Understanding and Using Your Executive View 360 Report
Kenneth M. Nowack, Ph.D.3435 Ocean Park Blvd, Suite 203 Santa Monica, CA 90405
(310) 452-5130 (310) 450-0548 Fax
www.envisialearning.com
Executive View Online Process
Understanding and Using Your Executive View 360 to Develop Leadership Talent
Translating Awareness into Behavior Change: An Introduction to Talent Accelerator
Next Steps/Questions
Presentation Agenda
Executive View 360 Online Process
Executive View 360 Email Invite
Understanding and Using Your Executive View 360 to Develop Leadership Talent
Translating Awareness into Behavior Change: An Introduction to Talent Accelerator
Next Steps/Questions
Presentation Agenda
Emotional Reactions to Feedback: GRASP Model
Grin or Grimace
Recognize or Reject
Act or Accept
Strategize &
Partner
Emotional Reaction
Cognitive Reaction
Commitment Reaction
Behavioral Reaction
Interpreting Your
Executive View 360 Feedback Report
Interpreting Your
Emotional Intelligence View 360 Feedback Report
ExecutiveView360
Performance Leadership Visionary Leadership Drive for Results Technological Leadership Financial Leadership Cross Functional Versatility Depth of Industry Knowledge Political Leadership Strategic Problem Analysis Decision Making
Change Leadership Entrepreneurial Leadership Driving Strategic Direction Driving Change
Interpersonal Leadership Build Strategic Relationships Empowering Others Team Building Interpersonal Effectiveness Oral
Communication/Presentation Influence/Negotiation Coaching/Talent Development
Personal Leadership Self-Development Adaptability/Flexibility Engenders Trust
Measures 22 Competencies Focusing on Performance Leadership, Change Leadership, Interpersonal Leadership and Intrapersonal Leadership
68 Behavioral Questions
Online Administration
Reliable and Valid Scales
Comprehensive Summary Feedback Report
Executive View 360 Features
Executive View 360 (EV360) Competency Definitions and Conceptual Model
Self-Awareness/Social Awareness Comparison Graphs
EV360 Overall Competency Graphs (self and other comparisons)
Most Frequent/Least Frequent Behavior Summary Summary of Average Scores by Rater Category with
Statistical Measure of Rater Agreement Written Comments by Raters Developmental Action Plan
Executive View 360 Report
KEY POINTS All raters are anonymous except for the “manager” Online administration uses passwords to protect
confidentiality (Internet administration) No line or bar graphs are shown unless at least two
raters respond in a rater category (anonymity protection)
The summary feedback report is shared only with the respondent and is intended for development purposes only
The respondent decides how much of the summary feedback report he/she wants to share with others
Confidentiality of the 360 Feedback Process
Self-Other Perceptions: What Are Others Really Rating?
Nowack & Mashihi (2012)
PEERS
REPORTS
BOSS Performance
Derailment Factors (EI)
Leadership Potential
Self-Other Comparisons Graphical Comparisons “Johari
Window” Most and Least Frequently Observed
Behaviors Summary of Average Scores Statistical Measure of Rater Agreement Written Comments
Feedback Report Components
Executive View 360 Invited Raters Page
KEY POINTS
Executive View 360 provides a snapshot of self/social awareness in a series of graphs highlighting four areas:
1. Potential Strengths (Low Self Ratings & High Other Ratings)
2. Confirmed Strengths (High Self Ratings & High Other Ratings)
3. Potential Development Areas (High Self Ratings & Low Other Ratings)
4. Confirmed Development Areas (Low Self Ratings & Low Other Ratings)
Executive View 360 Awareness View Section
Executive View 360 Awareness View
KEY POINTS Executive View 360 uses average scores
based on the 1 to 7 frequency scale The bar graphs summarize self and other
perceptions on each of the 22 separate EV360 competencies
The legend to the right of the graph will summarize average score and number of raters for each category
Range of scores for each rater group are graphed
Executive View 360 Graphs Self-Other Perceptions
Executive View 360 Self-Other Perceptions
KEY POINTS The “Most Frequent” section and “Least Frequent”
section summarizes those competencies and behaviors that were most frequently/least frequently observed by various rater groups
The number in the first column corresponds to the average score for all raters providing feedback (1 to 7 scale)
The “Most Frequent” should be considered as perceived strengths to leverage and build on
The “Least Frequent” should be considered as possible behaviors to practice more frequently
Executive View 360 Most Frequent/Least Frequent Section
KEY POINTS Each Executive View 360 question is summarized and
categorized in its appropriate competency Average scores across all raters are reported for each
competency and question A statistical measure of rater agreement based on the
standard deviation is reported as a percentage—a score less than 50% suggests that the raters providing feedback had enough disagreement to warrant a cautious interpretation of the average score reported (e.g., raters had diverse perceptions and rated the participant quite differently on that question or competency)
Executive View 360 Behavior Summary
Behavior Summary Report
KEY POINTS Comments are randomly listed by all raters who
volunteered to share written perceptions to two open-ended questions (perceptions of strengths and development areas)
Comments are provided verbatim from the online questionnaire—no editing
Some comments are specific, behavioral and constructive—others may be less useful or hard to understand
It is important to focus on themes that emerge, rather than, to dwell on any one individual comment
Executive View 360 Written Comments Section
Executive View 360 Comments Report
Executive View 360 Feedback Report Questions to Consider
Do I understand my Executive View 360 feedback report?
Does it seem accurate/valid? Is the feedback similar or different for the
different rater groups? Are the areas perceived by others for
development relevant to my current or future position?
Am I motivated to change?
Executive View 360: Next Steps
Review your EV360 feedback report Thank your invited raters and share something
you learned from their feedback Use Talent Accelerator to identify specific
developmental goals & draft a development plan Meet with your manager to discuss your plan Implement your development plan Track and monitor progress Re-assess Executive View 360 in 10-12 months
Necessary Ingredients for Behavior ChangeNecessary Ingredients for Behavior ChangeMashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get ItMashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It
Olivero et al., (1997) found that an 8-week coaching program increased productivity over and above the effects of a managerial training program (22.4% versus 88.0%)
Thatch (2002) found that 6 months of coaching with executives following 360 feedback increased leadership effectiveness up to 60% based on post-survey ratings
Smither et al., (2003) reported that after receiving 360 feedback, 1,361 managers who worked with a coach for 6 months were significantly more likely to set specific goals, solicit ideas for improvement and subsequently received improved performance ratings
360 Feedback and Coaching
Solution-focused cognitive-behavioural coaching intervention with 45 executives
Half-day leadership development programme Measures
360 feedback Goal Attainment Scaling Cognitive Hardiness/Resilience Workplace Well-Being
Four coaching sessions over 10 weeks Control group got coaching ten weeks later
Grant, Curtayne, & Burton (2009). Executive coaching enhances goal attainment, resilience and workplace well-being: A randomised controlled study. The Journal of Positive Psychology, 4, 396-40
Randomised Executive Coaching Study
Randomised Executive Coaching StudyGoal Attainment
62% of the respondents reported being dissatisfied or highly dissatisfied with the amount of time their manager spent helping with a development plan
More than 65% expressed strong interest in utilizing an online follow-up tool to measure progress toward behavior change
Rehbine, N. (2006). The impact of 360 degree feedback on leadership development. Unpublished doctoral dissertation.
360 Feedback and Manager Involvement
Leader as Performance Coach
A 2008 survey of over 2,000 international employees and 60 HR leaders reported that 84% of managers are expected to coach talent but only 52% actually do (only 39% in Europe)
Only 24% of all leaders are rewarded or recognized for coaching and developing talent
85% of all managers and employees see value in leaders as coaches but 32% of managers reported it takes too much time and interferes with their job
The Coaching Conundrum 2009: Building a coaching culture that drives organizational The Coaching Conundrum 2009: Building a coaching culture that drives organizational success. Blessing White Inc. Global Executive Summarysuccess. Blessing White Inc. Global Executive Summary
Leveraging the Impact of 360 Feedback for
Successful Behavior Change
Conscious Conscious IncompetenceIncompetence
Conscious Conscious CompetenceCompetence
Unconscious Unconscious IncompetenceIncompetence
Unconscious Unconscious CompetenceCompetence
Talent Accelerator Behavior Change ModelTalent Accelerator Behavior Change Model
Feedback Feedback from from
AssessmentsAssessments
Talent Talent Accelerator Accelerator
and and CoachingCoaching
Talent Accelerator is a web-based professional development tool integrated with Envisia Learning assessments
Talent Accelerator will provide you with a guided process for developmental planning based on “Best Practices” of how people successfully change
The online tool is designed to help translate awareness from all of our assessments into lasting behavior change
Description of Talent Accelerator 2.0Description of Talent Accelerator 2.0
Educates: Talent Accelerator resource library provides a comprehensive source of over 1,500 readings, websites, media, and suggestions to facilitate your development.
Monitors: Talent Accelerator provides you and your coach and/or manager to track and monitor your development plan progress and easy update through your email.
Coaches: Talent Accelerator sends an email to the individual’s coach and/or manager about development plan progress and the most recent progress update.
Promotes Insight: Talent Accelerator provides an opportunity for participants to reflect on their 360-degree assessment report to summarize strengths and potential development areas.
Teaches: Our development “wizard” will walk you through your 360 report and provide a structured way to allowing you to focus on those competencies that are most important as well as facilitate goal setting.
Reminds: Talent Accelerator sends you weekly reminders about your goal progress.
Components of Talent Accelerator 2.0Components of Talent Accelerator 2.0
Selecting Development AreasJump Right in to Select Your Goals or Use our Wizard
Using Our WizardStep 1: Examining Your Feedback Report
Using Our WizardStep 2: Deciding Which Competencies are Important
Using Our WizardStep 3: Selecting Development Areas
Setting Development GoalsUse our Suggestions or Select Your Own
Setting Development Goals: Analyzing Your Success
Taking Ownership of Your Developmental Goal: From Goal Intentions to Habit Triggers
Selecting Goal Mentors—Email Invitation
Selecting Development Areas
Content is maintained and updated weekly by a human resources staff member
Industry specific competency libraries (e.g., healthcare, sales)
Resource categories include:• Books• Websites/Blogs• Audio• Video• Articles• Workshops/Seminars
Competency Based Resource Library
Example Content from Our Resource Library
Description
Is not a reassessment of the initial 360 feedback assessment
Provides a metric of actual behavior change
Provides coaches and organizations with a tool to demonstrate the value of their 360 degree and coaching interventions
Goal Evaluation
Goal EvaluationGetting Feedback on Your Goals
Talent Accelerator Goal Evaluation
Talent Accelerator Goal Evaluation
Talent Accelerator
Case Study
Business Issue: Department of pathology at a leading University medical center wanted to improve leadership performance coaching to increase engagement and retention of talent
Intervention:
Executive performance coaching workshop + 360 feedback and developmental planning (N = 15)
Pilot with one of the pathology Departments: 360 feedback + developmental planning + monthly follow up lunch discussion/support meetings (N = 23)
Talent Accelerator Case Study
Assessments included:
Executive View 360 (senior team)
Performance View 360 (departmental talent)
Talent Accelerator (used by talent)
Coach Accelerator (used by managers)
Talent Accelerator Case Study
Talent Accelerator Case Study
All participants created a development plan; 80% completed progress on at least one competency they targeted
Participants targeted potential development areas rather than strengths
The average time to complete their plan was 53 days (SD = 46 days) with 55% focusing on developmental suggestions from our resource library, 23% focusing on resource websites/Blogs, 12% reading books and the remainder watching videos/podcasts
Time series 360 (ANOVA) demonstrated significant increase in interpersonal, task and communication competency ratings in talent over 12-months
80% completed at least one competency based action plan
Talent Accelerator Case Study Outcomes
Talent Accelerator Research Summary
360 Feedback Alone < 5%
360 Feedback and Talent Accelerator
15% to 25%
Coaching, Talent Accelerator and Manager
Follow-Up
> 80%
InterventionIntervention Completion of PlansCompletion of Plans
Provide individual coaching to assist in interpreting and using the 360 feedback results
Hold participant and manager accountable to create and implement a professional development plan
Track and monitor progress on the completion of the development plan
Link the 360 intervention to a human resources performance management process
Use 360 tools with sound psychometric properties
Target competencies for 360 feedback interventions that are related to strategic business needsNowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March 2005
Envisia 360 Feedback Study Envisia 360 Feedback Study ““Best PracticesBest Practices””
• Some evidence that facilitated feedback enhances successful behavior change
Seifert & Yukl, 2003; Nowack, 2005
• Some evidence that coaching coupled with 360 feedback can facilitate behavior change
Smither, J. et al. (2003). "Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study." Personnel Psychology, 56, 23-44
• Some limited evidence that use of an online development planning system and competency based resource center can facilitate behavior change with managerial involvementRehbine, 2006; Nowack, 2009
Maximizing the Impact of 360 FeedbackMaximizing the Impact of 360 Feedback
360° Feedback Selected References Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360-
Degree Feedback. Paper presented at the SIOP Conference, San Diego, CA. Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It. Envisia Learning,
Santa Monica, CA. Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change.
Consulting Psychology Journal: Practice and Research, 61, 280-297 Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42 Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.),
Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46. Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback
intervention. Training and Development, 53, 48-53. Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A
review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC.,
Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79.
Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.
Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166
Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72 Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management
development. Human Resources Development Quarterly, 3, 141-155.