Clients often share with us stories about significant decisions or turning points for their organizations. These stories are common knowledge for those working in the organization and provide a bit of insight about how the company got to where it is. Interestingly, I found myself thinking about one of Calibra’s “stories” which we share with clients and potential clients in conversation but haven’t previously put into print – where did the idea to use a dual-scale 360 assessment come from?
Is Your Mind(set) Open to Feedback?
2/16/2011We are often contacted by executives interested in getting a potential leader some coaching. In most instances the future leader sees the coaching relationship their organization is offering as an investment in their future – a chance to receive feedback and learn. But, on occasion, a leader may push back and approach the coaching relationship as if it calls in to question their competence. Clearly these are two distinct perceptions of coaching and its purpose.
How to Build Credibility
1/11/2011For those trying to establish credibility with co-workers, focus on the 3 C’s:
1. Competence – the technical, managerial, or leadership capabilities of an individual (e.g., knowledge, skills and abilities). Questions to ask yourself:
- Do I have the necessary knowledge, skills, and abilities to be productive? How do I know?
- Do I execute? Do I hold myself and/or others accountable for getting results?
- Am I efficient and productive? Do I deliver in a timely fashion?
- Are others convinced of my competence? How do I know?
Hold a Mirror Up to the Behavior
11/2/2010In a particularly challenging coaching meeting, I was helping an individual interpret the results from a 360 degree feedback assessment. Throughout the report, this individual was receiving feedback that she doesn’t listen and tends to openly discredit others’ ideas if they do not align with her own. Not only were the ratings she was receiving indicating these were areas for improvement, but the open-ended comments were candidly providing examples.
Be True to Yourself
10/26/2010In a recent post I talked about communication style and adaptability. I think this is one issue we have spent the most time on over the years—from the C-suite to the frontline. As mentioned previously, it is also one of the most consistent themes in 360 feedback surveys (i.e., that managers need to do a better job adapting their style to meet the needs of other people—in particular their staff and peers).
