CCChristopher
Cangelosi

Growth in practice

The feedback I’m putting to work.

For recruiters, business leaders, and future collaborators, I want to offer more than a list of strengths. Here is what my work and feedback show, where my intent and impact differ, and the habits I’m building next.

What people consistently notice

Several perspectives.
A fuller picture.

Clear communication

“He communicated clearly, was direct when he needed to be, and respected everyone’s opinions.”

Anonymous teammate
Radian 360°, Round 1 · September 19
Accountability

“This time he was more direct when something needed to get done and helped make sure everyone knew what they needed to do.”

Anonymous teammate
Radian 360°, Round 2 · October 3
Effort & preparation

“You always make sure meetings get scheduled, you put so much effort into your research and work, and you’re always prepared.”

Anonymous teammate
Radian 360°, Round 3 · October 17
01 / Core values

Dependability means helping
other people contribute.

My claim

I value following through and doing good work. My growth is learning to make that commitment strengthen everyone’s participation.

The evidence

In my Self-Perception Inventory, I rated helping others and improving society at 100/100, and social interaction and belonging at 95/100. In Brand Clarity, I selected conduct, competence, and dependability as the qualities I wanted to demonstrate.

Round 3 team feedback rated my meeting preparation 4.0/4.0 and the quality and timeliness of my deliverables 3.8/4.0. At the same time, an anonymous Professional Reputation Survey response challenged how I shared responsibility.

What it means for my approach

My commitment to quality is visible to others, but completing too much myself can work against my intention to support a team. That is the intention–impact gap I want to close. My individual reflection documents our shift toward agendas and individual preparation before meetings.

My next step: agree on clear owners and review dates, ask teammates how they want to approach their work, and use check-ins to support progress without taking over.

Read my individual reflection

Three rounds of teammate feedback

Strong effort. An unfinished leadership lesson.

My contribution to a positive team environment fell from 97.5 to 89.4 between Rounds 2 and 3. That keeps the analysis honest: a stronger presentation result can coexist with room to improve the team experience.

Anonymous teammate averages on 0–100 scales. Round 1: 5 responses. Round 2: 4. Round 3: 5. This is a small, changing respondent group, not a controlled measurement of growth.

View every feedback value and the source notes
Radian 360° teammate averages, Fall 2026
MeasureRound 1 · Sep 19Round 2 · Oct 3Round 3 · Oct 17
Quality of work (0–100)95.298.7592.6
Amount of effort (0–100)96.810093.2
Positive team environment (0–100)95.297.589.4
Preparation (0–4)4.03.754.0
Listening (0–4)3.84.03.6
Respect for different ideas (0–4)3.44.03.4

Sources: Radian, Chertudi FA26 360° Rounds 1–3. The 0–4 behavior scales are kept separate from the 0–100 expectation scales. The report dates label the rounds, rather than dates of specific behavioral changes.

02 / Communication style

I think in a structured way.
Others also see my energy.

My claim

My communication combines a preference for clear, practical reasoning with a more outwardly expressive style than I tend to notice in myself.

The evidence

My SPI identifies an Analytical/Driver tendency, with proactivity 0.0 and reactivity −1.0. Across 8 Professional Reputation Survey responses, my average perceived style is Expressive, with proactivity 2.25 and reactivity 0.25.

A Round 3 teammate also recognized my organization and direct feedback while asking me to be more open to different approaches. Another asked for a short list of meeting goals.

What it means for my approach

The SPI measures my self-reported attitudes, while the PRS captures other people’s observations. These are different perspectives, rather than a before-and-after test. I interpret the difference as a reminder that my internal focus on structure can come across with more force or energy than I intend.

My next step: bring a short written agenda, explain the reasoning behind a suggestion, invite another approach before deciding, and check that my tone leaves room for others.

How I see my tendencies

Analytical / Driver

SPI · Proactivity 0.0 · Reactivity −1.0

Two perspectives
How others observe my behavior

Expressive

PRS · Proactivity 2.25 · Reactivity 0.25

Radian communication style instruments are tools for reflection. They do not establish a fixed personality or independently verify job performance.

My self-perception snapshotOriginal Radian chart. My SPI communication tendencies, with the point at proactivity 0.0 and reactivity −1.0.
How others see my communicationOriginal Radian chart. Eight PRS responses, the PRS average, and my SPI point. Captured November 2026.
03 / Preparation, confidence & growth mindset

Preparation is becoming
a more deliberate habit.

My claim

I am learning to treat confidence as something I practice through preparation and feedback.

The evidence

Our BCOM presentation grades rose from 78.33% to 88.75% to 94%. A Round 2 teammate encouraged me to know my material better before practice. In Round 3, teammates recognized my preparation while still identifying presentation confidence as an area to develop.

My September 23 Charisma Diagnostic placed me in its Charismatic Zone, with warmth 6.82 and confidence 3.64, both on a −10 to 10 scale. I use that as a reflection prompt, rather than an independent rating of my performance.

What it means for my approach

I see myself in the stage of conscious competence: I can prepare and deliver more effectively when I put deliberate effort into rehearsal. The grades are team outcomes, so I do not treat them as a measurement of my individual improvement. They do provide context for how our collective preparation evolved.

My next step: know the key point before rehearsal, practice speaking conversationally, and ask for feedback on both delivery and how I respond to questions.

Explore the third presentation

04 / What comes next

The habits I want people
to experience.

Before the work

Make ownership clear.

Agree on the goal, responsibilities, and review dates. Make room for teammates to choose how they get there.

During the work

Listen before adjusting.

Ask questions, explain my reasoning, and distinguish an essential standard from my personal preference.

After the work

Ask what helped.

Review both the deliverable and the team experience. Use that feedback to shape the next project.

I want an internship where I can bring energy and accountability while continuing to develop these habits. Over time, I want them to become part of how I build and lead a business.

Let’s connect
About the evidence on this page

The analysis draws on my Radian SPI, Professional Reputation Survey (8 responses), September 23 Charisma Diagnostic, Brand Clarity responses, three BCOM team 360° reports, my October 11 individual reflection, and the BCOM D2L gradebook. Quotes are anonymous source excerpts. Screenshots show the original charts without account controls or survey access links.

These classroom instruments and small feedback groups support reflection. Changes in scores can reflect different respondents, contexts, and expectations, as well as changes in behavior. The next steps described here are commitments for further practice.

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