Sales & Marketing Management - January/Februry 2008 - (Page 43) book excerpt related constructs and produces reliable and valid indications of a leader’s scores relative to current or potential future job demands. Tests like these have their weaknesses, but a good test can still be used to show predispositions. These techniques, which have been refined as a result of the testing of thousands of leaders, can be used to identify candidates with the highest potential for future promotion and fit with the brand. The process identifies a candidate’s strengths and weaknesses relative to current and future job requirements. When professional experience is incorporated into specific feedback tailored for each candidate according to individual test results, the feedback is discreetly provided in positive and developmentally oriented one-on-one sessions designed to promote growth and improvement in areas requiring such and to reinforce individual strengths. Behavioral Feedback Another assessment tool that we have found to be effective for in-house and inherited M&A candidates to assess leader brand development is to combine the individual test assessment with a 360-degree assessment that includes input from each candidate’s direct reports, peers, superiors, and customers or clients. This combination produces reliable behavioral information about each candidate that is then used to create individual action plans. The 360-degree instrument must be adapted to measure both behaviors associated with the organization’s leadership brand and those reflecting the leadership code. When you’re using 360-degree feedback in a hiring situation, select the respondents carefully. Make sure that they represent the right mix. It can work well to have the candidate pick half and the rater pick the other half. In addition, consistent with brand ideas focusing outside, not just inside, the company, we have found that the 360 may be turned into a 720. A 720 solicits observations from those outside the candidate’s organization, including suppliers, customers, dealers, financiers, government agents, community leaders, or others. A board of directors did a 720 on a CEO and found that while he managed his direct reports well and had earned their confidence, he had not sufficiently earned the confidence of the customer community. The 720 assessment may not be for everyone, but for those who deal with external stakeholders, their views can be added value in assessing leaders’ overall performance. ADVERTISER INDEX Note: This index is provided for the convenience of the readers and as an additional service for the advertisers. The publisher assumes no liability for errors or omissions. To receive free information for all incentive/motivation products and services advertised in this issue, check here >>> u To receive free information for all technology (Hardware/Software/Web-Related) products and services advertised in this issue, check here >>> u To receive free information for all staffing/training/compensation products and services advertised in this issue, check here >>> u To receive free information for all travel destinations and services advertised in this issue, check here >>> u Free Information On advertisers’ products & services that appear in this issue of Sales & Marketing Management! Name: Title: Company: Address: City: State: Zip: Phone Number: Fax Number: Email: Please cut out and fax to 1.800.571.7730 PAGE # 40-42 C2 15 C4 14 2 C3 All Seasons Nursery Epson America InterCall Oracle Corp. Sage Software Scottsdale Plaza Resort Select International Have a Send salesperson call Literature u u u u u u u u u u u u u u www.salesandmarketingmanagement.com JANUARY/FEBRUARY 2008 SALES&MARKETING MANAGEMENT 43 http://www.salesandmarketingmanagement.com
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