360 Degree Fact finding
There are times when your organization has questions about a particular leader and there is a lot at stake.
You want someone with tact to come in, take the pulse of leaders engagement style, and based on interviews write a report on the quality of the leadership abilities and how they impact the work climate.
We interview the leader’s current supervisor, their peers, direct reports, and, if appropriate, clients.
The interviews establish the length and nature of the interviewee’s relationship with the leader, the quality of the relationship as perceived, and both attributes appreciated and areas of concern.
It is really a sensitive 360 performed by a professional who can develop rapport with the people interviewed, and who is not motivated to take sides.
The report positions the organization to make wise informed decisions about the way forward with a particular leader.
The report is non-attributive and seeks to provide balanced developmental feedback to the leader.
The goal is to provide constructive feedback and insight based on what was learned from the interviews.
The intention throughout is to uphold the developmental integrity of the process and position the organization that has commissioned the report to make their best decision about the way forward with the leader in question.
If you are interested in conducting some form of sensitive 360 degree fact finding inquiry email john@johnford.com
The interviews provide an opportunity to comment on the leader’s ability to perform any of the following:
a. Communicate effectively
b. Enlist a compelling vision
c. Influence others through ethical tactics
d. Develop others through feedback and guidance
e. Initiate change and lead in a new direction
f. Resolve disagreements collaboratively
g. Work as an accountable team player
h. Focus on the customer
Fact finding
“Fact-finding typically is used where an organization’s internal investigation process may be viewed as unreliable, or, where, for a variety of reasons, it may not secure the good-faith participation of employees with information about the dispute. For example, employers have used fact-finding where the allegations of wrongdoing are directed at the human resources department, which ordinarily conducts an internal investigation process. Another example is where such allegations are aimed at high-level officers, managers, or organization leaders.”
by Gregg F. Relyea, How Installing a Neutral Fact-finding Program Helps Companies Deal with Workplace Disputes