Case Study: Group 360s for Executive Team

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A global manufacturing company with more than 10,000 employees experienced a massive reorganization, in which nearly all executive team members were put in new roles.
As team members attempted to adjust to new roles and challenges, the CEO brought us in to assist with the transition.
Each executive team member went through a 360 assessment process, receiving feedback from peers, direct reports and managers. We focused on key development areas and challenges in their expanded roles and surfaced current issues to ensure that old entrenched habits were not taken into the new roles.
We facilitated a 360 offsite at which the CEO and each executive shared his 360 assessment results with the rest of the team. They summarized both strengths and development areas - and described how they felt when they first received this feedback.
We then facilitated an open dialogue about both the 360 assessment process and results, allowing team members to openly reflect on what they'd heard from reviewers, sharing their most significant learnings.
Acknowledging personal emotions and reactions took participants from guarded to receptive during the 360 offsite process.
The level of candor demonstrated first by the CEO and then by the rest of the executive team was transformative because it represented a level of genuineness not previously experienced with one another.
At the conclusion of the 360 offsite, each team member described how he intended to address his most important leadership development issues and concluded by requesting ongoing feedback support from his peers.


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