Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

How much access do people have to internet and e-mail?
How many different questionnaires will be required for different levels of manager?
How often will the 360 feedback process be repeated?
How many people will participate in the programme?
Is the level of information in line with the original goals?
Will the individual understand it?
Does the numerical analysis add value for the individual?
Agree how they will take the feedback further with their team or colleagues.We should suggest the guiding rules:
Agree a review date to discuss progress.
Discuss the different options, e.g.– send out the whole report to all observers.– face-to-face discussion with key observers (one-to-one or whole group).– share the learning plan with their team.The key benefit of sharing the data is in opening a discussion with people whose views you value.
Discuss the benefits of sharing the data with the team/key colleagues.
Ask the person to identify with whom they will share the feedback.
If looking for solutions, what could they do differently? Who does this well? What do they do?5. Sharing the feedback
Focus on three or four areas.
Gain agreement to specific development actions. What areas is the individual interested in looking at?
Comments – get behind them – why do you think they said that?4. Development actions
Remember that you are there to ask questions and prompt the discussion.You are not there to give your own personal viewpoint.
Talk through the main patterns and trends, higher scoring areas (start with the positives), lower scoring areas and areas of difference between ratings from colleagues/direct reports/manager. What does this tell you?
Explain that the importance of feedback is what you do with it. The feedback session provides a process for identifying key themes and making sense of the data.3. The feedback
The narrative is unedited, look at overall themes rather than trying to guess who said what.137 LEADERSHIP DEVELOPMENT
Difference between numerical ratings and narrative. People may be high or low scorers, the value is in the narrative.
People will see you differently, therefore the comments may be contradictory.
They are purely a set of perceptions, not fact.
Prepare for the meeting by reading the feedback, identifying the key themes, etc.2. Give an overview of key points regarding 360 reports and the feedback session
A short time before the feedback debrief (a couple of days), give the person their report. Ask them to read their feedback and make some notes in preparation for your meeting.
Book protected time in your diary and allow 1–1.5 hours for the feedback debrief.
Actively seeks feedback on personal style and works to improve, based on feedback given.
Maintains a positive attitude, controlling own feelings of stress and anxiety when under pressure to ensure that others are not affected adversely.
Is self-disciplined and hard working, focused on achieving the best results for the company and client.
Demonstrates integrity, fairness and consistency, maintaining confidentiality and honesty in dealing with internal and external customers.
Presents a knowledgeable and authoritative presence with clients and colleagues.
Demonstrates passion and energy for what they do, showing conviction and enthusiasm for the job.
Demonstrates fairness by ensuring consistent application of company policies and procedures.Personal style Employees with a strong focus on personal effectiveness show resilience and determination to succeed in the face of pressure and difficulties.
Adapts personal style to meet the needs of the individual and the situation.
Deals promptly with ‘difficult’ individuals and performance problems in a direct, supportive and honest manner.
Actively manages performance by conducting regular performance reviews.
Coaches others to develop to their full potential and to improve their performance.
Praises, recognizes and values individuals’ contributions and efforts.
Takes active responsibility for the development of others by setting achievable but challenging objectives.
Develops the skills and qualities of team members in order to maximize team and project success.125 LEADERSHIP DEVELOPMENT People and performance Managers who demonstrate effective People Management Skills ensure that people within their teams maximize their personal contribution and development.
Creates an environment to foster development, giving individuals the opportunities to achieve their aims.
Establishes clear accountabilities for self and the team.
Resolves conflicts through constructive dialogue to create solutions from which all benefit.
Creates a true team spirit within own team and the wider teams in which they work.
Demonstrates awareness of the different needs of team members, accepting that people prefer to work in different ways.
Helps to create solutions with others and welcomes their contributions.
Actively builds relationships between team members and colleagues in a collaborative manner.
Works flexibly, responding readily to the demands of changing priorities and needs.Managing and building teams Employees who build effective teams encourage full participation and effort, building cohesion while maintaining motivation.
Manages budgets and resources within projects to ensure maximum profitability within the quality requirements of the job.
Demonstrates focus on the objectives and end results by effective timely delivery.
Manages own time effectively, ensuring that priorities are set and dealt with efficiently.
Prioritizes and monitors work schedules, managing issues before they reach a critical stage.
Ensures that the company’s work processes are consistently used and improved.
Produces clear business/project plans that mirror business objectives.
Takes appropriate risks in a well-managed way, in order to move the business forward.Planning and prioritizing: Plan – Do – Review People who plan and prioritize effectively establish a course of action for themselves and others to accomplish specific goals.
Demonstrates a structured and rational approach towards decision-making.
Assesses priorities swiftly, assigning direction and action to be taken.
Displays flexibility and creativity when generating ideas/solutions.
Addresses problems using a balance of facts, experience and intuition.
Collects input from others – valuing their ideas, opinions and contributions.
Shows empathy, taking time to understand other people’s views.Thinking and decision-making People displaying thinking and decision-making skills analyze information gathered from a variety of sources in order to make sound judgements based both on facts and on personal intuition.124 ASSESSING
Is willing to challenge constructively and be challenged.
Listens effectively to others’ ideas and points of view.
Freely shares information, ideas and suggestions, keeping others updated and regularly informed.
Adapts communication style to needs of different team members, colleagues and clients.
Takes a broad view of situations, with a constant focus on increasing the value of our business.Communication People with effective communication skills are able to share ideas and information effectively using well-developed interpersonal skills to a variety of audiences.
Constantly seeks new and better value solutions to business challenges.
Recognizes and balances the relationships between different business areas to the good of the group.
Balances short- and long-term requirements, ensuring that both are addressed.
Communicates the role that their ‘team’ plays in facilitating and achieving the business objectives.
Translates business goals and objectives into clear operational plans.
Shapes and communicates the current and future direction of the company.
Is flexible and responsive to client’s changing needs, optimizing delivery of satisfaction.Strategic perspective People with a strategic perspective are able to identify the way forward in a complex and challenging environment.
Represents the company with pride, emphasizing its positive attributes with customers and competitors.
Builds effective networks with customers, suppliers and others throughout industry.
Constantly considers the company’s overall position with clients, seeking to maximize the value of the contract for both the client and the company.
Listens to customers, seeks to anticipate potential challenges, and creates innovative business solutions.
Keeps up-to-date with market trends and drivers, recognizing changing commercial pressures.
Delegates effectively by taking into account the potential of the individual and the needs of the job.External focus People with astute external focus understand the market and how it is changing.This enables them to deliver leading-edge products and services to their clients.123 LEADERSHIP
Demonstrates a confident and assertive approach to taking the lead when needed.
Is resilient in pursuing the company’s business goals.
Inspires enthusiasm and energy in others to follow a given direction.
Focuses strongly on achievement and success in self and others.
As consultants, they need to manage projects efficiently. In addition, they need to demonstrate the skills of business development and account management as they become more senior.Leadership People with effective leadership skills are able to articulate clearly the group vision and business goals,
6. The following example is taken from a small technical consulting company that specializes in providing highly qualified technical consultants to the oil industry.
Exercises judgement in sharing sensitive information.
Maintains an up-to-date, in-depth knowledge of their own professional discipline and the skills and services available externally.
Demonstrates ability to manage budgets and resources within Council guidelines.
Spends time and energy keeping up-to-date with organizational, community and technical issues that affect the overall business of the Council.
Networks with contacts in the wider community to identify needs and expectations of the community to help direct and guide council services.
Understands the strategic objectives and environment (within their area of responsibility) to a sufficient level of detail, to successfully manage and plan the activities of their team.
Involves staff in creating a shared vision for the service and a sense of collective purpose within the team.Knowledge and understanding Employees with knowledge and understanding are able to navigate their way quickly within the Council, in order to influence opinion, motivate others and to
Treats people fairly without favouritism, applying equal opportunities to all.
Deals promptly with inappropriate behaviour and performance problems in a direct and honest manner.122 ASSESSING LEADERSHIP BEHAVIOUR
Praises, recognizes and values everyone’s contributions and effort.
Actively manages performance by conducting regular appraisals and reviews.
Takes active responsibility for the development of others by setting realistic and challenging objectives.
Learns from previous experiences of self and others.Managing performance Focuses on achieving goals and objectives by creating a culture of continuous performance review.
Actively seeks feedback on own management style and works to improve performance, based on feedback given.
Coaches others to develop to their full potential and to improve their performance.

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Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

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