{"id":2604,"date":"2013-07-05T13:30:14","date_gmt":"2013-07-05T17:30:14","guid":{"rendered":"https:\/\/www.humrro.org\/corpsite\/?p=2604"},"modified":"2023-12-20T17:59:20","modified_gmt":"2023-12-20T22:59:20","slug":"your-leadership-development-program-falling-short","status":"publish","type":"post","link":"https:\/\/www.humrro.org\/corpsite\/blog\/your-leadership-development-program-falling-short\/","title":{"rendered":"Is Your Leadership Development Program Falling Short?"},"content":{"rendered":"

359 Degree Feedback: Is Your Leadership Development Program Falling Short?<\/strong><\/h2>\n

360-degree feedback\u2014where a leader receives performance feedback from subordinates, peers, supervisors, and customers\u2014is a widely used development tool. Indeed, surveys routinely find that the vast majority of Fortune 500 companies employ 360-degree feedback, and it is also extensively deployed across the federal government. Despite spending considerable time, money, and effort developing and implementing 360-degree feedback programs, however, organizations may fail to maximize the learning and growth that 360s can trigger. For example, participants are sometimes left to their own devices when interpreting their feedback report and planning for their development\u2014and frustration is often the result. Here are some ways that a trained feedback facilitator can help a participant get the most out of their feedback report:<\/p>\n

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  • Because they contain a tremendous amount of data, some of which may illuminate critical developmental needs, receiving a 360-degree feedback report can be a very evocative experience. For these reasons, participants can easily \u201cget lost\u201d in the data and miss important feedback patterns. A feedback facilitator can ask probing questions to make sure the participant has noticed all of the patterns that are meaningful to them.<\/li>\n
  • Participants often focus too much on what they see as the report\u2019s negative feedback. Given their more neutral perspective, feedback facilitators can ask questions about and offer interpretations of these results that may help participants see them in a new light. Often, this involves seeing how a participant\u2019s areas for growth relate to\u2014and are even sometimes a result of\u2014their strengths.<\/li>\n
  • By asking the right questions about trends he or she observes during a collaborative review of the report, a trained feedback facilitator can help participants achieve new insights and discern how those insights relate to and inform their developmental goals.<\/li>\n
  • Facilitators can help participants use the feedback patterns to identify and prioritize 3-4 developmental goals that resonate with them and are consistent with their organization\u2019s strategy. These goals would then form the foundation of an Individual Development Plan (IDP).<\/li>\n<\/ul>\n

    Some organizations view participants\u2019 receipt of a feedback report as the final step of the process. Those who are truly invested in their employees\u2019 growth and development view it as just the beginning.<\/p>\n<\/div>

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