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Surveys and Reports

FELSí offers a comprehensive collection of 25 different potential surveys to measure the leadership performance of any member of any type of family operating company, family office, or foundation. These 25 surveys are comprised of topics pertaining to various capabilities of leadership with relevant questions reflecting the various constituencies connected to family enterprises, as shown in the grid below. The left side of the grid represents the type of family enterprise the person to be evaluated works for. The categories listed at the gridís top represent the role of the person to be evaluated, within the family enterprise. For instance, Survey I would be used for evaluating a next generation family member who has worked in the family operation company while Survey Q2 is for a non Family Board member or trustee in a family office.

The FELS Survey Library
  Family Member CEO Non-Family Member CEO Non-Family Member CEO w/ownership stake Family Member Working Family Member Non-Working Non-Family Member Working Non-Family Member Working w/ ownership Family Board member/Trustee Non-Family Board member/Trustee
Family Foundation A D   G J M   P P2
Family Office B E E2 H K N N2 Q Q2
Family Operating Company C F F2 I L O O2 R R2

Each survey is comprised of questions (items) related to each of the following 5 key leadership capabilities: Interpersonal Presence, Family, Organization, Industry & Community and Ownership and is further broken down in a series of sub-categories designed to help you answer the following questions:

  • How was the person being evaluated viewed as a current or future leader overall?
  • What do these ratings say about the person vis a vis leadership?
  • How does this person compare with others from other family enterprises who have completed this survey?
  • What are his/her areas of strength? Areas in need for further improvement?
  • What are this personís outstanding leadership capabilities?
  • How can we work with the person to improve functioning?
  • How did the individual rate him/herself in comparison to each of the evaluators?
  • How do these rating compare with the last ratings?
  • Which capabilities are viewed as essential/of the highest priority for the family enterprise?
The answers to these questions become apparent when reviewing your clear and concise reports and with the added benefit of having a knowledgeable FELS Advisor to help you analyze your findings.

Confidence Ratings
Each category of the survey begins with a confidence rating, in which the evaluator must say how confident they feel rating the individual for that specific category. The ratings range from Very Confident to Not Confident, where the results from a 'Not Confident' rating will be omitted for that category. This rating is a valuable asset as it demonstrates the evaluators ability to judge the individual being assessed for a specific category. It is also an important tool for organizational change, indicating how well the enterprise is doing in providing opportunities for the individual being assessed to demonstrate their leadership capabilities.

Click here to see a demo version of the survey:   Link to Demo

All FELS reports are made available online for easy access and in a printed bound report as an option as well. Each online report consists of a Feedback Report, Strengths & Development Needs Report(s), Importance Report(s), and Gap Report(s). Combined, these reports provide a comprehensive view of the individual by various stakeholders. In order to emphasize paramount issues, weighting options such as ratings weighted by stakeholder groups are available for an additional cost.

Feedback Report
The Feedback Report shows a rating of a personís leadership capabilities as provided by a rating group(s). It allows for the person being evaluated to gain a sense of what various evaluators rated him/her on each item as well as overall for the five key capabilities: Interpersonal Presence, Organization, Family, Industry & Community, and Ownership.

As an example, for a sample report consisting of a Family Member CEO, 11 Family Members Working, 7 Non-family Members Working and the Individual being rated for a Family Office, the report would show the number of evaluators in each group, their average ratings, and the overall variation in responses, showing how the person being evaluated was rated by each evaluator group for each item and overall category.

Strengths & Development Needs Reports
These reports are a composite representation of the personís strengths and development needs as rated by various stakeholder groups. At a glance, the family enterprise member can easily see where their strengths and weaknesses lie. Ratings in these reports carry a value from 1 (low) to 5 (high) where strengths are defined by a rating above 3.0 and a rating below 3.0 indicates a developmental need.

This report is shown in two ways:

-By Category: Gain an overall sense of which categories (Interpersonal Presence, Family, Organization, Industry & Community and Ownership) are strengths and which in need of improvement for the person being evaluated. This graph is further broken down in the next report.

-By Sub-category: In this report, the top ten sub-categories where the person evaluated demonstrated the greatest strengths are listed in descending order. The top ten sub-categories where the person showed the greatest need for improvement are also listed in descending order. This report can be expanded to show all sub-categories or items for an additional charge.

Importance Report
What capabilities are viewed as important to the members of your family enterprise and to what degree are these capabilities viewed consistently by stakeholders is the purpose of this report. The Importance Report answers these questions by clearly showing how integral a role the various evaluator groups view each category and item vis a vis your specific family enterprise. This report is shown in two ways: Importance by Category and Importance by Sub-category.

-By Category: Gain an overall sense of which categories (Interpersonal Presence, Family, Organization, Industry & Community and Ownership) are viewed as most important by those family enterprise members who have participated in the assessment process. within your enterprise.

-By Sub-category:: In this report, the top ten sub-categories considered most important to the various evaluator groups are listed in descending order. The top ten sub-categories of least importance are also shown in descending order. This report can be expanded to show all sub-categories or items for an additional fee.

Gap Report: Ratings vs. Importance
The Gap Report elaborates on the developmental needs of the person being evaluated by not only showing how they were evaluated, but how important that category is to the evaluators. If the person being evaluated receives a high score in an unimportant area, they may be wasting their time focusing on something of little value to the company or conversely, if they receive a low score in a category rated highly, they need to work on improving this area. This report is an effective tool for planning and developing an action plan because the gap between the feedback rating and the importance rating clearly shows where change or effect is needed.

A gap of zero signifies an equality of importance and rating. A positive gap indicates an area where importance exceeded the ratings and a negative gap is indicative of an area in which the ratings exceeded importance. This report is shown 2 ways: By category and by Sub-category.

Executive Summary
An executive summary, explaining how to interpret the report and synthesizing the results is provided with the reports.

Coming Soon:  Reports On the FELSí Horizon

Evaluator Variation Reports
  • Ratings: This report will show any discrepancies amongst the various evaluating groups concerning the personís capabilities. It will show the top ten items in which the variation amongst the various evaluator groups was greatest allowing for easy comparisons. For instance, regarding Financial Management, the person being evaluatedís rating might be a 3.5 (showing it a strength area) but perhaps while a family member CEO felt the person displayed a 3.9 for financial management, and the working family members rated the person a 3.7, maybe the non-family members working rated the person a 2.9 (showing a developmental need). This report will help give the total picture vis a vis the ratings.

  • Importance: Is there a general consensus amongst the various evaluator groups regarding what the value of particular leadership capabilities for your enterprise or do different groups have various opinions? This report will show any discrepancies amongst the various evaluating groups concerning the importance ratings. It will show the top ten items in which the variation amongst the various evaluator groups regarding importance was greatest allowing for easy comparisons.
Leadership Index Report:   In addition to the capabilities defined in the categories of the FELS, family enterprises will also have the ability to select additional capabilities of special interest and/or importance to a leader's success in their family enterprise. FELS will derive a Leadership Index Report correlating responses throughout the survey to these capabilities. For example, in times of immense change, the ability to inspire broad based support, or during hard times to exhibit empathy, might be of timely importance to a family enterprise. This report will enable a family enterprises to focus their leaders' efforts and provide flexibility over time.

Benchmarking Data: How does your employee/leader stack up to other family members? Our benchmarking data will allow you to easily compare and contrast how your employees compare to employees in similar enterprises.

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