Understanding and Using Your Executive View 360 Report

1
Understanding and Using Your Executive View 360
Report
Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd,
Suite 203 ? Santa Monica, CA 90405 [phone]
? [phone] Fax www.envisialearning.com ken_at_e
nvisialearning.com
2
Presentation Agenda

• Executive View Online Process
• Understanding and Using Your Executive View 360
  to Develop Leadership Talent
• Translating Awareness into Behavior Change An
  Introduction to Talent Accelerator
• Next Steps/Questions

3

• Executive View 360 Online Process

4
Executive View 360 Email Invite
5
(No Transcript)
6
(No Transcript)
7
(No Transcript)
8
(No Transcript)
9
(No Transcript)
10
Presentation Agenda

• Understanding and Using Your Executive View 360
  to Develop Leadership Talent
• Translating Awareness into Behavior Change An
  Introduction to Talent Accelerator
• Next Steps/Questions

11
Emotional Reactions to Feedback GRASP Model

• Grin or Grimace
• Recognize or Reject
• Act or Accept
• Strategize
• Partner

Emotional Reaction Cognitive
Reaction Commitment Reaction Behavioral
Reaction
12

• Interpreting Your
• Executive View 360 Feedback Report

13

• Interpreting Your
• Emotional Intelligence View 360 Feedback Report

14
ExecutiveView360

• Performance Leadership
• Visionary Leadership
• Drive for Results
• Technological Leadership
• Financial Leadership
• Cross Functional Versatility
• Depth of Industry Knowledge
• Political Leadership
• Strategic Problem Analysis
• Decision Making
• Change Leadership
• Entrepreneurial Leadership
• Driving Strategic Direction
• Driving Change

• Interpersonal Leadership
• Build Strategic Relationships
• Empowering Others
• Team Building
• Interpersonal Effectiveness
• Oral Communication/Presentation
• Influence/Negotiation
• Coaching/Talent Development
• Personal Leadership
• Self-Development
• Adaptability/Flexibility
• Engenders Trust

15
Executive View 360 Features

• Measures 22 Competencies Focusing on Performance
  Leadership, Change Leadership, Interpersonal
  Leadership and Intrapersonal Leadership
• 68 Behavioral Questions
• Online Administration
• Reliable and Valid Scales
• Comprehensive Summary Feedback Report

16
Executive View 360 Report

• Executive View 360 (EV360) Competency Definitions
  and Conceptual Model
• Self-Awareness/Social Awareness Comparison Graphs
• EV360 Overall Competency Graphs (self and other
  comparisons)
• Most Frequent/Least Frequent Behavior Summary
• Summary of Average Scores by Rater Category with
  Statistical Measure of Rater Agreement
• Written Comments by Raters
• Developmental Action Plan

17
Confidentiality of the 360 Feedback Process

• KEY POINTS
• All raters are anonymous except for the manager
• Online administration uses passwords to protect
  confidentiality (Internet administration)
• No line or bar graphs are shown unless at least
  two raters respond in a rater category (anonymity
  protection)
• The summary feedback report is shared only with
  the respondent and is intended for development
  purposes only
• The respondent decides how much of the summary
  feedback report he/she wants to share with others

18
Self-Other Perceptions What Are Others Really
Rating? Nowack Mashihi (2012)
Performance
BOSS
Derailment Factors (EI)
REPORTS
Leadership Potential
PEERS
19
Feedback Report Components

• Self-Other Comparisons
• Graphical Comparisons Johari Window
• Most and Least Frequently Observed Behaviors
• Summary of Average Scores
• Statistical Measure of Rater Agreement
• Written Comments

20
Executive View 360 Invited Raters Page
21
Executive View 360 Awareness View Section

• KEY POINTS
• Executive View 360 provides a snapshot of
  self/social awareness in a series of graphs
  highlighting four areas
• Potential Strengths (Low Self Ratings High
  Other Ratings)
• Confirmed Strengths (High Self Ratings High
  Other Ratings)
• Potential Development Areas (High Self Ratings
  Low Other Ratings)
• Confirmed Development Areas (Low Self Ratings
  Low Other Ratings)

22
Executive View 360 Awareness View
23
Executive View 360 Graphs Self-Other Perceptions

• KEY POINTS
• Executive View 360 uses average scores based on
  the 1 to 7 frequency scale
• The bar graphs summarize self and other
  perceptions on each of the 22 separate EV360
  competencies
• The legend to the right of the graph will
  summarize average score and number of raters for
  each category
• Range of scores for each rater group are graphed

24
Executive View 360 Self-Other Perceptions
25
Executive View 360 Most Frequent/Least Frequent
Section

• KEY POINTS
• The Most Frequent section and Least Frequent
  section summarizes those competencies and
  behaviors that were most frequently/least
  frequently observed by various rater groups
• The number in the first column corresponds to the
  average score for all raters providing feedback
  (1 to 7 scale)
• The Most Frequent should be considered as
  perceived strengths to leverage and build on
• The Least Frequent should be considered as
  possible behaviors to practice more frequently

26
(No Transcript)
27
Executive View 360 Behavior Summary

• KEY POINTS
• Each Executive View 360 question is summarized
  and categorized in its appropriate competency
• Average scores across all raters are reported for
  each competency and question
• A statistical measure of rater agreement based on
  the standard deviation is reported as a
  percentagea score less than 50 suggests that
  the raters providing feedback had enough
  disagreement to warrant a cautious interpretation
  of the average score reported (e.g., raters had
  diverse perceptions and rated the participant
  quite differently on that question or competency)

28
Behavior Summary Report
29
Executive View 360 Written Comments Section

• KEY POINTS
• Comments are randomly listed by all raters who
  volunteered to share written perceptions to two
  open-ended questions (perceptions of strengths
  and development areas)
• Comments are provided verbatim from the online
  questionnaireno editing
• Some comments are specific, behavioral and
  constructiveothers may be less useful or hard to
  understand
• It is important to focus on themes that emerge,
  rather than, to dwell on any one individual
  comment

30
Executive View 360 Comments Report
31
Executive View 360 Feedback Report Questions to
Consider

• Do I understand my Executive View 360 feedback
  report?
• Does it seem accurate/valid?
• Is the feedback similar or different for the
  different rater groups?
• Are the areas perceived by others for development
  relevant to my current or future position?
• Am I motivated to change?

32
Executive View 360 Next Steps

• Review your EV360 feedback report
• Thank your invited raters and share something you
  learned from their feedback
• Use Talent Accelerator to identify specific
  developmental goals draft a development plan
• Meet with your manager to discuss your plan
• Implement your development plan
• Track and monitor progress
• Re-assess Executive View 360 in 10-12 months

33
Necessary Ingredients for Behavior
Change Mashihi, S. Nowack, K. (2011). Clueless
Coaching People Who Just Dont Get It
34
360 Feedback and Coaching

• Olivero et al., (1997) found that an 8-week
  coaching program increased productivity over and
  above the effects of a managerial training
  program (22.4 versus 88.0)
• Thatch (2002) found that 6 months of coaching
  with executives following 360 feedback increased
  leadership effectiveness up to 60 based on
  post-survey ratings
• Smither et al., (2003) reported that after
  receiving 360 feedback, 1,361 managers who worked
  with a coach for 6 months were significantly more
  likely to set specific goals, solicit ideas for
  improvement and subsequently received improved
  performance ratings

35
Randomised Executive Coaching Study

• Solution-focused cognitive-behavioural coaching
  intervention with 45 executives
• Half-day leadership development programme
• Measures
• 360 feedback
• Goal Attainment Scaling
• Cognitive Hardiness/Resilience
• Workplace Well-Being
• Four coaching sessions over 10 weeks
• Control group got coaching ten weeks later
• Grant, Curtayne, Burton (2009). Executive
  coaching enhances goal attainment, resilience and
  workplace well-being A randomised controlled
  study. The Journal of Positive Psychology, 4,
  396-40

36
Randomised Executive Coaching StudyGoal
Attainment
37
360 Feedback and Manager Involvement

• 62 of the respondents reported being
  dissatisfied or highly dissatisfied with the
  amount of time their manager spent helping with a
  development plan
• More than 65 expressed strong interest in
  utilizing an online follow-up tool to measure
  progress toward behavior change
• Rehbine, N. (2006). The impact of 360 degree
  feedback on leadership development. Unpublished
  doctoral dissertation.

38
Leader as Performance Coach

• A 2008 survey of over 2,000 international
  employees and 60 HR leaders reported that 84 of
  managers are expected to coach talent but only
  52 actually do (only 39 in Europe)
• Only 24 of all leaders are rewarded or
  recognized for coaching and developing talent
• 85 of all managers and employees see value in
  leaders as coaches but 32 of managers reported
  it takes too much time and interferes with their
  job

The Coaching Conundrum 2009 Building a coaching
culture that drives organizational success.
Blessing White Inc. Global Executive Summary
39

• Leveraging the Impact of 360 Feedback for
  Successful Behavior Change

40
(No Transcript)
41
Talent Accelerator Behavior Change Model
Talent Accelerator and Coaching
Feedback from Assessments
42
Description of Talent Accelerator 2.0

• Talent Accelerator is a web-based professional
  development tool integrated with Envisia Learning
  assessments
• Talent Accelerator will provide you with a guided
  process for developmental planning based on Best
  Practices of how people successfully change
• The online tool is designed to help translate
  awareness from all of our assessments into
  lasting behavior change

43
Components of Talent Accelerator 2.0

• Educates Talent Accelerator resource library
  provides a comprehensive source of over 1,500
  readings, websites, media, and suggestions to
  facilitate your development.
• Monitors Talent Accelerator provides you and
  your coach and/or manager to track and monitor
  your development plan progress and easy update
  through your email.
• Coaches Talent Accelerator sends an email to the
  individuals coach and/or manager about
  development plan progress and the most recent
  progress update.
• Promotes Insight Talent Accelerator provides an
  opportunity for participants to reflect on their
  360-degree assessment report to summarize
  strengths and potential development areas.
• Teaches Our development wizard will walk you
  through your 360 report and provide a structured
  way to allowing you to focus on those
  competencies that are most important as well as
  facilitate goal setting.
• Reminds Talent Accelerator sends you weekly
  reminders about your goal progress.

44
Selecting Development AreasJump Right in to
Select Your Goals or Use our Wizard
45
Using Our WizardStep 1 Examining Your Feedback
Report
46
Using Our WizardStep 2 Deciding Which
Competencies are Important
47
Using Our WizardStep 3 Selecting Development
Areas
48
Setting Development GoalsUse our Suggestions or
Select Your Own
49
Setting Development Goals Analyzing Your Success
50
Taking Ownership of Your Developmental Goal
From Goal Intentions to Habit Triggers
51
Selecting Goal MentorsEmail Invitation
52
Selecting Development Areas
53
Competency Based Resource Library

• Content is maintained and updated weekly by a
  human resources staff member
• Industry specific competency libraries (e.g.,
  healthcare, sales)
• Resource categories include
• Books
• Websites/Blogs
• Audio
• Video
• Articles
• Workshops/Seminars

54
Example Content from Our Resource Library
55
Goal Evaluation

• Description
• Is not a reassessment of the initial 360 feedback
  assessment
• Provides a metric of actual behavior change
• Provides coaches and organizations with a tool to
  demonstrate the value of their 360 degree and
  coaching interventions

56
Goal EvaluationGetting Feedback on Your Goals
57
Talent Accelerator Goal Evaluation
58
Talent Accelerator Goal Evaluation
59

• Talent Accelerator
• Case Study

60
Talent Accelerator Case Study

• Business Issue Department of pathology at a
  leading University medical center wanted to
  improve leadership performance coaching to
  increase engagement and retention of talent
• Intervention
• Executive performance coaching workshop 360
  feedback and developmental planning (N 15)
• Pilot with one of the pathology Departments 360
  feedback developmental planning monthly
  follow up lunch discussion/support meetings (N
  23)

61
Talent Accelerator Case Study

• Assessments included
• Executive View 360 (senior team)
• Performance View 360 (departmental talent)
• Talent Accelerator (used by talent)
• Coach Accelerator (used by managers)

62
Talent Accelerator Case Study
63
Talent Accelerator Case Study Outcomes

• All participants created a development plan 80
  completed progress on at least one competency
  they targeted
• Participants targeted potential development areas
  rather than strengths
• The average time to complete their plan was 53
  days (SD 46 days) with 55 focusing on
  developmental suggestions from our resource
  library, 23 focusing on resource websites/Blogs,
  12 reading books and the remainder watching
  videos/podcasts
• Time series 360 (ANOVA) demonstrated significant
  increase in interpersonal, task and communication
  competency ratings in talent over 12-months
• 80 completed at least one competency based
  action plan

64
Talent Accelerator Research Summary
Intervention Completion of Plans
360 Feedback Alone lt 5
360 Feedback and Talent Accelerator 15 to 25
Coaching, Talent Accelerator and Manager Follow-Up gt 80
65
Envisia 360 Feedback Study Best Practices

• Provide individual coaching to assist in
  interpreting and using the 360 feedback results
• Hold participant and manager accountable to
  create and implement a professional development
  plan
• Track and monitor progress on the completion of
  the development plan
• Link the 360 intervention to a human resources
  performance management process
• Use 360 tools with sound psychometric properties
• Target competencies for 360 feedback
  interventions that are related to strategic
  business needs
• Nowack, K. (2005). Longitudinal evaluation of a
  360 degree feedback program Implications for
  best practices. Paper presented at the 20th
  Annual Conference of the Society for Industrial
  and Organizational Psychology, Los Angeles, March
  2005

66
Maximizing the Impact of 360 Feedback

• Some evidence that facilitated feedback enhances
  successful behavior change
• Seifert Yukl, 2003 Nowack, 2005
• Some evidence that coaching coupled with 360
  feedback can facilitate behavior change
• Smither, J. et al. (2003). "Can working with an
  executive coach improve multisource feedback
  ratings over time? A quasi-experimental field
  study." Personnel Psychology, 56, 23-44
• Some limited evidence that use of an online
  development planning system and competency based
  resource center can facilitate behavior change
  with managerial involvement
• Rehbine, 2006 Nowack, 2009

67
360 Feedback Selected References

• Nowack, K. Mashihi, S. (2012). Evidence Based
  Answers to Ten Questions about Leveraging
  360-Degree Feedback. Paper presented at the SIOP
  Conference, San Diego, CA.
• Mashihi, S. Nowack, K. (2011). Clueless
  Coaching People Who Just Dont Get It. Envisia
  Learning, Santa Monica, CA.
• Nowack, K. (2009). Leveraging Multirater Feedback
  to Facilitate Successful Behavioral Change.
  Consulting Psychology Journal Practice and
  Research, 61, 280-297
• Nowack, K. (2006). Emotional Intelligence
  Leaders Make a Difference. HR Trends, 17, 40-42
• Nowack, K. (1999). 360-Degree feedback. In DG
  Langdon, KS Whiteside, MM McKenna (Eds.),
  Intervention 50 Performance Technology Tools,
  San Francisco, Jossey-Bass, Inc., pp.34-46.
• Nowack, K., Hartley, G, Bradley, W. (1999).
  Evaluating results of your 360-degree feedback
  intervention. Training and Development, 53,
  48-53.
• Nowack, K. (1999). Manager View/360. In
  Fleenor, J. Leslie, J. (Eds.). Feedback to
  managers A review and comparison of sixteen
  multi-rater feedback instruments (3rd edition).
  Center for Creative Leadership, Greensboro, NC.,
• Wimer Nowack (1998). 13 Common mistakes in
  implementing multi-rater systems. Training and
  Development, 52, 69-79.
• Nowack, K. Wimer, S. (1997). Coaching for human
  performance. Training and Development, 51,
  28-32.
• Nowack, K. (1997). Congruence between self and
  other ratings and assessment center performance.
  Journal of Social Behavior Personality, 12,
  145-166
• Nowack, K. (1994). The secrets of succession.
  Training Development, 48, 49-54
• Nowack, K. (1993). 360-degree feedback The
  whole story. Training Development, 47, 69-72
• Nowack, K. (1992). Self-assessment and
  rater-assessment as a dimension of management
  development. Human Resources Development
  Quarterly, 3, 141-155.