Recently I initiated a 360⁰ evaluation of my leadership. I did it in response to a recommendation in the book What to Ask the Person in the Mirror and after discussing the topic with my peer learning group.
It’s important I understand my leadership strengths and weaknesses including any blind spots I might have. Knowing this information is especially critical in light of SpringHill’s current and future growth.
As I expressed to the folks I asked to participate in the evaluation, I do not want my leadership to be a hindrance to SpringHill reaching its potential. Because the truth is, the effectiveness of an organization is always less than or equal to the leadership capacity of its chief executive, never greater.
So if you’ve ever contemplated having a 360⁰ evaluation of your leadership, consider the following recommendations from my experience and the experience of my peers, in helping make the process more fruitful and productive.
- Have an outside human resources professional administer the evaluation on your behalf.
- Use a reliable and valid 360⁰ process. I used The Center for Creative Leadership’s evaluation tool. It’s proven and compares your feedback to a database of 100,000’s of leaders from around the world.
- Don’t make it part of your performance appraisal, it’s better used for developmental purposes.
- Initiate the review; don’t wait until someone initiates it for you. You want feedback sooner than later and not when someone (like your boss) thinks there might be an issue, because, in that case, it might be too late.
- Be open to all the feedback and be prepared to make changes.
Feedback isn’t always easy to get and receive, but as Proverbs 10:17 says “He who heeds discipline shows the way to life, but whoever ignores correction leads others astray.”