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Leadership versus Management - III
March 7, 2008
An essential element in building an organization of leaders, at all levels, is to provide feedback on leadership behavior and practices. The systematic practice of gathering feedback from direct reports, colleagues, and superiors – so-called “360-degree feedback” – is invaluable for assessing the initial state of a leader’s aptitude and practices. Used periodically (annually or biannually), it can measure progress, or lack of progress, across key leadership practices and provide constructive input for improvements.
Equally important, a “360” can provide senior executives with a fact base upon which to make promotion and career planning decisions for aspiring professionals at all levels. Companies that are serious about building their leadership talent should build 360s into their annual performance review and succession planning processes. Simply stated: they must remove the hit-or-miss approach from their efforts to develop leadership talent.
Returning to the reader’s original posting about his/her boss, and my response, (see Leadership & Management – I), it is likely that the company in question is not using 360s – in the manner I described - to identify and develop its leaders.
(Note: portions of the last three postings were excerpted from the book Beat the Odds: Avoid Corporate Death & Build a Resilient Enterprise, Robert A. Rudzki, 2007, J. Ross Publishing.)
Posted by on March 7, 2008 | Comments (0)