360 Leadership Process

John Kuhls, Director of

Human Resources
Linda D. Smith, Director
Staff Development
NC Department of Revenue
What is 360 Feedback?
Survey gathers anonymous feedback
Variety of perspectives
Supervisor
Peers
Direct Reports
Others
Growth and Learning Plans
Initial Coaching
Ongoing coaching from Supervisor
Why are we doing this?
Business Transformation is the driver
To move from a siloed, hierarchical, top down
organization
To a process-based, collaborative organization
with decision-making pushed down to all levels.
Success requires
Cultural alignment
Enhanced leadership competencies

This is Our Desired Culture






Fix the process
Follow the process
Measure what matters
Get it done and get it right
Own it: Be accountable
Use it: Fact-based decision-making
Earn it: Consistent respect


Be willing to dialogue
Use failures as opportunities to learn
Benchmark against the best
Follow the process, AND keep the end in
mind: make a difference
Take responsibility for your own career
Be open, honest, and candid
Make sharing information and
knowledge the norm
Manage through influence and lead by
example
Get input before decisions are made
Continuous
Improvement
Continuous
Learning
What did we do?
Defined leadership competencies
Piloted 360 feedback survey
Roll-out to Extended Leadership Team

Key Points
Most organizations are feedback poor
Higher levels of management get less feedback
360 is an effective way to get candid feedback
Leverage strengths and/or address weaknesses
Growth and learning doesnt happen unless
behavior changes


Defining Leadership
Competencies
Analyzed internal qualitative information
Grouped behaviors around levels based on
best practice models
Organized competencies around the four
quadrants
Tested and refined language and groupings
several times

Leadership Competencies
The behaviors are grouped
into competencies. A
competency is a group of
knowledge, skills, and abilities
(KSA) that work together to
achieve a result.
Each competency lists a
number of key behaviors that
indicate a level of mastery
appropriate to the level of
leadership.
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The Leadership Framework
Outlines specific behaviors that each level of management
at DOR can do to help build the desired culture and achieve
the DOR vision and mission.
The behaviors are organized according to the four
quadrants of the desired culture.
The behaviors describe an ideal person. No one is
expected to demonstrate every behavior because everyone
is unique.
Butwe can each pick a few things to improve that will
make a difference.
The levels are cumulative. The second level assumes
youve mastered the first level.
10
11
Optimal Leadership Focus
Visionary
Focus
Shapes the organization and culture through vision, goal-setting,
establishing accountability, selecting and developing key people
Time horizon is 3- 5+ years
Strategic
Focus

Runs the business by developing and implementing agency
strategies to achieve agency goals within their organization
Time horizon is 2-3 years
Operational
Focus
Translates into end-to-end processes
Integrates horizontally across boundaries to ensure process efficiency
and effectiveness
Time horizon is 1-2 years

Supervisory
Focus
Manages the work and leads a team to accomplish functional tasks
within end-to-end processes
Time horizon is daily quarterly

Self-leadership Producer who builds competence in accomplishing functional tasks
Partner who demonstrates respect for self and others, building
partnerships that are mutually beneficial
Each level of management has a primary focus. They may operate in multiple levels every day, but a healthy organization
requires that each of these management and leadership functions are attended to.

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Visionary Leadership Profile
Accountability
Own the Outcome
Continuous Improvement:
Drive Operational
Excellence
Teamwork:
Develop Organizational
Capability
Continuous Learning:
Guide through Change
A. Provide Direction
1. Helps identify short term
steps needed to achieve
long-term strategic goals
2. Regularly updates and
communicates goals and
expected results
3. Leads resource planning
and utilization efforts to
ensure a sustainable future

B. Drive for Results
4. Holds people accountable
for delivering results
5. Tracks progress towards
strategic goals
6. Makes important decisions
in a timely way with
sufficient input from key
stakeholders
7. Creates a sense of urgency

C. Build and Sustain
Commitment
8. Prioritizes agency-wide
needs regularly to balance
short-term pressures with
long -term goals
9. Is a positive, visible role
model
D. Execute Flawlessly
10.Empowers others to handle
operational issues
11.Makes tough, timely decisions
based on data
12.Sets expectations and deadlines,
removes barriers
13.Uses influence more than control
E. Create a Climate of Learning
14.Is an active learner
15.Ensure staff is focused on
learning for the future
16.Takes an active role in
leadership and management
development
17.Uses errors as opportunities for
learning and improvement
F. Constantly Raise the Bar
18.Monitors agency-wide adherence
to new mandates
19.Monitors and ensures the
integrity of DORs performance
management systems
20.Monitors and champions
continuous improvement of
performance standards
21.Challenges the status quo
22.Is passionate about
organization-wide efforts to
continuously improve the
maturity and results of business
processes
G. Develop Others
23.Identifies, sponsors and develops
future leaders by succession
planning delegation and coaching
for success
24.Anticipates and plans for
improvements in staff skills
H. Foster Teamwork
25.Meets regularly with direct reports
and has regular team meetings to
build cohesion, alignment, and
confidence
26.Operates as a team member for
the good of DOR
I. Shape the Culture
27.Shapes the culture by acting from
his/her values
28.Shapes the culture through
selection and development of key
people
29.Develops & drives reward and
recognition that reinforce agency
goals
J. Communicates Effectively
30.Communicates with openness and
candor
31.Skillfully influences peers as well
employees
32.Communicates a crystal-clear
vision with convincing reasons to
embrace the vision
33.Communicates confidently using
visual, written, and verbal methods
K. Demonstrate Agency Acumen
34.Demonstrates a business
perspective that is broader than
one function , unit, process and
deep across multiple areas of
expertise
35.Zeros into the heart of complex
issues
L. Think Strategically
36.Balances time between looking
ahead and working on urgent
current issues
37.Works with external entities to
acquire resources; represents
DOR externally
38.Identifies and drives strategic
change initiatives for the benefit of
DOR as a whole
M. Manage Disagreements
39.Surfaces and resolves conflicts
early
40.Takes a stand on controversial
and unpopular issues
41.Identifies and balances
competing values effectively
42.Pushes decision-making down
to the appropriate level
N. Leverage External Networks
43.Brings new information from the
outside about trends and events
44.Monitors and builds the talent
pipeline to ensure sufficient bench
strength for the future
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Supervisory Leadership
Accountability Continuous
Improvement
Teamwork Continuous
Learning
A. Provide Direction
1. Sets clear goals and
expectations with the team
2. Helps people see how the
work of the unit contributes
to agency strategy

B. Drive for Results
4. Makes decisions timely
without unnecessary
escalation
5. Facilitates and supports
team decision-making
appropriately
6. Does not tolerate ongoing
poor performance or
behavior. Manages poor
performers to acceptable
performance or out of the
organization


C. Build and sustain
commitment
7. Is a positive role model
8. Helps team members
manage time and stress
9. Knows what motivates each
team member and works to
match their needs with the
work
D. Execute Flawlessly
10.Helps people see their job as
part of a larger process
11.Understands the upstream and
downstream process steps and
teaches this to employees
12.Sets performance standards

E. Create a Climate of Learning
13.Provides effective
performance feedback
14.Looks for ways to fix the
process rather than just fixing
errors or blaming individuals
15.Uses mistakes and errors as
opportunities for team learning
16.Makes it safe for people to ask
for help

F. Constantly Raise the Bar
17.Initiates and participates in
sponsors lessons learned
sessions to improve processes
18.Negotiates performance goals
and standards that stretch the
team beyond todays
performance
G. Develop Others
19.Knows their employees goals
and helps them build the skills
to get there
20.Organizes the work to make
the most of peoples strengths
H. Foster Teamwork
21.Fosters unity; promotes we
are all in this together thinking
22.Has regular one-on-one and
team meetings that build
clarity, confidence, and
cohesion of employees
23.Helps team members see the
best in each other
24.Balances focus on the task
with focus on relationships
I. Shape the Culture
25.Fosters a productive, positive
work environment
26.Looks for people doing things
right and praises them
J. Communicates effectively
27.Passes on decisions,
changes, and other relevant
information to the right people
at the right time with the right
amount of detail
28.Actively listens and
demonstrates understanding
K. Demonstrate Agency Acumen
29.Has mastered at least one
area in depth
30.Empowers staff by teaching
them the business of the
agency
L. Think Strategically
31.Helps the team understand
the reasons for change
32.Helps the team adapt to
changes quickly
M. Manage Disagreement
33.Recognizes and helps the
team resolve conflicts timely;
conflicts do not fester and
linger
34.Is insightful about personal
mistakes and failures; learns
from them and moves on
35.Identifies and analyzes issues
and possible solutions that
may affect other units
36.Allows staff to vent and then
steers the conversation to a
productive resolution
N. Leverage External Networks
37.Seeks out and incorporates
leading edge practices in the
teams functional area
38.Participates in associations or
external learning and
networking opportunities to
build professional expertise


Derailers
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Accountability Continuous
Improvement
Teamwork Continuous
Learning
1. Lack of integrity
2. So caught up in activity
that is unable to achieve
results, Showed up at
the game but didnt play
3. Takes the easy way out,
avoiding good judgment
and accountability by
saying Weve always
done it that way
4. Failing to clarify
expectations at the
beginning of the PEP
cycle so that the rating
at the end is too
subjective
5. Failing to give
employees ongoing,
timely feedback or failing
to ask for this; the PEP
should not be a surprise
6. Not making decisions;
sitting on the fence;
being and/or choosing to
stay neutral or apathetic


7. Too comfortable with the
status quo
8. Narrow, myopic thinking
that doesnt take into
account the bigger
picture, where the
agency is headed, the
overall process that
needs to be improved,
and logic
9. Lack of courage to have
open, candid conversations.
Too many A-C
conversations
10. Failure to respect others
11. Inability to adapt and move
on from situations that are
difficult or unavoidable,
whines, stays negative,
doesnt offer any solutions.
12. Hoarding information
13. Cant communicate with
staff
14. Disparages DOR in A-C
conversations
15. Protects his/her turf at the
expense of whats best for
DOR as a whole
16. Avoids giving his/her
superior bad news

17. Being too internally
focused; unaware of
whats happening at the
Legislature or other
external entities that
impact DOR
18. Unwilling to learn, try,
push oneself
19. Put others down because
of perceived lack of
ability; wont give others
the opportunity and
coaching needed to grow
and develop

These are behaviors that can damage ones ability to be successful at DOR. These behaviors can derail your career at DOR.
DOR Leadership Framework
Accountability:
Own the outcome
Continuous
Improvement:
Drive operational
excellence
Teamwork:
Develop
organizational
capability
Continuous
Learning:
Guide through change
Provide
Direction
Drive for
Results
Build and
Sustain
Commitment

Execute
Flawlessly
Create a
Climate of
Learning
Constantly
Raise the Bar

Develop
Others
Foster
Teamwork
Shape the
Culture

Demonstrate
Agency
Acumen
Think
Strategically
Manage
Disagreements
Leverage
External
Networks

Creating the Feedback Survey
360 Questionnaire
Standardized method for gathering feedback
Based on NC DOR Leadership Framework
18 statements representing strategic leadership dimensions and key behaviors
1. Does this very well
2. Does this well
3. Does this OK
4. Doesnt do this well
5. Doesnt do this at all well
6. (N/A)
19 statements representing derailers
1. Strongly agree
2. Agree
3. Neither agree nor disagree
4. Disagree
5. Strongly disagree
6. (N/A)
Open-ended questions: Continue, Stop, Start

Feedback Survey
360 Feedback tool
360 Feedback Process
Kick-off session
Growth and Learning session
Feedback Report session
One to one Coaching session
Feedback from Pilot group

6. Tracking Returns
Feedback Reports
Average rating for each behavioral statement
Broken out by category (self, supervisor, direct
report, etc.)
Rollovers to preserve rater anonymity
Written comments
Self and Supervisor comments separated out, all
others lumped together

Whats next?
Cascade to remaining 275 managers
By tiers of management
Using same process
Kick-off session
Growth and Learning session
Feedback Report session
One to one Coaching session
Whats different?
Formal training of feedback givers
Coaching by DOR


What else?
Management Essentials training
Leading People
Managing Work
Review trends from 360 feedback to identify
other training and development needs of
managers
Results?
Good start
Not enough data

Challenges?
Difficult to change a culture
takes a long time of concerted effort
Change in leadership
Could have new vision, different ideas

Questions?