Understanding and Using Your DEVELOPMENT VIEW360 Report

1. Understanding and Using Your DEVELOPMENTVIEW360Report 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. Presentation Agenda • Understanding and Using Your Development View 360 to Develop Leadership Talent • Translating Awareness into Behavior Change: An Introduction to Talent Accelerator • Next Steps/Questions

3. Leadership Practices, Retention, Engagement and Productivity

4. Leadership Competence “…Survey after survey shows that 65%-75% of the employees in any given organization report that the worst aspect of their job is their immediate boss. Estimates of the base rate for managerial incompetence in corporate life range from 30% to 75%; a recent review reported the average estimate to be 50%.” Hogan, R. & Kaiser, A. (2005).  What we know about leadership. Review of General Psychology. 9 (2), 169-180.

5. Leadership Matters • Results of two company-wide employee engagement surveys were analyzed for 2002 and 2004 • Employees rated leadership and management practices using a benchmarked 8-item Leadership Effectiveness Index (alpha .91) • Employees were asked additional questions about retention (intention to leave in 12 months), job satisfaction and perceptions of stress Nowack, K. (2006). Emotional Intelligence: Leadership Makes a Difference. HR Trends.17, 40-42.

7. 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

8. Performance Leadership Drive for Results Planning Delegation/Follow-Up Performance Management Depth of Industry Knowledge Strategic Problem Analysis Interpersonal Leadership Team Building Interpersonal Effectiveness Oral Communication/Presentation Influence/Negotiation Coaching/Talent Development DEVELOPMENTVIEW360 Personal Leadership • Self-Development • Adaptability/Flexibility

9. DEVELOPMENTVIEW360 Features • Measures 13 Competencies • Performance Leadership • Interpersonal Leadership • Intrapersonal Leadership • 36 Behavioral Questions • Online Administration • Utilizes a new development response scale • Comprehensive Summary Feedback Report

10. DEVELOPMENTVIEW360 Development Response Scale Nowack & Mashihi, 2012

11. DEVELOPMENTVIEW360Report • Development View 360 (DV360) Competency Definitions and Conceptual Model • Self-Awareness/Social Awareness Comparison Graphs • DV360 Overall Competency Graphs (self and other comparisons) • Do More/Do Less Behavior Summary • Summary of Average Scores by Rater Category with Statistical Measure of Rater Agreement • Written Comments by Raters • Developmental Action Plan

12. DEVELOPMENTVIEW360 Online Process

13. DEVELOPMENTVIEW360 Email Invitation

14. Selecting Raters

15. Selecting Raters

17. Interpreting Your DEVELOPMENTVIEW360 Feedback Report

18. Johari Window Public Blind Spot You Know About Me Private Unknown You Don’t Know About Me I Don’t know About Myself I know About Myself

19. 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

20. Self-Other Perceptions: What Are Others Really Rating? (Nowack & Mashihi, 2012) Performance BOSS Derailment Factors (EI) REPORTS Leadership Potential PEERS

21. 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

23. Development View 360Awareness View Section KEY POINTS Development View 360 provides a snapshot of self/social awareness in a series of graphs highlighting four areas: • Potential Strengths (Low Self Ratings & High Other Ratings) • Confirmed Strengths (High Self Ratings & High Other Ratings) • Potential Development Areas (High Self Ratings & Low Other Ratings) • Confirmed Development Areas (Low Self Ratings & Low Other Ratings)

25. Accurate Self-Other Ratings High EI High EI

26. Overestimators (High Self /Low Other Ratings) High Achievement High Self Esteem High Social Desirability Low Anxiety

27. Underestimators (Low Self /High Other Ratings) High Neuroticism High Perfectionism High Goal Orientation Hypervigilant to Negative Feedback

28. Development View 360Graphs Self-Other Perceptions KEY POINTS • Development View 360 uses average scores based on the 1 to 7 frequency scale • The bar graphs summarize self and other perceptions on each of the 22 separate EV360 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

30. DEVELOPMENTVIEW360Do More/Do Less Section KEY POINTS • The “Do More” section and “Do Less” section rank orders competencies and behaviors that were observed by various rater groups • The number in the first column corresponds to the average score for all raters providing feedback (-3 to +3 response scale) • The “Do More” should be considered as perceived behaviors to practice and express more frequently • The “Do Less” should be considered as perceived behaviors to practice and express less frequently

32. DEVELOPMENTVIEW360Behavior Summary KEY POINTS • Each Development 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)

34. DEVELOPMENTVIEW360Written Comments Section KEY POINTS • 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

36. DEVELOPMENTVIEW360Feedback Report Questions to Consider • Do I understand my Development 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?

38. Translating Awareness into Behavior Change Step 1 Assess 360 Assessment Step 2 Reflect/Plan Talent Accelerator Step 3 Track/Monitor Coach Accelerator

39. Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Talent Accelerator Behavior Change Model Talent Accelerator and Coaching Feedback from Assessments

40. 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).

41. 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

42. Participant Login and Welcome Page

43. Selecting Development AreasJump Right in to Select Your Goals or Use our Wizard

44. Using Our WizardStep 1: Examining Your Feedback Report

45. Using Our WizardStep 2: Deciding Which Competencies are Important

46. Using Our WizardStep 3: Selecting Development Areas

47. Setting Development GoalsUse our Suggestions or Select Your Own

48. Setting Development GoalsUse our Suggestions or Select Your Own

49. Setting Development Goals: Analyzing Your Success

50. Setting Development GoalsAction Items and Habit Triggers