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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)

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Presentation on theme: "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)"— Presentation transcript:

1 Understanding and Using Your Executive View 360 Report Kenneth M. Nowack, Ph.D Ocean Park Blvd, Suite 203 Santa Monica, CA (310) (310) Fax

2 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

3 Executive View 360 Online Process

4 Executive View 360 Invite






10 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

11 Emotional Reactions to Feedback: GRASP Model G rin or Grimace R ecognize or Reject A ct or Accept S trategize & P artner Emotional Reaction Cognitive Reaction Commitment Reaction Behavioral Reaction

12 Interpreting Your Executive View 360 Feedback Report

13 Interpreting Your Emotional Intelligence View 360 Feedback Report

14 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

15 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

16 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

17 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

18 Self-Other Perceptions: What Are Others Really Rating? Nowack & Mashihi (2012) PEERS REPORTS BOSS Performance Derailment Factors (EI) Leadership Potential

19 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

20 Executive View 360 Invited Raters Page

21 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

22 Executive View 360 Awareness View

23 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

24 Executive View 360 Self-Other Perceptions

25 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


27 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

28 Behavior Summary Report

29 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

30 Executive View 360 Comments Report

31 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?

32 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 months

33 Necessary Ingredients for Behavior Change Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Dont Get It

34 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

35 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, Randomised Executive Coaching Study

36 Randomised Executive Coaching Study Goal Attainment

37 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

38 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 success. Blessing White Inc. Global Executive Summary

39 Leveraging the Impact of 360 Feedback for Successful Behavior Change


41 Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Talent Accelerator Behavior Change Model Feedback from Assessments Talent Accelerator and Coaching

42 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 2.0

43 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 . Coaches: Talent Accelerator sends an to the individuals 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 2.0

44 Selecting Development Areas Jump Right in to Select Your Goals or Use our Wizard

45 Using Our Wizard Step 1: Examining Your Feedback Report

46 Using Our Wizard Step 2: Deciding Which Competencies are Important

47 Using Our Wizard Step 3: Selecting Development Areas

48 Setting Development Goals Use our Suggestions or Select Your Own

49 Setting Development Goals: Analyzing Your Success

50 Taking Ownership of Your Developmental Goal: From Goal Intentions to Habit Triggers

51 Selecting Goal Mentors Invitation

52 Selecting Development Areas

53 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

54 Example Content from Our Resource Library

55 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

56 Goal Evaluation Getting Feedback on Your Goals

57 Talent Accelerator Goal Evaluation


59 Talent Accelerator Case Study

60 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 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

61 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


63 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

64 Talent Accelerator Research Summary 360 Feedback Alone< 5% 360 Feedback and Talent Accelerator 15% to 25% Coaching, Talent Accelerator and Manager Follow-Up > 80% InterventionCompletion of Plans

65 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 needs Nowack, 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 Best Practices Envisia 360 Feedback Study Best Practices

66 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, Some limited evidence that use of an online development planning system and competency based resource center can facilitate behavior change with managerial involvement Rehbine, 2006; Nowack, 2009 Maximizing the Impact of 360 Feedback

67 360° 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 Dont 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, Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 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 Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 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 (3 rd edition). Center for Creative Leadership, Greensboro, NC., Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, Nowack, K. (1994). The secrets of succession. Training & Development, 48, Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3,

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