Development Planning Guide A s s e s Executive Dimensions Benchmarks s m Prospector 360 By Design e n t S i u e t 360 By Design
360 By Design Development Planning Guide The Center for Creative Leadership gratefully acknowledges the contribution of the following individuals whose work and dedication made the 360 By Design Development Planning Guide possible: Lead Contributors Jean Brittain Leslie Cynthia D. McCauley Contributors Dawn Barts Craig Chappelow Nancy Staley To cite from this report, please use the following as your reference. Leslie, J.B. & McCauley, C.D. (2013) 360 By Design Development Planning Guide. Greensboro, NC: Center for Creative Leadership. Copyright 2013 Center for Creative Leadership. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
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Table of Contents Introduction - 4 I. Analyze Your Results - 5 -- Strengths - 6 -- Development Needs - 8 -- Prioritize Your Results - 10 -- Insights from Your Feedback - 12 II. Define Your Development Goals - 14 III. Create Your Development Plan - 15 -- Sample Development Planning Worksheet - 16 -- Development Planning Worksheets - 18 IV. Seek Feedback and Support for Your Plan - 24 V. Implement Your Plan - 25 3
Introduction This Development Planning Guide is designed to help you analyze your feedback, identify development opportunities based on your results, determine what actions to take, and create a development plan to increase your effectiveness. The Development Planning Guide follows the process outlined below. 360 By Design Development Planning Process Analyze Your Results Define Your Development Goals Create Your Development Plan Seek Feedback & Support for Your Plan Implement Your Plan 4
I. Analyze Your Results Your 360 By Design Feedback Report contains a wealth of data. To help you analyze your data, use the following exercises to identify themes from your report: Summarize your strengths from different perspectives Summarize your development needs from different perspectives Compare your results with what is important for success in your organization Articulate what you have learned. The questions in the exercises are purposely broad. For example, on the first exercise, you are asked to identify at least two things from the perspective of each rater group that you do well as a leader. The two things can come from anywhere in your report (e.g., item-level data, overview charts, written comments) or from a theme you noticed in the report. You have the best view of what do well means. Is it a 5 rating on an item? Is it a high score compared to the norm group? There is no wrong or right way to complete these worksheets the purpose is to challenge you to synthesize and summarize your feedback. 5
I. Analyze Your Results Exercise A: Strengths Identify at least two things from the perspective of each rater group that you do well as a leader. Self 1 2 3 Boss 1 2 3 Superior 1 2 3 Peers 1 2 3 Direct Reports 1 2 3 6
Analyze Your Results I. Strengths, continued Identify at least two things from the perspective of each rater group that you do well as a leader. Others 1 2 3 What themes or patterns do you see across rater groups? 7
I. Analyze Your Results Exercise B: Development Needs Identify at least two things from the perspective of each rater group that you do least well as a leader. Self 1 2 3 Boss 1 2 3 Superior 1 2 3 Peers 1 2 3 Direct Reports 1 2 3 8
Analyze Your Results I. Development Needs, continued Identify at least two things from the perspective of each rater group that you do least well as a leader. Others 1 2 3 What themes or patterns do you see across rater groups? 9
I. Analyze Your Results Exercise C: Prioritize Your Results Use the space below to answer the following questions: Which of your strengths are most important for continued success in your organization? Which of your development needs are most important for continued success in your organization? Which of your mid-range capabilities (not clearly a strength or development need) are most important for continued success in your organization? Strengths Most Important for Continued Success Make sure you continue to leverage these strengths. Pay attention to how you can use them in new contexts and situations. Development Needs Most Important to Address for Continued Success Consider the risks of ignoring these needs. Although improving any of these requires focused effort, not improving can impact your job and career success. 10
Analyze Your Results I. Prioritize Your Results, continued Mid-Range Capabilities Most Important for Continued Success Consider the advantages of continuing to sharpen these capabilities. Going from average to great can benefit you and the organization. 11
I. Analyze Your Results Exercise D: Insights from Your Feedback 1 What surprises (good and bad) did you find in your feedback? 2 How would you now describe your strengths as a leader? 3 Which of your development needs or mid-range capabilities, if improved, could contribute the most to your effectiveness as a leader? 12
Analyze Your Results I. Insights from Your Feedback, continued 4 Do your rater groups view you the same way? If not, how would you summarize the differences? Do any of these differences impact your effectiveness? 5 What questions does the feedback raise? What do you need more information about before you can make sense of your feedback? 6 What else did you learn from your feedback that is important to note? 7 Has your self-perception changed as a result of your feedback? In what way? 13
II. Define Your Development Goals Use your 360 By Design Feedback Report as a catalyst for setting development goals. Identify two or three goals for focus. Consider the following approaches to selecting a topic for goal setting: Identify a strength to capitalize on Choose a mid-range capability and make it stronger Identify a weakness and transform it into a mid-range strength Compensate for a weakness by creating strategies to work around it. Create a specific goal that: Motivates and energizes you Will help you be more effective in your current or future position Links organizational goals with your personal career goals. Instructions: In the space below, identify two or three goals that you will set as a result of your feedback. Remember to select clear, specific, and attainable goals. Goal 1 Goal 2 Goal 3 NOTE: Transfer your goals to the Goal area on your Development Planning Worksheets in Section III. 14
III. Create Your Development Plan Successful development has three imperatives: Leaders need feedback on strengths and problems that impact long-term success as a manager. Feedback increases self-awareness, which can help us respond to the variety of situations we must face. Leaders need variety in leadership challenges, which is the major vehicle by which we learn to handle different types of people and jobs. Through a variety of leadership challenges, we become aware of development gaps discrepancies between what we have done and what we now need to do. Each time that we close these gaps we develop new skills and acquire new perspectives. Leaders need the ability to learn from experience. We can gain this by increasing the variety of ways in which we learn, rather than by simply repeating our habits from the past. Increasing the variety of learning tactics you use can improve your ability to learn from experience. Reviewing your 360 By Design feedback has provided you with some insight about your strengths and development needs. To address the goals that you have identified, we have included a sample worksheet plus a few blank worksheets for you to use to create your development plans. Please use one worksheet for each goal. Completing Your Development Planning Worksheets Use the worksheet to draft your plan. Then discuss your plan with your boss and others who will be in a position to support your efforts to learn new skills and develop new directions. 15
III. Create Your Development Plan Development Planning Worksheet Example Goal Specific Development Goal: I will push decisions down give direct reports decision-making power, a sense of ownership and greater visibility. 360 By Design Competency: Leading employees Expected Outcomes What will be different? Direct reports will not always come to me. Work and rewards will be shared, leading to more challenge and greater job satisfaction. How will my organization or workgroup benefit? Better developed/ prepared managers. Better decisions and increased effectiveness because of the synergy. What will I gain by achieving the goal and participating in the process? Improved relationships with staff; more time for longer-term, strategic issues. Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 16
Create Your Development Plan III. Development Planning Worksheet Example, continued Trade-offs and Obstacles What will I have to give up? Time and efficiency. It was faster and easier to do it myself. Control. I like to decide when and how things get done. What obstacles or difficulties may exist? How will I manage them? May be difficult to let go. Staff will probably make mistakes. Have to keep in mind long-term development of all of us as well as the benefits of a team/ shared approach. 17
III. Create Your Development Plan Development Planning Worksheet 1 Goal Specific Development Goal: 360 By Design Competency: Expected Outcomes What will be different? How will my organization or workgroup benefit? What will I gain by achieving the goal and participating in the process? Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 18
III. Development Planning Worksheet 1, continued Trade-offs and Obstacles What will I have to give up? What obstacles or difficulties may exist? How will I manage them? 19
III. Create Your Development Plan Development Planning Worksheet 2 Goal Specific Development Goal: 360 By Design Competency: Expected Outcomes What will be different? How will my organization or workgroup benefit? What will I gain by achieving the goal and participating in the process? Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 20
III. Development Planning Worksheet 2, continued Trade-offs and Obstacles What will I have to give up? What obstacles or difficulties may exist? How will I manage them? 21
III. Create Your Development Plan Development Planning Worksheet 3 Goal Specific Development Goal: 360 By Design Competency: Expected Outcomes What will be different? How will my organization or workgroup benefit? What will I gain by achieving the goal and participating in the process? Developmental Tactics (choose two or three different tactics to help you accomplish your goal) Look for ways in your current job or outside the workplace to practice new behaviors Get a coach Talk with previous job incumbents, meet with others who have faced similar challenges, talk to experts Seek support from trusted others Observe the behaviors of effective people, seek role models, practice effective behaviors Training, reading, course work Other, please specify: 22
III. Development Planning Worksheet 3, continued Trade-offs and Obstacles What will I have to give up? What obstacles or difficulties may exist? How will I manage them? 23
IV. Seek Feedback and Support for Your Plan In order to know if your plan is effective, you will need to involve others in the planning process. Share your goals and tactics for achieving those goals with your boss. Discuss any concerns your boss may have about your goals. Tell your boss where you need help implementing your plan adding new responsibilities to your job, attending a training program, accessing a coach. Decide on a schedule for completing your plan and for check-in times as you implement your plan. Share your goals with your direct reports. Describe why you have chosen these goals (e.g., what you learned from your feedback, how achieving the goals will make you more effective, what s important to you about the goals). Surface and discuss any concerns or questions they have about your goals. Let them know what specific help you are seeking from them as you pursue your goals. Seek out input from others in refining your development plan. If you use role models or coaches, discuss your development plan with your coach or role model. Share your plan with people who know you well a former boss, a long-time colleague, your spouse or partner. Feedback can continue to enhance your effectiveness even after you have achieved the goals you have set. By continuing to use the skills mentioned here, you can receive feedback throughout your lifetime and continue to enhance both your career and personal life. 24
V. Implement Your Plan At this point in the process you should have a clear understanding of what you want to achieve, why it s important, and how to do it. Now it s time to put your plan into action. It is very important to have a strong beginning that will build momentum for the challenges that lie ahead. Individuals often act as if they should be able to use newly acquired skills perfectly from the start, without practice and without reverting to old habits. These same people would not expect these outcomes when trying to improve in their favorite sport or when learning to speak a foreign language. Remember to take this into consideration as you move forward with your development. Practice makes permanent, and by seeking feedback on a regular basis, you will find that it becomes easier to ask for and receive. It also becomes easier for others to give you feedback making it a permanent part of your daily routine. To stay on track with your development, set a time for reviewing the status of your goals. Commit to a specific date on which you will revisit this guide and your plan, assess your progress, and perhaps set new goals as you continue the development process. Follow-up Date: Review Your Progress As you make strides toward accomplishing your development goals, continue to assess yourself. In addition to taking another 360-degree assessment, consider asking trusted colleagues and coaches the following questions: What am I doing well? Where do I need to improve? What are others views of me? How do my behaviors impact others? 25
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