The Fatal Flaw in Most 360 Degree Feedback Programmes Is there something wrong with the process of 360-degree feedback? In my last blog post, I guessed you would struggle to name more than one or two people who had changed their behaviour since receiving 360-degree feedback. One of the biggest problems identified in the DDI study
How many people do you know have received 360-degree feedback and then made a sustained change in their behaviour? I’d hazard a guess that you would struggle to name more than one or two. And that’s because organisations often pay a great deal of attention to implementing the process with inadequate attention being paid to how
In my recent blog posts I’ve mentioned a 360 development programme I’m delivering for a client. It’s prompted a fair amount of interest and questions so in this post I thought I’d answer a couple of those. In my experience, 360-degree feedback is one of the most effective tools for helping develop leaders as part of a
This week I’ve been continuing my review of 360 degree feedback with a leadership team as they start of their coaching programmes. What struck me was how valuable the feedback was in helping leaders recognise the challenges of working remotely and identifying ways of addressing those challenges. My client is a global organisation with a complex
Are we divided by a common language? I’ve been reviewing 360-degree feedback with senior leaders this week as a starting point to their coaching programmes. And it made me realise that, while behavioural frameworks are valuable tools, they’re not enough to set performance expectations. And then this made me think about what can go wrong when
As a leader in an organisation, you’re in the difficult position of having to influence in many directions. Of course, you need to know how to influence the people you manage but you also need to influence your peers, your bosses, clients and others outside the organisation. Your effectiveness at influencing others depends on the
Earlier this year I presented at the Association for Coaching Conference. The theme of the conference was “Time to Develop” and my session was about the role of coaching and mentoring in talent management strategy. After a preamble looking at the talent management challenges faced by organisations and why talent management is important, I went
A few weeks ago I talked about one of my clients, a growing global organisation who needed to grow the management team with the organisation. One of their biggest challenges was retaining talented employees. Paul was one of the senior people I was asked to work with. For a fast-growing organisation, Client Services is a
Developing a leadership pipeline is a challenge for most organisations. You need to think through how to develop your high-potential employees. Perhaps this post can help. An insight from my own experience Let me start by sharing some of my own experience. You may be surprised to hear that I consider myself fortunate that I
One of the things that increasingly frustrates me is how development professionals have come to make a distinction between coaching someone to develop their leadership skills and coaching someone to manage their career. Typically, we use the term Leadership Coaching to describe a deliberate and personalised process to promote the leadership growth of an individual and
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