Profiling
We surveyed HR professionals: Feedback plays a critical role in executive leadership development.
But traditional feedback tools no longer meet the needs of today's fast-paced world. That is why we are taking different approach:
Disadvantages of traditional tools:
Demotivation: Completing lengthy surveys consumes time, nerves, energy, and most importantly, the motivation of everyone involved.
Judgement: Judgmental feedback from employees diminishes the leader's authority and fosters a culture of complaining within the team.
Limited Impact: Often, feedback overwhelms leaders, leaving them with only a fraction to use for their own growth and teamwork.
In contrast, we uphold these principles:
Enjoyment: Efficient and user-friendly processing through video-based 360° feedback.
Acceptance: Our constructive feedback is insightful and therefore well received by leaders. The tool serves as a catalyst for development rather than an assessment.
Focus: A rapid learning curve, achieved by focusing on relevant behavioural dimensions.
The Uniqueness of Our Profiling
Video-based assessment
The self and external assessments take each 20 minutes to complete by selecting video clips.
This leader tends to communicate openly.
This leader communicates in a more focused way.
We present easy-to-relate leadership scenarios. This example focuses on a situation where an employee is not meeting customer satisfaction goals. The task is to select the video clip that most closely resembles the behaviour of the person being assessed. Our algorithm continuously generates new pairs of videos after each selection, ensuring a valid assessment result. This assessment is conducted in six different scenarios.
Development instead of Evaluation
The ORGAN Profiling does not differentiate between good and bad. Instead of judging, we focus on reflecting preferred behaviour. The poles of the underlying dimensions are positive and descriptive, increasing the acceptance of the feedback results. The background: Effective leadership requires a broad repertoire of behaviours to address diverse situations. We show which areas of behaviour are preferred and which are used less frequently.
Comparing Self-Image vs. External Perception
Comparing one's self-image with how others perceive them helps leaders gain a deeper understanding of the impact of their behaviour. Blind spots become apparent and can be addressed.
Focus on Relevant Dimensions
To increase the impact of leadership actions, we prioritise key behavioural dimensions: communication, team leadership, and coaching style.
Evaluation and Goal Setting
Interpreting the results of the profiling triggers impulses for change. Gaining insights into one's own impression on employees, colleagues, and superiors is valuable:
- Do others perceive me as I perceive myself?
- What behavioral tendencies do I show?
- In what situations am I well-equipped?
- How does my behavior resonate in an international context?
- How can I strategically use and expand my behavioral spectrum?
- How can I actively and consciously increase my leadership effectiveness?
In the 1:1 evaluation session with your ORGAN coach, you'll define devel-opmental goals for the coaching process. This conversation is an integral part of both Single and Peer-Group coaching.
Profile Interpretation:
The results of the profiling are discussed one-on-one with the ORGAN coach. Here, we highlight selected aspects of the profiling that are available on this page. The example shown here illustrates how a profile might be interpreted. This leader was assessed by seven team members: […]
Communication
Description: The leader perceives their communication style as very open, while the team perceives them as very focused in their communication. Different team members have significantly divergent perceptions.
Interpretation: Every leader needs both open and focused communication in different situations. The assessed leader appears to exhibit a broad spectrum of behaviour. The wide variance suggests that the leader interacts with different team members in very distinct ways. The significant gap between self and external perception may indicate a limited awareness of their own impact. Within the context of the profile, communication appears to be a high-priority area for improving leadership effectiveness.
Team Performance
Description: The leader describes themselves as rather competitive, while the team perceives the team leader as more cooperative.
Interpretation: The results are interpreted in collaboration with the leader. In this particular case, the leader intends to appear competitive but is not perceived as such. Through the feedback, the leader becomes aware of their ability to enhance cooperation in their team. By discussing the results, the leader realizes that their behaviour is perceived differently by employees from a different cultural background than they were aware of.
Coaching
Description: Self and external perception are fairly close here, with reasonable variation.
Interpretation: The leader is content with their self and external perception. There is little need for intervention in this dimension.
Coaching Goals:
Based on the overall assessment, the coach and the leader define the following objectives in the areas of team leadership and communication: To be aware of the impact of one's own behaviour, to recognize the effectiveness of specific behaviours in different situations or with different team members, and to consciously manage one's behaviour according to the situation.
Let Us Advise You
We would be delighted to give you a deeper insight into our work and offer our advice on implementation in your existing executive development landscape.