1971 North State Street, Provo, UT 84604 USA // +1.801.960.1400 // decision-wise.com Leadership...

1971 North State Street, Provo, UT 84604 USA // +1.801.960.1400 // decision-wise.com

Leadership Intelligence®

360° FeedbackTurning Feedback Into Results

February 11, 2015

DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015

2 Thinking about feedback

What comes to mind when you think of feedback?

I have some feedback for you!

Can I give you some feedback?

I don’t want you to take this the wrong way,

but…


3 Thinking about feedback

Feedback is rocket science.


4 Two types of feedback

Reinforcing Feedback Redirecting Feedback


5 Two types of feedback

Think of a time when you received:

Reinforcing Feedback

Redirecting Feedback


6 Openness to feedback

When receiving feedback, consider:

The Source




The Setting




The Subject

Skill Value CharacterBehavior




The Surprise


10 Why leaders need feedback

We think we know how we behave.



We think we know how we are perceived.



We think we are completely open to

feedback.



We tend to talk more and listen less.



We think we see reality.

15


What makes 360 processes fail?

Administrative nightmares

Software technology

versus a process solution

Poor, ineffective survey

Limited senior-level

buy-in

Separate initiative

Ineffective delivery of

results

Poor action planning


16 About the 360 process

You are in good hands.

DecisionWise provides a fully managed service.

Logistics Communications

Participant education

Confidentiality promise


17

• The survey process is administered by a DecisionWise assessment advisor

• The survey is delivered online through a secure website

• Survey responses come directly to the DecisionWise database

• Rater feedback is reported as a group

• No individual responses are identified in the report, except self and supervisor

• If only one rater responds in a group, his or her responses are rolled up to the overall leadership score and their comments will be on the report.

Confidentiality


18

Your Peers

Rater groups

You

Your Supervisor(s) Your Direct ReportsIf you changed supervisors in the past three months, you may want to invite your previous and current supervisors to participate.

Include those who have worked immediately under you for at least three months. It is recommended that you include all of your direct reports.

Your OthersIndirect reports, internal or external customers, or cross-functional team members.

Include those with a similar job level with whom you work regularly.


19

The survey questions describe specific, observable behaviors

The surveys have been tested and refined through practical application and statistical research regarding successful leaders

The feedback is relevant to success in your current position

The survey is based on competencies critical to leadership effectiveness in your organization

The feedback is reflective (past) as well as predictive (future)

The survey


20

Demographic SummaryShows the number of respondents in each rater group

Competency SummaryShows summary scores for overall leadership score and each of the selected competencies

Focus AreasHighlights the highest and lowest average scores (relative to the norm)

BehaviorsShows the average scores by rater group for each competency area and behavior

DerailersShows the average score by rater group for each derailer

Written CommentsShows the exact comments made by your raters about your strengths and areas for improvement

The report

http://www.decwise.com/pdf/DecisionWise-Sample-360-Degree-Feedback-Report.pdf

http://www.decwise.com/pdf/DecisionWise-Sample-360-Degree-Feedback-Report.pdf


21 Demographic summary

Number of people who completed the survey

People who were invited to take the survey

Participation rate


22

Categories and questions describing leadership competencies

Number of people responding in each rater group

Average scores for each rater group

“Norm” or average score for each participant

6. Accepts responsibility for problems instead of blaming others.

Self 1Supervisor 1Peer 3

VeryPoor AverageFair OutstandingGood

6.0

4.0

5.1

4.8

Poor Excellent

Direct Report 4Other 7 3.9

Understanding behaviors


23

Description of derailer

Number of people responding in each rater group

Average scores for each rater group

“Norm” or average score for all participants

Lacks Focus: Shifts from task to task without getting the most critical things done.

Self 1Supervisor 1Peer 3

3.0

4.0

3.5

4.3Direct Report 4Other 7 2.9

Understanding derailers

NoneQuite a bit A Great Deal

SomeVeryLittl

e


24 Comments section

72. Describe specific things this person could do to become a more effective leader.

Sometimes is slow to complete commitments, may need to work on time management. He will hand hold anemployee through a situation that they need to be empowered to act upon rather than John doing everything forthem. It will be critical for John to be willing to speak to issues that have the potential to create conflict ratherthan to avoid having the discussions.────────────────────────────────────────────────────────────

John is an incredible resource for our team, and our customers. Finding his voice, and contributing his expertisein a more assertive and definitive way will only enhance our ability to provide great services.────────────────────────────────────────────────────────────

He sometimes get distracted and is more focused on whatever is happening at the time instead of focusing onhis priorities.────────────────────────────────────────────────────────────

He seems to take the time to step back from his situation and survey the "big picture". I would just encouragemore of this and for him not to be afraid to delegate. He has very dependable and knowledgeable people on hiswould probably be honored to have additional challenges.────────────────────────────────────────────────────────────

He should assert himself by vocalizing his opinions more rather than relying on the opinions of others. Johnshould convey a sense of urgency to deliver projects on time i.e. draft scorecard, reviewing acquisition materialsin a timely manner, etc. I see the potential in his to be a good leader. He just has to believe in himself first andshow others that he is up to the task.────────────────────────────────────────────────────────────


25

EN

ER

GY

Shock

Anger

Resistance

Acceptance

SARA, the natural response to feedback


26

Shock“What??? I don’t understand this report.”

“You must have mixed my report with someone else.”

“I’m surprised by this.”

EN

ER

GY

Shock



27

Anger“Some people apparently have no idea what I do.”

“I just can’t talk about this right now.”

“Who said this?”

EN

ER

GY

Anger



28

Resistance“Nobody is perfect – we all have faults.”

“That’s just the way I am… take it or leave it.”

“I get it, but I don’t like it.”

EN

ER

GY

Resistance



29

Acceptance“How can I best use this feedback?”

“What can I do to improve?”

“Who can help me make a change?”

EN

ER

GY

Acceptance


30


Distribute reports.


31

Awareness Action Accountability

o Receive report

o Understand feedback

o Thank raters

o Summarize findings

o Create goals

o Take action on goals

o Define the indicator for success

o Ask for feedback

o Review goal progress with supervisor/mentor

o Ask for feedback

Turning Feedback Into Results

The 360 change process


32 Awareness: perception gaps

I am not the leader that I expect myself to be.


33 Resolving dissonance

Current State

Current State

Desired State

Current State

Desired State

Desired State

xxxxxxxxx Deny that dissonance exists

Change the desired state

Change behavior to match the desired state


34 Demonstrate attitude of curiosity

Talk to others

Get more feedback

Understand feedback


35 Denying the dissonance

Individual Perception

s

Reality

Barriers to Leadership Intelligence®

Naïve Realism

Self-serving bias

Ego Defenses

Negativity Bias


36 Demographic summary

Number of people who completed the survey

People who were invited to take the survey

Participation rate


37 Competency summary

Anything surprising?

Average score of all competencies and

behaviors

List of competencies

Average score of each competency

Norm (internal or external)

38


Practice demographic summary and competency

summary with a partner.


39 Focus areas

Read aloud. Do you see any themes?

Your Score

Gap between your score and norm

Norm (internal or external)

Survey Item

40


Practice with a partner.


41 Perception gaps

When is a gap significant?

Consistent across many questions

At least 2 points or larger

Critical to your success

7.0

6.0

4.3

4.8

Very Poor Poor Fair Average Good Excellent Outstanding

1.0

1.0

6.0

8.0

5.0

6.0

21. Consistently delivers superior results.

7.0

4.3

4.8

3.7

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other

42


Take 8 minutes to highlight meaningful gaps.

Explore with a partner.


43 Gap patterns

Overly confident or misaligned expectations


1.0

1.0

6.0

8.0

5.0

5.0


7.0

4.2

4.4

5.0

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other


44 Gap patterns

Managing the boss

1.0

1.0

6.0

8.0

5.0

6.0


6.0

4.3

4.5

3.7

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other



45 Gap patterns

Overly critical

1.0

1.0

6.0

8.0

5.0

6.0


4.0

5.5

5.7

5.0

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other



46 Gap patterns

Managing the turf

1.0

1.0

6.0

8.0

5.0

6.0


6.0

5.7

4.0

4.5

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other


47


Discuss noticeable patterns with a partner.


48 Gaps in perception

Range of gaps in self vs. all other rater group responses.

> -2.0 > +2.0

-0.8 to +0.8

-1.9 to -0.9 +0.9 to +1.9

Overlycritical

Overlyconfident

Moderately

critical

Inflated self-

perception

Perception congruenc

e


49 Derailers

Where are the risks?

Derailers are not just weaknesses, but behaviors that get in the way of the leader’s progress.

Derailers require improvement in order for one to reach full potential as a leader.


50 Comments

What ideas come up repeatedly? Any contradictions?What feedback is critical to your success as a leader?

What do your key coworkers see as priorities?

What areas of development do you have the greatest chance for success?

51


Practice with a partner.


52 Your strengths

Strengths got us to where we are

Unique

Natural

Respect from others

Success

Go from good to excellent


53 Areas for development

Based on your 360 report what are the main messages (overall, by specific rater groups)?

What feedback is critical to your success as a leader?

What do your key co-workers see as opportunities?

What areas of development do you have the greatest chance for success?


54 Opportunities

Your opportunities should be…

Important to yourself

Important to your organization

Within your capabilities

Impactful


55 Actions: Plan for success

Goal should be SMART


56 Specific supporting actions

Easier to begin

Creates momentum

Minimizes discouragement

Uses Self-efficacy as the motivator

Continues to challenge the individual

Easy to observe outcomes


57 Measurement

If I play this through to the end, will this action lead to the desired

result?

What evidence will I have that I succeeded?


58 Resources and support needed

What changes can you make to your environment that will guarantee success?

What resources do you need to guarantee success?

Which key-coworkers are going to be your change partners or mentors?


59 360° feedback

Used as a Hammer Used as a Mirror


60 360° feedback

Permission

Knowledge

Turning point

61


Now what?

360 surveys are the beginning of feedback, not the end.


62 Tips for sharing results

What not to do:

1 Ask raters to give you on-the-spot feedback

2 Expect raters to remember how they rated you

3 Expect raters to be as interested in your feedback as you are

4 Act like you know who scored you in a certain way

//

//

//

//

63


Best practices

360 is experienced individually; its value is felt organizationally.

64


In your groups, discuss the following:

Reflection exercise

• Moments of insight, a-ha! experiences

• Where you are in the SARA model

• Unanswered questions

1971 North State Street, Provo, UT 84604 USA // +1.801.960.1400 // decision-wise.com Leadership...

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