Presentation on theme: "Benchmarks® Feedback Workshop"— Presentation transcript:
1Benchmarks® Feedback Workshop Center for Creative Leadership
2What Benchmarks Measures The factors assessed by Benchmarks are lessons learned from experience. Benchmarks does not measure basic skills, job knowledge, or intellectual ability. It does measure skills and perspectives that matter in a career.
3Benchmarks Has Two General Uses and Functions... For individualsas a confidential tool for individual development for managers who are at mid-level and above.For groupsas a profiling instrument for work groups to target development and shape environments to support development.
4Benchmarks Is Not… a tool to be used for performance appraisal a selection toola tool for making compensation decisionsa tool to make hiring or dismissal decisionsa tool to be shared directly with bossesdelivered to an individual without facilitation by someone who is not in a reporting relationship
5Benchmarks Is...a statistically reliable, valid, and comprehensive 360-degree feedback instrument.a tool which identifies strengths and developmental needsa tool which provides a “benchmark” comparison to a particular “norm.”
6Benchmarks...helps a manager determine whether s/he is learning new skills and perspectives important for success.uncovers potential blocks to development – flaws or failures which could lead to derailment.links lessons and experiences together to guide further development.
7Purposes For Using Benchmarks IndividualGain perspective on how co-workers view us and how our behavior impacts them.Assess strengths and development needs regarding:important leadership skills and perspectivespotential problems that can stall a careerIncrease self-awareness, which is the cornerstone of development.
8Purposes For Using Benchmarks IndividualReflect on past experiences and the lessons that have been learned from those experiences.Develop a broader understanding of how we learn and develop, and expand our repertoire of learning tactics.Compare individual skills and organizational needs and business strategy.
9Purposes For Using Benchmarks IndividualIncorporate meaningful data into a self-directed development plan in order to:maximize effectiveness in present and future assignmentscapitalize on strengths, and improve or compensate for weaknessesimplement short and long term career goalsMake the most of our current challenges and opportunities.
10Purposes For Using Benchmarks OrganizationalProvide high-impact feedback for greater individual and organizational effectiveness.Support and motivate individuals to take charge of their own careers.Select assignments and experiences for development and succession planning purposes.Support the development of high-potentials.Use as a catalyst for cultural change.
11Purposes For Using Benchmarks OrganizationalImprove or develop open communication and feedback norms within the culture.Determine group strengths and development needs, considering past, present, and future contexts.Support needs assessment for training.
12Preparation for Bosses Purpose of using Benchmarks: Assessment for development plus organizational uses.Confidentiality and individual ownership of data.Foundations of Benchmarks: Critical lessons are learned from experiences, particularly challenging job assignments and other people/bosses.Developmental strategies: Learning from challenging assignments, role models and coaches, ongoing feedback, training and reading, effective learning tactics.Expectations established for your program, such as developmental plans will be shared and agreed upon.
14Key Events Studies The following question was asked: When you think about your career as a manager, certain events probably stand out in your mind - things that led to a lasting change in you as a manager. Please identify at least three key events in your career – things that made a difference in the way you manage now.What happened?What did you learn (for better or worse)?
15The Variety of Experience Percentage of Events Where Learning Occurs Learning from OthersOther EventsChallenging AssignmentsHardships
16The Variety of Experience HardshipsChallengingAssignmentsLearningFrom OthersOtherEventsChange in ScopeFix-itScratchLine to StaffProjects/ Task ForcesBreaking a RutValues PlayingOutRole ModelsMentorsPeersBusiness Failures and MistakesDemotions, Missed Promotions, Lousy JobsPersonal TraumaEmployee Performance ProblemsDownsizingDifferences MatterCourseworkFirst Supervisory ExperienceEarly WorkPurely PersonalFeedbackBusiness Success
18Key Terms Successful Derailed Lived up to full potential as the organization saw it.DerailedAchieved very high level, but did not go as high as the organization had expected. May have been involuntarily plateaued, or demoted or fired, forced to accept early retirement, or had responsibilities reduced.
19Section 1: Leadership Skills & Perspectives Meeting Job Challenges 1. Resourcefulness2. Doing whatever it takes3. Being a quick study4. Decisiveness
20Section 1: Leadership Skills & Perspectives Leading People 5. Leading employees6. Confronting problem employees7. Participative management8. Change management
21Section 1: Leadership Skills & Perspectives Respecting Self and Others 9. Building and mending relationships10. Compassion and sensitivity11. Straightforwardness and composure12. Balance; personal life and work13. Self-awareness14. Putting people at ease15. Differences matter16. Career management
22Section 2: Problems That Can Stall a Career 1. Difficulty with interpersonal relationships2. Difficulty building and leading a team3. Difficulty changing or adapting4. Failure to meet business objectives5. Too narrow functional orientation
23IRT-DIF Study What is DIF? What is IRT? Differential Item Functioning refers to the psychometric difference in how an item functions for two groups that are matched on the construct being measured.What is IRT?Item Response Theory is an estimate of the probability of a given response to an item that is based on a person’s standing on the construct measure by the item. We examined item discrimination and difficulty.
24What Rating Sources Were Tested? Boss vs. Self/Peer/Direct Report (n=1019)African-American vs. Caucasian (boss and self) (n=588)U.S. vs. U.K. vs. French (boss) (U.K. n=415; French n=226)
25Development is Dynamic Strengths may become weaknesses.Flaws may suddenly matter.Current strengths may be less important in the future.New skills may be required.
26Key Research FindingsThe lessons learned from experience can have a lasting impact on how a person manages and leads.Sixteen Skills and Perspectives have been found to be critical for success.These “success factors” are most likely to be learned on the job.
27Key Research Findings...Developmental experiences or “key events” cluster in these areas:Challenging assignmentsOther peopleHardshipsOther eventsIt is the challenge within an experience which drives learning forward and makes it developmental.
28Key Research Findings...Learning is not random -- different lessons are learned from different types of experiences.It is preferable to have a variety of experiences in order to achieve broad and balanced development.Derailment usually occurs when managers don’t adapt to changing demands and situations; often, strengths become weaknesses or flaws suddenly matter.Development is dynamic and ongoing.
30Center for Creative Leadership ® FEEDBACK REPORTPrepared for:Pat SampleNovember 1, 2001In addition to your self-ratings,this report includes ratings from:1 Boss1 Superior3 Peers3 Direct Reports2 OthersMiddle Manager Norm GroupPrivate SectorBenchmarks®Center for Creative Leadership ®
31ü Importance For Success And Average Scores All Obsv Boss Self ScaleAll ObsvBossSelf1. Resourcefulness7ü3.464.402. Doing Whatever It Takes44.673. Being A Quick Study24.254. Decisiveness64.005. Leading Employees103.454.466. Confronting Problem Employees4.507. Participative Management83.484.808. Change Management99. Building And Mending Relationships4.4510. Compassion And Sensitivity4.8611. Straightforwardness And Composure53.2512. Balance Between Personal Life And Work13. Self-Awareness314. Putting People At Ease5.0015. Differences Matter16. Career Management3.543.883.693.593.412.983.794.093.423.603.923.35PAT SAMPLE
32Norm Group Comparisons: Self (S) and All Observers (O) 16. Career ManagementNorm Group Comparisons: Self (S) and All Observers (O)1. Resourcefulness2. Doing Whatever It Takes3. Being A Quick Study4. Decisiveness5. Leading Employees6. Confronting Problem Employees7. Participative Management8. Change Management9. Building And Mending Relationships10. Compassion And Sensitivity11. Straightforwardness And Composure12. Balance Between Personal Life And Work13. Self-Awareness14. Putting People At Ease15. Differences MatterScaleLowMid-RangeHighHigher Ratings PreferredSelfAll Observers
33Norm Group Comparisons: Boss/Superiors (B), Peers (P), And Direct Reports (R) 1. Resourcefulness2. Doing Whatever It Takes3. Being A Quick Study4. Decisiveness5. Leading Employees6. Confronting Problem Employees7. Participative Management8. Change Management9. Building And Mending Relationships10. Compassion And Sensitivity11. Straightforwardness And Composure12. Balance Between Personal Life And Work13. Self-Awareness14. Putting People At Ease15. Differences Matter16. Career ManagementScaleLowMid-RangeHighHigher Ratings PreferredBossSuperiorsPeersDirect Reports*
34SECTION 1: LEADERSHIP SKILLS AND PERSPECTIVES 1. ResourcefulnessCan both think strategically and make good decisions under pressure; can set up complex work systemsand engage in flexible problem-solving behavior; can work effectively with higher management in dealingwith the complexities of the management job.Most Important For SuccessAll ObsvrBossSelf7üPeerDRptOther1. Does his/her homework before making a5.00[4.00]3.50proposal to top management.2. Works effectively with higher management4.002.671.50(e.g., presents to them, persuades them,and stands up to them if necessary).3. Links his/her responsibilities with the mission2.00of the whole organization.Higher Ratings Preferred3.33*3.673.004.403.464.203.403.80All ObserversPeersDirect ReportsYour ScoreLowMid-RangeHigh[5.00]Others2.50Superior*PAT SAMPLE
35Largest Differences Between Self And Observer Scores Listed below are the 15 items on which your Self scores and All Observer scores were most discrepant.SelfAll ObsvrPAT SAMPLETries to understand what other people think before making judgments about themWhen working with a group over whom he/she has no control, get things done by finding common ground.Relates to all kinds of individuals tactfully, from shop floor to top executivesCan settle problems with external groups without alienating themWhen working with peers from other functions or units, gains their cooperation and support.Responds effectively to constructive criticism from others15. Controls his/her own career; does not sit and wait for the organization to plan a course to follow.Leads change by exampleHas a warm personality that puts people at easeInvolves others in the beginning stages of an initiativeUses networking to manage own careerHas solid working relationships with higher managementFinds and attracts highly talented and productive peopleQuickly gains trust and respect from his/her customersAdmits personal mistakes, learns from them and moves on to correct the situation
36PROBLEMS THAT CAN STALL A CAREER ECTION2:PROBLEMS THAT CAN STALL A CAREERBenchmarksÒidentifies five problem areas associated with career difficulties. In this section,lower ratings arepreferred.Recall that you rated yourself and asked others to rate you on the extent to which you displayedspecific characteristics, which can lead to derailment. The rankings are:1 = Strongly disagree2 = Tend to disagree3 = Hard to decide4 = Tend to agree5 = Strongly agreeUnderlined ScoresScores of 2.5 or greater have been underlined. We recommend that you pay attention to these potential problemareas.SelfAll ObsvrBossPeerDRptOther1. Problems With Interpersonal Relationships1.002.351.403.141.732.702. Difficulty Building And Leading A Team2.181.502.691.632.733. Difficulty Changing Or Adapting188.8.131.521.662.414. Failure To Meet Business Objectives1.141.711.622.145. Too Narrow Functional Orientation2.602.803.132.003.20Lower Ratings Preferred1.20Superior2.381.863.002.30PAT SAMPLE
371. Problems With Interpersonal Relationships SECTION 2: PROBLEMS THAT CAN STALL A CAREER1. Problems With Interpersonal RelationshipsDifficulties in developing good working relationships with others.SelfAll ObsvrBossPeerDRptOtherYour Score1.002.351.403.141.732.70Lower Ratings Preferred116. Is arrogant (e.g., devalues the1.331.50contribution of others).117. Tends to resist input from other1.674.00departments.118. Is dictatorial in his/her approach.2.50119. Makes direct reports or peers feel2.00stupid or unintelligent.120. Has left a trail of bruised people.2.50*121. Is emotionally volatile andunpredictable.122. Is reluctant to share decision makingwith others.123. Adopts a bullying style under stress.3.00*124. Even when asking for input, hasalready made up his/her mind.125. Orders people around rather than2.00*3.00working to get them on board.3.33*3.67*3.332.67Superior2.10PAT SAMPLE
39Developmental Planning Analyze Your ResultsBenchmarksDevelopmental PlanningProcessDefineDevelopmentalGoalChoose 3-4Strategies:Strategy 1Strategy 2Strategy 3Strategy 4Strategy 5Existing Jobs:Current or NewChallengesNew JobAssignmentsOngoingFeedbackRole Models&CoachesTraining &ReadingIncorporateEffective Learning TacticsSeek Feedback &Support for PlanImplement Plan
40Anatomy of a Learning Experience Potential Learning Event: Challenge, Transition, or StressLearning: Performance Recovery, Change, and EnhancementGoing Against the Grain: Temporary Drop in PerformanceLeveling Off: The Comfort Zone, What I Already Know How To Do
41Setting the Context“Criticism is hard to take, especially from a friend, a family member, or a total stranger.”Franklin P. Jones
42Understanding Feedback Feedback is not the complete truth.Feedback is a snapshot.Feedback is data.You are the expert about you – context matters.Two mistakes: agree or disagree too quickly.
43“I have some good news and some bad news! You are honest, kind, and smart, but you areperceived to be sneaky, cruel, and dumb.”1249353550
44While perceptions may not be the ultimate truth, they are what people use to make decisions. Breaking the Glass Ceiling
45Top Ten Reasons for Rejecting Feedback 10. My job makes me act that way; I’m really not like that.9. This was just a bad time to do this.8. All my strengths are right, but my weaknesses aren’t.7. Some one really has it in for me.6. I used to be that way, but I‘ve changed recently.5. Nobody understands what I am going through.4. This must be someone else’s report.3. My raters didn’t understand the questions.2. They’re just jealous of my success.1. It is all accurate, but I just don’t care!
47Group Reports Are... a snapshot of a group from which it was derived. not generalized beyond that group.confidential. Precautions must be taken to protect the anonymity of individuals within a group as well as the group itself.
48When Using a Group Report... the group is legally entitled to view the results of their own data.the group report data should not be shared with other groups to whom the group might be compared without permission of the group unless the group identities have been made anonymous.each group member should be told where results will be shared outside the group.
49Group Reports...must not be used to discriminate against demographic groups or individuals.must be interpreted very carefully.facilitation requires training on the individual use of Benchmarks, from which data are aggregated.
50Center for Creative Leadership Questions?Center for Creative Leadership