Following the well-received seminar series in Melbourne in 2009, Full Circle Feedback is pleased to offer the successful “Strengths Based Leadership” seminar to professionals in Canberra and Brisbane this August.

Full Circle Feedback Director, Maryanne Mooney, and her colleague, Karen McMillan, who together have over 50 years experience in management consulting and leadership development, will present the seminars. Targeted at Human Resource professionals, they will examine how businesses develop leaders in the workplace and will provide powerful tools to help effect change and increase leadership effectiveness and will focus upon take home value.

During the 2-hour presentation attendees will learn from the wealth of data and stories that Full Circle Feedback has gathered over the past decade working with Australian managers, leaders and teams, on 360 degree feedback, staff survey, organisational survey and leadership development projects. This will include:

• How to help leaders identify their strengths and match them against the needs of the organisation
• How to create the positive frame of mind that facilitates learning and change
• How to use feedback positively to achieve intentional change
• How to leverage strengths to address challenges and build new strengths
• How a strengths based approach significantly increases the impact of 360 degree feedback processes, improving performance and building leadership capacity

The seminar will be held in Canberra on August 18 (3pm - 5pm) and in Brisbane on August 25th (2pm - 4pm), and is free of charge.

Please contact Full Circle Feedback on 1300 553 351 or at info@fullcirclefeedback.com for more information or to RSVP. Places are limited at each seminar so please register your interest ASAP!

Full Circle Feedback Director Maryanne Mooney has been conducting ongoing work with the Judicial College of Victoria (JCV) for the past four years. Below she recounts her recent work with the JCV, which has over the years included 360 degree feedback and coaching, and gives her insight in to one of the values which as become evident as contributing to success in society - teamwork.

Anyone who has ever been on a jury immediately becomes part of a time honoured process that is often described as daunting, unusual, stressful and disorienting. Recently I was asked to spend a day with a group of Supreme and County Court Judges, as part of an educational program by the Judicial College of Victoria. The Judges were wrestling with the challenge of how to communicate better with Jury members to help them be more effective in their deliberations.

Initially, I demurred as I have no specific expertise with juries but I soon discovered that there is limited research in Australia and internationally on this topic. My presentation was to focus on helping Judges gain a better understanding of what might be going on for individual Jurors and the group as a whole. The idea was that we would then discuss the range of practices that Judges are currently using to help Jurors understand their role, the law and the process.

I pulled together materials that covered the stages of group development, insights from personality theory, the latest research from neuroscience about how people make good decisions, adult learning styles and principles plus the importance of robust process and facilitation skills. Throughout the day I became acutely aware of how out of step this historical process is with what we now understand about all of the above. Many studies were cited describing the impediments for Jurors. For example I heard claims that 80% of Jurors did not understand the basic rules of evidence and burden of proof.

In spite of the incredible barriers, the system has survived because it basically works. I conducted an opinion poll amongst several barristers and Judges over a few months and I received 100% agreement that Juries generally get it right. So after thinking about what the legal and court systems could gain from drawing from other disciplines I turned my attention to what the corporate world could learn from the Jury system. A Jury is a team – they are a group of people all working together to achieve a common goal, often under duress and without adequate resources such as expertise.

In the corporate world we laud the value of teamwork as being fundamentally important to the success of any organisation. We intuitively recognise and have proven the value of everyone pulling together in the same, positive direction. Most of us have had at some time had the joy of being in a high performance team.

Much of our work at Full Circle is with executive teams and in the main there are always one or more dysfunctional elements impeding success. In his book – The Five Dysfunctions of a Team – Lenicon describes them as:

1. Absence of trust

2. Fear of conflict

3. Lack of commitment

4. Avoidance of accountability

5. Inattention to results (focus on status and ego)

Additionally, The Hudson Highland Center for High Performance in it’s extensive global study in 2005 of what accelerates profitable growth found that 77% of people said that their workgroup was high performing but only 10% could support the claim with evidence. In contrast the study, which included numerous Fortune 500 companies, found that most work groups globally are in the middle or average performing. Only 10% are high -performing and a worrying 38% are non-performing. More details about this study can be found in the book - Contagious Success by Susan Annunzio.

The more I thought about it the more compelling I found this question of why and how the jury system works. I could see an opportunity to think about teams and success a little differently and to learn from teams in a different context. Traditionally organisation development researchers have used sporting teams as the best non-organisational opportunity for learning about team success. My conclusions are that there are two main reasons why juries work:

1. The emergence of collective wisdom

I suggested to the judges that the best way of understanding a jury was as a complex, adaptive, living system. It is a chaotic, not a linear, logical, predictable and mechanistic structure. It was more like a group of atoms firing about or a plant sprouting from the earth – a frog rather than a motorbike. In my experience, when you give people the space and the opportunity to free form via reflection on fundamental questions and open dialogue when solving complex problems, collective wisdom emerges as a natural result.

2. Human Beings are altruistic

The neurobiologists have started to prove that we are hard wired to be altruistic. For example in 2007 neuroscientists announced that mirror neurons had for the first time been directly identified in humans. These neurons allow us to directly experience what other people are feeling. We also know that people are at their happiest when they are engaged in a task that they see as serving a positive purpose, bigger than them. In the jury process I think that we are tapping into this fundamental desire of people to make a positive contribution and to show good will.

So what does this mean for team success in organisations? I will leave you with two questions to consider:

1. How are you creating the space and time or people to come together in teams to creatively engage in problem solving and decision making?

Hint – Observe the tone and focus of team meetings in your organisation. Are they like bouncing atoms organizing themselves or are they like a predictable, production line?

1. How are you helping people understand that what they do at work serves a positive purpose beyond themselves?

Hint – Start by looking at your vision and values and consider their inspirational capacity

Here is the quote that I finished on with the judges. It is a good reminder of how ordinary people can create extraordinary teams:

“Our civilization has decided that determining the guilt or innocence of men is a thing too important to be trusted to trained men. When it wants a library catalogued, or the solar system discovered, or any trifle of that kind, it uses up its specialists. But when it wishes anything done which is really serious, it collects twelve of the ordinary men standing round. The same thing was done, if I remember right, by the Founder of Christianity.” -Gilbert K. Chesterton

Full Circle Feedback continues to be actively involved in the Human Resources industry through projects such as Staff Surveys, Employee Surveys, 360 Degree Feedback and Leadership Development. As such, we like to show our support to the industry and help to recognise the achievement and excellence of HR organisations and practitioners.  2009 will mark the fourth year running in which Full Circle Feedback will be involved in the annual Australian Human Resources Leadership Awards.

The award ceremony will take place in Melbourne on October 22  and Full Circle Feedback is this year proud to be sponsoring the Best HR Strategic Plan award.

For more information about the HR Awards, please visit the official website - HR Leadership Awards 2009.

“Giving feedback is now supposed to be part of workplace culture yet most of us say we don’t get enough.  The right bit of feedback can be life changing, but handled badly it can be devastating.”
- ABC Radio National

Full Circle Feedback Director, Maryanne Mooney, recently participated in a segment for the ABC Radio National talkback show Life Matters. Joined on the show by Dr Michael Cavanagh (Deputy Director, Coaching Psychology Unit, University of Sydney), Tony Knight (Head of Acting, National Institute of Dramatic Art) and eliminated MasterChef contestant Tom, Maryanne gave her insight into the world of feedback.

Please visit the Life Matters website for more information and to listen to the recorded interview.

Full Circle Feedback is running a series of Melbourne-based seminars focussed upon individual and organisational change. The seminars are limited to approximately thirty people to allow for an interactive discussion. We draw upon a combined experience base of over fifty years and the latest thinking and research, to present relevant topics in a stimulating and pragmatic way. All seminars focus upon take home value.

Upcoming Topics

• Intentional Self Development - A dynamic process of goals, actions and self direction - June 30 2009
• Strengths Based Leadership - Using 360 degree feedback to build leadership capability - September 3 2009
• The Role of Negative Feedback - Essential data for leaders - October 22 2009
• The Skilled Leader - Using coaching to take leaders to the next level - early 2010, details TBC
• Happy & Healthy Leaders - The 21st century version - 2010, details TBC

Dates will be scheduled for 2010 and details will be available as soon as possible. All of the seminars relate to assisting individuals to change, are free of charge and will take place 3pm - 5pm. You can attend one, many or all of them.

Places at the seminars are limited,  so please register your interest as soon as possible by contacting Full Circle Feedback. Email info@fullcirclefeedback.com or call 1300 553 351.

Do you want a process that accelerates leadership development and gains real buy in and excitement about stepping up as leaders?  You are invited to attend a free seminar!

Intentional self development – a scientific, pragmatic and exciting phenomenon. Intentional self development is a dynamic process of interrelated goals, actions and self direction. New research is beginning to demonstrate how individuals can make unique contributions to their own development. At Full Circle, we believe this approach is a much more effective way to ensure that development plans not left forgotten in a drawer but are really practical and useful documents, helping people to change.

Join us at 3pm on Tuesday June 30 at the State Library of Victoria as we discuss how leaders can intentionally self develop to achieve maturity and capability and the particular role of our transformational change coaching process - The Skilled Leader - in supporting and accelerating intentional self development. In just two hours you can hear the wealth of data and stories that Full Circle Feedback has gathered over the past decade with Australian managers, leaders and teams.

If you are interested in attending, please click here for more information.

“We’re currently looking to roll out a 360 degree feedback program for some managers. What sort of things should we be looking at in such a program?”
– HR officer in a manufacturing organisation

Introducing 360 degree feedback or multi-source feedback into an organisation for the first time requires a thoughtful, well planned, structured process. Always start with the outcome you are trying to achieve. This goal must be clear, well accepted and communicated. There is no question that 360 is best placed in a development context so try and link your goal to a development outcome. Also be aware of any resistance that might exist, either overtly or covertly, to 360 and plan accordingly.

Consider what other systems and initiatives link into the 360 program. For example many organisations follow up the 360 program with coaching sessions or use it to inform training needs. These links need to be communicated as clear policies. One of the most common concerns for participants is ‘who will get to see my report?’ The most common concern for raters is the guarantee of anonymity and confidentiality.

Next, consider what expertise and assistance you need. Performance feedback is a very sensitive area and any mistakes are often remembered years down the track. Many organisations opt for external assistance to tap into expert advice and skills and to reassure people about confidentiality concerns.

When selecting your target group of participants it is a good idea to start with as senior a group as possible. This communicates a good message to the organisation and allows for senior leaders to act as role models.

It is of critical importance to have a robust survey instrument. When customising a survey you need to achieve high face validity. You know you have achieved this when people react favourably to the survey instrument in terms of its perceived relevance and user friendliness. As you work in a manufacturing organisation, make sure you use language and terms which will sit comfortably in the organisation. You may need to use a focus group or interview process to draft and finalise the survey.

Briefing participants, particularly if it is the first time people have experienced 360, is important. Key messages to cover are the desired outcomes, the rationale for introducing 360, guidelines in selecting a feedback team and the logistics and timeframes.

The most powerful step in the process is the delivery of the feedback report. There are a range of options available but there is no question that the most effective process is individual feedback by an external facilitator. The individual session should be followed by the participant meeting with their manager to discuss the report and its implications for development opportunities and plans.

Maryanne Mooney - Director, Full Circle Feedback (originally published in Human Resources Leader magazine - Nailing a Good Managerial 360)

“Last year our managers all went through a 360 degree feedback process. It was well received but how can we ensure that in this next cycle they actually commit to and make some positive behavioural changes that benefit them and the organisation?”
- HR manager, state public sector organisation

Feedback processes are the most powerful learning experience for managers. We know that even if they are unsupported by any other activities they still have an impact. Even though most managers are reasonably self-aware and the 360 results therefore might simply be confirming what they already know they need to change, changing behaviour is really hard. There are some steps that people can take to get the most out of the 360 process and really commit to professional development:

1. Communicate at the start of the process that the project is about professional improvement. Make it clear the organisation expects people to commit to and make changes to the way they operate in the workplace. Often these changes can be as simple as shifting priorities.
2. Involve the participant’s managers in the process. For example, ensure the managers have a meeting with the participants after they’ve completed the debriefing process when they have gone through the report with a consultant or coach. They need to share their insights from the report with their manager.
3. Support the report with tools that help the participant reflect on the data. For example, were there any parts of the report that surprised them, what were their strengths, etc? Participants can complete these exercises after their debriefing session.
4. Use the 360 report as an input into their professional development plan. Ensure the participant and their manager are accountable for completed plans. A written plan has far more chance of success than one that stays in someone’s head. Follow up to see that plans have been completed.
5. Encourage participants to give their staff some summary feedback about what they learned and what they are going to do differently. Going public with actions increases the commitment factor.
6. Generate an aggregate report for all the participants and bring them together to examine key trends for the group. Ask them to commit to actions as a group.

By creating clear expectations about what results the organisation expects and providing a rigorous process and supportive tools, you will get maximum leverage from each 360 degree feedback cycle.

Maryanne Mooney - Director, Full Circle Feedback (originally published in Human Resources Leader Magazine - Reinforcing Change Through 360 Degree Feedback)

As a leading provider of 360 Degree Feedback, Employee Surveys and Leadership Development, Full Circle Feedback works closely with professionals in the Human Resources industry. We are proud to be associated with the HR Awards, which each year recognise high achievers from within the field. The winners of the 2008 HR Awards were announced recently and Full Circle Feedback was there to help celebrate.

As sponsor of the “Full Circle Feedback Award for Employer of Choice (more than 1000 employees)” we congratulate Accenture on their award. Accenture were honoured with this award for their strong leadership and implementation of a wide range of strategies to work towards the aim of creating a positive and forward-thinking work and business environment.

We also congratulate all of the night’s other nominees and winners. For a full list of winners and more information about the Awards, please visit the official Human Resources Awards 2008 website.

360 Degree Feedback is an established tool used by organisations worldwide to assist leaders, managers and employees with their development. As experts in this field, Full Circle Feedback was recently asked to provide readers of the Human Resources Leader with tips for participants and raters to follow when participating in a 360 Degree Feedback survey process.

When beginning the 360 Degree Feedback process (or when embarking on other feedback processes such as Staff Surveys, Employee Surveys or Organisational Surveys) the first critical decision to be made is choosing the right provider to suit your needs.

Full Circle Feedback recommends that participants and raters keep the following in mind when participating in 360 degree feedback:

Tips for participants when selecting people to give feedback 

• Choose people who interact with you frequently and are in a position to give relevant and meaningful feedback
• Include enough people to ensure richness in the feedback
• Aim to include a balance of people who will be candid and constructive
• Where possible, choose all the staff who report to you

Tips for raters when asked to give feedback

• Be honest and constructive
• Be objective and fair (reflect on examples)
• Avoid the “recency” effect (giving feedback based on very recent evidence only or on a single recent event)
• Avoid the “halo” effect (answering all questions similarly and based on one trait)
• Be balanced – everyone has both strengths and challenges
• Don’t discuss your ratings and feedback with anyone

Read the full article to learn more about getting the most of 360 degree feedback.