TeamView/ th Street Suite 2 Santa Monica, CA 

ViewSuite 360 Products Team View is part of a suite of validated 360 degree feedback instruments including: Emotional IntelligenceView 360 ExecutiveView 360 ManagerView 360 LeaderView 360 PerformanceView 360 TeamView 360 TeamWorks 360

Using TeamView/360

Becoming a High Performance Team Personal effectiveness does not equate to team effectiveness

Session Objectives Determine the personal and team value for self and team evaluation Understand the TeamView/360° Performance Factors Analyze the TeamView/360° results Define our strengths and improve areas Develop personal and team effectiveness plans for higher performance

High Performing Teams Are Built High Performing Teams don’t just happen

Performance Indicators or Behaviors Do you think you can improve these behaviors? What is the value to you personally and professionally to master these behaviors? Do you believe that there are adverse consequences to not improving some of these behaviors? If so, what are they? Are you open to feedback and are you willing to actively pursue your own personal and team development?

Factoid Do you believe this? Why? Why not? 78% of all management firings are the direct result of a lack of interpersonal skills rather than a lack of knowledge of their job.

Defining Our High Performance Do we want to be known as a high performing team? Why? What do we need to do to make that happen?

TEAM MEMBERS TEAM MEMBERS TEAM MEMBERS Individual Contribution Average Team Performance Team Member Measurement

SELF Problem Solving Planning Controlling Managing Self Managing Relationships Leading Communicating OTHER TEAM MEMBERS TeamView/360™

TeamView/360° Performance Factors Planning Problem Solving Controlling Self Management Managing Relationships Leading Communicating

Problem Solving Recognizing trends Generating new ideas Evaluating and acting on new ideas

Planning Planning for the future Adapting to change

Controlling Organizing and orchestrating events Monitoring and controlling performance Meeting schedules and deadlines Producing high quality work Maintaining high productivity Meeting commitments

Managing Self Handling pressure Coping with one’s own frustration Developing one’s own capabilities Responding to feedback from others

Managing Relationships Initiating relationships with others Cooperating with others Sizing up people Maintaining relationships Resolving conflicts Responding to others’ needs

Leading Delegating responsibility Facilitating meeting Motivating and inspiring others Developing other people Giving recognition to others

Communicating Articulating ideas and information Listening to others Keeping other people informed Communicating expectations

Understanding TeamView/360° Results Superior Across the Board – All of the person’s self ratings fall above the 0.0 on the graph. The person sees himself / herself as more effective in all respects than other people view themselves. Inferior Across the Board – This pattern is the reverse of the previous one. All of the person’s scores fall below the 0.0 line on the chart. In all respects of performance, the person sees himself / herself as less effective than others see themselves. Strong in some areas, weak in others – This profile is the most common. This person rates his or her performance more highly in several categories than other people rates themselves, but lower in other categories than other people rate themselves, on the average.

Performance Factors

Top & Bottom 5 Behaviors

Team Report

Team Top & Bottom 5 Behaviors

 Reflect  Go For Action  Break Down Into Detail  Ask For Clarification  Ask For Help  Be Specific How to Act On Feedback

Building a Team Effectiveness Plan What do you plan to do differently in the job to improve and become a high performance team? Short term plans (daily/weekly) Long term plans (this year and beyond) What barriers might prevent you from following through with your plans?

Building a Team Effectiveness Plan What resources/support do you need to change the perceptions of your team? How can your team emphasize these behaviors? What kinds of situations give your team the opportunity to demonstrate these strengths?

FORMALINFORMAL Courses Education Distance Learning Coaching 360-Feedback Mentoring Job Enrichment Job Rotation Job Transfer Individual & Team Assignments Teaching Others Networking Style Assessments TRAINING EXPERIENCE Options For Development

EXAMPLE: “Give employees the freedom to do their job” SPECIFIC ACTIONS:  Analyze strengths & weaknesses for each person  Ask people how they intend to do the tasks, rather than tell them how to do it  For persons a, c & e check on performance at longer intervals  Encourage people to implement their own ideas, not just yours Example of an Action Plan

TEAM OUPUTS TEAM LEADER CUSTOMERS (INTERNAL/ EXTERNAL) TEAM MEMBERS TEAM PROCESS Team Performance Measurement

TEAM LEADER TEAM MEMBERS Team Processes Purpose & Commitment Working As A Group Contribution To The Team Interaction Focus

TEAM LEADER Communication Knowledge Problem Solving Customer Service Concern For Quality TEAM MEMBERS AND CUSTOMERS Customer Orientation

Selected References 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,