TheMaxwellLeadershipAssessment-ERWINDAVEDAHAOP1

The Maxwell Leadership Assessment

Prepared for
ERWIN DAVE DAHAO

04/07/2017
Visit us at www.johnmaxwell.com
or call 800-333-6506

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INTRODUCTION
Congratulations on completing The Maxwell Leadership Assessment powered by RightPath. This
report is designed to provide valuable feedback that can have a positive impact on your leadership
development, personal growth, and journey to become a highly effective 360-degree leader. The
objective data in this report is related to how others are experiencing your influence in the five levels
of leadership including Position, Permission, Production, People Development, and Pinnacle which all
measure your overall leadership effectiveness. This report provides both metrics and written
feedback about how you lead and develop others

Read all the headers carefully. The information below and in the headers for each section will help
you gain the maximum from your report. We encourage you to study it carefully from beginning to
end without skipping over the explanations.

Be open to feedback. Your attitude toward the information in the report is crucial to how you receive
and use it. You will have some elements of very positive feedback; consider how you can continue to
build on these strengths. Also, you will likely have some constructive feedback in your report.

Remember, constructive feedback always stings. Our egos tend to be sensitive and even the
slightest criticism can hurt. Expect the sting and remember it's normal. Avoid being defensive by
recognizing there are no perfect leaders. However, great leaders are the ones who are secure
enough to be open to feedback and willing to accept and use it for self-improvement. Consider both
the positive feedback and the constructive feedback in balance. Then move ahead to the productive
response of valuing these insights as helpful to your development process.

REPORT FORMAT
Section 1: CATEGORY SCORES provide a summary of your feedback in the areas of Position,
Permission, Production, People Development, and Pinnacle (Self and Others).

Section 2: Written Comments provided by your raters are listed in unedited form.

Section 3: Reflection and Analysis offers help as you evaluate your feedback.

Section 4: Leadership Attributes Summary at the end of the report lists all items ranked from
highest to lowest based on Overall Average score.

RATERS
Note: 0 of 0 of your selected raters participated in this assessment for you. The raters, by
category, were as follows:
- 0 of 0 Direct Reports
- 0 of 0 Manager-Direct Line
- 0 of 0 Peer/Associates
- 0 of 0 Others

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1a. POSITION (Overall Average 0.0) This is the first level of leadership where people follow you because
they have to because of the position you hold. You serve in your position because of the promise you have
shown as a leader. Others are watching you in this level to see if the walk matches the talk. The items below
provide feedback on how you are perceived relating to areas like trustworthiness and commitment to the team,
as well as how you are viewed as a role model. The scores in this level provide a reflection of how others view
your attitude towards them individually and as a team.
POSITION SCORES *

Overall Average 0.0

Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 6.0

POSITION Overall Avg Direct Reports Manager Peer Others Self

A good role model. 0.0 0.0 0.0 0.0 0.0 5.0
Demonstrates courage to do the right thing. 0.0 0.0 0.0 0.0 0.0 7.0
Keeps his/her word. 0.0 0.0 0.0 0.0 0.0 6.0
Recognizes and acknowledges his/her weaknesses. 0.0 0.0 0.0 0.0 0.0 6.0
Supports team goals over personal agenda. 0.0 0.0 0.0 0.0 0.0 5.0
Willing to trust others. 0.0 0.0 0.0 0.0 0.0 5.0
Demonstrates humility. 0.0 0.0 0.0 0.0 0.0 6.0
Demonstrates loyalty to the organization. 0.0 0.0 0.0 0.0 0.0 5.0
Authentic, willing to be transparent. 0.0 0.0 0.0 0.0 0.0 7.0
Walk matches talk. 0.0 0.0 0.0 0.0 0.0 6.0
Shares knowledge and information. 0.0 0.0 0.0 0.0 0.0 7.0
Treats others fairly. 0.0 0.0 0.0 0.0 0.0 7.0

1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree

* Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by
name and score. The bottom line is your self-rating.
** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average.

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1b. PERMISSION (Overall Average 0.0) At this level of leadership, people follow you because they have
given you permission to develop a relationship with them. Great leaders inspire and motivate other leaders to
perform with excellence. In order to motivate and produce the best results, a leader takes a genuine interest in
others. Great leaders train, coach, mentor, encourage and empower! The scores in this level reflect your
relationship competencies as part of your core leadership attributes.
PERMISSION SCORES *

Overall Average 0.0

Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 6.5

PERMISSION ** Overall Avg Direct Reports Manager Peer Others Self

Takes time to coach and develop others. 0.0 0.0 0.0 0.0 0.0 6.0
Treats people with respect. 0.0 0.0 0.0 0.0 0.0 7.0
Good listener, seeks to understand. 0.0 0.0 0.0 0.0 0.0 6.0
Supportive of others. 0.0 0.0 0.0 0.0 0.0 7.0
Cares about others. 0.0 0.0 0.0 0.0 0.0 7.0
Respects peoples' differences. 0.0 0.0 0.0 0.0 0.0 7.0
Builds relationships with peers. 0.0 0.0 0.0 0.0 0.0 7.0
Allows people to do their jobs without micromanaging. 0.0 0.0 0.0 0.0 0.0 6.0
Motivates and inspires others. 0.0 0.0 0.0 0.0 0.0 6.0
Helps others adapt to change. 0.0 0.0 0.0 0.0 0.0 6.0
Builds strong relationships with internal and external
0.0 0.0 0.0 0.0 0.0 6.0
customers.
Approachable. 0.0 0.0 0.0 0.0 0.0 7.0
Recognizes and encourages talents in others. 0.0 0.0 0.0 0.0 0.0 7.0
Gives ongoing feedback. 0.0 0.0 0.0 0.0 0.0 6.0

1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree

* Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by
name and score. The bottom line is your self-rating.
** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average.

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1c. PRODUCTION (Overall Average 0.0) The third level of leadership is about getting results with a team.
Every organization, and therefore every leader, must achieve results in order to grow and expand.
Results-oriented behaviors include setting the vision, thinking strategically, making decisions and initiating
action to achieve that vision. Producing results in the production level means casting the vision and holding
others accountable. In this level, people follow you because of what you've done for the organization.
PRODUCTION SCORES *

Overall Average 0.0

Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 6.2

PRODUCTION** Overall Avg Direct Reports Manager Peer Others Self

Competitive, wants to be the best. 0.0 0.0 0.0 0.0 0.0 7.0
Prioritizes to meet key objectives. 0.0 0.0 0.0 0.0 0.0 5.0
Decisive. 0.0 0.0 0.0 0.0 0.0 6.0
Demonstrates good business skills. 0.0 0.0 0.0 0.0 0.0 6.0
Visionary, has strategic focus. 0.0 0.0 0.0 0.0 0.0 7.0
Sets/enforces high standards. 0.0 0.0 0.0 0.0 0.0 7.0
Takes action, initiates, proactive. 0.0 0.0 0.0 0.0 0.0 6.0
Clearly communicates expectations. 0.0 0.0 0.0 0.0 0.0 6.0
Defines and sets clear goals. 0.0 0.0 0.0 0.0 0.0 6.0
Holds people accountable for performance. 0.0 0.0 0.0 0.0 0.0 6.0
Knowledgeable in career field. 0.0 0.0 0.0 0.0 0.0 6.0
Innovative problem solver. 0.0 0.0 0.0 0.0 0.0 7.0
Organized and well prepared. 0.0 0.0 0.0 0.0 0.0 5.0
Uses objective analysis in planning. 0.0 0.0 0.0 0.0 0.0 7.0

1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree

* Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by
name and score. The bottom line is your self-rating.
** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average.

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1d. PEOPLE DEVELOPMENT (Overall Average 0.0) Great leaders embrace developing others both
personally and professionally. Highly effective leaders realize that time invested in developing others has an
immeasurable impact on leading organizational success and employee satisfaction. Using the other levels of
leadership (Position, Permission and Production) together helps leaders effectively develop others. At this level
of leadership, you use your experience and knowledge to reproduce your own skills in the lives of others. When
you do this, people follow you because of what you've done for them.
PEOPLE DEVELOPMENT SCORES *

Overall Average 0.0

Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 6.1

Overall Direct
PEOPLE DEVELOPMENT Manager Peer Others Self Category
Avg Reports
A good role model. 0.0 0.0 0.0 0.0 0.0 5.0 Position
Takes time to coach and develop others. 0.0 0.0 0.0 0.0 0.0 6.0 Permission
Supportive of others. 0.0 0.0 0.0 0.0 0.0 7.0 Permission
Allows people to do their jobs without micromanaging. 0.0 0.0 0.0 0.0 0.0 6.0 Permission
Motivates and inspires others. 0.0 0.0 0.0 0.0 0.0 6.0 Permission
Helps others adapt to change. 0.0 0.0 0.0 0.0 0.0 6.0 Permission
Clearly communicates expectations. 0.0 0.0 0.0 0.0 0.0 6.0 Production
Seeks to discover what is important to others. 0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O
Holds people accountable for performance. 0.0 0.0 0.0 0.0 0.0 6.0 Production
Recognizes and encourages talents in others. 0.0 0.0 0.0 0.0 0.0 7.0 Permission
Recognizes when others are discouraged. 0.0 0.0 0.0 0.0 0.0 7.0 Pinnacle-O
Responds appropriately when others need help. 0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O
Gives difficult feedback in a way that communicates
0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O
a genuine concern for the individual.
Celebrates and rewards accomplishments of others
0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O
in an appropriate manner.
Gives ongoing feedback. 0.0 0.0 0.0 0.0 0.0 6.0 Permission
Sets appropriate boundaries with others by
0.0 0.0 0.0 0.0 0.0 5.0 Pinnacle-O
respectfully explaining what is and is not acceptable.
Helps others learn positive lessons from their
0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O
mistakes.

1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree

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1e. PINNACLE (Overall Average 0.0) At this level of leadership, you have helped many other leaders over
a long period of time that you have earned the respect of people who follow you because of what you
represent. The results in this level represent your awareness of your emotions yours and others and the
appropriateness of your response to them. The scores in this category reflect the amount of respect you receive
and give to others (and may also be referred to as emotional intelligence). The graph below shows your Overall
Pinaccle scores.
PINNACLE SCORES *

Overall Average0.0
Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 5.9
Your scores are further divided into Pinnacle-Self (Pinnacle-S)and Pinnacle-Others (Pinnacle-O) for the items
which relate specifically to how you manage your emotions and how you interact with others.

PINNACLE-SELF
Overall Average 0.0
Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 5.9

PINNACLE-OTHERS
Overall Average 0.0
Direct Reports 0.0
Manager 0.0
Peer 0.0
Others 0.0
Self 5.9
* Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by
name and score. The bottom line is your self-rating.

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Overall Direct
Pinnacle-Self ** Manager Peer Others Self
Avg Reports
Exhibits an ability to learn from his/her mistakes. 0.0 0.0 0.0 0.0 0.0 6.0
Allows others to be open about their frustrations without
0.0 0.0 0.0 0.0 0.0 6.0
becoming defensive.
Listens openly to others' feedback about his/her performance. 0.0 0.0 0.0 0.0 0.0 6.0
Seeks counsel from several sources in order to get other
0.0 0.0 0.0 0.0 0.0 6.0
perspectives on his/her creative ideas.
Displays a confident but non-threatening nature. 0.0 0.0 0.0 0.0 0.0 6.0
Takes responsibility rather than blaming others when things are
0.0 0.0 0.0 0.0 0.0 6.0
not going well.
Seeks confirming evidence before making judgments about others. 0.0 0.0 0.0 0.0 0.0 6.0
Forgives others when he/she is wronged. 0.0 0.0 0.0 0.0 0.0 5.0
Sets boundaries for self by not getting inappropriately involved in
0.0 0.0 0.0 0.0 0.0 6.0
the affairs of others.
Admits when he/she is angry. 0.0 0.0 0.0 0.0 0.0 6.0
Promotes his/her agenda without manipulating others. 0.0 0.0 0.0 0.0 0.0 6.0
Maintains a positive attitude. 0.0 0.0 0.0 0.0 0.0 6.0

Overall Direct
Pinnacle-Others** Manager Peer Others Self
Avg Reports
Pays attention to others' feelings. 0.0 0.0 0.0 0.0 0.0 7.0
Seeks to discover what is important to others. 0.0 0.0 0.0 0.0 0.0 6.0
Recognizes when others are discouraged. 0.0 0.0 0.0 0.0 0.0 7.0
Avoids trivializing the feelings of others. 0.0 0.0 0.0 0.0 0.0 4.0
Responds appropriately when others need help. 0.0 0.0 0.0 0.0 0.0 6.0
Gives difficult feedback in a way that communicates a genuine
0.0 0.0 0.0 0.0 0.0 6.0
concern for the individual.
Celebrates and rewards accomplishments of others in an
0.0 0.0 0.0 0.0 0.0 6.0
appropriate manner.
Treats others who challenge him/her with respect. 0.0 0.0 0.0 0.0 0.0 6.0
Acknowledges how others feel without immediately trying to
0.0 0.0 0.0 0.0 0.0 6.0
change their feelings.
Sets appropriate boundaries with others by respectfully explaining
0.0 0.0 0.0 0.0 0.0 5.0
what is and is not acceptable.
Helps others learn positive lessons from their mistakes. 0.0 0.0 0.0 0.0 0.0 6.0
Trusts others without being nave. 0.0 0.0 0.0 0.0 0.0 6.0

1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree

** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average.

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2. WRITTEN COMMENTS
What are this person's greatest strengths when it comes to relating to and leading
others?
- He knows how to handle his emotions. He is very patient and understanding. At
times, his personal pleasure is sacrificed because he seeks the interest of others first
before his own interest. He is very approachable and knows how to handle other
peoples' emotions.
What are this person's greatest struggles when it comes to relating to and leading
others?
- Sometimes, he tend to be shy in dealing with people first hand. When he is not
obligated to do a thing, he avoids the thing.
What are this person's strengths and struggles in relation to People Development?
(Any other comments you wish to make can be put in this section also.)

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3. REFLECTION AND ANALYSIS

a) Refer to your Average Score for each category on Pages 2-6 of the report. Mark your score
beside each category below. Write highest beside the highest score and lowest beside
the lowest.

Production _______________

Permission _______________

Pinnacle _______________

Position _______________

People Development _______________

b) What surprised you about these ________________________________________________________________

scores?
_________________________________________________________________________________________________________________

c) What encouraged you about ________________________________________________________________

these scores?
_________________________________________________________________________________________________________________

Examine your Written Comments (Section #2 of this report).

Which comments confirmed the feedback you received from your scores?
_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

_________________________________________________________________________________________________________________

Rater List:
DAHAO, ERWIN DAVE (Self)

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4. Leadership Attributes Summary

Rank Item Category Average

1 A good role model. Position 0.0
2 Demonstrates courage to do the right thing. Position 0.0
3 Competitive, wants to be the best. Production 0.0
4 Keeps his/her word. Position 0.0
5 Exhibits an ability to learn from his/her mistakes. Pinnacle-S 0.0
6 Recognizes and acknowledges his/her weaknesses. Position 0.0
7 Takes time to coach and develop others. Permission 0.0
8 Supports team goals over personal agenda. Position 0.0
9 Willing to trust others. Position 0.0
10 Demonstrates humility. Position 0.0
11 Prioritizes to meet key objectives. Production 0.0
12 Demonstrates loyalty to the organization. Position 0.0
13 Treats people with respect. Permission 0.0
14 Good listener, seeks to understand. Permission 0.0
15 Decisive. Production 0.0
16 Supportive of others. Permission 0.0
17 Cares about others. Permission 0.0
18 Demonstrates good business skills. Production 0.0
19 Authentic, willing to be transparent. Position 0.0
20 Respects peoples' differences. Permission 0.0
21 Builds relationships with peers. Permission 0.0
22 Allows people to do their jobs without micromanaging. Permission 0.0
23 Motivates and inspires others. Permission 0.0
24 Pays attention to others' feelings. Pinnacle-O 0.0
25 Helps others adapt to change. Permission 0.0
26 Builds strong relationships with internal and external customers. Permission 0.0
27 Visionary, has strategic focus. Production 0.0
28 Walk matches talk. Position 0.0
29 Approachable. Permission 0.0
30 Sets/enforces high standards. Production 0.0
31 Takes action, initiates, proactive. Production 0.0
32 Clearly communicates expectations. Production 0.0

* Purple represents items from the People Development section.

Leadership Attributes Summary (continued)

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Leadership Attributes Summary (continued)

Overall
Rank Item Category
Avg
33 Shares knowledge and information. Position 0.0
34 Defines and sets clear goals. Production 0.0
35 Seeks to discover what is important to others. Pinnacle-O 0.0
36 Holds people accountable for performance. Production 0.0
37 Knowledgeable in career field. Production 0.0
38 Recognizes and encourages talents in others. Permission 0.0
39 Innovative problem solver. Production 0.0
40 Recognizes when others are discouraged. Pinnacle-O 0.0
41 Treats others fairly. Position 0.0
42 Allows others to be open about their frustrations without becoming defensive. Pinnacle-S 0.0
43 Listens openly to others' feedback about his/her performance. Pinnacle-S 0.0
Seeks counsel from several sources in order to get other perspectives on
44 Pinnacle-S 0.0
his/her creative ideas.
45 Displays a confident but non-threatening nature. Pinnacle-S 0.0
46 Avoids trivializing the feelings of others. Pinnacle-O 0.0
47 Takes responsibility rather than blaming others when things are not going well. Pinnacle-S 0.0
48 Seeks confirming evidence before making judgments about others. Pinnacle-S 0.0
49 Forgives others when he/she is wronged. Pinnacle-S 0.0
Sets boundaries for self by not getting inappropriately involved in the affairs of
50 Pinnacle-S 0.0
others.
51 Admits when he/she is angry. Pinnacle-S 0.0
52 Promotes his/her agenda without manipulating others. Pinnacle-S 0.0
53 Responds appropriately when others need help. Pinnacle-O 0.0
54 Organized and well prepared. Production 0.0
Gives difficult feedback in a way that communicates a genuine concern for the
55 Pinnacle-O 0.0
individual.
56 Uses objective analysis in planning. Production 0.0
57 Celebrates and rewards accomplishments of others in an appropriate manner. Pinnacle-O 0.0
58 Gives ongoing feedback. Permission 0.0
59 Maintains a positive attitude. Pinnacle-S 0.0
60 Treats others who challenge him/her with respect. Pinnacle-O 0.0
Acknowledges how others feel without immediately trying to change their
61 Pinnacle-O 0.0
feelings.
Sets appropriate boundaries with others by respectfully explaining what is and
62 Pinnacle-O 0.0
is not acceptable.
63 Helps others learn positive lessons from their mistakes. Pinnacle-O 0.0
64 Trusts others without being nave. Pinnacle-O 0.0

* Purple represents items from the People Development section.

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