Wednesday, September 17, 2014

How to “Ace” your 360 Feedback Assessment

360 Feedback
Alright, 360 Assessments do not fall into the testing category that you can “Ace”, however there are steps you can take to ensure that you are getting the most out of your 360 Assessment.  Here’s one question to get you started:

Which of the following will help you get the most out of a 360 feedback program?

Acknowledge the Process – Feedback is a positive thing and should be used as a development tool.  If you go into a 360 assessment with this in mind, you will get out of it what you put into it, which should be a clear and concise view of your strengths and weaknesses within your organizational culture. Feedback will tell a story, not fiction, and it’s up to you to listen to it.  But awareness is only the first step.


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Wednesday, September 10, 2014

Leaders can Build Trust through Communication

In most relationships, people want to have trust—with a romantic partner, with a family member, with a doctor or a dentist, with a mechanic or a plumber. In those relationships, without trust as a foundation, much can fail. Shouldn't we see it the same in the workplace? After all, a company’s success is based on trust—consumers must trust the brand, and employees, who, in essence, sell trust to consumers, most definitely need to trust their leaders. CommuniCon, Inc., says that “high-trust organizations have increased value, accelerated growth, enhanced innovation…and improved collaboration.” So why is it that, according to the 2013 Edelman Trust Barometer, 82% of people don’t trust business leaders to tell the truth? If you’re a leader in your company, that statistic should be alarming.

Luckily, it’s never too late to start building, earning, and increasing trust, and one basic building block is communication. Note that word well, though, because too often, leaders confuse the skill—communication—with its vehicles—communications. Gaining trust is not about which channels you use. It’s about the messaging—and the truth behind it—itself.

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Thursday, August 28, 2014

Learning from Zuckerberg's Leadership Style

Like him or hate him, you’ve got to hand it to Mark Zuckerberg—there’s no denying that, at a mere 30 years old, he’s a multibillion-dollar success. His baby—the social-networking site Facebook—recently posted shares worth nearly $75, almost double its May 2012 IPO price of $38 per share. Which means that, not only did he have a solid, viable idea in social networking, he also has had some success at company leadership. And we all—millennial and office veteran alike—could learn a thing or two from his style.

To start, Zuckerberg shows us that, to be a good leader, you first need to be true to yourself and have passion. Continually in the pursuit of the next cool thing, Zuckerberg proves he believes in his goals and is passionate about what innovation can do for his product. And it’s worked. As the old adage says, you can’t sell what you don’t believe in, and Facebook’s creator believes in the product, which cultivates in his employees the unwavering confidence and support that leads to success. And all of that is reflected in the fact that the company’s mission, “to give people the power to share and make the world more open and connected,” is the same today as it was ten years ago, at Facebook’s inception.


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