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360 Questions for Leaders: A Comprehensive Guide to Self-Assessment and Development
Author: Dr. Eleanor Vance, PhD, Organizational Psychologist and Leadership Consultant with 15 years of experience in executive coaching and leadership development.
Publisher: Leadership Insights Press, a leading publisher of business and leadership development resources, known for its rigorous editorial process and commitment to high-quality content.
Editor: Mark Johnson, MBA, Senior Editor at Leadership Insights Press, specializing in leadership development and organizational behavior.
Keywords: 360 questions for leaders, leadership assessment, 360 feedback, leadership development, self-assessment, performance review, employee feedback, leadership skills, leadership effectiveness, 360 degree feedback, leadership training.
Abstract: This article provides a comprehensive overview of the significance and application of 360 questions for leaders. It explores the benefits, challenges, and best practices associated with utilizing 360-degree feedback to enhance leadership effectiveness. We delve into the different types of questions used in 360 assessments and offer guidance on designing, implementing, and interpreting the results for maximizing personal and organizational growth.
The Power of 360 Questions for Leaders: Unlocking Potential Through Multi-Source Feedback
In today's dynamic business environment, effective leadership is paramount to success. However, leaders often operate within an echo chamber, receiving feedback primarily from those directly above them. This limited perspective can hinder growth and prevent the identification of critical areas for improvement. This is where the power of 360 questions for leaders comes into play. A 360-degree feedback process uses multiple sources to gather comprehensive feedback on a leader's performance, behaviors, and leadership style. These sources typically include superiors, peers, direct reports, and even customers or clients.
The use of 360 questions for leaders is far more than a simple performance appraisal; it is a strategic tool for leadership development. By gathering feedback from diverse perspectives, leaders gain a holistic understanding of their strengths and weaknesses, enabling them to identify blind spots and areas requiring focused development. This self-awareness is crucial for continuous improvement and achieving greater leadership effectiveness.
Types of 360 Questions for Leaders: Tailoring the Assessment to Specific Needs
The effectiveness of a 360-degree assessment hinges on the quality of the questions used. 360 questions for leaders should be carefully crafted to assess various aspects of leadership, including:
Competencies: Questions assessing specific leadership skills like communication, decision-making, problem-solving, strategic thinking, delegation, and conflict resolution. For example: "How effectively does this leader communicate complex information?" or "How well does this leader delegate tasks and responsibilities?"
Behaviors: Questions focusing on observable behaviors that contribute to or detract from leadership effectiveness. Examples include: "How often does this leader provide constructive feedback?" or "How well does this leader manage stress and pressure?"
Leadership Style: Questions exploring a leader's approach to managing people, motivating teams, and building relationships. For instance: "How would you describe this leader's leadership style?" or "How effectively does this leader empower their team members?"
Impact: Questions evaluating the impact of the leader's actions on the team, department, or organization. Examples include: "How effectively does this leader contribute to team morale?" or "How does this leader contribute to the overall success of the organization?"
The design of 360 questions for leaders should be tailored to the specific context and goals of the assessment. Generic questionnaires may not capture the nuances of a particular role or organization. Consider factors like organizational culture, industry specifics, and the leader's individual development goals when selecting or creating questions.
Implementing and Interpreting 360 Feedback for Leaders
The successful implementation of a 360-degree feedback process involves several key steps:
1. Planning & Design: Clearly define the objectives of the assessment, identify the target audience for feedback, and select appropriate 360 questions for leaders.
2. Communication & Engagement: Communicate the purpose and process transparently to all participants, emphasizing the importance of honest and constructive feedback.
3. Data Collection: Use a secure and reliable platform for collecting feedback, ensuring anonymity and confidentiality.
4. Data Analysis & Interpretation: Aggregate the feedback and identify key themes and patterns. Focus on both strengths and areas for improvement.
5. Feedback Session: Conduct a one-on-one feedback session with the leader to discuss the results. Create a collaborative environment where the leader can ask questions and develop a personalized action plan.
6. Action Planning & Development: Based on the feedback, develop specific, measurable, achievable, relevant, and time-bound (SMART) goals for leadership development. This may involve coaching, mentoring, training programs, or other interventions.
7. Follow-up & Evaluation: Monitor progress towards goals and provide ongoing support to the leader throughout the development process. Periodic follow-up assessments can measure the effectiveness of the intervention.
Interpreting the results of a 360 assessment requires careful consideration. Focus on identifying trends and patterns in the feedback, rather than getting bogged down in individual comments. It's crucial to differentiate between factual observations and subjective opinions. The goal is to gain actionable insights that can drive positive change.
Challenges and Best Practices in Using 360 Questions for Leaders
While the benefits of using 360 questions for leaders are significant, there are potential challenges to consider:
Bias: Participants may be influenced by personal relationships or organizational politics. Anonymity and clear instructions can mitigate this risk.
Resistance to Feedback: Some leaders may be resistant to receiving critical feedback. Careful preparation and a supportive approach are crucial to foster receptivity.
Lack of Actionable Insights: Poorly designed questions or inadequate interpretation can lead to vague or unhelpful feedback. Careful question design and skilled facilitation are essential.
Time Commitment: The process can be time-consuming for both the leader and the participants. Efficient scheduling and clear communication are vital.
To maximize the effectiveness of the 360-degree feedback process, adopt these best practices:
Choose the right tool and platform: Ensure the selected tool is user-friendly and provides robust reporting capabilities.
Develop clear guidelines and instructions: Provide clear instructions to participants on how to provide feedback.
Ensure anonymity and confidentiality: Protect the anonymity of participants to encourage honest feedback.
Focus on behavior, not personality: Frame questions to focus on observable behaviors rather than making subjective judgments about personality.
Provide feedback in a supportive and constructive manner: Approach the feedback session as a collaborative opportunity for growth.
Conclusion
The use of 360 questions for leaders is a powerful tool for enhancing leadership effectiveness and driving organizational success. By leveraging diverse perspectives, leaders can gain valuable insights into their strengths and weaknesses, identify blind spots, and develop targeted action plans for improvement. However, the success of the process relies on careful planning, thoughtful question design, effective implementation, and skilled interpretation. By following best practices and addressing potential challenges, organizations can harness the power of 360-degree feedback to cultivate high-performing leaders who contribute significantly to organizational goals.
FAQs
1. What is the difference between a 360-degree feedback and a performance review? A 360-degree feedback is a broader assessment that gathers feedback from multiple sources, while a performance review typically focuses on performance against specific goals and objectives.
2. How many people should participate in a 360-degree feedback for a leader? The ideal number varies depending on the leader's role and the organization's structure. Generally, a minimum of 5-7 raters is recommended to ensure a representative sample of perspectives.
3. How can I ensure the anonymity of participants in a 360-degree feedback process? Use a secure online platform that anonymizes responses and protects participant confidentiality. Clearly communicate the anonymity policy to participants.
4. How should I address negative feedback received through a 360-degree assessment? Approach negative feedback as an opportunity for growth and development. Focus on understanding the underlying issues and developing strategies to address them.
5. How often should leaders undergo 360-degree feedback assessments? The frequency depends on organizational needs and individual development goals. Annual or bi-annual assessments are common.
6. What are some examples of behavioral questions for a 360 assessment of a leader? "How often does this leader actively listen to others?", "How effectively does this leader resolve conflicts?", "How well does this leader provide constructive feedback?"
7. What role does coaching play in the 360-degree feedback process? Coaching is essential for helping leaders process the feedback, develop action plans, and track progress.
8. How can I measure the effectiveness of a 360-degree feedback program? Measure the impact on leadership behaviors, team performance, employee engagement, and overall organizational outcomes.
9. What are some common mistakes to avoid when implementing a 360-degree feedback program? Avoid poorly designed questions, lack of clear instructions, inadequate follow-up, and failure to link feedback to development plans.
Related Articles:
1. Designing Effective 360-Degree Feedback Questions for Leaders: This article focuses on the best practices for crafting compelling and insightful questions to maximize the value of 360 feedback.
2. Overcoming Resistance to 360 Feedback in Leadership Development: This piece explores common challenges in implementing 360 feedback and provides practical strategies to overcome resistance.
3. The Role of Coaching in Maximizing the Impact of 360 Feedback: This article examines the crucial role of coaching in helping leaders interpret and act upon 360 feedback.
4. Using 360 Feedback to Identify and Develop Leadership Strengths: This piece highlights the use of 360 feedback to identify and nurture leadership strengths, not just address weaknesses.
5. Measuring the ROI of 360-Degree Feedback Programs: This article focuses on quantifying the return on investment of implementing 360 feedback programs.
6. 360 Feedback for High-Potential Leaders: Accelerating Development: This article examines how 360 feedback can be used strategically to accelerate the development of high-potential leaders.
7. Adapting 360 Feedback for Different Leadership Styles: This article explores how to tailor 360 feedback questions and processes to suit the specific characteristics of different leadership styles.
8. 360 Feedback and Succession Planning: A Powerful Combination: This article explores the use of 360 feedback in identifying and developing future leaders for organizational succession planning.
9. Using Technology to Enhance 360-Degree Feedback Processes: This article explores how technology can improve the efficiency and effectiveness of 360 feedback, including secure platforms and data analysis tools.
| 360 questions for leaders: 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 questions for leaders: 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 questions for leaders: 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 questions for leaders: 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 questions for leaders: Good Leaders Ask Great Questions John C. Maxwell, 2014-10-07 A #1 New York Times bestselling author and leadership expert answers questions from his readers about what it takes to be in charge and make a difference. John Maxwell, America's #1 leadership authority, has mastered the art of asking questions, using them to learn and grow, connect with people, challenge himself, improve his team, and develop better ideas. Questions have literally changed Maxwell's life. In GOOD LEADERS ASK GREAT QUESTIONS, he shows how they can change yours, teaching why questions are so important, what questions you should ask yourself as a leader, and what questions you should be asking your team. Maxwell also opened the floodgates and invited people from around the world to ask him any leadership question. He answers seventy of them--the best of the best--including . . . What are the top skills required to lead people through difficult times? How do I get started in leadership? How do I motivate an unmotivated person? How can I succeed working under poor leadership? When is the right time for a successful leader to move on to a new position? How do you move people into your inner circle? No matter whether you are a seasoned leader at the top of your game or a newcomer wanting to take the first steps into leadership, this book will change the way you look at questions and improve your leadership life. |
| 360 questions for leaders: How to Lead When Your Boss Can't (or Won't) John C. Maxwell, 2019-10-01 Don’t let a bad boss or manager hold you back from being successful! Every day millions of people with high potential are frustrated and held back by incompetent leaders. New York Times bestselling author and leadership expert John C. Maxwell knows this because the number one question he gets asked is about how to lead when the boss isn’t a good leader. You don’t have to be trapped in your work situation. In this book, adapted from the million-selling The 360-Degree Leader, and now distilled down for busy professionals, Maxwell unveils the keys to successfully navigating the challenges of working for a bad boss. In How to Lead When Your Boss Can’t (or Won’t), Maxwell teaches you how to: position yourself for current and future success, take the high road with a poor leader, avoid common pitfalls, work well with teammates, and develop influence wherever you find yourself. Practicing the principles taught in this book will result in endless opportunities—for your organization, your career, and your life. You can learn how to lead when your boss can’t (or won’t). |
| 360 questions for leaders: 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 questions for leaders: 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 questions for leaders: 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 questions for leaders: 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 questions for leaders: Leveraging the Impact of 360-Degree Feedback, Second Edition John W. Fleenor, Sylvester Taylor, Craig Chappelow, 2020-06-18 From the Center for Creative Leadership, this essential guide is updated with new insights, tips, and tools to help organizations get the most out of 360-degree feedback. This hands-on guide from the Center for Creative Leadership (CCL) shows how to implement effective 360-degree feedback systems as part of leadership development initiatives in organizations. Written for professionals who work inside organizations and external consultants working with clients, the book draws on over twenty years of research and practice in organizations both large and small. Expert authors from CCL provide step-by-step guidelines for successful 360-degree feedback as well as best practices observed and tested with CCL's broad base of clients. The second edition is updated with advances in the field over the past ten years and features new chapters on what affects validity, why the process can fail, and the future of leadership. The book includes worksheets, checklists, and other tools to use or adapt with a 360-degree feedback process in any organization. |
| 360 questions for leaders: The Mindful Leader Michael Bunting, 2016-08-22 The ultimate guide to becoming an extraordinary leader – while finding happiness, gaining authenticity, and banishing stress Integrating proven mindfulness practices and world-class leadership theory, The Mindful Leader is the essential guide for self-aware leadership. The book simplifies mindfulness principles and links them solidly to business benefits. It provides a practically-grounded template for leaders to develop unprecedented levels of self awareness, wellbeing and effectiveness. Research findings throughout the book detail the positive impact of mindfulness from the perspectives of brain science, psychology and leadership. International case studies from a variety of industries illustrate the everyday implementation of mindful leadership. You'll learn easy mindfulness practices that you can implement today and a practical framework for everyday mindful leadership. You'll also be given access to online resources for vision reflections, values clarification, mindfulness practices and more. Mindful leadership is a hot topic – but it's not as simple as when you become mindful, great leadership will spontaneously happen. This book serves as both mindfulness training and leadership training, clarifying the parallel while guiding you through the many points of intersection. Improve your leadership skills via context-specific mindfulness practices Learn mindfulness from a practical perspective, with real workplace skills Discover how leaders from around the world practice mindful leadership every day Understand the neuroscience link between mindfulness and great leadership Learn practices that deliver a deeper sense of integrity, authenticity, fulfillment and bottom-line results improvement Mindfulness provides real, practical tools for self-awareness, mental wellbeing, stress reduction and more. When practiced through a leadership lens, it becomes much more than just another leadership guide. Mindfulness transforms leadership as a whole, delivering real, lasting change that transcends typical leadership training. For a clear, concise framework of mindfulness at work, The Mindful Leader is the ideal guide for those serious about effective, sustainable leadership. |
| 360 questions for leaders: The Nuts and Bolts of Nursing Leadership: Your Toolkit for Success Rose O. Sherman, 2021-03-15 Transitioning into a nursing leadership role has never been more challenging. The health care environment is characterized by volatility, uncertainty, complexity, and ambiguity. The recent crisis with COVID-19 has heightened awareness of the vital need for nurse leaders who can balance the organization's needs with advocacy for staff. Yet, nurses are often promoted into leadership without the tools they need to be successful. Moving from a clinical role into leadership requires a different mindset and new knowledge, skills, and abilities. Both nursing staff and leaders in healthcare organizations have high-performance expectations of nurses who step up to become leaders. Knowing what to do and what not to do in leadership today can be challenging, especially for novices. The author, a nationally known leadership expert, breaks down the nuts and bolts of nursing leadership today. The essential knowledge, skills, and leadership behaviors are discussed using leadership examples. The book includes actionable strategies that can immediately be applied and help you move from feeling overwhelmed to feeling confident. The Nuts and Bolts of Nursing Leadership gives you tools and ideas to become an effective nurse leader, whether you are just beginning the journey or have years of experience. Let it be your toolkit and practical guide to a successful leadership career regardless of your clinical setting. |
| 360 questions for leaders: The 360 Degree Leader Workbook John C. Maxwell, 2006-09-03 The 360 Degree Leader Workbook will equip you with the skills you need to begin making a difference in your organization, career, and life, today—with or without the promotion. Ninety-nine percent of all leadership occurs not from the top but from the middle of an organization. Usually, an organization has only one person who is the leader. So what do you do if you are not that one person? In The 360 Degree Leader Workbook, Maxwell addresses that very question and takes the discussion even further. You don't have to be the main leader to make a significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers. Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles from this workbook and accompanying book, you will expand your influence and ultimately be a more valuable team member. |
| 360 questions for leaders: The 5 Levels of Leadership John C. Maxwell, 2011-10-04 Use this helpful book to learn about the leadership tools to fuel success, grow your team, and become the visionary you were meant to be. True leadership isn't a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves. To become more than the boss people follow only because they are required to, you have to master the ability to invest in people and inspire them. To grow further in your role, you must achieve results and build a team that produces. You need to help people to develop their skills to become leaders in their own right. And if you have the skill and dedication, you can reach the pinnacle of leadership—where experience will allow you to extend your influence beyond your immediate reach and time for the benefit of others. The 5 Levels of Leadership are: 1. Position—People follow because they have to. 2. Permission—People follow because they want to. 3. Production—People follow because of what you have done for the organization. 4. People Development—People follow because of what you have done for them personally. 5. Pinnacle—People follow because of who you are and what you represent. Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell describes each of these stages of leadership. He shows you how to master each level and rise up to the next to become a more influential, respected, and successful leader. |
| 360 questions for leaders: The Challenge Continues, Participant Workbook James M. Kouzes, Barry Z. Posner, 2010-07-06 Continue Your Leadership Journey With a Deep Dive Into Model the Way Over the last twenty-five years, The Leadership Challenge established a reputation as a research-driven, evidence-based leadership development model with a simple, yet profound, principle at its core: leadership is a measurable and learnable set of behaviors. The Challenge Continues program offers you the opportunity to take a deeper dive into the Model the Way leadership practice. Designed for leaders familiar with The Leadership Challenge principles and its Five Practices of Exemplary Leadership foundational model, this new program addresses the important question: What's Next? The first of bestselling authors Jim Kouzes and Barry Posner's Five Practices, Model the Way is about: Clarifying values by finding your voice and affirming shared ideals Setting the example by aligning actions with shared values Your Participant Workbook is a hands-on tool, designed to accompany you on the next phase of your personal leadership development journey. Beginning with a focus on what you have already accomplished and what has gone well with this Practice, the pages then guide you through several interactive exercises and a practical process for expanding and refining your Model the Way skills. You will also explore ways in which can develop your team members and influence the broader spheres of you work unit or organization. Finishing up the module with a detailed action plan, you will leave the session with a detailed map for continuing your journey toward exceptional leadership. |
| 360 questions for leaders: 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 questions for leaders: Strong Product People Petra Wille, 2020-12-11 Are you a product leader looking for advice on how to be certain that every product manager on your team lives up to their full potential? Do you want to make sure your product people are competent, empowered, and inspired, and would you like to know how you can best help them on this journey? If you answered yes to any of these questions, then this book is for you! By the end of this book, you will understand: - Why you need to focus on the personal development of every product manager-and of the team as a whole-to unlock their full potential. - Why coaching is an important part of your job, and how to do it in the most effective way. - How you can define what a good product manager looks like. - How you can accurately assess product managers and provide them with valuable, actionable, and helpful feedback on their current performance that will help them perform even better. - Which methods/frameworks you can use to make sure product managers learn what they need to know to be more effective-enhancing their people skills. And you will be able to: - Reflect on your own coaching personality and define your own areas for development. - Efficiently prepare and use one-on-ones as your main coaching tool. |
| 360 questions for leaders: 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 questions for leaders: Courageous Cultures Karin Hurt, David Dye, 2020-07-28 From executives complaining that their teams don’t contribute ideas to employees giving up because their input isn’t valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels. Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them. Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together. In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees. In Courageous Cultures, you’ll learn practical tools that help you: Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together. See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking. Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees. Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization. This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization. |
| 360 questions for leaders: Journey of the Soul Bill Gaultiere, Kristi Gaultiere, 2021-02-16 The healthy Christian life is one of continuing spiritual, emotional, and relational growth. But so many of us feel stuck or stagnated at one stage of the journey. It's not always clear to us where or why we are stuck, making it difficult to take the next step on our journey of the soul. That's where Bill and Kristi Gaultiere come in. After decades in private practice as counselors and therapists, they have developed a unique model for growing in grace. In Journey of the Soul, they draw on more than 70,000 hours of providing therapy and spiritual direction to show you how to identify your current stage of faith and the next steps to take based on your unique needs and struggles. With Scripture, self-assessments, and soul care practices to support your progress along the way, this insightful and inspiring book will be a treasured companion on your journey no matter where you are or how long you've been following Jesus. |
| 360 questions for leaders: 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 questions for leaders: Talent Architects: How to make your school a great place to work Mandy Coalter, 2018-10-01 Mandy Coalter draws on her extensive HR experience in the schools sector and beyond to support you to build a great place to work where everyone can excel in the interests of the children. She provides practical tips and support that will help to improve staff retention, performance and engagement, while tackling topics such as addressing teacher workload, what really motivates and retains staff and the crucial role that leaders play in ensuring great people management in schools. Insightful, captivating and authentic, Mandy suggests fresh and practical new ideas and opportunities to strengthen your school and teachers, better equipping them to support their pupils. |
| 360 questions for leaders: Winning Well Karin Hurt, David Dye, 2016-04-15 To succeed in today’s hypercompetitive economy, managers must master creating a productive work environment for employees while still making numbers. Tense, overextended workplaces force managers to choose between results and relationships. Executives set aggressive goals, so managers drive their teams to deliver, resulting in burnout. Or, employees seek connection and support, so managers focus on relationships and fail to make the numbers. However, managers need to achieve both. In Winning Well, managers will learn how to: Stamp out the corrosive win-at-all-costs mentality Focus on the game, not just the score Reinforce behaviors that produce results Sustain energy and momentum Be the leader people want to work for To prevent burnout and disengagement, while still achieving the necessary success for the company, managers must learn how to get their employees productive while creating an environment that makes them want to produce even more. Winning Well offers a quick, practical action plan for making the workplace productive, rewarding, and even fun. |
| 360 questions for leaders: The 360° Corporation Sarah Kaplan, 2019-09-03 Companies are increasingly facing intense pressures to address stakeholder demands from every direction: consumers want socially responsible products; employees want meaningful work; investors now screen on environmental, social, and governance criteria; clicktivists create social media storms over company missteps. CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. How can companies respond while avoiding simple greenwashing or pinkwashing? This book lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs, innovating around them or even thriving within them. Suggesting that the shared-value mindset may actually get in the way of progress, bestselling author Sarah Kaplan shows in The 360° Corporation how trade-offs, rather than being confusing or problematic, can actually be the source of organizational resilience and transformation. |
| 360 questions for leaders: Compass: Your Guide for Leadership Development and Coaching Peter Scisco, Elaine Biech, George Hallenbeck, 2017-07-19 This book is for leaders and managers looking to develop themselves and others. It is for training & development professionals, inside or working as independent consultants, who can use the book as a coaching tool, a blueprint for leader development plans, and in other ways .For leaders concerned with their development, dedicated to developing their people for more responsibilities, and committed to organizational sustainability, this book will help in those efforts. |
| 360 questions for leaders: HANDBOOK OF STRATEGIC 360 DEGREE FEEDBACK Allan H. Church, 2019 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 questions for leaders: 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 questions for leaders: Bankable Leadership Tasha Eurich, 2013-10-01 “If I relentlessly drive my team to achieve our goals, they won’t like me.” “If I try to make everybody on the team happy, we won’t hit our numbers.” As a leader, you’ve likely felt this fundamental tension—the tension between driving results and developing positive relationships with your people. Despite all the research telling us that effective leaders do both, most of us struggle to balance the happiness of our teams and the health of the bottom line. We are more comfortable focusing on one or the other, and we feel overwhelmed and drained by the challenges we face when we try to accomplish both. In Bankable Leadership, psychologist, executive coach, and proud leadership geek Dr. Tasha Eurich (or Dr. T) solves this dilemma and reveals how to make leadership exhilarating, fun, and fulfilling. Built on decades of research and the transformation of real leaders, her fresh, practical model can help anyone become bankable—producing results while fostering a healthy work environment that ensures sustainable success. Discover how to • Be human and drive performance, • Be helpful and drive responsibility, • Be thankful and drive improvement, and • Be happy and drive productivity. Dr. T’s approach will help you develop these universally effective behaviors through an online assessment and boots-on-the-ground tools, like earning trust through transparency, treating adults like adults, and taking a no-fear approach to feedback. Whether you’re struggling to build a more productive team, increase confidence in your leadership skills, or consistently deliver results, Bankable Leadership is the resource you’ve been waiting for! |
| 360 questions for leaders: Everyday People, Extraordinary Leadership James M. Kouzes, Barry Z. Posner, 2021-01-20 Learn how you can tackle everyday leadership challenges regardless of your title, position, or authority with this insightful resource A book about leadership for people who are not in formal or hierarchical leadership positions, Everyday People, Extraordinary Leadership provides readers with a comprehensive and practical approach to addressing leadership challenges, no matter the setting or circumstance. Esteemed scholars and sought-after consultants Jim Kouzes and Barry Posner adapt their trademark The Five Practices of Exemplary Leadership® framework to today’s more horizontal workplace, showing people that leadership is not about where you are in the organization; it’s about how you behave and what you do. Everyday People, Extraordinary Leadership draws on the authors’ deep well of research and practical experience to cover key subjects: The essence of making a difference in any role, setting, or situation The difference between positions of authority and leadership The importance of self-development in leadership development This book is perfectly applicable and accessible for anyone who wants to improve their own leadership potential and who isn’t yet in an official leadership role. Everyday People, Extraordinary Leadership offers authoritative new insights, original case studies and examples, and practical guidance for those individuals who want to make a difference. You supply the will, and this book will supply the way. |
| 360 questions for leaders: Thanks for the Feedback Douglas Stone, Sheila Heen, 2015-03-31 The coauthors of the New York Times–bestselling Difficult Conversations take on the toughest topic of all: how we see ourselves Douglas Stone and Sheila Heen have spent the past fifteen years working with corporations, nonprofits, governments, and families to determine what helps us learn and what gets in our way. In Thanks for the Feedback, they explain why receiving feedback is so crucial yet so challenging, offering a simple framework and powerful tools to help us take on life’s blizzard of offhand comments, annual evaluations, and unsolicited input with curiosity and grace. They blend the latest insights from neuroscience and psychology with practical, hard-headed advice. Thanks for the Feedback is destined to become a classic in the fields of leadership, organizational behavior, and education. |
| 360 questions for leaders: 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 questions for leaders: 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 questions for leaders: Courageous Leadership Bill Hybels, 2009-05-26 The book you hold resonates with this conviction: that leaders such as you have the potential to be the most influential forces on planet Earth. Yours is the staggering responsibility and the matchless privilege of rallying believers and mobilizing their spiritual gifts in order to help people who are far from God become fully devoted followers of Christ. Life transformation and the eternal destinies of real people depend on the redemptive message entrusted to the local church. Are you willing to do whatever it takes to lead your church effectively so God’s message of hope can change the world? Then this book is for you. Courageous Leadership is Bill Hybels’ magnum opus, a book far too important to be written before its time. Only now, after nearly thirty years leading his own church from a handful of people with a burning vision into a globe-spanning kingdom force—only after almost three decades of victories and setbacks, of praying hard and risking big—is Hybels ready at last to share the lessons he has learned, and continues to learn, about Christian leadership. Too much is at stake for you not to maximize your spiritual gift of leadership, insists Hybels. In this passionate, powerful book, he unpacks the tools, tasks, and challenges of your calling. You’ll discover the power of vision and how to turn it into action. You’ll gain frontline insights for developing a kingdom dream team, discovering your leadership style, developing other leaders, making decisions, walking with God, embracing change, staying your God-given course, and much, much more. Drawing on his own richly varied life experiences, Hybels fleshes out vital principles with riveting firsthand stories. This is far more than another book on leadership strategies and techniques. You’ll find those topics in here, to be sure. But beyond them, you’ll find the very essence of one of today’s foremost Christian leaders—his fervent commitment to evangelism and discipleship and his zeal to inspire fellow church leaders even as he seeks to keep growing as a leader himself. If unchurched people matter to you . . . if you love seeing believers serve passionately with their spiritual gifts . . . if God’s heartbeat for the church is your heartbeat as well . . . then this book is a must. Courageous Leadership will convince you to lead with all your might, all your skill, and all your faith. And it will give you the tools to do just that. |
| 360 questions for leaders: Driving Digital Isaac Sacolick, 2017-08-24 Every organization makes plans for updating products, technologies, and business processes. But that’s not enough anymore for the twenty-first-century company. The race is now on for everyone to become a digital enterprise. For those individuals who have been charged with leading their company’s technology-driven change, the pressure is intense while the correct path forward unclear. Help has arrived! In Driving Digital, author Isaac Sacolick shares the lessons he’s learned over the years as he has successfully spearheaded multiple transformations and helped shape digital-business best practices. Readers no longer have to blindly trek through the mine field of their company’s digital transformation. In this thoroughly researched one-stop manual, learn how to: • Formulate a digital strategy • Transform business and IT practices • Align development and operations • Drive culture change • Bolster digital talent • Capture and track ROI • Develop innovative digital practices • Pilot emerging technologies • And more! Your company cannot avoid the digital disruption heading its way. The choice is yours: Will this mean the beginning of the end for your business, or will your digital practices be what catapults you into next-level success? |
| 360 questions for leaders: 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 questions for leaders: No Rules Rules Reed Hastings, Erin Meyer, 2020-09-08 The New York Times bestseller Shortlisted for the 2020 Financial Times & McKinsey Business Book of the Year Netflix cofounder Reed Hastings reveals for the first time the unorthodox culture behind one of the world's most innovative, imaginative, and successful companies There has never before been a company like Netflix. It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed. Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrelevant. At Netflix, you don’t try to please your boss, you give candid feedback instead. At Netflix, employees don’t need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world. Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world’s most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings’s own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world’s most innovative, imaginative, and successful companies. |
| 360 questions for leaders: Authentic Gravitas Rebecca Newton, Ph.D., 2019-03-12 Have a powerful impact—by being more like yourself rather than less, through this groundbreaking approach taught at the London School of Economics and companies worldwide. Organizational psychologist and executive coach Rebecca Newton has found that even her most successful clients still want more of one quality: gravitas. They want their words to carry weight, to have a positive, lasting impact on those around them. Gravitas can seem like an elusive, intangible quality, but it isn't about adopting the style of another or being someone you're not. Newton draws on extensive research and experience coaching business leaders to show what underpins authentic gravitas and how anyone can develop it. She presents the counterintuitive idea that in order to be valued, we shouldn't spend all our time and energy trying to stand out from the crowd; instead, we should focus on the crowd--connecting with others and understanding their needs in order to make a significant difference. Newton debunks the myths of gravitas and gives readers the practical tools to develop it by: * Minimizing the gaps between intention, action, and impact * Remaining true to yourself while adapting to work successfully with people who have different styles * Choosing to be courageous regardless of how confident you feel--as you engage in courageous behaviors, confidence naturally builds Authentic gravitas extends beyond commanding presence in the room during a key meeting; it's about the small things you can do beforehand, during, and in all the spaces in between--to be someone who genuinely adds substantive value in the workplace and beyond. |
| 360 questions for leaders: Management 3.0 Jurgen Appelo, 2011 Introduces a realistic approach to leading, managing, and growing your Agile team or organization. Written for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Recognizes that today's organizations are living, networked systems; that you can't simply let them run themselves; and that management is primarily about people and relationships. Deepens your understanding of how organizations and Agile teams work, and gives you tools to solve your own problems. Identifies the most valuable elements of Agile management, and helps you improve each of them. |
| 360 questions for leaders: Using 360-degree Feedback in Organizations John W. Fleenor, Jeffrey Michael Prince, 1997 Content Description #Includes bibliographical references and indexes. |
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a full Leadership Circle Profile 360° assessment. Learning how your leadership is experienced by others adds another layer of insight to the profile and deepens your understanding of your …
How the Army’s Multi- Source Assessment and Feedback …
Developing strategic thinkers, planners, and leaders is one of the most important things we do, and is grounded in the best possible training, education, and experiences. —Gen. Mark A. …
Leadership Assessment Developing the Leaders Around You …
Adapted from John C. Maxwell, Developing the Leaders Around You (1995) Please answer the following questions based on the attributes, skills, and qualities you believe you currently have …
Individual Feedback Report - Leadership Challenge
ABOUT YOUR Student LPI 360 REPORT The Student LPI 360 measures the frequency of 30 specific leadership behaviors on a five-point scale, with six behavioral statements for each of …
360-degree Feedback Best Practices - Kwela Leadership and …
Research has consistently shown that 360-degree feedback is one of the most effective tools available for developing leaders. A study performed on over 350 companies by Warren Bennis …
Performance feedback: an evidence review, Practice summary
HR professionals and leaders in organisations need to understand which factors play a role ... the interventions aimed at promoting feedback. This evidence review answers two questions …
Healthcare Leadership Model
Accessing a Pre-paid 360° Assessment User Guide Step 5. Starting your Questionnaire After clicking on Start my questionnaire, you will be asked nine questions based on the nine …
How does The Leadership Circle Profile compare to other 360 …
360 instruments (Benchmarks, Lominger, Profiler, Zenger-Folkman, to name a few) are ... on the market. In the recent book, Extraordinary Leaders, Zenger and Folkman state that the research …
A Survey of Senior Canadian Business Leaders - leger360.com
Questions Have questions about the data presented in this report? Please contact Andrew Enns, Executive Vice-President, Central Canada at aenns@leger360.com; or Sébastien Dallaire, …
Sam Sample - jcaglobal.com
360° Individual report Sam Sample ... in health and care to become better leaders. It is useful for everyone – whether you have formal leadership responsibility or not, if you work in a clinical or …
Evaluating Leadership Development Programs - U.S. Office …
The key questions that evaluators seek to answer at this level include: • How effectively are participants applying what they learned? • Were there noticeable and measurable changes in …
Police Supervision: A 360-Degree View of Eight Police …
Police Supervision: A 360-Degree View of Eight Police Departments Stephen D. Mastrofski Dennis P. Rosenbaum Lorie Fridell Introduction Supervisors make important contributions to …
Overview Frequently Asked Questions O - asef.org
Europe. The ASEFYLS applies a 360 approach on leadership development and community engagement: 1) self-leadership (you), 2) team leadership (we), and 3) societal leadership (all). …
Revised September 2019 - Leadership Circle
FREQUENTLY ASKED QUESTIONS ... When leaders score toward the low end in the Creative Dimensions, the resulting report can feel harsh, leading to adverse reactions. For example, a …
Components of Transformational and Transactional …
leaders and followers, whereby followers reap immediate, tangible rewards for carrying out the leader’s or-ders” (Locke, 1999, p. 5). Clarifying leaders’ and follow-ers’ responsibilities, setting …
COMMUNICATION GUIDEBOOK - The Official Home Page of …
1cocmunia tabble tof aecnl spraax 2 table of contents introduction 1 roles and responsibilities 3 step 1: plan 7 step 2: prepare 15 step 3: execute 23 step 4: assess 27 insights from leading ...
Evaluation Essentials for Congregational Leaders
leaders of the church experience a vital “feedback loop” within their context. This may involve wise counsel from senior leaders of the church, intentional conversations with select individuals and …
4. After you successfully login, select “Event Center” from the …
Army requires of its leaders. This can lead to gaps in self-awareness. Leader360 provides students the ... Start/setup your Leader 360 event. 7. Follow on-screen instructions. 8. Recall …
Quality Improvement Handbook - FHI 360
of FHI 360 QI expert, is a key factor in the success of their improvement efforts. The ... In the United States and other countries, health care leaders began adapting innovative models and …
HR Competency 360
working with line leaders to elevate and develop talent and delivering HR solutions that improve both individual talent (human) and organization performance (capability). It also includes a …
Civil Service Leadership Statement - GOV.UK
The SCS 360 degree tool, designed around the Leadership Statement, will be compulsory for all SCS in the 2015/16 performance year. Everyone can use the self-assessment tool and 360 …
360 DEGREE FEEDBACK FOR EFFECTIVE BEHAVIOURAL CHANGE
PLUS 10 KEY QUESTIONS FOR SUCCESS 360 Degree Feedback is used by many organisations as part of assessment, development, performance and talent management. …
leadership eQ 360 - Profile Assessments
the top leaders (those whose scores were in the top 50% of the leader sample). Using this bar you can compare your results to those exceptional leaders who demonstrate high EI. If your score …
Evidence-Based Answers to 15 Questions About Leveraging …
These questions will address issues that arise in the development, implemen-tation, interpretation, and leveraging of 360-degree feedback interventions for individual, team, and organizational …
Use of 360 Feedback to Develop Physician Leaders in …
The leaders of an urban academic orthopaedic surgery department were provided with 360° feedback reports and coaching. This study is a retrospective review of the data collected and …
Police Supervision: A 360-Degree View of Eight Police …
element for agency leaders trying to shape and guide departments. With that in mind, we turn to the results of a survey that allowed us to gather insights on how subordinates viewed their …
Emotional Intelligence View 360/PeopleIndex Research …
Emotional Intelligence View 360 and PeopleIndex were developed by Kenneth M. Nowack, Ph.D., who ... model. Seventeen scales were derived, each measured by 3 to 5 questions using a …
360° - Genos International Europe
360° Emotionally Intelligent Workplace Behaviour Feedback Report - Sally Sample 3 THE GENOS MODEL OF EMOTIONALLY INTELLIGENT COMPETENCIES Emotionally intelligent …
