Lead Change Blog

JULY 7, 2015

Art Petty of the Management Excellence Blog by Art Petty shares Leadership Caffeine: Becoming Agile and Adaptable is THE Leadership Issue. Art asks us to think about “our willingness to let go of dated thinking and obsolete approaches to leading and managing. ” Connect with Art on Twitter at @LeadershipCafn.

Leadership Development 150

Leadership Development Development Innovation 360-Degree Feedback 150

Marshall Goldsmith

MAY 17, 2011

I just reviewed my 360- degree feedback. Hewitt finds that these organizations tend to more actively manage their talent. Managers then point out how others need to change. The principle of leadership development by personal example applies to all management. My coworkers have been helping me improve.

Development 125

Development 360-Degree Feedback CEO Reputation 125

Marshall Goldsmith

NOVEMBER 11, 2013

In many cases, this coaching did not come in a formal coaching relationship (like a consultant, manager, or teacher). This list might include your manager, direct reports, colleagues, customers, friends, and family members. Don’t ask for their advice if you don’t want to hear it! Follow up with Coaches.

360-Degree Feedback 146

360-Degree Feedback Construction Follow-up Resistance 146

Marshall Goldsmith

MAY 1, 2012

Most of us hate getting negative feedback, and we don't like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. FeedForward can cover almost all of the same material feedback can. Your manager is in the room. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 127

360-Degree Feedback Participative Committee Efficiency 127

Marshall Goldsmith

FEBRUARY 1, 2012

Most of us hate getting negative feedback, and we don't like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. FeedForward can cover almost all of the same material feedback can. Your manager is in the room. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 114

360-Degree Feedback Participative Committee Efficiency 114

Building Personal Strength

MAY 20, 2012

Coaching Network of real people for advice, ideas, encouragement, and accountability. Revolutionary feedback system. . - Coaching videos that orient the new user to the system. Follow-up coaching program to begin development and acquire self-development routines. Self-directed and self-paced F-A-R system. Or both simultaneously.

Development 84

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

Marshall Goldsmith

MAY 3, 2011

Mike's score for treating colleagues with respect was dismal; in fact, out of 1,000 managers rated, he was dead last! His profit contribution was so vast that the CEO promoted him into management. I just reviewed my 360-degree feedback. These organizations tend to actively manage their talent. Life is good.

360-Degree Feedback 115

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

Marshall Goldsmith

AUGUST 5, 2012

Most of us hate getting negative feedback, and we don’t like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. FeedForward can cover almost all of the same material feedback can. Your manager is in the room. They don’t have to know you. Life is good.

360-Degree Feedback 89

360-Degree Feedback Participative Committee Positioning 89

Marshall Goldsmith

JUNE 7, 2011

To what degree can I trust you to develop my talents and skills? One talented manager asked for training, and was told that there was no budget for it. Do What's in Your Heart I was one of the original developers of 360-degree feedback. I also try to help my clients (and everyone around them) have a happier life.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

The Practical Leader

OCTOBER 24, 2012

Last week I was facilitating a two-day development retreat with a management team in Western Canada. Our database of 360 degree feedback assessments completed by over 300,000 managers, direct reports, peers, and others on 35,000 leaders shines strong new light on this combination.

Power 49

Power 360-Degree Feedback Workshop Training 49

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. What do you wish your peers would do on a regular basis?

Bottom-up 177

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

Harvard Business Review

MAY 1, 2014

On the advice of the strategy consultants he had engaged, the CEO decided to bring the team together for what he called a high performance intervention. Through the narrative of the self-portrait (combined with the sharing by each person of two 360-degree feedback reports), the group members discovered surprising things about each other.

360-Degree Feedback 10

360-Degree Feedback Offshoring Construction Execution 10

Harvard Business Review

APRIL 14, 2017

Or a 360-degree feedback report. Or (unsolicited) advice from a colleague. And besides, their advice wouldn’t even work. He meant that he wanted her to rethink how she was managing her team meetings. Maybe it’s your performance review. Maybe you got a dressing-down from an angry client.

360-Degree Feedback 14

360-Degree Feedback Creativity CEO Learning-by-Doing 14

Harvard Business Review

JULY 6, 2017

Our data included executives’ scores on personality and emotional intelligence assessments, interviews with their managers and HR, and our case notes. In light of these findings, we recommend two approaches for those who manage, mentor, or coach younger executives to help them reach their full potential.

Execution 14

Execution 360-Degree Feedback Executive Coaching Sample 14

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. But this doesn't have to be the case.

360-Degree Feedback 17

360-Degree Feedback Welch Active Listening CEO 17

Harvard Business Review

JUNE 11, 2014

Finally, team-building skills are both highly prized and shifting rapidly: executives are apt to find themselves managing co-located teams, cross-functional teams, global teams, and virtual teams. Where should executives turn for advice on skills they need to acquire and upgrade? Formal education and developmental assignments.

360-Degree Feedback 8

360-Degree Feedback Self-aware Mentor Consultative 8

Harvard Business Review

MAY 29, 2013

Our ability to identify and manage our own and others'' emotions is fairly stable over time, influenced by our early childhood experiences and even genetics. It is even harder to change one''s internal EQ; in other words, you might still feel stressed out or angry on the inside, even if you manage not to show those emotions on the outside.

Emotional Intelligence 11

Emotional Intelligence 360-Degree Feedback Stress Self-aware 11

Harvard Business Review

AUGUST 17, 2015

HR seems to have become every manager and employee’s favorite corporate punching bag, vying with IT for the dubious title of most-irritating function. Over the last five years, Zenger Folkman has collected 360-degree feedback data on 2,187 HR leaders. What the Best HR Leaders Do.

360-Degree Feedback 8

360-Degree Feedback Skills Positioning Teamwork 8

Harvard Business Review

FEBRUARY 22, 2017

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. But waiting a year or two for feedback can be dangerous.

360-Degree Feedback 11

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

Harvard Business Review

JULY 12, 2016

Energy vampires are often smart, well-intentioned managers who inadvertently slow the company down with too many questions, too much analysis, too much process—and not enough action. They fire off lots of missives that force your people to stop serving the customer and instead respond to yet another information request.

Bureaucracy 8

Bureaucracy 360-Degree Feedback How To Energy 8