Blog Posts on 360 Feedback for Executives and High Potentials

360 feeback blog 3

A Mistake With a 360 Feedback Process Cost an HR Manager His Job

A few years ago, I was hired by the HRD of a Global 1000 to help with the talent development process for both their top executives and high potentials. I told them that the best approach was to put the individual in the middle of the process, not a list of academic leadership competencies. I told them how it was important to keep the main thing, the main thing. In this case, the main thing wasn’t to see, for example, how the Vice President of Marketing compared to the national average on things like “sets clear goals” or “plays well with others,” or for that matter, what Myers Briggs personality type they had. The main thing was to help the person rip the blinders off, both in terms of their potential and in 1 or 2 counterproductive behaviors that might cause them to miss their targets in their current role. I said that the MC approach, based on interviews and candid coaching conversations, had proven remarkably effective at this. Besides, I emphasized, most managers respond to your typical 360 instruments or testing with a big SO WHAT? “Who cares if I got a 3.5 on execution and a 3.6 on rewards and recognition.” Read more→

 

360 blog 2Executive Development Based On Leadership Competencies May Be One of the Damn Stupidest Ideas Ever

I remember reading an article by Jeff Immelt on leadership development a couple of years ago. Immelt described how, when he was under the tutelage of Jack Welch, the legendary CEO, he was part of a team that was tasked with developing the GE corporate leadership competencies. Immelt described how his team spent months developing a list of GE specific leadership competencies after which he reached two conclusions. The first is that almost every corporate leadership competencies list is pretty similar. Things like “leadership agility,” “effectively collaborates,” “emotional maturity” come up on every list. The second conclusion was that most senior executives at GE, including Jack Welch, while lauding the competency lists and the usual “check the box” 360 that followed pretty much ignored them thereafter. It just didn’t have the stickiness to matter to anyone. Immelt then followed this up with Noel Tichy, the acclaimed professor from the University of Michigan who told him that he didn’t believe in the leadership competency approach. Read more↔

 

360 feedback blog 1The MC 360 Feedback Produces an Alteration, Not Just an Assessment

We ask questions that get to the source of leadership behavior. 
Most 360 feedback instruments produce an assessment of people’s leadership behavior, provide people with the feedback, and a few prescriptions for how they should change. The 360 feedback process we have developed at Masterful Coaching focuses not just on people’s leadership behavior, but more importantly on what is driving that behavior, which opens the door to the 360 feedback to produce a real alteration. We get at this by asking questions in five categories: 1) aspirations, 2) winning strategy, 3) best behavior, 4) stress and pressure, and 5) underlying needs. Read more→

 


Leaders off the radar screenThe MC 360 Often Leads to Discovering High Flying Leadership Talent Totally Off the Radar

Here I would like to focus on how I’ve used the MC 360 interview process to both discover stellar leadership talent often hidden in an organization, as well as to advocate for that talent. Ironically, I have learned by direct observation that in many organizations, the leaders with the greatest potential are often totally off the radar program at corporate headquarters. A few years ago, I was hired by a Fortune 500 company located in Chicago to help develop their high potential leaders, starting with our program “Leaders Must Become Game Changers,” which included Masterful Coaching Skills. I met a Jeff Jones, a 40-something Country Manager in the European region, and established a one-to-one coaching relationship with him for a year. Interestingly enough, Jeff was not on the corporate high potentials list or part of any formal leadership development initiative. Read more→