A 360° evaluation

1. A 360° evaluation firmin verbrugge ere-algemeen directeur

2. A 360° evaluation Kijk om je heen in 360° firmin verbrugge ere-algemeen directeur

3. A 360° evaluation Kijk om je heen in 360° maar breder dan voorheen firmin verbrugge ere-algemeen directeur

4. A 360° evaluation Kijk om je heen in 360° maar doe het gefragmenteerd firmin verbrugge ere-algemeen directeur

5. A 360° evaluation • zoek de antwoorden op de vragen: • 1ste : Begrijpt iedereen mij? • 2de : Volgt iedereen mij? • Geven je een 360° evaluatie = zelfevaluatie firmin verbrugge ere-algemeen directeur

6. Whatit is about? • A 360 degreeevaluation, or feedback model, collects and provides feedback onanindividualmanager'swork performance from a variety of knowledgeablesourcesand stakeholders. In addition to anassessmentby the direct supervisor, a 360 degreeevaluation model alsoincludesinformationfromsubordinates, peers, and customersand a self-assessmentby the manager. It is the most comprehensive feedback of overall management style. firmin verbrugge ere-algemeen directeur

7. Remember Your Purpose • Ifyourmission is : • employee development, • Het bieden van ontwikkelingskansen aan werknemers makesurefeedback is provided. firmin verbrugge ere-algemeen directeur

8. Remember Your Purpose • Remember why you are asking employees to go through the 360 evaluation process. If your mission is employee development, make sure feedback is provided in a confidential, non-threatening manner. If participants feel threatened by getting feedback, they will be less open to receiving it. firmin verbrugge ere-algemeen directeur

9. Delivering Feedback is important • Youshould start planning how feedback willbedeliveredbeforeyou even start gathering data. firmin verbrugge ere-algemeen directeur

10. Follow up! • Plan to follow up with another round of feedback anywhere from 6 to 12 months after the initial feedback is collected. firmin verbrugge ere-algemeen directeur

11. 360° and myleadershipstyles • A 360 degreeevaluation, or feedback model, collects and provides feedback (aboutmyleadershipstyles ) on(my ) individualmanager'swork performance from a variety of knowledgeablesources( frommyteachers). In addition to anassessmentby the direct supervisor, a 360 degreeevaluation model alsoincludesinformationfromsubordinates, peers, and customersand a self-assessment. • It is the most comprehensive feedback of overall leadershipstyles. firmin verbrugge ere-algemeen directeur

12. Manager’swork • Managing people is not a matter of manipulation. • It is about working with employees on a partnership basis to achieve the strategic goals of the organisation. firmin verbrugge ere-algemeen directeur

13. Management • Definition: The act of gettingpeopletogether to accomplishdesired goals and objectives. the big question: are yourleadershipstylesacceptedby the employees, are theyeffective ? firmin verbrugge ere-algemeen directeur

14. Leadership styles Think about this: Leadership styles guide managers! firmin verbrugge ere-algemeen directeur

15. Transactional leadership style • Management by exception passive: Involves setting standards but waits for major problems to occur before exerting leadership behaviour. firmin verbrugge ere-algemeen directeur

16. Transactional leadership style • Management by exception active: leaders who demonstrate management by exceptions active pay attention to issues that arise, set standards, and carefully monitor behaviour. firmin verbrugge ere-algemeen directeur

17. Total quality management (TQM) leadership style • Five basic factors define the actions of an effective TQM leader: change agency, teamwork,continuous improvement, trust building and eradication of short-term goals. firmin verbrugge ere-algemeen directeur

18. Servant leadership style • Instead of occupying a position at the top of a hierarchy the servant leader is positioned at the cente of the organisation. • It implies that the servant leader is in contact with all aspects of the organisation and the individuals. firmin verbrugge ere-algemeen directeur

19. Situational leadership style • The basic principle underlying situational leadership is that the leader adapts his leadership behaviour to the employees maturity and on their willingness and ability to perform a specific task. firmin verbrugge ere-algemeen directeur

20. Instructional leadership style • Instructional leadership can be defined as those actions that a leader takes or delegates to others to promote growth in employers’ learning. firmin verbrugge ere-algemeen directeur

21. Transactional active • Transactional passive • Transformational coaching • Transformational charisma • Decresses stress • Distructive • Participating firmin verbrugge ere-algemeen directeur

22. The questionaire firmin verbrugge ere-algemeen directeur

23. The results firmin verbrugge ere-algemeen directeur

24. The graphic overview firmin verbrugge ere-algemeen directeur

25. Overview employees / leader / standard firmin verbrugge ere-algemeen directeur

26. Do not provide feedback in a vacuum: - Feedback canbeverydemoralizingifit is negative. Often, feedback includesindications of bothstrengths and weaknesses, and it is easy for a recipient to focus on the negative, even ifheorshe is generallydoing a good job. - So, help directors to identifytheirstrengths & weaknessesand create a development plan thathelps the director to act more effective. firmin verbrugge ere-algemeen directeur

27. A 360° evaluation Hartelijk dank voor jullie aandacht ! firmin verbrugge ere-algemeen directeur