360-Degree Feedback

What to Expect from your 360-Degree Feedback
Presented By: Paul Warner Director of Consulting Services
Moderated by: Charles Rogel crogel@decwise.com Director of Business Development
www.decwise.com | 800.830.8086 DecisionWise, Inc 2009 All Rights Reserved
About DecisionWise
Leadership is about Turning Feedback into Results.
Customized 360-Degree Surveys Flexible Online Administration Easy to Interpret Reports Expert Coaching 360 Coaching Training In-depth Analysis
Members
Intelligence
History
Founded in 1996 Based in Provo, Utah Worked with clients in over 30 countries with many Fortune 500 companies, government organizations, and nonprofits
Clients
DecisionWise specializes in using 360-degree feedback and employee engagement surveys to increase leadership effectiveness and organization performance.
2009. Used under license from DecisionWise, Inc. All Rights Reserved. www.decwise.com | 800.830.8086
Agenda
What is 360-degree feedback? Why would I want 360-degree feedback? What leadership competencies will be measured? How does the process work? How do I select raters to get valid feedback? As a rater, how do I provide effective feedback? Who will see the results? What will the results look like? What am I supposed to do once I get the results?
Supervisor(s)
Others
SELF
Direct and Indirect Reports Peers
Who uses 360 Feedback?

90% of Fortune 500 firms use some form of 360-degree feedback
(Edwards & Ewen, 1996)
Development AMA, 90% use it for Appraisal both Education Succession Planning Team Formation and Effectiveness Bonus Assignment Administrative Actions
According to
5 Myths and Misconceptions About 360 Surveys

MYTH
1. 2. 360 surveys alone create positive change. 360 Data is an accurate reflection of job performance and personal proficiency. 360 surveys are the feedback process.
TRUTH
1.360s are a tool. Positive change is a process.
2.Surveys can often be restrictive, raters can be inaccurate, and self-evaluations are fraught with biases.
3.
3.360 surveys are the beginning of the feedback process.

4.Lower-scoring participants are overly confident. Higher-scoring participants are overly critical. 5.360 surveys conducted ineffectively can do more damage than good.
4.
5.
Self-perceptions are positively correlated with others perceptions.

Conducting 360s will not impact the individual or organization in a negative way.
Development to Appraisal
Personal Development
360
Personal & Organization Development

360
Assessment & Development

360
Performance Appraisal
360
feedback is part of a development event (class, training, etc.). Reports are available only to the employee and are strictly confidential. Rater selection and action follow-up are participant-driven. Employee is responsible for development.
feedback is part of an organization development program. Action plans and results are formally discussed with a manager/coach. Employee and organization select raters. Employee and organization work together on development.
feedback is part of a formal development and appraisal process. Reports are formally discussed by employee and manager. Organization (HR, managers) selects raters. Data included as input into administrative and development actions.
feedback is part of a formal performance appraisal process. Data is owned by the organization. Results are included in a performance review. Organization (HR, managers) selects raters. Results are linked directly to administrative actions, such as compensation. Appraisal
Development
Mixed
Appraisal or Development?
Appraisal Focus on the past The What Operationally based Organization-owned Individual-owned Has consequences:
Pay Promotion etc.
Development Focus on past, present, and future The How
Behaviorally based
Consequences are purely developmental
Why would I want 360-degree feedback?

1. To understand perceptions
Many people have an inaccurate perception of how others perceive them. Understanding how others perceive us allows us to improve our own performance by: Building more effective relationships Adjusting our performance in areas of strengths or weaknesses Research shows that those who understand how they are perceived by others tend to be the most effective leaders.
2. To promote dialogue
The information on a 360 will often open up dialogue that may not normally occur. It provides information that many people are hesitant to give face-to-face. It provides a better understanding as to whether there are gaps in the way we work with others. (For example, do I have a better relationship with my peers than my supervisor?)
3. To encourage development & enhance performance

360s are very specific, and give us specific areas from which to develop action plans and goals 360s provide information not only on operational performance (the what) but on behavioral soft skills (the how)
What will a 360 do for me?

Individual outcomes:
Greater effectiveness as a leader Increased awareness of impact on others Better understanding of stakeholder needs Focused personal development Commitment to performance improvement
Organizational outcomes:
Understanding of overall competency level Ability to identify and target training efforts Promote a culture of leadership Improved performance appraisals Strategic planning Succession planning
About the Leadership Intelligence 360 Survey

The survey questions describe specific, observable behaviors of successful leaders The surveys have been tested and refined through practical application and statistical research 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)
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Leadership Intelligence 360 Sections

Competencies and Questions Competencies include both hard and soft skill areas such as Business Acumen, Results Orientation, and Leading Others. Each competency has four questions designed to measure a persons performance . Derailers Behaviors that get in the way of optimal results, such as Aloof, Volatile, Overly Cautious, Perfectionist. Open-ended questions Open-ended questions allow respondents to provide additional feedback about areas of strength or opportunities for improvement.
11
What is a Derailer?
A personal derailer is a behavior that gets in the way of our progress. A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve or need to master. A derailer is a weakness that requires improvement if we are to realize our potential.
A derailer has the potential to limit our progress. Sometimes, a derailer can be linked to a talent taken to an extreme. Multiple strengths cannot compensate for a derailer. Others tend to focus on, and emphasize our weaknesses (Horn effect).
Derailers:
Getting Off Track
12
How does the process work?

Subject: Invitation: Leadership Intelligence 360 Survey
Hello John,
1. Survey Administration:
Each rater receives a link via email to complete a 360 feedback survey. You will also complete the survey to rate yourself. In addition to you rating yourself, your supervisor and direct reports will also receive an invitation to provide you feedback.
You are invited to participate in the (Survey Name) for the following individual(s): Mary Smart Jim Hanson Frank Burns The 360 survey provides participants the opportunity to receive direct, confidential feedback from multiple work groups such as Supervisors, Peers, and Direct Reports. Unless you are a supervisor to the participant, your responses will remain confidential. It takes 10 minutes to complete the survey. The deadline for this survey is Friday, November 20th, so please complete the survey by then.
2. Reports and Development Plan:

You will receive a 360 feedback report and an action planner to help you and your supervisor set development goals. The 360 feedback report is confidential.
To access the survey, click on the link below:

Leadership Intelligence 360 Survey If you need additional information, please refer to the FAQ, reply to this email, or call me at 801-374-6232. Thank you for participating! Tanille Rodman Project Manager DecisionWise, Inc.
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Rater Groups
Self: You will take the survey for yourself. Supervisor: Your immediate supervisor will rate you. If you recently changed supervisors (in the past 3 months), you may want to invite your previous supervisor to participate as well as your current supervisor. Direct Report: Include all of your direct reports who have been working under your supervision for at least 3 months. Peer: Choose 3-5 peers with whom you work with on a regular basis. Other: (optional for internal or external clients, etc.)
Supervisor(s)
Others
SELF
Direct and Indirect Reports Peers
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Rater Selection Instructions

The number of raters selected will vary based on job responsibilities and the frequency of interaction with 360 participants. We recommend that you select between 7 to 15 raters however, it is important to ensure that each rater selected can provide relevant and accurate feedback on overall performance for the year. In selecting raters keep in mind the following guidelines:
1. Raters should be selected based on their working relationship with you. 2. Select raters that know your work and with whom you interact frequently, throughout the course of the year. 3. Avoid raters with whom you had only casual interactions, brief meetings, or a one-time, shortterm project or presentation. 4. Seek for a balanced set of raters who can provide objective feedback, both positive and critical. 5. Confirm your rater selection with your immediate manager. 6. A selected rater may decline to provide information if they have not had sufficient interaction with you during the year. 7. All rater feedback except for that from your immediate manager will be reported as a group. No individual responses will be identified in the report. 8. If only one rater responds from a rater group, their responses will be combined with another group to maintain anonymity.
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Rater Guidelines
Considerations for making feedback helpful:
Be respectful in your comments: Telling someone they are a jerk, liar, or a lazy bum is not helpful. Sharing with them that they way they communicate, give direction or make unfair work assignments gives them information they can use.
Speak for yourself: Base your ratings or comments on your own personal experiences. Basing your ratings and comments on what you have heard from others is just hearsay or gossip. You have been asked to provide feedback based on your relationship with this individual. Base your ratings and comments on the questions that are being asked: This is not the forum to make comments on other issues such as closing your department on weekends, higher wages or a better benefit plan. Be honest: Let this person hear those things about you appreciate as well as those things you wish they did differently. This process will only be valuable to this individual if the feedback they receive is open and honest. None of us can address things about our personal leadership, communications or behaviors if we are not aware of the impact they may be having on others.
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How are survey results handled?

360 feedback is confidential
Administered online, via secure website Administered by an outside firm (DecisionWise) I will be the only one that sees my report. I can share it with my manager if I choose. HR will not have a copy. If I work with a coach, they will have a copy of the report. The people who rate me remain anonymous, except for the supervisor.
360s are for my development

A critical measure of leadership lies in the perceptions of those with whom we work 360 feedback increases your awareness of how your actions, communications and behaviors are perceived by others. It is designed to help you in your development as a leader by encouraging open and honest feedback for discussion with your supervisor. 360s help me focus on my own growth and improvement.
17
360 Report Sections

Demographic Summary Shows the number of respondents in each rater group. Dimensions Summary Shows summary scores for each of the selected competencies. Focus Areas Highlights the highest and lowest average scores (relative to the norm). Main Report Shows the average scores by rater group for each competency area and behavior. Derailers Behaviors that get in the way of optimal results, such as Aloof, Volatile, Overly Cautious, Perfectionist. Written Comments Shows the exact comments made by your raters about your strengths and areas for improvement.
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Understanding the Report

Very Poor Poor Fair Average Good Excellent Outstanding
14. Consistently delivers superior results.
Self Supervisor Peer
1 1 3
6.0
4.0 5.1 4.8 3.9
Direct Report 4 Other
Survey categories and questions describe leadership competencies appropriate to the role.
The numbers indicate the number of people responding in each rater group.
The bars show the average scores for each rater group. The vertical red line indicates the Norm (average score for all participants).
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Reactions to your feedback SARA Model
Energy
What people say when in SHOCK:
What??? I dont understand this report. Its just a survey. This report must not be right.
What people say while What people say in RESISTANCE: in ANGER:

Theyre venting their frustrations! The survey doesnt really fit my current situation. Who said this? Nobody is perfect--we all have faults. Thats just the way I am take it or leave it. I get it, but I dont like it.
What people say in ACCEPTANCE:

How can I best use this feedback? What can I do to improve? Who can help me make this change? 20
What do I do with my Results?

Action Planning
Create a personal development plan using SMART goals.
Identify GAPS in perception Build on STRENGTHS
Specific
Measurable
Attainable Relevant Timely
Address DERAILERS
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Action Planning
Goal:
Start Date:
Completion Checkpoints Actions to be taken

1. 2. 3. 4. 5.
1 week
30 days
60 days
90 days
6 mos
1 year
22
Coaching
Meet with someone to discuss your results. Your manager Peer HR professional External coach DecisionWise 8-step process for turning feedback into results.
1. 2. 3. 4. 5. 6. 7. 8. 360 Survey Administration Debrief results Develop Action Plan Action Plan Review (2 weeks) 30-day follow up 60-day follow up 6-month follow up 1-year 360 repeat
23
Questions?
24

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360-Degree Feedback

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What to Expect from your 360-Degree Feedback

Presented By: Paul Warner Director of Consulting Services

Moderated by: Charles Rogel crogel@decwise.com Director of Business Development

www.decwise.com | 800.830.8086 DecisionWise, Inc 2009 All Rights Reserved

Who uses 360 Feedback?

5 Myths and Misconceptions About 360 Surveys

3.360 surveys are the beginning of the feedback process.

Self-perceptions are positively correlated with others perceptions.

Personal & Organization Development

Assessment & Development

Development Focus on past, present, and future The How

Consequences are purely developmental

Why would I want 360-degree feedback?

3. To encourage development & enhance performance

What will a 360 do for me?

About the Leadership Intelligence 360 Survey

Leadership Intelligence 360 Sections

How does the process work?

2. Reports and Development Plan:

To access the survey, click on the link below:

Rater Selection Instructions

How are survey results handled?

360s are for my development

360 Report Sections

Understanding the Report

14. Consistently delivers superior results.

Self Supervisor Peer

Direct Report 4 Other

Reactions to your feedback SARA Model

What people say while What people say in RESISTANCE: in ANGER:

What people say in ACCEPTANCE:

What do I do with my Results?

Identify GAPS in perception Build on STRENGTHS

Completion Checkpoints Actions to be taken

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