cognizant life sciences vertical...willingly helps people.(eba) 89 89 90 88 89 2. follows through on...

Cognizant Life Sciences VerticalAssessments Report

© Franklincovey. all rights reserved.

THE ULTIMATE COMPETITIVE ADVANTAGE

What have you learnt today?

INDEX

1. THE 7 HABITS BENCHMARK

May 21, 2012 Workshop

June 12, 2012

August 17, 2012

February 4,2013

February 13,2013

2. LEADERSHIP QUOTIENT

November 19,2012

April 8,2013

May 6,2013

3. TRUST QUOTIENT

October 24,2012

May 22, 2013

4. EXECUTION QUOTIENT

July 21, 2012

Aggregate Report of

Aggregate Report of Workshop










Cognizant Life Sciences VerticalAssessments Report

The 7 Habits Benchmark

Cognizant

May 21, 2012

Aggregate Report

© 2013 FranklinCovey Cognizant

CONTENTS

Introduction 3

Overview 4

Category Reviews

Emotional Bank Account 5

P / PC Balance 6

Habit 1: Be Proactive 7

Habit 2: Begin with the End in Mind 8

Habit 3: Put First Things First 9

Habit 4: Think Win-Win 10

Habit 5: Seek First to Understand 11

...Then to Be Understood 12

Habit 6: Synergize 13

Habit 7: Sharpen the Saw 14

Rankings and Frequencies 15


INTRODUCTION

Welcome to 7 Habits Benchmark for Cognizant aggregate report. This report provides you with valuable feedback regarding overall response of participants' and raters' personal and interpersonal effectiveness.

Self 16Boss 14Peers 34Direct Reports 39

Total 103

General Information

All responses were converted to percentages in the following manner:

6 Strongly Agree 100%5 Agree 80%4 Slightly Agree 60%3 Slightly Disagree 40%2 Disagree 20%1 Strongly Disagree 0%

? Don't Know ..

Responses of "Don't Know" or nonresponses are indicated by .. and are not tallied in the percentages.

If you have any questions or would like to make comments regarding the 7 Habits Benchmark process, please contact us at [email protected].

© 2013 FranklinCovey. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system for any purpose without the express written permission of FranklinCovey. FranklinCovey is not responsible for errors resulting from a failure to comply with instructions. 7 Habits Benchmark is intended solely for use in the personal development of the individual participant. FranklinCovey is not responsible for any claim, action, liability, expense, damage, or concern arising from its use in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internal processing, is strictly prohibited, without the written permission of the participant. FranklinCovey reserves the right to correct minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.

© 2013 FranklinCovey Cognizant - Page 3

7 Habits Benchmark

OverviewTOTALS

Direct Report Peer Boss

Self Strongly Disagree

10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

88 86 8888

87

Relationships EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7

Self 90 85 87 86 87 91 89 85 89 86

Boss 88 86 85 87 89 90 89 86 86 90

Peer 86 84 84 84 86 87 87 87 87 85

Direct Report 89 87 88 87 88 90 90 88 89 86

Strongly Agree (100)

Agree (80)

Slightly Agree (60)

Slightly Disagree (40)

Disagree (20)

Strongly Disagree (0)

9088

85 8587 86 86 86 87 87

9189 89 88

8587

89 8886 86

EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 5(contd.) Habit 6 Habit 7

Self

Others=Average of all Boss, Peer and Direct Report responses.


Emotional Bank Account T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

89 86 8890

88

ITEMS Direct Report Peer Boss


10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

1. Willingly helps people.(EBA)

89 89 9088

89

2. Follows through on commitments.(EBA)

88 84 8891

87

3. Shows courtesy towards people.(EBA)

91 90 8593

89

4. Is loyal to those who are absent (i.e., does not criticize people behind their backs).(EBA)

87 85 9286

87

5. Is honest with people.(EBA)

89 88 9493

90

6. Keeps confidences.(EBA)

92 88 9193

91

7. Acknowledges and apologizes for mistakes.(EBA)

88 81 8587

85

8. Leads by example.(EBA)

87 87 8292

86


P / PC BalanceTOTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

87 84 8685

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

9. Produces high-quality work.(P/PC)

87 89 8796

87

10. Makes cost-effective use of resources.(P/PC)

85 82 9087

85

11. Is a hard worker.(P/PC)

91 89 8493

89

12. Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness.(P/PC) 88 82 88

75

86

13. Influences others to be productive.(P/PC)

88 83 8386

85

14. Does not push people to work beyond a reasonable limit.(P/PC)

80 79 8673

80


Habit 1: Be Proactive T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

88 84 8587

86



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

15. Takes initiative to get things done.(Habit 1)

89 88 8886

88

16. Works to solve problems rather than avoiding them.(Habit 1)

88 87 8792

87

17. Focuses on things he/she can do something about rather than on things beyond his/her control.(Habit 1) 89 86 85

88

87

18. Maintains self-control, even in difficult or emotional circumstances.(Habit 1)

89 86 8782

87

19. Accepts responsibility for his/her actions rather than making excuses.(Habit 1)

91 82 8587

86

20. Receives negative feedback without becoming defensive.(Habit 1)

83 79 8480

82

21. Does the "right" thing, even if it is unpopular.(Habit 1)

85 78 8090

81

22. Is decisive when a decision is needed.(Habit 1)

87 82 8591

85


Habit 2: Begin with the End in Mind T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

87 84 8786

86



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

23. Begins projects with a clear understanding of desired outcomes.(Habit 2)

89 83 9186

87

24. Displays a sense of direction in life.(Habit 2)

89 88 9086

89

25. Works toward long-term solutions, not just "quick fixes".(Habit 2)

88 86 8590

87

26. Plans ahead to reduce having to work in a crisis mode.(Habit 2)

88 80 8982

85

27. Anticipates how his/her decisions impact others.(Habit 2)

82 81 7888

81

28. Is organized when conducting meetings.(Habit 2)

86 87 8082

85

29. Ensures that his/her work group has a clear sense of direction.(Habit 2)

87 85 9186

87

30. Sets clear expectations with individuals when assigning tasks.(Habit 2)

90 83 9390

88


Habit 3: Put First Things First T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

88 86 8987

87



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

31. Prioritizes work so time is spent on the most important issues.(Habit 3)

88 86 8481

86

32. Is punctual (i.e., on time for appointments, meetings, etc.).(Habit 3)

87 85 8788

86

33. Is disciplined in carrying out plans (i.e., I avoid procrastination).(Habit 3)

89 84 8891

87

34. Respects people's time (i.e., does not waste others' time with trivial interruptions).(Habit 3)

87 88 9493

89

35. Responds to requests in a timely manner.(Habit 3)

87 87 9085

87

36. Is organized in handling multiple tasks and projects.(Habit 3)

91 85 8987

88

37. Delegates work that ought to be done by others.(Habit 3)

87 87 9190

88

38. Sets reasonable deadlines so others have sufficient time to respond.(Habit 3)

88 82 9082

86

39. Keeps his/her work group focused on priorities.(Habit 3)

90 88 9288

90


Habit 4: Think Win-Win T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

90 87 9091

89



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

40. Does not undermine others for personal gain.(Habit 4)

87 88 9193

88

41. Is fair with all people (i.e., does not show favoritism).(Habit 4)

88 84 9093

87

42. Works to find win-win solutions.(Habit 4)

89 87 8588

87

43. Does what is best for the entire organization, not just his/her own interests.(Habit 4)

91 87 8793

89

44. Has the courage to say "no" when appropriate.(Habit 4)

91 87 8890

89

45. Shares credit and recognition for successes.(Habit 4)

90 90 9188

90

46. Does not pressure people to compromise personal values.(Habit 4)

91 90 9595

91


Habit 5: Seek First to Understand T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

90 87 8989

88



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

47. Listens without interrupting.(Habit 5)

87 86 9483

88

48. Is sensitive to people's feelings.(Habit 5)

90 88 8791

89

49. Seeks to understand people's viewpoints.(Habit 5)

91 89 9292

90

50. Seeks to understand problems before attempting to solve them.(Habit 5)

92 89 9287

91

51. Is easy to approach with a concern.(Habit 5)

91 90 8895

90

52. Spends enough one-on-one time with individuals in his/her work group.(Habit 5)

86 86 8488

86

53. Understands what is going on in his/her work group.(Habit 5)

89 85 8892

87

54. Understands issues outside his/her work group (e.g., other departments, product trends, competition).(Habit 5) 90 84 82

83

86


...Then to Be Understood T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

88 87 8685

87



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

55. Communicates clearly and concisely.(Habit 5(contd.))

92 85 8186

88

56. Does not dominate discussions.(Habit 5(contd.))

82 84 8577

83

57. Expresses viewpoints with confidence.(Habit 5(contd.))

92 89 8788

90

58. Is considerate when communicating.(Habit 5(contd.))

88 87 9286

88

59. Is straightforward when communicating.(Habit 5(contd.))

90 90 9187

90

60. Informs people regarding important matters.(Habit 5(contd.))

92 87 8787

89

61. Provides regular feedback on how well people perform their jobs.(Habit 5(contd.))

83 82 7885

82

62. Shows appreciation for positive performance.(Habit 5(contd.))

85 89 9083

87


Habit 6: Synergize TOTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

89 87 8689

88



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

63. Seeks out the strengths of others to get things done.(Habit 6)

92 89 9090

90

64. Networks with people outside his/her work group.(Habit 6)

87 85 8181

85

65. Is flexible and open-minded in trying new ideas.(Habit 6)

93 88 9090

90

66. Values differences in people.(Habit 6)

86 85 8187

85

67. Involves people when making plans that will affect them.(Habit 6)

87 87 8487

87

68. Encourages and support creativity and innovation.(Habit 6)

91 89 9092

90

69. Supports people in taking responsible risks.(Habit 6)

90 86 8792

88

70. Builds teamwork by maximizing the talents of his/her work group.(Habit 6)

88 86 8492

87


Habit 7: Sharpen the Saw T

OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 85 9086

86



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

71. Cares for his/her physical well-being.(Habit 7)

77 81 9180

81

72. Cares about others and try to build lasting friendships.(Habit 7)

84 90 9086

87

73. Is competent in his/her field of work.(Habit 7)

90 90 9291

91

74. Takes time to find enjoyment and meaning in life.(Habit 7)

82 82 9478

84

75. Encourages and support the development of others.(Habit 7)

91 85 8990

88

76. Takes steps to improve his/her leadership abilities.(Habit 7)

90 87 8890

89

77. Seeks feedback on ways he/she can improve.(Habit 7)

81 81 8483

81

78. Strives to improve his/her work group performance.(Habit 7)

91 86 9193

89


RankingsandFrequencies

NOTES

● The individual statements are ranked below by the scores of "Others".

● Others=Average of all Boss, Peer and Direct Report responses. In other words, all scores excluding "Self".

● "Self" scores are included in the Frequencies.

ITEMS

FrequenciesStronglyDisagree

1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Seeks to understand problems before attempting to solve them. (Habit 5) 0 0 0 1 45 57 0 92 89 92 91 87

Does not pressure people to compromise personal values. (Habit 4) 0 0 1 2 33 64 3 91 90 95 91 95

Is competent in his/her field of work. (Habit 7) 0 1 1 2 35 64 0 90 90 92 91 91

Keeps confidences. (EBA) 1 0 1 5 24 68 4 92 88 91 91 93

Expresses viewpoints with confidence. (Habit 5(contd.)) 0 0 2 5 35 61 0 92 89 87 90 88

Is flexible and open-minded in trying new ideas. (Habit 6) 0 1 0 4 36 61 1 93 88 90 90 90

Seeks to understand people's viewpoints. (Habit 5) 0 0 0 2 42 59 0 91 89 92 90 92

Is straightforward when communicating. (Habit 5(contd.)) 1 0 0 5 36 61 0 90 90 91 90 87


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Seeks out the strengths of others to get things done. (Habit 6) 0 0 1 4 36 60 2 92 89 90 90 90

Encourages and support creativity and innovation. (Habit 6) 0 0 0 4 39 58 2 91 89 90 90 92

Keeps his/her work group focused on priorities. (Habit 3) 0 0 0 3 44 52 4 90 88 92 90 88

Is honest with people. (EBA) 1 1 1 3 30 67 0 89 88 94 90 93

Shares credit and recognition for successes. (Habit 4) 0 0 1 4 38 58 2 90 90 91 90 88

Is easy to approach with a concern. (Habit 5) 1 0 0 5 29 68 0 91 90 88 90 95

Is a hard worker. (P/PC) 0 1 1 4 34 61 2 91 89 84 89 93

Is sensitive to people's feelings. (Habit 5) 0 1 1 6 35 59 1 90 88 87 89 91

Shows courtesy towards people. (EBA) 1 0 1 3 35 63 0 91 90 85 89 93

Displays a sense of direction in life. (Habit 2) 0 0 3 4 37 54 5 89 88 90 89 86


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Respects people's time (i.e., does not waste others' time with trivial interruptions). (Habit 3) 0 2 1 2 37 60 1 87 88 94 89 93

Takes steps to improve his/her leadership abilities. (Habit 7) 0 1 0 5 38 52 7 90 87 88 89 90

Strives to improve his/her work group performance. (Habit 7) 0 0 2 2 37 57 5 91 86 91 89 93

Has the courage to say "no" when appropriate. (Habit 4) 0 1 2 4 35 59 2 91 87 88 89 90

Informs people regarding important matters. (Habit 5(contd.)) 1 0 0 8 34 60 0 92 87 87 89 87

Willingly helps people. (EBA) 1 0 1 2 42 57 0 89 89 90 89 88

Does what is best for the entire organization, not just his/her own interests. (Habit 4) 0 0 1 6 36 59 1 91 87 87 89 93

Encourages and support the development of others. (Habit 7) 0 1 0 1 50 48 3 91 85 89 88 90

Listens without interrupting. (Habit 5) 0 1 1 6 45 50 0 87 86 94 88 83

Takes initiative to get things done. (Habit 1) 0 1 0 9 38 55 0 89 88 88 88 86


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Is organized in handling multiple tasks and projects. (Habit 3) 0 0 2 6 38 52 5 91 85 89 88 87

Communicates clearly and concisely. (Habit 5(contd.)) 0 0 2 13 31 57 0 92 85 81 88 86

Is considerate when communicating. (Habit 5(contd.)) 1 0 1 5 41 55 0 88 87 92 88 86

Does not undermine others for personal gain. (Habit 4) 1 2 1 3 32 64 0 87 88 91 88 93

Delegates work that ought to be done by others. (Habit 3) 0 1 1 7 35 54 5 87 87 91 88 90

Supports people in taking responsible risks. (Habit 6) 1 0 0 5 42 53 2 90 86 87 88 92

Sets clear expectations with individuals when assigning tasks. (Habit 2) 0 0 0 7 44 49 3 90 83 93 88 90

Focuses on things he/she can do something about rather than on things beyond his/her control. (Habit 1) 0 0 2 10 35 51 5 89 86 85 87 88

Works toward long-term solutions, not just "quick fixes". (Habit 2) 0 1 1 12 32 55 2 88 86 85 87 90

Ensures that his/her work group has a clear sense of direction. (Habit 2) 0 1 0 9 42 48 3 87 85 91 87 86


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Responds to requests in a timely manner. (Habit 3) 1 0 3 10 32 57 0 87 87 90 87 85

Cares about others and try to build lasting friendships. (Habit 7) 1 0 2 5 40 49 6 84 90 90 87 86

Understands what is going on in his/her work group. (Habit 5) 0 1 1 4 41 52 4 89 85 88 87 92

Works to solve problems rather than avoiding them. (Habit 1) 1 0 2 6 36 58 0 88 87 87 87 92

Follows through on commitments. (EBA) 1 1 1 5 41 54 0 88 84 88 87 91

Maintains self-control, even in difficult or emotional circumstances. (Habit 1) 1 1 1 12 29 56 3 89 86 87 87 82

Works to find win-win solutions. (Habit 4) 1 1 2 2 42 54 1 89 87 85 87 88

Shows appreciation for positive performance. (Habit 5(contd.)) 1 1 3 6 34 55 3 85 89 90 87 83

Builds teamwork by maximizing the talents of his/her work group. (Habit 6) 1 0 1 5 40 50 6 88 86 84 87 92

Begins projects with a clear understanding of desired outcomes. (Habit 2) 0 0 0 11 43 46 3 89 83 91 87 86


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Is loyal to those who are absent (i.e., does not criticize people behind their backs). (EBA) 1 0 0 7 43 47 5 87 85 92 87 86

Is disciplined in carrying out plans (i.e., I avoid procrastination). (Habit 3) 0 1 3 7 36 56 0 89 84 88 87 91

Involves people when making plans that will affect them. (Habit 6) 0 1 2 9 37 52 2 87 87 84 87 87

Is fair with all people (i.e., does not show favoritism). (Habit 4) 1 1 1 5 37 56 2 88 84 90 87 93

Produces high-quality work. (P/PC) 1 0 1 8 30 60 3 87 89 87 87 96

Leads by example. (EBA) 0 1 4 6 35 57 0 87 87 82 86 92

Balances all aspects of life (e.g., work, leisure, family) to maintain overall effectiveness. (P/PC) 0 0 1 14 45 36 7 88 82 88 86 75

Prioritizes work so time is spent on the most important issues. (Habit 3) 0 1 2 10 38 46 6 88 86 84 86 81

Spends enough one-on-one time with individuals in his/her work group. (Habit 5) 1 1 1 10 31 51 8 86 86 84 86 88

Understands issues outside his/her work group (e.g., other departments, product trends, competition). (Habit 5)

0 0 0 11 45 41 6 90 84 82 86 83


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Sets reasonable deadlines so others have sufficient time to respond. (Habit 3) 0 0 3 9 45 44 2 88 82 90 86 82

Is punctual (i.e., on time for appointments, meetings, etc.). (Habit 3) 1 0 2 7 42 51 0 87 85 87 86 88

Accepts responsibility for his/her actions rather than making excuses. (Habit 1) 0 2 1 9 36 52 3 91 82 85 86 87

Networks with people outside his/her work group. (Habit 6) 0 1 2 12 42 46 0 87 85 81 85 81

Influences others to be productive. (P/PC) 0 1 2 9 42 46 3 88 83 83 85 86

Values differences in people. (Habit 6) 1 1 2 5 50 44 0 86 85 81 85 87

Acknowledges and apologizes for mistakes. (EBA) 0 0 3 10 44 43 3 88 81 85 85 87

Plans ahead to reduce having to work in a crisis mode. (Habit 2) 0 0 2 13 42 41 5 88 80 89 85 82

Makes cost-effective use of resources. (P/PC) 0 0 3 10 41 44 5 85 82 90 85 87

Is organized when conducting meetings. (Habit 2) 0 1 3 9 43 44 3 86 87 80 85 82


ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self

Is decisive when a decision is needed. (Habit 1) 0 1 2 11 39 50 0 87 82 85 85 91

Takes time to find enjoyment and meaning in life. (Habit 7) 0 0 3 12 45 34 9 82 82 94 84 78

Does not dominate discussions. (Habit 5(contd.)) 2 1 4 12 40 44 0 82 84 85 83 77

Provides regular feedback on how well people perform their jobs. (Habit 5(contd.)) 1 1 1 12 48 34 6 83 82 78 82 85

Receives negative feedback without becoming defensive. (Habit 1) 0 1 2 14 46 29 11 83 79 84 82 80

Cares for his/her physical well-being. (Habit 7) 1 3 5 8 42 37 7 77 81 91 81 80

Anticipates how his/her decisions impact others. (Habit 2) 1 3 2 6 52 36 3 82 81 78 81 88

Seeks feedback on ways he/she can improve. (Habit 7) 1 2 5 9 40 40 6 81 81 84 81 83

Does the "right" thing, even if it is unpopular. (Habit 1) 1 0 3 10 48 35 6 85 78 80 81 90

Does not push people to work beyond a reasonable limit. (P/PC) 0 4 5 13 44 34 3 80 79 86 80 73



Cognizant

June 12, 2012

Aggregate Report


CONTENTS

Introduction 3

Overview 4

Category Reviews


P / PC Balance 6











INTRODUCTION



Total 197

General Information



? Don't Know ..





7 Habits Benchmark

OverviewTOTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 85 8288

85


Self 91 84 86 88 88 91 88 89 88 87

Boss 84 81 77 81 81 83 84 83 81 84

Peer 88 85 84 84 86 85 85 86 84 84

Direct Report 88 84 86 83 87 86 85 86 86 86


Agree (80)

Slightly Agree (60)


Disagree (20)


9187

84 8486

8488

83

8886

91

8588

8589

8688

8587

85


Self




OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

88 88 8491

87



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


88 88 8391

87


89 87 7791

87


89 91 9194

90


86 86 8883

86


90 88 8794

89


87 86 8593

87


87 88 8194

87


85 86 8289

85





10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

84 85 8184

84



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


87 87 8488

87


85 84 8386

85


87 89 8491

88


75

82


82 83 7786

82


82 81 7879

81



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 84 7786

84



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


85 85 7885

84


87 85 7785

85


84

84


89 90 8882

89


89 88 8192

88


85 84 7582

83


83 78 6987

79


83 81 7188

81



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

83 84 8188

83



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


86 86 8190

86


86 87 8285

86


84 83 8191

83


81 79 7687

80


79 82 8090

80


84 85 8388

85


82 83 8485

83


84 85 8190

84



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

87 86 8188

86



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


83 84 8086

83


86 87 8588

87


88 87 7785

87


86 89 8790

87


88 87 8089

86


87 84 7889

85


87 85 7884

85


87 83 8089

85


85 85 8291

85



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 85 8391

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


85 90 8394

86


83 84 8291

83


86 84 8390

85


86 87 8492

86


84 80 7686

81


86 87 8794

86


90 87 8593

88



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

85 85 8488

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


85 85 8383

85


86 85 8290

85


85 86 8591

85


85 86 8490

85


90 89 9093

90


81 83 8586

83


82 84 8591

83


80

80



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 86 8389

86



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


88 86 8288

86


83 84 8485

84


90 86 8391

88


89 87 8491

88


89 88 8494

88


87 87 8192

86


78 84 7885

80


85 88 8389

86





10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 84 8188

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


87 85 8291

85


88 84 8581

86


86 85 8290

85


87 85 8289

86


83 83 8188

82


87 82 7888

84


86 86 7691

85


84 84 8287

84



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 84 8487

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


84 83 8581

84


86 86 8588

86


91 89 8891

90


86 86 8783

86


86 86 8590

86


87 83 8288

85


80 80 8187

80


88 82 8291

85



NOTES




ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self










ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self












ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self










1 3 7 28 83 59 16 82 79 76 80 80




Cognizant

August 17, 2012

Aggregate Report


CONTENTS

Introduction 3

Overview 4

Category Reviews


P / PC Balance 6











INTRODUCTION



Total 360

General Information



? Don't Know ..





7 Habits Benchmark

OverviewTOTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 83 8683

84


Self 89 80 80 81 82 87 83 83 85 81

Boss 90 85 85 85 86 88 87 87 86 85

Peer 85 81 81 81 82 84 84 85 84 82

Direct Report 88 85 84 83 86 86 86 86 86 85


Agree (80)

Slightly Agree (60)


Disagree (20)


8987

8083

8082 81

83 8285

8785

8385

8386 85 85

8184


Self




OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

88 85 9089

87



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


91 87 9291

89


88 85 8991

87


90 89 9593

90


87 82 9082

85


87 85 9191

86


89 85 9088

87


86 85 8988

86


85 83 8685

84





10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

85 81 8580

83



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


87 84 8784

85


86 83 8681

85


87 88 9390

88


64

79


85 78 8181

81


82 77 8379

80



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

84 81 8580

82



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


86 82 8683

84


85 83 8579

84


73

82


85 80 8378

82


88 82 9188

86


80 77 8577

80


81 80 8480

81


82 80 8182

81



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

83 81 8581

83



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


83 82 8684

83


83 82 8578

83


82 80 8480

81


83 80 8377

82


85 80 8482

83


81 82 8281

82


82 82 8481

82


87 82 8783

85



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 82 8682

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


86 81 8381

83


85 84 8885

85


85 83 8980

84


85 84 9087

85


88 83 8683

85


87 81 8482

84


89 80 8076

84


86 82 8784

85


88 83 8784

85



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 84 8887

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


86 85 9292

86


83 84 8989

84


86 83 8885

85


87 83 8988

85


82 82 8173

82


92 86 9292

89


88 85 8990

86



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 84 8783

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


83 81 8677

82


84 84 8984

84


86 84 8784

85


88 85 8684

86


90 88 9392

89


85 85 8786

85


87 85 8687

86


73

83



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 85 8783

86



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


88 85 8683

87


84 82 8982

84


88 85 8581

87


88 85 9084

87


86 87 8683

86


88 87 8784

87


79 80 8478

80


89 86 9089

88





10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

86 84 8685

85



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


86 84 8888

85


84 84 7973

84


85 84 8785

85


83 82 8788

83


85 83 8985

85


88 85 8485

86


88 84 8687

86


86 85 8787

85



OTALS



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others

85 82 8581

84



10

Disagree

20

30

Slightly Disagree

40

50

Slightly Agree

60

70

Agree

80

90

Strongly Agree

100

Others


86 79 7972

82


85 85 8786

85


89 85 9188

87


83 80 8270

82


86 83 8686

85


88 82 8484

85


81 80 8481

81


85 84 8585

85



NOTES




ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self










ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self












ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self










2 2 10 57 150 118 21 84 83 81 83 73



ITEMS


1 2 3 4 5

StronglyAgree

6

Don'tKnow

?

ScoresDirectReport

Peer

Boss

Others

Self












The 7 HabitsBenchmark TM

Aggregate-CognizantFebruary 4,2013

Contents

Introduction 3

The 7 Habits Overview 4

Category Reviews


P/PC Balance 6





Habit 5: Seek First to Understand.. 11

..Then to be Understood 12


Habit 7: Sharpen The Saw 14

Ranking and Frequencies 15

© 2013 FranklinCovey India and SouthAsia 2

Introduction

The purpose of the 7 Habits Benchmark report is to provide you with valuable feedback regarding yourpersonal and interpersonal effectiveness. Please make sure to PRINT THIS OUT AND BRING IT WITHYOU TO THE WORKSHOP.

As you review this report, remember the following two items:

1. Do NOT take action now. During the workshop, you will review this data in depth and develop acomplete action plan. Go ahead and do a high-level review now, looking for areas that stand out,then put the report aside until the workshop.

2. Take a balanced view. Straight feedback is a priceless gift. Don't spend time guessing who gaveyou low scores or express hostility toward people who responded. Use the data in a balanced,objective way to improve your abilities.

Scoring

The following surveys contributed to your report:

Self 3Boss 0Peer 8Direct Reports 2

Total 13

General Information


Response Resulting Score% 6 Strongly Agree 100% 5 Agree 80% 4 Slightly Agree 60% 3 Slightly Disagree 40% 2 Disagree 20% 1 Strongly Disagree 0% ? Don't Know/NA **

Responses of "Don't Know" or nonresponses are indicated by ** and are not tallied in the percentages.

© 2013 FranklinCovey India and SouthAsia. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted inany form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system forany purpose without the express written permission of FranklinCovey India and SouthAsia. FranklinCovey India and SouthAsia is notresponsible for errors resulting from a failure to comply with instructions. is intended solely for use in the personal development of the individualparticipant. FranklinCovey India and SouthAsia is not responsible for any claim, action, liability, expense, damage, or concern arising from itsuse in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internalprocessing, is strictly prohibited, without the written permission of the participant. FranklinCovey India and SouthAsia reserves the right tocorrect minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.


The 7 HabitsOverview

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree

Disagree SlightlyDisagree

SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

92 77 **90

80

Relationships

Self

Boss

Peer

Direct Report

EBA P/PC Habit 1 Habit 2 Habit 3 Habit 4 Habit 5 Habit 6 Habit 7

94 87 89 91 90 85 89 89 95

** ** ** ** ** ** ** ** **

82 75 79 70 77 79 76 77 80

92 91 87 92 95 94 93 93 91

Strongly Agree 100

Agree 80

Slightly Agree 60

Slightly Disagree 40

Disagree 20

StronglyDisagree 0


SelfOthers=Average of all Boss, Peer, Direct Report responses.


Emotional Bank Account

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

92 82 **94

84

QUESTIONS

1

Willingly helps people.

2

Follows through on commitments.

3

Shows courtesy towards people.

4

Is loyal to those who are absent (i.e. does not criticizepeople behind their backs).

5

Is honest with people.

6

Keep confidences.

7

Acknowledges and apologizes for mistakes.

8

Leads by example.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 85 **100

88

90 80 **93

82

80 82 **86

82

100 85 **93

88

100 77 **100

82

100 90 **100

92

80 82 **93

82

90 75 **86

78


P/PC Balance TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

91 75 **87

78

QUESTIONS

9

Produces high-quality work.

10

Makes cost-effective use of resources.

11

Is a hard worker.

12

Balances all aspects of life (e.g.,work,leisure,family) to maintain overall effectiveness.

13

Influences others to be productive.

14

Does not push people to work beyond areasonable limit.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 80 **86

82

90 77 **86

80

90 85 **86

86

100 80 **86

84

100 75 **86

80

80 57 **93

62


Habit 1: Be Proactive

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

87 79 **89

81

QUESTIONS

15

Takes initiative to get things done.

16

Works to solve problems rather than avoidingthem.

17

Focuses on things he/she can do somethingabout rather than on things beyond his/hercontrol.

18

Maintains self control even in difficult oremotional circumstances.

19

Accepts responsibility for his/her actions ratherthan making excuses.

20

Receives negative feedback without becomingdefensive.

21

Does the "right" thing, even if it is unpopular.

22

Is decisive when a decision is needed.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 80 **86

84

100 80 **86

84

90 85 **93

86

80 80 **86

80

90 75 **93

78

50 77 **86

72

100 77 **86

80

100 82 **93

84


Habit 2: Begin with the endin mind

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

92 70 **91

75

QUESTIONS

23

Begins projects with a clear understanding ofdesired outcomes.

24

Displays a sense of direction in life.

25

Works towards long term solutions,not just"quick fixes".

26

Plans ahead to reduce having to work in a crisismode.

27

Anticipate how his/her decisions impact others.

28

Is organized when conducting meetings.

29

Ensures that his/her work group has a clearsense of direction.

30

Sets clear expectations with individuals whenassigning tasks.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 72 **100

76

90 82 **93

84

100 62 **93

70

90 70 **93

74

90 72 **86

76

100 75 **86

80

90 65 **86

70

90 65 **93

70


Habit 3: Put First ThingsFirst

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

95 77 **90

80

QUESTIONS

31

Prioritizes work so time is spent on the mostimportant issues.

32

Is punctual (i.e. on time for appointments,meetings,etc.).

33

Is disciplined in carrying out plans (i.e.,avoidsprocrastination).

34

Respects people's time (i.e.,does not wasteothers' time with trivial interruptions).

35

Responds to request in a timely manner.

36

Is organized in handling multiple tasks andprojects.

37

Delegates works that ought to be done by others.

38

Sets reasonable deadlines so others havesufficient time to respond.

39

Keeps his/her work group focused on priorities.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 70 **86

76

100 80 **86

84

90 77 **80

80

100 85 **100

88

100 75 **100

80

90 77 **86

80

90 82 **100

84

90 72 **86

76

100 75 **86

80


Habit 4: Think Win Win

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

94 79 **85

82

QUESTIONS

40

Does not undermine others for personal gain.

41

Is fair with all peoples (i.e.,does not showfavoritism).

42

Works to find win-win solutions.

43

Does what is best for entire orgainzation,not just his/her own interests.

44

Has the courage to say no when appropriate.

45

Shares credit and recognition for successes.

46

Does not pressure people to compromisepersonal values.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 82 **60

84

90 80 **86

82

100 82 **93

86

90 77 **86

80

90 82 **86

84

100 77 **90

82

100 71 **100

77


Habit 5: Seek First toUnderstand...

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

95 76 **88

80

QUESTIONS

47

Listens without interrupting.

48

Is sensitive to people's feelings.

49

Seeks to understand people's viewpoints.

50

Seeks to understand problems beforeattempting to solve them.

51

Is easy to approach with a concern.

52

Spends enough one-on-one time withindividuals in his/her work group.

53

Understand what is going on in his/her workgroup.

54

Understands issues outside his/her work group(e.g., other departments, product trends,competition).

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 80 **80

84

90 70 **80

74

90 80 **93

82

90 80 **93

82

90 77 **93

80

100 71 **86

77

100 71 **93

77

100 77 **80

82


...Then to be Understood

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

92 77 **90

80

QUESTIONS

55

Communicates clearly and concisely.

56

Does not dominate discussions.

57

Expresses viewpoints with confidence.

58

Is considerate when communicating.

59

Is straightforward when communicating.

60

Informs people regarding important matters.

61

Provides regular feedback on how well peopleperform their jobs.

62

Shows appreciation for positive performance.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 80 **86

82

90 75 **80

78

90 77 **100

80

100 77 **86

82

80 80 **93

80

90 72 **86

76

100 77 **93

82

100 80 **93

84


Habit 6: Synergize

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

93 77 **89

80

QUESTIONS

63

Seeks out the strengths of others to get thingsdone.

64

Networks with people outside his/her workgroup.

65

Is flexible and open-minded in trying new ideas.

66

Values differences in people.

67

Involves people when making plans that willaffect them.

68

Encourages and supports creativity andinnovation.

69

Supports people in taking responsible risks.

70

Builds teamwork by maximizing the talents ofhis/her work group.

DirectReport

Peer

Boss

Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 82 **93

86

90 80 **86

82

90 80 **93

82

90 77 **86

80

90 75 **93

78

100 77 **86

82

90 72 **86

76

100 71 **86

77


Habit 7: Sharpen theSaw

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

91 80 **95

82

QUESTIONS

71

Cares for his/her physical well-being.

72

Cares about others and tries to build lastingfriendships.

73

Is competent in his/her field of work.

74

Takes time to find enjoyment and meaning inlife.

75

Encourages and supports the development ofothers.

76

Takes steps to improve his/her leadershipabilities.

77

Seeks feedback on ways he/she can improve.

78

Strives to improve his/her workgroupperformance.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 91 **93

91

90 72 **100

76

90 75 **93

78

90 90 **100

90

90 80 **93

82

90 77 **86

80

90 80 **100

82

100 77 **100

82


Rankings and Frequencies

NOTES

The individual statements are ranked below by the scores of "Others". Others=Average of all Boss, Peer, Direct Report and Other Managersresponses. In other words, all scores excluding "Self". "Self" scores are included in the Frequencies.

Frequencies Scores

QUESTIONSStronglyDisagree

StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport

Peer Boss Others Self

6 Keeps confidences. (EBA)

0 0 0 0 4 9 0 100 90 ** 92 100

71 Cares for his/her physical well-being. (Habit 7)

0 0 0 0 5 7 1 90 91 ** 91 93

74 Takes time to find enjoyment and meaning in life.(Habit 7) 0 0 0 0 4 7 2 90 90 ** 90 100

34 Respects people’s time (i.e., does not wasteothers’ time with trivial interruptions). (Habit 3) 0 0 0 1 4 8 0 100 85 ** 88 100

1 Willingly helps people. (EBA)

0 0 0 0 6 7 0 100 85 ** 88 100

4 Is loyal to those who are absent (i.e., does notcriticize people behind their backs). (EBA) 0 0 0 1 5 7 0 100 85 ** 88 93

11 Is a hard worker. (P/PC)

0 0 0 0 9 4 0 90 85 ** 86 86

17 Focuses on things he/she can do somethingabout rather than on things beyond his/her control.(Habit 1) 0 0 0 0 8 5 0 90 85 ** 86 93

63 Seeks out the strengths of others to get thingsdone. (Habit 6) 0 0 0 1 6 6 0 100 82 ** 86 93

42 Works to find win-win solutions. (Habit 4)

0 0 0 1 6 6 0 100 82 ** 86 93

40 Does not undermine others for personal gain.(Habit 4) 1 0 1 1 4 6 0 90 82 ** 84 60

37 Delegates work that ought to be done by others.(Habit 3) 0 0 0 0 8 5 0 90 82 ** 84 100

44 Has the courage to say no when appropriate.(Habit 4) 0 0 0 3 4 6 0 90 82 ** 84 86

47 Listens without interrupting. (Habit 5)

0 0 0 2 6 4 1 100 80 ** 84 80


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


62 Shows appreciation for positive performance.(Habit 5) 0 0 0 2 5 6 0 100 80 ** 84 93

22 Is decisive when a decision is needed. (Habit 1)

0 0 0 1 6 5 1 100 82 ** 84 93

32 Is punctual (i.e., on time for appointments,meetings,etc.). (Habit 3) 0 0 0 2 6 5 0 100 80 ** 84 86

24 Displays a sense of direction in life. (Habit 2)

0 0 0 1 7 5 0 90 82 ** 84 93

16 Works to solve problems rather than avoidingthem. (Habit 1) 0 0 0 1 8 4 0 100 80 ** 84 86

15 Takes initiative to get things done. (Habit 1)

0 0 0 1 8 4 0 100 80 ** 84 86

12 Balances all aspects of life (e.g., work, leisure,family) to maintain overall effectiveness. (P/PC) 0 0 0 2 5 5 1 100 80 ** 84 86

75 Encourages and supports the development ofothers. (Habit 7) 0 0 0 2 5 5 1 90 80 ** 82 93

78 Strives to improve his/her workgroup performance.(Habit 7) 0 1 0 1 3 8 0 100 77 ** 82 100

77 Seeks feedback on ways he/she can improve.(Habit 7) 0 0 1 0 6 6 0 90 80 ** 82 100

5 Is honest with people. (EBA)

0 0 1 1 4 7 0 100 77 ** 82 100

3 Shows courtesy toward people. (EBA)

0 0 0 1 9 3 0 80 82 ** 82 86

2 Follows through on commitments. (EBA)

0 0 0 1 8 4 0 90 80 ** 82 93

7 Acknowledges and apologizes for mistakes.(EBA) 0 0 0 1 8 4 0 80 82 ** 82 93

9 Produces high-quality work. (P/PC)

0 0 0 1 9 3 0 90 80 ** 82 86

61 Provides regular feedback on how well peopleperform their jobs. (Habit 5) 0 0 1 1 4 6 1 100 77 ** 82 93


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


58 Is considerate when communicating. (Habit 5)

0 0 1 1 6 5 0 100 77 ** 82 86

45 Shares credit and recognition for successes.(Habit 4) 0 0 1 1 5 5 1 100 77 ** 82 90

68 Encourages and supports creativity andinnovation. (Habit 6) 0 0 1 1 6 5 0 100 77 ** 82 86

65 Is flexible and open-minded in trying new ideas.(Habit 6) 0 0 0 2 6 5 0 90 80 ** 82 93

64 Networks with people outside his/her work group.(Habit 6) 0 0 0 1 7 3 2 90 80 ** 82 86

50 Seeks to understand problems before attemptingto solve them. (Habit 5) 0 0 1 0 7 5 0 90 80 ** 82 93

49 Seeks to understand people's viewpoints. (Habit 5)

0 0 1 0 7 5 0 90 80 ** 82 93

55 Communicates clearly and concisely. (Habit 5)

0 0 1 0 8 4 0 90 80 ** 82 86

54 Understands issues outside his/her work group(e.g.,other departments, product trends,competition). (Habit 5) 0 0 1 2 4 5 1 100 77 ** 82 80

41 Is fair with all people (i.e., does not showfavoritism). (Habit 4) 0 0 2 0 5 6 0 90 80 ** 82 86

43 Does what is best for the entire organization, notjust his/her own interests. (Habit 4) 0 0 0 3 6 4 0 90 77 ** 80 86

36 Is organized in handling multiple tasks andprojects. (Habit 3) 0 0 0 2 8 3 0 90 77 ** 80 86

35 Responds to requests in a timely manner.(Habit 3)

0 0 2 0 4 7 0 100 75 ** 80 100

39 Keeps his/her work group focused on priorities.(Habit 3) 0 0 1 1 7 4 0 100 75 ** 80 86

66 Values differences in people. (Habit 6)

0 0 1 1 6 4 1 90 77 ** 80 86

59 Is straightforward when communicating. (Habit 5)

0 0 1 0 8 4 0 80 80 ** 80 93


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


51 Is easy to approach with a concern. (Habit 5)

0 0 1 1 6 5 0 90 77 ** 80 93

57 Expresses viewpoints with confidence. (Habit 5)

0 1 0 1 4 7 0 90 77 ** 80 100

33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3) 0 0 0 2 9 2 0 90 77 ** 80 80

28 Is organized when conducting meetings. (Habit 2)

0 0 1 2 5 5 0 100 75 ** 80 86

21 Does the "right" thing, even if it is unpopular.(Habit 1) 0 0 1 0 8 3 1 100 77 ** 80 86

18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1) 0 0 0 3 5 4 1 80 80 ** 80 86

13 Influences others to be productive. (P/PC)

0 0 1 2 5 5 0 100 75 ** 80 86

10 Makes cost-effective use of resources. (P/PC)

0 0 1 0 9 3 0 90 77 ** 80 86

76 Takes steps to improve his/her leadershipabilities. (Habit 7) 0 0 0 2 8 3 0 90 77 ** 80 86

73 Is competent in his/her field of work. (Habit 7)

0 0 1 1 7 4 0 90 75 ** 78 93

8 Leads by example. (EBA)

0 0 0 3 7 3 0 90 75 ** 78 86

19 Accepts responsibility for his/her actions ratherthan making excuses. (Habit 1) 0 0 1 2 5 5 0 90 75 ** 78 93

56 Does not dominate discussions. (Habit 5)

0 0 0 4 6 3 0 90 75 ** 78 80

67 Involves people when making plans that will affectthem. (Habit 6) 1 0 0 0 7 5 0 90 75 ** 78 93

53 Understands what is going on in his/her workgroup. (Habit 5) 0 1 1 0 4 6 1 100 71 ** 77 93

52 Spends enough one-on-one time with individuals inhis/her work group. (Habit 5) 0 0 1 3 3 5 1 100 71 ** 77 86


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


46 Does not pressure people to compromise personalvalues. (Habit 4) 1 0 0 1 3 6 2 100 71 ** 77 100

70 Builds teamwork by maximizing the talents ofhis/her work group. (Habit 6) 1 0 0 1 5 5 1 100 71 ** 77 86

72 Cares about others and tries to build lastingfriendships. (Habit 7) 0 1 0 1 6 5 0 90 72 ** 76 100

23 Begins projects with a clear understanding ofdesired outcomes. (Habit 2) 0 0 1 2 5 5 0 90 72 ** 76 100

31 Prioritizes work so time is spent on the mostimportant issues. (Habit 3) 0 1 0 3 4 5 0 100 70 ** 76 86

27 Anticipates how his/her decisions impact others.(Habit 2) 0 0 1 2 7 3 0 90 72 ** 76 86

69 Supports people in taking responsible risks. (Habit6) 0 1 1 0 7 4 0 90 72 ** 76 86

60 Informs people regarding important matters. (Habit5) 0 0 2 1 6 4 0 90 72 ** 76 86

38 Sets reasonable deadlines so others havesufficient time to respond. (Habit 3) 0 1 0 1 8 3 0 90 72 ** 76 86

48 Is sensitive to people's feelings. (Habit 5)

1 0 1 0 7 3 1 90 70 ** 74 80

26 Plans ahead to reduce having to work in a crisismode. (Habit 2) 0 1 1 0 7 4 0 90 70 ** 74 93

20 Receives negative feedback without becomingdefensive. (Habit 1) 0 1 1 0 9 2 0 50 77 ** 72 86

30 Sets clear expectations with individuals whenassigning tasks. (Habit 2) 0 1 2 0 6 4 0 90 65 ** 70 93

29 Ensures that his/her work group has a clear senseof direction. (Habit 2) 0 1 2 0 7 3 0 90 65 ** 70 86

25 Works toward long-term solutions, not just “quickfixes.” (Habit 2) 0 0 3 2 3 5 0 100 62 ** 70 93

14 Does not push people to work beyond areasonable limit. (P/PC) 0 1 3 2 3 4 0 80 57 ** 62 93


The 7 HabitsBenchmark TM

Aggregate-CognizantFebruary 13,2013

Contents

Introduction 3

The 7 Habits Overview 4

Category Reviews


P/PC Balance 6





Habit 5: Seek First to Understand.. 11

..Then to be Understood 12


Habit 7: Sharpen The Saw 14

Ranking and Frequencies 15


Introduction

The purpose of the 7 Habits Benchmark report is to provide you with valuable feedback regarding yourpersonal and interpersonal effectiveness. Please make sure to PRINT THIS OUT AND BRING IT WITHYOU TO THE WORKSHOP.

As you review this report, remember the following two items:

1. Do NOT take action now. During the workshop, you will review this data in depth and develop acomplete action plan. Go ahead and do a high-level review now, looking for areas that stand out,then put the report aside until the workshop.

2. Take a balanced view. Straight feedback is a priceless gift. Don't spend time guessing who gaveyou low scores or express hostility toward people who responded. Use the data in a balanced,objective way to improve your abilities.

Scoring

The following surveys contributed to your report:

Self 1Boss 1Peer 6Direct Reports 2

Total 10

General Information


Response Resulting Score% 6 Strongly Agree 100% 5 Agree 80% 4 Slightly Agree 60% 3 Slightly Disagree 40% 2 Disagree 20% 1 Strongly Disagree 0% ? Don't Know/NA **

Responses of "Don't Know" or nonresponses are indicated by ** and are not tallied in the percentages.

© 2013 FranklinCovey India and SouthAsia. All rights reserved. Printed in India. No part of this publication may be reproduced or transmitted inany form or by any means, electronic or mechanical, including photocopying, recording, and any information storage and retrieval system forany purpose without the express written permission of FranklinCovey India and SouthAsia. FranklinCovey India and SouthAsia is notresponsible for errors resulting from a failure to comply with instructions. is intended solely for use in the personal development of the individualparticipant. FranklinCovey India and SouthAsia is not responsible for any claim, action, liability, expense, damage, or concern arising from itsuse in any other manner. Review of any individual Benchmark report by any party other than the intended recipient, except for internalprocessing, is strictly prohibited, without the written permission of the participant. FranklinCovey India and SouthAsia reserves the right tocorrect minor grammatical errors and to omit inappropriate or abusive language when transcribing comments.


The 7 HabitsOverview

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

95 81 8077

84

Relationships

Self

Boss

Peer

Direct Report


87 80 85 70 72 86 82 75 60

80 84 80 80 77 80 80 80 80

85 76 81 75 78 84 83 81 82

96 95 92 93 96 95 96 96 95

Strongly Agree 100

Agree 80

Slightly Agree 60

Slightly Disagree 40

Disagree 20

StronglyDisagree 0


SelfOthers=Average of all Boss, Peer, Direct Report responses.


Emotional Bank Account

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

96 85 8087

87

QUESTIONS

1

Willingly helps people.

2

Follows through on commitments.

3

Shows courtesy towards people.

4

Is loyal to those who are absent (i.e. does not criticizepeople behind their backs).

5

Is honest with people.

6

Keep confidences.

7

Acknowledges and apologizes for mistakes.

8

Leads by example.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 90 80100

88

100 86 80100

88

100 90 80100

91

100 88 8080

90

90 86 8080

86

90 86 8080

86

100 80 8080

84

100 76 8080

82


P/PC Balance TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

95 76 8480

82

QUESTIONS

9

Produces high-quality work.

10

Makes cost-effective use of resources.

11

Is a hard worker.

12

Balances all aspects of life (e.g.,work,leisure,family) to maintain overall effectiveness.

13

Influences others to be productive.

14

Does not push people to work beyond areasonable limit.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 76 8080

82

100 76 80**

82

90 83 100100

86

90 55 **60

66

100 83 80**

86

90 80 80**

82


Habit 1: Be Proactive

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

92 81 8085

83

QUESTIONS

15

Takes initiative to get things done.

16

Works to solve problems rather than avoidingthem.

17

Focuses on things he/she can do somethingabout rather than on things beyond his/hercontrol.

18

Maintains self control even in difficult oremotional circumstances.

19

Accepts responsibility for his/her actions ratherthan making excuses.

20

Receives negative feedback without becomingdefensive.

21

Does the "right" thing, even if it is unpopular.

22

Is decisive when a decision is needed.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 80 80100

84

100 80 80100

84

80 80 8080

80

100 90 8080

90

90 83 80100

84

90 86 8060

86

80 76 8080

77

100 80 8080

85


Habit 2: Begin with the endin mind

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

93 75 8070

80

QUESTIONS

23

Begins projects with a clear understanding ofdesired outcomes.

24

Displays a sense of direction in life.

25

Works towards long term solutions,not just"quick fixes".

26

Plans ahead to reduce having to work in a crisismode.

27

Anticipate how his/her decisions impact others.

28

Is organized when conducting meetings.

29

Ensures that his/her work group has a clearsense of direction.

30

Sets clear expectations with individuals whenassigning tasks.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 66 8060

73

100 76 8060

82

90 68 8060

75

90 73 8060

77

90 80 8080

82

100 76 8080

82

100 76 8080

82

90 84 8080

85


Habit 3: Put First ThingsFirst

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

96 78 7772

82

QUESTIONS

31

Prioritizes work so time is spent on the mostimportant issues.

32

Is punctual (i.e. on time for appointments,meetings,etc.).

33

Is disciplined in carrying out plans (i.e.,avoidsprocrastination).

34

Respects people's time (i.e.,does not wasteothers' time with trivial interruptions).

35

Responds to request in a timely manner.

36

Is organized in handling multiple tasks andprojects.

37

Delegates works that ought to be done by others.

38

Sets reasonable deadlines so others havesufficient time to respond.

39

Keeps his/her work group focused on priorities.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

90 76 8080

80

100 76 6080

80

100 83 8040

86

100 83 8080

86

100 80 80100

84

100 80 8080

84

100 80 8040

84

90 70 8080

75

90 80 80**

82


Habit 4: Think Win Win

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

95 84 8086

86

QUESTIONS

40

Does not undermine others for personal gain.

41

Is fair with all peoples (i.e.,does not showfavoritism).

42

Works to find win-win solutions.

43

Does what is best for entire orgainzation,not just his/her own interests.

44

Has the courage to say no when appropriate.

45

Shares credit and recognition for successes.

46

Does not pressure people to compromisepersonal values.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 88 8080

90

100 88 8080

90

90 83 8080

84

100 84 8080

87

90 70 80**

77

90 90 80100

88

100 86 80100

88


Habit 5: Seek First toUnderstand...

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

97 84 8083

86

QUESTIONS

47

Listens without interrupting.

48

Is sensitive to people's feelings.

49

Seeks to understand people's viewpoints.

50

Seeks to understand problems beforeattempting to solve them.

51

Is easy to approach with a concern.

52

Spends enough one-on-one time withindividuals in his/her work group.

53

Understand what is going on in his/her workgroup.

54

Understands issues outside his/her work group(e.g., other departments, product trends,competition).

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 86 80100

88

100 86 8080

88

90 86 8080

86

100 83 8080

86

100 83 8080

86

90 95 80**

91

100 80 8080

84

** 80 80**

80


...Then to be Understood

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

96 81 8082

84

QUESTIONS

55

Communicates clearly and concisely.

56

Does not dominate discussions.

57

Expresses viewpoints with confidence.

58

Is considerate when communicating.

59

Is straightforward when communicating.

60

Informs people regarding important matters.

61

Provides regular feedback on how well peopleperform their jobs.

62

Shows appreciation for positive performance.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 83 8080

86

100 83 8080

86

100 83 8080

86

100 83 8080

86

90 73 8080

77

90 83 8080

84

90 72 8080

77

100 90 80100

91


Habit 6: Synergize

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

96 81 8075

84

QUESTIONS

63

Seeks out the strengths of others to get thingsdone.

64

Networks with people outside his/her workgroup.

65

Is flexible and open-minded in trying new ideas.

66

Values differences in people.

67

Involves people when making plans that willaffect them.

68

Encourages and supports creativity andinnovation.

69

Supports people in taking responsible risks.

70

Builds teamwork by maximizing the talents ofhis/her work group.

DirectReport

Peer

Boss

Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 76 8080

82

100 76 **20

82

90 86 80100

86

100 83 8080

85

100 80 8080

84

90 83 8080

84

100 83 8080

86

90 80 8080

82


Habit 7: Sharpen theSaw

TOTALS

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

95 82 8060

85

QUESTIONS

71

Cares for his/her physical well-being.

72

Cares about others and tries to build lastingfriendships.

73

Is competent in his/her field of work.

74

Takes time to find enjoyment and meaning inlife.

75

Encourages and supports the development ofothers.

76

Takes steps to improve his/her leadershipabilities.

77

Seeks feedback on ways he/she can improve.

78

Strives to improve his/her workgroupperformance.

DirectReport

Peer Boss Self

Others

StronglyDisagree


SlightlyAgree

Agree StronglyAgree

10 20 30 40 50 60 70 80 90

100 84 8020

85

90 76 8080

80

100 83 8080

86

80 84 8040

82

100 83 8080

86

100 80 8020

84

90 88 8080

87

100 83 8080

86


Rankings and Frequencies

NOTES

The individual statements are ranked below by the scores of "Others". Others=Average of all Boss, Peer, Direct Report and Other Managersresponses. In other words, all scores excluding "Self". "Self" scores are included in the Frequencies.

Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


3 Shows courtesy toward people. (EBA)

0 0 0 0 4 6 0 100 90 80 91 100

62 Shows appreciation for positive performance.(Habit 5) 0 0 0 1 2 7 0 100 90 80 91 100

52 Spends enough one-on-one time with individuals inhis/her work group. (Habit 5) 0 0 0 0 3 4 3 90 95 80 91 **

41 Is fair with all people (i.e., does not showfavoritism). (Habit 4) 0 0 0 0 5 4 1 100 88 80 90 80

40 Does not undermine others for personal gain.(Habit 4) 0 0 0 0 5 4 1 100 88 80 90 80

18 Maintains self-control, even in difficult or emotionalcircumstances. (Habit 1) 0 0 0 0 4 3 3 100 90 80 90 80

4 Is loyal to those who are absent (i.e., does notcriticize people behind their backs). (EBA) 0 0 0 0 5 4 1 100 88 80 90 80

2 Follows through on commitments. (EBA)

0 0 0 1 3 6 0 100 86 80 88 100

1 Willingly helps people. (EBA)

0 0 0 1 3 6 0 90 90 80 88 100

48 Is sensitive to people's feelings. (Habit 5)

0 0 0 1 4 5 0 100 86 80 88 80

47 Listens without interrupting. (Habit 5)

0 0 0 1 3 6 0 100 86 80 88 100

46 Does not pressure people to compromise personalvalues. (Habit 4) 0 0 0 1 3 6 0 100 86 80 88 100

45 Shares credit and recognition for successes.(Habit 4) 0 0 0 1 3 6 0 90 90 80 88 100

43 Does what is best for the entire organization, notjust his/her own interests. (Habit 4) 0 0 0 1 4 4 1 100 84 80 87 80


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


77 Seeks feedback on ways he/she can improve.(Habit 7) 0 0 0 0 6 3 1 90 88 80 87 80

78 Strives to improve his/her workgroup performance.(Habit 7) 0 0 0 1 5 4 0 100 83 80 86 80

75 Encourages and supports the development ofothers. (Habit 7) 0 0 0 1 5 4 0 100 83 80 86 80

51 Is easy to approach with a concern. (Habit 5)

0 0 1 0 4 5 0 100 83 80 86 80

50 Seeks to understand problems before attemptingto solve them. (Habit 5) 0 0 1 0 4 5 0 100 83 80 86 80

49 Seeks to understand people's viewpoints. (Habit 5)

0 0 0 1 5 4 0 90 86 80 86 80

58 Is considerate when communicating. (Habit 5)

0 0 1 0 4 5 0 100 83 80 86 80

57 Expresses viewpoints with confidence. (Habit 5)

0 0 0 1 5 4 0 100 83 80 86 80

56 Does not dominate discussions. (Habit 5)

0 0 1 0 4 5 0 100 83 80 86 80

55 Communicates clearly and concisely. (Habit 5)

0 0 1 0 4 5 0 100 83 80 86 80

65 Is flexible and open-minded in trying new ideas.(Habit 6) 0 0 0 1 4 5 0 90 86 80 86 100

69 Supports people in taking responsible risks. (Habit6) 0 0 1 0 4 5 0 100 83 80 86 80

73 Is competent in his/her field of work. (Habit 7)

0 0 0 1 5 4 0 100 83 80 86 80

6 Keeps confidences. (EBA)

0 0 0 0 7 3 0 90 86 80 86 80

5 Is honest with people. (EBA)

0 0 0 0 7 3 0 90 86 80 86 80

11 Is a hard worker. (P/PC)

0 0 1 0 3 6 0 90 83 100 86 100


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


13 Influences others to be productive. (P/PC)

0 0 1 0 3 5 1 100 83 80 86 **

34 Respects people’s time (i.e., does not wasteothers’ time with trivial interruptions). (Habit 3) 0 0 0 1 5 4 0 100 83 80 86 80

33 Is disciplined in carrying out plans (i.e., avoidsprocrastination). (Habit 3) 0 0 1 1 4 4 0 100 83 80 86 40

20 Receives negative feedback without becomingdefensive. (Habit 1) 0 0 0 1 4 2 3 90 86 80 86 60

30 Sets clear expectations with individuals whenassigning tasks. (Habit 2) 0 0 0 0 7 2 1 90 84 80 85 80

22 Is decisive when a decision is needed. (Habit 1)

0 0 0 1 5 3 1 100 80 80 85 80

71 Cares for his/her physical well-being. (Habit 7)

0 1 0 1 3 3 2 100 84 80 85 20

66 Values differences in people. (Habit 6)

0 0 1 0 4 4 1 100 83 80 85 80

68 Encourages and supports creativity andinnovation. (Habit 6) 0 0 0 1 6 3 0 90 83 80 84 80

67 Involves people when making plans that will affectthem. (Habit 6) 0 0 1 0 5 4 0 100 80 80 84 80

53 Understands what is going on in his/her workgroup. (Habit 5) 0 1 0 0 4 5 0 100 80 80 84 80

42 Works to find win-win solutions. (Habit 4)

0 0 0 1 6 3 0 90 83 80 84 80

60 Informs people regarding important matters. (Habit5) 0 0 0 1 6 3 0 90 83 80 84 80

7 Acknowledges and apologizes for mistakes.(EBA) 0 0 0 2 4 4 0 100 80 80 84 80

16 Works to solve problems rather than avoidingthem. (Habit 1) 0 0 0 2 3 5 0 100 80 80 84 100

15 Takes initiative to get things done. (Habit 1)

0 0 0 1 5 4 0 100 80 80 84 100


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


37 Delegates work that ought to be done by others.(Habit 3) 0 0 1 1 5 3 0 100 80 80 84 40

36 Is organized in handling multiple tasks andprojects. (Habit 3) 0 0 1 0 5 4 0 100 80 80 84 80

35 Responds to requests in a timely manner.(Habit 3)

0 0 1 0 4 5 0 100 80 80 84 100

19 Accepts responsibility for his/her actions ratherthan making excuses. (Habit 1) 0 0 0 1 5 4 0 90 83 80 84 100

76 Takes steps to improve his/her leadershipabilities. (Habit 7) 0 1 1 0 4 4 0 100 80 80 84 20

74 Takes time to find enjoyment and meaning in life.(Habit 7) 0 0 1 1 4 2 2 80 84 80 82 40

29 Ensures that his/her work group has a clear senseof direction. (Habit 2) 0 0 1 0 6 3 0 100 76 80 82 80

28 Is organized when conducting meetings. (Habit 2)

0 0 0 2 5 3 0 100 76 80 82 80

27 Anticipates how his/her decisions impact others.(Habit 2) 0 0 1 0 6 3 0 90 80 80 82 80

24 Displays a sense of direction in life. (Habit 2)

0 0 0 2 5 2 1 100 76 80 82 60

10 Makes cost-effective use of resources. (P/PC)

0 0 1 0 4 3 2 100 76 80 82 **

9 Produces high-quality work. (P/PC)

0 0 1 0 5 3 1 100 76 80 82 80

8 Leads by example. (EBA)

0 0 1 0 6 3 0 100 76 80 82 80

14 Does not push people to work beyond areasonable limit. (P/PC) 0 0 0 1 5 2 2 90 80 80 82 **

64 Networks with people outside his/her work group.(Habit 6) 0 1 0 1 4 2 2 100 76 ** 82 20

63 Seeks out the strengths of others to get thingsdone. (Habit 6) 0 0 0 1 6 2 1 100 76 80 82 80


Frequencies Scores


StronglyAgree

Don'tKnow

1 2 3 4 5 6 ?

DirectReport


70 Builds teamwork by maximizing the talents ofhis/her work group. (Habit 6) 0 0 1 0 6 3 0 90 80 80 82 80

39 Keeps his/her work group focused on priorities.(Habit 3) 0 0 1 0 5 3 1 90 80 80 82 **

54 Understands issues outside his/her work group(e.g.,other departments, product trends,competition). (Habit 5) 0 1 0 0 3 3 3 ** 80 80 80 **

72 Cares about others and tries to build lastingfriendships. (Habit 7) 0 0 1 0 6 2 1 90 76 80 80 80

17 Focuses on things he/she can do somethingabout rather than on things beyond his/her control.(Habit 1) 0 0 0 1 7 1 1 80 80 80 80 80

32 Is punctual (i.e., on time for appointments,meetings,etc.). (Habit 3) 0 0 1 1 5 3 0 100 76 60 80 80

31 Prioritizes work so time is spent on the mostimportant issues. (Habit 3) 0 0 0 2 5 2 1 90 76 80 80 80

21 Does the "right" thing, even if it is unpopular.(Habit 1) 0 0 1 1 5 2 1 80 76 80 77 80

26 Plans ahead to reduce having to work in a crisismode. (Habit 2) 0 0 1 2 5 2 0 90 73 80 77 60

61 Provides regular feedback on how well peopleperform their jobs. (Habit 5) 0 0 1 0 7 1 1 90 72 80 77 80

59 Is straightforward when communicating. (Habit 5)

0 0 0 2 7 1 0 90 73 80 77 80

44 Has the courage to say no when appropriate.(Habit 4) 0 0 0 2 4 1 3 90 70 80 77 **

38 Sets reasonable deadlines so others havesufficient time to respond. (Habit 3) 0 1 0 1 6 2 0 90 70 80 75 80

25 Works toward long-term solutions, not just “quickfixes.” (Habit 2) 0 0 1 2 5 1 1 90 68 80 75 60

23 Begins projects with a clear understanding ofdesired outcomes. (Habit 2) 0 1 0 3 4 2 0 90 66 80 73 60

12 Balances all aspects of life (e.g., work, leisure,family) to maintain overall effectiveness. (P/PC) 0 1 1 1 3 1 3 90 55 ** 66 60


LEADERSHIPQUOTIENT

TM

Report for: Aggregate-CognizantNovember 19,2012

Report for Aggregate-Cognizant

LQ1 Summary

LQ1 Score LQ2 Score*

82 -

MY LQ SCORE

LQ1

LQ2

Average

Top10%

81

84

82 81

The 4 Imperatives of Great Leaders

Who Participated?

Self Boss DirectReport Other Total

13 - 2 - 51 - 51 - 117 -

*Your LQ2 score will appear when you take the second LQ, approximately six months after the workshop.

The "Average" and "Top 10%" scores are provided for comparison and represent a statistically representative sample of managers from theUnited States and Canada. This comparative data was gathered in conjunction with Harris Interactive.

© FranklinCovey India and SouthAsia 2


INSPIRE TRUST LQ1 Score LQ2 Score

YOUR SCORE

LQ1

LQ2

Average

Top10%Question 1When it comes to building credibility and trust,[Manager]...

Self Boss DirectReport Other Average

Score

A. Tells the truth. 95 - 90 - 87 - 89 - 88 -

B. Shows respect for others. 90 - 90 - 87 - 86 - 87 -

C. Is straightforward--does not have a hidden agenda. 92 - 90 - 83 - 85 - 84 -

D. Fixes mistakes and doesn't cover things up. 90 - 90 - 85 - 84 - 84 -

E. Shows loyalty--does not badmouth others behind their backs. 86 - 90 - 87 - 88 - 87 -

F. Delivers results--has a clear track record of performance. 93 - 100 - 86 - 85 - 86 -

G. Constantly works to improve his or her abilities. 86 - 100 - 84 - 86 - 85 -

H. Confronts reality--does not hide from unpleasant situations. 83 - 100 - 86 - 84 - 85 -

I. Openly discusses and clarifies expectations. 92 - 90 - 82 - 86 - 84 -

J. Holds others accountable for results. 81 - 80 - 83 - 83 - 83 -

K. Genuinely listens to others. 83 - 90 - 80 - 85 - 83 -

L. Keeps commitments. 89 - 100 - 81 - 85 - 83 -

M. Extends trust to others. 89 - 100 - 82 - 87 - 85 -

Question 2As a leader, [Manager] is more likely to:Rely on the power of position or title to Rely on the strength of his or herget things done. relationships and personal credibility

to get things done. Self Boss DirectReport Other Average

Score

84 - 100 - 78 - 70 - 75 -

"INSPIRE TRUST" SCORES 88 - 93 - 84 - 85 - 84 -



CLARIFY PURPOSE LQ1 Score LQ2 Score

YOUR SCORE

LQ1

LQ2

Average

Top10%Question 3 When it comes to purpose and vision, [Manager]...


Score

A. Involves others in setting vision and direction. 81 - 90 - 79 - 80 - 80 -

B. Is in touch with the needs of customers (internal or external). 89 - 100 - 84 - 86 - 85 -

C. Focuses the team on meeting the needs of customers (internal orexternal). 87 - 100 - 87 - 84 - 85 -

D. Helps the team understand how they impact the organization's financialsuccess (revenue, budgets, donations, etc.). 84 - 90 - 80 - 84 - 82 -

E. Helps the team understand the organization's mission and strategy. 81 - 100 - 76 - 83 - 80 -

Question 4As a leader, [Manager] is more likely to:Expect people to focus on their own Ensure people understand how theirjob and leave the bigger picture tosomeone else.

work contributes to the bigger picture.Self Boss Direct

Report Other AverageScore

83 - 80 - 77 - 72 - 75 -

"CLARIFY PURPOSE" SCORES 84 - 93 - 80 - 81 - 81 -



ALIGN SYSTEMS LQ1 Score LQ2 Score

YOUR SCORE

LQ1

LQ2

Average

Top10%Question 5When it comes to getting work done, [Manager]...


Score

A. Clearly defines the most important goals. 87 - 90 - 81 - 86 - 84 -

B. Establishes clear measures to track progress on these goals. 80 - 90 - 77 - 81 - 79 -

C. Meets regularly to discuss progress on these goals. 89 - 90 - 76 - 83 - 79 -

D. Creates a culture that attracts high performers. 84 - 100 - 80 - 84 - 83 -

E. Encourages people to grow and develop. 93 - 100 - 84 - 86 - 85 -

F. Helps the right people get into the right jobs. 90 - 90 - 80 - 86 - 82 -

G. Recognizes and rewards people for performance. 89 - 90 - 80 - 83 - 82 -

H. Creates systems and processes that help people better accomplishtheir work. 86 - 100 - 78 - 81 - 80 -

I. Regularly gathers feedback from customers (internal or external). 84 - 90 - 76 - 82 - 80 -

J. Uses customer feedback to improve performance. 87 - 100 - 80 - 85 - 83 -

Question 6As a leader, [Manager] is more likely to:Create an environment where everything Design systems and processes todepends on him or her. help things move forward

independent of him or her. Self Boss DirectReport Other Average

Score

83 - 90 - 77 - 73 - 75 -

"ALIGN SYSTEMS" SCORES 86 - 93 - 79 - 83 - 81 -



UNLEASH TALENT LQ1 Score LQ2 Score

YOUR SCORE

LQ1

LQ2

Average

Top10%Question 7When it comes to working with others, [Manager]...


Score

A. Sees potential in others and brings out the best in them. 93 - 90 - 81 - 85 - 83 -

B. Helps people tap into their talents and passion at work. 89 - 100 - 77 - 85 - 81 -

C. Ensures that people are paid fairly for the work they do. 81 - 100 - 76 - 85 - 80 -

D. Helps people feel that their contributions are valued and appreciated. 86 - 100 - 79 - 85 - 82 -

E. Ensures there is a clear understanding around the results people areexpected to achieve. 86 - 100 - 82 - 83 - 83 -

F. Involves people in setting their work goals--does not mandate them. 76 - 80 - 78 - 84 - 81 -

G. Allows people the freedom and latitude they need to accomplish theirwork. 89 - 90 - 84 - 85 - 84 -

H. Creates a culture where everyone is accountable for results. 92 - 90 - 84 - 84 - 84 -

I. Gives people candid and helpful feedback. 89 - 90 - 83 - 87 - 85 -

J. Welcomes candid feedback from others. 86 - 100 - 78 - 84 - 81 -

K. Is seen by others as a source of help and support. 86 - 90 - 82 - 85 - 84 -

Question 8As a leader, [Manager] is more likely to:Push, control, and watch over people in Unleash, empower, and supportorder to get results. people in order to get results.


Score

86 - 100 - 78 - 76 - 78 -

"UNLEASH TALENT" SCORES 86 - 94 - 80 - 84 - 82 -



LEADERSHIP NPS LQ1 Score LQ2 ScoreYOUR SCORE

LQ1

LQ2

AverageQuestion 9All things considered, how likely are you torecommend [Manager] as a leader to others?

Not at all likely Extremely likely

0 1 2 3 4 5 6 7 8 9 10

Self 0 - 0 - 0 - 0 - 0 - 0 - 0 - 2 - 8 - 2 - 1 -

Boss 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 2 -

Direct Report 1 - 0 - 0 - 0 - 0 - 2 - 2 - 12 - 9 - 14 - 11 -

Others 0 - 0 - 0 - 0 - 2 - 2 - 6 - 8 - 12 - 13 - 8 -

Total 1 - 0 - 0 - 0 - 2 - 4 - 8 - 20 - 21 - 27 - 21 -

% Promoters % Detractors NPS

46 - - 14 - = 32 -


LEADERSHIPQUOTIENT

TM

Report for: Aggregate-CognizantApril 8,2013


LQ1 Summary


80 -

MY LQ SCORE

LQ1

LQ2

Average

Top10%

79

82

80 78


Who Participated?


22 - 7 - 55 - 136 - 220 -






YOUR SCORE

LQ1

LQ2

Average



Score

A. Tells the truth. 90 - 100 - 86 - 85 - 86 -















Score

87 - 82 - 67 - 77 - 74 -





YOUR SCORE

LQ1

LQ2

Average



Score









84 - 83 - 66 - 76 - 73 -





YOUR SCORE

LQ1

LQ2

Average



Score













Score

81 - 77 - 66 - 77 - 74 -





YOUR SCORE

LQ1

LQ2

Average



Score














Score

83 - 82 - 65 - 74 - 72 -





LQ1

LQ2



0 1 2 3 4 5 6 7 8 9 10

Self 0 - 0 - 0 - 0 - 0 - 1 - 1 - 6 - 10 - 3 - 1 -

Boss 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 3 - 4 - 0 -

Direct Report 1 - 1 - 0 - 1 - 2 - 3 - 6 - 13 - 10 - 10 - 8 -

Others 0 - 0 - 0 - 1 - 5 - 4 - 8 - 28 - 46 - 33 - 11 -

Total 1 - 1 - 0 - 2 - 7 - 7 - 14 - 41 - 59 - 47 - 19 -


33 - - 16 - = 17 -


LEADERSHIPQUOTIENT

TM

Report for: Aggregate-CognizantMay 6,2013


LQ1 Summary


81 -

MY LQ SCORE

LQ1

LQ2

Average

Top10%

80

83

81 80


Who Participated?


28 - 25 - 105 - 210 - 368 -






YOUR SCORE

LQ1

LQ2

Average



Score

A. Tells the truth. 95 - 87 - 88 - 85 - 86 -















Score

83 - 76 - 77 - 72 - 74 -





YOUR SCORE

LQ1

LQ2

Average



Score









81 - 72 - 81 - 73 - 75 -





YOUR SCORE

LQ1

LQ2

Average



Score













Score

85 - 74 - 81 - 74 - 77 -





YOUR SCORE

LQ1

LQ2

Average



Score














Score

85 - 80 - 81 - 74 - 76 -





LQ1

LQ2



0 1 2 3 4 5 6 7 8 9 10

Self 0 - 0 - 0 - 0 - 0 - 0 - 1 - 3 - 15 - 5 - 4 -

Boss 0 - 0 - 0 - 0 - 0 - 0 - 3 - 7 - 6 - 8 - 1 -

Direct Report 0 - 0 - 0 - 0 - 0 - 2 - 6 - 16 - 20 - 25 - 36 -

Others 0 - 1 - 2 - 2 - 3 - 15 - 25 - 31 - 68 - 41 - 22 -

Total 0 - 1 - 2 - 2 - 3 - 17 - 34 - 54 - 94 - 74 - 59 -


39 - - 17 - = 22 -


TRUSTQUOTIENT

TM

Report for: Aggregate-CognizantOctober 24,2012

tQ Report for Aggregate-Cognizant

tQ Summary

My tQ

81

The Trust Meter is like a car speedometer, and your tQ score is your current “speed" of trust. Red means you need to work urgently onincreasing your tQ score; yellow means you have trust issues with some respondents; green means that respondents trust you—butyou can always improve your “speed" of trust. The same scale applies to the score of each individual question.

My tQ ScoreMy tQ

Average

Top 10%

Self BossDirectReport Other Score

Self Trust 86 81 84 80 81Relationship Trust 88 81 85 81 82

Total 81

Your tQ score is a number on a scale of 0–100, where 100 indicates world-class trust levels. The “Average” and “Top 10%” scores are forcomparison to a statistically representative sample of adult workers from the United States and Canada as determined by the Harris Poll. YourtQ score is an average of your sub-scores in the areas of Self Trust and Relationship Trust (Questions 1–26, 28).

Organizational and Market Trust Scores

You also received sub-scores in the areas of Organizational Trust and Market Trust (Questions 30, 31, and 33).

Self Score

Organizational Trust 64 63

Market Trust 74 74

Who Participated?Self Boss

DirectReport Other

TotalRespondents

Number of Participants 30 24 97 280 431

© FranklinCov ey India and SouthAsia 2


SELF TRUSTYOUR "SELF TRUST" SCORE

My tQ

Average

Top 10%INTEGRITY

[Manger]...


1Often doesn't "walk his or her talk." Acts in accordance with his or her

values and principles.85

85 81 80 81

2Tends to go along with the crowd. Shows courage and willingness to

take a stand.80

75 80 76 77

3Has a hard time acknowledgingsomeone else may be right.

Is genuinely open to rethinkingideas.

85

81 84 78 80

INTENT

[Manger]...


4Tends to act in his or her own bestinterest.

Acts in everyone's best interest. 86

85 85 77 80

5Pretends to care about people. Genuinely cares about people. 94

85 85 80 82

6Acts as if there is not enough ofanything (credit, opportunities,resources) to go around.

Acts as if there is more than enoughof everything (credit, opportunities,

resources) to go around.

87

80 80 76 77



SELF TRUST(continued)

CAPABILITIES

[Manger]...


7Lacks skills important to his or herjob.

Is highly competent in his or her job. 87

80 87 83 83

8Is unclear about where he or she isheaded.

Is confident about where he or sheis headed.

82

75 86 79 81

9Doesn't seem to know how to buildstrust with others.

Works successfully to build trust withothers.

91

83 84 81 82

RESULTS

[Manger]...


10Cannot always be counted on. Is thoroughly reliable. 92

82 85 82 83

11Has low expectations. Expects to win. 86

85 88 83 84

12Does only what he or she is told todo.

Takes initiative to get things done. 84

78 87 81 82

"SELF TRUST" SCORES 86 81 84 80 81



RELATIONSHIPTRUST

YOUR "RELATIONSHIP TRUST" SCORE

My tQ

Average

Top 10%[Manger]...


13Withholds or "spins" the truth. Always tells it like it is. 87

87 82 78 79

14Shows more respect to those whocan be helpful to him or her.

Treats everyone with respect. 91

85 84 82 83

15Seems to have "hidden agendas"(questionable motives).

Is thoroughly open about his or herintentions.

94

85 83 80 81

16Often covers up mistakes. Openly acknowledges mistakes. 93

81 82 81 81

17Downplays the contributions ofothers.

Gives appropriate credit andrecognition to others.

93

84 83 82 83

18Stays busy, but often fails to deliverresults.

Consistently delivers good results. 85

78 86 81 82

19Seems satisfied with his or hercurrent abilities.

Constantly works to improve his orher abilities.

89

78 88 80 82

20Tends to skirt the real issues. Confronts reality "head on." 86

77 83 79 80

21Assumes that expectations are clearwhen they're not.

Openly discusses and clarifiesexpectations.

85

78 84 81 82

22Tends to blame others when thingsgo wrong.

Always takes responsibility forresults.

87

81 84 79 80



RELATIONSHIPTRUST (continued)

[Manger]...


23Pretends to listen. Genuinely listens to others. 85

80 84 82 83

24Often breaks commitments. Carefully makes and keeps

commitments.84

79 86 82 82

25Tends to be distrustful of others. Extends trust to others. 90

84 85 83 84

26.[Manger] tends to trust other people......

Responses Self BossDirectReport Other Score

Too little. Just right.Too much.

Too little. 1 2 4 13 19

Just right. 24 21 84 244 349

You receiv ed 0 points for Too Little or Too Much and 100 points for JustRight.

Too much. 5 1 9 23 33

28. How does [Manger] compare to other people you work with in behaving in ways thatcreate trust?

Responses Self BossDirectReport Other Score

Worse than Better thanmost.

Worse than most. 1 2 2 7 11

Same as most. 8 13 22 123 158

You receiv ed 0 points for Worse Than Most, 50 points for Same as Most,

Better than most. 21 9 73 150 232

and 100 for Better Than Most.

"RELATIONSHIP TRUST" SCORES 88 81 85 81 82



ORGANIZATIONALTRUST

YOUR "ORGANIZATIONAL TRUST" SCORE

My tQ

Average

Top 10%30. Please rate the quality of the Organization'ssystems and processes in the following categories:

Self

AFinancial (processing, budgeting, invoicing, auditing).

72

BDecision making.

67

CInternal communication.

59

DEmployee training and development.

70

EPerformance management (rewards and recognition, performance reviews, career advancement).

58

FInformation systems (computers, networks, tech support).

69

GInnovation (R & D, idea sharing, continuous improvement).

63

HMeeting management.

55

Total 64

31. Please rate the trustworthiness of theOrganization.

Responses Score

Nonexistent. World-class.Trust is nonexistent. -

Very low trust. 1

You receiv ed 0 points for Trust Nonexistent, 20 for Very Low Trust, 40 forTrust issues. 6

Trust Issues, 60 for Trust Not an Issue, 80 for Visible Asset, and 100 forWorld-Class. Trust is not an issue. 12

Trust is a v isible asset. 11

World-class trust. -

"ORGANIZATIONAL TRUST" SCORE 63



MARKET TRUSTYOUR "MARKET TRUST" SCORE

My tQ

Average

Top 10%33. Please rate the reputation of theOrganization.

ResponsesScore

Extremely low. Extremely high.

Extremely low -

Low -

You receiv ed 0 points for Extremely Low, 25 for Low, 50 for Medium,Medium 5

75 for High, and 100 for Extremely High.High 21

Extremely high 4

"MARKET TRUST" SCORE 74



COMMENTS

Question 32What two to three things could the Organization do to raise your rating?

Self

Trust, Emplower and provide higher responsibilities

a. Improve inter group communication. b. Create measures to elimiate perception management

1) Should develope a healthy culture at middle managment layer 2) Should encourage managers tobehave boldly and honestly

Verticals / horizontals and business units within them should be more open to collaborate and exchangeideas. While it maybe happening at SBU-head levels, I have the perception that the message doesn'treach supervisory / middle management roles where most knowledge exchange and co-learning canhappen.

Engage with lateral joinees and help them to settle. Senior management connect with next levelleadership.

Ensure more clear communication of responsibilites and expectation alongwith reward/ repurcussions ofsuccess or failure. Provide person accountability for actions rather than group accountability.

More Agile in operations. More frequent communication within the BUs, Team building activities

Open Communication Employee Friendly Policies

Make ESA Processes more simple. Change the way Horizontals and verticals work

There seem to be barriers to all stakeholders in the same activity having the same information in a fewcases. This leads to a loss of trust in future transactions.

1. Better performance management system keeping it objective

a. Increase openness in communication b. Better performance review processes

improve bureaucratic processes improve communication between Verticals and Horizontals

Improve on the Key Decision making, Connect with the people on the ground consistently to show thatthey care in the Mutual well being of the employees and more importantly persist the "Empowerment"culture that is the DNA of the organizaiton. We see a lot of Lateral recruitment/New Joinees/Acquisitionthat are the need of the hour but it is important to retain the "Core essence" of our DNA. Trust results inEmpowerment of individuals and a sense of belonging to the organization

1. Exec leadership (at a vertical level) can try and spend more time with associates at AD+ levels 2.Personal connect within the leadership teams

High visibility of all the roles and expectations from each Pro actively engaging employees on making theworkplace highly focused etc.

a) Improve Synergy between groups, onsite/offshore, vertical/horizontals.. b) Communication - Clear andTimely communication on Performance Management

- Create a competitive Employee oriented Performance Assessment system - Reduce office politics andbureaucracy - Be more open to ideas

- Increase inter group/ Team interaction - convey to Group/Team that all of us are working to achieve thesame goal with no hidden agenda - encourage Team leads to that ownership rather than operate in adefensive mode.

I think there are some issues from the Trust front. You can't really say its not an issue. But definitely ahealthy workplace than most of the other organizations. Few things I expect from Cognizant are 1.Executive communication 2. Communication & Transparency from the Leadership team

1. Break barriers of a matrix organization 2. Strongly tie performance to results

a) Action plan to improve cohesiveness amongst the team b) Clear definition Revenue Center and CostCenter

1. create a sense of "Belongingness" of an organization 2. once in an year team meeting for making thehuman connection 3. better employee care. e.g. Gym facility in each location mandatory

Apportunity to work across with proper training Regional leaders for decesion making Transperencyacross levels

Networking relationships among Sr. Profiles Provide opportunities to increase Skills Right Role for Rightpeople


TRUSTQUOTIENT TM

Report for: Aggregate - Leading at The Speed of Trust -COGNIZANTMay 22, 2013

tQ Report for Aggregate - Leading at The Speed of Trust - COGNIZ ...

tQ SummaryMy tQ1

83

TRUST METERThe Trust Meter is like a car speedometer, and your tQ score is your current “speed" of trust. Red means you need to work urgently on increasing your tQ score; yellow means you have trust issues with some respondents; green means that respondents trust you—but you can always improve your “speed" of trust. The same scale applies to the score of each individual question.

My tQ Score 0 50 100

My tQ1 83

Average 62Top 10% 98


Self Trust 87 - 94 - 85 - 82 - 83 -

Relationship Trust 86 - 89 - 84 - 81 - 83 -

Total 83 -

Your tQ score is a number on a scale of 0–100, where 100 indicates world-class trust levels. The “Average” and “Top 10%” scores are for comparison to a statistically representative sample of adult workers from the United States and Canada as determined by the Harris Poll. Your tQ score is an average of your sub-scores in the areas of Self Trust and Relationship Trust (Questions 1–26, 28).

Organizational and Market Trust ScoresYou also received sub-scores in the areas of Organizational Trust and Market Trust (Questions 30, 31, and 33).

Self Score

Organizational Trust 63 - 63 -

Market Trust 75 - 75 -

Who Participated? Self Boss

DirectReport Other

TotalRespondents

Number of Participants 13 - 3 - 42 - 70 - 128 -

© FranklinCovey and CoveyLink. All rights reserved. 2


SELF TRUST YOUR "SELF TRUST" SCORE0 50 100

My tQ1 83

Average 63Top 10% 98INTEGRITY

[Manager]...

0 50 100Self Boss

DirectReport Other Score

1 Often doesn't "walk his or her talk."

Acts in accordance with his or her values and principles.

84

91 -

100 - 82 - 85 - 84 -

2 Tends to go along with the crowd.

Shows courage and willingness to take a stand.

81

82 -

93 - 84 - 78 - 81 -

3Has a hard time acknowledging someone else may be right.

Is genuinely open to rethinking ideas.

82

83 -

87 - 82 - 82 - 82 -

INTENT

[Manager]...

0 50 100Self Boss


4Tends to act in his or her own best interest.

Acts in everyone's best interest.79

83 -

100 - 79 - 78 - 79 -

5 Pretends to care about people. Genuinely cares about people.85

89 -

87 - 84 - 85 - 85 -

6Acts as if there is not enough of anything (credit, opportunities, resources) to go around.

Acts as if there is more than enough of everything (credit, opportunities,

resources) to go around.77

86 -

100 - 79 - 75 - 77 -



SELF TRUST (continued)

CAPABILITIES

[Manager]...

0 50 100Self Boss


7Lacks skills important to his or her job.

Is highly competent in his or her job.86

82 -

93 - 89 - 83 - 86 -

8Is unclear about where he or she is headed.

Is confident about where he or she is headed.

83

82 -

93 - 87 - 79 - 83 -

9Doesn't seem to know how to build trust with others.

Works successfully to build trust with others.

83

92 -

87 - 85 - 82 - 83 -

RESULTS

[Manager]...

0 50 100Self Boss


10 Cannot always be counted on. Is thoroughly reliable.84

92 -

100 - 84 - 83 - 84 -

11 Has low expectations. Expects to win.89

91 -

93 - 93 - 87 - 89 -

12Does only what he or she is told to do.

Takes initiative to get things done.86

88 -

100 - 88 - 84 - 86 -

"SELF TRUST" SCORES 87 - 94 - 85 - 82 - 83 -



RELATIONSHIP TRUST

YOUR "RELATIONSHIP TRUST"SCORE0 50 100

My tQ1 83

Average 62Top 10% 98[Manager]...

0 50 100Self Boss


13 Withholds or "spins" the truth. Always tells it like it is.80

86 -

87 - 83 - 77 - 80 -

14Shows more respect to those who can be helpful to him or her.

Treats everyone with respect.82

89 -

93 - 82 - 82 - 82 -

15Seems to have "hidden agendas" (questionable motives).

Is thoroughly open about his or her intentions.

82

88 -

100 - 83 - 80 - 82 -

16 Often covers up mistakes. Openly acknowledges mistakes.80

86 -

93 - 82 - 78 - 80 -

17Downplays the contributions of others.

Gives appropriate credit and recognition to others.

86

92 -

93 - 86 - 85 - 86 -

18Stays busy, but often fails to deliver results.

Consistently delivers good results.85

88 -

93 - 88 - 83 - 85 -

19Seems satisfied with his or her current abilities.

Constantly works to improve his or her abilities.

83

88 -

93 - 84 - 82 - 83 -

20 Tends to skirt the real issues. Confronts reality "head on."80

83 -

80 - 85 - 77 - 80 -

21Assumes that expectations are clear when they're not.

Openly discusses and clarifies expectations.

81

85 -

93 - 85 - 78 - 81 -

22Tends to blame others when things go wrong.

Always takes responsibility for results.

81

88 -

93 - 83 - 79 - 81 -



RELATIONSHIP TRUST (continued)

[Manager]...

0 50 100Self Boss


23 Pretends to listen. Genuinely listens to others.84

85 -

100 - 86 - 82 - 84 -

24 Often breaks commitments.

Carefully makes and keeps commitments.

84

88 -

80 - 86 - 83 - 84 -

25 Tends to be distrustful of others. Extends trust to others.86

86 -

93 - 86 - 85 - 86 -

26. [Manager] tends to trust other people...

0 50 100Too little.Too much. Just right.

88You received 0 points for Too Little or Too Much and 100 points for Just Right.

Responses Self BossDirectReport Other

TotalRespondents

Too little. - - - - 3 - 5 - 8 -

Just right. 12 - 2 - 36 - 63 - 113 -

Too much. 1 - 1 - 3 - 2 - 7 -

28. How does [Manager] compare to other people you work with in behaving in ways thatcreate trust?

0 50 100

Worse than most. Better than most.

80You received 0 points for Worse Than Most, 50 points for Same as Most, and100 for Better Than Most.

Responses Self BossDirectReport Other

TotalRespondents

Worse than most. 1 - - - - - 1 - 2 -

Same as most. 8 - 1 - 15 - 28 - 52 -

Better than most. 4 - 2 - 27 - 41 - 74 -

"RELATIONSHIP TRUST" SCORES 86 - 89 - 84 - 81 - 83 -



ORGANIZATIONAL TRUST

YOUR "ORGANIZATIONAL TRUST"SCORE0 50 100

My tQ1 63

Average 51Top 10% 6930. Please rate the quality of the Organization's systems

and processes in the following categories:0 50 100

Self

A.Financial (processing, budgeting, invoicing, auditing).

6666 -

B.Decision making.

6565 -

C.Internal communication.

5252 -

D.Employee training and development.

6969 -

E.Performance management (rewards and recognition, performance reviews, career advancement).

5858 -

F.Information systems (computers, networks, tech support).

7474 -

G.Innovation (R & D, idea sharing, continuous improvement).

6363 -

H.Meeting management.

6060 -

Total 63

63 -

31. Please rate the trustworthiness of theOrganization.

0 50 100

Nonexistent. World-class.

63You received 0 points for Trust Nonexistent, 20 for Very Low Trust, 40 for TrustIssues, 60 for Trust Not an Issue, 80 for Visible Asset, and 100 for World-Class.

Responses Self

Trust is nonexistent. - -

Very low trust. - -

Trust issues. 4 -

Trust is not an issue. 5 -

Trust is a visible asset. 2 -

World-class trust. 2 -

"ORGANIZATIONAL TRUST" SCORE 63 -



MARKET TRUST YOUR "MARKET TRUST" SCORE0 50 100

My tQ1 75

Average 66Top 10% 7933. Please rate the reputation of the

Organization.

0 50 100

Extremely low. Extremely high.

75You received 0 points for Extremely Low, 25 for Low, 50 for Medium, 75 for High,and 100 for Extremely High.

Responses Self

Extremely low - -

Low - -

Medium 3 -

High 7 -

Extremely high 3 -

"MARKET TRUST" SCORE 75 -



COMMENTS

Question 32What two to three things could the Organization do to raise your rating?

"Self" Comments

- Effective way to organize and bring in Horizontal - vertical collaboration - Be more transperent in communication

- Sometimes communication is delayed, hence lost opportunity. Needs to be more formal in some communciations- There are pockets/people in the organization who survive purely based on personal rapport than capability to do a job. Weneed to clean this up and give opportunities to right folks in the interest of the Organization.

.

1) Focus on potential a little more than performance2) Revamp their performance management system - its far from objective

1. Change the Performance System 2. Encourage and motivate the culture of collaboration and team work

1. Find a way to obtain commitment from horizontals for fulfilling opportunities at client engagements.2. Have joint commitment - CBC and LS.3. Provide opportunities for performance management locally, not globally.

1. More effective communication and cascading

1. Visible goals, objectives and demonstrated leadership behaviors and actions linked to the goals and objectives2. Create an environment for team synergy - channeled towards specific practice outcomes 3. Continue to maintain our empowering, enterpreneurial culture

Communicate better what the practice would deliver and deliver on time, on budget.

communication, check whats happening on ground, right people for right functions

Greater accessibility to exec and transparency in decision making.


xQ Report for Cognizant Life Sciences Vertical (115 Respondents) July 21, 2012 at 05:30 A.M.

xQ™

|REPORTPrepared for:Cognizant Life Sciences Vertical

July 21, 2012 at 05:30 A.M.

EXECUTIVE SUMMARY 2DETAILED FINDINGS 8WRITTEN COMMENTS 33CUSTOM QUESTIONS 49POSITION AND UNIT STRUCTURE KEY 53SUMMARY TABLES 54NEXT STEPS 58

© 2012 FranklinCovey Complete Report (Includes written comments.) 1


Executive SummaryWelcome to the xQ Report for Cognizant Life Sciences Vertical. The purpose of this report is to help your organization or unitsharpen its focus and execute its most important goals. Your Execution Quotient, or xQ score, is a leading indicator of the likelihoodof executing current goals as well as any future goals.

A few facts about the xQ Questionnaire:• There are 27 questions (22 objective; 5 open-ended) about your execution discipline.

• There are 4 custom questions.

• Results are reported for the organization as a whole, as well as for each unit or work group.

• Results are anonymous—individual responses cannot be traced. To protect the anonymity of respondents, nodata for groups of fewer than four respondents is reported.

• The questionnaire can be readministered regularly to track improvement in execution capability.

The xQ score is a number on a scale of 0-100, where 100 indicates flawless execution. The xQ score is based on points awarded onQuestions 1-19 and 21. Other questions do not affect the xQ score but provide critical insight into execution issues. Below is theoverall xQ score for Cognizant Life Sciences Vertical together with scores on your application of six key principles of execution atthree levels.

Clarity 55Do we know the goals?

Commitment 56Do we buy in to the goals?

Translation Into Action 53Do we know what to do to achieve the goals?

Enabling 58Do we take down barriers?

Synergy 50Do we work together to arrive at better ways to achieve

our goals?

Accountability 57Do we account to each other for our commitments?

YourOverall xQ

Score

55

52 Organizational LevelAre we aligned to execute organizational goals?

56 Team LevelHow well do we execute on unit or work-groupobjectives?

56 Individual LevelHow well do individual workers practice the disciplinesneeded for good execution?

As you examine the data, consider these questions:Where's the good news? the bad news?Why did so many/so few answer that question that way?What are they trying to tell us?How should we respond to these scores?What's most important here?

© 2012 FranklinCovey Executive Summary 2


xQ Score for Cognizant Life Sciences Vertical

Organization 55

Average 63

Top 10% 84

0 50 100

This chart shows the xQ score for Cognizant Life Sciences Vertical compared to:

Average: The average xQ score of the 459 work units surveyed by FranklinCovey in the Pharmaceutical Industry globally,as of December 31, 2011.Top 10%: The average xQ score of the highest scoring 10% of those work units.

Who Participated in xQ?

Organization # % xQ

Total Responses 115 100% 55

VP 0 0% n/a

AVP 1 1% n/a

Sr.Dire 1 1% n/a

Director 10 9% 60

Ass.Dir 27 23% 61

Sr.Mana 33 29% 57

Manager 43 37% 48

Of 290 people across the organization invited to answer the questions, 115 responded for a response rate of 40 percent.



Distribution of Respondent xQ Scores for Cognizant Life Sciences Vertical

12

4

8

0 50 100

xQ Score

Num

ber

of R

espo

nden

ts

What you want to see over time is a high, narrow curve on the right of the graph. Such a curve indicatessharp focus and precise execution. The goal is to push the xQ score in that direction.

Questions to Consider:

Is the distribution curve narrow? broad?

What does this distribution curve indicate about our execution discipline?

What would it mean to us to narrow the curve and move it to the right?



xQ Scores by Principle of Execution Organization Average Top 10%

xQ1 Score 55 63 84

CLARITY 55 69 88

INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 72 89

ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 63 89

TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 72 85

0 50 100

COMMITMENT 56 68 86

TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 57 82

INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 70 90

INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 76 86

0 50 100

TRANSLATION INTO ACTION 53 64 83

ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 71 89

TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 62 87

INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 60 82

INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 66 73

0 50 100

ENABLING 58 59 82

TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 60 84

ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 53 82

ORG. SUPPORT: Active support for work-team goals (Q18) 65 65 79

0 50 100

SYNERGY 50 56 82

TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 61 86

TEAM TRUST: A safe, win-win work environment (Q5) 50 58 84

ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) 40 48 73

ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 57 86

0 50 100

ACCOUNTABILITY 57 61 87

TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 68 89

TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 51 83

INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 64 88

0 50 100



xQ Scores by Org., Team, and Individual Levels Organization Average Top 10%

xQ1 Score 55 63 84

ORGANIZATIONAL LEVEL 52 59 83

ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 71 89

ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 63 89

ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) 40 48 73

ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 57 86

ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 53 82

ORG. SUPPORT: Active support for work-team goals (Q18) 65 65 79

0 50 100

TEAM LEVEL 56 61 85

TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 57 82

TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 62 87

TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 61 86

TEAM TRUST: A safe, win-win work environment (Q5) 50 58 84

TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 60 84

TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 68 89

TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 51 83

TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 72 85

0 50 100

INDIVIDUAL LEVEL 56 68 85

INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 72 89

INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 70 90

INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 60 82

INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 64 88

INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 76 86

INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 66 73

0 50 100



Goal and Measure ClarityThis figure indicates the average percentage of respondents who accurately identified the key goals and measures of theorganization. (For more detail, see Q22 & Q23.)

Do workers know the key goals of theorganization? 5%

Do workers know the key measures ofsuccess on those goals? 4%

0% 50% 100%

Time Allocated to Key ObjectivesThis figure indicates the percentage of time employees report spending on the key objectives of the organization versus timespent in other ways. Your results are compared to national averages. (See Q21.)

Percentage of time spent on the mostimportant goals of (my unit).

Percentage of time spent on otheractivities that have little relevance, butdemand immediate attention.

Percentage of time spent oncounterproductive activities.

55%29%

16%

Organization

66%

23%

13%

Average

Top Organizational Barriers to ExecutionThis figure indicates up to three barriers to execution most often selected by respondents. (For more detail, see Q20.)

Unclear or shifting work priorities (e.g., otherpeople’s urgencies and emergencies, conflicting

demands, surprise projects).39%

Lack of resources (e.g., insufficient budgets,people, tools, support). 26%

Overwhelming workload (e.g., too much to do,can’t get to all my key priorities, feeling

exhausted).25%

0% 50% 100%



Detailed FindingsQuestion 1: Organizational Line of SightWhich statements are true about the most important goals of Cognizant Life Sciences Vertical and yourrole in achieving them?

Please select all that apply.

a. Cognizant Life Sciences Vertical has decided whatits most important goals are.

b. Cognizant Life Sciences Vertical has clearlycommunicated its most important goals.

c. The goals of (my unit) clearly support the goals ofCognizant Life Sciences Vertical.

d. The goals of (my unit) are translated into yourindividual work goals.

e. Your individual work goals are translated into dailytasks and activities.

f. None of the above.

Comparative Score

Organization 54

Average 71

Top 10% 89

0 50 100

Options ChosenPercentage of respondents who chose:

a 46%

b 46%

c 60%

d 58%

e 57%

f 3%

0% 50% 100%

ScoringPercentage of respondents who chose:

Points

5 of 5100 22%

4 of 580 12%

3 of 560 13%

2 of 540 22%

1 of 520 28%

f. only0 3%

0% 50% 100%

Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.

© 2012 FranklinCovey Detailed Findings 8


Question 2: Team Goals—QualityWhich statements are true about the goals set by (my unit)?


a. We set goals that we are enthusiastic about.

b. We set goals that will please our customers (thosepeople or groups we directly serve).

c. We set goals that drive measurable improvements inresults (such as profitability, meeting budgetexpectations, or higher student achievement).

d. We set goals that are timely; that is, it’s the righttime to work on them.

e. We set goals that are truly achievable.

f. We do not have any goals.

g. None of the above.

Comparative Score

Organization 47

Average 57

Top 10% 82

0 50 100


a 25%

b 46%

c 79%

d 47%

e 39%

f 2%

g 4%

0% 50% 100%


Points

5 of 5100 8%

4 of 580 14%

3 of 560 24%

2 of 540 21%

1 of 520 27%

f. only0 2%

g. only0 4%

0% 50% 100%




Question 3: Team PlanningWhich statements are generally true about how (my unit) plans together as a unit to achieve its goals?


a. We plan our work around our most important goals.

b. We plan specific ways to help each other.

c. We work together to identify and solve problems.

d. Our planning results in clear assignments forindividuals.

e. We follow through with our plans.

f. We do not plan together.


Comparative Score

Organization 52

Average 62

Top 10% 87

0 50 100


a 56%

b 43%

c 61%

d 51%

e 50%

f 8%

g 3%

0% 50% 100%


Points

5 of 5100 21%

4 of 580 15%

3 of 560 15%

2 of 540 16%

1 of 520 23%

f. only0 8%

g. only0 3%

0% 50% 100%




Question 4: Team CommunicationWhich statements are generally true about communication in (my unit)?


a. We actively seek out differing viewpoints.

b. We genuinely listen to each other, honestly seekingto understand the viewpoints of others.

c. We express our views respectfully.

d. We discuss tough issues candidly.

e. Our communication is energetic and creative, oftenleading to new or better ideas.


Comparative Score

Organization 59

Average 61

Top 10% 86

0 50 100


a 44%

b 66%

c 77%

d 60%

e 47%

f 7%

0% 50% 100%


Points

5 of 5100 27%

4 of 580 15%

3 of 560 17%

2 of 540 14%

1 of 520 20%

f. only0 7%

0% 50% 100%Scoring KeyOptions “a” through “e” represent performancestandards. Each option is worth 20 points. Ideally,respondents should select all five options, giving ascore of 100. The overall score for this question is anaverage of all individual responses.



Question 5: Team TrustWhich statements are generally true about trust in (my unit)?


a. I feel safe in expressing my opinions openly withoutfear of retribution.

b. We live by the principle that “my success is yoursuccess”.

c. People are treated fairly—favoritism is not aproblem.

d. We do not undermine each other.

e. We make decisions based on the best ideas andinformation rather than on “office politics”.


Comparative Score

Organization 50

Average 58

Top 10% 84

0 50 100


a 60%

b 46%

c 43%

d 51%

e 50%

f 10%

0% 50% 100%


Points

5 of 5100 22%

4 of 580 9%

3 of 560 12%

2 of 540 23%

1 of 520 23%

f. only0 10%




Question 6: Team EmpowermentWhich statements are generally true about how (my unit) is run?


a. We have the resources (e.g., people, equipment,information, tools) we need to achieve our goals.

b. We have the freedom we need to do our jobs well.

c. My manager and I have a clear understanding aboutmy roles and responsibilities.

d. Our systems and processes are aligned to help usachieve our goals.

e. Our managers actively seek our opinions on how todo things better.


Comparative Score

Organization 57

Average 60

Top 10% 84

0 50 100


a 57%

b 68%

c 67%

d 46%

e 47%

f 7%

0% 50% 100%


Points

5 of 5100 22%

4 of 580 15%

3 of 560 19%

2 of 540 23%

1 of 520 15%

f. only0 7%




Question 7: Team AccountabilityWhich statements are generally true about accountability in (my unit)?


a. We routinely report to each other on our progresstoward goals.

b. I meet at least monthly with my manager to reviewprogress on my goals.

c. We hold ourselves accountable for staying onbudget.

d. We hold ourselves accountable for reaching ourcommitments on time.

e. We hold ourselves accountable for delivering qualityresults.


Comparative Score

Organization 67

Average 68

Top 10% 89

0 50 100


a 58%

b 47%

c 67%

d 81%

e 83%

f 2%

0% 50% 100%


Points

5 of 5100 31%

4 of 580 19%

3 of 560 21%

2 of 540 13%

1 of 520 14%

f. only0 2%




Question 8: Team Measures—QualityWhich statements are true about the measures used to track progress toward the goals of (my unit)?


a. The measures are clear.

b. The measures accurately track progress towardgoals.

c. The measures are visible and accessible to everyone.

d. We regularly discuss our performance on themeasures.

e. Rewards and consequences are clearly based onperformance on the measures.

f. We do not have any measures.


Comparative Score

Organization 47

Average 51

Top 10% 83

0 50 100


a 50%

b 39%

c 54%

d 51%

e 43%

f 6%

g 10%

0% 50% 100%


Points

5 of 5100 22%

4 of 580 10%

3 of 560 10%

2 of 540 18%

1 of 520 25%

f. only0 6%

g. only0 10%

0% 50% 100%




Question 9: Individual GoalsWhich statements are true about your individual work goals?


a. My work goals are clear.

b. My work goals are written down.

c. My work goals are tied to specific measures ofperformance.

d. My work goals have deadlines.

e. I genuinely participate in setting my work goals.

f. I do not have individual work goals.


Comparative Score

Organization 53

Average 72

Top 10% 89

0 50 100


a 57%

b 38%

c 55%

d 57%

e 57%

f 7%

g 7%

0% 50% 100%


Points

5 of 5100 20%

4 of 580 20%

3 of 560 15%

2 of 540 10%

1 of 520 22%

f. only0 7%

g. only0 7%

0% 50% 100%




Question 10: Individual EngagementWhich statements are true about your job?


a. My job contributes to fulfilling an importantpurpose.

b. My job taps into the best of my talents and passion.

c. I feel that my contributions to achieving our goalsare recognized and appreciated.

d. I have a good relationship with my manager.

e. I feel welcomed as part of a group.


Comparative Score

Organization 56

Average 70

Top 10% 90

0 50 100


a 64%

b 46%

c 49%

d 70%

e 51%

f 7%

0% 50% 100%


Points

5 of 5100 25%

4 of 580 14%

3 of 560 14%

2 of 540 17%

1 of 520 23%

f. only0 7%




Question 11: Individual PlanningWhich statements are generally true about your individual planning habits?


a. I take time each workweek to identify and scheduleactivities around the most important goals of (myunit).

b. I take time each workday to identify and scheduleactivities around the most important goals of (myunit).

c. I use an effective planning system for managing myactivities.

d. I plan ways to balance my personal and work life.

e. I plan activities that allow me to continuouslyimprove my performance.


Comparative Score

Organization 53

Average 60

Top 10% 82

0 50 100


a 45%

b 31%

c 57%

d 67%

e 64%

f 3%

0% 50% 100%


Points

5 of 5100 13%

4 of 580 17%

3 of 560 23%

2 of 540 21%

1 of 520 24%

f. only0 3%




Question 12: Individual AccountabilityWhich statements are generally true about the people in (my unit)?


a. People take the initiative to get the job done.

b. People stay on tasks until they’re completed.

c. People focus on things they can impact rather thanon things they can’t.

d. People avoid blaming others when things go wrong.

e. People take responsibility for the results of theirwork.


Comparative Score

Organization 56

Average 64

Top 10% 88

0 50 100


a 65%

b 67%

c 48%

d 39%

e 63%

f 8%

0% 50% 100%


Points

5 of 5100 18%

4 of 580 17%

3 of 560 22%

2 of 540 21%

1 of 520 14%

f. only0 8%




Question 13: Organizational DirectionWhich statements are true about Cognizant Life Sciences Vertical’s direction?


a. Cognizant Life Sciences Vertical has a clear andcompelling mission or purpose.

b. Cognizant Life Sciences Vertical has a clear strategicdirection.

c. I clearly understand the reasons for the strategicdirection.

d. Our organizational goals are clearly connected toCognizant Life Sciences Vertical’s mission andstrategy.

e. I clearly understand what I am supposed to do tohelp achieve Cognizant Life Sciences Vertical’sgoals.


Comparative Score

Organization 49

Average 63

Top 10% 89

0 50 100


a 50%

b 54%

c 37%

d 50%

e 51%

f 18%

0% 50% 100%


Points

5 of 5100 29%

4 of 580 3%

3 of 560 12%

2 of 540 14%

1 of 520 24%

f. only0 18%




Question 14: Organizational CollaborationWhich statements are generally true about the working relationships between (my unit) and the othergroups you most closely work with inside Cognizant Life Sciences Vertical?


a. We know their most important goals, and they knowours.

b. Our goals and theirs are aligned to help CognizantLife Sciences Vertical achieve its goals.

c. We actively help each other achieve our respectivegoals.

d. We communicate frequently and openly with thesegroups.

e. We regularly achieve better results because of howwell we work together.


Comparative Score

Organization 40

Average 48

Top 10% 73

0 50 100


a 30%

b 47%

c 50%

d 42%

e 33%

f 21%

0% 50% 100%


Points

5 of 5100 15%

4 of 580 8%

3 of 560 10%

2 of 540 19%

1 of 520 27%

f. only0 21%

0% 50% 100%




Question 15: Organizational TrustworthinessWhich of these statements are true about Cognizant Life Sciences Vertical?


a. Cognizant Life Sciences Vertical has a clear, writtenset of values.

b. Cognizant Life Sciences Vertical generally lives upto the values of the organization, even when timesare tough.

c. At Cognizant Life Sciences Vertical, we consistentlymeet the expectations of our customers (thosepeople or groups we serve).

d. Cognizant Life Sciences Vertical consistently honorsits commitments to its people.

e. Cognizant Life Sciences Vertical consistently honorsits commitments to its business partners (e.g.,suppliers, vendors, contractors, alliance partners,investors).


Comparative Score

Organization 52

Average 57

Top 10% 86

0 50 100


a 35%

b 56%

c 66%

d 47%

e 55%

f 9%

0% 50% 100%


Points

5 of 5100 17%

4 of 580 16%

3 of 560 17%

2 of 540 17%

1 of 520 24%

f. only0 9%




Question 16: Organizational Performance ImprovementWhich of the following statements are true about improving performance at Cognizant Life SciencesVertical?


a. People are expected to perform at a high level; lowperformance is unacceptable.

b. Managers are genuinely involved in helping peopledevelop their potential.

c. We systematically gather feedback on ourperformance from a broad range of sources (e.g.,customers, employees, suppliers, the community).

d. We consistently seek ways to simplify ouroperations.

e. We consistently apply better practices and newideas to improve performance.


Comparative Score

Organization 53

Average 53

Top 10% 82

0 50 100


a 57%

b 43%

c 48%

d 54%

e 61%

f 7%

0% 50% 100%


Points

5 of 5100 17%

4 of 580 14%

3 of 560 22%

2 of 540 16%

1 of 520 24%

f. only0 7%

0% 50% 100%




Question 17: Individual CommitmentTo what degree are you energized by and committed to the direction (my unit) is taking?

Please select only one response.

a. Not at all energized/committed.

b. Barely energized/committed.

c. Somewhat energized/committed.

d. Moderately energized/committed.

e. Highly energized/committed.

f. Very highly energized/committed.

Comparative Score

Organization 65

Average 76

Top 10% 86

0 50 100


Points

a 2%0

b 6%20

c 17%40

d 28%60

e 36%80

f 12%100

0% 50% 100%

Scoring KeyRespondents who select Option “f” receive 100points, those who select “e” receive 80 points, etc.The overall score for this question is an average of allindividual responses.



Question 18: Organizational SupportWhich statement best describes how Cognizant Life Sciences Vertical’s upper management supports thegoals of (my unit)?


a. Very low—it’s virtually nonexistent.

b. Low—it’s a struggle to get the help we need.

c. Moderate—they will eventually help us if wecampaign for it.

d. High—they usually help us.

e. Very high—they actively help us.

Comparative Score

Organization 65

Average 65

Top 10% 79

0 50 100


Points

a 0%0

b 9%25

c 39%50

d 34%75

e 18%100

0% 50% 100%

Scoring KeyRespondents who select Option “e” receive 100points, those who select “d” receive 75 points, etc.The overall score for this question is an average of allindividual responses.



Question 19: Team FocusWhich statement best describes how well people in your unit focus on the most important goals of (myunit)?


a. Very low—we have virtually no focus.

b. Low—we often lose focus on our goals.

c. Moderate—we are focused about half the time.

d. High—we typically keep our most important goalsin view.

e. Very high—we stay diligently focused on our mostimportant goals.

Comparative Score

Organization 65

Average 72

Top 10% 85

0 50 100


Points

a 1%0

b 5%25

c 38%50

d 45%75

e 10%100

0% 50% 100%

Question 19a: Focus InhibitorsIf you answered “very low,” “low,” or “moderate,” please answer: Which statements best describe whypeople lose focus?


a. We lose focus because we are pulled away fromimportant work to do less important things.

b. We lose focus because there are too many goals.

c. We lose focus because the goals are unclear.

d. We lose focus because the goals change too often.

e. We lose focus because we do not know which goals aremost important.

f. We do not have any goals.



a 47%

b 18%

c 49%

d 35%

e 43%

f 2%

g 6%

0% 50% 100%

Scoring KeyRespondents who select Option “e” receive 100points, those who select “d” receive 75 points, etc.The overall score for this question is an average of allindividual responses.



Question 20: Organizational BarriersWhich are the three most significant barriers that make it difficult for you to achieve your most importantwork goals?

Please select no more than three responses.

a. Bureaucracy (e.g., irrelevant or cumbersome rules, needlessly longapproval cycles).

b. Training and development issues (e.g., lack of learning and growthopportunities).

c. Lack of resources (e.g., insufficient budgets, people, tools, support).

d. Unclear or shifting work priorities (e.g., other people’s urgencies andemergencies, conflicting demands, surprise projects).

e. Poor information systems (e.g., inaccurate, outdated, missing, orconfusing data).

f. Authority issues (e.g., lack of power to make decisions and act,unclear assignment of decision-making responsibilities).

g. Unproductive meetings (e.g., too many meetings, unclear objectives,don’t start and end on time).

h. Poor work processes (e.g., unclear work steps, work is badlytransferred from group to group, lack of shared processes).

i. Information overload (e.g., excessive e-mail and voice mail, toomany reports).

j. Political issues (e.g., turf battles, rivalries, favoritism, personalityclashes).

k. Lack of recognition or reward (e.g., credit not shared, unfair pay,rewards not tied to performance).

l. Overwhelming workload (e.g., too much to do, can’t get to all my keypriorities, feeling exhausted).

m. None of the above.


a 18%

b 10%

c 26%

d 39%

e 18%

f 18%

g 24%

h 16%

i 16%

j 19%

k 21%

l 25%

m 8%

0% 50% 100%

Scoring KeyResults for this question do not affect the xQ score.Top barriers based on percentage of options chosenare also reported in the Executive Summary.



Question 21: Individual Time AllocationWhat percentage of your work time is spent on the following activities? Please enter each response to thenearest 5%.

a. Percentage of time spent on the most importantgoals of (my unit).

b. Percentage of time spent on other activities thathave little relevance to the most important goals of(my unit), but demand my immediate attention.

c. Percentage of time spent on other activities such asdealing with internal bureaucracies, hiddenagendas, interdepartmental conflicts, doing thingsjust to keep out of trouble, talking office politics,etc.

Comparative Score

Organization 55

Average 66

Top 10% 73

0 50 100

Percentage by CategoryPercentage of time spent on:

a 55%

b 29%

c 16%

0% 50% 100%

Scoring KeyThe score for this question is equal to the average ofall responses for Option “a.” If the averagepercentage of time entered for all respondents forOption “a” was 60 percent, then the score would be60.



Question 22: Organizational Goals—ClarityIf you know any of the top four goals (Life Sciences Goals) of Cognizant Life Sciences Vertical, please listthem.

1. Achieve top-line target of 9MM for the BU Business Development

2. Achieve bottom-line goals of 41% for theBU Operational Efficiency

3. Improve Customer Satisfaction ; 10%higher than company average CustomerDelight

4. Improve employee satisfaction ; 10%higher than company average AssociateDelight

5. I do not know any of the top four goals ofCognizant Life Sciences Vertical.

Key Words Identified

1 2%

2 0%

3 12%

4 5%

5 36%

0% 50% 100%

Average for All Goals

Organization 5%

0% 50% 100%

Scoring KeyResults for this question do not affect the xQ score.Bold text indicates key words. The tables show thepercentage of respondents who matched any of thekey words, regardless of order. If the score is zero, itmeans (a) no one matched any of the key words or(b) no key words were available for conducting amatch. To see written responses, consult theComplete Report, "Written Comments" section.



Question 23: Organizational Measures—ClarityIf you know any of the top four measures (Life Sciences Measures) that indicate whether Cognizant LifeSciences Vertical is achieving its most important goals, please list them.

1. Achieve top-line target of 9MM for the BU Business Development

2. Achieve bottom-line goals of 41% for theBU Operational Efficiency

3. Improve Customer Satisfaction ; 10%higher than company average CustomerDelight

4. Improve employee satisfaction ; 10%higher than company average AssociateDelight

5. I do not know any of the top four measuresof Cognizant Life Sciences Vertical.

Key Words Identified

1 1%

2 0%

3 10%

4 3%

5 43%

0% 50% 100%

Average for All Measures

Organization 4%

0% 50% 100%

Scoring KeyResults for this question do not affect the xQ score.Bold text indicates key words. The tables show thepercentage of respondents who matched any of thekey words, regardless of order. If the score is zero, itmeans (a) no one matched any of the key words or(b) no key words were available for conducting amatch. To see written responses, consult theComplete Report, "Written Comments" section.



Question 24: Team Goals—ClarityIf you know any of the top three goals of (my unit), please list them.

Scoring KeyResults for this question do not affect the xQ score.This report does not contain written responses, whichare reported at the unit level. To see writtenresponses for a particular unit, consult the CompleteReport, "Written Comments" section for that unit."

Question 25: Team Measures—ClarityWhat is the key measure you personally look at to tell whether (my unit) is achieving its most importantgoals?

Scoring KeyResults for this question do not affect the xQ score.This report does not contain written responses, whichare reported at the unit level. To see writtenresponses for a particular unit, consult the CompleteReport, "Written Comments" section for that unit."



Question 26: Organizational TalentThe majority of people in Cognizant Life Sciences Vertical possess far more talent, intelligence, capability,and creativity than their present jobs require or even allow.

a. Agree

b. Disagree


a 64%

b 36%

0% 50% 100%

Scoring KeyThis question does not affect the xQ score. Resultsare reported as a percentage of respondents whoagree or disagree.

Question 27: Open ResponsePlease comment on what (my unit) could do better to achieve its most important goals.

Scoring KeyResults for this question do not affect the xQ score.To see written responses, go to the "WrittenComments" section.



Written CommentsQuestion 22: Organizational Goals—ClarityIf you know any of the top four goals (Life Sciences Goals) of Cognizant Life Sciences Vertical,please list them.

The written comments are listed verbatim in alphabetical order.

Goals1. Achieve top-line target of 9MM for the BU Business Development2. Achieve bottom-line goals of 41% for the BU Operational Efficiency3. Improve Customer Satisfaction ; 10% higher than company average Customer Delight4. Improve employee satisfaction ; 10% higher than company average Associate Delight

Responses•

• Delivery excellence - Incorporate Best practices

• To be the leading services provider for life sciences industry

• .

• .

• .

• .

• 10% of revenue through Innovation

• 100% assured quality deliverables without any escalations & improving customer satisfication

• 2015 plan: become a global, top tier service provider

• 2015 strategy - Be Tier1 IT Company

• Achieve and exceed "Top line"

• Achieve 1BN revenue

• Achieve Best in Class Delivery

• Achieve both top line and bottom line targets

• Achieve CP of more than x%

• Achieve high customer satisfaction

• Achieve High Customer Satisfaction

• Achieve USD 1 billion in revenue

• Add value to customer with innovation

• Adding new logos

• Align with organization's 2015 vision

• Attain a CP of 54%

• Attain a leadership position

© 2012 FranklinCovey Written Comments 33


• B practice by 2015

• Be a billion $ practice in 2012

• Be a market leader focusing on H1, H2 and H3 solutions

• Be a trusted partner

• Be a USD 1.6 billion unit by 2015

• Be Number 1 in Innovation

• be the # 1 provider in life sciences

• BES

• Best In Class Delivery

• Best in class delivery

• Better customer satisfaction

• BIC delivery

• Bottom line improvement

• Bottomline

• Building deep domain capabilities

• Building end to end service capability

• Building H3 solutions and revenue, meeting overall revenue targets

• Business Development Focus

• Business Development including unexplored dept with clients

• Client Satisfaction

• Consistence Growth

• Consistently meet and exceed customer delight

• Consolidate and expand business with the Top 10 Pharma clients

• Continuous Improvements

• Converting to Managed service

• Cost Control

• Costomer satisfaction

• Cotribute to overall growth of Cognizant

• CP

• Create avenues for non-linear revenue

• Create Innovation offerings worth of 5% of topline revenue

• Customer Connect

• Customer Connect

• Customer Delight

• Customer Satisfaction




• Customer satisfaction



• Deeper Value chain expertise

• Delivery Accountability

• Delivery excellence



• Delivery Excellence


• Delivery Program Management

• Developing leadership and making ourselves effective in our work

• Diversify Geo Revenues

• Diversify Service Footprint

• Domain excellence

• Dont know any of them for 2012. Not sure if it was articulated in any meeting

• Drive CBC, ITIS, BPO Revenues, Best in Class, Increase win ratio

• Drive Innovation

• Drive Innovation or Value-add initiatives across the board and explore the Niche areas - Mobility, DigitalMarketing etc.

• Effectiveness

• Effectiveness

• Efficiency

• Efficiency

• Elevate to a Trusted Advisor status within Top 20 Pharma, Biotech & MD companies

• embrace innovation

• Emerge and be front runner in H3 busiess

• Employee satisfaction

• Employee satisfaction

• Employee Satisfaction

• Employee satsfaction

• Enable Best In Class delivery in all engagements

• Exceed Associate Delight Index

• Exceed Bottom Line targets

• Exceed Customer Delight Index

• Exceed Customer expectation

• Exceed Topline targets

• Exceeding Revenue

• Excel in Customer and Employee Satisfaction

• Expand and maintain H1 business

• Expand existing LOBs

• Expand solution offerings to existing customers



• Expanding Portfolio [across value chain]

• Financial health

• Financial Health

• Focus on Business Innovations

• Focus on Effective Operations, Delivery Accountability & Effectiveness, Program Management capabilitybuilding

• Global Alignment

• Goal : Provide optimal value to execute and enhance each Life Sciences business process from an IT andBPO stand point

• Governance and Comunication

• Great "Life Sciences" Solution Provider

• Grow in H2 buisness

• growth

• Growth

• Growth

• Growth in SMAC H2 H3 portfolio

• Help Customer by reduceing CapEx, improve utilization through virtualization

• High Resource utilization

• higher business performance

• Higher value demonstrated in the form of Innovation

• Highest Customer Satisfaction

• Improve Bottom line

• Improve H 3 revenues

• Improve Offshorization to 70%

• Improve Profitability

• Improved Bottomline and Maturity in delivery models BIC

• Improved Customer satisfaction via Strong Delivery and Customer relationship

• Improved Employee satisfaction, Training, Skills and Motivation

• Improved end to end Solutions & Service offerings across pharma value chain. Renewed focus on strongareas - SnM, RnD. Capability building in weak areas - Manufacturing, Discovery. Greater focus on H3services

• Improved Presence in Emerging Markets and Geographies

• Improved revenue and profitability

• Increase customer base - new wins

• Increase Profitability

• Increase Revenue from non-Linear offerings

• Increase revenue, brand impact for customer by innovation

• Increase Revenues

• Increase top line growth

• Increased revenue /penetration into Marquee LS clients



• Innovate and contribute

• Innovation

• Innovation

• Innovation

• Innovation

• Innovation

• innovation

• Innovation

• Innovation

• Innovative solutions

• Leadership in LS Vertical space

• Leading supplier to Life Sciences industry

• Leverage EBA group further than what is seen now

• Looking for ading New customers

• Maintain Industry leading Growth

• Maintain SPOC (Span of Control) at 2.5%

• Maintain Top line

• Making our customers’ businesses stronger by empowering them to be more responsive to their customersand to the competitive environment

• Meet Operational Parameters

• Meet the bottom line Goal

• Meet the topline Goals

• Meeting our top line and bottom line targets

• More Horizon 3 Focus

• More Offshoring

• new products

• New solution development H2 & H3 sevices

• Non Linear growth

• not sure

• Operation excellence

• Operation Focus

• Operational effeciveness

• Optimization/Effectiveness

• Penetrate in emerging markets

• People Index

• Process and MBO

• Process and Quality

• Profitability

• Profitability cannot dip below target



• Program Management Focus

• Progress for Individual career

• Provide optimal value to execute and enhance each Life Sciences business process from an IT and BPOstand point

• PV sliver offering

• rationalize cost for client

• reach $ 1B by 2012

• Reach 1 Billion Mark

• Retain and Improve Cognizant presence in Major Life Sciences client

• Retain existing business and penetrate more

• Revenue

• Revenue

• Revenue at or above target

• revenue goals for 2015

• Revenue growth

• Revitalize and refresh Accouns, Relationships

• Satisfy existing customers and get new business

• Stay in Top "Life Sciences" Service Provider

• Streamline Operations

• syenergised Partnerships

• Synergy with the Vertical and Horizantal

• Team building

• to achieve top posiiton in serving the customer better in terms of solutioning, delivery, etc

• To be in the Top 3 SI for Life Sciences Customer

• To be in the Top 3 Systems Integrator and solutions provider for the Life Sciences Customers

• To be positioned as Service Leader in Life Sciences Vertical

• To be the premier global Consulting, Analytics, ITO and BPO services partner for �Life Sciences customers

• To be the premier global Consulting, Analytics, ITO and BPO services partner for Life Sciences customers

• To become Billion Dollar vertical

• To deliver high value to Customers

• To delivery 100% quality

• To develop solutions which will provide non-linear growth

• To ensure an equal opportunity work environment for our associates

• To grow to a tier 1 supplier for our other customers

• To implement Innovation & Codenizant

• To maintain customer delight high

• To meet and exceed Org performance measures - profitability

• To meet budgeted CP% and Utilization

• to meet the topline to align with Organization goal on the topline



• To optimize and/or transform all key �Life Sciences business processes from an operations and IT standpoint

• To optimize and/or transform all key Life Sciences business processes from an operations and IT standpoint

• To provide best in class 'BIC' services to our customers

• To provide innovative solution in business by which to bring more business to Cognizant

• To provide value-add to customer to provided business benefits

• TO reach 1 Billion by 2015

• To sustain as a tier 1 supplier for our major customers

• To train and develop leaders

• Top line growth

• Top line growth of minimum 40% year or year

• Topline

• Transform Work force knowledge - Technical and Domain to equip them to handle the growing needs inNiche areas and Management

• Utilization

• Utilization improvement

• Virtualization

• Virtulization

• Vision : To be a premier global partner for providing Consulting, ITO and BPO services to Life SciencesCustomers

• we need to move to advisory mode to client

• Win clients confidance

• With the scale for 2015, enhancing the leadership ability within the practice

• work life balance

• Work on non-linear growth service lines

• Year on Year Revenue growth (Don't know exact target nos)



Question 23: Organizational Measures—ClarityIf you know any of the top four measures (Life Sciences Measures) that indicate whetherCognizant Life Sciences Vertical is achieving its most important goals, please list them.


Measures1. Achieve top-line target of 9MM for the BU Business Development2. Achieve bottom-line goals of 41% for the BU Operational Efficiency3. Improve Customer Satisfaction ; 10% higher than company average Customer Delight4. Improve employee satisfaction ; 10% higher than company average Associate Delight

Responses•

• .

• .

• .

• .

• A formal and well thought out leadership development program

• Achivements

• Agreesilevly pushing for new wins

• Agreesively pursuing new logos

• Alignment with Cognizant 2015 vision

• All issues are tracked and attended with best results

• Associate Delight Index

• Associate Delight Index

• Attain a CP of 54%

• attrition %

• Automation, training comitments

• BEI - Employee Satisfaction Index

• BES

• BES

• BES

• BES

• BES survey

• Best in Class Delivery Excellence scorecard

• BIC



• BIC program

• Bottom line

• Bottom line

• Bottom Line - Profitability at 40%

• Bottom Line and Delivery Excellence

• Branding and Differentiation

• Building End to End Service Capability

• Building Industry solutions

• Building Strong domain expertise - Domain focused CoE

• Business Effectiveness

• C 2.0 Effectiveness

• CASAT

• Clear Understanding of Customer Business

• CoE for individual areas in the value chain

• CoEs established with focus on Operations, Program Management

• Communication of the purpose with conviction

• Contribution to organizational goal

• CP

• CP%

• CP%, Utilization

• CPR

• Creation of R&D and S&M practices to focus on solution development and asset creation

• CSS

• CSS

• CSS - Customer Satisfactions surveys

• Customer Delight Index

• Customer Delight Index

• customer escalations / appreciation, penetration to get more business

• Customer Feedback

• Customer Profitability

• Customer satisfaction





• Customer Satisfaction Index

• customer satisfaction index

• Data Integration

• Delivery Accountability, Improved Pipeline Management & Forecasting measures introduced.



• Delivery Metrics

• Development of new solutions/accelerators for Clinical transformation

• Differenciated domain offerings

• Diversity in Solution offering - Number of new initiatives in Niche areas

• effectiveness of people and Manager's score card

• Employee survey

• Enablement of the purpose

• Ensuring that projects are meeting operational goals

• Ensuring the projects and managers are meeting process goals

• Exceeding Revenue

• Expanding Portfolio

• Financial Health Index

• Financial Index

• Flixibility

• Focus on Innovation

• Focus on stated purpose

• Focus on training and enablement

• Focused domain centric practices formed to extend the service & solution offerings. Improved focus onbuilding H3 capabilities

• Getting repeat business

• Global Presence

• Growing the Funnel

• Growth

• Growth rate is in the range of >28%

• H2 H3 Growth

• Hig Performance

• IDE Score

• Implementation of Best precatice

• Improved /Increased Presence in new geographies , Adding New logos or expanding existing logos -Improved Revenue

• Incorporating Best In Class practices in Delivery excellence and Relationship management via BIC Scoreand CSS scores

• Increase in Bpass and end-to-end solution engagements

• Increase in the distribution of revenue from ITIS, BPO and Consulting

• Increase share of ROW reveue

• Independent operationa Excellence CoE

• Index

• Industry feedback and ranking

• Industry forum presence and participation

• Innovation



• INNOVATION

• Innovation

• Innovation (Market facing)

• Innovation Index




• innovation is being built as a delivery parameter

• Innovation workshop

• Innovatove pricing model

• Integrate the services we have delivered to various customers

• Internal - Pinnacle measures

• Internal Index

• Internal Investment on building new products/tools

• Investments made in expanding Consulting services

• Leadership in LS vertical domain

• LEADS

• LeaDs program

• Learning scorecard, BES and CSS f

• Lower Attrition than the organization

• Loyalty

• Managers Scorecard for measuring the effectiveness

• Market and mails from Executive Management

• Meet or Exceed Top Line and Bottom Line Targets

• Monthly monitoring of Financial and Operations performance

• Monthly revenue

• na

• NA

• NA

• NA

• New Wins

• Non -linear growth

• Operational/Financial Parameters

• Ops Calrity

• Optimizing �IT and business operations

• Optimizing �IT operations

• Optimizing through innovation

• People - BEI

• PHS



• Pipeline

• Presence in 27 out of top 30 Pharma company, 9 out of the top 10 Biotechs

• Procative enegangement with Customer at highest level

• Process Compliance

• Profitability

• Profitability

• Profitability

• Profitability

• profitability

• Profitability

• Profitability

• Profitability

• Profitability, Utilisation

• Project Mix

• Project Score

• Quality, time to market, customer satisfaction

• Reach 1 Billion Mark

• Recognized as a leader by various agencies.

• Reduce capex, improve utilization

• Reduce demand, opex

• Reduction in Delivery Issues

• Reengineer customer business with new mobile technology helping the pharma sales

• Reporting and Analytics

• Revenue

• Revenue

• Revenue

• Revenue

• Revenue

• Revenue

• Revenue

• revenue

• Revenue

• revenue #s and customer profitability

• Revenue impact, brand impact

• Revenues from Other Geographies, Horizon 2 & 3

• Rewarding and Recognition of the employeess

• Rewards & Recognizition

• Service offerings

• SPAN



• Span

• Sponsorship of the PV sliver

• Stay close to the customer to know his business needs

• Stay tuned with business

• Streamline Innovation process

• Strengthen Relationship team

• Support customer in terms of implementing new business products

• Targets against actuals

• Top line

• Top line

• top line growth

• Topline

• Topline

• Topline revenue growth

• Transperancy in planning and execution

• Using EBA and other platforms to invest effectively in asset creation

• Utilization

• Utilization

• Vertical revenue as % of overall Cognizant revenue

• Weekly checkpoints, active assistance and intervention in meeting our targets

• Win Ration in RFP

• Winning the Market

• Work towards 2015 strategy using LeadS initiative

• Workforce development - Motivation & satisfaction via Knowledge , Opportunities - Measured by BES scoreand Attrition



Question 27: Open ResponsePlease comment on what (my unit) could do better to achieve its most important goals.


Responses•

•

• - Leveraging the right resource for the right work. - working closely with the team especially on the nextlevel leaders in bringing improvements.

• -Improve on internal communication & also timely recognise and reward performance.

• 1)Spread awareness regarding the LS goals. 2) Educate how each and every member of LS contribute tothese goals 3) Map the LS goals to the individual goals 4) Provide guidance on how they can acheive thegoals

• 1. Combined sessions to be done for review of onsiteoffshore management on BU goals. 2. Many of theinitiative we do at offhore we need to have efficient model to take it to client and engaging them.

• 1. Have a bi-weekly review call to focus on key goals and its performance. 2. Invest on the resources indeveloping their technical and leadership skills. 3. Build multi-skilled resource pool that can be leveragedacross projects. 4. Have a long-term plan for resource and make it clear to the resources.

• 1. Improve motivation of SM+ associates; 2. There can be a more open communication; 3. Crossinteraction of teams and its leads

• 1. No Clear communications on the goals and its measures are communicated at all levels. 2. The goals are not converted to actions or tasks level at project levels. 3. There is no participation sought from lower manager levels to seek their feedback.4. Vertical - Horizontal conflicts are not properly handled at senior management levels. 5. Senior management is not involving fully when conflicts arise between onsite & offshore or client &offshore.6. Senior management should meet the project level teams often to get their feedback andinvolve/cascade the account level strategies.7. Once the project is completed, no proper care / interest / guidance is shown to help the resources toget into new opportunities.

• a) Be Proactive b) Build Relationships with Customer, Horizontals c) Focus on delivering value tocustomers

• Align more thoughts for new business with new accounts similar to AZ

• Better alignment of people

• Better collaboration with internal stakeholders - SBUs, Practices. Requires to be more customer facing.Demonstrate strong thought leadership, provide strategic direction.

• Blended Management Council meetings to evaluate new opportunities

• Build more trust with associates and enhance rewarding system.

• Clear and concise communication of the goals to the team, also enabling the team to understand howtheir role fits in, and contributes towards the SBU golas.

• Clear communication of Goals through newsletters and not town halls. Rewards and Recognitions for truely



deserving people who dont get nominated

• Clearer articulation, higher engagement with AM/CPs

• Communicate frequently and clearly

• Communicate goals and measures with regular synch up meetings. Provide rewards to people who hasexcelled in achieving the goals.

• Communicate the overall goals clearly and help associates defining their own goals with respect to that.

• Communication on a regular basis. Interaction with other peers within the team

• cordination, collaborate, bring parties together

• Delivery focus

• empowerment and appropriate Role definition, lessen ambiguities , process based approach for roles,Comprehnsive Non localized approach

• Empowerment to people

• Enable the right people to do their jobs without impediments caused due to organization structure andother administrative / political reasons.

• establish people connect.

• Focus and work towards the common goal rather than individual goals. On occassions, individual priorities& goals take precedence over common goals. Need to shed off the selfish attitude, one's own agenda andwork towards a broader perspective. Favourtisim cannot be eliminated, but should be avoided. Importanceshould be given to achieved measures rather than visibility. Rewards & Recognitions should be based onachievements and not based on the visibility of the individual.

• Goals of every associate to be aligned to the SBU's goals. The tracking should be visible,objective.

• Improve interactions with other SBUs. Believe and understand the talent in every person as we need toleverage their strengths. Clearly define goals for associates in the beginning of the year and provideopportunity to meet the goals. Eventhough customer statisfaction is the end goal, the starting pointshould be engaged employees.

• Increase the SME knowledge in the unit

• Increased focus on Processes and implement them across the board. Incorporate the Best practices andfocus on continous Domain knowledge improvement

• Inspire the teams to be best in class

• Invest more in undertsnading the customers business process and systems. Improve upon and build upondomain knowledge.

• Invest to build new innovative solutions

• keep looking for new clients and give more responsibility to resources. Keen on high performance adndelivery.

• Latest trends in industry like Mobility, Cloud Computing, Insights into Data Analytics and Domain trendscan be organized as trainings for Managers+ to get better hold on Industry and trends

• Leadership team connect with associate should increase to convey the goals and priorities.

• Leverage best practices from other verticals (Delivery, BD). Expand footprint outside of US/UK.

• Making a plan and sticking to it. Finer modifications are ok, complete reorganization at frequent levelshould be avoided.

• More communication channels need to be developed to involve Senior Managers and Managers

• more communication on where as an SBU we have challenges and how other can help.

• More effective communication, better role clarity for individuals especially for M+ roles

• More synergy within the team.



• Need friendly environment than commanding environment. Focus on work life balance

• Need to focus more on create world class Life Sciences solutions enabling Cognizant to partner with LScustomers. Today it is more of an AVM sweta shop. Life Sciences vertical must innovate and reincarnateitself a bit different given the fact that Life Sciences industry is going thru very difficult times. Toughtimes call for innovation and strong leadership

• Need to have regular Town Hall meetings to emphasize the SBU 5 goals and achievement

• None that I can identify at this moment

• Nothing. I feel this SBU is on right track due to its unique structure created by Shridhar. There may beunbilled roles, but in long run these would return on its investment.

• People motivation is down as there is very little connect with the leadership level. Not much informationflow from Archana at our level. People have been unfairly treated in recent past.

• Provide Time and Support to the Team to achieve its goals

• Providing Near term, Mid term and Long term plans for the growth of this BU and focus closely on keystrategic initiatives

• Rewards and compensation

• Rigor from start....

• Role clarity for each associate at all levels. Each associate should be knowing about their jobresponsibilities and their evaluation parameters. There should not be frequent change ofrole/responsibility just because the business warrants. This is very critical to keep up the morale of theassociates and as well as contribute effectively.

• Roles & Resposibilities for various roles like PROJECT MANAGER, DELIVERY MANAGER, DELIVERYPARTNER,GLOBAL DP ,PROGRAM MANAGER,PROGRAM DIRECTOR , OPERATIONAL PROJECT MANAGER ,ACCOUNT MANAGER ,CLIENT PARTNER should be clear and documented.performance measures needs to becommunicated & tracked.Required designation/authority should be provided and communicated to allstakeholders.

• Sharing of information and group meetings

• Sr.Management presence and interaction can be improved

• Streamline Operations under central team rather than only follow-up mail.

• The current way of interactions with the team is good. We would like to continue doing the same

• There is no KRA that is assinged to me till now, so it will surely help that people are assinged clear targetsand they will in turn help with SBU3's goals

• Training & Development, Accountability of onsite account teams

• Visibility and Planning



Custom QuestionsQuestion 28BU Delivery structure is well organized to achieve the top-line and bottom-line goals:-

a. Strongly agree

b. Agree

c. Disagree

d. Strongly disagree


a 16%

b 69%

c 15%

d 1%

0% 50% 100%

© 2012 FranklinCovey Custom Questions 49


Question 29Collaboration between vertical and horizontal is where it needs to be for delivering success:-

a. Strongly agree

b. Agree

c. Disagree



a 31%

b 50%

c 16%

d 3%

0% 50% 100%



Question 30We are proactively measuring delivery risks on all initiatives to avoid major escalations:-

a. Strongly agree

b. Agree

c. Disagree



a 20%

b 63%

c 17%

d 0%

0% 50% 100%



Question 31We have the next generation of leaders (onsite and offshore) in the team to help us grow our top-lineand bottom-line:-

a. Strongly agree

b. Agree

c. Disagree



a 17%

b 56%

c 24%

d 3%

0% 50% 100%



Position and Unit Structure Key

Positions:

VP (VP)

AVP (AVP)

Sr. Director (Sr.Dire)

Director (Director)

Associate Director (Ass.Dir)

Sr. Manager (Sr.Mana)

Manager (Manager)

Unit Structure:

Cognizant Life Sciences Vertical

LS INTERNAL (LS)

SBU 1 (Sreedhar N) (SBU1)

SBU 2 (Shridhar K) (SBU2)

SBU 3 (Ashok J) (SBU3)

SBU 4 (Srini R) (SBU4)

SBU 5 (Archana R) (SBU5)

© 2012 FranklinCovey Position and Unit Structure Key 53


Summary Table (by Position)CTS-LS Director Ass.Dir Sr.Mana Manager

Number of Respondents: 115 10 27 33 43

xQ Score: 55 60 61 57 48

CLARITY 55 59 62 56 49

INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 52 56 56 47

ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 54 59 50 [39]

TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 70 71 62 61

COMMITMENT 56 58 64 58 50

TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 [40] 53 50 43

INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 66 67 57 47

INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 68 72 66 60

TRANSLATION INTO ACTION 53 57 59 57 47

ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 54 61 58 45

TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 46 61 54 47

INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 62 58 59 44

INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 67 54 59 51

ENABLING 58 67 65 59 53

TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 64 67 58 49

ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 60 55 55 49

ORG. SUPPORT: Active support for work-team goals (Q18) 65 78 71 64 60

SYNERGY 50 53 56 54 43

TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 60 62 64 51

TEAM TRUST: A safe, win-win work environment (Q5) 50 56 56 49 46

ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] 46 44 45 [34]

ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 50 59 56 43

ACCOUNTABILITY 57 71 64 59 47

TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 88 70 68 60

TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 56 59 49 [36]

INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 70 64 59 47

Scoring Key Green Bold: High xQ Scores—100-75 Based on U.S. Top 15% Black: Medium xQ Scores—74-41[Red:] Low xQ Scores—40-0 Based on U.S. Bottom 40%

All columns were not included in this report due to insufficient data (a minimum of four).

© 2012 FranklinCovey Summary Tables 54


Summary Table (by Unit)CTS-LS LS SBU1 SBU2 SBU3 SBU4 SBU5

Number of Respondents: 115 23 12 14 17 23 26

xQ Score: 55 57 50 46 51 60 57

CLARITY 55 57 54 48 52 60 57

INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 58 52 41 [40] 63 55

ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 47 50 [39] 51 51 51

TEAM FOCUS: Diligent work-team focus on top goals (Q19) 65 65 60 64 66 65 65

COMMITMENT 56 58 54 51 49 64 56

TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 53 48 [39] 41 50 48

INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 61 48 47 49 67 55

INDIVIDUAL COMMITMENT: People committed to unit direction (Q17) 65 60 65 69 56 75 65

TRANSLATION INTO ACTION 53 58 52 45 47 56 56

ORG. LINE OF SIGHT: All workers focused on organizational goals (Q1) 54 53 58 46 51 57 55

TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 63 42 [36] 53 60 50

INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 62 47 44 45 56 56

INDIVIDUAL TIME ALLOCATION: Time spent executing top goals (Q21) 55 57 63 53 41 53 62

ENABLING 58 56 51 52 58 65 61

TEAM EMPOWERMENT: Adequate resources and freedom to do the job (Q6) 57 59 45 51 53 65 59

ORG. PERFORMANCE IMPROVEMENT: Systematic approach to improvement (Q16) 53 50 48 44 58 58 54

ORG. SUPPORT: Active support for work-team goals (Q18) 65 60 58 61 65 73 70

SYNERGY 50 53 43 42 49 57 51

TEAM COMMUNICATION: Mutual understanding and creative dialogue (Q4) 59 65 55 50 60 63 55

TEAM TRUST: A safe, win-win work environment (Q5) 50 58 [40] [39] 47 59 48

ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] 42 [33] [34] [34] 47 44

ORG. TRUSTWORTHINESS: Organizational values and commitments honored (Q15) 52 46 42 46 54 57 58

ACCOUNTABILITY 57 63 49 [40] 55 63 60

TEAM ACCOUNTABILITY: Commitments honored among team members (Q7) 67 76 60 49 61 72 72

TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 50 [38] [27] 42 59 53

INDIVIDUAL ACCOUNTABILITY: Individual initiative and responsibility for results (Q12) 56 62 48 46 62 59 55





Summary Table (by Question 3)CTS-LS Chen Bang Mum Pune Kolk


xQ Score: 55 55 57 53 51 51 49

CLARITY 55 55 56 55 55 53 55

INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 53 57 49 49 47 [40]

ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 49 48 53 50 41 56


COMMITMENT 56 56 59 49 49 56 48

TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 47 49 [33] [37] 54 [36]

INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 56 60 51 54 50 [40]




TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 52 55 47 41 51 44

INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 53 57 44 49 51 [32]


ENABLING 58 58 60 56 56 53 59




SYNERGY 50 50 53 53 49 41 44


TEAM TRUST: A safe, win-win work environment (Q5) 50 50 54 53 47 [37] [36]

ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] [40] 43 [29] [40] [36] [40]


ACCOUNTABILITY 57 57 61 58 49 49 47


TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 47 51 53 [33] [39] [40]






Summary Table (by Question 4)CTS-LS L12 M 13-36 M 37-60 M 61-120 M G121 M


xQ Score: 55 55 57 50 52 57 59

CLARITY 55 55 58 52 55 55 61

INDIVIDUAL GOALS: Clear, measurable, deadline-driven work goals (Q9) 53 53 59 50 51 54 49

ORG. DIRECTION: Organizational strategy and goals precisely understood (Q13) 49 49 50 42 49 47 63


COMMITMENT 56 56 56 51 52 61 57

TEAM GOALS—QUALITY: Clear, measurable team goals (Q2) 47 47 46 43 45 54 42

INDIVIDUAL ENGAGEMENT: Individuals valued and motivated (Q10) 56 56 60 48 49 61 63




TEAM PLANNING: Clear, correlated assignments and follow-through (Q3) 52 52 57 43 48 56 57

INDIVIDUAL PLANNING: Systematic approach to scheduling priorities (Q11) 53 53 62 50 [40] 56 54


ENABLING 58 58 60 54 54 61 64




SYNERGY 50 50 53 44 48 53 54


TEAM TRUST: A safe, win-win work environment (Q5) 50 50 53 43 48 53 52

ORG. COLLABORATION: Smooth, cross-functional work and communication (Q14) [40] [40] [40] [35] 46 41 42


ACCOUNTABILITY 57 57 60 53 54 58 62


TEAM MEASURES—QUALITY: Success measures tracked accurately and openly (Q8) 47 47 57 41 [38] 49 54





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