The senior manager was so brilliant that his bosses didn’t want to fire him. But he was wearing them out with his constant arguments and resistance to authority. They were hoping desperately that coaching would help him make changes.
Read moreWith senior leaders retiring in great numbers, many organizations lack candidates with the skills to replace them. Yet few are getting adequate help in planning for succession.
“I saw a growing need because of the aging of the population,” says Jocelyn Bérard, “People are just starting to retire en masse. Many organizations are saying we have a gap here and we’re concerned. Especially in government, the percentage of people who are going to retire in the next six years is frightening.”
Read moreThe CEO of a large health care organization was approaching the renewal of his contract, but the 360-degree feedback diagnosed him as lacking decisiveness.
Jocelyn Bérard, an innovator in the use of 360 with senior executives, used the feedback to show several contradictions in the CEO’s performance and helped him to make positive changes. Here Bérard describes the case.
Read moreTo develop effective leaders, organizations should invest in a 360-degree feedback to diagnose their development needs.
“Self-awareness adds a great deal to the growth of leaders,” says Jocelyn Bérard, “and 360-degree feedback, accompanied by an effective debrief, makes a world of difference there.”
“If people are not self-aware,” Bérard points out, “or don’t realize that they need to improve, they may not see training and development as aligned to their needs. Or worse they may not see any need for improvement.”
Bérard has found if you have X amount of dollars to spend on developing people, you should use a good proportion of it to assess them, raise their self-awareness, and make their boss aware of what they need.
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