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© 2016 Zenger Folkman
The 11 Components of a “Best-of-Class” 360° Assessment
Dr. Jack Zenger and Dr. Joe Folkman
Dr. Joe FolkmanPresidentJoe Folkman, Ph.D., is globally recognized as a top leader in the field of psychometrics, leadership, and change. He is a consultant to some of the world’s most successful organizations, a best-selling author, and a frequent keynote speaker and conference presenter. His research has been reported in numerous publications including, The Harvard Business Review, Forbes, CLO Magazine, The Wall Street Journal, Huffington Post, Business Insider, CNN, and others.For more go to: http://zengerfolkman.com/joe/
© 2016 Zenger Folkman
Dr. Jack ZengerChief Executive Officer
Jack Zenger, D.B.A., is a world-renowned behavioral scientist, bestselling author, consultant, and a national columnist for Forbes and Harvard Business Review. With more than five decades of experience in leadership development, he is recognized as a world expert in the field of people development and organizational behavior. His ability to connect with Executives and audiences though compelling research and inspiring stories make him an influential and highly sought-after consultant and speaker.For more go to: http://zengerfolkman.com/jack/
© 2016 Zenger Folkman
• 85% of Fortune 500 organizations use multi-rater feedback (360s) as a central part of their leadership development program.
• They have found that it works very effectively.
• Leaders gain information they would otherwise never obtain.
360s and Leadership Development Programs
© 2016 Zenger Folkman
Is There a Real Difference Between One 360 Assessment and Another?
• Most people believe that they have good taste in decorating but it’s easy to see the difference.
• Many internally developed 360 assessments utilize an organizations time and resources but fail to deliver meaningful change.
© 2016 Zenger Folkman
• Lots of 360s options.• Not all equal.• Lots of similarities but there are
some major differences.
Wide Variety of 360s Available
© 2016 Zenger Folkman
POLL
Describe Your Personal Experience With Using a 360.
• Positive: good experience• Neutral• Negative: bad experience
© 2016 Zenger Folkman
POLL
Describe Your Personal Experience With Using a 360.
• Positive: good experience• Neutral• Negative: bad experience
— 60%— 25 %— 15%
© 2016 Zenger Folkman
“Your 360 assessment really popped! What did you do to make the
survey work so well?”
From an Executive from a Fortune TOP 20 Company
Here are some reasons for that…
© 2016 Zenger Folkman
11 Things to Look for in a Best of Class 360 Assessment1. Empirically derive the competencies and items
2. Use a response scale that avoids a false positive
3. Compare scores to a high standard
4. Measure a leader’s current impact on direct reports
5. Identify the competencies that are most important
6. Emphasize building on strengths
7. Focus written comments on fixing fatal flaws
8. Data Security
9. Make it an efficient process
10. Make reports simple and intuitive
11. Provide insights to leaders on how to build a strength
© 2016 Zenger Folkman
• Brief explanation of each of these 11 features & benefits.
• Conclude with providing each participant with a way of getting a first-hand experience with the tool.
Webinar Agenda
© 2016 Zenger Folkman
• Organizations became interested in custom 360s.
• Data set of 200,000 evaluations on 20,000 people.
• The approach: identify those competencies that differentiated high performers from average or poor performers.
1. Empirically Derive the Competencies and Items
© 2016 Zenger Folkman
Intraocular Method
Identifying the Best Survey Items
Statistical Research
© 2016 Zenger Folkman
“Think about Quitting” percentage is the percent of employees responding neutral or negative to the item “I rarely think about quitting my job and going to anther company.”
Results based on 2,865 leaders
Differentiating Items Predict Outcomes
1st - 10th
11th - 20th
21st - 30th
31st - 40th
41st - 50th
51st - 60th
61st - 70th
71st - 80th
81st - 90th
91st - 100th
0
10
20
30
40
50
60
70
80
90
Leadership Effectiveness Percentile
% o
f Em
ploy
ees
in W
ork
Gro
ups
that
“T
hink
abo
ut Q
uitti
ng”
© 2016 Zenger Folkman
Can you predict key organizational outcomes from leaders scores on their 360 assessment?
© 2016 Zenger Folkman
• Listens carefully and attentively.
• Respondent — “This person is an okay listener.”
• Participant — “I am doing pretty good on listening; I got a four out of five.”
Scale Created a False Positive
2. Use a Response Scale that Avoids a False Positive
5 – Strongly Agree4 – Agree3 – Neutral2 – Disagree1 – Strongly Disagree
© 2016 Zenger Folkman
• Listens carefully and attentively.• Respondent — “This person is an
okay listener.”• Participant — “I am okay.”
Using this scale, the average response to survey items decreased by .75
Avoid the False Positive5 – Outstanding Strength4 – Strength3 – Competent2 – Needs Some
Improvement1 – Needs Significant
Improvement
© 2016 Zenger Folkman
Display
s High
Integ
rity an
d Hon
esty
Techn
ical/P
rofes
siona
l Exp
ertis
e
Solves
Pro
blems a
nd A
nalyz
es Is
sues
Innov
ates
Practi
ces S
elf-D
evelo
pmen
t
Drives
for R
esult
s
Establi
shes
Stre
tch G
oals
Takes
Initia
tive
Commun
icates
Pow
erful
ly an
d Pro
lifica
lly
Inspir
es an
d Moti
vates
Othe
rs to
High P
erfor
mance
Builds
Rela
tions
hips
Develo
ps O
thers
Collab
oratio
n and
Tea
mwork
Develo
ps S
trateg
ic Per
spec
tive
Champio
ns C
hang
e
Conne
cts th
e Gro
up to
the O
utside
Wor
ld0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5 Global Norm Richard3. Compare Scores to a High Standard
© 2016 Zenger Folkman
Comparisons to the 90th Percentile
0
0.51
1.52
2.5
3
3.54
4.55 Best Leaders
© 2016 Zenger Folkman
Our Extraordinary Leader norms are generated from over one million assessments on over 80,000 leaders across the globe.
Normative Comparisons to the Overall Company, Industry, or Geography
© 2016 Zenger Folkman
• The direct reports are asked 5 questions that assess their level of satisfaction, commitment, and confidence in the organization.
• These 5 items correlate .80 or higher to the best validated engagement measures in the industry.
4. Measure a Leader’s Current Impact on Direct Reports
I feel confident that this company will achieve its
strategic goal.
My work environment is a place where people want to
go the extra mile.
I would recommend this company as a good place to
work.
I rarely think about quitting my job to go to a different
company.
All in all, I'm satisfied with this company as a place
to work.
Employee Commitment Index
© 2016 Zenger Folkman
Leadership Effectiveness versus Employee Engagement/Commitment
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1000
10
20
30
40
50
60
70
80
90
Leadership Effectiveness
Empl
oyee
Eng
agem
ent P
erce
ntile
Results from 66,869 Global Leaders
© 2016 Zenger Folkman
Employee Engagement and Commitment vs. Leadership Effectiveness Across the World
Bottom 10% 11th-35th 36th-65th 66th-90th Top 10%0
10
20
30
40
50
60
70
80
90
100
United States Canada Europe Latin America Middle East Asia Africa
Overall Leadership Effectiveness
Employee En-gagement Percentile
© 2016 Zenger Folkman
Leaders Receive Insight into the Commitment of Their Direct Reports
© 2016 Zenger Folkman
5. Identify the Competencies that are Most Important
© 2016 Zenger Folkman
XYZ Organization—Importance Rankings
• Aggregate analysis provides insights about what is important across the organization.
Manager Peer Direct Report
Self Other Total
Solves Problems and Analyzes Issues 112 380 196 104 353 1145
Technical/Professional Expertise 103 380 158 94 332 1067
Communicates Powerfully and Prolifically 49 260 172 68 252 801
Collaboration and Teamwork 69 282 132 69 237 789
Drives for Results 83 215 101 61 186 646
Inspires and Motivates Others 43 139 191 61 186 620
Develops Strategic Perspective 35 145 97 42 162 481
Displays High Integrity and Honesty 22 136 118 25 137 438
Builds Relationships 19 151 95 34 114 413
Connects the Group to the Outside World 25 139 77 31 141 413
Innovates 49 133 53 36 129 400
Develops Others 30 73 155 36 100 394
Takes Initiative 39 114 50 15 98 316
Champions Change 36 83 79 22 96 316
Demonstrates Financial Responsibility 14 53 35 18 56 176
© 2016 Zenger Folkman
6. Emphasize Building Strengths
Fatal Flaws with No Strengths
No Fatal Flaws - No Strengths
Profound Strengths - No Fatal Flaws
0
10
20
30
40
50
60
70
80
90
18
50
81O
vera
ll Le
ader
ship
Effe
ctiv
enes
s PC
TL
© 2016 Zenger Folkman
48 percent of leaders without fatal flaws improved.
Results for 4,000 leaders who showed significant improvement
Leaders with No Fatal Flaws Improved 20 Percentile Points
Pre-Test Post-Test0
10
20
30
40
50
60
70
80
55
75
Ove
rall
Lead
ersh
ip E
ffec-
tiven
ess
Per
cent
ile
© 2016 Zenger Folkman
Leaders at all levels were able to build strengths.
Analysis of Leaders Who Build Strengths by Level in the Organization
Top Mgnt Senior Mgnt Middle Mgnt Supervisors Individual Contributors
0102030405060708090
56 55 56 57 58
75 75 7580
74
Pre-Test Post-Test
© 2016 Zenger Folkman
Old Approach• What are this person’s strengths?• Is there anything this person could do
that would improve their effectiveness?
7. Focus Written Comments on Fixing Flaws
Results• List of strengths.• Long list of weaknesses.
Is there a difference between a weakness and a fatal flaw?
Message – Focus on your weaknesses
© 2016 Zenger Folkman
Is there anything this person does that might be considered a fatal flaw or significant weakness?
Fixing Fatal Flaws
© 2016 Zenger Folkman
61 percent of leaders with fatal flaws improved.
29 Percent of Leaders had One or More Fatal Flaws
Pre-Test Post-Test0
5
10
15
20
25
30
35
40
45
50
18
46
Ove
rall
Lead
ersh
ip E
ffec-
tiven
ess
Perc
entil
e
© 2016 Zenger Folkman
Leaders at all levels were able to improve fatal flaws.
Analysis of Leaders with Fatal Flaws by Level in the Organization
Top Mgmt Senior Mgmt Middle Mgmt Supervisors Individual Contributor
0
10
20
30
40
50
60
21 18 18 17 17
46 44 4650
44
Pre-Test Post-Test
© 2016 Zenger Folkman
• A new criteria for many clients is that they are very concerned about the security of their data.
• The information is safe. We have passed the world’s toughest audits from our financial services and telecommunications clients.
8. Data Security
© 2016 Zenger Folkman
• The survey is short but rigorous. We measure the 16 differentiating competencies in 49 items.
• The website is simple to use and accommodates multiple languages plus company specific customizations.
9. Make It An Efficient Process
© 2016 Zenger Folkman
10. Make Reports Simple and Intuitive
© 2016 Zenger Folkman
Desired Future Performance
11. Provide Insights on How to Build a Strength
CurrentPerformance
People question ability on technical expertise
People have confidence in technical expertise
More
Better
Faster
Smarter
© 2016 Zenger Folkman
Linear versus Non-linear Development
If Technical Expertise is a Significant Weakness
If Technical Expertise is a Strength
Technical Expertise
Get a mentor
Read a book
Take a class
Read more books
Take more classes
Get two mentors
© 2016 Zenger Folkman
The Competency Companion Development Guide provides research from thousands of leaders on how to build a profound strength. The research examined what the best leaders did to build their competence on each of the 16 differentiating competencies.
The process is called non-linear development.
Competency Companions Provide Non-linear Insights
DevelopsOthers
Solves Problems
& AnalyzesIssues
Honesty & Integrity
Can Be Trusted
to Act in theTeam’s Best
Interest
RelationshipBuilding &Networking
CommunicatesPowerfully
TakesInitiative
Desires to Pursue
Excellence
Technical/Professional
Expertise
© 2016 Zenger Folkman
POLL
Earlier we asked you to describe your personal experience with using a 360.
What caused the negativity?
• Focus on weakness • Expectations were not clear• Poor development plans• No follow-up• No real improvement
© 2016 Zenger Folkman
11 Things to Look for in a Best of Class 360 Assessment1. Empirically derive the competencies and items
2. Use a response scale that avoids a false positive
3. Compare scores to a high standard
4. Measure a leader’s current impact on direct reports
5. Identify the competencies that are most important
6. Emphasize building on strengths
7. Focus written comments on fixing fatal flaws
8. Data Security
9. Make it an efficient process
10. Make reports simple and intuitive
11. Provide insights to leaders on how to build a strength
© 2016 Zenger Folkman
A couple of ways to try:1. Purchase an individual
assessment2. Attend a public workshop
If You are Interested, Take a Test Drive
Contact us: [email protected]
© 2016 Zenger Folkman
Conclusions
1. Many 360-degree instruments to choose from.2. Some similarities.3. Strong and important differences.4. Zenger Folkman’s 360s are designed specifically with all 11 elements
discussed.
We look forward to answering any questions you may have.
© 2016 Zenger Folkman
Thank you!