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Jim Stroup

Effective managers extract all the value they can out of limited assets - particularly those that draw large costs and carry great risks. The assessment process has those latter characteristics. When it is used in the limited manner you decry, management is just checking off boxes and gaining little benefit at all.

But by following suggestions such as you offer, managers find ways to bring the process to life not just for the object of an assessment, but for all who are involved in it.

One of those ways that occurred to me as I read this post is that such an approach will extend well beyond the personal development aspect of the issue (which is worthwhile enough), and even beyond the team- and environment/culture-strengthening side of it (which is exceptional.) It inevitably would go to integrating the thinking, general behaviors, and specific actions of individuals and groups within the organization with its strategic and operational aims. A natural reinforcement of the strategy-execution link.

Thanks for some really great ideas, here.

Joanne Bintliff-Ritchie

Steve, all good ideas. I've used each of them personally and found them very useful. Additionally, as Jim points out, our clients find the aggregation of this data very useful at an organization level. It can help identify leadership strengths, weaknesses and needs which can be used in developing strategies, plans and programs for Leadership Staffing and Development. In addition to survey data, we use it to populate a Leadership Effectiveness dashboard, so the organization can set goals and monitor progress.

Steve Roesler

Jim,

You caught the real essence with "integrating the thinking, general behaviors, and specific actions of individuals and groups within the organization with its strategic and operational aims." That's one of the clearest and most concise descriptions I've ever seen when it comes to characterizing the purpose and value of assessments.

Many thanks for that addition to the topic. I hope our readers will use it to "sell" the true benefits and outcomes of the process.

Steve Roesler

Joanne,

Pleased that you took time to highlight your 'Dashboard' approach. Was just working with a client group creating a custom Dashboard so that everyone would have an "At-a-Glance" snapshot of the info that was most important.

Keep up the good--and important--organizational work!

Dan Murray

Hi Steve,

Great insight as always Steve. So much of this really depends on the culture of the organization. I've seen several instances where the results of a 360 were used as 'marketing' (using the positive responses to highlight how wonderful I am) rather than 'market research' (valuable insight on how I am being perceived).

Steve Roesler

Dan,

That is one heck of a line: "the results of a 360 were used as 'marketing' (using the positive responses to highlight how wonderful I am) rather than 'market research' (valuable insight on how I am being perceived)."

I've never written about that but now that you've pointed to the issue, I think I will. Expect to see your quote:-)

Dan McCarthy

Steve -
Nice tips for how to get the most out of a 360. You're right on - a 360 is only the start of self-awareness, a conversation starter.

Steve Roesler

Dan,

Let's face it: a lot of managers want and need information that's categorized and structured. It helps them initiate important conversations that can be difficult to put together on their own.

Mike King

Great comments and discussions here everyone. I love the fact that how the value of the conversion is so evident here that it can tie in with really any process, not just 360 feedback. Does a manager really need a reason though to spark these conversions? Sad to think so.

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