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Friday, October 24, 2008
The theory behind 360-degree feedback is simple: By having supervisors, subordinates, co-workers and even customers comment about their performance, bosses can learn what they are doing effectively, and what needs improving.
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Monday, September 8, 2008
Great question. I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach–and then measures if they are seen as becoming more effective leaders.
At the end of my sessions, I ask leaders (who have received 360-degree feedback) to follow up with their co-workers […]
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Friday, August 22, 2008
Using 360-degree appraisals is a very effective means of improving management and team performance. To succeed, they have to be carefully planned and well executed, says Valerie Heritage.
Planning your approachFirstly, you need to understand how the proposed 360-degree appraisal process fits with your current performance appraisal and people management processes. This will help you select […]
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Tuesday, August 12, 2008
Leadership coach and author Marshall Goldsmith was online Friday, Aug. 8 at 11 a.m. ET to answer questions about effective business leadership strategies.
Goldsmith, who is an acknowledged expert in the industry and founder of his own coaching firm, helped pioneer the 360 degree feedback approach that helps clients achieve positive changes in their own behavior […]
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Friday, July 25, 2008
A 360 Degree Feedback Review is a multi-source feedback, multi-rater assessment, upward feedback or peer evaluation designed to give you a panoramic view of your leadership capabilities. It is a process in which you evaluate yourself on a set of criteria, your manager or supervisor will then evaluate you, as do your peers, direct reports, […]
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Friday, July 18, 2008
Our greatest challenge as leaders isn’t understanding the practice of leadership; it’s practicing our understanding of leadership.
The consistent and ongoing misassumption of almost all leadership development programs is “if they understand, they will do.” This assumption is not valid in any aspect of our lives, and leadership development is no exception.
If the […]
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Tuesday, June 3, 2008
I was privileged to hear General Mills CEO Steve Sanger tell 90 of his colleagues: “As you all know, last year my team told me that I needed to do a better job of coaching my direct reports. I just reviewed my 360-degree feedback. I have been working on becoming a better coach for the […]
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Thursday, May 22, 2008
Executive coaching is an increasingly popular method that organizations use to build the professional capabilities and leadership skills of their employees.
In the past, there was some skepticisim about coaching, because people assumed that it was remedial in nature. Why should someone get a coach unless he or she had some kind of deficiency?
However, since several […]
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Sunday, May 18, 2008
Never assume anything.
It’s an old warning—and one that proved true again when we studied leaders of nonprofit organizations in partnership with Community Resource Exchange during 2007. CRE, a 27-year-old New York City consulting organization, provides high-value capacity building services to nonprofit leaders and organizations.
“Leadership in for-profit endeavors is widely studied,” says our associate Jean Lobell, […]
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Monday, March 31, 2008
The leaders in our company are participating in a 360º feedback process. How should I respond to feedback from my co-workers?
The key to helping you turn 360º feedback into meaningful behavioral change is for you to follow-up with your co-workers. Shortly after reviewing your feedback I would suggest the following guidelines for responding to […]
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