360 degree feedback, organizational trust, change & sustainability
360 in development - Part 1: Leadership
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Tuesday, 5 June 2007
We are often asked to explain how 360 Facilitated® fits into an organization’s development program that may well include leadership training, quality management, teamwork, communication, learning and development, performance management and much more. The answer is that it contributes fundamental components to all of them. Let’s consider just one...

Ideas about leadership can be learned in a classroom but leadership only becomes part of the person when they are confronted by the real world, make choices about what they do and learn from them. If we accept Peter Farey’s definition of leadership as proactive, future oriented, changing beliefs and developing values, then the top half of his Leader/Manager Model is about that.

If leadership is thought to be lacking in an organization, then what better way to find out what is missing than by asking those who are led! Of course, you’ll only get their perceptions (what else!) but can leaders safely ignore perceptions? If team members ask for more leadership, or less, then managers must act to change this perception – whatever the cause may be.

And what better way to find the cause of a perception than ask the perceiver?

The Leader/Manager Model has the virtue of raising the great body of leadership issues, both of leading the people and of leading the task into the future. Yet at the same time it raises the management issues – how the task is being carried out and the people dealt with – the issues that are in view right at the moment.

The Leader/Manager Model is not one that suddenly discovered leadership as the new trend, another swing of the pendulum, and had to add it in to keep up. Because of its broad based, holistic nature, it has always (since Peter Farey first published it in 1988) stood for the balance of leadership vs. management, of future vs. present. In its 360 Facilitated® programs, Leaderskill Group makes this Model its prime approach to developing the relationship between team and manager.

In the facilitation session, the invitation to the staff/team is to be open to all the issues. It takes a clearly structured process to build morale, develop understanding and address the central issues, leading them through to action plans and learning contracts.

Facilitators demonstrate fast and effective leadership in the way they make this process sucessful, and encourage managers and team members to make the process their own. There is role modelling, learning and reinforcement. Yes, it is most certainly leadership development.

To be continued...

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posted by Dr Ron @ 23:26  
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