Do executives, senior managers and their teams gain anything from 360 degree or multi-rater feedback over the long term? Do identified performance gaps endure, expand or shrink? Until now, we have little documented evidence to answer these questions.

Recently, men and women executives from five organizations, four multi-state and one global manufacturer, provided confidential survey responses about multi-rater feedback's impact after one year. Each leader received feedback from 8 to 12 raters, including peers, subordinates, superiors and customers.

Each executive was then asked if productivity, cost-savings, efficiency, communication and/or internal or external customer satisfaction had improved. 91percent answered 'yes'. Moreover, when asked if their leader teams behaved differently since receiving feedback, 96 percent answered 'positively'.

When asked what specific benefits had emerged, 58 benefits were identified. Among them, 22 statements expressed improvements in self-awareness and behavior (Intra-Personal Change), 26 statements noted Inter-Personal (including team) change, 4 responses mentioned Large System (or organization effectiveness) improvements, and 6 responses mentioned 'some' to 'no' noticeable benefit.

Specific examples of responses include the following quotes:

• 'I'm now getting the right V.P. team on the field.'
• 'Since I'm more self-aware of my impact on others, I'm careful not to dismiss their input in the face of my own ideas.'
• 'Knowledge of key team skill gaps made recruitment faster and more effective, especially in our succession planning process.'
• 'I've now engaged an executive coach to work with me on my communication style.'
• 'We do much more action oriented planning.'
• 'I follow-through more consistently.'
• 'Our VP team explains more and gains commitment on expectations.'
• 'We've implemented a Contract With Myself process which has reduced several identified gaps.'
• 'Awareness of team skill discrepancies allowed me to create a game plan around the mix of executive talent I need.'

Two quotes are especially noteworthy. The CEO of a global manufacturer remarked, 'Since the feedback process, we've had sizable gains in operating income, sales margins and sales revenue due to leader talent improvements in thinking and execution behaviors!' In the words of a second CEO, 'The process motivated me; it gave me permission to be more directive, especially with balanced feedback to my leader team!'

CONCLUSION
Multi-rater feedback can motivate executive leaders to be better, to improve leader teams and organization effectiveness. The argument in favour of multi-perspective feedback tools used in HR, training and/or organization development is indeed demonstrable! Moreover, the reluctance of many CEOs, COOs, SVPs and division executives to fund leadership assessment and development on the basis of 'no results' or 'unsustainable results' can no longer be justified.

The outcome of this study demonstrates that executive behavior change can be long lasting, for at least a year or more. Many reported changes are quantifiable and dramatic for business improvement. Those new to 360 degree or multi-rater feedback now have a basis for assessing what to expect, and how worthwhile feedback might be. For those with existing data, the multi-rater system can be adopted as an interpretive grid. In either case, the study focuses professionals on the results that CEOs and COOs require.

In short, Robert Browning's message can be made a reality through multi-source feedback. It IS a gift to see ourselves as others see us!

 

OH WHAT A GIFT IT IS TO SEE OURSELVES AS OTHERS SEE US! -Robert Browning, 1700's