leadership framework 360° feedback participant: chris ...€¦ · 31. motivates others to support...

Leadership Framework 360° Feedback

Participant: Chris Sample

Group/Team Code: Not ApplicableLocation: NHS England

Feedback Facilitator: AAAA 360 Helpline21 February 2012

Table of Contents

Reduced Sample Version of Report

Your Feedback Session ............................................................. 1

Introduction ................................................................................. 2

How the Report has been Compiled ......................................... 3

How to Benefit from your Feedback ......................................... 4

Section 1: Overall Summary ...................................................... 5

Section 2: Written Comments - Strengths and DevelopmentAreas ............................................................................................ 6

Section 3: Summary Graphs by Domain .................................. 7

Section 4: Summary Graphs by Question ................................ 9Improving Services ............................................................... 9

Improving Services Written Comments ................................... 11

Right Management75 King William Street London EC4N 7BE

www.right.com0800 458 2053

T - 1

http://QuestarWeb.com

Your Feedback Session

The role that your Feedback Facilitator plays is critical in helping you understand and take responsibilityfor the findings in your 360° feedback report. Your Feedback Facilitator has been trained to provide ahigh standard of feedback to all participants.

Whilst each feedback session will inevitably differ according to the specific needs of the participant, thefollowing elements will typically form part of a high-quality feedback session:

Your Facilitator should conduct the feedback session face to face

Your Facilitator should introduce themselves and explain the purpose of the session

Your Facilitator should explore what you would like to get out of the feedback session

Your Facilitator should take time to understand your situation and the context in which you completed the360° process

Your Facilitator should explain the structure of the report and help you understand what the data means

Your Facilitator should listen and respond appropriately to you, focusing on your priorities

Your Facilitator should help you consolidate the messages in your report and encourage you to thinkabout next steps

Your Facilitator should conduct the session in a professional and empathetic manner

To ensure that all feedbacks are conducted to the same high standards, Right Management will send outan evaluation survey link approximately 4 months after completion of the 360° process. We stronglyencourage you to evaluate all parts of the 360° process, including your feedback session, as this willcontribute significantly towards improving the quality of the process for future users.

If you have any comments, questions or concerns please contact [email protected]

Confidential Report Page: 1


Introduction

This report shows the results of your 360° feedback. It is designed to help you gain a betterunderstanding of your strengths and development areas in relation to the Leadership Framework.

Leadership FrameworkThe Leadership Framework provides a consistent approach to leadership development for staff in healthand care and represents the foundation of leadership behaviour throughout the NHS. Fundamental to itsdevelopment was a desire to build on existing leadership frameworks used by different staff groups andcreate a single overarching leadership framework for all NHS staff. The Leadership Frameworkintegrates the Medical Leadership Competency Framework (MLCF) and Clinical Leadership CompetencyFramework (CLCF) and supercedes the Leadership Qualities Framework (LQF).

The Leadership Framework is made up of seven domains which describe leadership knowledge, skillsand behaviour. Staff will exhibit a range of leadership behaviours across these seven domains dependenton the context in which they operate, described in four stages. These are defined by their sphere ofinfluence, extent of responsibility and accountability, and their impact on services.

Further information on the Leadership Framework can be found at http://www.leadershipacademy.nhs.uk/LF.



How the Report has been Compiled

RespondentsThis report contains analyses of the questionnaire responses from the following numbers of respondents.Remember, not all people invited to complete questionnaires may have done so.

Relationship Responding

Self 1Manager 1Peer 3Direct Report 3Other 3

ConfidentialityFeedback may have been provided by a range of people – for example your Line Manager, Peers, DirectReports as well as yourself. The ratings and comments made by yourself and your Line Manager can beidentified in the report. However, those made by other rater groups have been combined in the report tomaintain their anonymity.

Rating ScaleRespondents were asked to rate your behaviours in response to a range of questions relating to each ofthe 7 domains of the Leadership Framework. The following response scale was used.

The descriptors for each of the scale points provide a point of reference to help respondents reach adecision on the rating given.

Respondents were also asked to provide free text comments in response to questions about yourstrengths and development areas. All comments are presented as written by the respondents, withoutany editing.

NormsThe norms are based on data collected from over 2437 participants who have taken part in the LF 360-degree feedback questionnaire. They are based on average rater scores for all participants who havereceived feedback on the tool since October 2011. If norms do not appear, it is because participantselected not to have them shown in the report.



How to Benefit from your Feedback

A positive attitude towards feedback will significantly influence its usefulness. The following points shouldbe borne in mind when going through the report.

The information should be used to help you plan and work on your developmentIt should not be seen as the final word on your behaviour or performance at work. Instead, you shoulduse it to help plan tactics and strategies with your facilitator to enhance your future effectiveness as aleader.

The feedback provided in the report focuses on leadership behaviour and styleThese can be changed. So you have full control over the factors that can help you achieve maximumeffectiveness as a leader in the NHS.

High scores should not be viewed as ‘good’ and low scores as ‘bad’No leader ever receives a feedback report that is all positive or all negative. Everyone has strengths thatneed to be utilised further and equally, everyone can develop further. Depending on the context, somehigh scores could be seen as a strength in one situation but as a weakness in another.

The feedback is based on leadership behaviours that have been identified as critical in the NHSYou should plan and consider how to develop these leadership behaviours further in the context of yourcurrent role.

The feedback report should be used as a starting point in discussions with your facilitatorThe report will provide some insights, but the real richness and understanding of your data will come fromopen discussions with your facilitator.

Remember: the aim of this process is to help you achieve your goal of increased leadershipeffectivenessDevelopment as a leader will be enhanced through:

increased self-awarenessrecognition of strengths and areas for development, anddeveloping action plans and strategies to enhance strengths and address areas for development.



Section 1: Overall Summary

The diagram below provides a snapshot of your overall ratings as viewed by you and your raters acrossall 7 domains of the Leadership Framework. The blue line represents your average self score. The redline represents the rater average score. The rater average is based on answers from all respondents,excluding self ratings.

0

1

2

3

4

5

DemonstratingPersonal Qualities

Working with Others

Managing Services

Improving ServicesSetting Direction

Creating the Vision

Delivering theStrategy 3.6

3.2

3.6

3.0

3.8

3.3

3.4

4.1

4.8

4.8

3.94.1

3.9

4.0

SelfRater Average



Section 2: Written Comments - Strengths and Development Areas

Open Comments Included Here From Self & Raters



Section 3: Summary Graphs by Domain

This section displays the aggregated results for each rater group across each of the 7 domains in theLeadership Framework.

Domain AvgAverage Score *

1 2 3 4 5

Demonstrating Personal QualitiesSelf 4.1

Manager 3.5Peer 3.5

Direct Report 2.8Other 4.5

Rater Average 3.6

Working with OthersSelf 4.8

Manager 3.8Peer 2.7


Rater Average 3.2

Managing ServicesSelf 4.8

Manager 3.6Peer 3.4


Rater Average 3.6

Improving ServicesSelf 3.9

Manager 2.4Peer 3.3


Rater Average 3.0

Setting DirectionSelf 4.1

Manager 3.3Peer 3.8


Rater Average 3.8

| | | |

* Scale: 1 = Significant Dev Needed, 2 = Dev Needed, 3 = Competent, 4 = Significant Strength, 5 = Exemplary= Strength, Rater Average >= 90th percentile, = 90th percentile= Opportunity, Rater Average <= 10th percentile, = 10th percentile Confidential Report Page: 7


Section 3: Summary Graphs by Domain

Domain AvgAverage Score *

1 2 3 4 5

Creating the VisionSelf 3.9

Manager 2.8Peer 3.5


Rater Average 3.3

Delivering the StrategySelf 4.0

Manager 3.7Peer 3.1


Rater Average 3.4

| | | |

* Scale: 1 = Significant Dev Needed, 2 = Dev Needed, 3 = Competent, 4 = Significant Strength, 5 = Exemplary= Strength, Rater Average >= 90th percentile, = 90th percentile= Opportunity, Rater Average <= 10th percentile, = 10th percentile Confidential Report Page: 8


Section 4: Summary Graphs by Question

Improving Services

Effective leadership requires individuals to make a realdifference to people's health by delivering high qualityservices and by developing improvements to services. Todo so, they must demonstrate effective in:

Ensuring patient safety by assessing and managing riskto patients associated with service developments,balancing economic consideration with the need for patientsafetyCritically evaluating by being able to think analytically,conceptually and to identify where services can beimproved, working individually or as part of a teamEncouraging improvement and innovation by creating aclimate of continuous service improvementFacilitating transformation by actively contributing tochange processes that lead to improving healthcare.

Sample Questions Included on Next Page



Improving Services AvgAverage Score *

1 2 3 4 5

Category Counts

1 2 3 4 5

NO NA

29. Challenges thinking to find better ways of deliveringservices

Self 4.0 0 0 0 1 0 0 0Manager 3.0 0 0 1 0 0 0 0

Peer 3.3 0 0 2 1 0 0 0Direct Report 2.0 0 3 0 0 0 0 0

Other 3.3 0 0 2 1 0 0 0Rater Average 2.9 0 3 5 2 0 0 0

30. Encourages dialogue and debate in the developmentof new and innovative ideas

Self 4.0 0 0 0 1 0 0 0Manager 2.0 0 1 0 0 0 0 0



31. Motivates others to support and drive change that willimprove health and care services

Self 4.0 0 0 0 1 0 0 0Manager 3.0 0 0 1 0 0 0 0



32. Removes obstacles to facilitate transformation Self 4.0 0 0 0 1 0 0 0

Manager 2.0 0 1 0 0 0 0 0Peer 3.3 0 1 1 0 1 0 0

Direct Report 3.0 0 0 2 0 0 1 0Other 4.3 0 0 0 2 1 0 0

Rater Average 3.4 0 2 3 2 2 1 0

| | | |

* Scale: 1 = Significant Dev Needed, 2 = Dev Needed, 3 = Competent, 4 = Significant Strength, 5 = Exemplary Confidential Report Page: 10


Improving Services Written Comments

Open Comments Included Here From Self & Raters



leadership framework 360° feedback participant: chris ...€¦ · 31. motivates others to support...

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