Interpretive Report

The NE&TO Leadership Success Factors Inventory (LSFI) is an instrument intended to measure the essential factors of leadership success in technical settings and to provide feedback and recommendations to individuals regarding their leadership competencies; both their strengths and areas of potential growth.

Disclaimer: The interpretive information contained in this report should be viewed as only one source of hypotheses about the leadership competence of the individual being evaluated. No decisions should be based solely on the information contained in this report. This report was generated as a result of participation in a leadership competency research program. The results contained within this report are confidential and are intended for training and developmental purposes only.

NLSFI Interpretive Report

by: Patrick Sherry, Ph.D.

Interpretive Report



The LSFI is designed to measure your leadership competencies and provide information about how you and others view your leadership and managerial skills and behaviors. A leadership competency is a measurable, behavioral characteristic of a person that is related to effective performance in a specific job, organization, or culture. Competencies are distinct sets of behaviors applied to reliably complete a task that is directly linked to a critical outcome. These characteristics are defined in terms of specific leadership behaviors, and therefore can be developed. Leadership competencies commonly group together behaviors or similar behaviors. Please find a description of the specific behavioral skills that make up each competency in the paragraphs below. To eenable you to better understand your competencies a series of charts and graphs will follow that depict the extent of your competencies, according to the assessments of you and your rater. The feedback provided in this report can help you identify the competencies you have mastered and also offer insight on the competencies that you may wish to further develop or continue to devote attention.

Interpretive Instructions

In this report you will find your scores that have been organized into 12 primary leadership competencies. Your own assessment of each leadership competency is presented first by itself, and then it is compared to the average competency rating for persons in similar positions in your organization.   In other words, you will first see your score on each competency and then a comparison to the average score obtained on the competency by others in similar positions in your organization. It is important to remember that the results in this report are simply one measure of your abilities and should NOT BE interpreted in isolation from other feedback about your leadership abilities. Please keep in mind that there may be several reasons why you scored above or below average on certain competencies. Thus, even though a below average score can be a good way to identify future areas of concentration to improve performance, below average scores DO NOT automatically indicate that you are below average in regards to abilities in that area.   Finally, for each compentency, this feedback report contains links to resources and ideas for action that can be utilized for personal development.

The Charts

Chart 1 provides a snapshot of how you rated your leadership abilities on each of the competencies making up the 6 leadership competency clusters measured by the LSFI. To interpret these results, please notice high and low score areas to determine your leadership strengths and areas for growth. The scores have been converted to a standardized score (T score) to allow for meaningful comparison across each competency. Later in the report you will find a listing of the behavioral characteristics that comprise each competency. Please review the behaviors that determine your competency scores for development purposes.

In most jobs, it is helpful to know your areas of lesser talent, as your lesser talent areas can lead to a weakness. As you observe your high and low score areas in the chart above, see if you can identify a few areas in which you are lacking in talent. In most cases, simply gaining awareness of a deficit or perceived deficit can lead to tremendous growth in your capability of managing that talent area and ultimately prevent it from becoming a road block.

Chart 2 lists the same competencies as Chart 1 but shows the average measure for all managers who submitted a self-Assessment.

Chart 3 shows how you assessed your own leadership abilities compared to the average for all managers providing self-assessments.  Each of the specific competencies underlying the primary six competency clusters is shown. This chart is intended to provide you with a snap shot of how you rank on each leadership competency in comparison to your peers. Group averages were determined based on the entire sample of NE&TO managers that completed the LSFI.

Chart 4 shows how you assessed your own leadership abilities compared to the average of all assessments made by your peers.  This includes anyone that completed the feedback form on your behalf including supervisors, direct reports, other peers and customers.  Again, each of the specific competencies underlying the primary twelve competency clusters is shown. This chart is intended to provide you with a measure of how, as a group, key individuals rank you on each leadership competency.  Below you will find definitions for each competency, ideas for development, and resources for growth.

Chart 5 shows how you assessed your own leadership abilities compared to the average of all assessments made by individuals identifying themselves as your Direct Reports.  This measure does not include supervisors, customers or anyone else from whom you requested feedback.  Again, each of the specific competencies underlying the twelve primary competency clusters is shown.

Chart 6 shows how you assessed your own leadership abilities compared to the assessment submitted by your supervisor.  This chart does not include assessments completed by any other peers such as, direct reports, other peers or customers.  All of the specific competencies underlying the primary six competency clusters is shown.

Chart 7 reflects data for your department only.  This chart shows the average self-assessment ratings for all those who participated in your department versus the average ratings provided as feedback by members of your department.  All competencies are reflected in a line chart format.  As with all the charts, you can obtain exact ratings by hovering your mouse over any portion of the chart.  Below you will find definitions for each competency, ideas for development, and resources for growth.


Chart 8

Ratings by Item: Self-Assessment vs. Avg. of All Observers including Observer Variance (STD)

1Fosters identification of new ideas and products 54.500.50
2Encourages new and better processes 55.500.87
3Rewards innovation 55.001.00
4Always seeking a better way 54.750.83
5Says it “doesn’t help our department” or “Not invented here” or “this is the way we did it at AT&T” or “we’ve always done it this way” 65.000.71
6Recognizes genius ideas 44.250.43
7Creates a positive environment to foster out of the box thinking 54.500.87
8Takes a new or innovative idea and combines it with the business strategy needed to make a truly great product that sets the stage for the industry across the backbone 64.750.43
9Ties the new ideas together with other ideas to make them work in the org and for the customer 54.500.50
10Works hard to achieve common goals 54.750.83
11Works to identify and align goals to reduce internal competition 54.750.43
12Consistently draws on strengths of other teams to produce synergistic cooperation 55.250.83
13Ignores boundaries and Includes multiple disciplines on projects 55.001.00
14Considers the impact on other parts of the organization when making a decision 54.500.50
15Behaves as if we were all “One COMCAST” 55.250.83
16Puts up roadblocks 54.750.83
17Blocks access to resources 64.750.83
18Develops shared mutual goals 65.000.71
19Proactively brings people together 54.500.50
20Focused exchange and sharing of information up & down throughout the organization 45.000.71
21Collaborates with others even when no immediate pay off to self 54.750.83
22Does what he/she says will do 54.500.50
23Keeps others informed when deviating from the plan 65.250.83
24Keeps his/her word 44.250.43
25Gives others credit for contributions 54.750.83
26Engenders the trust of others in the organization 65.500.87
27Takes responsibility for informing all concerned parties of needed actions 65.500.87
28Owns mistakes 44.750.43
29Makes it safe to talk about weaknesses & mistakes 65.500.87
30Is ok with admitting own mistakes 54.000.71
31Keeps confidences 44.500.50
32Micromanages 54.750.83
33Sees a plan through to timely completion 55.000.71
34Prepares for inevitable pot holes & pit falls and develops plans to overcome 65.500.87
35Tests procedures for consistency & reliability to a “six sigma (6?)” standard 55.250.83
36Does what it takes to get it done 45.000.71
37Has an end to end understanding of the process and the system 44.500.50
38Prepares and trains team for flawless execution 54.250.43
39Assess the risk and plans for it 64.750.43
40Flexible in adjusting to changing circumstances 54.250.43
41Doesn’t break a lot of glass 54.250.43
42Keeps the focus on results at all times 45.250.83
43Looks carefully at the landscape and sees opportunities for the future 55.250.83
44Consistently grasps the big picture of the business environment 54.750.43
45Brings together new ideas and concepts from other industries and disciplines to discussions on new products and directions to provide value to paying customersIntegrates market information to develop effective plans 64.500.50
46Can map strategy onto the day to day operations 55.001.00
47Finds and develops new markets for new products 65.000.71
48Points out that we are on the wrong path or solving the wrong problem 55.250.83
49Translates strategy into action 55.000.71
50Will focus on building this “one little thing” 55.250.83
51Takes time to think about and discuss the overall direction of the company 55.000.71
52Anticipates what others need to know in order to maximize the effectiveness of the entire organization. 54.500.50
53Ties his decisions, even the unpopular ones, to business needs 55.000.71
54Effectively delivers the message to multiple levels of the organization 65.250.83
55Engages others in two-way exchange to ensure understanding and receipt of the message 55.250.83
56Promotes a climate of information sharing 55.000.71
57Asks questions to obtain information 44.750.83
58Makes people feel understood 55.250.83
59Listens attentively to others concerns 45.000.71
60Demonstrates empathy for staff and other audiences 55.250.83
61Relates well to DIFFERENT audiences 54.750.43
62Makes people feel like they were listened to 55.000.71
63Is concise and easily understandable 55.000.71
64Will challenge the status quo 45.000.71
65Will speak up if has concerns 55.250.83
66Asks questions that go beyond what is simply required 54.500.50
67Looks to do the right thing 45.000.71
68Confronts dysfunctional or unproductive behavior directly 44.500.50
69Makes the lonely decision 55.250.83
70Stands for his/her convictions in the face of adversity 55.250.83
71Has the courage to fail 44.000.00
72Blames others 44.750.83
73Puts self and personal reputation on the line as needed (js) 55.250.83
74Takes the time to promote others career development 55.250.83
75Provides consistent feedback to others 54.750.43
76Provides others with consistent support needed to learn new skills 44.750.43
77Develops relationships that mentor and facilitate growth 45.000.71
78Will have the “tough” conversation needed to get people back on track 45.000.71
79Places a high value on coaching and developing others 55.000.71
80Adapts leadership style to the needs and developmental readiness of his/her followers 55.500.87
81Communicates an expectation of exceptional performance. 55.000.71
82Lets people know with expectations that they can outperform themselves 54.250.83
83Can talk about a person’s weaknesses in the form of challenges that can be met instead of as personal deficiencies. 54.500.50
84Ethical 54.500.50
85Is able to self-monitor 44.750.43
86Asks for feedback 54.750.83
87Balances work and personal life 55.500.87
88Has a good internal compass 65.000.71
89Challenges self to achieve additional growth 45.000.71
90Accountable and responsible 54.750.43
91Puts self on line for results and accepts consequences 44.500.50
92Sets a really good example 55.000.71
93Makes tough decisions about people 43.500.50
94Is a really good role model 55.250.83
95Typifies the consummate Comcast professional 53.750.43
96Demonstrates a high degree of integrity 44.750.83
97Approaches dealings with customers and internal business partners with a high degree of professionalism 44.500.87
98Demonstrates an appropriate and balanced degree of ccountability across boundaries for functional NEATO and COMCAST. 44.750.83
99Actively seeks input and reactions from customers and internal business partners. 44.750.83
100Has developed an empathy for customers and internal business partners needs and requirements44.750.83
101Puts customers and internal business partners concerns ahead of others65.000.71
102Does not lose sight of the goal of customers and internal business partners satisfaction12.500.50
103Reminds others of the need for customer and internal business partners focus54.500.50
104Conducts studies on customer satisfaction54.500.50
105Redesigns products based on customers and internal business partners input54.500.50
106Cant articulate customers and internal business partners needs and expectations55.500.87
107Works without considering impact on customers, end users and internal business partners.54.750.43
108Is aware of the needs of both customers and internal business partners.55.500.87
109Misses opportunities to fully engage and add value for customers and internal business partners55.500.87
110Partners effectively across COMCAST to effectively serve the paying customer55.500.87

Competency Cluster Definitions

Cluster 1: Credible Leadership

The Credible Leadership scale is a measure of the degree of integrity and ethics that the leader possesses and utilizes in decision-making and leadership practices. It is also intended to be a measure of technical abilities. A portion of this cluster is comprised of safety management practices. Credible leadership is thought to be leadership that is driven by honesty, trustworthiness, fairness and moral judgment.

High scores on the Credible Leadership scale indicate that the individual is honest, trustworthy, and fair. They most likely demonstrate respect for employees at all levels of the organization, appreciate diverse opinions and ideas, and demonstrate high personal standards. Leaders that score high on this scale also possess technical expertise and value safety. They would most likely put emphasis on the safe performance of the job over getting the job done.

Low scores indicate the need to focus future training efforts on developing stronger personal standards in the face of conflict. Further, focusing on being able to make decisions based on high ethical standards, developing greater appreciation for diverse opinions in decision-making and problem-solving, and the ability to collaborate with diverse co-workers, will all be beneficial in improving overall leadership competence. Finally, lower scores indicate a perception by others that the leader does not follow safety policies and procedures. Indeed, leaders with below average scores on this cluster may be perceived by others as more concerned with production then safety.


1: Integrity
Is honest and trustworthy; makes ethical decisions when faced with conflicting choices; puts business ahead of personal agendas; demonstrates respect for employees at all levels of the organization; demonstrates high personal standards; appreciates different ideas and perspectives; values people over production.

2: Technical Knowledge
Is able to use software and other technologies effectively; exercises fiscal responsibility; allocates equipment and resources appropriately; is capable of answering technical questions within his/her area.

3: Safety Culture Management
Puts the safe performance of the job first; uses the best safety practices available; promotes a culture of safety; holds meaningful and constructive safety meetings; focuses on identifying the root cause of safety incidents and not on placing blame; is a model for the use of safe work practices; provides necessary training and/or tools to safely perform the job.

The Safety Culture Management competency is a group of behavioral characteristics found to relate to outstanding safety practices. This cluster is meant to be a measure of skill in performing various behaviors related to the best safety management practices.

High Safety Culture Management scores indicate a strong value for safety. Leaders who score high in this area regularly perform behaviors that are thought to be critical for the safe performance of the job. They most likely utilize resources available to them to enhance safety and promote a culture of safety (i. e. , model safe practices such as putting on a helmet, reinforce someone reporting a safety issue even if it slows down the work, etc. ).

Low Safety Culture Management scores indicate a tendency of the leader to allow work to be done despite safety measures being put in place and maintained. Individuals who score below the mean in this area may not know how to productively confront unsafe work habits of subordinates or know how to identify the root cause of safety incidents.

Cluster 2: Innovative Leadership

The Innovative Leadership cluster is a measure of one's ability to strategically and creatively approach problems in a composed, creative manner while considering the strengths and input of those around them. This cluster assesses one's ability to come up with new ideas and solutions to recurring problems, ability to bring out innovation in those around them, and skill in finding new ways to approach ongoing conflicts.

High scores on the Innovative Leadership cluster suggests that coming up with and carrying out effective ideas and plans is a key strength of the leader. High scores in this area indicate that the leader is most likely able to rally support for important organizational initiatives. They probably tend to be able to consider the effects of various forces on business outcomes and pull from multiple sources to achieve a coordinated result. Further, individuals who score above the manager mean for their organization are most likely perceived by others as having clear judgment, strong decision-making skills, and an excellent understanding of how to approach conflict situations.

Low scorers in this cluster most likely find it difficult to rally support for important initiatives. Individuals who score low on this cluster area may tend to lack the ability to come up with new ideas under pressure. Someone who scores low on this cluster may find it difficult to clearly describe a problem, consider multiple forces on business at once, facilitate a committee's decision-making process, or deal effectively with conflict in groups.


4: Innovative
Acts as a catalyst to a committee's decision-making process; comes up with new ideas and solutions to recurring problems; is able to use conflict in groups effectively; encourages innovation & risk taking.

5: Strategic
Knows how to develop long range strategic plans; can convince others that certain changes are critical to the benefit of the entire organization; considers the effects of broad societal forces on business; is able to clearly describe a problem; successfully manages the budget to insure that all jobs have adequate resources.

6: Judgment
Is able to incorporate information from various sources to make the correct decision; adheres to the chain of command in solving problems; utilizes a framework for decision making that includes the policies and values of the organization; promotes needed changes.

7: Problem-Solver
Is prepared to make difficult decisions; knows when to become involved in a conflict and when not to; listens to peers and subordinates ideas in order to improve overall processes; continuously sets benchmarks to improve performance; states opinions even if they might be unpopular.

Cluster 3: Coaching Leadership

The Coaching Leadership cluster is a measure of one's ability to influence, inspire, and effectively develop other team members. Essentially, this is a measure of one's ability to help others grow and evolve as a professional. This cluster provides a snapshot of the leader's skill in helping other's shine. This cluster is comprised of the Developing Others, Coaching, Builds Trust, and Training Utilization competencies.

One of the essential skills of leadership is making those around you better. This cluster is an indicator of one's ability to do just that. Individuals with high scores on this cluster may find it easy to motivate and inspire others and open doors for others to grow and contribute to the organization. Leaders who produce high scores on these competencies are probably looked to by many in the organization to help develop talent. These individuals are capable of boosting others' strengths and confidence, and regularly provide key coaching experiences for many in the organization.

Low scorers on this cluster may find it difficult to identify, develop, and maintain key coaching relationships. Indeed, a low score on these competencies indicate difficulty in tailoring communication and work styles to unique situations and co-workers. Individuals who score low on the Coaching Leadership cluster may lack the ability to help others reach their optimal performance level. Those who score below average for the work group on this cluster may want to focus on new ways to provide meaningful feedback to others, develop greater skill in assessing others' talents and areas of growth, and identify new ways to coach those around them.


8: Developing Others
Encourages employees to see themselves as leaders; communicates goals or a vision that motivates others; inspires employees to achieve exceptional results; aligns the team with organization's goals and mission; provides opportunities for others to grow and contribute; coaches employees to help them achieve success; focuses on developing the effectiveness of entire team; tailors communication style appropriately to different employees and situations; empowers others to make decisions.

9: Coaching
Successfully coaches employees through conflict in the workplace; knows when to use informal versus formal corrective actions; brings out the strengths in those around them; provides feedback that is accurate and helpful for improving performance.

10: Builds Trust
Behaves in a way that builds trust; is open and candid with people; asks for feedback.

11: Training Utilization
The last competency in this cluster, Training Utilization, is determined by one behavior or leadership action. Managers were simply asked about the frequency in which they effectively utilize available training resources for team development. The purpose of this question was to get a feel for how many and to what degree managers within the organization utilize existing training resources to develop the team, as this was identified as a highly important role of managers at various levels throughout the organization. High scores on the Training Utilization competency indicate frequent and effective use of available training resources while low scores indicate less frequent and/or effective use of training resources for team development. Utilization of available training resources is essential to effective coaching and most likely plays a vital role in boosting team performance to optimal levels.

Cluster 4: Collaborative Leadership

The Collaborative Leadership cluster is a measure of one's ability to form meaningful networks within the organization, rally support fo