Leadership Development Blog

What is the Relationship Between Personality and Leadership?

Hilary Sayers — 2011-02-27T18:28:42-08:00

We were recently asked what role personality plays in the effectiveness of leaders. A good question and one that needs to be asked more often!

There are many facets to a leader�s capability including cognitive and other skills, experience, and personal traits and characteristics. All of these are related to executive success. Too often, however, critical hiring or promotion decisions focus on intellect and a successful track record at the expense of the behavioural output of personality.

Ram Charan, in his book Know-How, says that there are dozens of personality traits that separate leaders who perform from those who don�t. For example, he suggests a healthy level of ambition is a necessary to push self and others to achieve, personal drive helps keep priorities in focus and tenacity allows a leader to get to the heart of an issue and find solutions.

On the flip side, a characteristic such as the need to be liked can limit a leader�s ability to make tough calls on people, resulting in tolerating nonperformers or even promoting people for the wrong reasons. Or, a person who is risk averse may find it hard to set goals for fear of making the wrong choices.

Behavioural expressions of personality are the essence of a person�s leadership style. Readily observed by others, the sum total of these observations amount to a person�s reputation. Most people value their reputation highly as it shapes the way others treat them and influences the type of opportunities that will be made available to them.

When Kouzes and Posner wrote The Leadership Challenge, they noted that certain kinds of reputation are associated with successful leadership, such as being known as honest, competent, forward-looking and inspiring. They found that these characteristics amounted to personal credibility, which they described as the foundation of leadership.

In a review of the empirical literature on personality and leadership, Robert Hogan and Robert Kaiser noted a common theme was the connection between personality, leadership and employee attitudes. They reported a causal link, personality predicts leadership style because who we are determines how we lead. They concluded that leadership is about the performance of teams, groups and organisations and that good leadership promotes team and group performance, whilst bad leadership degrades the quality of life for everyone associated with it.

In summary, the impact of personality and reputation on leadership cannot be underestimated � it determines the quality of leadership and, starting at the top, leaders should be aware of the interplay between personality, team dynamics and performance throughout their organisation.

Are Your Leaders Mentoring Their Successors?

Hilary Sayers — 2010-12-15T19:44:51-08:00

It would be hard to find a successful leader who couldn�t think of a person who had provided the right words of counsel or encouragement at an opportune moment in their career. Yet, the opportunity of having experienced leaders guide and mentor others is often left to chance.

Mentoring partnerships can and do develop spontaneously when driven by the needs and interests of two people. But organisations need to play a much more proactive role in facilitating good mentoring practices if they are serious about talent development.

Why is Mentoring so Important?
Robert Thomas, in his book Crucibles, points out that to enjoy increasing returns from leadership investments top management must actively cultivate next-generation leaders and this means their immediate successors and at least two generations beyond them.

There are other compelling reasons to put mentoring at the heart of a business growth (or, survival!) strategy. The level of ambiguity in today�s business environment demands the sharing of experiences and best practices. The looming talent crisis as baby boomers exit the workforce requires speedy transfer of expertise to those who will follow them. And, as if all this wasn�t enough, mentoring can be instrumental in delivering three key drivers of employee engagement: career support, opportunity for development and trust in senior management.

How can Mentoring Relationships be Encouraged?
Mentoring comes in various forms from structured programs to more informal approaches. There is no hard and fast rule; what will work best is what your people are ready for. Simply, put the right ground rules in place and allow participants the freedom to manage the mentoring partnership in the most appropriate way for them.

The expectations of mentoring need to be realistic. A single, long-term relationship with one mentor can seem a daunting commitment for the mentor and a limiting one for the mentee. The truth is that job and career mobility are higher than ever before and this calls for shorter, situational mentoring.

Offering the mentoring experience to the right people is important. There is plenty of evidence that high-potential individuals are very willing and eager to tap into the expertise of more experienced people. Similarly, an experienced leader who has skill and interest in helping others grow can impart wisdom as well as the care needed to build a special bond in the mentoring partnership.

Korn/Ferry Leadership Transformation Conference 2010

Stephanie — 2010-11-02T22:24:23-07:00

Driving High-Impact Talent

The Leadership Transformation Conference held in Chicago On 27-28 September lived up to all expectations! A great line-up of speakers delivered thought-provoking challenges to the way we accelerate the development of young talent.

Bob Eichinger, co-founder of Lominger, shared reflections on his four decades of research with a review of the most critical skills for leaders today � leverage yourself, leverage others and stay agile in the face of change. For those charged with leadership development, he recommends building self-awareness exercises into all courseware and offsites, developing a feedback rich culture and building a change management curriculum. Doing so will enable you to grow the adaptive and flexible leaders you need now and for the future. As always, Bob dazzled with his wit and colourful slides!

Mark Huselid, Professor of HR Strategy at Rutgers University, made a strong case for managing investments in talent like a portfolio � disproportionate investments in the jobs that create the most value. This means focusing on three things � business strategy (how we grow), workforce strategy (the culture and capabilities we need) and HR strategy (what HR should do). For more on this see Mark�s latest book The Differentiated Workforce. Mark injected some fun into the session by engaging in a spirited discussion with iPhone owners in the audience. It turns out that not one of them (and there were many) had been able to throw out the beautifully designed box it was delivered in. A great way to illustrate Apple�s strategic positioning as a quality product that feels good to touch, right down to the box it came in!

Alan Hill on Leadership Coaching

Stephanie — 2010-11-02T19:53:38-07:00

Why coaching? I enjoy coaching because it�s stimulating, intellectually and socially invigorating, rewarding and quicker than walking. There are many benefits to be had from coaching, both for the person coaching and the person receiving the coaching (the coachee). As a coach I am stimulated by the variety it brings � assisting people from different industry sectors and functional areas and in various situations is both satisfying and challenging.

During my years spent in the consulting arena, I was expected to come up with answers and recommendations and to focus on specific areas of concern. Coaching provides a welcome change in approach � as a coach I assist the coachee themselves to define the desired outcome and the path to that outcome, rather than prescribing a solution.

In order to guide and coach most effectively, I follow a coaching process. The major components of that coaching process are: observing, listening to the coachee; gathering information from the environment, perhaps via stakeholder surveys and/or 360� surveys and sharing that information with the coachee; observing interactions between parties and disseminating the information with the coachee; providing feedback in a manner that allows the coachee to receive the message, without debilitating them. The coach has the advantage of a lack of familiarity with the environment and therefore takes little for granted and consequently asks defining questions.

While coaching happens in the present, it deals often with the past and is concerned with the future. It concerns people and process. It requires intellect and feeling, and benefits from humility.

As an �I� from an MBTI perspective, my relationship building is a conscious process. Coaching requires the ability to develop trust, so that confidentiality is assured, judgement is suspended and impartiality is assured and whilst, as coach, there is sometimes the temptation to come up with �the answer�, that is always the prerogative of the coachee.

Adding Meaning to Employee Climate Surveys

Hilary Sayers — 2010-10-05T20:45:46-07:00

Employee surveys focused on satisfaction, engagement and climate are a common feature in the life of many organisations. Typically, these surveys provide insight into what staff think about life at work and areas that are working or not working in the deal between employer and employee.

In many companies, these surveys provide feedback broken down by organisational unit and quite frequently survey results are factored in to the remuneration of managers and executives. The big question this raises for managers presiding over units reporting less than desired results is �So�. what can I do about the issues identified in the survey?�

Many organisations do follow-up diagnostic work to give more specific meaning to survey outcomes and provide managers and executives with information that will help them target actions that will make a difference to employee engagement.

Approaches we have seen used effectively include:

Unstructured focus groups that ask employees to identify specific issues they are concerned about

Aggregated results from 360 degree surveys that give managers and executives a clear view of what employees want to see more or less of from them

A team diagnostic that measures the attributes of work-place teams that contribute positively or negatively to employee engagement.

A good example to illustrate the value of further diagnosis is a situation where staff in a unit believe they do not receive adequate information to perform their work. This could mean their manager does not effectively pass on critical information or news. Or, it may mean that team members do not speak with each other much and are unaware of the relevance of information they have to their colleagues. Managers need the clarification that comes from deeper probing and discussion with employees.

Organisations that are implementing talent management and retention strategies are likely to be very interested in another aspect of survey analysis. Recent research has revealed that high-potential employees are engaged somewhat differently to other employees. Whilst both groups value many workplace characteristics in the same way, high potentials are particularly sensitive to four engagement drivers and these largely determine their intent to stay or go.

In summary, organisations must ensure they maximise their return on investment in employee surveys. The payoff comes in increased productivity, profitability, quality and customer satisfaction. Understanding the root causes of any problem areas is the foundation for establishing a solid action plan to create an environment where employees take personal stakeholder responsibility for these outcomes.

FYI for Insight�

Hilary Sayers — 2010-09-21T17:54:05-07:00

Lominger has released the latest FYI book designed to fulfil an important need � helping people increase self-awareness so they can make the best decisions about their development.

Managing a career is easier for those who are self-aware. FYI for Insight� paints a clear picture of the leadership characteristics that matter most for success�and helps a person reflect on how to reach their full potential.

You can learn about FYI for Insight� by taking a simple three-step assessment in just 15 minutes. It will give you a personalised report with a self-awareness score and highlight hidden strengths and blind spots. To see more visit the Lominger website.

Sharon Bragg on Leadership Coaching

Stephanie — 2010-09-20T22:26:18-07:00

An important consideration when choosing to work with a coach is understanding a little more about them as a person, as well as their style and approach, so that you can decide if the coach is the right �fit� for you. Here are some reflections on my own coaching style, experiences and the beliefs that influence and inform my work today as a leadership coach.

During my 25 years in organisational development and human resources management roles, I�ve had the opportunity to coach senior leaders in some of Australia�s leading organisations. From this experience, I realised that I loved working with managers and executives to enhance their leadership effectiveness.

In 2008, I completed a coaching accreditation program and this, combined with my background in organisational psychology and human resource management, now underpins my work as an executive coach. Over the last few years, I have continued to hone my skills as a leadership coach (which I consider to be an ongoing process) - this has included undergoing accreditation in the suite of Leadership Architect� Suite of tools.

My coaching style is both supportive and challenging. I focus on building rapport and establishing a trusting working relationship with each client. This then becomes the foundation for development and growth. Whilst my coaching approach is tailored to each client�s situation, there are some common elements:

Focused attention and listening to the client�s needs and agenda

Asking questions to explore established behaviour patterns and their impact

Working together to diagnose the �real� need and determine the best path to increased effectiveness (using assessment tools, where appropriate, to explore and analyse behaviours/skills/preferences/drivers)

Supporting clients in moving from awareness to action

Agreeing coaching goals and developing action plans to achieve desired results

Promoting sustainable learning from experience

I believe in each person�s capacity to learn, grow and change. I have found we possess many intrinsic resources, some of which we are not consciously aware, and once these are discovered they can help us move forward. For me, coaching is about helping others to learn from experiences and tap their potential within. Six words I believe sum up my approach to coaching approach are connect, challenge, commit, create, blend and sustain.

Leadership Development Series a Success!

Hilary Sayers — 2010-09-15T23:14:36-07:00

The Leadership Development Series of workshops held earlier this month were a success! Participants told us they found great value in the practical resources provided and left with numerous tips for using them back in their organisations.

As always, our facilitation team members were energised by the enthusiasm of participants and we would like to acknowledge the interesting questions, comments and ideas that guided discussion. The debate reinforced the fact that the Leadership Architect� tools can be applied effectively in diverse types of organisations and cultures.

For those who missed out on the workshops, we will be posting some implementation ideas online as a useful resource � which will be available to our subscribers of our monthly newsletter.

We will be holding our next Leadership Development Series in April of next year � details to be advised.

5 Ways to Improve Your Organisation�s Hiring Success Rate

Reg Smith — 2010-09-14T18:17:16-07:00

How often do we experience a new recruit not working out because something is not quite right about how they have come on board or engaged with the organisation? Recruiting and getting the right person selected for a position is a constant challenge.

Naturally the focus is on getting the person with the best technical skills; at first glance this can make sense. The reality is that most of the time new hires to senior positions fail because an aspect of their style or behaviour does not fit with their new work environment. At senior levels, deficiencies in technical knowledge or skill are usually not the main factor in unsuccessful hiring. Improve your organisation�s hiring success rate with these practices:

1. Define the behavioural competencies that are most important to success in the role:

Does it depend on strong relationships with customers and stakeholders?
Is there a lot of conflict or negotiation involved?
Does the job require extensive problem solving or presentation skills?

If your organisation doesn�t have a competency model, consider developing one. A number of suppliers have well researched competency frameworks and can help you build one quickly and reliably

2. Be aware of skills that are in short supply in the market � design your recruitment process and set key stakeholder expectations around it accordingly. Critical skills are scarce so you may need to search broadly and spend longer generating a pool of candidates that matches your needs.

3. Select for the skills that are hardest to find, and hardest to develop � this makes sense because if you hire someone deficient in skills that are hard to develop, they may struggle to master the most challenging demands of the role.

Career Architect Development Planner - 5th Edition Released!

Stephanie Darby — 2010-08-17T17:13:52-07:00

The Career Architect Development Planner 5th Edition was created for deeper and more detailed development initiatives than FYI For Your Improvement. The content provides in-depth research that lets users create the development experiences that meet their unique needs.

The 5th Edition introduces new content that makes it even easier to identify development needs and create targeted development plans. It is available online via the Lominger website. When purchasing material online please ensure you select "Hilary Sayers" in the associate drop down box! Thanks.

Lominger�s Leadership Transformation Conference, Chicago.

Stephanie Darby — 2010-08-17T16:32:47-07:00

Lominger is hosting a conference focusing on �driving high impact talent� this September in Chicago. The conference provides a great opportunity to come together with thought leaders, executives and HR practitioners as they share best practices, the latest research and the lessons they have learned along the way in driving high-impact talent within their organisations. Speakers include: Bob Eichinger, Mark Huselid, Kevin Cashman, Ed Newman, Arvinder Dhesi and Annette Ried.

Our MD, Hilary Sayers, will be making her way to Chicago for the event. More details are available on the Lominger website.

Critical Success Factors in Leadership Coaching

Reg Smith — 2010-08-10T17:49:02-07:00

Some reflections from Reg Smith, Senior Associate, LDN International.
An invitation to coach can arise in a variety of situations and circumstances. Often, a coach is invited to work with a senior manager because someone else, such as the senior managers boss, or human resource manager sees that they need help. Other times, the senior managers themselves feel a need to get support from a coach.

Whether its on-boarding in a new role, turning around performance issues, taking on a major new change project or managing more effectively day to day, my experience is that a coaching engagement will be most successful if careful attention is paid to a number of important points:

What does the coachee want to achieve? How motivated is he/she?

Commitment from the coachee is necessary for the coaching to be beneficial. Invariably, the coachee needs to adjust something about their leadership style to get different results - this means changing habits that may have been rewarded and worked well in the past, but now need to be changed or supplemented with new tactics. If the coachee is not motivated to improve or change, for any reason, they are unlikely to benefit from coaching.

Alignment with purpose:

My approach is to work with the coachee to discover the critical issues they are facing in their work and why they need to make changes. I also try to understand the core life purpose that motivates the coachee. Coaching works best if the coachee can see that the process is helping them to address issues that they face, and better align their work tactics with their core life purpose.

Coach loyalty:

As a coach, I need to provide unambiguous and un-conflicted loyalty and commitment to the success of the coachee. Conflicted loyalty, such as pursuing a hidden agenda on behalf of the client�s organisation compromises confidence between the coach and coachee and limits the likelihood of success. Discretion and respect for the dignity of the coachee are integral to my coaching relationships.

Interpersonal chemistry:

Differences in personal style can help or seriously hinder the building of a trusting and constructive coach/coachee relationship. I like to make sure this aspect is working early in the coaching relationship and to monitor how our relationship is working during the coaching engagement. If the coaching relationship fails to gel, then the needs of the coachee prevail and I suggest that we find someone else to work with the coachee.

Is the coachee open to feedback and willing to learn?

I encourage the coaching candidate to think flexibly regarding their situation. By learning new tactics to deal with the challenges they face � they can change the results they achieve. The adage �change your tactics if you wish to achieve different results� is particularly true in leadership behaviour.

Are the coachee�s goals moderately challenging and realistic?

The change being sought, and the extent to which the coachee is committed, must be realistic and within the potential capability of the coachee. This is not to suggest that the goals to be achieved shouldn�t be challenging - but if they are out of reach of an executive whose skills and competencies are misaligned with the role�s requirements, then success in coaching is less likely. I try to agree at the outset with the coachee on the goals they wish to achieve so we can see when we succeed.

How broadly is success defined?

Coaching towards a prescribed outcome might seem rational from the employing organisation�s point of view, but the goal of coaching should be to get the best outcome for the coachee; in the long run, this is in the interests of all concerned. In some circumstances, such as where a coachee has taken a role to which they are not suited, the best outcome might be the coachee deciding to take another role or join another organisation. In others it might mean changing career trajectory within the organisation or moving to a different role. Whatever the outcome, finding the solution that most closely fits the coachee�s core purpose in life is my goal.

Introducing High Learning Agility Profiles: A Guide for Coaching and Development

Hilary Sayers — 2010-06-21T17:47:21-07:00

One of the key characteristics of successful people at any level and any age is learning agility � the ability to learn the right lessons from experience and apply them in new situations. Identifying your most learning agile people will reveal those who have the potential to move through the ranks, deal effectively with complex and significant challenges and lead your organisation in new directions.

Choices� Architect is a validated measure of learning agility used in succession planning to validate perceptions of an individual�s potential. This is important because senior leaders often equate performance and potential, but studies show only one-third of high-performing employees are also high in potential. Choices� Architect also contains development resources to help individuals unlock their potential to perform in current or future roles.

A question we have often been asked is �Are learning agile people generally alike or are there several different types?� Now, we can answer with confidence. A global study by Lominger of highly learning agile people (scoring above the 67th percentile) has revealed seven distinct patterns account for a significant portion of the sample. These patterns have been compiled in a coaching and development guide called High Learning Agility Profiles�. Individuals can use this innovative guide to identify the best ways to use their strengths and find opportunities for their development.

Ensure your organisation gets the full benefit of your competency model.

Reg Smith — 2010-06-17T18:32:43-07:00

Competency models - part three of a three part series.
Following the initial creation and introduction of a competency model, it is important have a strategy to deliver its benefits within your organisation. To do so the model needs to permeate the way managers think about managing their people, and the way staff think about their own development. Here are some examples of how this can be done:

Hold regular briefing sessions to educate people in the use of �common language� of the competency model. The aim is to embed competency consciousness, so that managers get into the habit of using competencies to be more specific in giving their staff performance feedback. Similarly, staff can review their own performance and use the competency language to seek feedback from key stakeholders, and to think about broadening their competency bandwidth to be more effective. Getting a consistent language used across a business is arguably one of the most crucial factors in getting people to really engage with the competency model in a sustainable way.

Encourage hiring managers to learn and use the competency model to identify the critical competencies that differentiate high performers - this will lead to better hiring decisions.

Retain flexibility around your competency model - even though after the effort taken to create it you might feel like inscribing it on a tablet of stone! As your business environment changes you may want to update it to reflect new challenges. Also, while your core set of competencies might reflect important values and need to be common across all areas of the organisation, you may find it beneficial to give managers and staff the ability to add competencies that are applicable in their situation.

What's the best way to introduce a competency model?

Hilary Sayers — 2010-05-16T19:35:02-07:00

Competency models - part two of a three part series
Once an organisation has created a competency model, the next step is to introduce it to people across the business. The purpose of the model and the extent to which it will be integrated into people processes and systems must be carefully explained. People also need to know how they will be expected to use it and what resources are available to them.

The organisation�s goal may simply be to focus on critical competencies that will deliver desired business outcomes. In this case, a sound framework for assessing and developing people in those competencies should be established when the competency model is launched.

If there is a broader agenda to use competencies for decision-making in selection, succession planning and talent management systems, it is best to start with the end in mind. This way, the building blocks can be put in place over time to help people integrate them into their work routine. There is a greater chance of success if it is offered in digestible chunks and people see the competency model as a vehicle to achieve their objectives rather than another HR requirement that has to be complied with.

Getting buy-in is critical because a competency model will only deliver value if managers take ownership of it and apply it in managing performance and developing their people. Winning support is easier initially with stakeholders who have had input in the planning stage or participated in discussion groups. Ultimately, though, practicality, relevance and easy of use are essential for interest and sustained use of the competency model.

It is widely known that adults are experiential learners, in other words they learn by doing. HR practitioners can use this to advantage by providing sufficient �how to� advice and supporting the introduction of the competency model with straightforward tools and resources.

The Executive Roundtable

Reg Smith — 2010-05-12T17:10:50-07:00

A Unique Executive Development Option
Senior leaders often face significant challenges that require rapid acquisition of new leadership skills and tactics. Typically, strategic challenges are faced not by single executives but by the whole team and resolution depends on coordinated leadership action.

LDN�s two-day Executive Roundtable provides a unique approach to working with senior teams in focusing the development of their leadership skills by drawing upon LDN�s extensive experience in addressing the strategic business challenges and capability issues facing the team.

Preparation involves a brief individual discussion between each team member and an LDN consultant to identify key issues, challenges and priorities. The Executive Roundtable often begins by the team clarifying and confirming their strategic intent. The critical deliverables required and the challenges faced to fulfill their strategic intent are identified. The team then agrees upon the leadership capabilities that will have the greatest impact on their strategic success.

LDN facilitators help the team to identify gaps in the range of leadership skills and tactics that the team would typically use to execute their strategy; practical discussion focuses on the tactics and leadership skills most likely to result in success. Each executive determines interactively with other team members where they are best equipped to contribute to success and the skills they need to pay most attention to developing.

Key benefits

Development is focused on the capabilities that will have greatest impact.

The complementary strengths of executive team members are deployed optimally
for team success.

Team members are highly motivated to address their own capability gaps.

Capability development occurs in real time for maximum business benefit; it is not an 'one-off' isolated event.

The Executive Roundtable does not depend on proprietary models or tools - it can be adapted to your organization�s leadership framework and language.

Strategic focus and cohesion of the executive team is enhanced.

Lominger Founders receive ASTD Lifetime Achievement Award

Stephanie Darby — 2010-04-21T17:04:52-07:00

We are proud to announce Bob Eichinger and Michael Lombardo, creators of the Leadership Architect� and founders of Lominger International, are this year�s recipients of the Lifetime Achievement in Workplace Learning and Performance Award by ASTD (American Society for Training & Development). They were awarded for their roles as pioneers in competency-based leadership development and as creators of the research-based, practical tools that have impacted the performance of companies worldwide. Bob and Mike truly deserve this award - we always knew they were �original thinkers� and they backed their ideas with solid scientific research.

This award was first presented in 1998 to Peter Drucker and most recently to Chris Argyris, Edgar Schein, Warren Bennis, Ed Lawler, Henry Mintzberg, Don Kirkpatrick, Howard Gardner, Christopher Handy, David Ulrich, Noel Tichy, and John Kotter. The ASTD is the world�s largest professional association dedicated to the training and development field.

Three steps for dealing with blindspots

Hilary Sayers — 2010-04-14T18:59:34-07:00

One of the most important foundations of a successful career is knowing yourself and fully understanding your strengths and limitations � yet research tells us that self-assessment doesn�t usually correlate with performance and many managers are too busy to give adequate time and attention to your development.

There is immense value in knowing how others see you compared to how you see yourself. Hearing the good news about your strengths is one thing - getting the bad news about your failings is another! However, knowing and understanding your weaknesses is critical. The danger lies in what you don�t know - discovering your blind spots can significantly increase your self-knowledge where it is needed most.

The first step is to seek out feedback. Other people are an invaluable resource when discovering your blind spots as they can give an accurate observation of you and how your behavior affects them personally. Ask a few people who know you well and see you in different settings for their input. Consider initiating a 360-degree survey, it is confidential and anonymous so you can invite your raters to respond honestly and constructively. If there are any blind spots in your self-assessment your report will reveal them.

The second step is to get really clear on what is important for success in your current job and the next stage in your work or career. Analyse your feedback - perhaps, a strength you have relied upon is no longer central to your job. Look for any weaknesses that may not have mattered up to now, but will become important in the future.

Finally, find a friend, coach or mentor to help you navigate through the growth process as you develop your capability - another perspective will keep you from operating on �autopilot� and add insight to your personal learning.

What's the best way to create a competency model?

Hilary Sayers — 2010-04-14T18:58:48-07:00

Competency models - part one of a three part series

Some people like the idea of creating a competency model from scratch so that it is totally relevant to their organisation. This makes a lot of sense as internal stakeholders can decide which skills and behaviours are important for the organisation�s success. There are some drawbacks, however, as it is a time-consuming process that requires extensive interviewing, observation and discussion.

An alternative to creating a competency model in-house is to buy a pre-existing library of competencies and build a model from those. Whilst an upfront investment is needed, less time will be required and it may be more cost effective in the long run than conducting extensive internal consultation.

If the library of competencies is comprehensive and grounded in research, internal stakeholders can be confident of a valid competency model adjusted to the needs of their business. There is added advantage if the competencies link to other tools and resources - as the language the organisation embraces to describe effective behaviour will be consistent across other HR systems. This begs the question - what is the intended purpose of the competency model?' Do you want a select group of competencies against which to develop leaders? Or, do you want a broader framework aligned to different levels that you can use for selection, succession and career planning? If your competency model will form the basis for a broader framework, then access to tools supporting a pre-existing model could be an advantage.

Tips for effective 360-degree surveys

Vivian Papas — 2009-09-10T19:20:58-07:00

LDN has been running 360-degree surveys since 1996 and have run hundreds of programs for thousands of participants. Our experience with show us that managing certain steps � that look so obvious they�re often overlooked � can make a big difference. These are:

1. Communicate with the whole workgroup

It can�t be emphasised enough how important it is to communicate with everyone. Whether the briefing is group face-to-face; dial-up or teleconference, unless key questions are surfaced, they may impact adversely on the survey process.

In one organisation comments pages went from average 3 to 10 after group phone briefings were introduced

Raters try to be more accurate when giving their ratings

2. Emphasise Confidentiality and Development

This process is not about assessment � it is about assisting personal growth and development, albeit for good business reasons.

open and transparent conversations about concerns which otherwise may remain unstated

more accurate feedback from self and raters on performance

building a culture of development

3. Act on Development

Global research on organisational climate surveys show that asking employees what they think, and then NOT acting on the results, has a very negative impact on morale.

Learners have different experiences of other 360-degree survey processes. Prior 360�s might have been linked to performance, they might have been just �token� activities, or more typically, nothing has followed them. It is important your business is ready to pick up on the learnings from the 360-degree survey process, both individually and collectively.

highly satisfied and motivated learners, resulting in better business outcomes

group results that allow for more strategic HR/OD

enthusiasm across business units to undertake the same process

4. Ensure your learners are supported

While development post a 360-degree survey is the responsibility of the individual, we have found there are certain techniques to assist the mangers to engage with this process, and to support it in a way that sustains development.