Leadership
Development
Case
Report: 360º Assessment
Dr. Sayer developed a custom-designed 360º survey for
a large aerospace firm, based on their framework of values
and performance review system. There were 5000 surveys distributed
to provide reports for 300 managers with an internal partner
managing the distribution and collection of the surveys
and an external consultant for tabulation and report generation.
Many managers were very suspicious of the process. In one
of the group debriefings, two men were taking copious notes
during the initial lecture on test development, validation,
tabulation, etc. They wanted to have evidence that there
were many things wrong with the process to defend themselves
in face of the expected negative results. When the results
were handed back (confidentially in sealed envelopes) and
these men had time to review the reports, the notes were
suddenly thrown away and they were left smiling. The point
is that everyone has strengths and areas for development
and any assessment process needs to be conducted with respect
and balance for the benefit of both the organization and
the individuals.
Outcome:
The overall results of the assessment process were used
to establish a model of managerial training and development.
This model provided training in key areas for all managers
and focused group and individual learning programs in the
remaining areas of highest need. In addition, learning resources
were provided to all managers so they could receive the
information that they needed to address their own unique
areas for development.
Case
Report: Team Development
A new Vice- President inherited a team of three very
different Directors running an important department in a
pharmaceutical research and manufacturing company. While
each was clearly talented and dedicated, they didnt
seem to be working together to achieve the important goals
they had in front of them. Interviews were conducted with
the VP, as well as with each director and then a one-day
session was designed to uncover and discuss barriers to
communication and effectiveness. Through two types of individual
assessment, completed prior to the session and debriefed
in the session, the Directors learned how to use each others
individual talents and perspectives rather than work around
them.
Outcome:
There was immediate success in their teamwork following
the session, as reported by the Vice President. This has
since translated into positive relationships among the team
members as each has moved on to their own positions as VPs,
both within this and other companies.
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