Lead Change Blog

NOVEMBER 7, 2016

Jill shares, “Getting 360 degree feedback anonymously can be overwhelming and cause anxiety. Jill explains how you can pluck out the meaningful messages and take positive action.” Jill Malleck of Epiphany at Work contributed They Told You What They Think of You, Now What?

Leadership Development 331

Leadership Development Development Leadership 360-Degree Feedback 331

Lead Change Blog

NOVEMBER 7, 2016

Jill shares, “Getting 360 degree feedback anonymously can be overwhelming and cause anxiety. Jill explains how you can pluck out the meaningful messages and take positive action.” Jill Malleck of Epiphany at Work contributed They Told You What They Think of You, Now What?

Leadership Development 201

Leadership Development Development Leadership 360-Degree Feedback 201

Strategy Driven

SEPTEMBER 16, 2013

When appreciation for a job well done is conveyed, positive environment thrives. The one characteristic that gets more productivity and generates more achievement and positive outcome is clear communication. Great leaders are wide open to new ideas and innovation. Great leaders tell the truth. Great leaders are tech-savvy.

360-Degree Feedback 92

360-Degree Feedback Leadership Open-book Customer Loyalty 92

LDRLB

JUNE 13, 2014

DAVID: Here’s my question then, if the system that a manager’s operating in is that delayed feedback system, what can we do … I think about consequences positive and negative and I think about the working inside a system that is semi-annually or annually with dishing out those positive or negative consequences.

Long-term 84

Long-term 360-Degree Feedback Books Organizational Behavior 84

Harvard Business Review

OCTOBER 27, 2017

Over the last decade, I’ve conducted thousands of 360-degree feedback interviews with the colleagues of the leaders I coach. My goal with these sessions is to get a better sense of my clients’ strengths and weaknesses, but more often than not, the feedback isn’t particularly useful. Learning to Learn.

360-Degree Feedback 10

360-Degree Feedback How To Comparison Construction 10

Harvard Business Review

DECEMBER 27, 2016

But they also found that it is the proportion of managers with a clinical degree that had the largest positive effect; in other words, the separation of clinical and managerial knowledge inside hospitals was associated with worse management. The course culminates in a team-based innovation project presented to hospital leadership.

Management 11

Management 360-Degree Feedback Mayo Training 11

Harvard Business Review

OCTOBER 26, 2017

This organization had hired us to administer 360-degree feedback assessments for roughly 4,000 leaders, and agreed to let us use that data for this analysis. We focused on two items that have stood out to us in over 10 years of administering 360-degree assessments with over 1.5

360-Degree Feedback 8

360-Degree Feedback Diversity Dunning Analysis 8

Harvard Business Review

AUGUST 17, 2015

Over the last five years, Zenger Folkman has collected 360-degree feedback data on 2,187 HR leaders. Second, we rank-ordered 49 leadership behaviors for all those in HR from the most negative to the most positive behaviors. Innovates. Building positive relationships. Strengths of HR Leaders. Role modeling.

360-Degree Feedback 8

360-Degree Feedback Skills Positioning Teamwork 8

Harvard Business Review

SEPTEMBER 29, 2015

Yet the very fact that the younger managers were promoted to managerial positions at a relatively young age indicated that they were primarily high potential individuals. The 360-degree feedback instrument we use collects data on 49 leadership behaviors. Forty percent of the younger group were female compared to 38.5%

Management 8

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

Harvard Business Review

FEBRUARY 4, 2013

Using 360-degree feedback data over a 12- to 18-month period, we were able to track what, exactly, the leaders who'd made the most significant progress were doing. This leads to constructive change and innovation. They recognized that they were role models and needed to set a good example.

360-Degree Feedback 8

360-Degree Feedback Cooper Learning-by-Doing Skills 8

Harvard Business Review

APRIL 24, 2015

Carrot and stick performance management processes and the behaviorist approach upon which they are based are deeply flawed, and yet most of us start (and end) there, even in the most innovative organizations. Only then can you move on to aspects of work that are important to this person. There’s a big difference.

Emotional Intelligence 8

Emotional Intelligence Development 360-Degree Feedback How To 8

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 78

Execution Company 360-Degree Feedback Cooper 78