A new year brings new resolutions and for many of us that is to become a better version of ourselves insome way. We know that feedback driven improvements are more effective and powerful. That is whyworking out with a trainer leads to faster progress than figuring it out yourself. Most of our clients arefocused on succession planning; there is a real shortage of ready-now talent. Developing leaders quicklyalways starts with a needs analysis and 360 feedback is a sound choice.

With remote work, 360 feedback is enjoying a resurgence of popularity. The idea of feedback frommultiple points of view is that a realistic picture of how a leader impacts people is developed. Thenuances and the ability for specific, anonymous comments create clarity for the participant. When theperson’s boss does not have as many observations, getting feedback from a variety of sources fills in thegap.

However, many 360 tools that I have used over my career do not lead to development. The goal offeedback is improvement. However, if the feedback is uninterpretable, or it is unclear how to take avague concept into action, nothing happens. The keys to effective 360 have to do with both the tool andthe process. We recommend certified debriefers, group discovery sessions and supportive follow-up.When we analyze the year over year data in companies that follow these best practices, there isimprovement.

I am excited to have the opportunity to introduce O.E. Strategies’ new 360 tool. Over 20 years ago, I began studyingand using 360 tools. At that time, they were supposed to be the solution to the feedback challenge thatmost leaders face. Over the years we learned that behaviorally based items that are easily observed bystakeholders make the feedback relevant. Building on strengths leads to successful change. For examplea strength in coaching can be leveraged to increase delegation.

However, there have been 2 big flaws that plague most systems. The first is that the data are toocumbersome and complex. My coaching clients would struggle to wade through mounds of data to findthe most meaningful nuggets.

We solved the problem of telling the story behind the data with a digital report that puts the insightsfirst and the detailed data is in the background. The interactive radar graph and sortable item featuresengage participants in understanding the most important messages in the 360.

The second is that many people stop at their report; they are not able to drive to meaningful actionplans. When we interview leaders for promotion, we ask about impactful development experiences. 360is high on the list but too often there is not a clear outcome. Because of the guided reflection and actionplanning

We have solved for both of those problems with our new tools for on-line reporting and integratedaction planning complete with recommendations and tools. Having at least one development area befocused on further leveraging a strength is an important balance to focusing on what can be donebetter. Discouragement is not the path to growth.

Finally knowing that there is a follow up measurement coming helps participants focus and stay ontrack. The re-measure is typically a celebration of progress and an opportunity to re-calibrate the plan.Our tool is an abbreviated, participant driven pulse focused on the items that are targeted by the actionplan. Leaders 360 tool. We want to thank all of our clients and friends who contributed their time andwisdom to creating OES’ new 4R Leaders 360 Development Tool.