http://executivecoachingguru.com/leadership-behaviour/360-degree-feedback-breakfast-of-champions? Fri, 09 Dec 2011 14:32:59 +0000 hourly 1 http://wordpress.org/?v=3.1.2 http://executivecoachingguru.com/leadership-behaviour/360-degree-feedback-breakfast-of-champions?#comment-3 reactive 360 feedback Sun, 26 Oct 2008 08:41:26 +0000 http://executivecoachingguru.wordpress.com/?p=26#comment-3 Hi, if you add the 8th as davids 360 tailored to an organisations specific makeup then the 9th should be evaluation and improvement, as organisations change on a month/yearly basis their values change and the competancys change resulting in re-evaluation of the process on a regular basis. Hi, if you add the 8th as davids 360 tailored to an organisations specific makeup then the 9th should be evaluation and improvement, as organisations change on a month/yearly basis their values change and the competancys change resulting in re-evaluation of the process on a regular basis.

]]> http://executivecoachingguru.com/leadership-behaviour/360-degree-feedback-breakfast-of-champions?#comment-2 David Cooper Sat, 05 Jul 2008 11:17:53 +0000 http://executivecoachingguru.wordpress.com/?p=26#comment-2 To add an eighth consideration – 360 surveys should be built on the organisation's needs - Taking time to design a questionnaire around the specific needs of the organisation is time and effort well spent. Questions that measure a person's ability to lead people in a manufacturing environment will be different from those used to measure a similar role in a charity that supports people with learning disabilities. Whilst this sounds obvious, our experience is that it is not the instinctive approach taken by most. Instead, many of those looking for a 360 Degree Feedback tool settle for a generic, off-the-shelf leadership or management questionnaire. Then they wonder why they don't get the great results they were after. To make a real difference 360 degree feedback questionnaires need to be fit for purpose. In real terms this means they need to be directly linked to the organisation's expectations of how managers are expected to manage and lead others To add an eighth consideration – 360 surveys should be built on the organisation’s needs – Taking time to design a questionnaire around the specific needs of the organisation is time and effort well spent. Questions that measure a person’s ability to lead people in a manufacturing environment will be different from those used to measure a similar role in a charity that supports people with learning disabilities. Whilst this sounds obvious, our experience is that it is not the instinctive approach taken by most. Instead, many of those looking for a 360 Degree Feedback tool settle for a generic, off-the-shelf leadership or management questionnaire. Then they wonder why they don’t get the great results they were after. To make a real difference 360 degree feedback questionnaires need to be fit for purpose. In real terms this means they need to be directly linked to the organisation’s expectations of how managers are expected to manage and lead others

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