Leadership - Other Assessment

LEADERSHIP
Other Assessment

Leadership Self/Other Assessment is a complete way of looking at people's leadership strengths and potential - from their own perspective and that of others. We call this kind of assessment a 360 because like a circle it reflects the center from all sides. The process involves each person assessing his or her own behavior through a questionnaire and then having others (between 10 and 12) assess the same behavior on a similar questionnaire, the results of which are compiled into a final report. For the person being assessed, this profile gives vital information about what he or she is doing well and suggests opportunities for improvement. You are being asked to complete this questionnaire, the OTHER ASSESSMENT, to help assess this person's performance as a leader, as a valuable member of the organization. The following questions relate to the Nine Behaviors of Leadership we believe are necessary for effective leadership. Please answer the questions in relationship to the past two or three months and answer them realistically. Be honest and direct about this person's current behavior. Do not answer them in terms of how he or she should be managing. Your actual descriptions are critical to helping this person understand his or her potential for leadership. Neither your descriptions nor the numerical ratings on the final report can be traced back to you personally. The assessment works best when you give honest feedback and are as specific as possible. Your scores, as a group on each item, will be placed next to the person's self assessment score, so he or she can compare his or her own assessment with others' perceptions.

Tips for Providing Useful Feedback

 

Don't Know	Rarely or Very Seldom	Once in a While	Sometimes	Fairly Often	Very Frequently or Almost Always
NA	1	2	3	4	5

 

• Use the full range of the rating scale. If 99% of the time the person displays the behavior in question go ahead and give them a 5. Likewise, if they are pretty poor in an area, give them a low score and then write a brief comment.
• If you feel unable to give a score, mark "NA". It's possible that you don't interact with the person in a way that would allow you to observe the behavior in question.
• If you give a score 1 or 5, please write in a comment for that question. (See below for how to give good comments.)
• Go by your own observations of that person's behavior, not by what you've heard about that person.

  Tips for Giving Useful Written Comments

• Useful comments give examples of specific behaviors. For example: "You're a flake" is not specific. A much more useful comment would be: "You missed two of our last three team meetings without letting us know in advance. This has caused disruption in the work flow and concern among the other team members."
• Ask yourself: "After the person reads this comment, will they know what they can do to improve or what specific actions they should continue?"
• You may want to state the impact of the person's actions so they realize the consequences of their behavior. (Then they may be more inspired to improve!)
• You can add your initials after you type in a comment. This gives the person receiving the feedback the option of following up with you personally. Initials are totally at your option, however. Without them your comments will remain anonymous because they get merged with all the other comments that people wrote for that person.
• Most importantly, remember the Golden Rule: How would you feel if you read this comment?

Example: Criterion: "Makes others feel very comfortable in discussions by listening carefully and being sensitive to their point of view."

"Needs some improvement here." (Too vague! Gives no direction to the recipient at all) -- much better is:
"When I am in meetings with you I sometimes feel that you aren't listening because you frequently answer the phone, talk to people in the doorway, and you sometimes fiddle with paperclips. This tends to make me feel unimportant. -- LS"

Please complete all of the items on this assessment form. If necessary, enter NA if you do not feel confident in being able to rate the behavior or if it does not apply to the job position of the participate whom you are rating.

It is especially important to take the time to enter narrative comments in the text boxes provided. The value of the 360 process is largely dependent on you and others being thoughtful, candid and, where appropriate, constructively critical.

 

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Participant:  Employee ID: 

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1. MOTIVATING OTHERS through ADAPTIVE LEADERSHIP

Please think of something that this person did during the past two or three months which seemed to you to effectively support the personal and professional development of you or co-workers.
Score how often in the following areas you feel you were motivated by this person in your work group to develop greater competence during the last two to three months.

 

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    Not      Very                               Very
Applicable  Seldom   Sometimes   Frequently   Frequently   Always
0         1         2           3            4           5

1. Coached and counseled me or others on important work information.	0 1 2 3 4 5
2. Delegated activities to build competencies.	0 1 2 3 4 5
3. Shared ideas on developing presentation skills.	0 1 2 3 4 5
4. Gave specific instructions if a person or a task is new.	0 1 2 3 4 5
5. Gave staff time for professional development.	0 1 2 3 4 5

EFFECTIVE COMMUNICATION

Please describe a challenging incident in which you saw this person making a good effort to improve communication with you or co-workers.

Score the following boxes to indicate how often you noticed these behaviors in the past two or three months which contributed to improved communication.

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    Not      Very                               Very
Applicable  Seldom   Sometimes   Frequently   Frequently   Always
0         1         2           3            4           5

6. Listened carefully to team members.	0 1 2 3 4 5
7. Reacted in an open way to your concerns and those of co-workers.	0 1 2 3 4 5
8. Encouraged me or co-workers to speak up and be heard when we disagreed with a decision.	0 1 2 3 4 5
9. Encouraged suggestions from me or team members.	0 1 2 3 4 5
10. Praised me or co-workers for our contributions.	0 1 2 3 4 5
11. Gave honest/clear feedback about my or others' performance.	0 1 2 3 4 5
12. Elicited different social and cultural points of view.	0 1 2 3 4 5

NOTE: THE ITEMS ABOVE ARE JUST A SAMPLE. THERE ARE MORE THAN 40 QUESTIONS IN TOTAL. WE WILL CUSTOMIZE THE SET OF QUESTIONS TO MEET YOUR COMPANY'S NEEDS AND REQUIREMENTS.

To submit your responses -->

To reset and redo the form -->

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All of your responses will be held in the strictest confidentiality.

 

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