How can leaders use 360-degree feedback to boost employee engagement?

Lead on Purpose

Guest post by Steve Brown One of the popular approaches to improving performance and employee engagement is to set up 360-degree reviews. With this process, a person gets feedback from their peers, as well as their manager. Management people also … Continue reading → Leadership Team Building entrepreneur improvement leadership behavior measured response strengths team collaboration

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Here is an article written by Sandi Edwards for Talent Management magazine. To check out all the resources and sign up for a free subscription to the TM and Chief Learning Officer magazines published by MedfiaTec, please click here. * * * You don’t have to look further than your own workforce for future leaders. With [.].

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Guest Post: Confidence in management

Lead on Purpose

”To see yourself as others see you” – that’s the general premise of the 360-degree feedback process. A management style unsuited to a business can do more harm than good in the long-run – yet 360-degree feedback can be a pivotal tool in inspiring positive change, letting you tailor your training to precise needs. As the feedback received by fellow peers is anonymous it promotes more of a positive performance review process.

5 Ways to Become a Better Leader!

Marshall Goldsmith

Leaders who participated in the same developmental programs and received the same type of feedback—but did not follow-up—were seen as improving by no more than random chance would imply. It’s an age-old question: Are we influenced more by nature or nurture?

#1 Sign Someone Isn’t a Great Leader

Marshall Goldsmith

I just reviewed my 360-degree feedback. Another thing that I feel good about is the fact that my scores on ‘effectively responds to feedback’ are so high this year.” When I became an executive coach, few CEOs received feedback from their colleagues.

Four Difficult Types of Employees: Feedback Do’s and Don’ts

Managers are Heroes

Whether you are dealing with a difficult person or motivating someone to be a more positive contributor, employee feedback is a powerful management tool. Start by thinking through what you need to get out of this feedback session. Consider suggesting 360-degree feedback from colleagues.

Weekly Leadership Challenge

CO2

Get a 360-degree feedback assessment and work with a professional coach on the debrief. Leaders may feel like they need fewer challenges, not more. In fact, what they need are new challenges, not the same ones, over and over.

What You Should Know about Making Excuses at Work

Marshall Goldsmith

After reviewing thousands of 360-degree feedback summaries, I have a feel for what qualities direct reports respect and don’t respect in their leaders. There is simply no excuse for making excuses at work – or anyplace else for that matter.

Become a More Effective Leader by Asking One Tough Question

Marshall Goldsmith

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. What prevents us from making the changes we know will make us more effective leaders? Great question.

Stop Defining Yourself as a Jerk!

Marshall Goldsmith

As we reviewed his 360-degree feedback report, he snorted, “What do you want me to do, go around praising people who don’t deserve it? We all have that relative who is always late. She comes in and says, “Oh I am so sorry, I am always late.”.

Coaching Change

Marshall Goldsmith

Leaders often fear confronting people about poor teamwork, but people highly value honest feedback. Use 360-degree feedback to align corporate values and individual behavior. Such feedback allows you to practice consultative coaching. Determine who can provide meaningful feedback. Collect feedback. Talk with managers about the results of the feedback – discuss key strengths and areas of improvement.

Bashing the Boss

Marshall Goldsmith

I have reviewed 360-degree feedback reports on leaders at all levels in major corporations, and a substantial number of executives are rated poorly on the item “avoids destructive comments about other people or groups.”

Why Don’t We Ask?

Marshall Goldsmith

Reviews of summary 360-degree feedback involving thousands of leaders from more than 50 organizations have shown that when the item “Asks people what he or she can do to improve” is included in the company’s leadership inventory, it almost always falls near the bottom (if not in last place) in terms of employee satisfaction. I then lowered my voice and asked, “Have you ever asked your wife for feedback on how you can become a better husband?”

Leadership Caffeine: Time to Take out the 360-Degree Trash

Management Excellence

While I’m certain there’s a good 360-degree feedback program out there somewhere, the trash frequently heaped upon unwitting corporate victims by misguided management groups via their HR departments is….well, Leadership Leadership Caffeine Management Education Middle Management Performance Quality Systems Management Social Commentary Talent Management Your Professional Development "To Do" List 360-Degree Evaluation feedback talent development

To Help Others Develop, Start With Yourself

Marshall Goldsmith

I just reviewed my 360-degree feedback. Another thing that I feel good about is the fact that my scores on ‘effectively responds to feedback’ are so high this year.” Twenty years ago, few CEOs received feedback from their colleagues. Even fewer candidly discussed that feedback and their personal developmental plans. Great leaders encourage leadership development by openly developing themselves. by Marshall Goldsmith.

Excuses, Excuses

Marshall Goldsmith

After reviewing thousands of 360-degree feedback summaries, I have a feel for what qualities direct reports respect and don’t respect in their leaders. I have never seen feedback that said, “I think you are a great leader because I love the quality of your excuses,” or, “I thought you screwed up, but you really changed my mind after you made that excuse.”

Ain’t That a Kick in the Pants

Lead Change Blog

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 challenge is, some leaders do everything they can to justify or explain away the feedback they get.

If They Understand, They Will Do

Marshall Goldsmith

Leaders in the company received 360-degree feedback to help them understand how their actual behavior was seen as matching this desired profile. All were trained to respond to co-workers on their feedback using a very simple follow-up process. Some leaders, however, did absolutely nothing as a result of receiving feedback and attending training, and as a group they were seen as improving no more than can be attributed to random chance.

Vision: A Story and a Fortune Cookie

Building Personal Strength

I first learned about 360-degree feedback in 1987. It was a new technology at the time, used primarily to give bosses what was called "upward" feedback about their leadership and management. By then we’ll have feedback from our customers.”

Recruiting Coaches

Marshall Goldsmith

The successful person, who “receives” the feedback often becomes defensive, denies the feedback, and tries to prove that the sender is “wrong” or “doesn’t understand.” Successful people tend to resist negative feedback about their past, but they appreciate constructive suggestions for their future. Your best coaches will not necessarily be outside experts who have credentials or training in your field. by Marshall Goldsmith.

Strategic Humor: Cartoons from the December 2013 Issue

Harvard Business Review

Here’s his winning caption: “How’s this 360-degree feedback working?” Enjoy these cartoons from the December issue of HBR, and test your management wit in the HBR Cartoon Caption Contest at the bottom of this post.

An Excessive Need To Be Me

Marshall Goldsmith

As we reviewed his 360-degree feedback report, he snorted, “What do you want me to do, go around praising people who don’t deserve it? We use our ideas of who we are to rationalize all kinds of behavior. Letting go of limiting definitions lets us do our best work. Mark Reiter is a top literary agent and a master with words. Mark and I worked together on my book, What Got You Here Won’t Get You There.

A 6-Part Structure for Giving Clear and Actionable Feedback

Harvard Business Review

After receiving some 360-degree feedback, we met to discuss the data. When either asking for or providing feedback, structure can make the process a positive encounter for both parties. Developing employees Coaching Giving feedback Article

Just Be You

Marshall Goldsmith

Do What's in Your Heart I was one of the original developers of 360-degree feedback. Is your company competing for top talent? Do you participate in hiring decisions or developing leaders? If so, pay attention! The workforce is changing dramatically--in two years, there will be more members of the Millennial Generation than Baby Boomers. The work environment requires increased global savvy, virtual skill, and technological knowledge.

When Coaching Finds That an Executive Isn’t in the Right Role

Harvard Business Review

In the traditional view of executive coaching, an executive, with her boss’s participation , takes personality assessments, receives 360-degree feedback , and creates and implements a development plan designed to address performance gaps, optimize her contribution, and prepare her for new responsibilities. It can be hard to acknowledge one’s own strengths and weaknesses, sometimes it’s hardest to do so when that feedback is coming from the boss.

The Ideal Praise-to-Criticism Ratio

Harvard Business Review

Which is more effective in improving team performance: using positive feedback to let people know when they're doing well, or offering constructive comments to help them when they're off track? So, while a little negative feedback apparently goes a long way, it is an essential part of the mix.

Open Your Wallet - Open Your Mind!

Marshall Goldsmith

As I was reviewing a 360-degree feedback report with one of my clients, his first words were, "But, Marshall." My coaching clients are either the CEOs or potential CEOs of multi-billion dollar corporations. Most are men; most are older and most are, by any normal standards, rich. There is a common assumption that old rich men don't really care about losing small amounts of money. Wrong! From my experience, most old rich men don't like to lose any money.

Feed It Forward

Marshall Goldsmith

If participants have worked together in the past, they are not allowed to give any feedback about the past. What is the last word most of us think of to describe the experience of receiving feedback, coaching, and developmental ideas? Their answers offer a great explanation of why FeedForward can often be more useful than feedback as a developmental tool. Most of us hate getting negative feedback, and we don't like to give it.

Self-Assessment

Marshall Goldsmith

I have two sons, and if they were receiving this feedback from you in 20 years, I'd be ashamed to be their father.' I just reviewed my 360-degree feedback. Also, I feel good about the fact that my scores on 'effectively responds to feedback' are so high this year.' Twenty years ago, few CEOs received feedback from their colleagues--or candidly discussed that feedback and their personal developmental plans.

We Like Leaders Who Underrate Themselves

Harvard Business Review

We delved into 360-degree feedback data describing 69,000 managers as seen through the eyes of 750,000 respondents at hundreds of firms. This, in fact, is what feedback tools such as 360-degree instruments are about.

Feed It Forward

Marshall Goldsmith

If participants have worked together in the past, they are not allowed to give any feedback about the past. ” What is the last word most of us think of to describe the experience of receiving feedback, coaching, and developmental ideas? Their answers offer a great explanation of why FeedForward can often be more useful than feedback as a developmental tool. Most of us hate getting negative feedback, and we don’t like to give it.

You Have to Be Fast to Be Seen as a Great Leader

Harvard Business Review

” We recently analyzed 360 feedback evaluations on more than 50,000 leaders to assess the impact of speed on their colleagues’ impression of each executive’s overall leadership effectiveness.

New Research Shows Success Doesn't Make Women Less Likable

Harvard Business Review

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. A businesswoman has a conversation with her five-year-old daughter.

How to Give Feedback People Can Actually Use

Harvard Business Review

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. How do you give feedback that helps someone learn and improve? This strategic developmental feedback requires careful thought and insightful construction.

How to Hire for Emotional Intelligence

Harvard Business Review

Use a 360-degree feedback instrument , even if it is valid and even if it measures EI competencies, like the Emotional and Social Competency Inventory (ESCI) does. A tool like 360-degree feedback ought to be used for development, not evaluation.

CEOs, Stop Trying to Manage the Board

Harvard Business Review

I was concerned enough to get a coach, who conducted a full 360-degree feedback process for me. The board members felt relaxed enough to give me some feedback of their own. It’s understandable that most CEOs try to manage their boards.

Leaders Aren’t Great at Judging How Inclusive They Are

Harvard Business Review

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 Joseph Clark/Getty Images. Many organizations today are making concerted efforts to become not only more demographically diverse but also more inclusive and welcoming of difference.

Dogged by a Daydream

Marshall Goldsmith

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. Executive educator Goldsmith gets to the bottom of why some of us don’t meet our goals – and gives some free advice. by Marshall Goldsmith.

How to Boost Your (and Others’) Emotional Intelligence

Harvard Business Review

For most people there is a disparity between identity and reputation that can cause them to ignore feedback and derail. Turning self-deception into self-awareness will not happen without accurate feedback, the kind that comes from data-based assessments such as a valid personality tests or 360-degree feedback surveys.

Feed It Forward

Marshall Goldsmith

If participants have worked together in the past, they are not allowed to give any feedback about the past. What is the last word most of us think of to describe the experience of receiving feedback, coaching, and developmental ideas? Their answers offer a great explanation of why FeedForward can often be more useful than feedback as a developmental tool. Most of us hate getting negative feedback, and we don't like to give it.