Understanding and Interpreting Manager View 360 Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd, Suite 203 Santa Monica, CA 90405 (310) 452-5130 (310) 450-0548.

Understanding and Interpreting Manager View 360

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

[email protected]

Manager View 360Presentation Outline

Manager View 360 Online Process

Understanding and Using Your Manager View 360 Results

Translating Awareness into Behavior Change: Talent Accelerator

Next Steps/Questions

“There are three things extremely hard: steel, a diamond and to know one’s self.”

Benjamin Franklin, 1750

Public Blind Spot

Private Unknown

You KnowYou KnowAbout MeAbout Me

You Don’t You Don’t KnowKnowAbout MeAbout Me

I know About I know About MyselfMyself

I Don’t know I Don’t know About MyselfAbout Myself

Johari Window

Introduction to

Manager View 360

Manager View 360

Task/Performance Management Planning/Organizing Administrative Control/Follow Up Delegation Performance Management Performance Evaluation Recognizing/Rewarding

Employees

Problem Solving Problem Analysis Decisiveness/Judgment

Interpersonal Conflict Resolution Leadership/Influence Employee Involvement Interpersonal Sensitivity Coaching/Talent Development Team Development

Communication Listening Written Communication Oral Presentation Oral Communication Two-Way Feedback Vision/Goal Setting

Measures 20 Competencies Focusing on Communication, Leadership, Interpersonal & Problem Solving Competencies

100 Behavioral Questions

Online Administration

Reliable and Valid Scales

Comprehensive Summary Feedback Report

Manager 360 Features

Manager View 360 (MV360) Competency Definitions and Conceptual Model

Self-Awareness/Social Awareness Comparison Graphs

MV360 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

Manager View 360 Report

Manager View 360 Online Process

Interpreting Your

Manager View 360 Feedback Report

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

Manager View 360

Task/Performance Management Planning/Organizing Administrative Control/Follow Up Delegation Performance Management Performance Evaluation Recognizing/Rewarding

Employees

Problem Solving Problem Analysis Decisiveness/Judgment

Interpersonal Conflict Resolution Leadership/Influence Employee Involvement Interpersonal Sensitivity Coaching/Talent Development Team Development

Communication Listening Written Communication Oral Presentation Oral Communication Two-Way Feedback Vision/Goal Setting

Measures 20 Competencies Focusing on Communication, Leadership, Interpersonal & Problem Solving Competencies

100 Behavioral Questions

Online Administration

Reliable and Valid Scales

Comprehensive Summary Feedback Report

Manager 360 Features

Manager View 360 (MV360) Competency Definitions and Conceptual Model

Self-Awareness/Social Awareness Comparison Graphs

MV360 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

Manager View 360 Report

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

Confidentiality of the 360 Feedback Process

Self-Other Perceptions: What Are Others Really Rating?

PEERSPEERS

REPORTSREPORTS

BOSSBOSS Performance

Derailment Factors (EI)

Leadership Potential

Self-Other Comparisons Graphical Comparisons “Johari

Window” Most and Least Frequently Observed

Behaviors Summary of Average Scores Statistical Measure of Rater Agreement Written Comments

Feedback Report Components

Manager View 360 Invited Raters Page

KEY POINTS

Manager View 360 provides a snapshot of self/social awareness in a series of graphs highlighting four areas:

1. Potential Strengths (Low Self Ratings & High Other Ratings)

2. Confirmed Strengths (High Self Ratings & High Other Ratings)

3. Potential Development Areas (High Self Ratings & Low Other Ratings)

4. Confirmed Development Areas (Low Self Ratings & Low Other Ratings)

Manager View 360 Awareness View Section

Manager View 360 Awareness View

KEY POINTS Manager 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 20 separate MV360 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

Manager View 360 Graphs Self-Other Perceptions

Manager View 360 Self-Other Perceptions

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

Manager View 360 Most Frequent/Least Frequent Section

KEY POINTS Each Manager 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)

Manager View 360 Behavior Summary

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

Manager View 360 Written Comments Section

Manager View 360 Comments Report

Manager View 360 Feedback Report Questions to Consider

Do I understand my Manager 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?

Manager View 360: Next Steps

Review your MV360 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 Take the ViewSuite Pulse Mini-Evaluation in 6-10

months after completing your development plan Re-assess Manager View 360 in 12-18 months

“Our life transformation is in exact proportion to the amount of truth we can take without running away.”

Vernon Howard

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

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

360 Feedback and Coaching

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

Randomised Executive Coaching Study

Randomised Executive Coaching StudyGoal Attainment

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.

360 Feedback and Manager Involvement

Leader as Performance Coach

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

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

“Our life transformation is in exact proportion to the amount of truth we can take without running away.”

Vernon Howard

Leveraging the Impact of 360 Feedback for

Successful Behavior Change

Conscious Conscious IncompetenceIncompetence

Conscious Conscious CompetenceCompetence

Unconscious Unconscious IncompetenceIncompetence

Unconscious Unconscious CompetenceCompetence

Talent Accelerator Behavior Change Model

Feedback from

Assessments

Talent Accelerator

and Coaching

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

Description 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.

Components of Talent Accelerator 2.0

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

Using Our WizardStep 1: Examining Your Feedback Report

Using Our WizardStep 2: Deciding Which Competencies are Important

Using Our WizardStep 3: Selecting Development Areas

Setting Development GoalsUse our Suggestions or Select Your Own

Setting Development Goals: Analyzing Your Success

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

Selecting Goal Mentors—Email Invitation

Selecting Development Areas

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

Competency Based Resource Library

Example Content from Our Resource Library

Description

Is not a reassessment of the initial 360 feedback assessment

Provides a metric of actual behavior change

Provides coaches and organizations with a tool to demonstrate the value of their 360 degree and coaching interventions

Goal Evaluation

Goal EvaluationGetting Feedback on Your Goals

Talent Accelerator Goal Evaluation

Talent Accelerator Goal Evaluation

Talent Accelerator

Case Study

Business Issue: Department of pathology at a leading University medical center wanted to improve leadership performance coaching to increase engagement and retention of talent

Intervention:

Executive performance coaching workshop + 360 feedback and developmental planning (N = 15)

Pilot with one of the pathology Departments: 360 feedback + developmental planning + monthly follow up lunch discussion/support meetings (N = 23)

Talent Accelerator Case Study

Assessments included:

Executive View 360 (senior team)

Performance View 360 (departmental talent)

Talent Accelerator (used by talent)

Coach Accelerator (used by managers)

Talent Accelerator Case Study

Talent Accelerator Case Study

All participants created a development plan; 80% completed progress on at least one competency they targeted

Participants targeted potential development areas rather than strengths

The average time to complete their plan was 53 days (SD = 46 days) with 55% focusing on developmental suggestions from our resource library, 23% focusing on resource websites/Blogs, 12% reading books and the remainder watching videos/podcasts

Time series 360 (ANOVA) demonstrated significant increase in interpersonal, task and communication competency ratings in talent over 12-months

80% completed at least one competency based action plan

Talent Accelerator Case Study Outcomes

Talent Accelerator Research Summary

360 Feedback Alone < 5%

360 Feedback and Talent Accelerator

15% to 25%

Coaching, Talent Accelerator and Manager

Follow-Up

> 80%

Intervention Completion of Plans

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 needsNowack, 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

Envisia 360 Feedback Study “Best Practices”

• Some evidence that facilitated feedback enhances successful behavior change

Seifert & Yukl, 2003; Nowack, 2005

• Some evidence that coaching coupled with 360 feedback can facilitate behavior change

Smither, J. et al. (2003). "Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study." Personnel Psychology, 56, 23-44

• Some limited evidence that use of an online development planning system and competency based resource center can facilitate behavior change with managerial involvementRehbine, 2006; Nowack, 2009

Maximizing the Impact of 360 Feedback

360° Feedback Selected References Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360-

Degree Feedback. Paper presented at the SIOP Conference, San Diego, CA. Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It. Envisia Learning,

Santa Monica, CA. Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change.

Consulting Psychology Journal: Practice and Research, 61, 280-297 Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42 Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.),

Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46. Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback

intervention. Training and Development, 53, 48-53. Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A

review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC.,

Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79.

Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.

Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166

Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72 Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management

development. Human Resources Development Quarterly, 3, 141-155.