Up-line: — Not receivedOut-line: 0 raters (suppressed)Down-line: 0 raters (suppressed)
Executive Summary
LEI (Self)
80.1
High Effectiveness (Band 5)
LEI (360)
—
Insufficient rater data
Leadership Footing
Q1 — Grounded Footing
LEL-c (Self)
161
Mature (Band 5)
LIT-c (Self)
41
Emerging Risk
Change Readiness
10000
Rich's self-assessment places him in the High Effectiveness band, reflecting a genuinely strong sense of his own leadership capability and impact. At this stage, however, the 360 picture is incomplete — no rater responses have been submitted, which means the comparative analysis this instrument is designed to produce cannot yet run. Until rater data is collected, we are working with one side of the conversation: Rich's view of Rich. That is a meaningful starting point, but the real developmental value of this process lives in the space between how a leader sees themselves and how the people around them experience their leadership.
Rich's self-scores place him in Q1 — Grounded Footing, the quadrant that reflects high leadership intent paired with strong mechanical execution. Leaders who land here tend to lead with both purpose and skill — they know why they lead and they have developed the practices to back it up. Without rater input, we cannot yet confirm whether the people Rich leads experience that same groundedness, but his self-perception suggests a stable and intentional foundation to build from.
The most important next step in this process is straightforward: get rater responses in. Rich's Change Readiness score is at the ceiling — he is primed and willing to grow — and that energy deserves to be met with real data. Once raters complete their assessments, the gap analysis will surface the specific dimensions where Rich's self-perception and others' experience align or diverge, giving both Rich and his coach precise, actionable territory to work in.
Score Reference Key
LEI — Leadership Effectiveness Index
Composite score combining enrichment behaviors and impairment tendencies into a single effectiveness rating. LEI = (LEL-c ÷ 170) × 100 − (LIT-c ÷ 140) × 50
Score
Band
< 0
Band 1 — Negative Effectiveness
0–24
Band 2 — Marginal Effectiveness
25–49
Band 3 — Developing Effectiveness
50–69
Band 4 — Solid Effectiveness
70–84
Band 5 — High Effectiveness
85+
Band 6 — Exemplary Effectiveness
LEL-c — Leadership Enrichment Level
Composite of 17 enrichment items across Sections A1–A4. Reflects the degree to which a leader demonstrates growth-promoting behaviors. Higher = stronger enrichment foundation.
Composite of 14 impairment items across Sections B1–B4. Reflects the presence of behaviors that undermine leadership effectiveness. Higher = greater impairment risk. Lower is better.
Multiplicative product of D1 items: Dissatisfaction × Vision × First Steps × Belief. Low score on any single factor constrains overall readiness. Score range: 1–10,000.
<100: Not Ready100–999: Conditionally Ready1,000–4,999: Approaching Ready5,000–7,999: Ready8,000+: Highly Ready
Leadership Cycle Model — Where You Are in the Journey
The LEAD 360 framework is grounded in two interlocking cycles: the LIFE-cycle (Leadership Enrichment) and the TERM-cycle (Leadership Impairment). Your LEL-c and LIT-c scores indicate where you are currently operating in each cycle. Use this as a developmental compass — not a verdict.
Breaking free from Unconscious Incompetence into Conscious Incompetence — knowing what we don't know and generating the potential to grow.
I
Internal Locus of Control
Acceptance & Change
Accepting what is and isn't working and releasing the energy for worthwhile, carefully planned change.
F
Fulfillment
Action & Growth
Taking action on worthwhile change for the benefit of others, producing new capacity to grow.
E
ExcellenceYOUR POSITION
Achievement & Lead
Achievement in excellence produces excellence in achievement, expanding economies of scale, skill, and scope to lead others.
The LIFE-cycle moves from Learning (awareness) → Internal Locus (acceptance) → Fulfillment (action) → Excellence (achievement). Higher LEL-c scores reflect deeper embedding of this cycle.
Beginning to believe too much in own capabilities; self-centeredness increases and others are ignored or used.
E
Embracing a Lie
Abstraction – Limit
Articulate or intentional incompetence takes hold as the truth about actual leadership impact is suppressed.
R
Relational Suffering
Avarice – Control
Trouble appears in relationships; the impaired leader is the only one who doesn't see how restrictive their strategies have become.
M
Moment of Truth
Apathy – Grift
Indifference to others produces dissatisfaction with who one has become — either a doorway back to growth, or continued impairment.
The TERM-cycle describes impairment escalation: Temptation → Embracing a Lie → Relational Suffering → Moment of Truth. Lower LIT-c scores (and lower cycle engagement) are better.
Source: LIFE-cycle and TERM-cycle frameworks by Tyleum Group LLC — Leadership-as-a-Service. Proprietary and Confidential.
Leadership Footing Matrix
Self
Q4 — Motivated but Unequipped
Low enrichment + Low impairment. Not doing damage, but not yet at full capacity.
Q1 — Grounded Footing
High enrichment + Low impairment. Effective and sustainable leadership position.
Q3 — Footing Crisis
Low enrichment + High impairment. Both dimensions require simultaneous attention.
Q2 — Capable but Compromised
High enrichment + High impairment. Capability exists but is being undermined.
Your Results — What to Understand, Believe, and Do
Current Footing (Self): Q1 — Grounded Footing
Understand
Your enrichment behaviors are strong and your impairment tendencies are well-managed. Your self-assessment places you in the most effective leadership position within the Footing Matrix. The numbers confirm that the foundational behaviors of growth-oriented leadership are present and your impairment patterns are not significantly active.
Believe
This position is meaningful — and it is not permanent. Leaders in Q1 face their greatest risk during sustained pressure, organizational change, or complacency. Enrichment habits erode quietly. Impairment tendencies re-emerge under stress. Protecting this quadrant position requires deliberate attention, not passive maintenance.
Do
(1) Once rater responses are collected, your specific self-rater gap dimensions will appear in the table above — those will be your primary development focus. (2) Monitor your highest-scoring impairment dimensions as early-warning signals — these are where drift begins. (3) Ask one person who reports directly to you: "What is one thing I do that gets in your way?" Listen without defending.
Top Overconfidence Areas (self rates higher than raters)
Gap data unavailable — rater responses required for this section.
Top Blind Spots (raters observe more than self)
Gap data unavailable — rater responses required for this section.
Full Dimension Gap Scores
Code
Dimension
Self
360 Composite
Gap
Gap = Self Score − Rater Composite. Positive gap (orange) = self rates higher than raters. Negative gap (blue) = raters observe more than self reports.
Practitioner Debrief Notes
Opening Script
Rich, thanks for completing the LEAD 360. Before we dig in, I want to name something important up front: your raters haven't submitted their responses yet, so today we're working entirely from your self-assessment. That's still rich data — it tells us a lot about how you see yourself as a leader. And it sets a clear baseline we'll return to once rater data comes in.
Suggested Sequencing
1. ORIENT: Briefly explain the LEAD 360 structure — LEI, Footing, Change Readiness — so Rich understands what the scores mean before reacting to them.
2. SELF-LEI (80.06 / Band 5): Acknowledge the high self-rating without inflating it. Ask what behaviors Rich believes are driving that score. Listen for specificity vs. generality.
3. FOOTING — Q1 Grounded: Unpack what Q1 means (high Intent, sufficient Mechanics). Explore where Rich feels most grounded and where cracks might exist beneath the surface.
4. WITHIN-SELF PATTERN — B and C cluster contrast: Rich's A-domain scores (9.25–9.75) contrast sharply with B1–B3 (2.00–3.25) and C1/C3 (3.00/1.50). Surface this pattern without labeling it. Ask Rich what he notices.
5. CHANGE READINESS (10,000 / Highly Ready): Validate the score, then gently probe whether readiness is matched by current conditions, support structures, and realistic constraints.
6. NO RATER DATA: Name the gap directly. Explore any friction or hesitation around the rater process. End with a concrete action step for getting raters to complete.
Watch For
Overconfidence anchoring: Rich's Band 5 self-LEI and perfect Change Readiness score may reflect genuine strength or a blind spot. Watch for resistance when you introduce the B/C cluster contrast.
Explanation vs. insight: When surfacing low B and C scores, Rich may move quickly to explain them (context, role, circumstances). Gently redirect toward curiosity — 'What might others notice here?'
Rater avoidance signals: If Rich minimizes the missing rater data ('it's fine, I know what they'd say'), flag this as a data point itself. Accountability and self-awareness are core LEAD constructs.
Emotional flatness around C3 (1.50): This is the lowest self-score in the dataset. It may carry personal weight. Create space; don't rush past it.
Premature action planning: Rich's high Change Readiness may push him toward solutions before reflection is complete. Slow that down — insight before action.
Closing Framework
Close by anchoring two things: what Rich already trusts about himself (A-domain, Footing), and what the data is inviting him to look at more honestly (B/C cluster, missing rater voices). Assign one concrete next step — a rater follow-up deadline. Frame the incomplete 360 not as a problem but as an open door: 'The most useful part of this conversation is still ahead once your raters respond.'
Leadership Footing Matrix
FACILITATOR TOOL
Leader Self-Plot Exercise. Before sharing the data-driven results, present this blank chart to the leader and ask: "Based on how you have been leading lately, mark where you believe you currently sit." Then compare their self-plot to the scored position to surface insight and open dialogue.
Ask the leader to mark their position with an X before revealing scored results.
Q4 — Motivated but Unequipped
Low enrichment + Low impairment. Not doing damage, but not yet at full capacity.
Q1 — Grounded Footing
High enrichment + Low impairment. Effective and sustainable leadership position.
Q3 — Footing Crisis
Low enrichment + High impairment. Both dimensions require simultaneous attention.
Q2 — Capable but Compromised
High enrichment + High impairment. Capability exists but is being undermined.
Debrief dialogue prompts
Where did you mark yourself — and why there?
What would need to be true for you to move one quadrant toward Q1?
Which impairment tendencies feel most present for you right now?
What is one enrichment behavior you are proud of — and one you want to grow?
LEAD 360 — Tyleum Group Leadership-as-a-Service. Proprietary and Confidential.
Results are intended for coaching use only. Not for employment decisions.