Experience to Lead

SEPTEMBER 28, 2023

Leadership feedback provides leaders, whether they are team leads, managers, executives or others in leadership positions, with information regarding their performance, behavior and impact. This feedback aims to give insight into how their actions and decisions affect their team, the organization and broader stakeholders.

Examples 52

Examples Team Succession 360-Degree Feedback 52

Lead Change Blog

JULY 7, 2015

Dan points out that “bad decisions can ruin an organization and kill careers. Have you been given feedback that you need to improve your decision making? Managers often get poor grades from 360 degree feedback assessments in the areas of quality and timeliness of decisions.”

Leadership Development 150

Leadership Development Development Innovation 360-Degree Feedback 150

HR Digest

AUGUST 13, 2023

By implementing effective strategies, organizations can cultivate a work environment that supports the growth, satisfaction, and success of their employees. Prioritize Employee Onboarding and Training A strong onboarding process sets the stage for a positive work environment from the moment employees join the organization.

Environment 52

Environment Positioning Strategy Diversity 52

Experience to Lead

NOVEMBER 3, 2023

Whether it’s your social life, family or career, one thing you can count on is the consistency of change. Vision, Mission, and Values What is important to your organization? Your mission defines what your organization is doing today. The story is no different when it comes to developing a leadership strategy in times of change.

Strategy 52

Strategy Development Leadership 360-Degree Feedback 52

Marshall Goldsmith

AUGUST 22, 2011

At the end of my sessions, I ask leaders (who have received 360-degree feedback) to follow up with their co-workers and ask for ongoing ideas about how they can continue to become more effective. 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

JUNE 7, 2011

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. As they consider opportunities to advance their careers, talented 'high potentials' share five concerns.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Marshall Goldsmith

DECEMBER 31, 2012

At the end of my sessions, I ask leaders (who have received 360-degree feedback) to follow up with their co-workers and ask for ongoing ideas about how they can continue to become more effective. It also probably explains why you don’t do many things in you own life and career that you know you should.

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. Twenty years ago, few CEOs received feedback from their colleagues--or candidly discussed that feedback and their personal developmental plans. These organizations tend to actively manage their talent.

360-Degree Feedback 115

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

Your Voice of Encouragement

JUNE 3, 2011

In his 360-degree feedback report, everyone agreed he was a great guy to be around, brimming with good cheer and optimism, but that he couldn’t be counted on to properly plan and deliver complex projects. Master the Four Behavioral Styles and Transform Your Relationships, Your Career…Your Life.

360-Degree Feedback 67

360-Degree Feedback Core Competence Analysis Open-book 67

Marshall Goldsmith

OCTOBER 16, 2012

Some profiles are organized around values and others around competencies. One of my books, Global Leadership: The Next Generation (with Cathy Greenberg, Alastair Robertson and Maya Hu-Chan), describes research findings involving more than 200 specially selected high-potential leaders from 120 global organizations.

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. Did you hit your numbers? Make your budget? How did you perform in managing a major project?

Career 12

Career 360-Degree Feedback Mentor Long-term 12

Marshall Goldsmith

OCTOBER 7, 2013

However, at lower levels in the organization (that are more price sensitive) traditional 360 degree feedback can work very well. These are the people who have great careers in front of them. At the top of major organizations even a small positive change in behavior can have a big impact.

Leadership 117

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

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 23, 2014

It is therefore time to admit that some people are more vulnerable to unethical temptations than others, and managers can play an important role in attenuating (or increasing) the rate of unethical incidents in their teams and organizations. That said, organizations can influence employees’ ethical choices via explicit educational programs.

Management 15

Management 360-Degree Feedback Ethics Morale 15

Harvard Business Review

APRIL 4, 2013

While, certainly, some individual women may find themselves disliked as they move up the organization, our aggregate data show the opposite is more common — that male leaders are perceived more negatively as they rise, whereas women generally maintain their popularity throughout their entire careers.

360-Degree Feedback 14

360-Degree Feedback Succession COO Middle Management 14

Harvard Business Review

MAY 16, 2014

Trainee programs for new recipients of bachelor’s, master’s, and PhD degrees have been around for years. Each year, organizations race toward campuses and grab hold of the recruits they consider best for their talent pool. At GE, we have created mid-career leadership programs as one answer to these challenges.

Training 9

Training 360-Degree Feedback Participative Human Resources 9

Harvard Business Review

FEBRUARY 22, 2017

Continuous personal development is fundamental to career growth, professional satisfaction, and having a broader impact in the world. Do an informal, monthly 360-degree review. A company’s annual or semiannual data collection efforts to provide 360-degree feedback to leaders on how they are doing is all well and good.

360-Degree Feedback 15

360-Degree Feedback Commitment Learning-by-Doing Letter 15

Harvard Business Review

MARCH 29, 2017

In contrast, when leaders are aware of their limitations, they are less likely to make mistakes that put their teams, organizations, and countries in danger. For example, deluded leaders may come across as charismatic and talented, but their overconfidence puts their followers at risk in the long run. You and Your Team Series.

Self-aware 8

Self-aware 360-Degree Feedback How To Collins 8

Harvard Business Review

FEBRUARY 25, 2014

In 2013, my partners and I conducted a combination of surveys and interviews with over 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings, and one of the things that repeatedly fell into the dislike column was politics. Need more evidence?

Politics 11

Politics 360-Degree Feedback Skills Seminar 11

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 15

Execution 360-Degree Feedback Executive Coaching Sample 15

Harvard Business Review

DECEMBER 27, 2016

” Having spent their careers looking through a patient-focused lens, physicians moving into executive positions might be expected to bring a patient-focused strategy. Core to the curriculum is emotional intelligence (with 360-degree feedback and executive coaching), teambuilding, conflict resolution, and situational leadership.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

MARCH 23, 2016

We defined diversity-valuing behavior as that which promotes demographic balance within organizations. Thus gender balance would involve a 50/50 split between men and women employees, and racial balance would involve the same percentage of minorities working within an organization as there are in the surrounding region.

Diversity 8

Diversity 360-Degree Feedback Survey Participative 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 9

360-Degree Feedback Delegation Career Execution 9

Harvard Business Review

SEPTEMBER 29, 2015

The 360-degree feedback instrument we use collects data on 49 leadership behaviors. This is excellent news, indicating there are talented younger leaders in our organizations who will be capable of stepping into key roles. Not capable of representing the organization. Not perceived as a role model.

Management 8

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

Harvard Business Review

MAY 29, 2013

Studies have shown that a high emotional quotient (or EQ) boosts career success , entrepreneurial potential , leadership talent , health , relationship satisfaction , humor , and happiness. Who wouldn''t want a higher level of emotional intelligence? 4) Some techniques (and coaches) are more competent than others.

Emotional Intelligence 14

Emotional Intelligence 360-Degree Feedback Stress Self-aware 14

Jesse Lyn Stoner Blog

MARCH 4, 2013

John Hunter of Curious Cat Management Improvement Blog points out that “the need in so many organizations to avoid failure means wise actions are avoided because there is a risk of failure.” Joel Garfinkle of Career Advancement Blog discusses three best practices in recruiting and retaining talent in What’s It Worth to You?

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

Harvard Business Review

MAY 15, 2012

The higher up in the organization you get, the less likely you'll receive constructive feedback on your ideas, performance, or strategy. While you may be tempted to enjoy this deference, the silence will not help you, your organization or your career. No one wants to offend the boss, right? Acknowledge the fear.

360-Degree Feedback 19

360-Degree Feedback How To Construction Case Study 19

Harvard Business Review

FEBRUARY 21, 2018

And yet what we see when we administer 360-degree feedback surveys on behalf of these leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws. Fatal flaws, however, are different. And here, that blindness has a steep cost.

360-Degree Feedback 15

360-Degree Feedback Self-aware Bottom-up Learning-by-Doing 15

Persuasive Powerhouse

OCTOBER 22, 2010

My work as an executive coach involves looking at a lot of 360 degree feedback reports. One of the patterns I see in the 360 data on leadership behaviors is that peers are typically the lowest rating group for any given executive. Tailors his/her communications style to the needs of the particular audience.

Bottom-up 177

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

Harvard Business Review

APRIL 10, 2018

After his 360-degree feedback session, Tom now makes an effort to get to know coworkers who are different from him. Nick, another CEO, has initiated a system of reverse mentoring in his organization. “Executives have found it eye-opening, and the mentors have raised their profiles for career advancement.”

360-Degree Feedback 15

360-Degree Feedback Mentor System Education 15

Harvard Business Review

MAY 22, 2018

In today’s increasingly globalized world, more and more people are choosing to live, work and study abroad —and this trend appears to be a good thing: social science studies have shown that international experiences can enhance creativity , reduce intergroup bias , and promote career success. Limitations and Future Directions.

Development 15

Development Self-aware 360-Degree Feedback Participative 15

Harvard Business Review

DECEMBER 15, 2017

Rather, we suggest a different approach: carving out a career path for younger physicians with leadership potential and creating a well-designed development pipeline so doctors emerge able to effectively lead large organizations of medical providers. The Dyad Model and Its Limitations. The CMO should not be part of the dyad model.

Training 15

Training Health Care Management 360-Degree Feedback 15

Harvard Business Review

JANUARY 14, 2015

In 2013, we conducted a number of interviews and surveyed 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings. We’ve observed time and again in 360-degree feedback surveys that women executives believe politics present a particular dilemma for them.

Politics 8

Politics Strategy 360-Degree Feedback Mentor 8