Performance: Getting the 360th degree
ReportonBusiness.com - Canada
Ms. Joyce had just been through her most recent 360-degree feedback review and was ready to hear the results. "Now I'm going to mention something – and ...

Use of psychometric profiling in coaching on the rise
PersonnelToday.com - UK
"They usually include a psychometric and 360-degree feedback as core to the first module. In some cases at the end of the development programme the ...

360 Feedback News Alerts

WORKWISE: Give solution to counter destructive ego
Suburban Journals - Town and Country,MO,USA
Bishop says a company with a 360-degree feedback policy may put a person in check. "Help the person increase self-understanding," she recommends. ...

Feed It Forward
BusinessWeek - USA
Most of us hate getting negative feedback, and we don't like to give it. I have reviewed summary 360-degree feedback reports for more than 50 companies. ...
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The Booth Company Releases Updated Executive Leadership 360 Feedback Survey

The Booth Company introduces the new Executive Leadership Survey (ELS), an updated version of its popular 360 feedback survey for developing executive leadership talent. The newly-added emotional intelligence dimensions and their time-tested counterparts combine to provide the executive with a realistic and comprehensive view of the executive role, and feedback that is used to develop relevant skills.

Boulder, CO (PRWEB) November 15, 2007 -- The Booth Company introduces the new Executive Leadership Survey (ELS), an updated version of its popular 360 feedback survey for developing executive leadership talent. This is the most significant update to the survey in over a decade, combining current research, industry trends and customer feedback to refresh its relevancy while increasing the simplicity of the feedback process.

The everyday responsibilities of executives have evolved significantly since the ELS was created in 1989. Recent technological developments have led to greater amounts of communication, requiring executives to make decisions more frequently and within shorter timeframes. Taking this into account, The Booth Company has included three new dimensions in the new ELS: "Awareness of Others," "Self-Awareness" and "Self Management." These additions allow the executive to receive confidential feedback regarding his or her abilities to professionally interact with others, master personal impulses, and make rational choices in situations that often involve pressure and disagreement.

Evaluating such competencies has become an increasingly common industry practice in recent years, typically under the label of "emotional intelligence." Known as "E.Q." (Emotional Intelligence Quotient) - primarily to differentiate it from the more traditional intelligence assessment, I.Q. (Intelligence Quotient) - emotional intelligence provides an interesting model to assess interpersonal leadership skills and rationality in pressured decision-making situations. However, this approach has also received its share of criticism, mostly stemming from emotional intelligence tests that evaluate personality traits and characteristics instead of skills and abilities that may be developed.

The new ELS dimensions and their time-tested counterparts (such as "Business & Financial Acumen," "Industry & Market Insight," and "Organizational Savvy") combine to provide the executive with feedback from peers that is used to develop relevant skills. In this way the new E.Q. dimensions reliably augment the 360 feedback assessment of traditional executive competencies, providing an assessment that remains explicitly focused on a well-rounded set of the most relevant skills needed by today's executives. According to Dr. Daniel Booth, founder of The Booth Company, "combining E.Q. with traditional executive skills in one coaching tool is not only more efficient, it helps executives accept that being an effective thought leader and organizational manager is only half of the effectiveness equation. He or she might be the smartest person on the team, yet still fail or fall short for lack of empathy, self-awareness or skills in managing emotions. The new ELS helps the executive achieve a more realistic and comprehensive view of the executive role."

About The Booth Company:
The Booth Company publishes and administers 360 degree feedback surveys based on the Task Cycle®, a validated theory of leadership and management roles. Its comprehensive set of surveys measure the fundamental skills of mission-critical organizational roles, including executives, first-line and middle managers. The survey results are compared to continuously updated industry and country norms. Since 1972 The Booth Company has distributed its surveys and feedback workshops internationally through corporate universities and an exclusive network of certified senior executive coaches.

The Booth Company, a Pioneer in 360 Feedback, Marks 35th Anniversary

For 35 years managers and executives have turned to The Booth Company (TBC), www.boothco.com, to become better leaders. Headquartered in Boulder since its founding by Dr. Daniel J. Booth Ed.D, TBC currently serves leaders throughout the world in many of their own languages.

Boulder, CO (PRWEB) November 6, 2007 -- For 35 years managers and executives have turned to The Booth Company (TBC), www.boothco.com, to become better leaders. Headquartered in Boulder since its founding by Dr. Daniel J. Booth Ed.D, TBC currently serves leaders throughout the world in many of their own languages. This is a long way from its beginning in 1972 as a one-person university-town consultancy.

The idea behind The Booth Company has always been to improve organizational performance by raising the competence of leaders and managers. To TBC, this always required moving from the traditional top-down command structure to participative management. It also entailed a revolutionary change to traditional accountability whereby managers would also be accountable to their teams.
In the mid-70's, Dr. Booth became convinced that upward feedback, especially as applied worldwide by TBC's client, IBM, had the potential for creating these cultural shifts in other organizations. Dr. Booth immediately began designing questionnaires and trying them out on regional organizations, such as Adolph Coors and the Denver Water Department.

Simultaneously in Connecticut, Dr. Clark L. Wilson (often acknowledged as the "father of 360 feedback") released the first of his multi-rater instruments and was testing them at DuPont and Pitney Bowes. When Dr. Booth read the professional reviews of Wilson's instruments and Wilson learned of Booth's ability to find users, they formed a partnership with Wilson as scientist and The Booth Company as marketer until the companies merged in 1999.

Today, TBC's commitment to developing leadership talent through quality feedback programs continues with comprehensive assessment solutions. When asked about the relevance of 360's in today's workforce Dr. Booth replied, "In the increasingly competitive and global marketplace of today, it's not surprising that 360s are as relevant as ever. What hasn't changed in 35 years is the need for people to learn and master leadership, management and teaming skills. Other constants are the requirements that we stay customer focused and on the cutting edge of knowledge and tools. These, combined with the opportunity to work with high integrity clients, keep me more enthusiastic than ever."

The Booth Company publishes and administers 360-degree feedback surveys based on the Task Cycle®, a validated theory of leadership and management roles. Its comprehensive set of surveys measure the fundamental skills of mission-critical organizational roles, including executives, first-line and middle managers. The survey results are compared to continuously updated industry and country norms. Since 1972, The Booth Company has distributed its surveys and feedback workshops internationally through corporate universities and an exclusive network of certified senior executive coaches.