Great Leadership By Dan

OCTOBER 9, 2018

We are born with the ability to listen, yet somehow managers, at some point in their careers, seem to forget how to use this natural born gift. Listening is one of the most consistently lowest rated behaviors in 360 degree feedback assessments for managers. The cure: Get some feedback.

360-Degree Feedback 289

360-Degree Feedback Management Self-aware Open-book 289

Modern Servant Leader

MAY 22, 2012

So it stands to reason that if “leadership is influence” (Maxwell), we have unrivaled leadership opportunity. Managing people has been the most universal sign of “leadership” in business. After all, you have responsibility for their career (at least in part), compensation and delivery commitments.

360-Degree Feedback 194

360-Degree Feedback Management Constraint Leadership 194

Experience to Lead

SEPTEMBER 28, 2023

In the dynamic world of business, leadership feedback stands as a cornerstone for team excellence and organizational growth. For leaders aiming to propel their teams to unparalleled success, the art of delivering impactful feedback is crucial. What is Leadership Feedback?

Examples 52

Examples Team Succession 360-Degree Feedback 52

Lead Change Blog

JANUARY 27, 2017

One of the most effective ways of doing this is having the leader go through a 360-degree feedback process, where the people they are leading rate the leader’s style and performance. The raters often include the leader him or herself and the leader’s boss(es), peers, and direct reports— hence a “360-degree” view.

360-Degree Feedback 150

360-Degree Feedback Open-book Report Survey 150

Marshall Goldsmith

JANUARY 6, 2014

In my career, I am sort of a pioneer. I was one of the original developers of something called 360 degree feedback. If I look back upon what I have contributed in my career, my largest contributions have all come from stuff that I made up. FeedForward Leadership'

360-Degree Feedback 172

360-Degree Feedback Long-term Drucker Learning-by-Doing 172

Marshall Goldsmith

OCTOBER 7, 2013

We first get an agreement with our coaching clients and their managers on two key variables: 1) what are the key behaviors that will make the biggest positive change in increased leadership effectiveness and 2) who are the key stakeholders that should determine (one year later) if this change has occurred. That is just not what I do.

Leadership 117

Leadership 360-Degree Feedback Follow-up Learning-by-Doing 117

HR Digest

AUGUST 13, 2023

Being proactive in supporting employees’ professional growth by identifying development opportunities and offering resources or training programs. It enables employees to express their ideas, concerns, and feedback freely, fostering a sense of psychological safety and trust.

Environment 52

Environment Positioning Strategy Diversity 52

Marshall Goldsmith

AUGUST 22, 2011

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. It also probably explains why you don't do many things in your life and career that you know you should.

360-Degree Feedback 129

360-Degree Feedback Prahalad Follow-up Participative 129

Marshall Goldsmith

MAY 5, 2014

According to a survey by Badbossology.com and Development Dimensions International, a majority of employees spend 10 or more hours per month complaining or listening to others complain about bad bosses – and almost one-third spend 20 hours or more per month. You don’t enhance your career.

360-Degree Feedback 122

360-Degree Feedback Learning-by-Doing Survey CEO 122

Marshall Goldsmith

JUNE 7, 2011

Do you participate in hiring decisions or developing leaders? Rapid change is the order of the day, with global mergers, acquisitions and shifts--and the resulting talent and leadership challenge will likely determine the success or failure of your organization between now and 2020. Is your company competing for top talent?

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Marshall Goldsmith

DECEMBER 31, 2012

I am probably the only executive educator that you have ever heard of who actually measures if the participants in my leadership development courses do what I teach – and then measures if they are seen as becoming more effective leaders. I know what you are probably thinking right now. This guy doesn’t know my daydreams!

360-Degree Feedback 102

360-Degree Feedback Follow-up Bottom-up Participative 102

Marshall Goldsmith

MAY 3, 2011

This should have been the apex of Mike's young career. I just reviewed my 360-degree feedback. While listening to Steve speak openly to coworkers about his efforts to develop himself, I realized how much the world has changed. I don't need to work on developing myself.' Instead, it exposed his bad side.

360-Degree Feedback 115

360-Degree Feedback Gordon CEO Learning-by-Doing 115

Marshall Goldsmith

OCTOBER 16, 2012

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.” by Marshall Goldsmith.

360-Degree Feedback 96

360-Degree Feedback Follow-up Ethics Training 96

Harvard Business Review

FEBRUARY 4, 2014

In most organizations, professionals who want to move up get lots of feedback. Many companies provide you with so-called 360-degree feedback based on anonymous surveys from your boss, peers, and direct reports. Understand that most people, including senior leaders, are uncomfortable providing this feedback.

Career 9

Career 360-Degree Feedback Mentor Long-term 9

Jesse Lyn Stoner Blog

MARCH 4, 2013

Welcome to the March 2013 Leadership Development Carnival! Thanks to those who contributed the many excellent posts on leadership practices, the workplace environment and personal mastery. And a special thanks to carnival leader Dan McCarthy at Great Leadership for the invitation to host this carnival.

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

Harvard Business Review

SEPTEMBER 7, 2012

But there is one thing we've personally seen that profoundly and consistently changes lives — what's generally referred to as the 360-degree feedback process. Maybe that's why our blood comes to a slow boil when we see a popular columnist arguing that 360-degree feedback programs fail.

360-Degree Feedback 15

360-Degree Feedback Review Participative Survey 15

Harvard Business Review

MAY 16, 2014

Entry-level programs are an integral part of talent-development strategies and often are the only effective bridge between academia and the business environment. At GE, we have created mid-career leadership programs as one answer to these challenges. They work quite well.

Training 8

Training 360-Degree Feedback Participative Human Resources 8

Harvard Business Review

DECEMBER 27, 2016

Doctors were once viewed as ill-prepared for leadership roles because their selection and training led them to become “heroic lone healers.” The emphasis on patient-centered care and efficiency in the delivery of clinical outcomes means that physicians are now being prepared for leadership. ” But this is changing.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

FEBRUARY 22, 2017

Continuous personal development is fundamental to career growth, professional satisfaction, and having a broader impact in the world. And while the self-help industry and leadership professions have made a fortune on our obsession with getting better, failure rates remain alarmingly high. Why so much failure? Erika Andersen.

360-Degree Feedback 11

360-Degree Feedback Commitment Learning-by-Doing Letter 11

Harvard Business Review

APRIL 4, 2013

But our work with leadership development and 360-degree assessments does not confirm that a likability penalty as women rise to the top is one of those barriers. Taking items from our 360-degree feedback instrument such as "Do you stay in touch with issues and concerns of individuals in the work group?"

360-Degree Feedback 10

360-Degree Feedback Succession COO Middle Management 10

Harvard Business Review

JANUARY 9, 2017

Among the various core ingredients of talent and career success, few personal qualities have received more attention in the past decade than emotional intelligence (EQ), the ability to identify and manage your own and others’ emotions. Here are five critical steps for developing EQ: Turn self-deception into self-awareness.

Emotional Intelligence 8

Emotional Intelligence Self-aware 360-Degree Feedback How To 8

Harvard Business Review

JANUARY 25, 2013

It's a great moment in literature — and an extremely useful image for managers intent on ferreting out the feedback they need for career advancement. Those who solicit career feedback are likely to hear many, often conflicting messages and need to be astute in sorting out the most critical input to avoid careening off course.

360-Degree Feedback 8

360-Degree Feedback Delegation Career Execution 8

Harvard Business Review

FEBRUARY 25, 2014

In reviewing several thousand 360-degree feedback surveys we found that both women and their managers cite political savvy as an ongoing development need for women. Look Out: Imagine your career two to three moves ahead of where you are now and keep that image in your mind.

Politics 8

Politics 360-Degree Feedback Skills Seminar 8

Harvard Business Review

MARCH 29, 2017

Although leadership talent is normally distributed, 80% of people think they are better-than-average leaders. The use of 360s also enhances coaching and development interventions by closing the “blind-spots” between leaders’ self-views and other people’s views on them. Jim Whitehurst.

Self-aware 8

Self-aware 360-Degree Feedback How To Collins 8

Harvard Business Review

JULY 6, 2017

Because organizations are increasingly focusing on early talent development to attract and retain young talent, it’s important to understand the best way to accelerate their growth as leaders. The 30-somethings have tended to be more difficult engagements, often requiring more directness, cajoling, and nurturing.

Execution 14

Execution 360-Degree Feedback Executive Coaching Sample 14

Harvard Business Review

JUNE 11, 2014

These skills will vary by industry and function, but up-to-date financial, technical, managerial, and leadership skills are of universal value. Peer and subordinate feedback. Several respondents advocated a “strong and diverse network” and openness to 360-degree feedback—that is, not just feedback from supervisors.

360-Degree Feedback 8

360-Degree Feedback Self-aware Mentor Consultative 8

Harvard Business Review

APRIL 24, 2015

But as I learned over the course of my career, there’s a better approach with boards. It’s all a matter of developing trust. I was concerned enough to get a coach, who conducted a full 360-degree feedback process for me. I could see they were focused on helping me protect and improve the company.

CEO 8

CEO 360-Degree Feedback Management Charisma 8

Harvard Business Review

JUNE 21, 2012

My knowledge of corporate leaders' 360-degree feedback indicates that one out of four of them has a listening deficit—the effects of which can paralyze cross-unit collaboration, sink careers, and if it's the CEO with the deficit, derail the company. He wasn't alone in that regard.

360-Degree Feedback 17

360-Degree Feedback Welch Active Listening CEO 17

Harvard Business Review

SEPTEMBER 29, 2015

Of the younger group, 44% ranked in the top quartile for overall leadership effectiveness when compared to all leaders in our database. The 360-degree feedback instrument we use collects data on 49 leadership behaviors. In contrast, the older group had only 20% in the top quartile.

Management 8

Management 360-Degree Feedback Short-term Long-term 8

Building Personal Strength

MAY 20, 2012

I was thinking about ProStar Coach today, the online virtual personal development coaching system, which has been in use for over two years now. So unlike most learning and development programs, ProStar Coach focuses on permanently changing behavior patters. Revolutionary feedback system. Focused on changing behavior.

Development 84

Development 360-Degree Feedback Learning-by-Doing Video 84

Persuasive Powerhouse

OCTOBER 22, 2010

He is a former Fortune 500 HR executive, president of The Eblin Group and graduate of Davidson College, Harvard University, and Georgetown University’s leadership coaching certificate program, where he is also on the faculty. My work as an executive coach involves looking at a lot of 360 degree feedback reports.

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

DECEMBER 15, 2017

And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. Building a Physician Leadership Pipeline.

Training 14

Training Health Care Management 360-Degree Feedback 14