Over the last 5 years, I’ve had the privilege of working with Cedric Frederick the CEO of Avante Partnerships, who annually does a 360 and then shares it with those around him.
Cedric’s committed to developing “an open culture” where honest feedback is invited, willingly accepted and used to continually improve individual and organisational performance. Leading the way, his personal commitment to asking for feedback and using it to continually learn, sets the organisational tone.
The questionnaire is based on his job description/ specification and feedback is invited from a wide range of employees (Cedric does not have oversight of who is invited). He then shares his report and development plan for the next 12 months, both up (with Trustees) and down the organisation (his team and all managers).
I wonder how many other CEO’s who talk ‘feedback and open cultures’ – actually lead the way?
Bye for now
All the best
We’ve just successfully piloted our new ‘Comparative 360 Feedback Report’…. Very exciting, as it combines and summarises the results of a participants’ old and current 360 reports, enabling meaningful behavioural change to be seen. The key benefits being:
Our experience suggests that repeating the 360 feedback process after 18 – 24 months allows time for mastery of new behavioural skills (to an unconscious/ competent level) and for those behaviours to become apparent in the eyes of others.
We’ve kept the whole thing simple and pragmatic – The ‘Comparative Feedback Section’ is a bolt on to our standard report and shows using a RAG (Red, Amber, Green) scale:
Let me know if you’d like any more information.
Bye for now
All the best
Performance evaluation scales – Here, raters are typically asked to grade, appraise, score or pass judgement on the participant. The most common of these scales being:
Competence – Typical labels are:
Performance – Typical labels are:
Comparison – Typical labels are:
Observation Scales – Ask responders to share how ‘frequently’ they see the participant carry out the described behaviour and are mainly used to provide insight and developmental feedback. Examples of frequency scales are:
All the best
Whilst 360 feedback is a great way of aligning managers to the expectations of the organisation, helping them get their style and approach right. If used in a progressive way (as shown in the model opposite) it can also be used to incrementally grow their feedback maturity.
To explain the model:
Whilst 2012 was a great year for Lumus360, with lots of opportunities to try new/ exciting things and the opportunity to work with over 20 new clients.
2013 will be even better …. here’s just a few things we’ve just launched:
Multi language 360 feedback – Our latest updates enable participants and their feedback responders to complete the whole 360 feedback process in their preferred language and for multi-lingual reports to be produced instantly
360 feedback software – We now lease part of the Lumus360 engine to medium and larger organisations, enabling them to fully manage their own people through the 360 feedback process at a fraction of the normal cost
Off the shelf 360 degree feedback - A very cost effective and quick way to provide 360 feedback against one of our generic 360 questionnaires
360 degree feedback and coaching – The perfect solution for those who want to arrange for an individual to gain 360 feedback against a purpose built questionnaire and to be coached through their report
Staying at the forefront of online survey technology, 2013 will also see the introduction of our mobile friendly version and new user interfaces that will the upload of multiple feedback responder names instantly.
Wishing you the very best for 2013.
If so, try our Christmas Present Wish List it’s free, fun and will help other people get the right present for you this Christmas – You simply, identify what you would like for Christmas and from whom, and the Lumus 360 survey software elves will ensure your message gets passed on.
All the best
If so, try our Christmas Present Wish List it’s free, fun and will help other people get the right present for you this Christmas – You simply, identify what you would like for Christmas and from whom, and the Lumus 360 survey software elves will ensure your message gets passed on
“You get out what you put in”
Great 360 degree feedback questions are at the heart of every successful 360 feedback survey. If your questions are not ‘fit for purpose’, the feedback people receive will not be as useful.
When designing 360 questionnaires we suggest you use a standard/ generic list of questions as a start point and then update them to match the specific expectations of managers within your organisation. The following (free) resources should provide a good start point:
Bye for now
Whilst we all set out to do a great job. I frequently see in the 360 degree feedback coaching I do, that people’s good intentions can come across in a way that has a different impact from what they intended.
I genuinely believe that without regular feedback, we can not gauge the bits that are working, those that are not and how to put right and make better what we do.
Applying these same principles to Lumus, we became the first (and only) 360 survey software provider to ask everyone who completes one of our questionnaires to provide us with feedback on the process of giving feedback, and then instantly publish all of their 360 feedback comments for all to see(!).
In addition to now being able to offer our clients ‘live feedback’ on their 360 survey tools, we have also used the information to make improvements to the Lumus engine including:
If you would like a summary of the feedback left by those using your Lumus 360 survey, drop me a note and we will send it over.
Bye for now
Like many, I have been amazed at the success of Team GB over the last couple of weeks and could not help ponder a few things … ‘What is the learning – How do we take those winning components back into work and sustain them during these uncertain times?’
I was particularly struck by the obvious power of having a home crowd behind you – Almost all of our medal winners acknowledged the key role the crowd played in getting them to the podium. I heard one commentator describe it as “a legal performance-enhancing substance”. The crowds passion, encouragement, energy, belief, support and ‘willing’ of success, definitely helped create the right/conducive environment for our athletes to deliver some extraordinary results.
I also have the up-most respect and admiration for the 70,000 volunteers who gave up a minimum of 10 days annual holiday with no pay, expenses, or accommodation, to work very long days, often performing menial tasks in order to be part of delivering something very special.
Whilst I recognise, there were many factors involved in our athletes successes and the motivation of those who volunteered to help run the games - The work I’ve done around leadership expectations over the last 10 years, drew me to the conclusion that maybe we should be expecting more from of our workplace leaders in relation to:
Having supported hundreds of organisations over the last 12 years to develop their CompetencyFrameworks, I’ve seen various trends in relation to what organisations expect of their managers. The most recent (and very significant) shift is the increased expectation of managers at all levels to take a key role in prospecting, identifying and growing new business opportunities.
The question is …. Are your managers clear about what is expected of them in relation to growing the business? – Should your 360 Degree Feedback questionnaire/ Competency Framework incorporate business development behaviours such as:
Setting the right team/ department climate:
Seeking out opportunities
Opportunities into action
If you need to develop a 360 degree feedback questionnaire then these articles will be of use:
Thank you for reading this blog. If you would like further information, please contact Lumus on 01291 637380 or firstname.lastname@example.org