One of our clients, an HR Consultant, was called into a large company by their HR Coordinator. The company decided they wanted to put six of their departmentlevel team leaders through a Leadership Development Program in order to improve their communication, effectiveness of each department, and their bottom line.
Our consultant created a custom Leadership Development Program to achieve the brief given by the company. The first step in the process was to put each of the four managers through an Open 360° Feedback Assessment. This allowed the managers to receive and give feedback on each other in a positive way. The Open 360° also allowed any direct reports and other team members to give feedback on their manager.
The consultant created an Open 360° unique to the company and included questions that were specifically tailored to the business and their objectives.
The Open 360° included five question groups with each of the aspects linking to one or more of the goals. The response groups chosen by the consultant were; communication, management, motivation, planning, prioritising and delegating. Within each question group there were 4-5 scaled questions and one open question.
An Open 360° was the consultants’ tool of choice as it reveals the cognitive dissonance, also known as blind spots, between the manager’s perceived performance and the actual performance as perceived by the respondents.
After generating the report, the consultant noticed a large gap between the perceived performance of the IT Team Leader himself and his direct reports.
The main issue was associated with the aspect of communication. The Open 360° results suggested that the IT Team Leader lacked informative and detailed descriptions of relevant updates. The consultant noted on Question 46, “provides detailed instructions when communicating important information,” the Team Leader rated himself a positive 2 whereas his direct reports rated him a negative 0.33 in this area of communication.