Understanding and Using Your Executive View 360 Report

1. Understanding and Using Your Executive View 360 Report 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. Executive View Online Process Understanding and Using Your Executive View 360 to Develop Leadership Talent Translating Awareness into Behavior Change: An Introduction to Talent Accelerator Next Steps/Questions Presentation Agenda

3. Executive View 360 Online Process

4. Executive View 360 Email Invite

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

11. 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

12. Interpreting Your Executive View 360 Feedback Report

13. Interpreting Your Emotional Intelligence View 360 Feedback Report

14. Performance Leadership Visionary Leadership Drive for Results Technological Leadership Financial Leadership Cross Functional Versatility Depth of Industry Knowledge Political Leadership Strategic Problem Analysis Decision Making Change Leadership Entrepreneurial Leadership Driving Strategic Direction Driving Change ExecutiveView360 Interpersonal Leadership • Build Strategic Relationships • Empowering Others • Team Building • Interpersonal Effectiveness • Oral Communication/Presentation • Influence/Negotiation • Coaching/Talent Development Personal Leadership • Self-Development • Adaptability/Flexibility • Engenders Trust

15. Executive View 360 Features • Measures 22 Competencies Focusing on Performance Leadership, Change Leadership, Interpersonal Leadership and Intrapersonal Leadership • 68 Behavioral Questions • Online Administration • Reliable and Valid Scales • Comprehensive Summary Feedback Report

16. Executive View 360 Report • Executive View 360 (EV360) Competency Definitions and Conceptual Model • Self-Awareness/Social Awareness Comparison Graphs • EV360 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

17. 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

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

19. 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

20. Executive View 360 Invited Raters Page

21. ExecutiveView 360Awareness View Section KEY POINTS Executive 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)

22. ExecutiveView 360Awareness View

23. ExecutiveView 360Graphs Self-Other Perceptions KEY POINTS • Executive 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

24. ExecutiveView 360Self-Other Perceptions

25. ExecutiveView 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 7 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

27. ExecutiveView 360Behavior Summary KEY POINTS • Each Executive 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)

28. Behavior Summary Report

29. ExecutiveView 360Written 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

30. ExecutiveView 360Comments Report

31. ExecutiveView 360Feedback Report Questions to Consider • Do I understand my Executive 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?

32. ExecutiveView 360: Next Steps • Review your EV360 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 • Re-assess Executive View 360 in 10-12 months

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

34. 360 Feedback and Coaching • Olivero et al., (1997) found that an 8-week coaching program increased productivity over and above the effects of a managerial training program (22.4% versus 88.0%) • Thatch (2002) found that 6 months of coaching with executives following 360 feedback increased leadership effectiveness up to 60% based on post-survey ratings • Smither et al., (2003) reported that after receiving 360 feedback, 1,361 managers who worked with a coach for 6 months were significantly more likely to set specific goals, solicit ideas for improvement and subsequently received improved performance ratings

35. Randomised Executive Coaching Study • Solution-focused cognitive-behavioural coaching intervention with 45 executives • Half-day leadership development programme • Measures • 360 feedback • Goal Attainment Scaling • Cognitive Hardiness/Resilience • Workplace Well-Being • Four coaching sessions over 10 weeks • Control group got coaching ten weeks later Grant, Curtayne, & Burton (2009). Executive coaching enhances goal attainment, resilience and workplace well-being: A randomised controlled study. The Journal of Positive Psychology, 4, 396-40

36. Randomised Executive Coaching StudyGoal Attainment

37. 360 Feedback and Manager Involvement • 62% of the respondents reported being dissatisfied or highly dissatisfied with the amount of time their manager spent helping with a development plan • More than 65% expressed strong interest in utilizing an online follow-up tool to measure progress toward behavior change Rehbine, N. (2006). The impact of 360 degree feedback on leadership development. Unpublished doctoral dissertation.

38. 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 (only 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 Performance Coach The Coaching Conundrum 2009: Building a coaching culture that drives organizational success. Blessing White Inc. Global Executive Summary

39. Leveraging the Impact of 360 Feedback for Successful Behavior Change

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

42. Description of Talent Accelerator 2.0 • Talent Accelerator is a web-based professional development tool integrated with Envisia Learning assessments • Talent Accelerator 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

43. Components of Talent Accelerator 2.0 • Educates: Talent Accelerator resource library provides a comprehensive source of over 1,500 readings, websites, media, and suggestions to facilitate your development. • Monitors: Talent Accelerator provides you and your coach and/or manager to track and monitor your development plan progress and easy update through your email. • Coaches: Talent Accelerator sends an email to the individual’s coach and/or manager about development plan progress and the most recent progress update. • Promotes Insight: Talent Accelerator 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: Talent Accelerator sends you weekly reminders about your goal progress.

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

45. Using Our WizardStep 1: Examining Your Feedback Report

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

47. Using Our WizardStep 3: Selecting Development Areas

48. Setting Development GoalsUse our Suggestions or Select Your Own

49. Setting Development Goals: Analyzing Your Success

50. Taking Ownership of Your Developmental Goal: From Goal Intentions to Habit Triggers