Tag Archives: research

A Partner’s view – our 360 leadership development product

We asked Bob Hughes, Chairman, The Forton Group, about his experiences of working with our 360 leadership development product.

How has the support you”ve had during your time working with my360plus been?

Bob HughesBob: The support is one of the many strong points about our relationship. You’ve been very quick to respond at all sorts of hours of the day and night and weekend. When things have gone wrong you’ve been very quick to move to fix them. I’ve felt very well supported.

What separates my360plus from their competitors in terms of the product?

Bob: “Two main things: The first is the research behind the tool. That doesn’t necessarily make it unique as there is lots of research behind many tools out there, however, that narrows the field down to a handful of organisations I want to work with.

The second thing for me is the design quality of the product. By that I mean two things: the first is the quality of the questions that are asked to get to the competencies in a way that means that people not familiar with the competencies will still give more accurate answers because the questions have been crafted so well.

The second aspect in terms of design is the look and feel of the product, the online version of it, the ability to see things online and work with it online. Also the on-going support people get and the ability to have their goals monitored and championed by their reviewers is a real USP.”

How do you think this product applies to smaller one-on-one situations in comparison to the larger role out situations?

Bob: “Either work well. We work with these people one on one after we’ve done the group exercises but it enables the organisation to be able to look at trends across an organisation and therefore make the right interventions to develop the right competencies that a) the organisation needs and b) it doesn’t have a lot of.

From an organisational point of view it’s very useful and from an individual level it gives them the opportunity to develop themselves and gives the coach some real ammunition to work with when they start the coaching sessions.”

Do you think someone could use my360plus as a standalone product without a consultant?

Bob: “I don’t see why not. We all get a bit precious about our skills sometimes and I think we’re working with leaders that are intelligent. If it gives them some insight themselves that’s fine. I know that they’ll get even more benefit from it if they combined it with coaching but I know we’d be arrogant to say we’re the only people who have the answers.

What that will do is open their minds to the value of feedback and that will open their minds to the value of coaching.”

What value does the 360 feedback product add to the consultant?

Bob: “It gives added focus. I’ve been happy to coach people with/without an 360 degree assessment tool. What it does give you is a good and useful starting point for conversations.”

Is this part of your current offer?

Bob: “Yes. Many organisations understand the value of 360 degree assessments and they like the tangible nature of it.  It genuinely does add value to the whole process of development centres and development opportunities because of that focus and because of the background research on where leadership can improve.”

What could be changed about the process of taking a my360plus survey?

Bob: “We’ve had no complaints whatsoever!”

forton logoThe Forton Group are a my360plus Partner.  They have worked with us with a number of their clients including a deployment to over 30 countries on 4 continents.

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Banking Leadership – Schroder framework recommended by the Walker review

With the recent LIBOR scandal currently in the news, once again the spotlight is on the quality of leadership in Banking and the Financial Services Industry in general.

In 2009 the UK Government commissioned a review of leadership and corporate governance of the Banks. The report by David Walker made a number of useful recommendations, including, in Annex 4 on the Psychological and behavioural elements in board performance.
In this section it states in its findings:

Leadership behaviour is considerably more predictive of success in complex roles so should be given more weight over industry experience in the decision-making process. The assessment report should be used not just as a decision-making tool for selection, but also as a key part of building an induction and gap management plan to integrate new members and reduce the risks inherent in groups that work together for long periods.

It then goes on to list the well-researched and validated Schroder framework as a recommend leadership model suited to complex and volatile leadership challenges

We couldn’t agree more, which is why my360plus is based on the very same model.

You can download a full copy of the Walker review from the HM Treasury website. You can find the relevant section from page 139 onwards.

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Is your 360 framework robust? The Schroder Framework

Or Is it measuring what you want it to measure?

We come across literally hundreds of ‘competency’ frameworks used within organisations. While some are great, many are not. Most have little or no rigour behind them.

Many describe a mix of outcomes, values and outlooks as well as behaviours. All of these jumbled together make it hard to work out what the messages are for the individual or organisation, or what action to take. Making strategic decisions based on flakey data is a costly business…

The underlying framework used in my360plus is the respected and validated Schroder model, which describes objective behaviours that have been shown to lead to superior performance.

As well as having literally decades of research and testing behind it, the model has stood the test of time, across business sectors, geographies and cultures.

The Schroder framework objectively measures behaviour, ie what people actually say and do as opposed to ‘outcomes’ which often pepper frameworks. The problem with outcomes (eg ‘meets or exceeds targets’ or ‘builds strong teams’ ) is that knowing you met or did not meet the expected outcome is interesting, but gives you no insight into HOW you delivered that outcome and therefore how to replicate it, transfer the skills to other tasks or help others to do the same. Measuring behaviour allows you to understand what you do now AND what you should do if you want to develop your performance.

The Schroder framework also expresses tightly-defined negative manifestation of the behaviours. This is behaviour which actively erodes value. Crucially, my360plus measures and reports both positive and negative behaviours simultaneously so that complex ratings (such as a ‘strength with some limiting behaviour’) can be reported and explained, together with appropriate coaching advice.

We can, and do, modify behaviour and cluster names, and behaviour descriptors to reflect corporate language and other requirements where necessary. This is always done my our experienced consulting team and cross checked to ensure question validity is maintained and that we are in fact still testing for the underlying, validated behaviour.

Practical benchmarking and use of the Schroder framework over four decades has shown that no one has strengths in all areas. (It could even be argued that no single leader needs strengths in all areas.) However, as a leader deals with increasingly complex and dynamic business challenges, they develop (ie strengthen) their profile. The keys to success are to:

  • understand your profile – really understand what it is telling you about how you work and interact with others
  • stop any negative behaviour immediately
  • work on developing behavioural strengths that are important to your role
  • work with colleagues with complementary strengths.

For more information on the Schroder framework contact us at info@my360plus.com.

 

 

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