1. Communication Skills

Communication Skills looks at the extent to which you communicate with economy and clarity and welcome feedback. It asks the question: “How well do you design and send your messages and then attentively listen to people’s responses in order to adjust your delivery and message?”

2. Decision-making

Decision-making refers to an individual’s ability to systematically examine options; identify limits, outcomes, and risks to be considered; assign weights to each possible alternative; and then select the option that best meets the desired goals and standards.

3. Delegation

Delegation looks at the extent to which you give team members the freedom or space to determine how they will accomplish the work, tasks or projects delegated to them. It asks the question: “To what extent do you create a climate of trust in which people feel that they can take risks and make mistakes in order to learn and achieve things in a better or different way?”

4. Emotional Intelligence

Emotional Intelligence looks at your ability to recognize, understand, and harness your own feelings and the feelings of others. It asks the question: “How intelligently aware are you of your own emotional reactions and those of others, and how effective are you at putting that information to good use?”

5. Managing Change

Managing Change looks at how well you anticipate and plan for future change and then manage yourself and others to handle it well. It asks the question: “How effectively do you manage personal and widespread change in order to actively steer the process to positive and beneficial ends for you, your team and your organization?”

6. Setting Goals and Standards

Setting Goals and Standards refers to an individual’s ability to manage activities and projects using measurable goals and standards and working with others to set goals and standards to develop understanding and build commitment. This competency looks at one’s ability to evaluate and prioritize goals, intentions, and action standards; eliminate barriers to the goal-setting process; evaluate goals against criteria and standards; and use goals to motivate.

7. Team Building

Team Building looks at the extent to which you trust, coach, and guide your team and team members in order to influence and help them control their own destiny through their own efforts. It asks the question: “How well do you empower individuals and team members so that they believe that the consequences of their actions are their own?

8. Visualizing the Future

Visualizing the Future is the extent to which you spend time thinking about the medium-term and long-term future in order to identify a positive and compelling vision of what could be. It asks the question: “How well do you anticipate and find ways to creatively or inspirationally describe to team members what may happen in the future?”

What is the benefit of a 360 versus a self-assessment?

The Leadership Effectiveness 360 report is designed to give you a holistic view of your own perception of your Leadership abilities and skills and to compare and contrast them with observer data. Through collecting information from a variety of relationships and roles, you have a unique opportunity to examine how others perceive you as a leader in 8 key areas. Once you’ve opened yourself up to receiving candid feedback, you can determine if your leadership intentions and skills are as effective as possible.

Leadership Effectiveness 360 gives me general information about what others think about me, but doesn’t really go into details about why they think that. How can I find out more about why they rated me this way?

Ask them! The report is a compilation of your raters’ perceptions. Using that information as a starting point for discussion, if you are not sure about what you do or don’t do and how it works, that’s a great place to ask for clarity. Remember, sometimes feedback is not objective, and while it may not seem true, others perceptions are their reality, and it is important that you acknowledge the feedback and appreciate their willingness to share. 

The key to this conversation is that it must be safe for feedback to be shared openly. If you are unwilling to hear the feedback or become defensive, the conversation will not be as helpful or honest as it could be. However, if you come to the conversation with an authentic curiosity and a desire to learn more about what others are experiencing, you will find a wealth of information that you can use to build stronger, healthier relationships.

Will the information in the 360 be anonymous? How many raters do I need?

The feedback presented to you will be anonymous in terms of rater name, but the report structures the feedback by role. You will see supervisor, peer, direct report, other and an observer average category with scores noted for each of the 8 competencies.

You must have a minimum number of raters to maintain anonymity, so a 360 report will not generate if you have not received enough feedback from others. We always recommend having as many people rate you as possible. The more information you receive, the better snapshot you have of how different individuals in various roles perceive you and respond to you.