In a minute or two of trawling around LinkedIn you will be amazed at the great men who all sing the praises of failure: from Churchill to Michael Jordan; from Kennedy to Henry Ford; from James Joyce to Abraham Lincoln. On the other hand, you won’t read much about Joe Dorn, a baker in Pocatello, […]Read More about Rebound—or the Joys of Failure
The 360° Feedback process has become a widespread, essential application for leadership development. A 360° works well when it is used as a development tool for leaders, managers, project team leaders, and individual contributors engaged in cross-functional work. It is not effective as an evaluation process.
The 360° Feedback process provides individuals with the opportunity to receive feedback on how others perceive his/her behavior and effectiveness as a manager or leader, based on the leadership profile developed by the company.
The individual can explore this feedback and identify areas for improvement and development. ICM Associates frequently develops questionnaire items based on a company’s Leadership or Management profile, on a model of Emotional Intelligence, or on our Cultural Bridging Skills© model that address the skills required to work effectively in a multicultural context.
All of ICM’s 360° feedback processes respect full confidentiality and anonymity of respondents and responses. Only the 360° Feedback beneficiary receives his or her results.
Each beneficiary discusses his or her results during a one to two hour, face-to-face interview with a certified ICM coach. When, because of geographical distance, it is not possible to schedule this interview face to face, a telephone interview can be arranged.
This interview helps identify:
- His/her position compared to the model advocated by the company;
- Strengths recognized by close collaborators;
- Areas for improvement on which to focus for development;
- How to prepare an interview with his/her manager, should the participant choose to do so;
- How to prepare a feedback session with his/her direct reports, should the participant choose to establish such dialogue.
Sometimes an entire team participates in this exercise. In this case, ICM suggests organizing a group debriefing seminar, based on anonymous consolidated results, in order to discuss as a unit strengths and weaknesses upon which the team should focus.