Leadership feedback is meant to support your development by providing you with insights into your leadership behavior, based on reviews by your team. Being aware of your behaviors in practice, will help you to change these behaviors when necessary.
The data that is displayed on Your Development page is based on the answers provided by the Review team that was assigned to your review. Each person in this group has answered 12 questions about your behavior, 3 for each of the 4 areas of leadership. They have indicated whether you have been performing each of the behaviors too much, too little, or that you have been displaying the behavior just the right amount for their current needs. Each person also completes two open ended questions: "What should your manager do less of? " and "What should they do more of?"
All in all, you get an insight into both what works well for your Team and in which areas you may need to adjust your leadership focus to fit their needs. You will also immediately get a direction and suggestions for adjustments you can make, which makes the dialogue and continued work together with the Team easier and more constructive.
In Your Development Page, first look at your Development Progress.
If you have received more than one Review, you can track your development progress here. Are later scores, higher or lower than before? How does this relate to your development efforts, or maybe changes in your team or assignment
Look at the Key Insights.
Here you see the two most important findings from the Leadership feedback. This information is based on the largest differences between what your feedback team considers 'just right' and how they have rated your different behaviors.
Look at the Behavior Development.
You see a visual representation of your reviewed behavior for all four domains of Leadership behavior, according to the Assessio Performance Framework. For each domain, it is indicated whether this behavior is perceived as 'overdoing', 'underdoing', or 'just right'. Does the order of the scoring, from higher to lower, match your own view of your 'strengths'? Later you will look into these findings in more detail.
Read the Reviewer Comments by clicking on both questions.
You may find some very clear examples to help you understand the results, or at least some comments to guide your focus for development or things to discuss with your team when you meet them to talk about your feedback review.
Click on any of the four domains of leadership in the Behavior development
This will open up more information that you can use for your development.
Change to consider
If there is anything that could improve the effectiveness of your leadership, you will find a short and to the point description here. If you’re meeting the needs of your team, you’ll find a short note on that as well.
The green check-mark indicate that your team thinks you have a good balance in that area. The “eye symbols” indicate that you may be more effective as a leader for your team, if you make the suggested changes.
Suggestions for your development
This is where you find some examples to get you going with the changes you decide to work with in your leadership.
There are different ways of using the Leadership Feedback results to your advantage. You can look at Your Development page by yourself, or you can go one step further and discuss some of the findings from there with your team. Both these options are discussed below. When meeting with your Team to discuss the results, we recommend that you use the Assessio platform to show your results.
Look at the four leadership areas (mentioned under Behavior Development) and think about how they relate to your work.
There is not one 'right' leadership; effective leadership is based on the needs of the team, their tasks, and the work or specific project that you are leading. See if you can determine how the different leadership areas relate to you and your team, what kind of behaviors can be performed in these areas and what kind of behavior results from it in the team. Ask yourself which leadership area is most important to you, both as a leader and as a team member.
Ask your team what they think is the most important leadership area for their work. What do they find most important in the leadership they receive; in general or specifically for their current work or project . All this is before going into detail about your leadership behavior.
Look at your Behavior Development) results and open the 'Just right' areas of leadership. If you have no such area, choose the one with the highest score closest to the 'Just right' level.
The focus here is to try to clarify what it is that makes this a “Just right” area in your leadership, so you can continue keeping the right balance as a leader. It may be that you are meeting the teams’ needs by doing exactly the right thing with the right balance, or it might be that your behavior in this area is seen as ok, and there is nothing special to report. Ask yourself why you think you have received this feedback? What behavior have you performed in this area and why is that 'Just right' for your team?
Share you thoughts regarding the area with your team and ask your team for their thoughts. What else can you say about this area? What is particularly important to you in order for us to remain at the “just right” level in this area? Do this for all 'Just right' areas.
Look at your Behavior Development) results and open one area that is shown as being at the 'Overdoing' or 'Underdoing' level. If you have multiple such areas, choose the one with the lowest score.
The focus here is of course to try and understand what some of the most important developments and changes may be, for you to become more effective as a leader for your team. Ask yourself what you can recognize in the feedback. What behavior have you performed in this area and why is that too much, or too little, for your team? What other actions, that you did not take, would have changed the perceived leadership in this area? Note that 'too much' typically means that the team views your leadership as being overly focused on certain aspects, spending too much time and energy on things that do not bring value to the team and thus potentially missing out on things they do need. The things they do need can typically be found in the areas indicated as 'too little'.
Share you thoughts regarding the area with your team and ask your team for their thoughts. Generally, when the scores indicate 'overdoing' or 'underdoing', the feedback can be something that is a shared view by all members of the team, but there may also be different views from individual team members. This is something that we encourage you to raise as a discussion point with the team, and also in your individual talks with the members of your team. These discussions are not about finding out who gave what feedback in the review, but only trying to understand the best way to effectively lead the team, and the individual members of the team. Also be sure to ask the team members whether the other actions that you though of are actually the right ones for them. Or is there anything else that would have a better effect?
Based on step 2 and 3, determine your actions for the next quarter.
Summarize your own reflections in an easy-to-understand way. We recommend looking at the four leadership areas and summarize your intended focus using the following model:
I will continue to do (note up to three behaviors)
I will do more of (note up to three behaviors)
I will do less of (note up to three behaviors)
You can choose to summarize the discussion with your Team in the same way. For the best results you can share this summary with your team and occasionally ask for feedback on your progress, during the quarter
The important thing is that you on a regular basis reflect on your leadership and how well you meet the needs of your team and that you use feedback from your team to guide and focus your development efforts as a leader.