a white paper presentation by leaderskill group · 7. the appreciative inquiry (ai) approach as...

A white paper presentation by Leaderskill Group

© 2013 Leaderskill Group Pty Ltd - www.360facilitated.com.au

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Change is the nature of organisations today. Resisting change has been around a lot longer – it’s as much a part of human nature as the desire to grow and improve. Getting ‘buy in’ to doing things differently is the most important factor in ensuring that a change initiative will be accepted and continued.

Where 360s can go wrongThe intention of most 360° feedback programs is to help managers change their behaviour in ways that will benefi t themselves, their staff and peers, and the organisation as a whole. However, many programs don’t achieve their full potential and instead arrive at unintended consequences such as lowered trust (Alexander, 2006). Participants will make longer-lasting changes when they are fully engaged in the process – when it is relevant to their needs and has long-term benefi ts for them (“What’s In It For Me?”– WIIFM). Initiatives often ‘fi zzle out’ because they don’tconnect with participants’ intrinsic motivation to improve – people are ‘handed’ a solution (e.g. training) rather than being involved in developing and taking ownershipof their own way forward.

How do we harness the full potential of a 360° feedback program?In this whitepaper, we look at three ways to maximise the change and drive results for the long term:

1. 360° feedback that engages people 2. Building on the Feedback: Actions & Learning3. Continuing the development

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1. 360° feedback that engages peopleWhen people are engaged in what they are doing, they make changes faster and more readily because they are involved and can see where the change is taking them. 360° feedback can signifi cantly contribute to participants’ levels of engagement by helping them better understand their impact on the people around them and start to make changes that will support their working relationships.

However, the risk of 360° feedback is that participants can feel negatively judged by their respondents, lowering their self-esteem, morale and performance (Alexander, 2006). Most forms of 360° survey assess the participant as ‘good or bad’, ‘strong or weak’. In our previous whitepaper, “360 Degree Feedback – the Critical Success Factors”, we suggested that for 360° feedback to have the impact we really want, respondents must be able to focus on the changes they think will work well, rather than judge the participant. When the participant sees that respondents would like more of one behaviour and less of another, it makes the feedback more meaningful and helpful. It gives the participant a clear indication of what s/he can do to make a difference.

Appreciation of his/her strengths also has abig effect on how the feedback is received

and how s/he will move forward.

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2. Building on the Feedback: Actions and Learning

The importance of the DebriefAs a participant starts to explore the feedback, s/he will have a lot of questions: “What does it mean?”, “What can I do?”, “How can I improve?” It is essential that s/he has someone to support and guide him/her through this process.

The participant starts by considering how his/her behaviour is perceived by colleagues, but with the right facilitation, s/he can look at the deep, underlying beliefs and attitudes that infl uence this behaviour. This is where the insight and self-refl ection s/he experiences starts to lead to lasting change. The 360° survey opens the door to having this conversation.

Action Planning andProfessional DevelopmentDeciding what actions s/he will take is the next critical step in ensuring change. Actions need to be clearly thought out in order to achieve their intended outcomes. The most effective action planning and professional development approaches we have seen use variations of the following:

Taking it further: facilitating the feedback with manager and teamMost programs focus only on the manager receiving the feedback. But if you want the full impact that is possible, then involve the people who gave it. We have seen managers and teams undergo immediate, transformational change when using a facilitated Appreciative Inquiry (AI) approach to ‘build on strengths’ (rather than attempt to ‘fi x problems’). When teams are able to generate their own positive ideas, and then evaluate and implement them with the manager, they feel fully included and have a much higher level of ‘buy in’. These are defi ned and actioned in the same way as above, but this time, the whole team is aligned and on board.

Debriefi ng with the Facilitator

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1. Start with the feedback – where are you now?2. Set a clear goal – where do you want to be, by when? (‘SMART’ Goal)3. Defi ne its measures – how will you know when you get there? (‘SMART’ Goal)4. Decide the actions you will take to make it happen. Make sure they support your other goals and those of the organisation as a whole.5. Set dates to review and revise.


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3. Continuing the developmentIn Kotter’s (1996) well-established and much used ‘Eight-Stage Process of Creating Major Change’, the fi nal two critical steps are “Never letting up” and “Incorporating Change into the Culture.” These are as essential for 360° feedback programs as any other change initiative. There are many ways in which these steps can built into the program. We have used combinations of all of the following approaches to achieve lasting results.

1. Communication of results Not always considered, but an essential part of the process, is letting people know that their feedback is having a positive impact and that something is happening as a result. There are signifi cant benefi ts to the manager from sharing his/her action plans – others are aware of what s/he wants to achieve and can provide support. When ‘change is afoot’, everyone wants to know about it – then they can share it, ‘own’ it, and have a chance to play their part.

2. Reviewing progress If agreed goals are not consistently reviewed, then long-term, strategic goals can be set aside in place of short-term challenges and opportunities that emerge and take priority. But goals are not immovable objects – they must be assessed regularly to ensure that:

1. They are on-target to being met in time2. They still have buy-in from everyone involved3. All the resources (people, time, knowledge, skills, fi nance) are available to meet them4. They are still relevant – change them if they’re not!

The key elements of the review process are that it is regular, thorough, and includes other stakeholders whenever possible (e.g. the team, not just the manager). It can take many forms, but those that work well range from regular reviews at team meetings (e.g. agenda item), to discussion points with coaches/mentors, to web apps and other technologies that send reminders about goals and actions. Whatever keeps the plan in view and continually referenced will reinforce its value and let any obstacle or change be notifi ed quickly.

Communicating results


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3. CoachingGood coaching keeps the participant focused on the aspects of his/her role that make the biggest difference over time. The coach doesn’t have to have a detailed understanding of the participant’s role but rather guides and challenges him/her to reach clarity and commitment about what s/he will do, how and when – and provide encouragement. Coaches are often contracted into an organisation for this purpose, but it is also possible to train managers to coach each other in pairs or small groups. There are many different effective approaches to coaching. Wilson’s (2011) “Best Practice in Performance Coaching” has a comprehensive approach to different aspects of coaching.

5. MentoringA good mentor has the qualities of a coach, but also has signifi cant experience and information that s/he can bring to the participant that may not be obtainable anywhere else. There is a WIIFM for the mentors in that they improve too, sometimes

feel challenged as they challenge, and increase their sphere of infl uence in the organisation. They can take some credit for improved performance. There are many different ways to build mentoring

relationships. A good summary of principles is found in “Mentoring @ UniSA: a good practice guide for staff” (Blenkiron, 2006).

5. Mentoring5. Mento

4. JournalingWhen done with honest self-refl ection, journaling can be the “next best

thing to working with a coach”. It requires the same attitude towards

yourself that a good coach will display, the same level of defi ning where

you want to be, how you will get there – why, how and when – and then

checking to see that you have arrived. Many people report great insight and

results from keeping a journal and seeing themselves achieve their goals

over a period of time. Journaling can also be part of coaching.

Keeping focused on goals


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6. TrainingCarrying out agreed actions often requires new skills and knowledge. Analysing the overall results from a 360° feedback program can give an indication of where skills need to be developed. Training for specifi c groups is one way to assist managers – or teams – to acquire learning, as and where there is a need. The key to a successful outcome with training is to be able to immediately apply the skills and have access to people who can provide support (other participants or the trainers). Adults often do well with experiential or on-the-job learning. E-learning tends to have more successful outcomes when participants learn in an ‘e-community’.

7. The Appreciative Inquiry(AI) approachAs described in the ‘Building on the Feedback’ section above, facilitating 360° feedback using an AI approach with managers and teams can be so effective, powerful, and self-replicating that it promotes the continuity of the agreed changes throughout the organisation (Forbes and Loty, 2009). Part of this comes through demonstrating a method of teamwork and team building that can be used with every group and every activity.

8. Social Media and TechnologyWhere face-to-face meetings are not easy to arrange, look for other means to spread the word. Virtual meetings can assist but must be carefully managed to ensure that each person has a real opportunity to contribute. With the growth of social media, new possibilities arise to remind people of goals and inform them of progress. Phone apps can send reminders and encouragement. E-learning programs are an option for training and up-skilling as few as one manager at a time. There are now many social media collaboration platforms that allow teams to work together on shared goals and actions and keep up to date with their progress.

Virtual meetings made possible

via Social Media and Technology


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9. RepeatsRerunning the 360° feedback program is important as it ensures that the open dialogue continues. Some organisations achieve so much improvement in decision-making and change the fi rst time through that they see less need to repeat. However, in all organisations, circumstances change and people move on. Repeating the 360 maintains the culture of feedback and ensures that the new climate continues.

10. CelebratingThis is a signifi cant part of the process – to know when an important goal is achieved, to share it with a smile with others, even the smaller ones. This is great for morale, which translates as great for performance.

In ConclusionHaving a made a powerful intervention, what remains is to ride the wave, embed the initiatives and methods in the organisation’s culture, and make ongoing improvement a state of mind.

Repeating the 360 ensures the

new climate continues


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Leaderskill GroupFor over 20 years, Leaderskill Group has focused on making the Leader/Manager Survey™ available to clients, consultancies and coaches wanting to bring change, in the private and public sectors, universities and NFPs, in Australia, New Zealand, Canada, South Africa and the Middle East.

With our user-friendly and powerful online 360 Facilitated® survey system, we specialise in hosting surveys based on the Leader/Manager Model™ (which includes Emotional Intelligence Behaviours and the Leader/Manager Types™ personal insight instrument), sometimes mapping the Model with Capability or Competency frameworks. We also host other special context 360s, and fully custom 360s.

Leader/Manager Surveys™Leaderskill’s Leader/Manager Surveys™ are based on a unique form of 360° feedback that reduces threat and increases the value to the manager by collecting the ‘change requested’ on a broad range of Leadership and Management behaviours rather than judging the manager as ‘good/bad’ or ‘strong/weak’. Over years we have developed an Appreciative Inquiry (AI) facilitation technique that works with the team and manager together to provide results in the form of action and learning plans agreed by all parties throughout the organisation. It maximises participation and engagement by:

• Listening to what people have to say• Appreciating the efforts they currently make• Considering their suggestions for improvement• Involving them in the decision making process• Getting their full agreement to the actions they will carry out • Seizing the opportunities for immediate actions that arise• Ensuring that a process of continuity is embedded in the culture

When facilitated in this way, people feel understood and there is immediate ‘buy in’ to the agreed actions. It creates an ongoing, positive environment for the change to last. PAGEAA

cess

1300 769 909

or +61 2 9449 7737

[email protected]

www.360facilitated.com.au

Contact us to

fi nd out more:

PAGEAA

1300 769 909

or +61 2 9449 7737

[email protected]


Contact us to

fi nd out more:

1300 769 909

or +61 2 9449 7737

[email protected]


Contact us tofi nd out more:

8

Leader/Manager Survey ™Lead

cludes eader/Manager Tyypes™ personal

nt), someetimes mapping the Model with Capaability or Competency eworks We also hostt other special context 360s and fullyy custom 360sameworks. We also hostt other special context 360s, and fullyy custom 360s.

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We can help you to:• Plan and prepare your 360° feedback program for maximum impact in the

long-term, embedding positive change in your organisation

• Measure the Return On Investment (ROI) that you can expect, and by when

• Host your survey online, with our fast, fl exible system

• Fully or partially administer your surveys to completion, with experienced

telephone and email support

• Accredit your own facilitators or provide you with highly experienced accredited

consultants and coaches to deliver and follow through on the outcomes of your

program.


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References and Further Reading

Alexander, D. M. (2006). How do 360 degree performance reviews affect employee attitudes, effectiveness and performance? University of Rhode Island.

Blenkiron, R. (2006). Mentoring @ UniSA: a good practice guide for staff. http://w3.unisa.edu.au/staffdev/guides/mentoring_at_unisa.pdf

Craig, G. (1998). Act on the Feedback, then Measure the Impact. Human Resources, June 1998. Institute of Personnel Management, NZ.*

Elliot, C. (1999). Locating the Energy for Change: An Introduction to Appreciative Inquiry. IISD Publications Centre.

Forbes, R & Barton, Nerrida A. (2008). An Area Health Service Living with the Leader/Manager Model. “Life after 360 Degree feedback and Assessment Development Centers - Identifying and Nurturing Leaders”. TV Rao Conference, New Delhi, India, 15-16 December 2008.*

Forbes, R. & Forbes D. (1999). Open Communication Through Feedback. Professional Development Series: Becoming an Employer of Choice. Australian Human Resources Institute Conference, 29-30 November 1999.*

Forbes, R. & Forbes D. (2012). 360 Degree Feedback – the Critical Success Factors. Whitepaper, e-Media.

Forbes, R. & Loty J. (2009). Positive Change. Management Today - MT. Australian Institute of Management, May 2009.*

Kotter, John P. (1996). The Eight-Stage Process of Creating Major Change. Harvard School Press.

“Navigator” (1999). 360 Feedback. In-house newsletter of Royal & SunAlliance, NZ, March 1999.*

Rock, D. & Yiyuan T. (2009). Neuroscience of engagement. NeuroLeadershipjournal. Issue Two. 2009.

Waldman, D. A.; Atwater, L. E. & Antonioni, D. (1998). Has 360° Feedback Gone Amok? Academy of Management Executive, page 86.

Wilson, C. (2011). Best Practice in Performance Coaching: A Handbook for Leaders, Coaches, HR Professionals and Organizations. Kogan Page Publishers.

* Available at www.360facilitated.com/articles.html

a white paper presentation by leaderskill group · 7. the appreciative inquiry (ai) approach as...

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