Abstract: 58 responses from a survey of 19 executive
leaders on the value of 360 Degree Feedback one year after participation.
by Brent Green
OH WHAT A GIFT IT IS TO SEE OURSELVES AS OTHERS
SEE US! -Robert Browning, 1700's
Do executives, senior managers and their teams
gain anything from 360 degree or multi-rater feedback over the long
term? Do identified performance gaps endure, expand or shrink? Until
now, we have little documented evidence to answer these questions.
Recently, men and women executives from five organizations,
four multi-state and one global manufacturer, provided confidential
survey responses about multi-rater feedback's impact after one year.
Each leader received feedback from 8 to 12 raters, including peers,
subordinates, superiors and customers.
Each executive was then asked if productivity,
cost-savings, efficiency, communication and/or internal or external
customer satisfaction had improved. 91percent answered "yes".
Moreover, when asked if their leader teams behaved differently since
receiving feedback, 96 percent answered "positively".
When asked what specific benefits had emerged,
58 benefits were identified. Among them, 22 statements expressed
improvements in self-awareness and behavior (Intra-Personal Change),
26 statements noted Inter-Personal (including team) change, 4 responses
mentioned Large System (or organization effectiveness) improvements,
and 6 responses mentioned "some" to "no" noticeable
benefit.
Specific examples of responses include the following
quotes:
- "I'm now getting the right V.P. team on
the field."
- "Since I'm more self-aware of my impact
on others, I'm careful not to dismiss their input in the face
of my own ideas."
- "Knowledge of key team skill gaps made
recruitment faster and more effective, especially in our succession
planning process."
- "I've now engaged an executive coach to
work with me on my communication style."
- "We do much more action oriented planning."
- "I follow-through more consistently."
- "Our VP team explains more and gains commitment
on expectations."
- "We've implemented a Contract With Myself
process which has reduced several identified gaps."
- "Awareness of team skill discrepancies
allowed me to create a game plan around the mix of executive talent
I need."
Two quotes are especially noteworthy. The CEO
of a global manufacturer remarked, "Since the feedback process,
we've had sizable gains in operating income, sales margins and sales
revenue due to leader talent improvements in thinking and execution
behaviors!" In the words of a second CEO, "The process
motivated me; it gave me permission to be more directive, especially
with balanced feedback to my leader team!"
CONCLUSION
Multi-rater feedback can motivate executive leaders
to be better, to improve leader teams and organization effectiveness.
The argument in favor of multi-perspective feedback tools used in
HR, training and/or organization development is indeed demonstrable!
Moreover, the reluctance of many CEOs, COOs, SVPs and division executives
to fund leadership assessment and development on the basis of "no
results" or "unsustainable results" can no longer
be justified.
The outcome of this study demonstrates that executive
behavior change can be long lasting, for at least a year or more.
Many reported changes are quantifiable and dramatic for business
improvement. Those new to 360 degree or multi-rater feedback now
have a basis for assessing what to expect, and how worthwhile feedback
might be. For those with existing data, the multi-rater system can
be adopted as an interpretive grid. In either case, the study focuses
professionals on the results that CEOs and COOs require.
In short, Robert Browning's message can be made a reality through
multi-source feedback. It IS a gift to see ourselves as others see
us!
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