Boulder, CO (PRWEB) September 16, 2009 -- The Booth Company, an international provider of leadership and management assessments since 1973, has just been approved with the Safe Harbor certification by the U.S. Department of Commerce. This means that it also meets the confidentiality requirements of the European Union where it has conducted 360 assessments even before the creation of the EU. As the first 360 feedback publisher on the web in the 1990's, The Booth Company has always met or exceeded the highest standards of personal data privacy. Its clients have entrusted The Booth Company with hundreds of millions of survey responses as well as entire HR databases. Safe Harbor will add another source of security for clients and individual leaders and managers throughout the world.
The safe harbor -- approved by the EU in 2000 -- is an important way for U.S. companies to avoid experiencing interruptions in their business dealings with the EU or facing prosecution by European authorities under European privacy laws. Certifying to the safe harbor assures that EU organizations know that The Booth Company provides "adequate" privacy protection, as defined by The European Commission’s Directive on Data Protection.
Tom Kuhne, Vice President and CIO for The Booth Company, said, "We've always had strong privacy policies. But the legal definitions of privacy are different between the EU and the US – theirs are more specific. Safe Harbor certification helps assure clients and prospects that we do follow the latest guidelines for privacy."
As part of the Safe Harbor certification, The Booth Company has joined the Better Business Bureau Safe Harbor Dispute Resolution Program, which provides a third party to resolve complaints about privacy issues. Certification was awarded on July 28, 2009.
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.
For clients utilizing their own survey content, The Booth Company offers flexible survey hosting services, as well as statistical and psychometric consulting. It also provides advanced reporting opportunities, with a variety of aggregate reports ideal for group benchmarking and strategic planning purposes.
The Booth Company Receives Safe Harbor Certification
The Booth Company Celebrates 30 Years with Task Cycle® Surveys
Boulder, CO (PRWEB) September 1, 2009 -- For 30 years The Booth Company has been the leading international consulting distributor of Clark Wilson’s Task Cycle® surveys. On August 31st, The Booth Company celebrated its 10th year as the majority owner. The late Clark L. Wilson, a fellow in the American Psychological Association (APA), is the acknowledged originator of multi-rater (“360”) feedback instruments for leadership and management development. Survey of Management Practices, the first in the battery, was published in 1973 and quickly utilized by DuPont, Dow Chemical, Pitney Bowes and other leading US firms to assess its high potential leaders and move them forward with professional feedback and coaching. Within a few years he published “Multi-level Management Surveys: Feasibility and the Initial Applications” 1975 which detailed the scientific basis of the surveys. This captured the attention of other executive development specialists and academics. Dr. Daniel Booth’s consulting firm in Boulder, which was using his own 360 feedback surveys with major corporations, quickly replaced them with Task Cycle® surveys and created a worldwide distribution network with Dr. Wilson.
Daniel Booth, CEO of The Booth Company, states that “we were the intellectual heirs of the Task Cycle® surveys, and we celebrate almost 40 years of data collection around the surveys. We are proud to be of service to the business community with these surveys.”
In the past ten years, The Booth Company has updated Dr. Wilson’s original surveys and currently maintains a battery of 13 surveys based on the Task Cycle®. The Task Cycle® comprises six sequential phases that are relevant to managing and leading for change. These 360 feedback surveys cover every turn of the leadership pipeline, from executives to individual contributors. Dr. Wilson’s first survey, The Survey of Management Practices, remains The Booth Company’s most requested survey. In addition, The Booth Company has customized and created additional surveys for special applications for unique clients. Surveys have been translated from English into 12 languages. And, academic researchers have published at least 15 technical papers validating the surveys.
Among its other accomplishments, The Booth Company has certified hundreds of senior coaches and built a new scoring platform to host the proprietary surveys along with other publishers’ assessments.
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.
For clients utilizing their own survey content, The Booth Company offers flexible survey hosting, as well as statistical and psychometric consulting. It also provides advanced reporting opportunities, with a variety of aggregate reports ideal for group benchmarking and strategic planning purposes.
360 Degree Feedback News Items
...for all 280 students, he says, but all Kenan-Flagler MBA students will get “360 degree feedback” as part of their personal development at the school...
What it takes to be a CEO -- Edmonton Journal - Edmonton,Alberta,Canada
If you think your emotional intelligence could use a bit of polishing but aren't sure of your deficits, Brown said, arrange to have a 360-degree feedback...
The Booth Company Launches Interactive Development Planning Tool
Boulder, Co. (PRWEB) June 9, 2009 -- The Booth Company, an international provider of leadership development surveys, announces the launch of TruTrack™ – an interactive development planning tool that is seamlessly integrated with its .NET survey hosting platform, TruScore® (www.truscore.com). TruTrack™ will allow a survey participant to create a development plan online and email it to a manager, coach, or other stakeholder. The development plan is also stored on the participant’s portal for ready access and easy modification. To increase the likelihood of goal completion, the participant is prompted to schedule reminders in their business calendar, such as Microsoft Outlook®. TruTrack™ also comes equipped with a full library of developmental recommendations for each survey.
Dr. Daniel Booth, CEO of The Booth Company, states, "We are excited about making development planning so immediate and easy to complete—and to automate accountability for follow-up. Practical and constructive follow-through is perhaps the most important component of a 360 survey, especially when informed by reliable results and greater self-awareness. Research indicates that the people who improve their scores on a second assessment are those who take their development plans seriously and take actions to improve in their identified goals. TruTrack™ helps to keep the development plan current and accessible by having it online and by allowing calendar reminders to be scheduled."
TruTrack™ is a new component of TruScore® survey software, which The Booth Company released in 2007. TruScore® is an online application that requires no software installation and can be accessed by administrators, participants, and raters from any computer that has an Internet connection and browser. This technology allows all aspects of the feedback process to be customized while enhancing user experience and administrative control at every level. Most importantly, TruScore® is designed to be compatible with a broad range of assessments, making it an ideal platform for independently authored surveys as well as The Booth Company’s Task Cycle® surveys. TruScore® survey software is a secure, on-demand application operating on Microsoft's .NET framework.
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 measures the fundamental skills of mission-critical organizational roles, including those of executives and all levels of management. The survey results are compared to continuously updated industry and country norms.
For clients utilizing their own survey content, The Booth Company offers flexible survey hosting services, as well as statistical and psychometric consulting. It also provides advanced reporting opportunities, with a variety of aggregate reports ideal for group benchmarking and strategic planning purposes.
The Booth Company Announces New Management Workshop: 'Managing through the Task Cycle'
The Booth Company, an international provider of leadership development surveys, announces the release of a two-day workshop to train first-line managers in the fundamental skills measured in its best-selling 360 feedback management survey, Survey of Management Practices.
Boulder, CO (PRWEB) May 12, 2009 -- The Booth Company, an international provider of leadership development surveys, announces the release of a two-day workshop to train first-line managers in the fundamental skills measured in its best-selling 360 feedback management survey, Survey of Management Practices. The workshop, entitled “Managing Through the Task Cycle®,” is an interactive workshop that can be that can be delivered in half-day modules over a period of time or two days in a row.
The workshop can be instructed by in-house trainers or by one of Booth’s certified consultants. “Managing Through the Task Cycle®” can be delivered as a stand-alone program or in conjunction with the Survey of Management Practices. Some organizations are enrolling middle managers and taking them through the Leadership Practices for Managers survey. Yet another option is online instruction for dispersed groups.
Managing Through the Task Cycle® 
Training materials include a comprehensive Instructor Guide, Participant Workbook, and a full set of PowerPoint slides. The syllabus for the workshop can be seen at www.boothco.com/downloads/MTTTTWorkshopSyllabus.pdf
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.
For clients utilizing their own survey content, The Booth Company offers flexible hosting services, as well as statistical and psychometric consulting. It also provides advanced reporting opportunities, with a variety of aggregate reports ideal for group benchmarking and strategic planning purposes.
SUCCESSFUL GROWTH STRATEGIES, COACHING AND ASSESSMENT OF LEADERSHIP SKILLS
Compelling evidence about which leadership skills are especially vital to successful growth strategies has just been released in a new study of 300+ C-level leaders and heads of operating units. While nothing new about the fundamentals of executive leader competencies was discovered, the specifics that are associated with different types of strategies appear to add new knowledge that coaches can draw upon with greater confidence.
This summary will highlight the challenges of three kinds of organizational growth and three sets of executive skills that were associated with success in each strategy. For a comparison of these fundamentals to our Executive Leadership survey, see figure 1.
For coaches and consultants, it is second nature to identify the strategic direction of our clients. The information in this study will help clarify the organization's type of strategy --organic, strategic alliances, or mergers and acquisitions--and provide additional information on how to prioritize the skills around that strategy. Another complication for coaches and their clients are the transitions from one strategy to another. Add to that the real-world situations of some organizations whereby they are pursuing a combination of these strategies and you can see the value in knowing what skills are required for success.
Organic Growth. These are the challenges cited most often by the 300+ leaders who responded to the survey: cultivating a satisfied and loyal customer base and responding to customer pressure for better products and services. The corresponding leadership capabilities included focusing on the customer, sticking with priorities, executing, and innovating. Nothing new here about leadership, of course, but the companies that reported greater organic growth called these out as mission-critical.
Growth through Strategic Alliances. Successful leaders of this strategy cited these challenges: alignment of goals, plans and organizational structures, information sharing and making good decisions. The corresponding leadership skills included communicating a compelling vision, building trust, engaging others and building networks and informal links.
Growth through M&A. Challenges included retaining top talent and demonstrating value to investors. The skills emphasized were: focusing on market trends and competition, bridging differences in styles, values, and cultures, adapting to change, and continuous process improvement.
One final set of imperatives is cited as common to all growth strategies:
* Understanding customers' unmet needs
* Communicating clear strategy, goals and metrics
* Setting performance objectives
* Building a climate of ownership
* Coaching and listening to others
* Keeping organizations focused on strategy
* Challenging the status quo
* External focus
The 300+ survey respondents were a "highly seasoned group…from a range of industries and regions around the world", equally balanced between EMEA, North America and APAC. All of the companies selected equaled or exceeded their industries in gross revenue and profitability; more than half of them achieved even higher levels in the last 3 years.
We were fortunate to hear a presentation of this research recently at the 2009 annual owners meeting of ISA, the Association of Learning Providers. Ed Boswell, CEO of The Forum Corporation and a key advisor to the research team, provided a full copy of the study as well as helpful diagrams that are not in the study. We highly recommend the full study to all of our clients and coaches: One Size Doesn't Fit All: the Distinct Leadership Capabilities for Organic, Alliance, and M&A Growth. Go to http://www.forum.com/library/research_studies-58.aspx to see it listed under the "Library" tab. You will need to register on the site in order to download the report.
The Booth Company Partners with George Fox University for 360 Degree Feedback
The Booth Company’s 360 degree feedback surveys are an integral component of the MBA program at George Fox University. As part of a course on organizations, Jim Steele, Ed.D., invites his students to choose one of several surveys that offers the best fit for their professional needs.
Boulder, CO (PRWEB) April 9, 2009 -- The Booth Company’s 360 degree feedback surveys are an integral component of the MBA program at George Fox University. As part of a course on organizations, Jim Steele, Ed.D., invites his students to choose one of several surveys that offers the best fit for their professional needs. Learners are encouraged to select raters from their business contacts, bringing the voices of their working associates into the academic process. By providing learners with a firsthand view of how they are perceived in their work environments, students are confronted with evidence of the impact of their own leadership behaviors.
Students are pleased with the 360 degree survey process. “I chose the survey participants carefully to assure honest, open feedback,” said credit union CEO and 2007 George Fox MBA graduate Barbara Mathey. “Although some of the results were difficult to see, it was exactly the feedback I was hoping for. The insight gave me the opportunity to reevaluate and change my approach to more effectively use my leadership skills and to obtain additional skills where I was lacking.”
Learners appreciate the flexibility to choose a survey relevant to their specific needs. From a teaching and facilitation perspective, the common design of the surveys makes it possible to provide a single overview to the survey process, Task Cycle, and feedback reports, even though multiple surveys are in use. Individual coaching sessions after the survey results are distributed provide ample opportunity for students to explore the unique elements of the specialized survey results.
The George Fox MBA’s Executive Track (mba.georgefox.edu) attracts sophisticated mid-career adults looking for a learning experience that is both academically challenging and relevant to their professional lives. As leaders and executives in a variety of organizations ranging from technology to health care to not-for-profit agencies, their learning needs are often driven by the unique characteristics of the working environment. Often, an executive who experiences one of the Booth 360 degree surveys as a student will seek a follow-up survey to evaluate progress. Consultant and Air National Guard Reservist Joseph Brewer, a 2008 George Fox MBA graduate, observed that “the power of this tool appears to be in the ability to show professional development, and that analysis comes only through the second review. I was able to see those areas that improved and it was an enlightening and rewarding experience.” He concluded that “this tool will remain in my professional inventory as a means to develop strengths.”
Jim Steele, Ed.D., GPHR, is Assistant Professor of Management in George Fox University’s School of Management. Jim has assisted students and organizations in implementing 360 degree feedback surveys from the Booth Company since the early 1990s. George Fox University, with its main campus in Newberg, Oregon, and centers in Boise and Portland that offer the MBA, is the only Christian university in the Pacific Northwest classified by U.S. News & World Report as a national university. George Fox offers bachelor’s degrees in more than 40 majors, and 12 master’s and doctoral degrees including the Master in Business Administration and Doctor of Management.
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.
This press release was distributed through eMediawire by Human Resources Marketer (HR Marketer: www.HRmarketer.com) on behalf of the company listed above.
Guiding People Toward Change: 360 with Coaching
Conventional Wisdom says...To produce optimal results from a feedback experience we believe there has to be synergy between a world class 360 and skilled coaching. Most clients see the value of combining 360 feedback and having someone guide the participant through understanding their results. Unfortunately, most are still using a 360 as a developmental intervention to receive feedback on a one time or yearly event approach. The following article seeks to expand our understanding of how using the right 360 can have a much greater effect as the "gateway" to profound and lasting change in a leader.
Using an effective 360 as a Gateway to Long Term Coaching...
We have learned over the years from running an executive coaching practice that the use of a 360 before and at the end of a long term coaching engagement is a sound practice that provides numerous efficiencies within the engagement's steps and stages.
From the standpoint of providing a clear picture of growth, having a before and after 360 insures a data based approach to seeing if the proverbial needle has been moved as a result of the coaching. Other coaching process efficiencies are gained by avoiding the time consuming and often costly individual interviewing by the coach or internal HR professionals. Another efficiency is the ease of contracting on the more intangible aspects of executive coaching such as having the client buy into an underpinning model of leadership which is most efficacious in today's global leadership demands. One other efficiency is ensuring the network of stakeholders in the development of a leader are all on the same page as to what "positive change" is -- which can get quite challenging to ensure is transparent in a highly confidential relationship such as executive coaching. There is a rather large "but" to add and that "but" is the 360 has to have "the right stuff" to get to these critical conversations.
So, in our experience, not just any 360 will hold the weight of such an important "bookend" role. Some of the reasons for this are:
- A gateway 360 has to allow for the critical conversations a coach needs to have at the outset of an engagement to set goals that are expansive enough to result in significant, dare I even say, transformative change in the leader. I have rarely seen this in home grown 360's which tend to be designed to gather feedback on a collection of competencies.
- Many 360's will point out behavioral markers for clients but they tend to not be tied to an underpinning model that provides a foundation for what the process of leadership IS…in other words many 360's never allow a coach to "organically" open the conversation about the path of leadership and the super ordinate role a leader embraces. I have found that these kinds of 360's allow the leader to project their own values priority upon what they see in their data and rarely shift their world view after getting feedback from such an instrument.
- Very few 360's will provide insight into the aspects of leadership which extend beyond old models of leadership. Most tools tend to focus on one individual having a vision and then organizing resources and people to drive through to achievement of the associated results vs. having a range of options for how one leads which can include convening teams of people and ensuring the conditions for others to succeed are in place through managing AND taking the lead. Often, underneath many 360's is a "one right way" model which is limiting and often an extension of a very old school Western point of view.
- Many 360's leave out the critical aspects of effective global leadership: self awareness, curiosity, perseverance and commitment. Without the emotional intelligence foundation in a 360 it can be easy for the client to miss the subtleties of leading across cultures and geographic distances.
- Very few 360's provide doors to walk through which allow conversations about the emotions, motives, values and beliefs which underpin the behaviors reflected in a 360.
Why the ELS?...
From the collective experience of our coaches, we at Emergent Solutions believe The Booth Company's Executive Leadership Survey (ELS) allows an executive coach to not only gain the efficiencies noted above but also:
- Have the depth and breadth to lay a foundation for setting far reaching leadership coaching goals.
- Easily allow for a conversation about the client's mental models and belief systems about leadership.
- Set the stage for understanding what it means to balance certain archetypes of leading which may be entirely new to the client.
- Encompass what research indicates the necessary skills and abilities to be a global leader.
- Open the door from the outset to explore emotions and motives as they appear in the items and dimensions of the ELS such as inspiration, enthusiasm, presence, perseverance, self awareness and self management.
A short case...
We were asked to coach a very senior executive in a group that is responsible for acquiring companies for a large technology firm. This individual had received feedback throughout his 25 year career about his displays of anger and tendencies to apply practices which were seen as micromanagement. This individual was considered a top performer but was asked to enter into a coaching arrangement due to the complaints received about the outbursts and controlling behaviors which seemed to be escalating as the business environment tightened.
We began the process with the Booth ELS, making sure before taking the survey the client fully understood what the instrument was designed to do and how we would use the results. These outcomes were linked to the coaching as well as the current goals he was responsible for achieving. He was well aware of the expectations for how the data would be used and what he would be required to do after the data was collected to share the steps he would be taking.
The open ended comments were quite direct and numerous which he immediately indicated were what he had heard for many years. The coach first re-tested the assumptions agreed on in the initial session, #1: we would only focus on behaviors that were a "drag" on the results he was responsible for and, #2: seek to leverage that which we would identify as his talents from the positive feedback. The initial question to him was "Had anyone ever connected the reactions people had to him to the metrics/outcomes that mattered most to him or unrealized potential in his group?" He said this had not ever been clear to him and he tended to put this feedback he had gotten in the past into the box called "complaints", not to be reflected upon but to be seen more as the issues others had and not tied to the results he had historically always produced.
Using the structure of the report and linking the feedback on his outbursts of anger and micromanagement to the results, the coach was able to establish that addressing issues of self control would be a worthwhile goal. He could now see the connection between the negative behaviors and the credibility he had as well as the degree of commitment he was not getting from his entire team.
Most 360 coaching sessions would stop here considering the most important "first step of awareness" taken. Given that this was part of a larger coaching engagement the coach was also able to talk about the client's mental model of what his role as a leader was, where that came from, how it had been reinforced by the past bosses and past accomplishments and how this may be too narrow a mind set to achieve all he wanted to achieve. By referencing the Task Cycle® theory and the breakdown of managing vs. leading dimensions the client was able to think more broadly about what leadership influence might be available to him. The ELS, facilitated by review of the Achieving Mastery report, also allowed the coach to explore how he had developed only one model of leading that might not tap into the full potential of his team.
The full conversation set the ground work for approaching some of the behavioral concerns he had heard complaints about but the coach was able to quickly contextualize them into larger questions about leadership mental models, full potential of his team, the possibilities open to him if he were able to envision a different "leaders self". Being able to approach the conversation easily through the review of the report, the questions of values, motives, personal history and envisioning a "whole leader" were all teed up for subsequent sessions and potentially bringing in other more personality based assessments which he was initially uninterested in exploring.
In Summary...
The right tool matters a great deal when desiring the efficiencies and complex subtleties needed for successful longer coaching engagements. The ELS, in our assessment, is the very best out there to accomplish the full spectrum of benefits of using a 360 for the before and after "bookends" because of its ability to provide the opportunity to bridge from behaviors to emotions as well as contextualize the behavioral data into a much larger conversation that supports the development arc of long term leadership coaching.
Christine Cavanaugh-Simmons
Since 2004, Ms. Cavanaugh-Simmons has worked with Emergent Solutions' partners and team members to grow a self funded, fast growing consulting firm with a unique business model. Emergent Solutions has a presence in Palo Alto, Washington D.C. and London.
Through her leadership, a network of up to 65+ top-flight executive coaches and consultants has been created worldwide with professionals on the ground on the West and East Coast, West and East Canada, in the UK and Western Europe, Hong Kong, Japan and Australia (New South Wales, Victoria, Queensland). Many of these coaches have been actively using The Booth Co. tools for over 10 years. She has been instrumental in developing our branded approach to coaching - Strategic Action Coaching, which blends leadership effectiveness with strategic capability. The core of this network has been working together since 1999 and is well known for considerable experience as a collaborative "brain trust" for the clients served.
360 Degree Feedback Enhances Executive Education
Feedback is a gift. That is an important lesson I want each of my graduate students to take to heart. To that end, each learner in the Executive Track MBA at George Fox University is provided the opportunity to use a Clark Wilson 360 degree feedback survey from Booth Co.The George Fox Executive Track MBA (mba.georgefox.edu) attracts sophisticated mid-career adults looking for a learning experience that is both academically challenging and relevant to their professional lives. As leaders and executives in a variety of organizations ranging from technology to healthcare to not-for-profit agencies, their learning needs are often driven by the unique characteristics of the working environment.
Clark Wilson 360 degree feedback surveys have been an integral component of the "Organizational Systems and Change" course in the Executive Track MBA since 2006. These surveys support a key learning objective, "Articulate how your own values, preferences and management style influence your view of organizations." By providing executive learners with a firsthand view of how each is perceived in his or her work environment, they are confronted with evidence of the impact of their own leadership behaviors.
At the beginning of the course, each learner selects the survey that offers the best fit for his or her professional needs. A variety of surveys are offered, including:
- Executive Leadership Survey
- Survey of Leadership Practices
- Leadership in Health Services Survey
- Leadership Competencies for Managers Survey
Learners appreciate the flexibility to choose a survey relevant to their specific needs. From a teaching and facilitation perspective, the common design of the surveys makes it possible to provide a single overview to the survey process, task cycle and reports even though multiple surveys are in use. Individual coaching sessions after survey results are distributed provide ample opportunity to explore the unique elements of the specialized survey results.
Action plans are completed after each student has digested the results of the feedback survey. Thoughts and reactions to the assessment are also captured in student journals, which are maintained throughout the course. Reflective exercises allow learners to experience praxis – a powerful cycle of action and reflection. In today's hyperactive business environment, time set aside for this type of reflective thinking is rarely taken and frequently absent.
Executives are encouraged to select raters from their business contacts, bringing the voices of their working associates into the academic process. Barbara Mathey, a credit union CEO and 2007 George Fox MBA graduate, recalled her selection process: "I chose the survey participants carefully to assure honest, open feedback. Although some of the results were difficult to see it was exactly the feedback I was hoping for. The insight gave me the opportunity to reevaluate and change my approach to more effectively use my leadership skills and to obtain additional skills where I was lacking." In Mathey's assessment, "the 360 review proved to be one of the most productive parts of my MBA program."
George Fox University provides one 360 degree feedback survey as part of the MBA curriculum for its Executive Track students. Often, an executive who experiences a 360 survey as a student will seek a follow-up survey to evaluate progress. Consultant and Air National Guard Reservist Joseph Brewer, a 2008 George Fox MBA graduate, observed that "the power of this tool appears to be in the ability to show professional development, and that analysis came only through the second review. Through effective comparison between reviews, I was able to clearly see those areas that improved and it was both an enlightening and rewarding experience as a result." Brewer anticipates continued use of 360 degree feedback for professional development. He concluded, "This tool will remain in my professional inventory as a means to develop strengths."
As part of a course on organizations, 360 degree feedback surveys allow each learner to collect live data from his or her own working environment. Due to the personal nature of the feedback received, executive MBA students show a keen interest in learning to interpret the results. This tool has proven useful on a variety of levels. The feedback demonstrates how behaviors are reflected in the perceptions of raters who observe the subject from various perspectives. It also provides an excellent example of how data can be analyzed and reported in ways that contribute to its value and usability. Learners experience data-gathering, analysis and application firsthand in a way that contributes to professional and personal development. And finally, they are introduced to a type of tool that can be applied in a variety of ways in the organizations they serve.
About George Fox University
George Fox University is the only Christian university in the Pacific Northwest classified by U.S. News & World Report as a national university. More than 3,200 students attend classes on the university's campus in Newberg, Oregon, and at teaching centers in Portland, Salem and Redmond, Oregon, and Boise, Idaho. George Fox offers bachelor's degrees in more than 40 majors, degree-completion programs for working adults, five seminary degrees, and 12 master’s and doctoral degrees including the Master in Business Administration and Doctor of Management.
About Jim Steele, Ed.D.
Jim Steele, Ed.D, GPHR is Assistant Professor of Management in George Fox University’s School of Management. He teaches Masters and Doctoral level courses in management, organizational behavior, international business and research methods. In addition, Jim is owner and principal consultant for Working Smart Northwest, an HRD and learning consultancy dedicated to creating organizations that deliver great results through practices and processes that respect and nurture the human spirit. Jim has assisted organizations in implementing 360 degree feedback surveys from Booth Co. since the early 1990s when he was a member of the first group of internal consultants certified to facilitate the Survey of Management Practices at Intel Corporation.
ReVolve newsletter
Welcome to the first edition of our new ReVolve newsletter. In each edition, we plan to bring you industry relevant information, in the form of white papers, case studies, book reviews, or just
ReVolve newsletter provides information centering on 360s in the form of:
- Case Studies
- Thoughts & Opinions
- 360 Trends
- White Papers
- Book Reviews
- Coaching Perspectives
- 360 Product information
- Product/Service Offers
interesting trends and random tidbits that we feel will bring value to your inbox.
To launch the first issue, Dr. Daniel J. Booth speaks to the importance of 360s in today's marketplace.
The First Issue - http://www.boothco.com/downloads/revolve/Revolve_Oct08.html
To subscribe - http://www.boothco.com/bank/revolve.php
Feedback for the Boss From All Sides
| Feedback for the Boss From All Sides New York Times - United States By PAUL B. BROWN The theory behind 360-degree feedback is simple: By having supervisors, subordinates, co-workers and even customers comment about their ... See all stories on this topic |
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 ...
