During a 360 assessment of executive presence, reviewers evaluate a leader’s top strengths and needs for improvement. But what happens with this feedback—how is it used?
In most cases, this 360 feedback is strictly used to enhance a leader’s development of executive presence. It serves as a tool for growth, not a means of measuring performance for a formal review. Reminding reviewers that they are giving feedback for developmental purposes—not to determine whether a colleague has earned a promotion—will promote honesty and candor.
What Makes this 360 Feedback Tool Effective?
Five specific qualities make a 360 assessment tool extremely valuable for leaders. If a 360 tool lacks even one of them, it will be far less useful—especially for those working at a high level.
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Focuses on developmental needs, not performance evaluation.
Yes, there is a lot of overlap between development and performance. But a 360 review process should be growth-centered. Ultimately, it aims to increase a leader’s self-awareness, leading to self-motivated growth. Thus, the framing of the evaluation and the wording of the questions should emphasize development over performance evaluation. Respondents should not be directly assessing a leader’s readiness for a new position, for instance.
Rather, the 360 assessment tool should focus on whether the leader has developed particular qualities. If respondents view a 360 tool as influencing decisions about colleagues’ positions and salaries, they may give overly positive answers. Plus, resistance to using the tool may emerge—both from the reviewer and reviewees. But nearly everyone will want to give feedback that benefits their colleagues.
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Examines specific behaviors that pertain to the leader’s growth.
A standardized approach for all employees doesn’t work here. High-level leaders need a 360 assessment that focuses on the specific skill set they need to cultivate to reach the next level of effectiveness. A 360 appraisal focused on executive presence will take a deep dive into these competencies, unlike most 360 models. To do so, it will examine a leader’s development of the particular behaviors that will guide your organization to greater success. Thus, the 360 assessment serves as an important developmental tool within your succession plan.
Further, a 360 degree survey provides a holistic understanding of a leader’s capabilities. It must therefore address a mix of all relevant skills and qualities, such as communication, decision-making, and confidence.
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Strikes a balance between identifying strengths and areas for growth.
A good assessment isn’t designed to mainly highlight either strengths or weaknesses. If the tool focuses too strongly on emphasizing strengths, it may seem like a “feel-good” exercise that lacks genuine value. Such a tool might use a too-lenient scoring method or frame questions in such a way that everyone will come out on top. A well-designed assessment has a more realistic approach. It asks detailed questions that address the nuances of what makes for great leadership. Respondents won’t just run through a list of vague questions by checking the box that indicates the most positive score. Instead, questions will ask them to pause and think. As a result, reviewees will gain genuinely helpful feedback about their effectiveness as a leader.
At the same time, questions won’t be framed in a way that gives the average leader overly negative responses. The goal is not to overwhelm leaders with a lengthy list of areas for development, but to highlight the most critical ones. Again, in a well-designed 360 assessment tool, leaders gain a realistic overview of where they stand.
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Reveals blind spots and hidden strengths.
The 360 tool also shines light on leaders’ blind spots. Leaders may be aware of some of their weaknesses, but many have blind spots as well. A well-designed 360 evaluation (based on the comprehensive 3×3 Executive Presence Model) asks them to complete a self-evaluation. By comparing the results of this self-assessment against feedback from other reviewers, it pinpoints areas for growth that they aren’t aware of. (It can also point out strengths they aren’t aware that they possess.) A good tool will often use a strong visual, like a chart or graph, to present these results in a way that leaders can immediately understand.
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Leads to real action.
No matter how clearly the 360 assessment has articulated issues, leaders won’t necessarily know how to put the feedback into practice on their own. The results should also convey the desired behaviors, being as clear and concrete as possible. Examples will prove extremely helpful. By painting a clear picture of what they are doing now vs. what they need to be doing, the results will prepare leaders to make an action plan.
Designing an Action Plan After 360 Assessment Tool is Delivered
A coach should help leaders interpret the results, walking them through how to make the suggested changes. Together, they should discuss next steps to address areas for growth, creating goals along with a plan for systematically moving toward them. The coach can help the leader identify learning resources, and the coach can also shape progress by providing regular feedback and guidance. Getting periodic follow-up feedback from colleagues can also form part of an action plan. Holding follow-up sessions in the weeks and months after the review will hold the leader accountable for achieving the agreed-upon goals.
After a good 360 assessment, leaders will have greater self-awareness of how they can reach the next level. Plus, they’ll have the motivation to make the necessary changes. Motivation stems from a belief in the need to act coupled with knowledge of how to take action. When leaders believe they can make the desired changes, they’ll be ready to leap into action!
A skilled executive presence coach will lead a 360 assessment that makes leaders aware of their key areas for growth. Even more importantly, this coach will help them create and follow an action plan to build these essential strengths. Contact Joel to get the process started or discuss your most pressing questions.
Joel also conducts executive presence training to corporations wanting their employees to elevate their executive presence.
