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The Cramer Institute - Our Services - Programs - Individual 360 Feedback Assessment |
For customized programs, please contact us. The Cramer Institute - Our Services - Programs Individual 360 Feedback Assessment We recommend launching a coaching relationship with a unique and personalized 360 feedback process. We begin this process by confidentially interviewing key stakeholders of the executive. These interviews generate themes and patterns that represent how the executive excels and adds value; gaps or areas that need development are also uncovered. We take what we call an asset-based approach to the interviewing process: we are more intent on discovering what is working and helping the executive to accelerate those areas, in addition to identifying what needs development or changing. We synthesize the discovered themes and patterns into a final report that is provided to the executive and used to create a relevant development plan.
If the executive feels there is already adequate information about how he or she is experienced, we can begin coaching without initiating the 360 feedback process. In this case, we work closely with the executive to create a development plan that guides the coaching process and monitors progress. Often, the executive will include in this process a trusted colleague, who provides critical insight and feedback, to help the executive and the coach work from a balanced perspective.
The Initial Assessment Phase: - Begin each coaching process with the customized 360 Process, conducted with individual interviews of various stakeholders, culminating in a written report to the individual which depicts the five significant success factors related to strengths and talents, and the one significant area which is a clear gap, undeveloped potential, weakness, or deficiency, such that if the individual addresses it effectively significant results will occur. (This 5-1 approach is a metaphor that encourages paying attention to the strengths and what is working well more than the weaknesses or deficiencies. The final report does not ignore any critical feedback, but rather organizes it in a positive way so the recipient can be energized about what is authentically working as well as clearly understanding the gaps in performance.)
- Conduct up front assessment interview with each person being coached, with a focus on how the individual perceives his or her strengths and talents and what his or her developmental gaps need to be addressed. This information is received prior to offering the individual any feedback on the 360 interview process. Invite each person being coached to begin thinking about their personal and leadership agendas and to begin to evaluate how well they are doing at incorporating these agendas into their role.
- Utilize additional tools as appropriate- including instruments on values, group dynamics, interpersonal effectiveness, temperament styles, a six step leadership process, and a process to evaluate effectiveness in having difficult conversations.
- Generate data about each individual being coached by being present at meetings or otherwise observing the individual in action at work with others.
- Meet with appropriate individuals (supervisor, human resources, etc.) who can provide valuable input on both strengths and developmental needs about which an individual might not be aware. Explore ways in which boss can be involved via provision of ongoing feedback, participating in brainstorming sessions, etc.
- Relate what the individual has learned about him or herself to the overall strengths and gaps of the organization as a whole. Add the organizational agenda into individual agendas in order to build coherence throughout the organization.
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