The 363 for Leaders is a new kind of 360 that combines the best of the 360’s with the simplicity and power of Disc. It is one of the best tools for obtaining constructive feedback for leaders, because its main purpose is to identify the personal development needs of the Leader.

Transcript:
Hello, My name is Bill Blake and today I would like to build upon my previous discussions on the Johari Window model, 360 feedback and the importance of constructive feedback in the professional development of Leaders.

Now, I would like to talk with you about a specific application of the feedback concept called Everything DiSC 363 for Leaders; commonly referred to as 363 for Leaders.

First of all – what it is-
363 for Leaders is a multi rater assessment profile designed to give participants constructive feedback on their leadership approaches, It is a new kind of 360 that combines the best of the 360’s with the simplicity and power of DiSC.

The instrument is used to obtain constructive feedback on how the effectiveness of the Leader is perceived, from multiple perspectives in the workplace. Its main purpose is to identify the personal development needs of the Leader – not to measure performance objectives!

How is it different?
First of all the report is easier to understand because it uses visuals, and narration, to explain data. It also answers the “Now What” question – by providing 3 strategies to improve the Leader’s effectiveness. Plus it uses our new Comment Smart technology, so that Raters can give constructive balanced feedback that has more richness, context and depth.

Why do we need it?
Well, I think that we all know that to work together effectively we need to adapt our behavior to suit the needs of others. Sometimes our behavior hurts, and it is often easy to overlook these effects on others. This can lead to blind spots & irritants. Most people are uncomfortable in confronting another’s perceived shortcomings. Even when they do, it can easily be dismissed as a single opinion.

Here are some tips for a successful project:
First of all, the process must be seen as an opportunity for the improvement of performance – it should not be perceived as being an evaluation of performance. Raters should be picked cooperatively by the Leader and his/her Manager Since the report is for developmental purposes, it stands to reason that both the Leader and the Manager must be in agreement on the raters selected. Feedback should be descriptive, and directed at the behavior or action – not the person. And there should be an opportunity for the feedback to include recognition for the leader’s effective performance traits.

This validated leadership model is further explained in the book “The 8 Dimensions of Leadership” (Sugerman, Scullard & Willhelm). The authors of this book maintain that “to be an effective leader you need to know your strengths – but that is only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader.” This book is certainly recommended reading!

This is the Leadership model used:
The 8 leadership approaches are listed around the outer perimeter of the model. Each leadership approach has 3 practices which are shown on the inside of the circle.

For example:
For the Affirming approach the 3 practices include:

• Being approachable
• Acknowledging contributions and
• Creating a positive environment

A 363 for Leaders® Report may be generated:
Using a leader and his/her manager; or it may include the manager plus other raters, such as direct reports, peers, or others. Because the confidentiality of the responders is important, at least 2 people must be chosen from each group – other than the Leader and Manager, of course.

The assessment process goes much like this:

• Leaders complete an Everything DiSC personality assessment, plus a 72 leadership behavioral statements survey
• Raters are also asked to rate how often the Leader uses the same 72 behavioral statements – so that the results can be compared.
• Raters are then given an additionnal 24 leadership behaviors and asked how often they would like to see these behaviors used by the leader
• Raters can select pre-written comments to be provided to the leader.
• Because CommentSmart Technology is used, negative comments are controlled

The final Report is a 22+ page report all about the leader, to provide an accurate picture of the Leader in the interpersonal realm of leadership. It contains:

• Intuitive easy-to-read visuals
• Rich cuts of data & feedback breakdowns
• Comprehensive listing of rater comments
• 3 Strategies for improved effectiveness
• Plus, an optional Coaching Supplement is also available

The major advantages of the 363 for leaders include:

• It combines the best of 360’s with the simplicity of a validated and authoritative DiSC Leadership Model
• It answers the “Now What” question with 3 strategies for improving leadership effectiveness
• “CommentSmart” technology ensures that the feedback given will be constructive
• And the end result is a 360 experience that is more productive and satisfying

And so, thanks for watching our brief video. And remember, if you would like further information on Everything DiSC 363 for Leaders please give me a call at 1-800-842-5857.
All the best in your Leadership journey.

In this video we explore the 360 degree Feedback model – it’s characteristics, what it is, and what it is not, a model for implementation, and 360 Degree Feedback’s main advantages.

Video Transcript:

Hello, My name is Bill Blake and today I would like to talk with you about something that can be often controversial – that is, giving feedback to Leaders and the use of 360 Degree Feedback.
And yet in an article published in “Smartbrief on Leadership” Mike Myatt makes the point that the training of Leaders should be scrapped in favor of development. He said, “You don’t train leaders you develop them – a subtle yet important difference lost on many.” He went on to argue: “Don’t train leaders, coach them, mentor them, discipline them and develop them, but please don’t attempt to train them.” And he concluded his article with “If what you desire is a robotic, static thinker – train them. If you’re seeking innovative critical thinkers – develop them.”

All of which underlies the critical importance of feedback for leaders. These people are often isolated to the point where information necessary for skill development, and improvement, is not readily available. Colleagues, team members , and direct reports just do not normally divulge this information. On the other hand to achieve the greatest level of success, constructive feedback is necessary. But the feedback must be constructive – it must be related to the improvement of performance.

Which brings us to 360 degree feedback – what it is and what it is not. It is: A process in which Leaders receive confidential, anonymous, feedback from the people who work around, or for the Leader. Participants provide anonymous online feedback concerning a broad range of workplace competencies. The Leader also fills out a self rating survey, including the same items as the other raters – so the results can be easily compared.

The participants in a normal 360 Degree Survey, of course, include the Leader – only one of them per project. And the Leader’s Manager –again usually only one per project. Then there are the Leader’s Direct Reports. There can be as many of these individuals as the project warrants – but there must be at least 2 to protect the anonymity of the respondents. Similarly, the Leader’s peers constitute another group – and again there must be at least 2. The last group is called Others and can constitute any other individuals who should participate. Again there must be a minimum of two for anonymity reasons. The final report will identify the groups – not the individuals.

The Feedback Process normally followed is:

• First of all the decision to proceed. In this process all the decision makers should be involved
• The next step is to choose the Raters. In the best case scenario the Raters should be chosen cooperatively by the Leader and his/her Manager
• Then the Raters should be briefed on the process. Sometimes the reason the project gets bogged down is that the Raters do not understand what they are doing and/or the reason for the exercise
• The surveys are normally completed online, and the results are published in a printed report provided to the Leader & his/her Manager
• These reports should then be discussed by the Leader and his/her Manager – often in the presence of a coach/advisor
• Then follows the action planning stage where follow-up tasks are identified and action plans drawn up. This should be accompanied by follow-up sessions and/or ongoing coaching
  Subsequently the process can be repeated

A question often asked is “What does a 360 Degree Feedback survey measure? Some of the things it will measure are behaviors and competencies. It can address various skills – such as cooperation, listening, recognition and goal setting. It can also focus on subjective areas such as teamwork, relationship building, and leadership effectiveness. Bottom line – the 360 assessment provides feedback on how the Raters perceive the Leader.

But equally important is what the 360 Degree Feedback exercise is not! 360 Feedback should never be used as a performance appraisal too. Performance appraisal is about measuring job performance.
360 Feedback is about professional developmental. 360 Feedback is also not a way to measure performance objectives, and it should never be used to determine whether a person is meeting the requirements of the job, or to measure objective things such as attendance, quotas, or technical skills. That is the Manager’s job.

Some of the main advantages in using a 360 feedback survey include:

• When done properly it is a highly effective tool for a Leader’s professional development
• Part of the reason is that Co-workers can provide anonymous feedback to a co-worker, that they might feel uncomfortable giving otherwise. This avoids the situation where Leaders can be judged on perceptions they are not even aware of.
• For the Leader, they have the advantage of obtaining feedback that will enable them to adjust behaviors and develop skills that can lead to performance excellence.

Simply put – To reach their potential Leaders require this feedback

And so! Thanks for watching our short video
And remember, if you would like further information on 360 feedback for leaders, please visit our Website!

Good Luck on your journey

Ken Blanchard describes “feedback” as the “Breakfast of Champions”.

It is almost impossible to reach your true potential without a coach or mentor to provide the feedback necessary to make the course corrections that will ensure your success.

A leader, today, is often isolated to the point where information, necessary for skill improvement, is not readily available. To find the greatest level of success, whether in sports or working with people in an organization, feedback can serve as motivation for success. When one receives feedback, they decide how they will apply it to their job. For the greatest success, any leaders should learn how to accept any kind of feedback, analyze it in a positive manner, and use it for further improvement.

Normal feedback, such as workplace performance appraisals comes from just one source. A more reliable way is through a multi-source (or 360°) assessment tool that gathers and reports feedback from many sources. It is also the most effective method available for giving people information about different areas of their workplace performance that are hard to measure.

To reach their performance potential people need feedback on how they are doing. Feedback can also be used in developmental programs to assess the impact of the programs and is most effective in coaching and mentoring. It is also an ideal way to determine the extent to which the training has resulted in the desired behavioral change.

This site outlines the characteristcs and uses of 363 for Leaders™ – a feedback instrument we feel is the best in it’s field.