Let's Grow Leaders

DECEMBER 9, 2015

Without a doubt, the peer rating is by far the most consistent shocker for folks taking a 360 degree feedback assessment. As I work with managers to dig underneath such painful perceptions, here are 7 key issues that continue to surface. Managers learn how to: • Stamp out the corrosive win-at-all-costs mentality.

360-Degree Feedback 180

360-Degree Feedback Hypercompetition Objective Workshop 180

Jesse Lyn Stoner Blog

MARCH 4, 2013

Dan McCarthy of Great Leadership says, “A lot of leaders make the mistake of using the same conflict management strategy for all kinds of conflict. According to Art Petty of Managing Excellence , we live and work in a world filled with chaos and turbulence and must plan and prepare for instability, disruption, and chaos in advance.

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

HR Digest

APRIL 3, 2022

Many employees have faced a similar situation in their careers, and they were all angry and disappointed at first. This could be a chance to grow and take a different approach to your career. During your meeting with the boss or manager, try to clarify the main points of your future plan. Present your plan.

Performance Review 98

Performance Review 360-Degree Feedback Review How To 98

Lead Change Blog

NOVEMBER 7, 2016

Jill shares, “Getting 360 degree feedback anonymously can be overwhelming and cause anxiety. Joel Garfinkle of the Career Advancement Blog submitted 5-Step Plan to Developing Your Personal Brand. Then it’s no surprise that you’re not moving up in your career. Implement this 5-step plan for career advancement.”

Leadership Development 201

Leadership Development Development Leadership 360-Degree Feedback 201

Lead Change Blog

JULY 7, 2015

Art Petty of the Management Excellence Blog by Art Petty shares Leadership Caffeine: Becoming Agile and Adaptable is THE Leadership Issue. Art asks us to think about “our willingness to let go of dated thinking and obsolete approaches to leading and managing. ” Connect with Art on Twitter at @LeadershipCafn.

Leadership Development 150

Leadership Development Development Innovation Leadership 150

Chartered Management Institute

SEPTEMBER 27, 2024

Blog: “Before CMI, my management lacked empathy” Written by Annie Makoff-Clark Friday 27 September 2024 Share Share to Twitter Share to Facebook Share to LinkedIn Share via email Having left the military, Chartered Manager of the Week Ryan Hume CMgr FCMI decided to seek formal management accreditation.

Ryan 52

Ryan 360-Degree Feedback Management Leadership Styles 52

Marshall Goldsmith

JUNE 7, 2011

As they consider opportunities to advance their careers, talented 'high potentials' share five concerns. To what degree can I trust you to develop my talents and skills? One talented manager asked for training, and was told that there was no budget for it. How do you honor requests for 'next steps' in my career progression?

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Marshall Goldsmith

MAY 1, 2012

Most of us hate getting negative feedback, and we don't like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. FeedForward can cover almost all of the same material feedback can. Your manager is in the room. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 127

360-Degree Feedback Participative Committee Positioning 127

Persuasive Powerhouse

FEBRUARY 28, 2017

Some years ago, I participated in a 360-degree feedback assessment. It sits on the shelf, waiting for me to do something with it (realistically, it is no longer relevant to my current career). Let your peers, direct reports, and manager know what you’ll be working on. I still have the report.

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360-Degree Feedback Report Participative Content 100

Marshall Goldsmith

MAY 5, 2014

If the managers are so bad, why should anyone believe that the products are so good? You don’t enhance your career. The people around you will not say so on the outside, but on the inside they may be thinking you are an even bigger loser than your boss. You hurt your company. Your stories may get repeated to others.

360-Degree Feedback 122

360-Degree Feedback Learning-by-Doing Survey CEO 122

Marshall Goldsmith

FEBRUARY 1, 2012

Most of us hate getting negative feedback, and we don't like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. FeedForward can cover almost all of the same material feedback can. Your manager is in the room. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 114

360-Degree Feedback Participative Committee Positioning 114

Persuasive Powerhouse

OCTOBER 22, 2010

My work as an executive coach involves looking at a lot of 360 degree feedback reports. One of the patterns I see in the 360 data on leadership behaviors is that peers are typically the lowest rating group for any given executive. What do you wish your peers would do on a regular basis?

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Building Personal Strength

MAY 20, 2012

Revolutionary feedback system. We just wanted it to actually work to change people's behavior patterns to make them more effective in their careers, in leadership, in small business, in relationships, in parenting, and in preparing young people for success as adults. Or both simultaneously. Post by Dennis E. Coates, Ph.D.,

Development 84

Development 360-Degree Feedback Learning-by-Doing Video 84

Marshall Goldsmith

AUGUST 5, 2012

Most of us hate getting negative feedback, and we don’t like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. FeedForward can cover almost all of the same material feedback can. Your manager is in the room. They don’t have to know you. Life is good.

360-Degree Feedback 89

360-Degree Feedback Participative Positioning Committee 89

Your Voice of Encouragement

JUNE 3, 2011

We recently coached a project manager whose chronic optimism lead to unrealistic expectations for his staff, resulting in high stress, low morale, and poor performance. You may wish to ask your coworkers or manager, “What do I do that allows me to be an effective contributor to the organization?”

360-Degree Feedback 67

360-Degree Feedback Core Competence Analysis Open-book 67

Marshall Goldsmith

OCTOBER 7, 2013

We first get an agreement with our coaching clients and their managers on two key variables: 1) what are the key behaviors that will make the biggest positive change in increased leadership effectiveness and 2) who are the key stakeholders that should determine (one year later) if this change has occurred. 3) Collect feedback.

Leadership 117

Leadership 360-Degree Feedback Follow-up Learning-by-Doing 117

Marshall Goldsmith

OCTOBER 16, 2012

Leaders in the company received 360-degree feedback to help them understand how their actual behavior was seen as matching this desired profile. Throughout my career, I have had the opportunity to interview hundreds of leaders in the did-nothing category. previously published in Workforce Management Online).

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360-Degree Feedback Follow-up Ethics Leadership Development 96

Experience to Lead

SEPTEMBER 28, 2023

These actionable insights serve as templates and inspire leaders to craft their own feedback, fostering a climate of achievement and mutual respect. What is Leadership Feedback? This feedback aims to give insight into how their actions and decisions affect their team, the organization and broader stakeholders.

Examples 52

Examples Team Succession Leadership 52

HR Digest

AUGUST 13, 2023

Seeking feedback from new employees about their onboarding experience within the first month to identify areas for improvement. Providing ongoing support and clarifying how managers can collaborate effectively with new hires. Implementing mentoring or coaching programs to provide guidance and support for career advancement.

Environment 52

Environment Positioning Strategy Diversity 52

Experience to Lead

NOVEMBER 3, 2023

Whether it’s your social life, family or career, one thing you can count on is the consistency of change. Whether it be a global pandemic, a company restructuring or a merger, a leadership strategy is crucial if you want to manage shifts and times of uncertainty.

Strategy 52

Strategy Development Leadership 360-Degree Feedback 52

Harvard Business Review

SEPTEMBER 7, 2012

But there is one thing we've personally seen that profoundly and consistently changes lives — what's generally referred to as the 360-degree feedback process. Maybe that's why our blood comes to a slow boil when we see a popular columnist arguing that 360-degree feedback programs fail.

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360-Degree Feedback Review Participative Survey 16

Harvard Business Review

MAY 23, 2014

Out of all the management questions we should be asking, this is surely the least asked. First, morality is hard to define, especially without getting too philosophical, and management writers are typically allergic to metaphysics. This is particularly important for direct line managers. Create an altruistic culture.

Management 15

Management 360-Degree Feedback Ethics Morale 15

Harvard Business Review

FEBRUARY 4, 2014

How did you perform in managing a major project? Many companies provide you with so-called 360-degree feedback based on anonymous surveys from your boss, peers, and direct reports. And there’s always the risk of demotivating a talented manager the company doesn’t want to lose. Did you hit your numbers?

Career 12

Career 360-Degree Feedback Mentor Long-term 12

Harvard Business Review

JUNE 21, 2012

My knowledge of corporate leaders' 360-degree feedback indicates that one out of four of them has a listening deficit—the effects of which can paralyze cross-unit collaboration, sink careers, and if it's the CEO with the deficit, derail the company. He wasn't alone in that regard.

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360-Degree Feedback Welch Active Listening CEO 21

Harvard Business Review

FEBRUARY 21, 2018

And yet what we see when we administer 360-degree feedback surveys on behalf of these leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws. Fatal flaws, however, are different. And here, that blindness has a steep cost. Think about it.

360-Degree Feedback 15

360-Degree Feedback Self-aware Bottom-up Learning-by-Doing 15

Harvard Business Review

DECEMBER 27, 2016

A simple question was asked: are hospitals ranked more highly when they are led by medically trained doctors or non-MD professional managers? The analysis showed that hospital quality scores are approximately 25% higher in physician-run hospitals than in manager-run hospitals. In a recent study that matched random samples of U.S.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

JULY 14, 2014

In the process of coaching hundreds of top female executives over the past decade, we’ve routinely interviewed hiring managers and pored-over 360-degree feedback reports in search of trends and commonalities. This is the range of comments we see everyday from women in 360-degree feedback conversations.

360-Degree Feedback 11

360-Degree Feedback CFO Career Trends 11

Harvard Business Review

APRIL 4, 2013

While, certainly, some individual women may find themselves disliked as they move up the organization, our aggregate data show the opposite is more common — that male leaders are perceived more negatively as they rise, whereas women generally maintain their popularity throughout their entire careers. Leadership Managing yourself'

360-Degree Feedback 14

360-Degree Feedback Succession COO Middle Management 14

Harvard Business Review

DECEMBER 15, 2017

aren’t taught management skills in medical school. And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business.

Training 15

Training Health Care Management Long-term 15

Harvard Business Review

MAY 15, 2012

While you may be tempted to enjoy this deference, the silence will not help you, your organization or your career. She shares the example of Vineet Nayar, the CEO of HCL Technologies, who posted his own 360-degree feedback on the company intranet and encouraged his senior team to do the same. Acknowledge the fear.

How To 20

How To 360-Degree Feedback Construction Case Study 20

Harvard Business Review

MAY 29, 2013

Studies have shown that a high emotional quotient (or EQ) boosts career success , entrepreneurial potential , leadership talent , health , relationship satisfaction , humor , and happiness. For stress management programs , the average improvement reported is around 35%. Who wouldn''t want a higher level of emotional intelligence?

Emotional Intelligence 15

Emotional Intelligence 360-Degree Feedback Stress Self-aware 15

Harvard Business Review

FEBRUARY 25, 2014

In 2013, my partners and I conducted a combination of surveys and interviews with over 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings, and one of the things that repeatedly fell into the dislike column was politics. Leadership transitions Managing yourself'

Politics 11

Politics 360-Degree Feedback Skills Seminar 11

Harvard Business Review

APRIL 14, 2017

Or a 360-degree feedback report. ” Nira’s thoughts raced with all the reasons this feedback was ridiculous: I am the creative director of this company. This is contrary to every piece of feedback I’ve received my entire career. Maybe it’s your performance review.

360-Degree Feedback 16

360-Degree Feedback Creativity Learning-by-Doing CEO 16

Harvard Business Review

MAY 16, 2014

But let’s say you are growing geographically and are struggling to hire enough people who align with your culture and expectations; or you have recently acquired another company and need to bring their leaders into your fold; or you are hiring a lot of people at mid-career who have not had the advantage of going through a formal entry-level program.

Training 9

Training 360-Degree Feedback Participative Human Resources 9

Harvard Business Review

APRIL 24, 2015

It’s understandable that most CEOs try to manage their boards. At most companies, despite all the best intentions, managing the board usually means keeping directors at arm’s length. But as I learned over the course of my career, there’s a better approach with boards. I got rid of that barrier.

CEO 8

CEO 360-Degree Feedback Management Charisma 8

Harvard Business Review

JANUARY 25, 2013

It's a great moment in literature — and an extremely useful image for managers intent on ferreting out the feedback they need for career advancement. Managers, like Odysseus, need to hear what people have to say — and be able to filter the messages. And they are far from trivial.

360-Degree Feedback 9

360-Degree Feedback Delegation Career Execution 9

Harvard Business Review

JULY 6, 2017

Our data included executives’ scores on personality and emotional intelligence assessments, interviews with their managers and HR, and our case notes. The thirties are often characterized by intense activity to establish the foundation for a successful career; this involves mastering rules that win approval.

Execution 15

Execution 360-Degree Feedback Executive Coaching Sample 15