Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd, Suite 203  Santa Monica, CA 90405 (310) 452-5130  (310) 295-1059 Fax ww

1. Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd, Suite 203  Santa Monica, CA 90405 (310) 452-5130  (310) 295-1059 Fax www.envisialearning.com ken@envisialearning.com

2. Who we are… Envisia Learning is a leader in providing innovative assessment products, services, and other internet based resources that are responsive to the unique needs of consultants and coaches and the individuals they serve throughout the world. We are committed to building strong, mutually beneficial, and enduring relationships with a focus on providing superior customer service, high-quality products, and excellent price value to our Customers.

3. Translating Awareness into Behavior Change Step 2 Reflect/Plan Momentor Step 3 Track/Monitor Coach Accelerator

4. Does 360o Feedback Result in Improved Performance? Atwater and colleagues found that improvement following an upward feedback intervention only resulted for 50% of the supervisorswho received it. Atwater,L., Waldman, D., & Cartier. (2000). An upward feedback field experiment. Supervisor’s cynicism, follow-up and commitment to subordinates. Personnel Psychology, 53, 275-297

5. Does 360o Feedback Result in Improved Performance? A recent meta-analysis of 26 longitudinal studies indicate significant but small effect sizes suggesting that it is unrealistic to expect large performance improvement after people receive 360-degree feedback Smither, J., London, M., & Reilly, R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis and review of empirical findings. Personnel Psychology, 58, 33-66

6. Habits are Hard to Change • NEW YEARS RESOLUTIONS: 25% abandon new behaviors after 15 weeks; 60% make the same resolution the next year • WEIGHT LOSS: 95% of those who lose weight regain it back within 2 years • SMOKING: Only 13-14% are abstinent 6 to 12 months after quitting • ALCOHOL: 90% of those treated have a drink within 3 months; 50% return to pre-drinking levels within a year • Leadership Change: A recent meta-analysis of 26 longitudinal 360-feedback studies indicates significant but small effect sizes suggesting that it is unrealistic to expect large performance improvement after people receive feedback

7. The Challenge of Acquiring New Behaviors • Frequently people underestimate the difficulty of sustained behavior change • A key to developing and enhancing new skills is deliberate practice

8. Necessary Ingredients for Behavior Change Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It

9. Challenge #1Acquiring New BehaviorsRhodes, Plotnikoff & Courneya (2009) • Frequently people underestimate the difficulty of sustained behavior change • A key to developing and enhancing new skills is deliberate practice • There are different predictors of non-intenders to successful adopters (e.g., readiness to change) versus unsuccessful maintainers versus successful maintainers (e.g., perceived control and efficacy)

10. Challenge #2Creating Practice Plans • Goal intentions alone may not always result in successful maintenance of behavior over time (Lawton, Cooner, & McEachan, 2009) • SMART goals aren’t always that smart • Format is important! “If-then” statements maximize success • Behavior must be observable and measurable • Over a decade of research and nearly a hundred studies have shown that Practice Plans double a person’s likelihood of achieving their goals (Gollwitzer & Sheeran, 2006)

11. Challenge #3How Long it Takes to Form a Habit

12. A 2008 survey of over 2,000 international employees and 60 HR leaders reported that 84% of managers are expected to coach talent but only 52% actually do (39% in Europe) Only 24% of all leaders are rewarded or recognized for coaching and developing talent 85% of all managers and employees see value in leaders as coaches but 32% of managers reported it takes too much time and interferes with their job Challenge #4Leader as Performance Coach The Coaching Conundrum 2009: Building a coaching culture that drives organizational success. Blessing White Inc. Global Executive Summary

13. Challenge # 5Developing Leaders: 70/20/10 RuleLombardo & Eichinger (1996) • Job change • Special projects and assignments • Exposure and involvement in key business challenges • Task forces, committees, change initiatives Experience • Job Performance feedback • Executive coaching • 360-degree feedback process • Developmental assessment workshops Feedback & Coaching Ascending Value • Critical skill building training programs • Transition training programs • Key external executive programs • Self-directed learning initiatives Formal Learning

14. Mental Practice Facilitates Behavior ChangePascual-Leone (1996) Harvard Average cortical output maps for the finger flexors of the trained hand in subjects undergoing daily physical versus mental practice of the 5-finger exercise. Note the similarity in output maps with either form of practice.

15. Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Coaching and Behavior Change Model Momentor, Coaching and Goal Evaluation 360 Degree Feedback

16. Unconscious Competence High Performance Low Unconscious Competence and Peak Performance • Orchestral musicians preferred creating music when they were encouraged to mindfully incorporate subtle nuances into their performance • Audience members were played recordings of both types of performance and a significant majority expressed a preference for the performances that were created in a mindful state • The practice of staying acutely aware of what is happening in the present moment prevents mindless competence and the use of mindful competence increases creativity, productivity and engagement Russel, T. & Eisenkraft, N. (2009). Orchestral performance and the footprint of mindfulness. Psychology of Music, 37, 125-136. Mindful Competence (Attention & Passion) Mindless Competence Inattention & Indifference

17. Outcomes With 360 Feedback and Coaching • Oliver et al. (1997) found that employee coaching increased productivity over and above the effects of a managerial training program (22.4% versus 88.0%) • Thatch (2002) found that 6 weeks of coaching following 360 feedback increased results by 60% • Smither et al., (2003) reported that after receiving 360 feedback, managers who worked with a coach were significantly more likely to set specific goals, solicit ideas for improvement and subsequently received improved performance ratings

18. 360 Feedback and Manager Involvement • 62% of the respondents reported being dissatisfied or highly dissatisfied with the amount of time their manager spenthelping with a development plan • More than 65% expressed strong interest in utilizing an online follow-up toolto measure progress toward behavior change Rehbine, N. (2006). The impact of 360 degree feedback on leadership development. Unpublished doctoral dissertation.

19. A 2009 survey of over 2,000 international employees and 60 HR leaders reported that 84% of managers are expected to coach talent but only 52% actually do (39% in Europe) Only 24% of all leaders are rewarded or recognized for coaching and developing talent 85% of all managers and employees see value in leaders as coaches but 32% of managers reported it takes too much time and interferes with their job Leader as Coach The Coaching Conundrum 2009: Building a coaching culture that drives organizational success. Blessing White Inc. Global Executive Summary

21. Description of Momentor • Momentor is a web-based professional development tool integrated with Envisia Learning assessments • Momentor will provide you with a guided process for developmental planning based on “Best Practices” of how people successfully change • The online tool is designed to help translate awareness from all of our assessments into lasting behavior change

22. Components of Momentor • Educates: Momentor resource library provides a comprehensive source of over 1,500 readings, websites, media, and suggestions to facilitate your development. • Monitors: Momentor provides you and your coach and/or manager to track and monitor your development plan progress and easy update through your email. • Coaches: Momentor sends an email to the individual’s coach and/or manager about development plan progress and the most recent progress update. • Promotes Insight: Momentor provides an opportunity for participants to reflect on their 360-degree assessment report to summarize strengths and potential development areas. • Teaches: Our development “wizard” will walk you through your 360 report and provide a structured way to allowing you to focus on those competencies that are most important as well as facilitate goal setting. • Reminds: Momentor sends you weekly reminders about your goal progress.

23. Translating Awareness into Behavior Change • Enlighten: Provide an electronic version of the assessment to help employees review and understand their feedback report • Encourage: Provide a structured process to review the feedback report, ask reflective questions to increase motivation to want to change behavior and to identify one or more areas to focus developmental efforts • Enable:Through the use of monthly reminders and a comprehensive competency resource library, users are able to track and monitor progress on their developmental action plans online and avoid relapse

24. Momentor for 360-Degree Feedback • Users are sent an email with a unique username/password to allow access to Momentor • Access to Momentor is for a 12-month period • Upon log in users will have an electronic copy of their assessment report and begin to use the development “wizard” to identify key competency areas to focus on • Clients can access assessment specific 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 Momentor and update progress and set any new coaching goals • Reminders on developmental plan progress will be emailed to your client every 30 days (they can change the preference on this) • Clients can also utilize the Developmental Journal and decide which entries, if any, they wish to have shared with you at the Coach Accelerator site

25. Participant Login and Welcome Page

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

27. Using Our WizardStep 1: Examining Your Feedback Report

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

29. Using Our WizardStep 3: Selecting Development Areas

30. Setting Development GoalsUse our Suggestions or Select Your Own

31. Momentor Goal Setting Options Step 1 Assess 360 Assessment Step 2 Reflect/Plan Momentor Step 3 Track/Monitor Coach Accelerator

32. Setting Development GoalsUse our Suggestions or Select Your Own

33. From Goal Intentions to ImplementationAction Items, Practice Plan, Goal Mentors & Goal Evaluation

34. Setting Development GoalsAction Items and Practice Plans

35. Setting Development Goals--Action Items

36. Setting Development Goals--Action Items

37. The Psychology of Habits

38. Creating Practice PlansGollwitzer & Sheeran (2006)

39. Creating Practice Plans

40. Creating Practice Plans

41. Tracking Development Progress

42. Competency Based Resource Library • Content is maintained and updated weekly by a human resources staff member • Industry specific competency libraries (e.g., healthcare, sales) • Resource categories include: • Books • Websites/Blogs • Audio • Video • Articles • Workshops/Seminars

43. Example Content from Our Resource Library

44. Selecting “Coaches” To Help Support the Development Plan

45. Momentor Reminders to Facilitate Behavior Change • Momentor sends out a reminder email every week asking participants about their progress and reminding them of their goals • Research suggests that implementation intentions coupled with reminders result in greater behavior change Sheer an, P. et al. (2005). The interplay between goal intentions and implementation intentions. Personality & Social Psychology Bulletin, 31, 87-97 Prestwich, A. et al. (2010). Can implementation intentions and text messages promote brisk walking: A randomized trial. Health Psychology, 29-40-49.

46. Settings/Preferences

47. Help and Support

48. Envisia 360 Feedback Study “Best Practices” • Provide individual coaching to assist in interpreting and using the 360 feedback results • Hold participant and manager accountable to create and implement a professional development plan • Track and monitor progress on the completion of the development plan • Link the 360 intervention to a human resources performance management process • Use 360 tools with sound psychometric properties • Target competencies for 360 feedback interventions that are related to strategic business needs 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

49. Coaches Can Set Goals, Action Items and Practice Plans for Their Clients Directly

50. Monitoring/Tracking Goal Progress