1971 north state street, provo, ut 84604 usa // +1.801.960.1400 // decision-wise.com leadership...
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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…
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
3 Thinking about feedback
Feedback is rocket science.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
4 Two types of feedback
Reinforcing Feedback Redirecting Feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
5 Two types of feedback
Think of a time when you received:
Reinforcing Feedback
Redirecting Feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
6 Openness to feedback
When receiving feedback, consider:
The Source
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
7 Openness to feedback
When receiving feedback, consider:
The Setting
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
8 Openness to feedback
When receiving feedback, consider:
The Subject
Skill Value CharacterBehavior
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
9 Openness to feedback
When receiving feedback, consider:
The Surprise
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
10 Why leaders need feedback
We think we know how we behave.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
11 Why leaders need feedback
We think we know how we are perceived.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
12 Why leaders need feedback
We think we are completely open to
feedback.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
13 Why leaders need feedback
We tend to talk more and listen less.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
14 Why leaders need feedback
We think we see reality.
15
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
16 About the 360 process
You are in good hands.
DecisionWise provides a fully managed service.
Logistics Communications
Participant education
Confidentiality promise
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
21 Demographic summary
Number of people who completed the survey
People who were invited to take the survey
Participation rate
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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.────────────────────────────────────────────────────────────
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
25
EN
ER
GY
Shock
Anger
Resistance
Acceptance
SARA, the natural response to feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
SARA, the natural response to feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
SARA, the natural response to feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
SARA, the natural response to feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
SARA, the natural response to feedback
30
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Distribute reports.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
32 Awareness: perception gaps
I am not the leader that I expect myself to be.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
34 Demonstrate attitude of curiosity
Talk to others
Get more feedback
Understand feedback
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
35 Denying the dissonance
Individual Perception
s
Reality
Barriers to Leadership Intelligence®
Naïve Realism
Self-serving bias
Ego Defenses
Negativity Bias
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
36 Demographic summary
Number of people who completed the survey
People who were invited to take the survey
Participation rate
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Practice demographic summary and competency
summary with a partner.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Practice with a partner.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Take 8 minutes to highlight meaningful gaps.
Explore with a partner.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
43 Gap patterns
Overly confident or misaligned expectations
Very Poor Poor Fair Average Good Excellent Outstanding
1.0
1.0
6.0
8.0
5.0
5.0
21. Consistently delivers superior results.
7.0
4.2
4.4
5.0
(1) (2) (3) (4) (5) (6) (7)
Self
Supervisor
Peer
Direct Report
Other
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
44 Gap patterns
Managing the boss
1.0
1.0
6.0
8.0
5.0
6.0
21. Consistently delivers superior results.
6.0
4.3
4.5
3.7
(1) (2) (3) (4) (5) (6) (7)
Self
Supervisor
Peer
Direct Report
Other
Very Poor Poor Fair Average Good Excellent Outstanding
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
45 Gap patterns
Overly critical
1.0
1.0
6.0
8.0
5.0
6.0
21. Consistently delivers superior results.
4.0
5.5
5.7
5.0
(1) (2) (3) (4) (5) (6) (7)
Self
Supervisor
Peer
Direct Report
Other
Very Poor Poor Fair Average Good Excellent Outstanding
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
46 Gap patterns
Managing the turf
1.0
1.0
6.0
8.0
5.0
6.0
21. Consistently delivers superior results.
6.0
5.7
4.0
4.5
(1) (2) (3) (4) (5) (6) (7)
Self
Supervisor
Peer
Direct Report
Other
Very Poor Poor Fair Average Good Excellent Outstanding
47
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Discuss noticeable patterns with a partner.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Practice with a partner.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
52 Your strengths
Strengths got us to where we are
Unique
Natural
Respect from others
Success
Go from good to excellent
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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?
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
54 Opportunities
Your opportunities should be…
Important to yourself
Important to your organization
Within your capabilities
Impactful
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
55 Actions: Plan for success
Goal should be SMART
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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?
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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?
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
59 360° feedback
Used as a Hammer Used as a Mirror
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
60 360° feedback
Permission
Knowledge
Turning point
61
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Now what?
360 surveys are the beginning of feedback, not the end.
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
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
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63
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
Best practices
360 is experienced individually; its value is felt organizationally.
64
DecisionWise Leadership Intelligence® 360° Feedback // February 11, 2015
In your groups, discuss the following:
Reflection exercise
• Moments of insight, a-ha! experiences
• Where you are in the SARA model
• Unanswered questions