Hi Nick. Try Track Surveys Ltd - http://www.tracksurveys.co.uk/. Jo Ayoubi is the MD and is a very knowledgeable and friendly adviser giving sound advice on 360. I have used this company in the past when I worked for a not for profit. I have no connections to them other than being a previous satisfied customer.
I would based on my own experience, depending on the CEO's experience bank, recommend to the CEO, CCL's Executive Dimensions but if she/he is newer in the position or younger in experience I would recommend to her/him CCL's Benchmarks but commit to journeying with him/her for 6-12 months following. If you finish up utilising the Benchmarks developmental process then 18-24 months later introduce Executive Dimensions. Happy to continue talking online firstname.lastname@example.org Best Ken G Armidale Australia
I find www.synermetric.com have a good range of off the shelf 360 questionnaires or you can build a bespoke version if you wish. Their prices are excellent and they provide great support. Hope this helps.
CCL has a good data base for comparison purposes This makes a big difference?
The leadership circle profle.
Hello Nick, I would recommend you to contact The Performance Coach, and talk to Charles Brook or Damion Wonfor
They are market leader in The UK with an impressive track record and 15 years in the Business of Executive Coaching and Training.
I would look at both the 'my360plus' tool - www.my360plus.com
and also Getfeedback's 360 tool - www.getfeedback.net/what-we-do/360-development-performance
Both based on the Schroder model of High Performing Leadership Behaviours. I use both and they are very good. I have also coached a CEO of a medium sized UK charity and did her 360 recently.
Hope this helps!
Hi Nick. I'm a big fan of Hay group's Emotional Competence Inventory (ECI) It provides quantitative and qualitative feedback against Goleman's EI model. Its stretching and all our clients get great value from it in terms of identifying strengths and areas for improvement!
For over 8 years now we have used - Lesley Bluckett's Online 360. It's completed on line and easy to read and review. Reports can be customised to meet the needs of the client group.
Please could you send me a link to access this. Thanks
I'd suggest looking at the transformational leadership questionnaire TLQ 360 by The Real World Group - solid research background and focus on success through engaging leadership. Can be used with individuals, teams and also at organisation level to explore culture etc. http://www.realworld-group.com/tlq/
I would always recommend tools that are rigorously tested irrespective of size of organisation. The 360 feedback global leader in terms of research is Bass and Avolio's Multi-Level Leadership questionnaire which is based on the Full Range Leadership model of transformational and transactional behaviours. Also research shows that to be truly effective 360 feedback report should be interpreted within a feedback session and followed up by at least one coaching session to ensure focus is aligned (i.e., personal, team and organisational objectives) and thus optimise benefits. Let me know if you would like a copy of my White Paper which supports my MLQ assertion and/or further details of the tool and feedback/coaching approach.
Hi Nick, I would recommend Appraisal360. Great product & support. My contact here is Lynda Holt - http://www.appraisal360.co.uk/
Nick - Speak to Graham da Costa at Shine. They will create a bespoke 360 and have significant experience of designing and delivering on-line tools. It's all about the output so the inout needs to be great. Graham's number is 07768210008. http://www.shinefeedback.biz/360feedback.htm good luck!
Hi Nick - it really depends on what you are trying to achieve. I love the Hay Group's tool on EI (the ESCI) but you have to be accredited to use it. Whatever one you choose, make sure it has the option to give verbatim comments as I find they can be the most powerful part of the report.
I do very much agree with what Lynn says about the verbatim comments. Where budget is VERY tight, and in charities they often are, I have sometimes used my own 5 question questionnaire to capture only verbatim comments and then 'cut and paste' them into a (non-attributable) report. I usually charge nothing extra for this when i am doing it as part of wider coaching programme.
I'm very interested in your 5 question approach, do you use any rating as well or just free text questions?
I've had great experience over 5-6 years working with and through Talent Innovations (www.talentinnovations.com) and have used them with several different clients, including not-for-profit organisations. They are reasonable priced and can offer 'off the shelf', customisable or completely bespoke 360s. Their customer service has always been excellent and I've been happy to recommend them to other independents. Their process is simple. Ask for Mark or Elva Ainsworth if you contact them.
I would recommend that you develop a set of questions relevant to the individual's situation and use that.
We've recently started working with www.Kaisen.co.uk. Very happy with the survey, technology and service - the price is great as well.
I agree with Lynn that it depends on what you are trying to achieve and also what's feasible in the time and budget available. I've offered various ideas and approaches for you to consider:
I've used many 360 tools over the years and I've come to the view that
1) It's really important to use the right criteria - so it depends on which competencies or behaviours/ skills define success (and that can be a challenge with off the shelf tools).
2) 360 questionnaires can leave someone feeling they've been judged with quantitative assessments feeling like a dispassionate set of apparently objective scores (when they reflect perceptions). So in simple terms - I think it can trigger the threat response (not ideal for learning!)
Also when the questionnaires are comprehensive, respondents often leave rather short qualitative statements and the recipient can be left wondering what people really meant by the assessments they gave.
So - a few thoughts:
Use a 360 tool (and I see you have lots of recommendations here) - and be creative about how you do the feedback. With one leader I coached, I facilitated a 'goldfish bowl' discussion with his team - he shared what he was taking from the 360 and that led to a really rich discussion with others in the team sharing more of what they valued and more of their thinking behind some of their requests. I think that takes courage, openness and a degree of trust - it's also fabulous for team spirit. I've also done this with a team with no 360 tool at all.
Questionnaires can be useful in larger organisations where you are seeking to review (for example) the leadership capability in a cohort. It doesn't sound like you will need that. However, if you are using a questionnaire, I recommend 20/20 insight gold which allows you to create a completely tailored questionnaire. Take a look at www.360isus.co.uk. Harvey Bennett specialises in 360.
My view is that the purpose of 360 feedback is to raise awareness and stimulate discussions about strengths and development then to enable reflection and action. That needs the individual to be in a receptive place rather than defensive. I've found 2 options work really well (and avoid some of the issues with the 'data and graph' approach):
1) Have simple set of questions (often the individual sends this out):
What would you like me to start doing? Why?
What would you like me to stop doing? Why?
What would you like me to keep doing? Why?
I collate the responses and have the potential to call a particular individual for clarification. This was shared with me by Andy Matheson (www.development-training.com)
2) Interview all the respondents with a simple set of questions (it takes about 20 mins each) - capture their responses verbatim as much as you can. Then pull together responses into a report under thematic headings which emerge. This approach means you can probe for explanation and examples and get beyond interpretation to the behaviour (e.g. if someone says a person is confident or aggressive - what exactly does that mean and what does the person do that leads them to say that?). I find that with the right level of rapport and a subtle approach, people say things more frankly than they ever would in person or in writing (and I contract clearly for confidentiality, give them the freedom to edit out sensitive comments and test where I think something could be inflammatory or attributable)
This takes a lot of time and is the most expensive option... AND coachees have said that this is 10 times more valuable than any other previous 360 tool they have used.
All the best
Hi Nick. The Barrett Values Centre has a values based 360 that I have used and really like.
You might explore the validated off-the-shelf and customized solutions of Synermetrics (they have 2 assessments recently included in a review book by the Center for Creative Leadership (CCL) but have integrated with all their 360s an online talent development goal setting and evaluation system to help measure the impact of your multi-rater intervention for coaching or training
i would add Zenger-Folkman's Extraordinary Leader. Based on solid research focuses on strength management, rather than fixing weaknesses, unless they are fatal flaws.
I also recommend the Zenger Folkman Extraordinary Leader. Very solid tool with actionable results.
Nick, we have been looking at a quite different approach to doing a 360, currently being developed by an OD colleague in Ireland and drawing on the genuinely unique insights that can be generated using Cognitive-Edge SenseMaker software. Don't know if you are familiar with Cog Edge, but we have used the SenseMaker methodology to powerful effect to understand the state of the organization in Yukon Government. I would be happy to make a connection for you if it would be of interest. (For the record, I have no personal interest in the product.) We are planning to test the 'SenseMaker 360' in our senior leadership development programs in the coming year.
The unique feature of the SenseMaker approach is its ability to reveal a pattern of leadership impact. I can send you a short paper describing the difference if you provide me with an email address. My email is barrett--at--onfoot--dot--net.
In the absence of other information, I'd recommend a bespoke 360 questionnaire.
I'd recommend Denison Consulting - www.denisonconsulting.com :
The Denison Leadership Development 360 measures a leader's performance on a set of 12 leadership behaviors linked to high performing business cultures. Based on the Denison Model, this 360 degree assessment benchmarks an individual’s leadership and management skills to those of leaders in other organizations.
Importantly, the Denison Leadership Development 360 is a developmental tool. By providing data-based feedback, this instrument allows leaders to compare their own ratings to those of coworkers and to identify gaps in perceived strengths, weaknesses and capabilities.
This 96-item survey leverages feedback from a number of different perspectives, including boss/supervisors, peers, direct reports and others. The survey is user-friendly and administered online through a system that allows leaders to personally manage their Leadership Development Survey process. The Denison 360 is offered in multiple languages and takes about 20-25 minutes to complete.
Hi Nick, If you're willing to look beyond the traditional anonymous aggregated 360 approach...and all of its hidden and not so hidden flaws I'd suggest taking a look at The Behavior Minder on the temenosinc.com web page. And if you'd like I can e-mail you a few recent articles I've written to document the comments above about traditional 360s. Cheers, Irv
I've been a fan of The Center For Creative Leadership. However, I'm wondering if the 360 is for the CEO him/herself or for his direct reports or if, heaven's forbid, it's being contemplated for ALL employees. It's my opinion that 360s can be very helpful if administered by trained professionals in a limited circle. Beyond that, not so much, and quite time consuming for limited (and sometimes negative) result. I realize this response will not be popular so please notice that I state "It's my opinion" and that my opinion is not always gospel!
Sally, It sounds like we 'sing the same gospel.' If you're up for it I'd welcome the chance to connect 'off line.'
I have participated in and/or used almost all the tools mentioned above and currently prefer PRISM Brainmapping, CCL and to have 360s customised to our leadership development competencies and organization values. I personally believe that it doesnt matter a great deal what 360 tool you use but it does matter a great deal why, how and when you use it.
The 360 tool and process you choose should align with a coherent approach to change at individual and group level and align to existing initiatives and cycles. The process needs to acknowledge individual and collective anxieties and defences that will certainly come up in anticipation of and response to rater feedback and subsequent actions.
It needs to be clear to all participants/organisation why 360 feedback is being done at this point in the organisation's life and what you expect to be different because of it. People need to know how the process will run and integrate with existing initiatives and how feedback will be followed up and acted on at both individual and collective levels. They will need to know how it links to performance, development and reward systems.
The process needs to build the capability of everyone in the organisation over time to give and receive feedback and have better conversations about roles and performance - including staff in OD/HR (which is why I would never outsource the entire process to external consultants). Ultimately, it should contribute to better performance and will only work if people believe it benefits them and adds something to the experience of work that they value. Pay attention to how 360 actually does incentivse certain behaviors over time ...
It is really important that the leaders commissioning and running this work have a series of conversations that elicit 'why and how' eg identifies their current and desired role behaviors/org culture, surfaces their personal 'theories' of how and when people change behavior in organisations and elicits their commitment to this participating in this change. You need to help them anticipate their own and others' responses to feedback and may need to build their skill levels first. I know of CEOs who gave their senior team the same top rating so they didnt have to have tough conversations or distinguish between them. OD knew (from org research) that other parts of the organisation needed this leader to call out certain behaviors in his team but, consciously or subconsiously, they were colluding to deny any issues.
I believe 360 feedback needs to be committed to run for at least 3 cycles - the first cycle will likely be the hardest and the push back the greatest, especially if there is little trust or ability to have difficult conversations. In one organisation, where leaders were out of touch with other parts of the organisation, raters used the first opportunity to really get stuck into them, sometimes unfairly inappropriately (I got some tough feedback from my team. I am supposed to be 'good' at this and still found it hard to hear and work with that feedback). Anyway, leaders got defensive and wanted to stop. OD worked hard to 'sell' positive and negative feedback as important data for learning and performance on both individual and collective level. We bought executives together, worked with them and were able to continue.
Good debriefing processes and coherent individual development options/plans are important but it is very important to pay attention to what 360s data indicates at collective and systemic levels.
If you are working in multicultural and/or multinational settings, 360 will need even more care and set up due to different ideas, values and practices around feedback and leadership. Even in a more 'homogeneous' workforces, assume that people have very different experiences in giving and receiving feedback and may approach the whole process with trepidation (as participant or rater).
Another one you might want to consider is the Hogan 360 Report which can be found at https://www.peterberry.com.au/page/hogan_360.html.
Nick, I prefer the AEM cube. in short it aids in the design and roles of team members relative to the s-curve or cycles. The architecture of
a team is critically important to leverage the talent and orientation of the members. my focus is to bridge the needs of business with various social impact initiatives and this tool helps me to determine individual and team dynamics. Revenue generation and development for non-profits has become very different recently. They must become very strategic and systemic in their approaches for everything to attain the neccessary funding for their services.
Nick, I'd recommend Kouses and Posner's 360 called the Leadership Practices Inventory. The language I think will fit very well with the sector (I've used it in further education) and there's great supporting materials for those areas that individuals want to develop - http://www.leadershipchallenge.com/professionals-section-lpi.aspx
I recommend The Leadership Circle (c) 360-Profile ,see www.theleadershipcircle.com for information,references and more.
I like the Lominger Voices 360 assessment tool - you can identify which competencies are critical for your CEO with the individual and then move forward with getting the feedback. It's a great tool. I've used others, and I prefer this one
Hi Nick, ERAS in Norwich (do you know Margaret Burnside? Head of Learning there) have a 360 tool which you can use as an independent consultant without needing to pay an annual fee. I believe they might be able to make it bespoke too.
I hope that it will be a good tool and reasonable. and will help many people.
thanks for sharing this useful information. I'm interested in the charity program.
news blog is fun to share. desire to have more good news to come.
Nick is a psychological coach, OD consultant and trainer, specialising in developing critical reflective practice.
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