Posts Tagged ‘360 degree feedback’

Self-Assessment versus Feedback

Author: Diane Hamilton, Date: 9/18/2013

There are times when it is helpful to allow employees to analyze or assess their own performance versus providing them with your own feedback or perspective. This allows the person to think about what they did—what worked and what didn’t. As the leader/manager, you can certainly add to the conversation; however, the starting point is to take more of a coaching role and allow the employee to comment on the situation.

It involves three simple steps outlined below. Choose which questions best fit the situation and adapt to meet your needs.

1. Ask about what went well.

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Teachable Moment

Author: Paul Dillenburg, Date: 6/27/2013

One of the current buzzwords in leadership development seems to be the idea of “teachable moments.” That is, helping a direct report learn from a practical, job related experience as it occurs. An example of a teachable moment that I was able to highlight for an individual I was coaching may shed some light on how to capture these valuable moments. This excerpt is from a previous blog post.

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Development Planning? Focus on Strengths…Close Development Gaps

Author: Diane Hamilton, Date: 3/14/2013

“People can do great things. However, there are some things they just CAN’T do. I, for instance, have not been able to transform myself into a Popsicle, despite years of effort.” — Brandon Sanderson, American fantasy author

Much has been written over the past several years about focusing on one’s strengths. Thousands of individuals at all levels in organizations have taken the StrengthsFinder® survey. For those unfamiliar, the StrengthsFinder® is an assessment that reveals dominant “themes” that help people focus on their strengths and abilities and focus their work and lives around them. The premise is that it makes more sense to leverage our strengths and talents versus trying to overcome shortcomings.

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Know What You Do Well and Build On It

Author: Diane Hamilton, Date: 7/5/2012

Einstein QuoteFor the past 20 years or so, I have used 360 degree feedback tools to help leaders continue to learn and grow. I think they are extremely valuable in helping people see where they are at; what strengths to leverage; and, what improvement opportunities exist.

While extremely valuable, a mistake I regularly see is the desire to focus only on the negative. Now, I understand this. By nature, when I look at something I’ve done, it is easier for me to talk about what still needs to be improved versus commenting on what was right. When it comes to my own self-examination, I have a nasty inner critic of excellence that tells me to do more, do better, change, or adjust.

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360 Degree Feedback: Using the Data

Author: Paul Dillenburg, Date: 3/20/2012

Over the last several years, I have noticed a trend in 360 degree feedback that I think should be a “watch out” for organizations taking part in the process.  What I am seeing more and more, particularly from organizations that are new to the process, is a disproportionate amount of attention on the “bells and whistles” of the 360 survey tool.

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Necessity is the Mother of Invention

Author: Paul Dillenburg, Date: 12/1/2011

Clients often share with us stories about significant decisions or turning points for their organizations.  These stories are common knowledge for those working in the organization and provide a bit of insight about how the company got to where it is.  Interestingly, I found myself thinking about one of Calibra’s “stories” which we share with clients and potential clients in conversation but haven’t previously put into print – where did the idea to use a dual-scale 360 assessment come from?

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Leadership = Adaptability

Author: Paul Dillenburg, Date: 7/19/2011

One of the great things about writing for a blog is the opportunity to step back from your daily activities and take a bigger picture approach to worklife.  Since the majority of our work focuses on developing leaders and managers, I found myself contemplating the question, “what’s one ability every manager or leader should look to develop?”  This is a pretty big question and one I’m sure could inspire some debate.  At the end of this post, I’d welcome your thoughts.

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Inspire Exceptional Performance by Shifting Your Energy

Author: Diane Hamilton, Date: 7/5/2011

“The positive thinker sees the invisible, feels the intangible, and achieves the impossible.”
–Author Unknown

What kind of “energy” do you display? Does your energy level allow you to “see the invisible” or “achieve the impossible?” Do you use anabolic energy (positive, productive, growth-oriented)? Or, do you use more catabolic energy (negative, draining, destructive)? When you receive feedback, how do others describe you? How is that similar/different from how you see yourself?

Effective leaders use more anabolic energy than catabolic. Anabolic energy allows you to develop an effective leadership style that positively influences and changes the world around you (in addition to yourself).

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Is Your Mind(set) Open to Feedback?

Author: Paul Dillenburg, Date: 2/16/2011

We are often contacted by executives interested in getting a potential leader some coaching. In most instances the future leader sees the coaching relationship their organization is offering as an investment in their future – a chance to receive feedback and learn. But, on occasion, a leader may push back and approach the coaching relationship as if it calls in to question their competence. Clearly these are two distinct perceptions of coaching and its purpose.

While there certainly can be varied reasons for the reactions to coaching and feedback, I do think Carol Dweck’s Mindset framework (Mindset: The New Psychology of Success) can be a good starting point. Dr. Dweck’s research has identified two distinct mindsets: the fixed mindset and the growth mindset.

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How to Build Credibility

Author: Paul Dillenburg, Date: 1/11/2011

For those trying to establish credibility with co-workers, focus on the 3 C’s:

1. Competence – the technical, managerial, or leadership capabilities of an individual (e.g., knowledge, skills and abilities). Questions to ask yourself:

  • Do I have the necessary knowledge, skills, and abilities to be productive? How do I know?
  • Do I execute? Do I hold myself and/or others accountable for getting results?
  • Am I efficient and productive? Do I deliver in a timely fashion?
  • Are others convinced of my competence? How do I know?
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