MLLS. 360 Degree Feedback E R & P M N A T I O N A L C A L L C E N T R E - F

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1 MLLS 360 Degree Feedback

2 Components of 360 Feedback Manager my direct manager. Peers my peer group. Direct Reports my direct reports. 2

3 Managerial Leadership Model SELF OTHERS BUSINESS 3

4 Direct Reports Feedback Strengths Developing Others definition Qualitative Feedback He is extremely knowledgeable about career development. 4

5 Direct Reports Feedback Strengths Achievement Orientation definition Qualitative Feedback His high quality standard and he recognizes high performance. 5

6 Direct Reports Feedback Strengths Team Leadership definition Qualitative Feedback He is open to communication and a true leader who learns from his mistakes. 6

7 Direct Reports Feedback Strengths Impact and Influence definition Qualitative Feedback His technical skill and consistent energy to help his peers. 7

8 Direct Reports Feedback Development Opportunities UNDERSTANDING SELF Self Awareness and Feedback is seeking, listening and accepting feedback from others to increase awareness of personal strengths and weaknesses, and using this feedback for constructive purposes. It includes concern for understanding how others see oneself, one s role, and one s organization. It involves reflection on feedback; experiences and lessons learned to inform day to day behaviour and to support personal and professional growth. Qualitative Feedback Develop an awareness of own actions and impact of discussions with peers ability to disengage. Sometimes he is too intense. Improve relationships with peers. 8

9 Direct Reports Feedback Development Opportunities UNDERSTANDING OTHERS Listening, Understanding and Responding is the ability to accurately listen, understand and then respond appropriately when interacting with individuals and groups. It includes caring about the hopes, dreams and concerns of others, providing wise counsel, being sensitive to signs of stress in others, putting people at ease, showing straightforwardness, tact and composure in communication. It also includes making communication a priority and utilizing appropriate communication approaches for the situation. Qualitative Feedback Become a more effective listener as opposed to listening to himself speak. He needs to keep it simple. Listen to others opinions. 9

10 Direct Reports Feedback Development Opportunities UNDERSTANDING SELF Self Awareness and Feedback IDEAL competency target = 4 VS. ACTUAL competency rating = 3.5 LEVEL 4 definition 10

11 Direct Report s Feedback Development Opportunities UNDERSTANDING OTHERS Listening, Understanding and Responding IDEAL competency target = 4 VS. ACTUAL competency rating = 3.6 LEVEL 4 definition 11

12 Developmental Opportunities ACTION PLAN Self Awareness and Feedback My goal for development Actively Seek to Increase Self-Awareness; deliberately monitor how I am perceived. Become aware of unexpressed or poorly expressed thoughts, concerns and feelings of others. Accept Feedback; Listen to and accept feedback with composure. Hold a Balanced View; understand and differentiate between perceptions about myself, my role and the organization. My plan to get there Solicit feedback and perceptions on my coaching abilities and development needs. Observe others who I consider outstanding in their coaching abilities and what they do to learn about and apply new or improved coaching skills Look for new approaches in coaching from other businesses in BMO Financial Group and from other business sectors and consider how they might work with and coaching others. When would I like to achieve my goal start immediately, target date for noticeable significant improvement Fiscal Year End How I will know when I have arrived feedback received from my direct reports will engage in another 360 degree feedback towards the end of Fiscal

13 Developmental Opportunities ACTION PLAN Listening, Understanding and Responding My goal for development Be open and receptive to information or others views. Take time to listen to others (individuals or groups). Pick up on non-verbal clues to other people s feelings and emotions. Actively seek to understand. Go out of the way to invite conversations. Seek out the facts and pertinent information to gain understanding before drawing conclusions. Communicate with tact and composure. My plan to get there Engage in active listening during conversations and coaching discussions. Consciously increase the number of open-ended questions I use in conversations. Restate and summarize what I hear, where appropriate, to demonstrate understanding Give full attention when listening and force myself to not to engage in distracting thoughts or activities When would I like to achieve my goal start immediately, target date for noticeable significant improvement Fiscal Year End How I will know when I have arrived immediate feedback and acknowledgement received from my direct reports during conversations will engage in another 360 degree feedback towards the end of Fiscal

14 Open Discussion MLLS 360 Degree Feedback

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