TeamView/360. 2621 6 th Street Suite 2 Santa Monica, CA 90405 310-452-5130 email@example.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
2621 6th Street Suite 2
Santa Monica, CA 90405
Emotional IntelligenceView 360
TeamWorks 360ViewSuite 360 Products
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 performanceSession Objectives
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
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
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
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
Individual & Team Assignments
Purpose & Commitment
Working As A Group
Contribution To The Team
Concern For Quality
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