DevelopingLeadership

Competenciesthrough 360Degree Feedback and Coaching

Agenda for Todays Presentation

Introduction
360-Degree Feedback
Evaluation Potential
Competencies
Bridging the Leadership gap
Couching and Development
Facilitating the coaching session
Steps for ensuring a successful coaching session

Summary

Introduction
Talent Management has become a CRITICAL concern for Organizations
360-Degree feedback has gained increasing popularity and importance
To develop accurate analysis of Leadership potential, 360-Degree process takes into account
collective judgments of multiple co-workers, peers and subordinates.
By integrating 360-Degree feedback into the talent management system, the organization can
successfully access leadership potential, identify employee strengths and weaknesses,
recommend developmental activities.
Best practice organizations have a clearly articulated, well-implemented and widely accepted
description of effective leaders.
These descriptions form of a leader competency model which outlines the competencies that
contribute to leaders effectiveness.
Best practice organizations use the same competency model across various talent management
processes including 360-degree feedback.
This approach reinforces importance of organizations view of effectiveness and helps employees
better understand the competency model.

360-Degree Feedback Process

Multiple individuals provide ratings for the employee (bosses, peers, direct
reports, customers etc.)
Raters assess employees on-the-job behaviors and other attributes using a
numerical rating scale.
Ratings are usually anonymously collected with an exception of boss ratings.
Feedback is provided to employees in reports that itemize the results of
assessment.
With the help of a professional feedback coach, employees examine their high
& low ratings (strengths & weaknesses) along with the difference between
their own and others perceptions of their performance.
Employees create a development plan and work with feedback coaches to
identify ways they can change their behavior to become more effective.

Evaluating Potential
360-degree feedback is most commonly used to assess organizational competencies, it is also
used to assess the potential of employees to perform in roles with greater responsibilities.
Benchmarks A 360-Degree Survey was developed by The Center for Creative Leadership
(CCL)
Benchmarks has a section Meeting Job Challenges, to assess Leadership potential. It
contains competencies measuring :
Resourcefulness needed to cope with demands of job
Drive and attitudes necessary to be successful
Ability to learn and make decisions quickly

Benchmarks also has a section Problems that can stall a career, which assess the
employees potential for derailment. The derailment scales include :
Failure to build relationships and to negotiate well
Problems with interpersonal relationships
Difficulties changing or adapting
Having a narrow functional orientation

Competencies
When each component in the human resources system (talent management, leadership
development, and performance management) is built around a common set of
competencies and rating scales, the entire system becomes more efficient and
effective. (Byham 2004)
The competencies should be built on examples of behaviors that are required for
successful job performance. Once a comprehensive competency model has been
developed, these competencies can be incorporated into a 360-degree feedback survey.
This ensures that the leadership competencies that are considered important by the
organization are measured by the 360-degree process and that employees receive
feedback on these competencies (Fleenor, Taylor, and Chappelow 2008).
Generally, three levels are used, corresponding to executive, middle, and supervisory
employees. This approach may dictate multiple 360-degree feedback models that align
with organizational level

Organizations use different methods to arrive at a 360degree feedback competency model:

They adopt an existing competency model that comes from a
reputable source, has been used successfully across organizations,
and has high face validity within the organization
They create a model from scratch, involving numerous stakeholder
groups within the organization to arrive at some agreement about
the most important leader competencies in their organization
They begin with an existing framework (e.g., a set of organizational
values or strategic priorities) and derive a set of competencies
needed to deliver on that set of values or priorities. Whatever
process is used, the goal is to arrive at an integrated set of
competencies that are relevant, meaningful, and understood across
the organization.

Mone, Acritani and Eisinger(2009) recommend framing the competencies into three
major categories: foundational, growth oriented, and career specific.
Using this framework will help managers understand that some competencies are
good predictors of long-term potential but may not necessarily be predictive of
immediate promotability (Silzer and Church 2009). Using this frame- work will help
managers :
Better understand the nature of potential and how to assess it
Realize that some competencies are more static and some are more developable than
others.
To determine the competencies necessary for long-term potential decisions
To distinguish the competencies needed for promotion from those necessary for the
development of potential.

It is usually necessary, however, to provide training for the participants and the
raters before implementing such a process. Managers must be educated about
the competencies and how to use them, and implementation of a competency
model may involve modifications to the organizations current processes.

Coaching and development

A method of directing, instructing and

training a person or group of people,
with the aim to achieve some goal
ordevelop specific skills.

360 degree for Coaching and

development
Why 360-Degree for Coaching and Development
360-degree feedback is the most popular tool for Coaching as compared to
Interviewing
Done by a certified Coach, who is an outside the recipients chain of command.
Confidentiality
One-On-One feedback:
Interpret the data
How to read and analyse the report
Understand the scoring
Understand the process

Provide assistance for development planning

Help the participant to create a development Plan

Check the progress

Facilitating the coaching session

It is important to give the recipient time to analyse the data before the feedback
So that in case the feedback is negative or surprising the recipient can deal with it

The coach should allow one to four days between the delivery and the coaching session
This will help the recipient to digest the data and understand it better

A good feedback coach should not only understand the data but also the work context of the
individual and should ask the following questions
How will the data be used?
What is happening in the present job situation?
Is the recipient surprised by any of the feedback?
What overarching themes emerge from the data?
How can the data be summarised? What are the strengths and development areas
What changes is the recipient motivated to make right now?

Experienced coaches should leverage their expertise with the feedback survey
Effective coach sees themselves as guides to the feedback and ask questions that will help the
recipients to make connections in the data they have received

Steps for Ensuring aSuccessful

Coaching Session
Clarify purpose,goals, andexpectations ofthe feedbackprocess.
Briefly discuss the research that supports the 360-degree feedback
survey being used.
Provide acontext for receiving feedback, includingthe
followingpoints:
First, feedbackis data,and dataare neutral.Data cannot
makedecisions about an individualthe individual makes decisions
about the data.
The feedbackrepresentsa snapshot ofthe recipient.It does
notdefine him or her as a person. It is important to put this
snapshot alongside others to see what overarching patterns emerge.

Steps for Ensuring aSuccessful

Coaching Session. cont...
Recipients often make one of two common mistakes when they
receive 360-degree feedback: they accept the information too quickly
or they reject it too quickly. Encourage recipients tocarefully consider
and thinkover their data.
The recipients know who they asked to fill out their questionnaires,
andthey know their work situations. Help them understand the data,
but the recipients must decide themselves what the data mean.
Explain howto readand interpret the feedback report.
Allow time for individual reflection on thedata, and for answering
questions.
Introduce anyguides or other materials thatwill help therecipient
with developmental planning

Summary
The following best practices for creating an integrated talent management
system should be followed (Groves 2007):
Develop mentor networks.
Identify high potential employees using 360-degree feedback.
Develophigh-potential employees through on-the-job developmental experiences.
Establish a flexible and fluid succession planning process.
Createorganization-wideforumsfor exposing high-potential employees to multiple
stakeholders.
Establish a supportive organizational culture.

An integrated talent management system, as opposed to stand-alone

developmental activities, will become a corepart of theorganizations value
proposition by attracting future leaders and establishing bench strength to
execute critical strategy. (Cohn, Khurana, and Reeves 2005).