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Driving Culture Change Using 360 Programmes

360 Programmes Beyond The Individual: Driving And Measuring Culture Change

Most people remember their first 360 feedback; the first time they’ve heard how their colleagues really see them.  The really great leaders I speak to have embraced the feedback, responded and been on a development journey (pardon the X Factor cliché) ever since.

I passionately believe in the power of a well-delivered 360 programme (see our previous blogs about 360 best practice).  Some of the immediate benefits are:

  • Increased self-awareness for the individual; clearly seeing their strengths and development areas, and opening up their blind spots, this gives a clear basis for ongoing development
  • Good 360 analytics can provide insights into training needs for teams and departments, helping to effectively target training and development budgets and identify quick wins such as peer mentoring

Longer-term, 360 feedback alongside other L&D and employee engagement interventions, can help to underpin culture change programmes for the organisation:

  • Regularly repeated 360 programmes can encourage a feedback culture that helps colleagues to give each other constructive feedback on a day-to-day-basis
  • 360 surveys that are structured around a well-designed competency framework clearly articulate what ‘good’ looks like, providing a shared understanding of what behaviours should be aspired to. Competency frameworks can include motivation and values elements that also underpin the desired culture.
  • Regular 360 cycles can help to measure the success of culture change programmes, using analytics to understand the extent of the movement towards the desired behaviours and where further interventions are needed.

Somebody’s first 360 can be quite an emotional experience, but that’s because it gets to the heart of what’s important in their role, to their colleagues and for their organisation.  Harnessing that insight can pay dividends for individuals, teams and change programmes.

Sarah is a Chartered Business Psychologist and a Director of Bloojam Consulting.  With 20 years’ experience working in selection and development, she is passionate about using evidence-based approaches to add demonstrable value to both the individual and the organisation.

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Bloojam Bookclub: Issue 4

Title: Coaching for Performance

Author: Sir John Whitmore

Who is it for? Managers, leaders, Sales Leaders, coaches – anybody who wants to take a coaching approach to help others improve their work performance.  Suitable for all levels of coaching experience.

What is it about? The role of the manager as a coach and the role of coaching in management. This book explains the principles of coaching drawing on examples from the worlds of sport and business.

Why should I read it? A highly practical and accessible book written by a leader in the coaching field. It helps those new to coaching by providing an easy-to-follow framework for coaching conversations.  Equally, it serves as a helpful refresher and guide to more experienced coaches.  The case studies bring the GROW framework (Goals, Reality, Options, Will) to life. Highly recommended.

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Bloojam Bookclub: Issue 3

Title: Emotional Intelligence: Why It Matters More Than IQ

Author: Daniel Goleman

Who is it aimed at? Business Leaders, Salespeople and anyone who wants more than a cursory understanding of emotional intelligence

What is it about?

Written from an organisational perspective, the author argues that EI has business implications for employees and leaders alike. Goleman’s key premise is that cognitive intelligence (IQ) is not the sole predictor of workplace success – Emotional Intelligence (EI) is an equally important non-cognitive skill. He defines EI as a set of skills that encompass self-motivation, social abilities, empathy, and impulse control, among others and argues that, with the right training and support, these can be developed and improved.

Why should I read it?

Whilst it is no longer a new topic, EI is a term that is bandied about with an expectation that we all know what it means. If you want a more in-depth understanding, this book is a great place to start.

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Bloojam Bookclub: Issue 2

In our second issue of Bloojam Bookclub we’re recommending a title that has something for both B2B salespeople and those in leadership roles:

Title: Stop Selling and Start Leading

Author: James Kouzes, Barry Posner, Deb Calvert

Who is it aimed at? Salespeople and Leaders

What is it about?

Research showing that at its core selling, like leading, is based on relationships. Written by highly respected experts in Leadership, this book describes their research into sales and the striking similarities between the behaviours that drive success in both sales and leadership roles. For each of the 10 behaviours described, there are practical activities that you can implement immediately.

Why should I read it?

This book combines our two favourite subjects- B2B sales and Leadership- and makes a great case for why both are important in business, and how both can learn from each other. For any aspiring leader or strategic salesperson the insights are invaluable.

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Bloojam Bookclub: Issue 1

If you’re looking to further your professional development during lockdown we’re launching Bloojam Bookclub offering our recommendations of key texts from the field of business psychology that are relevant for people in sales and leadership roles. Our first recommendation is below:

Title: To Sell Is Human

Author: Daniel Pink

Who is it aimed at? Everyone

What is it about?

His principal argument is that, as professionals, we are all in sales whether we are selling a product or service or simply an idea- in fact any situation in which we are trying to persuade others to part with their resources e.g. money, effort or attention. Drawing on research from a broad range of social sciences he skilfully pinpoints three key qualities that are most valuable in moving people from one position to another.

Why should I read it?

Packed with references, the author has done the research for you and as an ex-journalist, it is easy to read and written in a format that is both insightful and entertaining.

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Leadership truths no 1: Great leaders are open-minded and always learning

Do you find the myriad of different leadership models and theories difficult to navigate? You’re in good company! Personally, I find it helpful to focus in on areas of commonality or convergence, as well as what the research tells us about these areas – this tends to lead me away from the buzz words and passing trends.

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