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360 Survey Questions for Managers: Unlocking Leadership Potential Through Feedback
Author: Dr. Eleanor Vance, PhD, Organizational Psychologist & Leadership Development Consultant
Publisher: Leadership Insights Publishing, a leading publisher of resources for leadership development and organizational effectiveness.
Editor: Mark Olsen, MA, Experienced Editor specializing in business and management literature.
Introduction:
The effectiveness of any organization hinges on the quality of its leadership. Understanding a manager's strengths and weaknesses is crucial for fostering growth, improving team performance, and building a thriving work environment. This is where the power of "360 survey questions for managers" comes into play. These multi-source feedback instruments provide a comprehensive, holistic view of a manager's performance, offering insights that self-assessments alone cannot provide. This article delves into the importance of 360 survey questions for managers, exploring best practices, practical examples, and addressing common challenges.
H1: The Value of 360 Survey Questions for Managers
The traditional performance review, often limited to a manager's self-assessment and a single supervisor's perspective, often lacks the depth needed for true development. 360 survey questions for managers, however, gather feedback from a wider range of sources, including peers, subordinates, and even clients or customers. This provides a more balanced and accurate picture, highlighting blind spots and areas for improvement that might otherwise remain hidden.
I recall a case study involving a highly technical project manager, Sarah. While technically brilliant, Sarah's team consistently reported feeling unheard and undervalued. Her self-assessment highlighted her technical achievements but failed to address the interpersonal challenges affecting team morale. Implementing 360 survey questions for managers revealed these blind spots, showing her communication style as a significant area for development. This feedback, gathered through 360 survey questions for managers, enabled Sarah to tailor her leadership approach, leading to a significant improvement in team engagement and project success.
H2: Designing Effective 360 Survey Questions for Managers
Crafting effective 360 survey questions for managers requires careful consideration. Questions should be:
Specific and behavioral: Avoid vague questions; instead, focus on observable behaviors and their impact. For example, instead of "Is your manager supportive?", ask, "How often does your manager actively listen to your concerns and offer practical solutions?"
Balanced: Include both positive and negative aspects of leadership. This provides a comprehensive picture, rather than a skewed perspective.
Actionable: The feedback should offer clear directions for improvement. Questions should encourage respondents to provide specific examples to illustrate their responses.
Anonymous and confidential: This ensures honest and frank feedback, crucial for obtaining accurate insights.
H3: Categories of 360 Survey Questions for Managers
Effective 360 survey questions for managers typically cover several key areas:
Communication: How effectively does the manager communicate goals, expectations, and feedback?
Decision-making: How inclusive and effective is the manager's decision-making process?
Delegation: Does the manager effectively delegate tasks and empower team members?
Performance management: How effectively does the manager provide feedback, coaching, and support?
Teamwork and collaboration: How well does the manager foster a collaborative and supportive team environment?
Accountability: How accountable is the manager for their actions and decisions?
Conflict resolution: How effectively does the manager manage conflicts within the team?
Leadership style: What is the manager's overall leadership style, and how effective is it?
H4: Sample 360 Survey Questions for Managers
Here are a few examples of 360 survey questions for managers, categorized for clarity:
Communication: "On a scale of 1 to 5, how clearly does your manager communicate project goals and expectations?"
Decision-making: "How often does your manager involve you in important decisions that affect your work?"
Delegation: "How effectively does your manager delegate tasks, providing sufficient support and resources?"
Performance management: "How often does your manager provide constructive feedback on your performance?"
Teamwork & Collaboration: "To what extent does your manager foster a collaborative and supportive team environment?"
H5: Analyzing and Interpreting 360 Feedback
Once the data is collected, careful analysis is crucial. Look for patterns and trends across different respondent groups. Focus on both strengths and weaknesses, and avoid focusing solely on negative feedback. The goal is not to judge the manager but to provide constructive feedback for development. Data visualization, such as charts and graphs, can be a helpful tool for presenting the findings effectively.
H6: Implementing Action Plans Based on 360 Survey Questions for Managers
The 360 feedback process shouldn't end with the analysis. The manager should actively participate in developing an action plan based on the feedback received. This plan should include specific, measurable, achievable, relevant, and time-bound (SMART) goals. Regular check-ins and progress reviews are vital for ensuring accountability and tracking progress.
I worked with a sales manager, Mark, whose 360 feedback revealed a tendency to micromanage his team. Through a facilitated discussion, Mark identified the root cause – a lack of trust in his team's capabilities. We developed an action plan that included delegation training, setting clear expectations, and providing more autonomy to team members. The subsequent follow-up 360 survey showed a significant improvement in team morale and productivity, demonstrating the impact of acting upon feedback from 360 survey questions for managers.
H7: Addressing Challenges in Implementing 360 Feedback
Implementing 360 survey questions for managers can face challenges:
Resistance to feedback: Some managers may resist the process, viewing it as a threat. Open communication and clear explanations of the benefits are crucial to address this.
Lack of anonymity: Ensuring anonymity and confidentiality is paramount for obtaining truthful feedback.
Time constraints: The process can be time-consuming, requiring careful planning and execution.
Conclusion:
360 survey questions for managers offer an invaluable tool for leadership development. By providing a comprehensive and multi-faceted view of managerial performance, these surveys facilitate self-awareness, identify areas for improvement, and ultimately enhance leadership effectiveness. While challenges exist, the benefits – improved team performance, increased employee engagement, and a more positive work environment – far outweigh the hurdles. By embracing 360 feedback, organizations can foster a culture of continuous improvement and unlock the full leadership potential of their managers.
FAQs:
1. How often should 360 feedback be conducted? Ideally, annually or bi-annually, depending on organizational needs and individual development goals.
2. Who should participate in a 360 feedback survey? Ideally, a diverse range of individuals who interact with the manager, including direct reports, peers, supervisors, and potentially clients or customers.
3. How can I ensure the anonymity of respondents? Use a secure online platform with robust anonymity features and clear communication about data confidentiality.
4. How do I address negative feedback in a constructive manner? Focus on specific behaviors, avoid making it personal, and create an action plan for improvement.
5. What if a manager is resistant to participating in a 360 review? Address their concerns directly, emphasizing the developmental benefits and the organization's commitment to leadership growth.
6. How can I ensure the validity and reliability of the 360 feedback data? Use validated survey instruments and establish clear procedures for data collection and analysis.
7. What are some common pitfalls to avoid when designing 360 survey questions for managers? Avoid vague questions, leading questions, and questions that are too focused on personality traits rather than behaviors.
8. How can I use 360 feedback to improve team dynamics? Identify areas where team collaboration can be improved and create team-building activities to address these challenges.
9. What software or platforms are available for conducting 360-degree feedback surveys? Several platforms offer online 360-degree feedback surveys, including SurveyMonkey, Qualtrics, and Culture Amp.
Related Articles:
1. "Developing Action Plans from 360 Feedback": This article guides managers on how to translate 360 feedback into actionable steps for improvement.
2. "Overcoming Resistance to 360 Feedback": Strategies for addressing manager resistance and building buy-in for the process.
3. "The Best 360 Survey Questions for Leadership Development": Focuses on questions specifically designed to identify leadership strengths and weaknesses.
4. "Analyzing 360 Feedback Data: A Practical Guide": A step-by-step approach to analyzing and interpreting 360 feedback data.
5. "Using 360 Feedback to Improve Communication Skills": A targeted approach to using 360 feedback to improve managerial communication.
6. "360 Feedback for High-Potential Managers": Tailored 360 feedback strategies for managers identified as high-potential candidates.
7. "The Role of Coaching in 360 Feedback Implementation": Discusses the importance of coaching in supporting managers through the 360 feedback process.
8. "Measuring the ROI of 360 Feedback": Methods for quantifying the return on investment of 360-degree feedback programs.
9. "Benchmarking 360 Feedback Results": Comparing feedback data with industry benchmarks to identify areas for improvement.
| 360 survey questions for managers: Nine Lies About Work Marcus Buckingham, Ashley Goodall, 2019-04-02 Forget what you know about the world of work You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. As strengths guru and bestselling author Marcus Buckingham and Cisco Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, there are some big lies--distortions, faulty assumptions, wrong thinking--that we encounter every time we show up for work. Nine lies, to be exact. They cause dysfunction and frustration, ultimately resulting in workplaces that are a pale shadow of what they could be. But there are those who can get past the lies and discover what's real. These freethinking leaders recognize the power and beauty of our individual uniqueness. They know that emergent patterns are more valuable than received wisdom and that evidence is more powerful than dogma. With engaging stories and incisive analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately: that it is the strength and cohesiveness of your team, not your company's culture, that matter most; that we should focus less on top-down planning and more on giving our people reliable, real-time intelligence; that rather than trying to align people's goals we should strive to align people's sense of purpose and meaning; that people don't want constant feedback, they want helpful attention. This is the real world of work, as it is and as it should be. Nine Lies About Work reveals the few core truths that will help you show just how good you are to those who truly rely on you. |
| 360 survey questions for managers: The Art and Science of 360 Degree Feedback Richard Lepsinger, Anntoinette D. Lucia, 2009-01-12 More and more organizations are using 360-degree feedback to provide an opportunity to talk about key changes. This second edition of the best-selling book includes research and information that more accurately reflects who is using 360-degree feedback and where and how it is being used. In addition, the authors incorporate information about the impact of advances in technology and the more global and virtual work environment. This new edition includes case examples, tips, and pointers on preparing 360-degree feedback and information on how to implement it. |
| 360 survey questions for managers: Leveraging the Impact of 360-degree Feedback John W. Fleenor, Sylvestor Taylor, Craig Chappelow, 2008-03-31 Leveraging the Impact of 360-Degree Feedback is a hands-on guide for implementing and maintaining effective 360-degree feedback as part of learning and development initiatives. Written for professionals who work inside organizations and for consultants working with clients, the book draws on a proven ten-step program and lessons learned over the past twenty years of research and practice. The authors present step-by-step suggestions for the successful implementation of 360-degree feedback as well as a collection of best practices that the Center for Creative Leadership has observed and tested with their broad base of clients. |
| 360 survey questions for managers: The Extraordinary Leader: Turning Good Managers into Great Leaders John H. Zenger, Joseph Folkman, 2009-06-07 People can learn how to lead. This was the position John H. Zenger and Joseph R.Folkman took when they wrote their now-classicleadership book The Extraordinary Leader—and it’sa fact they reinforce in this new, completely updatededition of their bestseller. When it was first published, The ExtraordinaryLeader immediately attracted a wide audience ofaspiring leaders drawn to its unique feature: theextensive use of scientific studies and hard data,which served to demystify the concept of leadershipand get readers thinking about the subject ina pragmatic way. Now, Zenger and Folkman revisit the subject to addressleaders’ most pressing concerns today. Theresult is an up-to-date, essential leadership guidefor the twenty-first century that includes: Late-breaking research on the psychologyof leadership New information on leading in a globalenvironment A breakthrough case study on measuringimproved leadership behavior Studies revealing the importance offollow-through The Extraordinary Leader is a remarkable combinationof expert insight and extensive research.The authors analyzed more than 200,000 assessmentsdescribing 20,000 managers—by far themost expansive research ever conducted for a leadershipbook. Zenger and Folkman have created the leadershipbook of the ages. The Extraordinary Leader explainshow to build leadership skills that will take you andyour organization to unimagined success. |
| 360 survey questions for managers: One Page Talent Management, with a New Introduction Marc Effron, Miriam Ort, 2018-07-17 A radical approach to growing high-quality talent--fast You know that winning in today's marketplace requires top-quality talent. You also know what it takes to build that talent--and you spend significant financial and human resources to make it happen. Yet somehow, your company's beautifully designed and well-benchmarked processes don't translate into the bottom-line talent depth you need. Why? Talent management experts Marc Effron and Miriam Ort argue that companies unwittingly add layers of complexity to their talent-building models--without evaluating whether those components add any value to the overall process. Consequently, simple activities like setting employee performance goals become multipage, headache-inducing time wasters that turn managers off and fail to improve results. Effron and Ort introduce a simple, powerful, scientifically proven approach to increase your ability to develop better leaders faster: One Page Talent Management (OPTM). Using the straightforward, easy-to-follow process described in this book, you will eliminate frustrating complexity, focus only on those components that add real value, and build transparency and accountability into every practice. Based on extensive research and experience in companies such as Avon Products, Bank of America, and Philips, One Page Talent Management shows you how to: Quickly identify high-potential talent without complex assessments Increase the number of ready now successors for key roles Generate 360-degree feedback that accelerates change in the most critical behaviors Significantly reduce the time required for managers to implement talent-building processes Do away with complexity and bureaucracy--and develop the high-quality talent you need, right now. |
| 360 survey questions for managers: Handbook of Strategic 360 Feedback Allan H. Church, David W. Bracken, John W. Fleenor, Dale S. Rose, 2019-04-10 This volume is the definitive work on strategic 360 feedback, an approach to performance management that is characterized by: (1) having content derived from the organization's strategy and values; (2) creating data that is sufficiently reliable and valid to be used for decision making; (3) integration with talent management and development systems; and (4) being inclusive of all candidates for assessment. Featuring 30 chapters from leading practitioners in the field, the volume is organized into four major sections: 360 for Decision Making; 360 for Development, Methodology, and Measurement; Organizational Applications; and Critical and Emerging Topics. It presents viewpoints from researchers, scientists, practitioners, and consultants on best practices in the design, implementation, and evaluation of many forms of multirater processes and technologies currently used to support talent management systems. |
| 360 survey questions for managers: 360-degree Feedback Peter Ward, 1997 360-degree appraisal can provide accurate and useful insight into individual employee strengths, weaknesses and scope for development. Ward explains its advantages and offers detailed guidance on implementation. |
| 360 survey questions for managers: Multipliers Liz Wiseman, Greg McKeown, 2010-06-15 Are you a genius or a genius maker? We've all had experience with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the ones around them and always need to be the smartest ones in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, lightbulbs go off over people's heads, ideas flow, and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers. And the world needs more of them, especially now, when leaders are expected to do more with less. In this engaging and highly practical book, leadership expert Liz Wiseman and management consultant Greg McKeown explore these two leadership styles, persuasively showing how Multipliers can have a resoundingly positive and profitable effect on organizations—getting more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation. In analyzing data from more than 150 leaders, Wiseman and McKeown have identified five disciplines that distinguish Multipliers from Diminishers. These five disciplines are not based on innate talent; indeed, they are skills and practices that everyone can learn to use—even lifelong and recalcitrant Diminishers. Lively, real-world case studies and practical tips and techniques bring to life each of these principles, showing you how to become a Multiplier too, whether you are a new or an experienced manager. Just imagine what you could accomplish if you could harness all the energy and intelligence around you. Multipliers will show you how. |
| 360 survey questions for managers: The Cambridge Handbook of Instructional Feedback Anastasiya A. Lipnevich, Jeffrey K. Smith, 2018-11-15 This book brings together leading scholars from around the world to provide their most influential thinking on instructional feedback. The chapters range from academic, in-depth reviews of the research on instructional feedback to a case study on how feedback altered the life-course of one author. Furthermore, it features critical subject areas - including mathematics, science, music, and even animal training - and focuses on working at various developmental levels of learners. The affective, non-cognitive aspects of feedback are also targeted; such as how learners react emotionally to receiving feedback. The exploration of the theoretical underpinnings of how feedback changes the course of instruction leads to practical advice on how to give such feedback effectively in a variety of diverse contexts. Anyone interested in researching instructional feedback, or providing it in their class or course, will discover why, when, and where instructional feedback is effective and how best to provide it. |
| 360 survey questions for managers: How to Be Good at Performance Appraisals Dick Grote, 2011-07-05 Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task. |
| 360 survey questions for managers: The Employee Experience Tracy Maylett, Matthew Wride, 2017-01-10 Ever notice how companies with the best service also have the happiest employees? That’s no accident. Do you want to build a strong, successful organization? Start by ignoring your customers. Really. Instead, focus first on creating a better employee experience, or EX. Your employees interact with customers, make them smile, and carry your brand message from the warehouse to the front lines. If your employees are having a great experience, so will your customers. In The Employee Experience, employee engagement pioneers Tracy Maylett and Matthew Wride reveal the secrets not only to attracting and retaining top talent, but to building a deeply engaged workforce—the foundation of organizational success. With deep insights into the dynamics of trust and mutual expectations, this book shows that before you can deliver a transcendent customer experience (CX), you must first build a superlative EX. With real-world examples and more than 24 million employee survey responses, Maylett and Wride reveal a clear, consistent pattern among the world’s most successful organizations. By establishing a clear set of expectations and promises—collectively known as the Contract—and upholding it consistently, employers can build the trust that leads to powerful engagement. Whether in business, healthcare, education, sports, or nonprofit, these organizations are consistently more successful and more profitable, enjoy sustainable growth, and win the battle to keep today’s rarest resource: talented people. Blending rigorous research, detailed case studies, in-depth interviews and expert insights, The Employee Experience will teach you to: Make the employee experience a core part of your strategy Understand employee expectations and bridge the “Expectation Gap” Establish rock-solid Brand, Transactional, and Psychological Contracts that breed trust and confidence Build an employee-employer partnership in creating something extraordinary Turn employee engagement into fuel for customer satisfaction, profit, and growth Attracting talent, retaining top performers, and creating an environment in which employees choose to engage drives results. The Employee Experience shows you where truly extraordinary organizations begin...and how to build one. TRACY MAYLETT, Ed.D, SPHR, SHRM-SCP, is the CEO of DecisionWise, where he currently advises leaders across the globe in leadership, change, and employee engagement. Maylett holds a doctorate from Pepperdine University and an MBA from BYU. He is a recognized author, and teaches in the Marriott School of Management at Brigham Young University. MATTHEW WRIDE, JD, PHR, is the COO of DecisionWise. With an extensive business background, Wride brings a fresh approach to organization development and leadership consulting. He is passionate about helping leaders create winning employee experiences. Wride holds a JD from Willamette University and a master’s degree from the University of Washington. For over two decades, DecisionWise has advised organizations and leaders in more than seventy countries on leadership, assessment, talent, organization development, and the employee experience. Visit us online at www.decision-wise.com. |
| 360 survey questions for managers: Ask a Manager Alison Green, 2018-05-01 From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together |
| 360 survey questions for managers: The Game of Work Charles A. Coonradt, Lee Nelson, 2007 Since its original printing in 1984, The Game of Work helped thousands of companies and hundreds of thousands of managers and employees experience increased job enjoyment while producing extraordinary results. The Game of Work examines the question of why people work harder at sports and recreation than they do on the job and uses these as metaphors for inspirational leadership strategies. Corporations worldwide have enjoyed the increased productivity, employee satisfaction and motivation, and bottom-line profits by implementing the concepts taught in The Game of Work. As qualified people become increasingly difficult to attract and retain, the implementation of the five principles in this book is the one key factor to improving results, retention, and recruitment. Five principles of The Game of Work: Frequent feedback; Better scorekeeping; Clearly defined goals; Consistent coaching; A higher degree of personal choice. |
| 360 survey questions for managers: Using 360-degree Feedback in Organizations John W. Fleenor, Jeffrey Michael Prince, 1997 Content Description #Includes bibliographical references and indexes. |
| 360 survey questions for managers: The Feedback Imperative Anna Carroll, 2014-07-08 See faster results through everyday feedback. The Feedback Imperative: How to Give Everyday Feedback to Speed Up Your Team’s Success reveals the hidden reasons why giving feedback to employees can be so difficult and yet so urgently needed in today’s workplace, and provides the definitive steps for overcoming feedback avoidance and taking great leaps forward with employee engagement, retention, and performance. Anna Carroll applies her extensive research and expertise in business consulting and psychology to illustrate how brain science, generational trends, our information economy, limiting beliefs, and organizational culture collide in the new workplace, creating a huge gap between the supply and demand of helpful professional feedback. In her “Seven Steps to Everyday Feedback” and sixteen tools for self-assessment and planning, Carroll provides detailed instructions for leaders to execute a feedback turnaround that will quench their team members’ thirst for helpful feedback and build a culture in which employee-to-leader and peer-to-peer feedback are welcome as well. |
| 360 survey questions for managers: 360-degree Assessments Chaitra M. Hardison, Mikhail Zaydman, Oluwatobi A. Oluwatola, Anna Rosefsky Saavedra, Thomas Bush, Heather Peterson, Susan G. Straus, 2015 Report examines the feasibility and advisability of using a 360-degree assessment approach in performance evaluations of U.S. military service members, and explores the role of 360s more broadly, such as for development purposes. |
| 360 survey questions for managers: How to Be Exceptional: Drive Leadership Success By Magnifying Your Strengths John H. Zenger, Joseph Folkman, Robert H. Sherwin, Barbara Steel, 2012-06-07 One of The Globe & Mail's Top 10 Business books of the Year! Rethink Everything You Know About Leadership Strengths A must-read for anyone wanting to positively stand out in an organization or for leaders wanting to raise the overall performance of the organization. -- Cindy Brinkley, Vice President, Global Human Resources, General Motors Zenger Folkman's findings related to companion behaviors is exciting. It enhances what's been presented in prior books and makes extraordinary leadership seem like an achievable goal. I would recommend this book to anyone committed to the journey. -- Pam Mabry, Director, Human Resources, The Boeing Company The authors take the groundbreaking concept of driving leadership effectiveness by building our strengths to a whole new level of practical implementation, providing us with a brilliantly clear road map. I have found this body of work to be absolutely invaluable . . . I cannot imagine a person in a leadership role today who would not find value from reading this book cover to cover. -- Loren M. Starr, Senior Managing Director and Chief Financial Officer, Invesco Ltd. How to Be Exceptional is a milestone in the emerging business case for evidence-based management. Building on two decades of earlier research, the authors brilliantly lay out a simple, concrete, scientifically validated model for achieving consistently superior business results through leadership. . . . Its magic is its simplicity, pragmatism, and focus. -- Eric Severson, Senior Vice President, Talent, Gap Inc. How to Be Exceptional is the best book on professional development I have read in decades. It reinforces the emerging wisdom that the path to greatness is really about building profound strengths, rather than through relentlessly focusing on one’s weaknesses. This is a great road map for any leader seeking to optimize their growth and impact. -- Michael A. Peel, Yale University, Vice President, Human Resources and Administration |
| 360 survey questions for managers: What to Ask the Person in the Mirror Robert S. Kaplan, 2011 Harvard Business School professor and business leader Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. |
| 360 survey questions for managers: Employee Engagement Through Effective Performance Management Edward M Mone, Manuel London, Edward M. Mone, 2018-01-03 This book is a practical guide for managers to increase and support employee engagement through stronger performance management tools and techniques. In this second edition, Edward Mone and Manuel London incorporate new developments in the field, including discussion of issues about the value of challenging goals, annual formal appraisals, forced ranking, and ways to give constructive feedback. The authors expand the traditional notion of performance management to include building trust, creating conditions of empowerment, managing team learning, and maintaining ongoing straightforward communications about performance, all of which are critical to employee engagement. Case studies offer concrete examples, and checklists and surveys supply managers with ways to assess employee engagement as well as directions for increasing engagement. An up-to-date, straightforward guide, this book is appropriate for graduate students in Employee Engagement, Human Resources, and Management Studies, as well as scholars and practitioners in those fields. |
| 360 survey questions for managers: Radical Candor Kim Malone Scott, 2017-03-28 Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success. |
| 360 survey questions for managers: The Making of a Manager Julie Zhuo, 2019-03-19 Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had. |
| 360 survey questions for managers: STRATEGIC MEASUREMENT OF HUMAN RESOURCE MANAGEMENT Dr. Ajay Tyagi, 2017-07-01 This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes. Authors of those introductions face many challenges, such as the need to produce something that is both theoretically sound and practically valuable, or to find a way to integrate discussions on a variety of topics into one comprehensible teaching tool. The author of this book took up those challenges by, on the one hand, closely following the conventions that HRM scholars all over the world adhere to with regards to the demarcation of subfields within the HRM discipline. |
| 360 survey questions for managers: Methods for Testing and Evaluating Survey Questionnaires Stanley Presser, Jennifer M. Rothgeb, Mick P. Couper, Judith T. Lessler, Elizabeth Martin, Jean Martin, Eleanor Singer, 2004-08-16 The definitive resource for survey questionnaire testing and evaluation Over the past two decades, methods for the development, evaluation, and testing of survey questionnaires have undergone radical change. Research has now begun to identify the strengths and weaknesses of various testing and evaluation methods, as well as to estimate the methods’ reliability and validity. Expanding and adding to the research presented at the International Conference on Questionnaire Development, Evaluation and Testing Methods, this title presents the most up-to-date knowledge in this burgeoning field. The only book dedicated to the evaluation and testing of survey questionnaires, this practical reference work brings together the expertise of over fifty leading, international researchers from a broad range of fields. The volume is divided into seven sections: Cognitive interviews Mode of administration Supplements to conventional pretests Special populations Experiments Multi-method applications Statistical modeling Comprehensive and carefully edited, this groundbreaking text offers researchers a solid foundation in the latest developments in testing and evaluating survey questionnaires, as well as a thorough introduction to emerging techniques and technologies. |
| 360 survey questions for managers: Effective Management Teams and Organizational Behavior Henning Bang, Thomas Nesset Midelfart, 2021-02-25 Most contemporary organizations use management teams to manage and coordinate their businesses at all levels of the organizational hierarchy. Management teams typically set overall goals, strategies, and priorities, making vital organizational decisions. They discuss issues, solve problems, offer advice, and ensure various processes and units are aligned and interact efficiently. Although management teams are vital for overall organizational performance, research indicates that they are largely underused and less effective than their potential would suggest for value creation. This book provides a research-based and practical model of the characteristics of effective management teams. It looks in depth at each factor of the model, discusses the supporting research, provides examples of how the factors influence the work and effectiveness of management teams, and shares tips and tools for successfully working with management team development. It provides researchers, academics, and students of organizational behavior with an overview of the variables that empirical research has found to be robustly related to management team effectiveness and will enable leaders and management consultants to develop more effective management teams. |
| 360 survey questions for managers: Managers Learning in Action David Coghlan, Tony Dromgoole, Pay Joynt, Peter Sorensen, 2004-07-31 Rather than offering either a purely practical or theoretical context, this text is written by a team of managers and academics, combining theory and practice to create a holistic, and above all realistic, exploration of learning at work, including real life examples of management challenges. Whether rescuing an ailing organization or managing inter-organization relations, managing change or managing human resources, many of today's crucial management challenges are addressed. Covering a range of sectors, the organizations studied include those in: hi-tech manufacturing engineering telecommunications healthcare transport government agencies. Contributors are drawn from three well-established academic programmes: the Irish Management Institute/ University of Dublin Masters in Management Practice; the US Benedictine University PhD in Organizational Development and the Henley Management College DBA, and the volume is edited by the academic directors of these programmes. By offering these managers' own reflections on their experiences in the context of relevant management theory, this text provides an important and innovative contribution for those studying organizations as well as for those managers who are currently learning and developing at work. |
| 360 survey questions for managers: The Handbook of Multisource Feedback David W. Bracken, Carol W. Timmreck, Allan H. Church, 2001-06-21 The Comprehensive Resource for Designing and Implementing MSG Processes As organizations strive to make the best possible decisions on critical issues such as compensation, succession planning, staffing, and outplacement, they have increasingly turned to multisource feedback (MSF) for answers. But while use of MSF (or 360-degree) systems has proliferated rapidly, understanding of its complexities has not3/4and many companies are moving forward with MSF amid a dangerous void of systematic research and discussion on this powerful process. The Handbook of Multisource Feedback provides the most comprehensive compendium available of current knowledge and practice in MSF. The volume's diverse group of contributors3/4which includes renowned academics, practitioners, and applied researchers3/4represents the acknowledged thought leaders in the current and future practice of MSF. Through their multiple perspectives, they identify best practices in the design and implementation of MSF processes and offer key guidelines for decision making when using MSF. The book offers solid grounding in the nuts and bolts of MSF data collection and reporting, providing a process model that leads the reader step-by-step through each phase of an MSF system. It details the developmental and decision-making uses of multisource feedback, describing MSF applications for improving executive development, organization development and change, teams, performance management, personnel decision, and more. And it addresses the realities of system forces that influence MSF processes, including legal, ethical, and cross-cultural issues. The Handbook of Multisource Feedback will provide an ideal one-stop reference for practitioners, researchers, consultants, and organizational clients who need to understand the challenges of using multisource feedback. The Editors David W. Bracken, is director of research consulting at Mercer Delta Consulting group, LLC. His twenty-two years of practice have included multisource feedback systems, individual and organizational assessments, performance management, and management development. Carol W. Timmreck, is an organization development consultant at Shell Oil Company. She is a cofounder of the Multisource Feedback Forum, a consortium of organizations with active MSF processes. Allen H. Church, is a principal consultant in management consulting services at PricewaterhouseCoopers, specializing in multisource feedback systems and organizational surveys. He is also an adjunct professor at Columbia University. The complete guide to MSF systems Handbook of Multisource Feedback offers a comprehensive, multiperspective look at the most current knowledge and practice in multisource feedback (MSF) systems. Drawing from extensive research and practice, a diverse group of distinguished contributors presents the best practices in the field and offers pragmatic guidelines for decision making at each step of design and implementation of an MSF process. Contributors include: David Antonioni Leanne E. Atwater H. John Bernardin Scott A. Birkeland Walter C. Borman David W. Bracken Stephane Brutus W. Warner Burke Allan H. Church Jeanette N. Cleveland Victoria B. Crawshaw Anthony T. Dalessio Maxine A. Dalton Mark R. Edwards Ann J. Ewen James L. Farr John W. Fleenor Marshall Goldsmith Glenn Hallam Michael M. Harris Sally F. Hartmann Jerry W. Hedge Laura Heft Mary Dee Hicks George P. Hollenbeck Robert A. Jako Richard Lepsinger Jean Brittain Leslie Manuel London Anntoinette D. Lucia Dana McDonald-Mann Carolyn J. Mohler Kevin R. Murphy Daniel A. Newman David B. Peterson Steven G. Rogelberg James W. Smither Jeffrey D. Stoner Lynn Summers Carol W. Timmreck Carol Paradise Tornow Walter W. Tornow Catherine L. Tyl |
| 360 survey questions for managers: Employee Engagement Through Effective Performance Management Edward M. Mone, Manuel London, 2014-03-05 An engaged employee is someone who feels involved, committed, passionate and empowered and demonstrates those feelings in work behavior. This book explains that a more engaged workforce is really about better performance management. The authors expand the traditional notion of performance management to include building trust, creating conditions of empowerment, managing team learning, and maintaining ongoing straightforward communications about performance, all of which are critical to employee engagement. The best practices tools and advice in this book are based on solid research as well as the authors’ experience. |
| 360 survey questions for managers: Positive Intelligence Shirzad Chamine, 2012 Chamine exposes how your mind is sabotaging you and keeping your from achieving your true potential. He shows you how to take concrete steps to unleash the vast, untapped powers of your mind. |
| 360 survey questions for managers: Dare to Lead Brené Brown, 2018-10-09 #1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership. |
| 360 survey questions for managers: The Human Capital Edge Bruce N. Pfau, Ira T. Kay, 2002 Global human resources consulting firm Watson Wyatt has conducted a large body of research on 25 human capital management practices showing, for the first time, how these practices can raise or lower the stock price of a company and by how much. This research, cited in the Wall Street Journal, the New York Times, and Forbes, is the foundation of the Human Capital Edge, and brings a new level of financial measurement-based precision to the too-often fuzzy world of management books. |
| 360 survey questions for managers: 360 Degree Feedback Michael Silverman, Máire Kerrin, Alison Carter, 2005 Makes explicit the issues faced by organisations who are implementing 360-degree feedback for the first time, reviewing what they have gained since implementation, or considering its use within a different context (such as appraisal). This report also offers an in-depth review of the topic of 360-degree feedback. |
| 360 survey questions for managers: Leadership Agility William B. Joiner, Stephen A. Josephs, 2006-10-20 Leadership Agility is the master competency needed for sustained success in today’s complex, fast-paced business environment. Richly illustrated with stories based on original research and decades of work with clients, this groundbreaking book identifies five levels that leaders move through in developing their agility. Significantly, only 10% have mastered the level of agility needed for consistent effectiveness in our turbulent era of global competition. Written in an engaging, down-to-earth style, this book not only provides a map that guides readers in identifying their current level of agility. It also provides practical advice and concrete examples that show managers and leadership development professionals how they can bring greater agility to the initiatives they take every day. |
| 360 survey questions for managers: Succession Management the “How To” Puzzle—Solved! Mark Caruso, 2014-03-18 Organizations have risk management strategies and procedures in place for disaster recovery, for employee safety, for computer system outages, and more. But not all organizations have an active succession planning strategy in place, which is a risk management plan for the key talent in the organization. But consider thishow much would it benefit your organization to predict leadership openings, using data and discussions in the same way that you predict other business risks? How much would it reduce your external recruiting costs to address future leadership gaps by proactively developing your top talent, with a sense of urgency to avoid or to lessen the negative impact of a predicted leadership opening when it arrives? The truth is that eventually each employee will leave the organization. Therefore, the risk management function of succession planning is the most critical risk management function for organizational success. Effective succession planning is a process of fitting together the puzzle pieces of organizational talent needs and employee career interests, for the purpose of identifying, retaining and developing talent for business success. This book provides the strategy and the puzzle pieces you will need to plan and to implement an active and effective succession program for your organization. Succession management expert Mark Caruso has created easy-to-use plans and tools you can use to create and implement a succession strategy that achieves results and doesnt sit on a shelf. Use the interview guides and the talent meeting agendas in this book to generate rich talent discussions and to make better talent decisions. Refer to the leadership models and ideas in this book to build leadership programs that address the competency needs of your top talent and successors. Make sure you have an effective succession plan in place for the most critical important asset of your companyyour talent! |
| 360 survey questions for managers: Grit Angela Duckworth, 2016-05-03 In this instant New York Times bestseller, Angela Duckworth shows anyone striving to succeed that the secret to outstanding achievement is not talent, but a special blend of passion and persistence she calls “grit.” “Inspiration for non-geniuses everywhere” (People). The daughter of a scientist who frequently noted her lack of “genius,” Angela Duckworth is now a celebrated researcher and professor. It was her early eye-opening stints in teaching, business consulting, and neuroscience that led to her hypothesis about what really drives success: not genius, but a unique combination of passion and long-term perseverance. In Grit, she takes us into the field to visit cadets struggling through their first days at West Point, teachers working in some of the toughest schools, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she’s learned from interviewing dozens of high achievers—from JP Morgan CEO Jamie Dimon to New Yorker cartoon editor Bob Mankoff to Seattle Seahawks Coach Pete Carroll. “Duckworth’s ideas about the cultivation of tenacity have clearly changed some lives for the better” (The New York Times Book Review). Among Grit’s most valuable insights: any effort you make ultimately counts twice toward your goal; grit can be learned, regardless of IQ or circumstances; when it comes to child-rearing, neither a warm embrace nor high standards will work by themselves; how to trigger lifelong interest; the magic of the Hard Thing Rule; and so much more. Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that—not talent or luck—makes all the difference. This is “a fascinating tour of the psychological research on success” (The Wall Street Journal). |
| 360 survey questions for managers: The Leadership Gap Lolly Daskal, 2017-05-30 Do people see you as the kind of leader you want to be? Are your strongest leadership qualities getting in the way of your greatness? After decades of advising and inspiring some of the most eminent chief executives in the world, Lolly Daskal has uncovered a startling pattern: within each leader are powerful abilities that are also hidden impediments to greatness. She’s witnessed many highly driven, overachieving leaders rise to prominence fueled by well-honed skill sets, only to falter when the shadow sides of the same skills emerge. Now Daskal reveals her proven system, which leaders at any level can apply to dramatically improve their results. It begins with identifying your distinctive leadership archetype and recognizing its shadow: ■ The Rebel, driven by confidence, becomes the Imposter, plagued by self-doubt. ■ The Explorer, fueled by intuition, becomes the Exploiter, master of manipulation. ■ The Truth Teller, who embraces candor, becomes the Deceiver, who creates suspicion. ■ The Hero, embodying courage, becomes the Bystander, an outright coward. ■ The Inventor, brimming with integrity, becomes the Destroyer, who is morally corrupt. ■ The Navigator, trusts and is trusted, becomes the Fixer, endlessly arrogant. ■ The Knight, for whom loyalty is everything, becomes the Mercenary, who is perpetually self-serving. Using psychology, philosophy, and her own experience, Daskal offers a breakthrough perspective on leadership. She’ll take you inside some of the most cloistered boardrooms, let you in on deeply personal conversations with industry leaders, and introduce you to luminaries who’ve changed the world. Her insights will help you rethink everything you know to become the leader you truly want to be. |
| 360 survey questions for managers: Employee Surveys and Sensing William H. Macey, Alexis A. Fink, 2020 This volume comprises 27 chapters focused on the design and execution of employee survey programs. These chapters reflect the latest advances in technology and analytics, and reflect a pervasive emphasis on driving organizational performance and effectiveness. The individual chapters represent the full range of survey-related topics, including design, administration, analysis, feedback, and action taking. The latest methodological trends and capabilities are discussed including computational linguistics, applications of artificial intelligence, and the use of qualitative methods such as focus groups. Extending beyond traditional employee surveys, contributions include the role of passive data collection as an alternative or supplement in a comprehensive employee listening system. Unique contextual factors are discussed including the use of surveys in a unionized environment. Individual contributions also reflect increasing stakeholder concerns for the protection of privacy among other ethical considerations. Finally, significant clarifications to the literature are provided on the use of surveys for measuring organization culture, strategic climate and employee engagement-- |
| 360 survey questions for managers: Managing Employee Performance and Reward John Shields, Jim Rooney, Michelle Brown, Sarah Kaine, 2020-01-02 Focuses on performance and reward using systems thinking and a dual model of strategic alignment and psychological engagement. |
| 360 survey questions for managers: MAGIC Tracy Maylett, Paul Warner, 2014-10-21 A Five-part Approach to Making Organizations Stronger, More Profitable, and Better Places to Work. Employees and leaders intuitively know that when we find a place where we can throw our hearts, spirits, minds, and hands into our work, we are happier, healthier, and produce better results. Yet, most struggle to understand exactly why we engage in some environments, and don’t in others. Magic introduces the five MAGIC keys of employee engagement—Meaning, Autonomy, Growth, Impact, and Connection—and shows how leaders can help employees achieve higher levels of engagement, as well as how employees can be more successful by taking ownership for their own MAGIC. The Research Based on over 14 million employee survey responses across 70 countries—the most extensive employee engagement survey database of its kind—Magic combines principles of psychology and motivation with solid business concepts. Written by internationally recognized experts in leadership and employee engagement, Dr. Tracy Maylett and Dr. Paul Warner, Magic provides actionable advice that will reduce employee attrition, encourage initiative, drive growth and profit, and increase personal engagement in one’s work. Engaging Content In this book, leaders and employees will find real-world case studies, exercises, assessments, thought-provoking questions, and suggestions that increase engagement on the individual, manager, and organizational levels. |
| 360 survey questions for managers: Feedback to Managers Jean Brittain Leslie, 2013-09-15 Feedback is a rare commodity in day-to-day organizational life, but it is a key to ongoing effectiveness. One popular vehicle for getting feedback from one’s boss, peers, subordinates, and customers is the multiple-perspective or 360-degree-feedback instrument. Whether part of a management-development course or used alone, this kind of instrument can enhance self-awareness by highlighting a leader’s strengths and areas in need of further development. Selecting the right multirater instrument from among the dozens that are available can be difficult. This new edition of Feedback to Managers, the fourth, updates and expands the popular 1998 edition. It guides the selection process with an in-depth analysis of 32 publicly available instruments. Each of the instrument reports includes descriptive information, a look at the research behind the instrument, and descriptions of support materials. |
| 360 survey questions for managers: Integrated Roadside Vegetation Management Robert L. Berger, National Cooperative Highway Research Program, 2005 TRB's National Cooperative Highway Research Program (NCHRP) Synthesis 341: Integrated Roadside Vegetation Management examines the incorporation of integrated roadside vegetation management decision-making processes into highway project planning, design, construction, and maintenance. The report also documents existing roadside vegetation management research and practice. |
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