Transcript Document

www.zengerfolkman.com
Welcome to the
Extraordinary Leaders 360
Survey—Self Service
Process
2014 Folkman.
Zenger Folkman
© 2014 ©
Zenger
All rights reserved. CLG.EP50.3.1
www.zengerfolkman.com
Webinar II—Processing
Your Feedback
Joe Folkman
2014 Folkman.
Zenger Folkman
© 2014 ©
Zenger
All rights reserved. EP50.3.3
Process Check:
• At this point of the process, you have taken the
Extraordinary Leaders 360—Self Service survey and have
requested your feedback report.
• The email that you received containing the link to this
webinar also contains the link to your survey website
where you can go to download your personal feedback
report.
• We suggest that you download your feedback report after
this webinar.
© 2014 Zenger Folkman
3
PROFOUND STRENGTHS AND
LEADERSHIP DERAILERS
Module 3
© 2014 Zenger Folkman
What Does Performance Improvement Mean to Most
People?
Fixing Weaknesses!
© 2014 Zenger Folkman
Page 3-4
5
Impact of Leadership Effectiveness with No
Perceived Strengths
100
90
80
70
Average
60
Percentile
50
Score on
40
360 Results
30
20
10
0
34
0
1
2
3
4
5
Number of Profound Strengths
(Competencies at the 90th percentile)
© 2014 Zenger Folkman
Page 3-5
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Impact of One Strength on Overall Perception of
Leadership Effectiveness
100
90
80
70
Average
60
Percentile
50
Score on
40
360 Results
30
20
10
0
64
34
0
1
2
3
4
5
Number of Profound Strengths
(Competencies at the 90th percentile)
© 2014 Zenger Folkman
Page 3-5
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Three Strengths Raises Leadership Effectiveness to
the 81st Percentile
Number of Profound Strengths
(Competencies at the 90th percentile)
© 2014 Zenger Folkman
Page 3-5
Development Insight
• You don’t have to be
perfect to be
extraordinary…
• You just need to develop a
few extraordinary
strengths.
© 2014 Zenger Folkman
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Focusing Development on Weaknesses Works Well
When. . .
. . . People Have Leadership
Derailers
A
B
C
D
100
Behaviors
F
G
Strong negative
data on an issue
can neutralize a
person’s
effectiveness
H
I
J
K
L
M
Overall Effectiveness
(Percentile)
E
90
80
70
60
50
40
30
18
20
10
0
Fatal Flaws
and No
Profound
Strengths
N
O
P
1
2
© 2014 Zenger Folkman
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4
5
10
Criteria for Identifying Leadership Derailers
• Strong negative feedback results (and/or poor
performance review results)
• Below average capability in an area that is mission
critical to your job
© 2014 Zenger Folkman
Page 3-6
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A Few Thoughts about Identifying Leadership
Derailers
• Determining Leadership Derailers is an art, not a
science.
• Leadership Derailers affect your overall effectiveness,
resulting in potential:
–
–
–
–
Performance problems
Career plateaus
Job failure
Damaged
relationships
• Leadership Derailers
overshadow other
strengths or talents.
© 2014 Zenger Folkman
Page 3-6
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Most Common Leadership Derailers in Individual
Contributors
• Lack of accountability or failure to focus on results
• Failure to take initiative
• Lack of core interpersonal skills, either in responding to
other people or dealing with difficult situations
• Questionable integrity and a lack of personal trust
• Poor planning and lack of organization
• Inability to practice self-development and to learn from
mistakes
• Lack of core technical expertise and skills
© 2014 Zenger Folkman
Page 3-6
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The Leadership Success Behaviors
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Page 3-7
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Leadership Success Supporting Behaviors
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Page 3-8
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Key Points about Feedback
• It’s a gift.
• Self-perceptions are not as accurate as we might think.
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Self-Perceptions Not as Accurate as Others’ Perceptions
Accuracy in
Predicting
Overall
Effectiveness
(as measured
by 360 data)
Self-Perceptions of
Effectiveness
© 2014 Zenger Folkman
Others' Perceptions of
Effectiveness
17
Key Points about Feedback
• It’s a gift.
• Self-perceptions are not as accurate as we might think.
• Look for your strengths!
• Honor the confidentiality.
© 2014 Zenger Folkman
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SARA: Common Reactions to Feedback
S
Surprise, Shock
A
Anger, Anxiety
R
Rejection, Rationalization
A
Acceptance
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More Common Reactions to Feedback 
•
•
•
•
•
•
•
•
•
•
My raters don’t really know me that well.
My job makes me act this way; I’m really not like this.
Some of my raters have it in for me.
My raters don’t understand the situation I’m in.
I used to be this way, but I’ve since changed.
This must be someone else’s report.
My raters didn’t understand the questions.
I wasn’t like this in my last job.
My raters are just jealous of my success.
I purposely picked people who didn’t like me.
© 2014 Zenger Folkman
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The Rating Scale
Exceptional performance—performs this behavior
much better than most others (Top 10%)
5. Outstanding Strength
4. Strength
Above average performance—performs this behavior
better than others (Top Quartile)
Performs this behavior at an average level or
about as well as most others (Good Performance)
3. Competent
2. Needs Some Improvement
Performs this behavior below average or
sometimes does it poorly (Inconsistent Performance)
1. Needs Significant Improvement
Rarely or never performs this behavior well, or rarely
or never attempts this behavior (Poor Performance)
Don’t Know—Not Applicable
Don’t have enough information about or experience with
this person to rate performance on this behavior
© 2014 Zenger Folkman
Page 3-9
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Hierarchy of Information
Leadership Effectiveness
Leadership Success Behaviors (5)
Supporting Behaviors (15)
Survey Items (20)
1 to 2 per behavior
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How to Interpret Your Feedback—Section 1
Number Received
Number Reported
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Your Invited Respondents
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Section 2: Overall Leadership Effectiveness
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Section 3: Leadership Success Behaviors
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Section 4: Supporting Behaviors Summary
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Section 5: Supporting Behaviors with Item Details
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Section 6: Importance Ratings
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Highest and Lowest Scored Items
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Written Comments
© 2014 Zenger Folkman
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Next Steps:
• Return to the email and follow the link to your survey web page and
download your feedback report.
• Allow yourself at least one hour of time to devote to analyzing your
feedback report.
• Use the detailed Step-by-Step Feedback Analysis Exercise in your
workbook to guide you through your analysis.
• Distill your analysis into your key Strengths and Potential
Leadership Derailer(s); record these on your 360 Action Planning
Worksheet (Box #3 and Box #4)
• Last Step: Return to the email and follow the link to Webinar III
where you will:
– Receive direction on finishing your 360 Action Planning
Worksheet
– Receive direction on preparing for your development discussion
with your manager.
© 2014 Zenger Folkman
Pages 3-10 to 3-15; 3-16
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Sample Development Plan
3. My Strengths
• Solves Problems and Analyzes Issues (Personal Capability)—
I anticipate problems and identify multiple solutions.
• Drives for Results (Focus on Results)—I’m goal oriented and
make things happen.
• Inspires Others to High Performance (Interpersonal Skills)—
I bring a great deal of energy and enthusiasm to the work.
• Broad Perspective (Leading Change)—I balance the big picture
with short-term results and details.
4. Leadership Derailers
• Weakness in Communicates Powerfully and Prolifically
(Interpersonal Skills) could prevent me from having greater
impact in the organization.
© 2014 Zenger Folkman
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www.zengerfolkman.com
Thank you!
Zenger Folkman • www.zengerfolkman.com
© 2014 Zenger Folkman