360 Leadership Process

1. 360 Leadership Process John Kuhls, Director of Human Resources Linda D. Smith, Director Staff Development NC Department of Revenue

2. What is 360 Feedback? • Survey gathers anonymous feedback • Variety of perspectives • Supervisor • Peers • Direct Reports • Others • Growth and Learning Plans • Initial Coaching • Ongoing coaching from Supervisor

3. Why are we doing this? • Business Transformation is the driver • To move from a siloed, hierarchical, top down organization • To a process-based, collaborative organization with decision-making pushed down to all levels. • Success requires • Cultural alignment • Enhanced leadership competencies

4. This is Our Desired Culture Continuous Learning Teamwork • Be open, honest, and candid • Make sharing information and knowledge the norm • Manage through influence and lead by example • Get input before decisions are made • Be willing to dialogue • Use “failures” as opportunities to learn • Benchmark against the best • Follow the process, AND keep the end in mind: make a difference • Take responsibility for your own career Continuous Improvement Accountability • Fix the process • Follow the process • Measure what matters • Get it done and get it right • Own it: Be accountable • Use it: Fact-based decision-making • Earn it: Consistent respect

5. What did we do? • Defined leadership competencies • Piloted 360 feedback survey • Roll-out to Extended Leadership Team

6. Key Points • Most organizations are feedback poor • Higher levels of management get less feedback • 360 is an effective way to get candid feedback • Leverage strengths and/or address weaknesses • Growth and learning doesn’t happen unless behavior changes

7. Defining Leadership Competencies • Analyzed internal qualitative information • Grouped behaviors around levels based on best practice models • Organized competencies around the four quadrants • Tested and refined language and groupings several times

8. Leadership Competencies The behaviors are grouped into competencies. A competency is a group of knowledge, skills, and abilities (KSA) that work together to achieve a result. Each competency lists a number of key behaviors that indicate a level of mastery appropriate to the level of leadership. 9

9. The Leadership Framework Outlines specific behaviors that each level of management at DOR can do to help build the desired culture and achieve the DOR vision and mission. The behaviors are organized according to the four quadrants of the desired culture. The behaviors describe an ideal person. No one is expected to demonstrate every behavior because everyone is unique. But…we can each pick a few things to improve that will make a difference. The levels are cumulative. The second level assumes you’ve mastered the first level. 10

10. Optimal Leadership Focus Each level of management has a primary focus. They may operate in multiple levels every day, but a healthy organization requires that each of these management and leadership functions are attended to. 11

11. Visionary Leadership Profile 12

12. Supervisory Leadership 15

13. Derailers These are behaviors that can damage one’s ability to be successful at DOR. These behaviors can “derail” your career at DOR. 17

14. Creating the Feedback Survey DOR Leadership Framework Accountability: Own the outcome Continuous Improvement: Drive operational excellence Teamwork: Develop organizational capability Continuous Learning: Guide through change Visionary • Provide Direction • Drive for Results • Build and Sustain Commitment • Execute Flawlessly • Create a Climate of Learning • Constantly Raise the Bar • Develop Others • Foster Teamwork • Shape the Culture • Demonstrate Agency Acumen • Think Strategically • Manage Disagreements • Leverage External Networks Strategic Operational Supervisory Self-

15. 360 Questionnaire • Standardized method for gathering feedback • Based on NC DOR Leadership Framework • 18 statements representing strategic leadership dimensions and key behaviors • Does this very well • Does this well • Does this OK • Doesn’t do this well • Doesn’t do this at all well • (N/A) • 19 statements representing “derailers” • Strongly agree • Agree • Neither agree nor disagree • Disagree • Strongly disagree • (N/A) • Open-ended questions: Continue, Stop, Start

16. Feedback Survey • 360 Feedback tool

21. 360 Feedback Process • Kick-off session • Growth and Learning session • Feedback Report session • One to one Coaching session • Feedback from Pilot group

22. 6. Tracking Returns

23. Feedback Reports • Average rating for each behavioral statement • Broken out by category (self, supervisor, direct report, etc.) • Rollovers to preserve rater anonymity • Written comments • Self and Supervisor comments separated out, all others lumped together

24. What’s next? • Cascade to remaining 275 managers • By tiers of management • Using same process • Kick-off session • Growth and Learning session • Feedback Report session • One to one Coaching session • What’s different? • Formal training of feedback givers • Coaching by DOR

25. What else? • Management Essentials training • Leading People • Managing Work • Review trends from 360 feedback to identify other training and development needs of managers

26. Results? • Good start • Not enough data • Challenges? • Difficult to change a culture – • takes a long time of concerted effort • Change in leadership • Could have new vision, different ideas

27. Questions?