The ability to reflect and learn from experiences and observations is one I most commonly associate with and admire in the best leaders that I have met over the years. This resource can be used to help leaders reflect on their own behaviors to identify development and improvement needs.
The leadership rating worksheet shared contains a sheet for self rating and also a sheet which can be shared with others for feedback purposes.
The resource (see downloadable file above) is not only helpful for leaders in rating themselves and uncovering possible developmental needs, but can also be used as a 360-type feedback tool. In that case the leader rates himself or herself and then requests feedback from others – in more senior roles, same level peers or in lower hierarchical roles – interacting with the leader on a regular basis. The 360 view can help eliminate any blind-spots that a leader may have concerning his or her own leadership behaviors as the perspectives are from others who often interface with the leader.
The leadership aspects covered in this resource are:
Each of the aspects come with a brief description to ensure ratings are comparable after you have obtained feedback from others.
Uses for this resource include:
Updating your own development plan and setting new goals and priorities for your own development activities
Discussing the results with a coach or mentor to get guidance on what to focus on and how to plan next steps to improve on key leadership aspects.
If a manager rates all of the leaders working in his or her department using this tool you can compare the leaders to each other in terms of strengths and development needs. This would be useful information to help select the best development programs for the team over the next year (for example).
Developing leadership skills is a lifelong journey. We can all learn to do better in some aspects over time and tools like this one can be a very useful check-in for reflection even for those who have been leaders for a long time. It is also true that we expect more from leaders in a globalized business world and concepts like “diversity conscious” and “cross cultural” skills are becoming very important for leaders to be effective on a global scale.
While it is a good idea for coaches to periodically discuss how well the process may be working for those that they are coaching, it is also a good idea for HR/Learning and Development to get feedback on the coaching program on an annual basis. Occasional informal feedback from the person being coached to the coach directly may help the coach improve the person’s coaching experience and outcomes reached.
A formal annual survey helps the department responsible for managing and monitoring the coaching program to understand a few things:
General questions that coaching participants may still have about the process or program objectives.
How to improve the training of coaches to improve developmental outcomes.
How well the relationships are working between coaches and those being coached. Perhaps an intervention may be needed in cases where a high level of dissatisfaction is recorded?
Whether the coaching process is working well in general – meetings are held on a regular basis and the right topics are being discussed.
The coaching survey above (see download option) contains questions you may want to consider for your annual coaching effectiveness survey and it also contains some suggested wording for the introduction email to those who are being coached to explain the survey and its purposes.
Gather the survey feedback and analyze it for overall coaching program effectiveness, but also look at individual responses to see if anyone is having a particularly negative view about his or her coach or the coaching process. When you take action on individual responses pay close attention to the confidentiality statement you put in the email that went with the survey. Do not reveal someone’s input to his or her coach unless it was expressly established that the survey respondent consent to this course of action. Also use the information gathered from the survey to improve your orientation slides for the next coaching program and to improve future training you offer to coaches.
In the same way that companies would approach external customers to gather their views on what is going well and what needs improvement (customer satisfaction), the HR function should reach out to its internal customers to find out how satisfied they are with the services and support that they receive. It is true that there are more than one model for HR service delivery, but that does not change the fact that it is wise to gather feedback on the services and support that you do provide given the structure and focus for HR in your company.
The HR function is often guilty of focusing its developmental and improvement efforts exclusively on helping other departments and neglects using those same skills and expertise to improve the HR function as a whole and developing the people who deliver the HR services to others.
HR Function – Feedback Survey
This survey can help you gather the information you need from your internal customers to help you identify specific areas of excellence in HR and also those areas where improvement may be needed. When improvement is needed it will often imply additional training and development of some HR representatives (HRBPs or Generalists) and may also include communicating the HR vision and goals more clearly within the HR function. Remember to recognize and reward those who were part of delivering excellent services when you review the survey results.
Add comment fields next to scores if you want to be certain to capture specific comments about the scores.
Do be sure to provide survey participants with feedback on the outcome of the survey and the actions that you plan to take as a result of the survey. This motivates participants to continue providing you with valuable feedback in the future.
Create an action plan and communicate that clearly within the HR function so that everyone understands which areas you plan to address and how you plan to do that. It may help to set specific metrics around your planned improvements to make it easier to report progress.
Regularly update stakeholders – internal to the HR function and those who are internal customers in your company – on the progress of improvement efforts as you implement the post-survey action plan.
Remember to celebrate successes (milestones and outcomes achieved) and be prepared to add additional actions to your plan in cases where your improvement efforts are not reaping the results you had planned for.
Having a standard survey which you use ever year gives the opportunity to track the progress in specific questions over time and helps with trend analysis and showing % improvements over time.