1. 1971 North State Street, Provo, UT 84604 USA // +1.801.960.1400 // decision-wise.com Leadership Intelligence ® 360° Feedback Turning Feedback Into Results February 11, 2015

2. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 2 Thinking about feedback What comes to mind when you think of feedback? I have some feedback for you! Can I give you some feedback? I don’t want you to take this the wrong way, but…

3. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 3 Thinking about feedback Feedback is rocket science.

4. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 4 Two types of feedback Reinforcing FeedbackRedirecting Feedback

5. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 5 Two types of feedback Think of a time when you received: Reinforcing Feedback Redirecting Feedback

6. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 6 Openness to feedback When receiving feedback, consider: The Source

7. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 7 Openness to feedback When receiving feedback, consider: The Setting

8. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 8 Openness to feedback When receiving feedback, consider: The Subject SkillValueCharacterBehavior

9. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 9 Openness to feedback When receiving feedback, consider: The Surprise

10. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 10 Why leaders need feedback We think we know how we behave.

11. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 11 Why leaders need feedback We think we know how we are perceived.

12. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 12 Why leaders need feedback We think we are completely open to feedback.

13. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 13 Why leaders need feedback We tend to talk more and listen less.

14. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 14 Why leaders need feedback We think we see reality.

15. 15 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 What makes 360 processes fail? Administrative nightmares Software technology versus a process solution Poor, ineffective survey Limited senior-level buy-in Separate initiative Ineffective delivery of results Poor action planning

16. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 16 About the 360 process You are in good hands. DecisionWise provides a fully managed service. LogisticsCommunications Participant education Confidentiality promise

17. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 17 The survey process is administered by a DecisionWise assessment advisor The survey is delivered online through a secure website Survey responses come directly to the DecisionWise database Rater feedback is reported as a group No individual responses are identified in the report, except self and supervisor If only one rater responds in a group, his or her responses are rolled up to the overall leadership score and their comments will be on the report. Confidentiality

18. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 18 Your Peers Rater groups You Your Supervisor(s) Your Direct Reports If you changed supervisors in the past three months, you may want to invite your previous and current supervisors to participate. Include those who have worked immediately under you for at least three months. It is recommended that you include all of your direct reports. Your Others Indirect reports, internal or external customers, or cross-functional team members. Include those with a similar job level with whom you work regularly.

19. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 19 The survey questions describe specific, observable behaviors The surveys have been tested and refined through practical application and statistical research regarding successful leaders The feedback is relevant to success in your current position The survey is based on competencies critical to leadership effectiveness in your organization The feedback is reflective (past) as well as predictive (future) The survey

20. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 20 Demographic Summary Shows the number of respondents in each rater group Competency Summary Shows summary scores for overall leadership score and each of the selected competencies Focus Areas Highlights the highest and lowest average scores (relative to the norm) Behaviors Shows the average scores by rater group for each competency area and behavior Derailers Shows the average score by rater group for each derailer Written Comments Shows the exact comments made by your raters about your strengths and areas for improvement The report

21. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 21 Demographic summary Number of people who completed the survey People who were invited to take the survey Participation rate

22. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 22 Categories and questions describing leadership competencies Number of people responding in each rater group Average scores for each rater group “Norm” or average score for each participant 6. Accepts responsibility for problems instead of blaming others. Self 1 Supervisor 1 Peer 3 Very Poor Average Fair Outstanding Good 6.0 4.0 5.1 4.8 Poor Excellent Direct Report 4 Other 7 3.9 Understanding behaviors

23. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 23 Description of derailer Number of people responding in each rater group Average scores for each rater group “Norm” or average score for all participants Lacks Focus: Shifts from task to task without getting the most critical things done. Self 1 Supervisor 1 Peer 3 3.0 4.0 3.5 4.3 Direct Report 4 Other 7 2.9 Understanding derailers None Quite a bit A Great Deal Some Very Little

24. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 24 Comments section 72. Describe specific things this person could do to become a more effective leader. Sometimes is slow to complete commitments, may need to work on time management. He will hand hold an employee through a situation that they need to be empowered to act upon rather than John doing everything for them. It will be critical for John to be willing to speak to issues that have the potential to create conflict rather than to avoid having the discussions. ──────────────────────────────────────────────────────────── John is an incredible resource for our team, and our customers. Finding his voice, and contributing his expertise in a more assertive and definitive way will only enhance our ability to provide great services. ──────────────────────────────────────────────────────────── He sometimes get distracted and is more focused on whatever is happening at the time instead of focusing on his priorities. ──────────────────────────────────────────────────────────── He seems to take the time to step back from his situation and survey the "big picture". I would just encourage more of this and for him not to be afraid to delegate. He has very dependable and knowledgeable people on his would probably be honored to have additional challenges. ──────────────────────────────────────────────────────────── He should assert himself by vocalizing his opinions more rather than relying on the opinions of others. John should convey a sense of urgency to deliver projects on time i.e. draft scorecard, reviewing acquisition materials in a timely manner, etc. I see the potential in his to be a good leader. He just has to believe in himself first and show others that he is up to the task. ────────────────────────────────────────────────────────────

25. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 25 ENERGY Shock Anger Resistance Acceptance SARA, the natural response to feedback

26. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 26 Shock “What??? I don’t understand this report.” “You must have mixed my report with someone else.” “I’m surprised by this.” ENERGY Shock SARA, the natural response to feedback

27. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 27 Anger “Some people apparently have no idea what I do.” “I just can’t talk about this right now.” “Who said this?” ENERGY Anger SARA, the natural response to feedback

28. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 28 Resistance “Nobody is perfect – we all have faults.” “That’s just the way I am… take it or leave it.” “I get it, but I don’t like it.” ENERGY Resistance SARA, the natural response to feedback

29. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 29 Acceptance “How can I best use this feedback?” “What can I do to improve?” “Who can help me make a change?” ENERGY Acceptance SARA, the natural response to feedback

30. 30 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Distribute reports.

31. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 31 AwarenessActionAccountability o Receive report o Understand feedback o Thank raters o Summarize findings o Create goals o Take action on goals o Define the indicator for success o Ask for feedback o Review goal progress with supervisor/mentor o Ask for feedback Turning Feedback Into Results The 360 change process

32. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 32 Awareness: perception gaps I am not the leader that I expect myself to be.

33. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 33 Resolving dissonance Current State Desired State Current State Desired State xxxxxxxxx Deny that dissonance exists Change the desired state Change behavior to match the desired state

34. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 34 Demonstrate attitude of curiosity Talk to others Get more feedback Understand feedback

35. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 35 Denying the dissonance Individual Perceptions Reality Barriers to Leadership Intelligence ® Naïve Realism Self-serving bias Ego Defenses Negativity Bias

36. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 36 Demographic summary Number of people who completed the survey People who were invited to take the survey Participation rate

37. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 37 Competency summary Anything surprising? Average score of all competencies and behaviors List of competencies Average score of each competency Norm (internal or external)

38. 38 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Practice demographic summary and competency summary with a partner.

39. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 39 Focus areas Read aloud. Do you see any themes? Your Score Gap between your score and norm Norm (internal or external) Survey Item

40. 40 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Practice with a partner.

41. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 41 Perception gaps When is a gap significant? Consistent across many questions At least 2 points or larger Critical to your success 7.0 6.0 4.3 4.8 Very Poor Poor Fair Average Good Excellent Outstanding 1.0 6.0 8.0 5.0 6.0 21. Consistently delivers superior results. 7.0 4.3 4.8 3.7 (1) (2) (3)(4)(5)(6)(7) Self Supervisor Peer Direct Report Other

42. 42 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Take 8 minutes to highlight meaningful gaps. Explore with a partner.

43. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 43 Gap patterns Overly confident or misaligned expectations Very Poor Poor Fair Average Good Excellent Outstanding 1.0 6.0 8.0 5.0 21. Consistently delivers superior results. 7.0 4.2 4.4 5.0 (1) (2) (3)(4)(5)(6)(7) Self Supervisor Peer Direct Report Other

44. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 44 Gap patterns Managing the boss 1.0 6.0 8.0 5.0 6.0 21. Consistently delivers superior results. 6.0 4.3 4.5 3.7 (1) (2) (3)(4)(5)(6)(7) Self Supervisor Peer Direct Report Other Very Poor Poor Fair Average Good Excellent Outstanding

45. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 45 Gap patterns Overly critical 1.0 6.0 8.0 5.0 6.0 21. Consistently delivers superior results. 4.0 5.5 5.7 5.0 (1) (2) (3)(4)(5)(6)(7) Self Supervisor Peer Direct Report Other Very Poor Poor Fair Average Good Excellent Outstanding

46. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 46 Gap patterns Managing the turf 1.0 6.0 8.0 5.0 6.0 21. Consistently delivers superior results. 6.0 5.7 4.0 4.5 (1) (2) (3)(4)(5)(6)(7) Self Supervisor Peer Direct Report Other Very Poor Poor Fair Average Good Excellent Outstanding

47. 47 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Discuss noticeable patterns with a partner.

48. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 48 Gaps in perception Range of gaps in self vs. all other rater group responses. > -2.0> +2.0 -0.8 to +0.8 -1.9 to -0.9 +0.9 to +1.9 Overly critical Overly confident Moderately critical Inflated self-perception Perception congruence

49. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 49 Derailers Where are the risks? Derailers are not just weaknesses, but behaviors that get in the way of the leader’s progress. Derailers require improvement in order for one to reach full potential as a leader.

50. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 50 Comments What ideas come up repeatedly? Any contradictions? What feedback is critical to your success as a leader? What do your key coworkers see as priorities? What areas of development do you have the greatest chance for success?

51. 51 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Practice with a partner.

52. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 52 Your strengths Strengths got us to where we are Unique Natural Respect from others Success Go from good to excellent

53. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 53 Areas for development Based on your 360 report what are the main messages (overall, by specific rater groups)? What feedback is critical to your success as a leader? What do your key co-workers see as opportunities? What areas of development do you have the greatest chance for success?

54. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 54 Opportunities Your opportunities should be… Important to yourself Important to your organization Within your capabilities Impactful

55. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 55 Actions: Plan for success Goal should be SMART

56. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 56 Specific supporting actions Easier to begin Creates momentum Minimizes discouragement Uses Self-efficacy as the motivator Continues to challenge the individual Easy to observe outcomes

57. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 57 Measurement If I play this through to the end, will this action lead to the desired result? What evidence will I have that I succeeded?

58. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 58 Resources and support needed What changes can you make to your environment that will guarantee success? What resources do you need to guarantee success? Which key-coworkers are going to be your change partners or mentors?

59. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 59 360° feedback Used as a Hammer Used as a Mirror

60. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 60 360° feedback PermissionKnowledge Turning point

61. 61 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Now what? 360 surveys are the beginning of feedback, not the end.

62. DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 62 Tips for sharing results What not to do:  Ask raters to give you on-the-spot feedback  Expect raters to remember how they rated you  Expect raters to be as interested in your feedback as you are  Act like you know who scored you in a certain way //

63. 63 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 Best practices 360 is experienced individually; its value is felt organizationally.

64. 64 DecisionWise Leadership Intelligence ® 360° Feedback // February 11, 2015 In your groups, discuss the following: Reflection exercise Moments of insight, a-ha! experiences Where you are in the SARA model Unanswered questions