Understanding and Interpreting Sales Manager View 360

1. Understanding and Interpreting Sales Manager View 360 Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd, Suite 203  Santa Monica, CA 90405 (310) 452-5130  (310) 450-0548 Fax www.envisialearning.com ken@envisialearning.com

2. Sales Manager View 360Presentation Outline • Sales Manager View 360 Online Process • Understanding and Using Your Sales Manager View 360 Results • Translating Awareness into Behavior Change: Talent Accelerator • Next Steps/Questions

3. Consultative Sales Skill Model

4. Sales Manager View 360 Online Process

5. Email Participant Invitation

6. Nominating Raters

7. Online Assessment

8. Editing and Submitting Completed Assessment

9. Interpreting Your Sales Manager View 360 Feedback Report

10. Emotional Reactions to Feedback: GRASP Model Grin or Grimace Recognize or Reject Act or Accept Strategize & Partner Emotional Reaction Cognitive Reaction Commitment Reaction Behavioral Reaction

11. Sale Performance Leadership Drive for Results Business Savvy Strategic Problem Solving Customer Focus Sales Planning/Territory Management Intrapersonal Leadership Managing Self Adaptability/Resilience Engenders Trust Sales Manager View 36015 Competencies/91 Questions Interpersonal Leadership • Emotional Intelligence • Oral Communication/Presentation • Employee Involvement • Sales Team Empowerment • Sales Leadership • Coaching and Mentoring • Sales Team Development • Written Communication • Performance Management

12. Sales Manager View 360 Features • Measures 15 Competencies Focusing on: • Sales Performance Leadership • Interpersonal Leadership • Intrapersonal Leadership • 91 Behavioral Questions • Online Administration • Reliable and Valid Scales • Comprehensive Summary Feedback Report

13. Sales Manager View 360 Report • Sales Manager View 360 Competency Definitions and Conceptual Model • Self-Awareness/Social Awareness Comparison Graphs • Overall Competency Graphs (self and other comparisons) • Most Frequent/Least Frequent Behavior Summary • Summary of Average Scores by Rater Category with Statistical Measure of Rater Agreement • Written Comments by Raters • Developmental Action Plan

14. Confidentiality of the 360 Feedback Process KEY POINTS • All raters are anonymous except for the “manager” • Online administration uses passwords to protect confidentiality (Internet administration) • No line or bar graphs are shown unless at least two raters respond in a rater category (anonymity protection) • The summary feedback report is shared only with the respondent and is intended for development purposes only • The respondent decides how much of the summary feedback report he/she wants to share with others

15. Self-Other Perceptions: What Are Others Really Rating? Performance BOSS Interpersonal Factors REPORTS Leadership Potential PEERS

16. Sales Manager View 360 Feedback Report Components • Self-Other Comparisons • Graphical Comparisons “Johari Window” • Most and Least Frequently Observed Behaviors • Summary of Average Scores • Statistical Measure of Rater Agreement • Written Comments

17. Sales Manager View 360

18. Sales ManagerView 360Graphs Self-Other Perceptions KEY POINTS • Sales Manager View 360 uses average scores based on the 1 to 5 “positive response” frequency scale (Almost never, Infrequently, Sometimes, Frequently, Almost Always) • The bar graphs summarize self and other perceptions on each of the 17 separate competencies • The legend to the right of the graph will summarize average score and number of raters for each category • Range of scores for each rater group are graphed

19. Sales ManagerView 360Graphs Self-Other Perceptions

20. Sales ManagerView 360Self-Other Perceptions

21. Sales ManagerView 360Most Frequent/Least Frequent Section KEY POINTS • The “Most Frequent” section and “Least Frequent” section summarizes those competencies and behaviors that were most frequently/least frequently observed by various rater groups • The number in the first column corresponds to the average score for all raters providing feedback (1 to 5 scale) • The “Most Frequent” should be considered as perceived strengths to leverage and build on • The “Least Frequent” should be considered as possible behaviors to practice more frequently

23. Sales ManagerView 360Behavior Summary KEY POINTS • Each Sales Manager View 360 question is summarized and categorized in its appropriate competency • Average scores across all raters are reported for each competency and question • A statistical measure of rater agreement based on the standard deviation is reported as a percentage—a score less than 50% suggests that the raters providing feedback had enough disagreement to warrant a cautious interpretation of the average score reported (e.g., raters had diverse perceptions and rated the participant quite differently on that question or competency)

25. Sales ManagerView 360Written Comments Section KEY POINTS • Three open ended comments: Doing More, Doing Less, Doing Differently • Comments are randomly listed by all raters who volunteered to share written perceptions to two open-ended questions (perceptions of strengths and development areas) • Comments are provided verbatim from the online questionnaire—no editing • Some comments are specific, behavioral and constructive—others may be less useful or hard to understand • It is important to focus on themes that emerge, rather than, to dwell on any one individual comment

26. Sales ManagerView 360Feedback Report Questions to Consider • Do I understand my Sales Manager View 360 feedback report? • Does it seem accurate/valid? • Is the feedback similar or different for the different rater groups? • Are the areas perceived by others for development relevant to my current or future position? • Am I motivated to change?

27. Sales ManagerView 360: Next Steps • Review your Sales Manager 360 feedback report • Thank your invited raters and share something you learned from their feedback • Use Talent Accelerator to identify specific developmental goals & draft a development plan • Meet with your manager to discuss your plan • Implement your development plan • Track and monitor progress • Measure progress on the development plan using the ViewSuite Pulse mini-evaluation • Re-assess Sales Manager View 360 in 12-24 months

29. Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Talent Accelerator Behavior Change Model Talent Accelerator and Coaching and Pulse Mini-360 Evaluation Feedback from Assessments

30. Components of the Talent Accelerator • Development Resource Library: Comprehensive source of readings, websites, media, and suggestions to facilitate your development • Feedback Reports: Electronic copy of your assessment summary report. • Development Suggestions: Tips and developmental suggestions and tips to enhance your effectiveness • Development Journal: Opportunity for participants to maintain a confidential journal to reflect on their reactions and feelings about his/her developmental journey. • Development Planning “Wizard”: Walks you through your assessment and provide a structured way to select developmental competencies • Automated Reminders: Select how often you want the system to send you reminders about due dates on your development plan (Preference Tab).

31. Talent Accelerator Process • Users are sent an email with a unique username/password to allow access to Talent Accelerator • Access to Talent Accelerator is for a 12-month period • Upon log in users will have an electronic copy of his/her assessment report and begin to use the development “wizard” to identify one or more competency areas to focus on those behaviors that are most important • At any time users can access the Competency Resource Library to find readings, articles, websites, developmental suggestions, media, blogs, podcasts and other resources targeted to the specific developmental areas of interest • Once the developmental action plans are finalized, users can go in Talent Accelerator and update progress and set new goals

32. View Suite 360 Pulse Mini-360 Survey Evaluation Description • Is not a reassessment of the initial 360 feedback assessment • Provides a metric of actual behavior change • Provides coaches and organizations with a tool to demonstrate the value of their 360 degree and coaching interventions

33. View Suite 360 Pulse Online Evaluation Report

34. 360° Feedback Selected References • Nowack, K. (2009). Leveraging 360 feedback to facilitate successful behavior change. Consulting Psychology: Practice and Research, 61, 280-297. • Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March 2005. • Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, Jossey-Bass, Inc., pp.34-46. • Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53. • 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 (3rd edition). Center for Creative Leadership, Greensboro, NC., • Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79. • Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32. • Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166 • Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 • Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72 • Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155.