leadership at ibm - report on pat o'sullivan
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Leadership at IBM - Report on Pat O'SullivanTRANSCRIPT
Leadership @ IBM
One of the advantages to working with IBM is the endless opportunities for training, coaching, leadership and working across multiple teams, projects and divisions. IBM encourage leaders to check in for direct and honest feedback from their colleagues, for 360 degree feedback. This survey is orchestrated anonymously, with the participants name and input withheld. Circa 30 days is allowed to complete the feedback on 3 axes of leadership assessment (below), and it can be a daunting and long wait – similar to getting one’s exam results
The following is a recent survey on myself, comprising a 360 degree survey targeting circa 100 individuals across my own team (50%) and across the Ireland Lab (50%). In this survey the audience was senior engineers (65%), architects (25%), IBM STSMs (5%), Managers & Senior Managers (5%).
Albeit the report that the employee gets at the end is significantly verbose, below is a truncated version of the following 3 reports, with PII and confidential data deleted. The report has a reflective 1 page summary (included) with reams of analytics that develop this summary (excluded for PII reasons).
Business Leadership Report – Pat O’Sullivan Competencies Report – Pat O’Sullivan Derailment Report – Pat O’Sullivan
Thanks kindly to IBM for going to the expense and providing the tools/frameworks for 360 degree feedback studies. Thanks also to the circa 100 leaders at IBM that I asked for feedback and who took the time out to give this.
Dr. Pat O’Sullivan, IBM STSM
Business Leadership SurveyFeedback Report
O'Sullivan, Patrick
2014
O'Sullivan, Patrick
Employee Experience of the People You Lead and Your Impact
5
4
Climate as perceived by the People you Lead
Engagement as perceived by the People you
3 Lead
4.5
4.2
3.8
4.2
3.9
4.2 4.1 4.1
Average rating among top performing
Leaders *
2
1
Clarity Empowerment Support & Opportunity & Rewards & Teaming & Innovation Engagement
Enablement Development Recognition Collaboration
Positive Influence
Outside your possibility to Influence
81% 78%
62%
80% 75% 74%
69%
Negative Influence
33% 22%
16% 18% 14% 22% 21%
.The top portion of the graph represents the average employee experience perceived by the people you lead across the 8 Employee Experience
dimensions (7 Climate dimensions plus Engagement).
. The bottom portion of the graph depicts your impact on their experience for each of the 7 Climate dimensions. The bars show the percentage of
responses (positive, negative or outside your possibility to influence) regarding your influence on the people you lead’s experience (e.g., 81% of
responses indicate that you had a positive influence, 16% of responses indicate that this was outside of your possibility to infuence, and 3% of responses
indicate that you had a negative influence on their perception of Clarity).
* Top 25% in overall climate and positive influence, and PBC rating of 1 or 2+
O'Sullivan, Patrick
Employee Experience of the people you lead versus your experience
Climate as experienced by the People you Lead
Climate you experience
Engagement as experienced by the People you Lead
Engagement you experience
5
4
3
2
¯¯¯
1
Clarity Empowerment Support & Opportunity & Rewards &
Teaming &
Innovation Engagement
Enablement Development Recognition Collaboration
.
.
.
The bars on the left represent the Employee Experience as perceived by the people you lead (i.e., the one you create).
The bars on the right represent your Employee Experience.
This graph allows you to easily compare your Employee Experience versus the Employee Experience as perceived by the
people you lead to determine any significant differences that may exist on each dimension. Any gap of .5 or more should be
considered a significant difference.
IBM Competencies
Survey Feedback Report
O'Sullivan, Patrick
2014
Total Others Rating vs. Self RatingO'Sullivan, Patrick
Total Others
Self
Very Strong Evidence
Strong Evidence
Some Evidence
Weak Evidence
Very Weak Evidence
Embrace Partner for Collaborate Act with a Build mutual trust Influence through Continuously Communicate for Help IBMers
challenge clients' success globally systemic expertise transform impact succeed
perspective
Derailment Factors Survey
Feedback Report
O'Sullivan, Patrick
2014
D - T3ME000134 - I94558-754
IBM Derailment Factors for LeadersO'Sullivan, Patrick
Summary Feedback - Self and Average Total Others
Scale: Self
1 - No evidence of derailing behaviors Total Others
2 - Slight evidence of derailing behaviors
3 - Some evidence of derailing behaviors
4 - Definite evidence of derailing behaviors
5 - Strong evidence of derailing behaviors
The graph represents the average rating on each of the 8 Derailment Factors for 2 rater groups (your Self rating and the
Total Others rating, which represents the ratings of all feedback you received, minus your self assessment).
The Derailment Factors rating scale begins on the outside of the graph with a score of 1 (representing no evidence of derailing behaviors)
and moves towards the inside of the graph with a score of 5 (representing strong evidence of derailing behaviors).
IBM Derailment Factors for LeadersO'Sullivan, Patrick
Summary Feedback - Self, People You Lead, Colleagues, Manager(s)
Scale: Self
1 - No evidence of derailing behaviors
2 - Slight evidence of derailing behaviors
3 - Some evidence of derailing behaviors
4 - Definite evidence of derailing behaviors
5 – Strong evidence of derailing behaviors .....
People you Lead
Colleagues
Manager