Transformational Leadership Skills Inventory 360 Degree Feedback Dr

Transformational Leadership Skills Inventory 360 Degree Feedback Dr. Keith Larick 2019

No matter how well you are performing at work, you benefit from specific feedback. You unconsciously tend to fear feedback, and often avoid, delay or dread receiving feedback. Receiving feedback and acting upon it is a vital ingredient in your development as a leader. It is difficult for people to ask to be judged, but the benefits are enormous.

Feedback! What is your reaction? Does your stomach tighten? Do you feel fear or anger? Do you anticipate that this feedback will be critical? Are you already feeling defensive? The feedback process strikes at the tension between two core human needs — the need to learn and grow, and the need to be accepted

The best leaders ask for more feedback! In Zenger & Folkman’s research of over 50, 000 executives, they found that "Leaders who ranked at the top 10% in asking for feedback were rated, on average, at the 86 th percentile in overall leadership effectiveness. Feedback is also tied to employee engagement. In another recent study of over 22, 000 leaders, Zenger and Folkman found that there was a correlation between low ratings from direct reports about the leader's ability to give honest feedback and low engagement scores. Conversely, if a leader was rated in the top 10% at giving honest feedback, their reports ranked their engagement in the top 23%. Sheila Heen and Douglas Stone, January-February 2014 issue of Harvard Business Review

i S L T Transformational Leadership Skills Inventory 360 Degree Feedback Be not afraid of growing slowly; be afraid only of standing still. Chinese Proverb Change and growth take place when a person has risked himself and dares to become involved with experimenting with his own life. Herbert Otto

i S L T The value of 360 degree feedback • All feedback, affirming and constructive, is helpful • Affirming feedback is a powerful motivator • Affirming feedback increases your self-esteem • Constructive feedback tells you where you can do better • Constructive feedback can be difficult to receive • Feedback is other people's perceptions of you Bearley & Jones

The value of 360 degree feedback i S L T • Increases self-awareness • 360 degree feedback is data to increase awareness of the impact of behaviors on others • Feedback alone does little to increases in leadership effectiveness • 360 degree feedback data is most useful when analyzed and growth plans developed • Effectiveness of 360 degree data is increased significantly when used in a coaching relationship Cipolla

Transformational Leadership Skills Inventory i S L T Larick & White 2012 Every organization must be prepared to abandon everything it does to survive in the future. Peter Drucker • Great Leadership • 360° Feedback • Respondents • Research • Ten Domains • 80 Skills • Holistic View • Feedback Reports • Coaching

The concept of the Johari window illustrates the i S L T value of participating in 360 degree feedback. Johari window is a two-by-two matrix that describes how we perceive ourselves and how the world around us perceives us. Known to Self Known to Others Known to Self Unknown to Others Unknown to Self Known to Others Unknown to Self Unknown to Others

Self Appraisee i S L T Other Organization Boss Supervisor Appraisee Leader/Executive Subordinate Support II Peer Subordinate I TLSi © Larick-White 2012 - 360° Survey Instrument All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, without the prior written permission of the authors.

Survey Monkey i S L T https: //www. surveymonkey. com/r/TLSI_students 19 • Complete student information ü First & Last Name ü Create personal passcode – your Brandman email address up to the @ sign larick@Brandman. edu ü Your Brandman email address ü Name of Cohort Mentor • Define and name each respondent group • Take the survey

Time Line for TLSI i S L T 1. September 1 2. September 3 -7 Student complete survey information and take survey Establish personal pass code Confirm respondents’ participation and communicate URL and pass code to participants 3. September 8 --14 Respondents complete on-line TLSi survey 4. September 15 -20 TLSi reports are prepared 5. September 20 TLSi reports emailed to Cohort Mentors 6. September 21 TLSi reports emailed to students Note: If Cohorts mentors have a compelling reason that the cohort needs to meet prior to September 21 st they have the responsibility to check with Dr. Larick (larick@Brandman. edu) to see if it is possible. In these cases it is suggested that students identify participants prior to immersion and no later than September 7 th to have enough time for respondents to complete the survey. It is the cohort mentor’s responsibility to communicate with students regarding these timelines.

i S L T When you ask someone to complete the Transformational Leadership Skills Inventory, you will give the person a code to use that describes his/her relationship to you. The following definition of the groups (G 1 through G 5) should be used. G 1 – Defined as boss, board member, supervisor, etc. G 2 – Defined as peer. A peer is a “colleague” of the leader assessed in the inventory. A peer is “equal” to the leader with an equivalent level in the organization. For leaders using this inventory a peer may also be someone outside the organization but in a similar position. G 3 – Defined as subordinate. This is a respondent that reports to the leader being assessed. G 4 – Defined subordinate(2) or support person. This is other staff that do not report to the leader being assessed but supports the team. G 5 – Other. This group is flexible based on the specific industry or work performed. Your group definitions below should be one or two words that will be clear to you when the results are reported. Use only the groups which are appropriate for your position.

TLSi Respondents i S L T • • • • Church Boys & Girls Club Heart Association Relay for Life Service Club YMCA City Task Force District Task Force Master Plan Committee Library Homeless Shelter Business Department Youth Athletic Group Sales Team Boss Peer Subordinate Support Organization Clerical Office IT Security Nurse Psychologist Maintenance Counselor Playground Food Services Teachers Aide Volunteer Group

TLSI Setup Information i S L T Your responses to these questions will ensure your responses are matched with those who respond to the survey for you. Please carefully record your personal passcode and group names for future reference. Transformational Leadership Skills Inventory 7. 1 L 1. Please enter your first and last name. This will only be used for providing a survey report. Keith Larick 2. Please enter a UNIQUE passcode using first part of your Brandman email address (up to @) Enter passcode below. larick 3. Please provide your Brandman email address to receive your report larick@Brandman. edu 4. Please choose your cohort mentor.

Please choose either the default name provided or provide a short group name (20 characters or less). If you are not using a group code, choose n/a. BE SURE TO WRITE DOWN THE GROUP NUMBER AND NAME YOU USED. • 5. Group 1: Boss n/a Provide short group label

• 6. Group 2: Peer n/a Provide short group label • 7. Group 3: Subordinate 1 n/a Provide short group label

• 8. Group 4: Subordinate 2 n/a Provide short group label • 9. Group 5: Community n/a Provide short group label Continue to the next page to complete the Transformational Leadership Skills Inventory.

For each group you defined, enter the number of respondents you expect. Keep this for your records. You will receive a report part way through the time that the survey is open telling you how many responses you have had in each group. The following is suggested as a minimum number of respondents. G 1 1 -3 G 2 5+ G 3 10+ G 4 10+ G 5 5+ 31 -40 Respondents Total

RESPONDENT VIEW Your responses to these questions will ensure your responses are matched to the person who asked you to complete the survey. Please type the passcode carefully! TLSI Setup Information. Tra Leadership Skills Inventory 7. 1 1. Please enter the passcode provided to you by the person who asked you to complete this inventory. 2. Please enter the group code that was provided to you by the person who asked you to take this survey. G 1 G 2 G 3 G 4 G 5 https: //www. surveymonkey. com/r/Brandman 19 Continue to the next page to complete the Transformational Leadership Skills Inventory.

https: //www. surveymonkey. com/r/TLSI_students 19 TAKE THE TRANSFORMATION LEADERSHIP SKILLS INVENTORY When finished with inventory STOP

i S L T TLSI Feedback Reports The TLSI includes three feedback reports Main Report 80 skills by domain Strength – Needs Report Top 10 strengths 20 Areas for improvement Domain Summary Report

TEN DOMAINS i S L T • VISIONARY LEADERSHIP • COMMUNICATION • PROBLEM SOLVING & DECISION MAKING • PERSONAL/INTERPERSONAL SKILLS • CHARACTER/INTEGRITY • COLLABORATION • CREATIVITY & SUSTAINED INNOVATION • DIVERSITY • TEAM BUILDING • POLITICAL INTELLIGENCE

i S L T Interpretation of the TLSI Feedback Data Main Report • Review mean scores for each respondent group by domain and skill • Examine the difference mean score by respondent group compared to self • Review the overall scores for the domain

Main Report - Example i S L T

i S L T Strengths and Needs Report • Examine the top strengths first How can you use these strengths to improve your leadership? How can you use these skills to expand your leadership role? • What patterns emerge from these strengths? • Look for any wide differences and ranges in averages • Repeat process for needs

Strengths Report Example

Needs Report

i S L T Domain Summary Report • Examine each bar graph in the summary report looking for patterns and discrepancies in the ratings of each group of respondents • Compare data in this domain summary report to the main report and strengths/needs report. What patterns appear?

Domain Report

i S L T TLSI Review Process • • • Students receive feedback reports the day of the cohort meeting. Cohort mentors facilitate the review process. Data is used to conduct gap analysis Develop Transformational Leadership Development Plan maintained through out the program and part of the advancement to candidacy in second year.

TLSi Review Process i S L T • Personal Review • Meet with partner and share data – interpret data to partner • Discussion • Participate in feedback session with Cohort team • Debrief session and discuss next steps • Initiate Leadership Development Plan (Transformational Leadership Development Portfolio)

Transformational Leadership Plan Name______________Cohort________Mentor_________ Action Plans for Leadership Development Identification of Growth Areas, Action Plans, Monitoring and Assessment Growth Area Growth Goals Strategies Timelines Monitoring Progress Future Plans

i S L T Every day do something that will inch you closer to a better tomorrow. Doug Firebaugh