CCL Webinars
Why 360-degree Feedback Initiatives Fail
When: Available on Demand 24 x 7 for 30 days upon registration
Duration: 1 hour
Price: $75 Premium Members Price $25 
CCL Webinar Registration
Why 360-degree Feedback Initiatives Fail
For more information, email webinars@ccl.org
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Over the past 20 years the growth of 360-degree assessment within organizations has been explosive. When used correctly, these feedback tools can be a valuable source of self-awareness for managers and executives and help employees set a path for their own development. Yet with this rapid growth has come stories of nearly disastrous results. This webinar will focus on the key reasons that 360-degree initiatives fail and what organizations can to do greatly improve the odds for a successful implementation.
Outcomes:
- Learn about the 5 most common reasons why 360-degree feedback initiatives fail.
- Learn about the 4 decisions organizations must make before deploying a 360.
- Understand what you can do to increase the odds of a successful implementation.
- Find out about best practices from case examples of a variety of organizations.
- What are the warning signs that your 360 vendor might not be what you need.
Maximizing the Value of the Webinar
- Invite others to participate. Structure a group "lunch and learn" session and invite other colleagues to attend.
- Debrief the lessons learned. Set aside time at the end of the Webinar to discuss takeaways, and how they apply to your group or organization
- Tap into your training budget. Ask your HR group or manager to underwrite the Webinar as part of your organization's ongoing staff development effort.
About the Presenters
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Craig Chappelow is a Senior Manager at the Center for Creative Leadership (CCL®) in Greensboro, NC where he divides his time between working with clients and product-managing Executive Dimensionsä, CCL's 360-degree assessment instrument developed exclusively for use with the top-level leaders in an organization. His areas of specialization include the interpretation and delivery of instrument-based feedback to senior executives, and the development of effective senior executive teams. As a member of the CCL faculty, he is a senior lead trainer in a number of CCL's open enrollment and custom programs. In addition to the United States, Craig has worked with executives in China, Belgium, Canada, Australia, New Zealand, Bermuda, France, Dubai, Luxembourg, and the United Kingdom. He is author of a book chapter entitled "360-Degree Feedback," which appears in The Leadership Development Handbook (Jossey-Bass, 1999), and coauthor of Keeping Your Career on Track, a guidebook for managers published by CCL. He also writes a regular column for the business journal Leadership in Action, and has published articles in a wide variety of sources including the Harvard Business Review. |
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John Fleenor has worked as a research associate, research scientist, and group director. His responsibilities have included managing the Center's assessment database and leading a program of research on the development and use of 360-degree feedback instruments. John has published numerous journal articles and several book chapters on 360-degree feedback and related topics. He is a coauthor of four books on 360-degree feedback: Using 360-degree Feedback in Organizations (1997); Choosing 360: A Guide to Evaluating Multi-rater Feedback Instruments for Management Development (1997); Feedback to Managers: A Review and Comparison of Multi-Rater Instruments for Management Development (1998); and Leveraging the Impact of 360-degree Feedback (2008). John was co-author of an article that was selected as the best paper of 1998 by the Human Resources Division of the Academy of Management, and he is listed in the 2000 Who's Who in the Management Sciences. Additionally, he received a Distinguished Reviewer Award from the Buros Institute of Mental Measurements in 2005. John serves on the editorial board of Human Resource Management and is the former book review editor of Personnel Psychology. He is a member of the Society for Industrial and Organizational Psychology (SIOP), the Academy of Management (AoM) and the American Psychological Association (APA). John's PhD is in industrial and organizational (I-O) psychology from North Carolina State University. He is an adjunct member of the psychology faculties at NCSU and the University of North Carolina-Charlotte. |
