- How do we ensure the participants select individuals that provide a balanced and objective perspective rather than predominantly supportive voices?
As part of the process discussion we outline our recommendation around selecting a broad spectrum of survey respondents. Obviously, some groups are set; boss, boss’s boss, direct reports, but when choosing peers and others we encourage participants to consider people they regularly work and interact with and who experience them in a range of settings so they can give quality feedback. We also encourage a large pool of respondents (14-16) – as we can then generate more robust themes from the verbatim feedback. Transparency in always important so sharing or asking for feedback from peers is encouraged.
- Do we support participants to develop action plans, and what templates or tools do you provide?
Yes. Our debrief and coaching methodology is centred around three key steps:
- Awareness – getting clear about context and overall leadership goals, survey debrief, understanding the model and data
- Acceptance – making sense of the results and understanding how the results present in their day-to-day leadership
- Action – setting a clear From-To leadership shift based on the data that will directly impact their leadership goal
We have internal goal setting and action plan templates that participants will have access to during the coaching process. We’re very open with sharing resources, learning tools and frameworks – wherever necessary and appropriate we will share the right resources with the individual or group. These might be in the form of book recommendations, videos, white papers, worksheets etc.
- How do we involve the participant’s manager in the follow-up (while still protecting confidentiality)?
We always encourage transparency and sharing of 360 results and at the same time maintain our coaching ethics of confidentiality with each participant. We have three options for involving the manager depending on the context, team and agreed outcomes:
- We have a 30-minute check in call with the manager prior to commencing the process
- They can participate in one of the coaching sessions (triad conversation for 30 minutes at the start of a coaching session – facilitated by the coach)
- In the team workshops the manager is present, and these sessions involve structured, facilitated sharing of goals and progress
- We set homework for the participants to have a 1:1 with their manager between coaching sessions to share insights, observations, goals'
- How do we measure how insights from the 360 have translated into behaviour change?
This process, including individual coaching and team sessions, usually spans over a 3-4 month period. In the team session, we identify and share individual and collective goals and actions and pay attention to accountability.
When we have 2 or more team sessions, the facilitated conversations around goals identify what progress has been made for the group and here, our methodology cycle start again (bring awareness to what is next).
Other options can include:
- Being deliberate in how we align the 360 goals and shifts with the internal performance review process
- Co-designing a measurement process with the team in one of the workshops
- Re-surveying using the 360 tool or interview process – our recommendation would be to wait at least 12 months before resurveying with the 360 tool
- What data or analytics will you receive (individual vs organisational)?
Each participant will receive an individual profile pack that includes a data report, verbatim feedback, and graph report.
An aggregated team graph report is generated for the team sessions.
We also encourage a check in meeting with the leader before the first workshop so we can get a sense of where the team is at, share our high-level observations and gain any further insight since completing the surveys – our insights can be shared verbally or in the form of a short, written summary.
