TALENTx7® Assessment

Individual Feedback Report

Angela Sebaly

2020-11-23

Provided by Leader's Gene Consulting

Copyright© 2020 by Leader's Gene Consulting
 Contents of Individual Feedback Report

Introduction 2
How to Read Your Report 3
How to Interpret Your Scores 4
Your Overall Learning Agility Profile 5
Your Learning Agility Profile by Facet 6
Development Plan 13

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 Introduction
Introduction

All employees have talent. The type of talent and amount of talent simply varies among individuals. The TALENTx7 ®
Assessment measures seven specific areas of talent. These areas of talent relate to a concept referred to as "learning
agility." Learning agility is the ability and willingness to learn quickly, and then apply those lessons to perform well in
new and challenging leadership situations. Everyone has a certain amount of learning agility. Moreover, if we are
willing, we can develop more of it.

Research has found that individuals who have higher levels of learning agility tend to be more successful in
managerial and executive positions than those who possess lower levels. It does not suggest that those employees
who are low in learning agility do not have talent, do not perform their jobs well, or will not have successful careers.
Indeed, many jobs are performed more effectively by individuals who possess low-to-average levels of learning agility
(e.g., quality control specialists, scientists, accountants, engineers, and so on). Such "high professional" positions
require deep technical expertise, precision, and a consistent methodology to perform well.

The TALENTx7 ® Assessment assesses the following seven facets of learning agility:

1. Interpersonal Acumen
The extent to which individuals interact effectively with a diversity of people, understand others’ unique
motives, values, and goals as well as their strengths and limitations, instill confidence in them, and leverage
them to perform successfully on their jobs.
2. Cognitive Perspective
The degree to which individuals think critically and strategically to solve complex problems, embrace
difficult, multifaceted organizational issues, approach situations from a broad high-level perspective, and
focus on multiple inputs rather than from only one or two functional/technical perspectives.
3. Environmental Mindfulness
The level to which individuals are fully observant of their external surroundings, attentive to their changing
job duties and requirements in new organizational roles, approach environmental changes in a
nonjudgmental manner, and regulate their emotions effectively.
4. Drive to Excel
The extent to which individuals are motivated by difficult assignments, set challenging personal and
organizational goals, are resourceful, and can be counted on to deliver results in new and untested
situations.
5. Self-Insight
The degree to which individuals accurately understand themselves, their capabilities, weaknesses, beliefs,
values, feelings, and personal goals as it relates to the workplace.
6. Change Alacrity
The level to which individuals are curious and eager to learn new ideas and ways of behaving, open-minded
to new situations, relish change, and continuously seek innovative (and at times risky) approaches to
perform their jobs.
7. Feedback Responsiveness
The extent to which individuals solicit, listen to, and accept personal feedback from others, carefully
consider its merits, and subsequently take corrective action for performance improvement.

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 How to Read Your Report
How to Read Your Report

To enable you to understand your scores more easily, they have been converted into percentiles. Percentiles convey
your scores relative to others. For example, a percentile score of 20 signifies that you are higher than 20 percent of all
the other individuals who have taken the assessment. Whereas, a percentile score of 40 signifies that you are higher
than 40 percent of all other individuals who have taken the assessment.

The mean or midpoint of the scale used on the TALENTx7 ® Assessment is designated as zero (0). Therefore, one-
half of the scores are to the left of zero and one-half to the right. Scores on the left reflect primarily a "technical or
functional orientation." If your scores on the various facets of learning agility are left of zero, it suggests that you are
conscientious, structured, precise, detail-oriented, and possess deep technical or functional expertise. Those
behavioral characteristics are highly desirable for positions such as engineer, accountant, scientist, quality control, and
manufacturing.

0
20 20

50 50

If your scores are situated to the right of zero (0), you likely are observant of your environment, willingly take risks,
frequently multi-task, are tolerant of ambiguity, and generally embrace organizational changes. Those behaviors are
associated with "leading others." Depending upon where you are in your career, your percentile scores may be lower
or higher. If you are just beginning your career in leadership, one might expect scores to be slightly to the left or right
of zero. In contrast, if you have been an executive for many years, one might expect your scores to be to the right to a
larger degree (i.e., beyond 20). Scores also can be influenced by the structure, culture, and managerial philosophy of
the organization where an individual works and leads.

0
20 20

50 50

Note that scores can be in the "red band" of the graph – either on the left side or on the right (i.e., situated in the 45-50
percentile range). When your scores are in the red, it suggests the potential for career derailers or overuse behaviors.
Individuals who are in the red on the left of zero might be too rigid in their behaviors, steadfast in their views, or get
bogged down with details. Individuals who are in the red on the right of zero might be too learning agile, creating
problems for members of their teams and/or organization by driving too much change too quickly, taking too many
risks, or pushing themselves and others to take on assignments before adequate analysis and discussion.

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 How to Interpret Your Scores
How to Interpret Your Scores

When interpreting your assessment results, it is important to understand your relative strengths and weaknesses
within the context of your current job and future career goals. Realize that scores on the left or the right could be the
most beneficial. Initially, it is helpful to view your overall pattern of scores. In what area(s) or facet(s) are you the
highest? Where are you the lowest? Does this feedback surprise you? Why? Identify those one or two facets that you
want to focus on developing. What must you do to improve in these areas? Remember: Learning agility essentially is
the ability and willingness to learn. Your learning agility scores represent a learned set of behaviors. You can change
these behaviors if you are motivated, disciplined, and committed to do so.

This report includes the following three sections:

• Your Overall Learning Agility Profile. This section presents your Overall Learning Agility score as well as your
scores on each of the seven facets of learning agility measured by the TALENTx7 ® Assessment. In addition, a
descriptive summary of the behaviors exhibited by individuals with similar learning agility scores is given.

• Your Learning Agility Profile by Facet. This section provides the "Behavior Tendencies" and "Potential Derailers
and Overuse Behaviors" for each of the seven facets. The tendencies or derailers corresponding to your score on the
specific learning agility facet are identified. As you read through the behavioral tendencies or potential derailers, check
the small circle directly to the left for those that resonate most with you. Naturally, you will want to increase the number
of positive behaviors and decrease the number of overuse behaviors and derailers.

• Developmental Plan. Rather than focus on all seven factors, we recommend you address only the one or two
learning agility facets that are the most troublesome for you. The last page of this report gives you an opportunity to
identify specific, concrete behaviors you agree to develop to enhance your job and leadership effectiveness.

In all instances, a coach certified on the TALENTx7 ® Assessment will review your scores and discuss how you can
use them to develop your skills and enhance your career. The last page of this report provides a Development Plan
form for you to identify behaviors that you want to focus on.

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 Your Overall Learning Agility Profile
Your Overall Learning Agility Profile

Learning Agility is the ability and willingness to learn quickly, and then apply those lessons to perform
well in new and challenging leadership situations.

0
20 20

0 50 50 0
20 20 Drive to Excel: 22 20 20

50 50 50 50

Environmental Mindfulness: 34 Self Insight: 5

0 0
20 20 20 20
0
50 50 20 20 50 50

Cognitive Perspective: 50 Change Alacrity: 45

0 0
20 20 20 20

50 50
50 50 50 50
Learning Agility: 36
Interpersonal Acumen: 1 Feedback Responsiveness: 5

The following statements tend to describe people with similar Learning Agility scores:

The assessment reveals that you are enterprising, adventuresome, and enjoy experimenting with new ideas. You demonstrate a
willingness and ability to continually learn and evolve as an employee, and likely built your career by taking on new leadership
roles. You generally are a congenial, approachable individual. You value all people, and strive to understand and work with
everyone effectively. If possible, you will avoid interpersonal conflict. You probably are organizationally naïve and lack political
savvy. Most certainly, you are not a self-promoter and networker. You are a “big picture” person. You are impatient. You process
information very quickly. Hence, you sometimes lose others who are less strategic, slower, or more process-oriented in their
decision making style. In your quest for speed, you tend to undervalue the need for detailed analysis, orderly problem solving,
and careful implementation. You are observant of daily changes in your work environment and approach all work situations with
an objective, open-minded attitude. You are resourceful, resilient, and a risk taker. You relish tough and challenging
assignments, and can be counted on to get things done on time, within budget, and at an acceptable level of quality. On a broad
level, you are aware of your overall strengths and weaknesses. At times, you will take unnecessary risks or downplay them.
Overall, you love change and become quickly bored with the status quo. Change stimulates you; it propels you to new heights.
Indeed, you have been known to push through new approaches and procedures simply for the sake of change. You will ask
peers for feedback occasionally, but depend largely upon your intuition or the annual formal performance review with your boss
for suggestions on how to improve.

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Your Learning Agility Profile by Facet

Interpersonal Acumen

Interpersonal Acumen denotes the extent to which you interact effectively with a diversity of people,
understand others’ unique motives, values, and goals as well as their strengths and limitations, instill
confidence in them, and leverage them to perform successfully on their jobs.

Your Score
1
0
20 20
FORMAL APPROACHABLE
CONGENIAL INSPIRATIONAL

50 50

The following statements tend to describe people with similar scores on the Interpersonal Acumen facet:

Behavioral Tendencies Behavioral Tendencies

Tend to treat everyone the same regardless of the situation or Approachable, friendly, and receptive of most individuals –
their individual work preferences regardless of gender, race, age, etc.
Strongly prefer to work and interact with other individuals who Adjust your approach to managing others depending upon
have similar backgrounds, values, and goals their strengths, limitations, values, motives, goals, etc.
Strongly prefer to avoid conflict with others Understand and capitalize on the unique needs and
Prefer to work alone and be held accountable for individual preferences of others when delegating tasks
contributions rather than work as a team Embrace workplace diversity, viewing others who are different
Seldom have time to meet others outside of work because of as an opportunity to learn and increase understanding
the demands of the job Address interpersonal conflict when it occurs (rather than
Prefer to work with others in an environment where rules of waiting until you have time or it escalates to a major problem)
interaction, roles, and responsibilities are clearly defined Inspire others in your organization to perform at a high level –
Strive to be respected by colleagues and other professionals often viewed as a role model in your organization
in your field of technical expertise Able to navigate politically sensitive issues through the
Tend to ignore others’ needs for project completion or sense organization
of urgency Deliver negative feedback to others in a constructive manner

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Generally uncomfortable in social settings and can come May be perceived as being overly ambitious and/or too
across as overly formal or rigid politically motivated
Have difficulty dealing with interpersonal conflicts – conflict May overemphasize the importance of consensus, leading
averse others to view you as unforceful or lacking a strong point of
Steadfastly view everyone should be treated the same view
regardless of individual circumstances May be perceived as inauthentic or manipulative, causing
May be viewed as following your own principles to a fault others to not trust you
Tendency to be overly modest and unassuming – which can Can get too close with others that it interferes in how you
minimize your ability to influence and market yourself to senior manage them
leaders Strong desire to be liked can interfere with your ability to hold
others accountable

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 Cognitive Perspective

The degree to which individuals think critically and strategically to solve complex problems, embrace
difficult, multifaceted organizational issues, approach situations from a broad high-level perspective,
and focus on multiple inputs rather than from only one or two functional/technical perspectives.

Your Score
50
0
20 20
STRATEGIC
CREATIVE

50 50

The following statements tend to describe people with similar scores on the Cognitive Perspective facet:

Behavioral Tendencies Behavioral Tendencies

Highly value proven approaches and well-established solutions Very comfortable with uncertainty, complexity, and ambiguity
Tend to view world concretely and see situations primarily Natural tendency to examine problems and situations from a
from an apolitical, surface orientation high level (rather than getting bogged down in the minutiae)
Enjoy a work environment where there is consistency, order, Use multiple sources and people to learn from
predictability, and stability Tend to always think critically and strategically when faced
Dig very deeply into problems to ensure complete with organizational problems
understanding before responding or making a recommendation Think creatively and tend to see patterns and connect dots
Prefer searching for the one best answer based on current that others often do not when solving problems
information and previous experience Process information and ideas very quickly to glean what is
Perform best when tasks are clearly defined and repetitive the essence of the underlying issues
Depend on familiar, often used approaches when making Always consider alternative approaches before making a
decisions decision
Process information in an orderly, systematic, and linear Seek to fully understand the root cause(s) of a problem before
fashion arriving at an answer

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Generally uncomfortable when things are uncertain or Often jump to conclusions before examining all the facts
ambiguous At times, tend to complicate situations by searching for
Experience difficulty changing your thinking and/or approach creative answers rather than depending on proven solutions
when situations change Quickly become impatient with due process and organizational
Excessively proud of the technical expertise you possess in a policies that may delay implementation
given area Sometimes process ideas too quickly that others cannot keep
Hesitant to move forward until all systems are checked and up or become confused
good to go Often miss project or task details which can end up being
Can get bogged down in the details, impeding your progress important later on
when trying to make decisions

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 Environmental Mindfulness

Environmental Mindfulness denotes the level to which you are fully observant of your external
surroundings, attentive to their changing job duties and requirements in new organizational roles,
approach environmental changes in a nonjudgmental manner, and regulate their emotions effectively.

Your Score
34
0
20 20
OBSERVANT
OBJECTIVE

50 50

The following statements tend to describe people with similar scores on the Environmental Mindfulness facet:

Behavioral Tendencies Behavioral Tendencies

Tend to work at your own pace regardless of the situation Continually are aware of the demands of your job and what is
May become so absorbed in your work that you are oblivious expected of you (and your team)
to your surroundings Observant of daily changes in your work environment
Days often go by without being fully cognizant of what had Approach all work situations with an objective, open-minded
occurred at work attitude
Tend to make up your mind before hearing all the facts about Purposefully practice attentive and active listening
a situation Can observe your thoughts and feelings from a distance,
Often surprised by how others react to your suggestions and without judging them as good or bad
requests When facing a crisis or problem, tend to pause before reacting
Tend to listen to others with one ear, while doing something immediately
else at the same time Vigilant of how your work role is evolving continuously to meet
Seldom contact colleagues proactively to find out how their the needs of the changing organization
day is going Keenly aware when others around you are having a good or
Consider your responsibility primarily is to fulfill your own job bad day at work
rather than be attentive to the larger team

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Easily become flustered when individuals fail to live up to your May be too sensitive to environmental changes and become
expectations indecisive or overly changeable
Insensitive to changes in the work environment and shifting Tend to dwell on the many problems, failures, and regrets of
job demands your past
May appear to be self-centered, stubborn, and set in your ways Become overwhelmed with the numerous work demands and
Often confused as to why others behave the way they do job changes in the future
Unable to fully understand and utilize others (and your staff) Fail to communicate properly, assuming others are as attuned
effectively to environmental conditions as you are
Perceived as a chameleon, frequently changing your views
depending upon the situation at hand

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 Drive to Excel

Drive to Excel denotes the extent to which you are motivated by difficult assignments, set challenging
personal and organizational goals, are resourceful, and can be counted on to deliver results in new and
untested situations.

Your Score
22
0
20 20
GOAL-ORIENTED
RESOURCEFUL

50 50

The following statements tend to describe people with similar scores on the Drive to Excel facet:

Behavioral Tendencies Behavioral Tendencies

Tend to work at a steady, dependable pace when performing Possess the ability to accomplish your goals despite many
your job other commitments
Possess a thoughtful, conscientious, and highly reliable work Can be counted on to get things done on time, within budget,
style and at a high quality – no matter how difficult they are
Strive to perform job tasks in a consistent manner and to a Highly motivated when given an assignment or task that you
high standard had never performed previously
Pride yourself for being a conscientious, careful, and diligent Relish tough and challenging work assignments
employee Enjoy multi-tasking and the opportunity to work on many
Prefer to complete one task before moving onto the next one projects simultaneously
Strongly prefer to get things done correctly the first time Possess a very high degree of perseverance – seldom give up
Prefer to thoroughly examine all the components of the project regardless of the situation
to be accomplished before beginning it Very resourceful in your ability to secure organizational
Proud of your patient and thorough work style funding, staffing, and support as needed
Extremely resilient when experiencing setbacks or dead ends

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Become flustered when things don’t go your way Tend to overcommit, taking on projects for the team that often
May experience difficulty multi-tasking exceed its capabilities or time availability
Tend to expend same steady effort despite changing job Excessively focused on completing tasks and getting things
demands done on time (often, at the expense of others)
Typically wait for others to take the lead on new work Push yourself and others to take on assignments before
assignments or initiating change adequate analysis and discussion
May react defensively when others pressure you to work Stubbornly continue work efforts despite overwhelming odds
faster than you deem appropriate or evidence to the contrary
Possess an intense, hard-driving work ethic that can intimidate
others and create a stressful work environment

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 Self Insight

Self-Insight denotes the degree to which you accurately understand yourself, your capabilities,
weaknesses, beliefs, values, feelings, and personal goals as it relates to the workplace.

Your Score
5
0
20 20
ASSUME SELF-AWARE
MISINTERPRET REFLECTIVE

50 50

The following statements tend to describe people with similar scores on the Self Insight facet:

Behavioral Tendencies Behavioral Tendencies

Tend to misjudge how others react to you at times Clearly understand your personal strengths, limitations, and
Misperceive your performance level – view it either too low or blind spots
too high Clearly understand your personal beliefs, values, feelings,
Rarely have time to carefully analyze your behaviors and motives, and goals
contemplate how to improve them Can easily explain the reasoning and thought processes
Believe that others seldom understand you or what motivates behind your behaviors and decisions
your behavior Readily take personal responsibility when your performance
Perceive that most people in your organization don’t really doesn’t meet expectations
know what you do on your job or are aware of your Deliberately take the time needed to analyze why you
performance level succeeded or failed on an assignment
Don’t care much of what others think of you Possess an accurate assessment of your own performance
At times, very surprised at how others respond to things level
Highly value people who simply accept others the way they are Attempt to understand the root cause(s) of your behaviors and
feelings
Keenly sensitive to those times when you need to get away
from your job and take a break

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Don’t fully understand all of your job skills and capabilities Tend to be too self-critical
Fail to fully understand your weaknesses and limitations on Spend too much time second-guessing your motives and
the job actions
Tend to rationalize past mistakes and performance problems Can be perceived as being indecisive, flippant, or superficial
Generally unaware of the impact that your behavior has on May not move beyond reflection to action and improvement
others Often analyze issues in such detail that you are unreceptive to
Attribute most of your mistakes have been due to bad luck or the additional input from others
unusual circumstances – lack of accountability

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 Change Alacrity

Change Alacrity denotes the level to which you are curious and eager to learn new ideas and ways of
behaving, open-minded to new situations, relish change, and continuously seek innovative (and at
times risky) approaches to perform your job.

Your Score
45
0
20 20
CURIOUS
ADVENTURESOME

50 50

The following statements tend to describe people with similar scores on the Change Alacrity facet:

Behavioral Tendencies Behavioral Tendencies

Tend to be deliberate, planful, highly structured, analytical, Tend to be enterprising, adventuresome, and enjoy
systematic, and process-oriented experimenting with new ideas
Have a strong tendency to rely on established ways of thinking Demonstrate the willingness to continually learn, change, and
and doing things evolve as an employee
View quality as always the #1 objective Enjoy confronting and solving first-time problems
Have perfectionist tendencies Readily take calculated risks to make things happen
Prefer others to initiate change efforts Continually receptive to innovative approaches and new ways
Tend to experience difficulty adapting to new bosses, work of doing things
roles, and organizational policies and procedures Relish taking a leadership role when implementing
Passionate about the work you perform in your discipline organizational change efforts
Willingly practice over and over again to be the best technical Become quickly bored with status quo, routines, and repetitive
expert on your team activities
Encourage others to consider trying new ways of thinking and
performing their jobs

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Tend to collect too much data and/or over-analyze it before Tend to undervalue need for detailed analysis, orderly
initiating change problem solving, and careful implementation
Can be unduly skeptical of unproven ideas and approaches, Tend to undervalue established processes, procedures, and
tending to cling to old solutions when faced with new problems routines
Strong tendency to remain in comfort zone – risk averse May push through changes for the sake of change (due to
Overvalue stability, consistency, and predictability boredom and restlessness)
Strongly value organizational traditions and history, which can Tendency to take unnecessary risks or downplay risks when
impede supporting the need for change considering the implementation of organizational change
Tendency to get infatuated with novel approaches or potential
breakthrough ideas that have little merit

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 Feedback Responsiveness

Feedback Responsiveness denotes the extent to which you solicit, listen to, and accept personal
feedback from others, carefully consider its merits, and subsequently take corrective action for
performance improvement.

Your Score
5
0
20 20
SELF-ASSURED FEEDBACK SEEKING
SATISFIED CORRECTIVE

50 50

The following statements tend to describe people with similar scores on the Feedback Responsiveness facet:

Behavioral Tendencies Behavioral Tendencies

Seldom have time to ask others for their feedback on your Actively seek feedback from others on a regular basis
behavior or performance Consciously try to take the other individual’s perspective when
Often surprised by others’ feedback with regard to your receiving the feedback
behaviors or performance Have learned much about yourself from the feedback of others
Perceive others don’t understand your situation sufficiently to Regularly commit to taking actions to correct behavioral
provide constructive feedback problems others have identified
Often get upset when receiving negative feedback (although Take pride in continuously improving and growing as a leader
you try to not let it show) Appreciate that others have taken the time and risk to provide
Tend to dismiss what others think or say about you their input on your performance
Believe that you are the best judge of the effectiveness of your Readily acknowledge it when you have made a mistake
behavior Repeatedly, have improved your performance based on
Tend to remember who criticized or complimented you for a feedback others have shared with you
long time
Seldom seek feedback from others, except from your boss
during the formal performance review

Potential Derailers and Overuse Behaviors Potential Derailers and Overuse Behaviors
Tend to be a very poor listener May be too dependent upon waiting for others’ feedback
Believe that you do not need to change since you are Ongoing efforts to obtain feedback interfere with performing
consistently one of the top performers in the organization your job
Rarely ask others for feedback regarding your interactions May be trying too hard attempting to please others
with them Often focus too much attention on what others think and say
Tend to be defensive or appear arrogant when receiving about you
negative feedback Feel overwhelmed trying to be sensitive to everyone’s needs
Generally reject feedback that you don’t agree with and preferences

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 Development Plan
Development Plan

Based on the feedback and coaching that I received today, I commit to carefully evaluate this input
and do the following within the next three months.

● I will increase the following behaviors to enhance my leadership effectiveness:

1.

2.

3.

4.

● I will decrease or stop performing the following behaviors to enhance my leadership effectiveness:

1.

2.

3.

4.

Name:

Date:

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