How does Change
Results Consulting work with clients?
A: Our main goal is to focus on the
immediate strategies that would improve business results. We also do not
believe in consultant dependency. Ideally, we prefer to transfer the strategy
and approaches to internal consultants over time. Finally, one of the
requirements for associates of the firm is that they have experience as
an internal practitioner. We believe that to develop pragmatic and applicable
solutions, you must have experience working inside a business operation.
What is shadow consulting?
A: Change Results Consulting provides
what we call “shadow consulting” to internal human resources
and organization development teams. The idea is for the external consultant
to remain behind the scenes, advising and training internal consultants.
This ensures that the internal consultant is seen as the leader of the
consulting strategy and is better positioned within the organization to
make a difference. The goal of shadow consulting is to transfer the skills
and consulting strategies to internal experts, increasing the likelihood
of effective, long-term solutions.
Q: How do companies manage the feedback in their 360º feedback
A: While many companies decide
that only the feedback recipient should see and use the feedback, the
best use involves both the feedback recipient and his or her manager.
Research shows that 360° feedback alone does not result in changes
in behavior. When the manager’s boss is involved in both understanding
the feedback and working on the coaching and development plan, the recipient
is more likely to act on the development plan and grow as a result.
Q: What are the benefits of 360° Feedback?
A: As managers rise
in an organization, they get less and less feedback. They develop blind
spots that the people who work with them everyday see but don’t
tell them about. The one person who may give feedback, the boss, often
has the least visibility to the manager’s actual behavior on the
job. In fact, when we collect feedback, we often find the boss to be the
most lenient rater and to have the least knowledge of the manager’s
performance in areas such as motivating others or developing direct reports.
Without feedback, managers can’t improve because they don’t
know what to improve.
about feedback instruments that claim to be self-explanatory?
A: Any company that
claims that the 360° feedback report can just be handed to the learner
should be viewed very skeptically. This has often led to misunderstandings
about the feedback at a minimum, and abuse of the feedback at the other
extreme. No reputable consulting firm or 360° feedback provider would
recommend handing a report to a manager with no help on working through
it. While this is best done with individuals, many companies have had
success with workshops that help participants work through their report.