorize, and distill the
information down to simpler,
understandable themes to help solve
complex problems.
D11: Manages Uncertainty
The person who Manages Uncertainty
effectively handles ambiguity and
uncertainty. They adjust their approach—to
both problems and people—to match
changing conditions. And surrender the
need to be sure.
FACTOR III: PEOPLE AGILITY
D12: Open Minded
People who are Open Minded collect more
viewpoints and are open to ideas they
don’t necessarily agree with. They
recognize the value in learning from others
and will adjust their viewpoint when it
makes sense to do so.
D13: People Smart
Someone who is People Smart accurately
anticipates how others are likely to
respond in different situations. They are in
tune with others’ strengths and
weaknesses, values, and perspectives.
These insights make it easier to adjust and
respond appropriately.
D14: Situational Flexibility
A person skilled in Situational Flexibility
can sense interpersonal dynamics and
adjust to the demands of different
situations in real time. They adapt their
demeanor and approach to what fits best
because no two situations are exactly
alike.
D15: Agile Communicator
Agile communicating is as much about the
content, the what, of the message as it is
about the how of the process. This means
adjusting the pace, style, and message to
the audience, whether communicating
one-on-one or one-to-many.
D16: Conflict Manager
A Conflict Manager sees conflict as an
opportunity rather than a problem. They
don’t avoid conflict, but are careful not to
escalate it. Conflicts are handled in the
positive spirit of collaboration, mutual gain,
and solution orientation.
D17: Helps Others Succeed
Helping others succeed involves
developing others by providing the right
amount of challenge and autonomy. Being
available as a coach and mentor. And
stepping aside to let others shine.
FACTOR IV: CHANGE AGILITY
D18: Continuous Improver
Continuous Improvers retain a healthy
dose of skepticism about the current state
of things. They find golden nuggets to
innovate and change fast, in both small
and big ways.
D19: Visioning
The person with Visioning skill can
anticipate future consequences and trends
accurately and project multiple future
scenarios. They study history, trends,
parallels and lessons learned by others,
and introduce new ways of viewing a
problem or opportunity.
D20: Experimenter
Being an Experimenter means tirelessly
trying, risking failure, yet secure in the
knowledge that failure equals learning.
Learning what not to do the next time they
try.
D21: Innovation Manager
Innovation Managers transform new ideas
into a successful something (product,
service). They understand the creative
process, project what’s needed to execute
on innovations, and effectively maneuver
through the organizational maze.
D22: Comfort Leading Change
Those skilled at Comfort Leading Change
can take a lot of heat, even when it gets
personal. They use a balance of objectivity
and empathy in dealing with people’s
resistance and are not deterred to move
ahead with the change.
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Choices™
FACTOR V: RESULTS AGILITY
D23: Drive
Individuals high in Drive tap into an intense
internal energy and channel it directly
toward the outcomes they seek. Nurtured
and sustained correctly, Drive provides
sustainable fuel to overcome challenges
and achieve at the highest levels.
D24: Resourcefulness
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A person skilled in Resourcefulness
cultivates multiple ways of solving
problems and can devise new approaches
at a moment’s notice. Obstacles and
setbacks are merely something to be
navigated.
D25: Presence
Those skilled at Presence encourage
others to look beyond constraints and
pursue fresh possibilities. They project
confidence and poise, putting others at
ease by establishing a “You can count on
me” personal brand.
D26: Inspires Others
A person who Inspires Others is able to tap
into what motivates people in order to
create a sense of common purpose. They
reinforce teamwork and strong effort,
which instills confidence when tackling
tough challenges.
D27: Delivers Against the Odds
The ability to get consistent results under
difficult circumstances is characteristic of
someone who Delivers Against the Odds.
These people employ a focus,
determination, resilience, and willingness
to take risks to succeed in highly
challenging situations.
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Dimension Summary Choices™

The Dimension Summary provides a rank order presentation of your current skill level on the 27 Dimensions of
Learning Agility. Results are listed from highest or strongest or best strength to lowest or weakest or most serious
development need based on the average percentile score from all of the respondents who completed the survey
(but NOT including the Self rating).

Each of the 27 Dimensions is comprised of three (3) items.

To best understand your results, concentrate on the one-third highest (your Learning Agility strengths) and the
one-third lowest (your potential Learning Agility development opportunities) and look for patterns and themes.

Potential Overuse: Depending on your individual results, in a few instances, you may see the term "Potential
Overuse" associated with one of your higher-rated Dimensions. Research shows that if you demonstrate a Learning
Agility strength without regard to demonstrating other, complementary, behaviors, what started as a strength could
end up getting in the way of your effectiveness. For example, by balancing being a fast Connector with staying alert
to whether people have caught up with you by being an Agile Communicator, you keep your Connector skill from
becoming a barrier to effectiveness.

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Dimension Summary Choices™

Unrated
RANK DIMENSION PERCENTILE 10th 33rd 50th 67th 90th Items

Dimension 3: Reflective Potential

1
(Self-Awareness)
5 97th 3%
Overuse

Dimension 16: Conflict Potential

2
Manager (People Agility)
5 95th 0%
Overuse

Dimension 4: Emotion
3
Management (Self-Awareness)
5 91st 0%

Dimension 17: Helps Others

4
Succeed (People Agility)
5 89th 0%

Dimension 2: Feedback
4
Oriented (Self-Awareness)
5 89th 0%

Dimension 12: Open Minded

6
(People Agility)
5 86th 0%

Dimension 9: Essence
6
(Mental Agility)
5 86th 0%

Dimension 5: Self-Knowledge
6
(Self-Awareness)
5 86th 7%

Dimension 20: Experimenter

9
(Change Agility)
5 85th 0%

Dimension 13: People Smart

10 84th 7%
(People Agility)

5 Highest 1/3 6 Lowest 1/3

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Dimension Summary Choices™

Unrated
RANK DIMENSION PERCENTILE 10th 33rd 50th 67th 90th Items

Dimension 1: Personal Learner

11 83rd 0%
(Self-Awareness)

Dimension 7: Broad Scanner

12 81st 0%
(Mental Agility)

Dimension 15: Agile

12 81st 3%
Communicator (People Agility)

Dimension 10: Complexity

14 79th 0%
(Mental Agility)

Dimension 8: Connector
15 76th 0%
(Mental Agility)

Dimension 19: Visioning

16 74th 0%
(Change Agility)

Dimension 23: Drive

17 73rd 3%
(Results Agility)

Dimension 14: Situational

18 72nd 0%
Flexibility (People Agility)

Dimension 21: Innovation

19
Manager (Change Agility)
6 68th 0%

Dimension 18: Continuous

19
Improver (Change Agility)
6 68th 0%

5 Highest 1/3 6 Lowest 1/3

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Dimension Summary Choices™

Unrated
RANK DIMENSION PERCENTILE 10th 33rd 50th 67th 90th Items

Dimension 6: Inquisitive
21
(Mental Agility)
6 67th 3%

Dimension 24:
22 Resourcefulness 6 65th 3%
(Results Agility)

Dimension 11: Manages

22
Uncertainty (Mental Agility)
6 65th 3%

Dimension 22: Comfort

24 Leading Change 6 58th 0%
(Change Agility)

Dimension 26: Inspires Others

25
(Results Agility)
6 49th 0%

Dimension 27: Delivers Against

26
the Odds (Results Agility)
6 48th 7%

Dimension 25: Presence

27
(Results Agility)
6 33rd 0%

5 Highest 1/3 6 Lowest 1/3

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Highest Rated and Lowest Rated Survey Items Choices™

This section provides a subset of the individual items from the survey. The section lists the highest rated and lowest
rated items as rated by all the respondents (but NOT including the Self rating).

Highest Rated Items: Items are listed in descending rank order from the highest rated item to a maximum of 10
items (possibly fewer, depending on ties in ranking.)

Lowest Rated Items: Items are listed in descending rank order ending with the lowest rated item to a maximum of
10 items (possibly fewer, depending on ties in ranking.)

Because this section focuses on item level data, unlike the previous sections, results are displayed by rating (1–5)
rather than percentiles. You will note the rating scale used in the survey is reflected at the top of each page.

Interpreting themes by analyzing which items received the highest and lowest relative ratings from respondents can
help you better understand how you are demonstrating specific behaviors of Learning Agility today.

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Highest Rated Survey Items Choices™

often than most

example of this
Less well/often

The clearest
most people

Better/more
About like
than most
Not at all
like this
Rank Item Mean 1 2 3 4 5

1 Avoids words and actions that incite or escalate conflicts. 4.40

1 Has high internal standards of excellence. 4.40

3 Takes time for reflection and introspection. 4.30

3 Maintains composure in emotional situations. 4.30

3 Is more of a credit giver and sharer than taker. 4.30

States others' opinions and arguments clearly and without

3 4.30
bias.

After stating a position and being presented with

3 4.30
reasonable counterevidence, can change his/her mind.

Looks back on situations and considers what he/she could

8 4.22
have done differently.

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Lowest Rated Survey Items Choices™

often than most

example of this
Less well/often

The clearest
most people

Better/more
About like
than most
Not at all
like this
Rank Item Mean 1 2 3 4 5

75 Lives with the negative consequences of leading change. 3.40

76 Performs well under first-time conditions. 3.38

77 Easily adjusts approach in response to changing situations. 3.33

Plays different roles and acts differently depending upon

78 3.30
the demands of the situation.

79 Exudes self-confidence. 3.20

79 Challenges the status quo. 3.20

81 Has a significant, noticeable presence. 2.80

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Comments by Raters Choices™

This section lists the comments offered by you and your raters. Some raters will take the time to try to help you
understand your report by including their thoughts about you, your Learning Agility strengths and areas for
development.

Look for themes and similar statements. Similar or repeated statements have a higher probability of being true.

n Clearly thrives on learning and reflecting on their experiences. Pulls what worked and didn't and will in turn
try to use those lessons elsewhere. The extent to which those lessons are modified is not as extensive as
could be which is why I didn't rate many items as the clearest example.
Works hard to learn and read the audience, but can't always quite translate into their language, though
comes very close.
n Listen to others. Delegate and empower people. Prospective and easy to work with.

n This person is incredibly inspiring and motivating to work with. Every conversation I have with them
stretches my thinking and helps me see things from a different point of view. They see things that others
don´t. Their ability to pluck ideas and information from their mental database is incredible. Their generous
in sharing their knowledge and experience and non-protective of their own ideas, in that they are happy to
see others develop them further.
n This person presents a steady and open leadership style. They are quick to offer credit to others in the
organization and shows strong empathy for those who work for them. They are open to constructive
discussion about their team and own style. From a subject matter standpoint, they are perceived as very
strong, appropriately opinionated, and open. Has shown remarkable poise (as has their team) during many
leadership and strategy changes and has been steady in their leadership of their team throughout. From a
developmental standpoint, they might benefit from a more assertive approach when dealing with other parts
of the organization and in situations where there is in execution mode. There are times they are perceived
as not moving as quickly as they could or is too cautious.
n Serious, committed, and dependable. Focused on details, sometimes at the expense of the bigger picture.
Extremely composed and sensitive to others.
n Has been leading very effectively despite high level of ambiguity, uncertainty, and what seems like
constantly changing conditions in our work setting.
One of the best 'people readers' I've ever known. Can forecast how a person will act in a situation before it's
even happened.
Always surprises me with knowledge on seemingly unrelated subjects from baseball to guitar playing to
alternative 80s music to gourmet cooking.

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Developing Learning Agility Choices™

Learning Agility is much more than just an abstract concept. It is characterized by certain behaviors and preferences
—both in how we go about our work and the choices we make on and off the job. Because it’s a set of behaviors, you
can choose to develop these qualities in yourself and help build them in others.

We trust you will find value in gaining a clearer understanding of what it means to be learning agile and how,
depending on your career and life aspirations, Learning Agility can help you achieve what you’re looking for.

Now that you know more about your current Learning Agility, you can start to think about how best to develop it.
Here are some additional tools that can help you on your journey to explore and potentially build your Learning
Agility.

Development Resources

FYI™ for Learning Agility is designed for any motivated person seeking to develop skills that lead to
increased Learning Agility. It includes 200+ improvement strategies that you can use today on or
off the job. Each chapter addresses development in the dimensions of Learning Agility and
includes tips, recommendations, and suggested resources to learn more to help enhance your
Learning Agility.

Becoming an Agile Leader: Know What to Do…When You Don’t Know What to Do explores the five
key characteristics, or factors, of Learning Agility. Spotlighting well-known leaders from business
and the world stage, Becoming an Agile Leader is filled with more than 70 practical development
tips you can start using today to increase your own agility and help ensure success in those new,
challenging assignments. So you will know what to do…when you don’t know what to do.

With Becoming an Agile Leader: A Guide to Learning From Your Experiences, you can explore the
formative experiences that shaped the learning agile leaders profiled in the book Becoming an
Agile Leader. This practical guide lets you reflect on your own experiences, past and present, and
includes a comprehensive listing of on- and off-the-job experiences that will help you plan for
assignments that build Learning Agility.

The Becoming an Agile Leader Reflections App can help you achieve greater self-awareness
through capturing on-the-spot insights and reflections. The Becoming an Agile Leader Reflections
App provides inspiring, thought-provoking quotes related to the Learning Agility factors that help
you easily reflect, document, and transfer lessons from your experiences.

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