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Leadership Performance
in High Definition

Seamlessly move from awareness to action by visualizing leadership strengths with high-potential areas for growth.

Measure Behaviors that Matter​

Impactful leadership starts with the right behaviors. While decades of research has revealed the behaviors, the Global Leadership 360 Assessment (GLA) measures which behaviors are your strengths and which are high-potential areas for growth.

The Global Leadership Assessment is the only instrument that assesses the importance of behaviors over time. Emerging Competencies are leadership skills that were unimportant in the past but will be the difference-makers moving forward, such as Thinking Globally and Appreciating DiversityTimeless Competencies are skills that have been important since the dawn of management theory and continue to be moving forward, such as Creating a Shared Vision and Anticipating OpportunitiesLarge Gap Competencies, such as Ensuring Customer Satisfaction and Leading Change, are skills whose importance have continued to become more pronounced through our rapidly evolving globalized business environment.

Do I need a 360 Leadership Assessment?

In short – yes. Much the same way a healthy individual still needs regular health evaluations, even coaches of highly effective clients need leadership checkups. Why? Because it…

…gives mission-critical insights about key behaviors from each level a leader needs to remain influential – their bosses, peers, direct reports, and more. The GLA is uniquely attractive because it enables coaches to focus their executive clients on what matters most: behaviors. 

Understanding the Global Leadership Assessment​

Where most assessments seek to distill leaders down to an invasive analysis of personality, internal attitudes, or environmental preferences, the GLA focuses solely on the behaviors that drive team and organizational performance. As a result…

…the data in the report is easy to accept and is immediately actionable for leaders. The comfortable layout makes comparison across rater groups simple for both leader and coach to instantly identify gaps to improve.

See the difference.

Show your clients you understand their needs. Download a sample report and find out why top coaches around the world trust the GLA.

Insights That Drives Impact

Radar Graph

The report begins with a 10,000 foot view of the results in an easy to understand visualization. Self scores are represented alongside respondent scores for a rapid understanding of the gaps in perception across groups. In a matter of seconds the leader will know their recognized or hidden strengths and high potential areas to develop. This opening view sets the agenda for the debrief and makes it simple to move from awareness to action with a guided deep-dive into the specific behaviors that drive those scores. Because the competencies in the graph sit inside their cluster, both the leader and coach have a meaningful foreshadowing of the themes that will appear throughout the report.

Competency Summary​

After taking in the birds-eye view of the Radar Graph you’re ready to drill down into the details. The first layer down is the Competency Summary. Here you’ll see a concise summation of the leader’s perceived effectiveness in the skills that correlate with effective leadership. Scores are segmented by rater group and are readily comparable with the Self scores. Additionally, the average score of all raters (minus Self) can be used to identify the most important skills to develop and provide a clear coaching agenda.

Strength in Numbers​​

When comparing two unlike measures, raw data can often be misleading because it does not account for desired frequency and intensity of the behavior. That’s why it is critical to have a valid norm group to compare against. While most norm groups are historic – meaning all past participants are included, regardless of how effective those leaders are perceived to be – our norm group is research-based. It includes approximately 2,800 top-performing leaders who were hand-selected by CxO’s as the most effective international leaders in their organization. This diverse norm group is rock solid and draws from a diverse range of countries, ethnic backgrounds, age, organizational levels, industries, education, and genders, making it the perfect benchmark standard for comparison.

Item Matrix​​

Once a leadership skill or competency has been identified, it is important to understand which specific behaviors that comprise that skill. The Item Matrix shows the behaviors that matter most to each rater group. The scores given by each rater group are shown item-by-item with indicators to show the highest and lowest scores by each group, giving the coach and leader a uniquely objective understanding of the highest-value leadership growth areas.

Inspire Action (Awareness to Action)​​

A 360 is only as valuable as the change it inspires. That’s why the GLA360 prioritizes insights that are easy to accept and act upon. Rather than feeling deflated or overanalyzed, leaders report heightened clarity on both their goals as well as the urgency of coaching to achieve them. The unique drill down from Cluster → Competency → Behavior brings a refreshingly simple approach to move from awareness to action that just isn’t experienced when analyzing internal constructs such as personality or intentionality. The result is a developmental conversation that naturally leads to coaching.

Radar Graph

The report begins with a 10,000 foot view of the results in an easy to understand visualization. Self scores are represented alongside respondent scores for a rapid understanding of the gaps in perception across groups. In a matter of seconds the leader will know their recognized or hidden strengths and high potential areas to develop. This opening view sets the agenda for the debrief and makes it simple to move from awareness to action with a guided deep-dive into the specific behaviors that drive those scores. Because the competencies in the graph sit inside their cluster, both the leader and coach have a meaningful foreshadowing of the themes that will appear throughout the report.

Competency Summary

After taking in the birds-eye view of the Radar Graph you’re ready to drill down into the details. The first layer down is the Competency Summary. Here you’ll see a concise summation of the leader’s perceived effectiveness in the skills that correlate with effective leadership. Scores are segmented by rater group and are readily comparable with the Self scores. Additionally, the average score of all raters (minus Self) can be used to identify the most important skills to develop and provide a clear coaching agenda.

Strength in Numbers​

When comparing two unlike measures, raw data can often be misleading because it does not account for desired frequency and intensity of the behavior. That’s why it is critical to have a valid norm group to compare against. While most norm groups are historic – meaning all past participants are included, regardless of how effective those leaders are perceived to be – our norm group is research-based. It includes approximately 2,800 top-performing leaders who were hand-selected by CxO’s as the most effective international leaders in their organization. This diverse norm group is rock solid and draws from a diverse range of countries, ethnic backgrounds, age, organizational levels, industries, education, and genders, making it the perfect benchmark standard for comparison.

Item Matrix​

Once a leadership skill or competency has been identified, it is important to understand which specific behaviors that comprise that skill. The Item Matrix shows the behaviors that matter most to each rater group. The scores given by each rater group are shown item-by-item with indicators to show the highest and lowest scores by each group, giving the coach and leader a uniquely objective understanding of the highest-value leadership growth areas.

Inspire Action (Awareness to Action)​

A 360 is only as valuable as the change it inspires. That’s why the GLA360 prioritizes insights that are easy to accept and act upon. Rather than feeling deflated or overanalyzed, leaders report heightened clarity on both their goals as well as the urgency of coaching to achieve them. The unique drill down from Cluster → Competency → Behavior brings a refreshingly simple approach to move from awareness to action that just isn’t experienced when analyzing internal constructs such as personality or intentionality. The result is a developmental conversation that naturally leads to coaching.

FAQ's

The GLA360 is designed to be used with leaders working in a global capacity. While this may mean leading a team of diverse stakeholders, it may also mean serving international customers, managing global suppliers, or leading an organization affected by worldwide affairs. The tool works exceptionally well for coaches gathering feedback at the start of an engagement or for HR directors wanting a composite view of their leadership bench strength. If you have a unique use case and want to know if the GLA360 might be right for the job, send an email to gla360@mgscc.net

The GLA360 is available in English, Cantonese, and Mandarin. If you are interested in volunteering to translate to your native language, send us an email at translations@mgscc.net

A key strength of the GLA360 is the rigor applied in the research underpinning the assessment. It involved a panel of 18 Global Thought Leaders & Futurists, 200 high potential & ‘next generation’ leaders from 200 subsidiaries in 120 multinational organizations on 6 continents. In addition to leveraging the publications of the world’s top 18 thought leaders, in-depth interviews were conducted with these leaders. Ages ranged from 20’s (30%), 30’s (30%), ≥ 40’s (40%) where roughly three-quarters were male and one-quarter were female. Approximately 50% of the organizations included were for-profit, such as telecom, media, pharmaceutical, high-tech, etc., and 50% were from non-profits including governmental, multilateral, and other NGO. The competencies measure what they intend to measure and each competency is measurably different from the others. Correlation between item within competencies is high (0.7553 – 0.9736) while correlation between competencies is low.

The first phase of the research was to ask 100 CEOs and top-level executives of Fortune 100 organizations, a simple question – “Who are the most influential thought leaders on global leadership?”  Amongst the various responses, 18 thought leaders were selected by nearly every respondent.

The next phase was to study these thought leaders’ publications on global leadership to understand their leadership models and the skills required to perform within them.  Based on this initial research a clear set of 15 competencies needed for global leadership was identified and subsequently validated.

The third phase is focused on identifying patterns of the importance of each competency on a timeline: what was important in the past, what is important in the present, and what will continue to grow in importance for the future.

The GLA360 is an appropriate tool to use in conjunction with other employee data for a performance appraisal. However, as this tool focuses strictly on leadership behavior and makes no claim towards an employees functional performance nor organizational contributions, it would not be appropriate to solely use this tool for a performance appraisal.

It is common for HR leaders to seek rich data on their talent pool. The GLA360 is a great tool for identifying the common bottleneck behaviors in their high-potentials or for assessing readiness for promotions in their leadership pipeline. In the case where individual respondents may be contributing data to multiple 360 recipients, it is best to stagger to prevent survey fatigue. If you are doing 15 or more assessments at once, let us know and we can prescribe a schedule that will accommodate all stakeholders involved. Send us an email at gla360@mgscc.net

The GLA360 has 6 rater groups where half are anonymous and half are non-anonymous. Anonymous groups, such as Direct Reports, Peers, and Others, require a minimum of 3 responses to ensure anonymity. In the case where this parameter is not met, respondents from other groups may be rolled together until a total of 3 is reached. Non-anonymous groups, such as Self, Upper Manager, and Direct Manager, offer transparency of responses. This is because a manager’s feedback should never come as a surprise to their direct reports. You will be able to see how each non-anonymous rater group responded in the report.

Assessments are a useful tool in leadership development. Like any tool, it is important to use the right tool for the right job. There is no ‘right’ or ‘best’ tool because it all depends on your desired outcomes. If your goal is to assess deeply personal constructs such as personality, identity, preferences, or authenticity there are far more effective tools in the market. However, if your goal is to focus on the one thing every leader can readily influence – their behavior – then this tool may be right for you.

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Established in 1987, for more than 30 years we’ve been pioneering the coaching field and paving the way for those who came after us. Our coaching process is the culmination of decades of research and development with more than 250,000 individuals from the world’s top organizations. Now you can benefit from the growth-guarantee that took us years to perfect.

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