The Fatal Flaw in Most 360 Degree Feedback Programmes Is there something wrong with the process of 360-degree feedback? In my last blog post, I guessed you would struggle to name more than one or two people who had changed their behaviour since receiving 360-degree feedback. One of the biggest problems identified in the DDI study
How many people do you know have received 360-degree feedback and then made a sustained change in their behaviour? I’d hazard a guess that you would struggle to name more than one or two. And that’s because organisations often pay a great deal of attention to implementing the process with inadequate attention being paid to how
In my recent blog posts I’ve mentioned a 360 development programme I’m delivering for a client. It’s prompted a fair amount of interest and questions so in this post I thought I’d answer a couple of those. In my experience, 360-degree feedback is one of the most effective tools for helping develop leaders as part of a
A few weeks ago I talked about one of my clients, a growing global organisation who needed to grow the management team with the organisation. One of their biggest challenges was retaining talented employees. Paul was one of the senior people I was asked to work with. For a fast-growing organisation, Client Services is a
One of the things that increasingly frustrates me is how development professionals have come to make a distinction between coaching someone to develop their leadership skills and coaching someone to manage their career. Typically, we use the term Leadership Coaching to describe a deliberate and personalised process to promote the leadership growth of an individual and
What’s your number one development strategy? In my experience, anyone named on a succession plan or identified as part of a talent pool benefits hugely from coaching. In my last post, The First Step You Should Take After Completing the Talent Review, I shared two reasons why coaching is the first talent development strategy you
As I mentioned in my last blog post, A Succession Plan isn’t the same as planning for succession. And a Talent Review isn’t enough to retain and develop your future leaders. They are simply the starting point. So, what is the first step you should take once you’ve completed the talent review? Well, step one is
A coaching culture at work develops leaders and managers at all levels of the organisation. And that was the important thing for the organisation I am going to talk about in this post. In 2008, Mark McKergow, the Director of sfwork – The Centre for Solutions Focus at Work, invited me to be the Programme
Solutions Focus (SF) is an exciting and complete approach to change. It developed from the brilliantly simple ‘brief therapy’ work of Steve de Shazer and Insoo Kim Berg. It is now used by major businesses, coaches and consultants as their chosen approach to deliver respectful and lasting change quickly. Mark McKergow & Paul Z. Jackson
Earlier this year, Coaching at Work Magazine featured a programme I am working on as a case study in an article they called “The Ripple Effect”. If you are a subscriber, you can read the full article here. Or read on to learn more. In 2008, Mark McKergow, the Director of sfwork, invited me to
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