Improving Top Leadership
Team Effectiveness through
360 Feedback
How we enabled a reputed ethnic wear retailer to achieve deeper top team alignment and engage a new set of leaders using the 360 feedback based intervention
Category: 360 Feedback
Client: A Reputed Ethnic Wear Retailer
The Situation
A reputed ethnic wear retailer in India was undergoing rapid expansion. Consequently, a new set of senior management professionals had been brought in to supplement the leadership strength in the organization. The new top leadership team consisted of 20 leaders out of which almost 9 leaders had joined the Organization within a 12 month period.
The highly entrepreneurial culture of the retailer made it a little difficult for many of these leaders to fit in. Engaging and assimilating these new leaders was important in order for the team to work together seamlessly towards common goals. At the same time, it was important to drive changes in the overall culture and ways of working of existing leaders in order to modernize and become more structured approach to planning and execution.
In this context, the MD invited the Think Talent team to work with him and the HR team to design an intervention to address the above issues.
Success Levers
Successfully designing and delivering this intervention required the Think Talent team to work with three key aspects:
Supporting each individual leader with deeper reflection on possible bottlenecks in becoming more engaged and assimilated with the rest of the leadership team and the broader Organizational growth goals
Enabling better team alignment within the top leadership team by addressing potential issues, both expressed and un-expressed
Identify broader cultural aspects and ways of working which were proving to be bottleneck to growth and help each individual leader identify actions which can help them and their teams move faster with these changes
The Solution
To start the process, the Think Talent team conducted an in-depth diagnosis process to collect inputs and perspectives from many members of the top leadership team, both new joiners as well as tenured leaders, to get a more granular understanding of the context. The output from the diagnosis process was discussed with the MD which led to the creation of the overall intervention design. The overall intervention design consisted of 360 feedback process followed by 1-on-1 feedback for each senior leader followed by a team alignment workshop for the entire team.
The Think Talent team worked with the HR team to customize the standard leadership 360 questionnaire to the organizational context. A detailed briefing about the entire intervention was also conducted with the entire top team to ensure all participants were aligned to the broader objectives and design of the intervention. A orientation session was also conducted for other employees who were nominated to provide feedback to the top leaders.
Once all stakeholders were aligned, the 360 feedback surveys were rolled-out on the Think Talent digital platform. Responses were collected over a 3 week period, after which Individual reports were generated for each leader. A senior Coach from Think Talent then conducted a 1-on-1 session for each participant to help participants reflect on the feedback received as well as explore potential issues preventing deeper engagement. The 1-on-1 sessions were followed by the team workshop where issues related to deeper team alignment were surfaced and explored together by the team along with the MD.
The highly entrepreneurial culture of the retailer made it a little difficult for many of these leaders to fit in. Engaging and assimilating these new leaders was important in order for the team to work together seamlessly towards common goals. At the same time, it was important to drive changes in the overall culture and ways of working of existing leaders in order to modernize and become more structured approach to planning and execution.
In this context, the MD invited the Think Talent team to work with him and the HR team to design an intervention to address the above issues.
The Outcome
All participants found the entire intervention to be engaging and insightful. The detailed diagnosis and orientation process ensured that there was strong participation in the overall process. A follow-up survey after 6 months reported greater engagement and alignment in the team. 7 of the 20 participants requested more on-going coaching support and Think Talent coaches were assigned to them as part of the follow-up coaching process.
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