360° Xplore is an employee self-administered leadership assessment which enables the individual to self-assess, and collect online feedback from a selection of ten different people who have worked with them in different roles. Roles include:
3. Direct Reports
4. Other Stakeholders
360° Xplore provides the employee with confidential feedback on 10 specific sets of leadership competencies and behavioral traits as observed by his/her colleagues and other stakeholders. This feedback is meant not as a criticism of the employee, but as constructive input that can lead to specific actions for self-improvement. It is meant to reinforce positive aspects of the employee's performance as well as to improve performance by identifying possible areas of weakness. 360 Xplore is a powerful tool with an important purpose - to harness the power of honest feedback to identify weakness and develop skills, leadership competencies and behaviors.
360° Xplore is a development tool designed to identify an employee's leadership skills, competencies and behaviors for the purposes of continuous improvement.
As James Kouzes has remarked, "If there is one thing leaders can do to understand their own behavior, it is the willingness to ask for feedback." As we know, without feedback, leaders will not have the most complete picture of what they need to do to mobilize others to tackle tough challenges. Without feedback, leaders will not know how they can improve their ability to make strategic decisions. Without feedback, leaders will be unable to recognize when new behaviors, skills, or attitudes are needed, nor will they accept responsibility for developing them.
Traditional 360-degree feedback assessments have limitations, especially in today's modern workplace where employee empowerment and a supportive company culture are essential. By giving the employees the power to initiate and control the 360 feedback process, 360° Xplore makes the process empowering and more effective. If the end goal of a feedback process is to give the recipient the information they need to improve, it makes more sense to give the recipient the control and power to initiate and collect their own feedback. Learning can happen, and it is in that space of learning that a leader can develop those short- and long-term future capabilities that the complex and uncertain landscape we work in demands.