teamview 360 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
TeamView/360 PowerPoint Presentation
Download Presentation
TeamView/360

Loading in 2 Seconds...

play fullscreen
1 / 33

TeamView/360 - PowerPoint PPT Presentation


  • 175 Views
  • Uploaded on

TeamView/360. 2621 6 th Street Suite 2 Santa Monica, CA 90405 310-452-5130  knowack@consultingtools.com www.viewsuite360.com. Team View is part of a suite of validated 360 degree feedback instruments including: Emotional IntelligenceView 360 ExecutiveView 360 ManagerView 360

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'TeamView/360' - ostinmannual


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
teamview 360

TeamView/360

2621 6th Street Suite 2

Santa Monica, CA 90405

310-452-5130  knowack@consultingtools.com

www.viewsuite360.com

viewsuite 360 products
Team View is part of a suite of validated 360 degree feedback instruments including:

Emotional IntelligenceView 360

ExecutiveView 360

ManagerView 360

LeaderView 360

PerformanceView 360

TeamView 360

TeamWorks 360

ViewSuite 360 Products
session objectives
Determine the personal and team value for self and team evaluation

Understand the TeamView/360° Performance Factors

Analyze the TeamView/360° results

Define our strengths and improve areas

Develop personal and team effectiveness plans for higher performance

Session Objectives
performance indicators or behaviors
Do you think you can improve these behaviors?

What is the value to you personally and professionally to master these behaviors?

Do you believe that there are adverse consequences to not improving some of these behaviors? If so, what are they?

Are you open to feedback and are you willing to actively pursue your own personal and team development?

Performance Indicators or Behaviors
factoid
Do you believe this?

Why?

Why not?

Factoid

78% of all management firings are the direct result of a lack of interpersonal skills rather than a lack of knowledge of their job.

slide10

Team Member Measurement

TEAM MEMBERS

Individual

Contribution

TEAM

MEMBERS

TEAM

MEMBERS

Average Team

Performance

slide11

TeamView/360™

SELF

Problem Solving

Planning

Controlling

Managing Self

Managing Relationships

Leading

Communicating

OTHER TEAM

MEMBERS

teamview 360 performance factors
TeamView/360° Performance Factors
  • Planning Problem Solving
  • Controlling
  • Self Management
  • Managing Relationships
  • Leading
  • Communicating
problem solving
Recognizing trends

Generating new ideas

Evaluating and acting on new ideas

Problem Solving
controlling
Organizing and orchestrating events

Monitoring and controlling performance

Meeting schedules and deadlines

Producing high quality work

Maintaining high productivity

Meeting commitments

Controlling
managing self
Handling pressure

Coping with one’s own frustration

Developing one’s own capabilities

Responding to feedback from others

Managing Self
managing relationships
Initiating relationships with others

Cooperating with others

Sizing up people

Maintaining relationships

Resolving conflicts

Responding to others’ needs

Managing Relationships
leading
Delegating responsibility

Facilitating meeting

Motivating and inspiring others

Developing other people

Giving recognition to others

Leading
communicating
Articulating ideas and information

Listening to others

Keeping other people informed

Communicating expectations

Communicating
understanding teamview 360 results
Superior Across the Board – All of the person’s self ratings fall above the 0.0 on the graph. The person sees himself / herself as more effective in all respects than other people view themselves.

Inferior Across the Board – This pattern is the reverse of the previous one. All of the person’s scores fall below the 0.0 line on the chart. In all respects of performance, the person sees himself / herself as less effective than others see themselves.

Strong in some areas, weak in others – This profile is the most common. This person rates his or her performance more highly in several categories than other people rates themselves, but lower in other categories than other people rate themselves, on the average.

Understanding TeamView/360° Results
slide25

How to Act On Feedback

  • Reflect
  • Go For Action
  • Break Down Into Detail
  • Ask For Clarification
  • Ask For Help
  • Be Specific
building a team effectiveness plan
What do you plan to do differently in the job to improve and become a high performance team?

Short term plans (daily/weekly)

Long term plans (this year and beyond)

What barriers might prevent you from following through with your plans?

Building a Team Effectiveness Plan
building a team effectiveness plan27
What resources/support do you need to change the perceptions of your team?

How can your team emphasize these behaviors?

What kinds of situations give your team the opportunity to demonstrate these strengths?

Building a Team Effectiveness Plan
slide28

Options For Development

FORMAL

INFORMAL

Courses

Education

Distance Learning

Coaching

360-Feedback

Mentoring

TRAINING

Individual & Team Assignments

Teaching Others

Networking

Style Assessments

Job Enrichment

Job Rotation

Job Transfer

EXPERIENCE

slide29

Example of an Action Plan

  • EXAMPLE:
  • “Give employees the freedom to do their job”
  • SPECIFIC ACTIONS:
  • Analyze strengths & weaknesses for each person
  • Ask people how they intend to do the tasks, rather than tell them how to do it
  • For persons a, c & e check on performance at longer intervals
  • Encourage people to implement their own ideas, not just yours
slide30

Team Performance Measurement

TEAM OUPUTS

CUSTOMERS

(INTERNAL/

EXTERNAL)

TEAM

LEADER

TEAM PROCESS

TEAM MEMBERS

slide31

Team Processes

TEAM

LEADER

Purpose & Commitment

Working As A Group

Contribution To The Team

Interaction

Focus

TEAM

MEMBERS

slide32

Customer Orientation

TEAM

LEADER

Communication

Knowledge

Problem Solving

Customer Service

Concern For Quality

TEAM

MEMBERS

AND

CUSTOMERS

selected references
Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46.

Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53.

Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC.,

Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79.

Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.

Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166

Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54

Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72

Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155.

Selected References