360 assessments

Emergent Leaders Newsletter/042/How Narrative 360s Propel New and Emergent Leaders Forward

As new leaders step into their first leadership roles, the path ahead often shrouds in a mix of excitement and trepidation. They're eager to make an impact, yet the weight of responsibility can be daunting. Enter the narrative 360—a highly effective, yet under-utilized tool designed to shed light on the path forward towards leadership success. 

 

What’s a Narrative 360?

Imagine if you could step into the shoes of everyone around you at work. A narrative 360 does just that—it’s a process that allows you to see yourself through the eyes of those you work with. Here's how it works: 

A 3rd party (i.e., moi, your leadership coach!) seeks feedback from a pre-selected group of your peers via a confidential conversation (most often by phone) to gain as many different perspectives as possible. For example,  

  • The Team's Perspective: Some or all your direct reports provide feedback on how you lead, communicate, and support them. 

  • Your leader's View: Your boss weighs in. They share insights on your decision-making, problem-solving, and overall impact on the team. 

  • Peer Insights: Your colleagues—those you work alongside—offer their perspectives. They share thoughts on your collaboration skills, influence, and contributions. 

  • Client or Customer Feedback: Lastly, if you work directly with clients or customers, their input is also often included. This reflects how they perceive your service, communication, and meeting their needs. 

The process of Narrative 360’s gathers all these viewpoints into one comprehensive picture of your leadership style. It's like creating a mosaic with pieces from different perspectives, forming a clearer image of who you are as a leader. What emerges is not just a picture but a roadmap—a clear guide to areas for growth and development. Together with your coach, we create a plan to focus a key areas that surfaced and check in to ensure the intended change is created over a few short months through adjustments in habits. 

Most people read this and will generally fall in one of two trains of thought:  

  1. Are you kidding me? Who would subject themselves to this?!? Or... 

  2. Interesting! I would love to get this type of feedback and know what people really think. 

For those at the center of this process, however, it's natural for anxieties to surface. The idea of opening oneself up to feedback from various angles can trigger a wave of apprehension. Yet, it's precisely in this discomfort that growth can happen. THIS is the type of vulnerability they talk about in leadership development books! 

If you are one of those folks that cringe at the thought of being at the center of this process, I get it. It isn’t for everyone – and that’s OK! But if you’re also feeling “stuck” in your growth or career, or wondering what else you need to do to feel seen at work, or wondering why you seem to be getting passed on for promotions, hear me out just a little longer... 

 

What can a narrative 360 do for you? 

  • This process helps you see your strengths in action and identifies areas where you can grow. It essentially heightens your level of self-awareness. 

  • With a clearer understanding of your strengths and growth areas, you can focus your efforts on what matters most. This is how you get the most impact in the least amount of time. 

  • By understanding how others perceive you, you can strengthen connections with your team, manager, peers, and clients/customers. This happens all the time. As leaders engage with feedback and take steps towards growth, relationships within teams AND across departments flourish. Authenticity breeds trust, and it fosters a culture of collaboration and innovation. 

  • Undergoing this process communicates to others that you're taking proactive steps toward becoming an even better leader. It also makes you a model for growth amongst your peers – and it tends to be contagious. So, while you might be the initial “target”, it also creates an opportunity for your feedback providers to reflect on their own habits and/or roles in workplace dynamics.  

  • Many leaders who undergo narrative 360s find themselves on the fast track to promotion, their honed skills setting them apart in a competitive landscape. 

The benefits of a narrative 360 extend far beyond the initial discomfort. Leaders who undergo this process emerge stronger, more resilient, and generally better equipped to navigate the complexities of leadership. 

 

Still feeling a little hesitant? Fear not, or…feel the fear but do it anyway! 

As with anything in life, we don’t advance by avoiding our fears. Rather than thinking about being in battle or in confrontation with your fears, why not use them to intuitively guide you to the root of the issue. For example,  

  • if you fear being criticized, know this: Every critique, no matter how sharp, is an opportunity for growth or evolution. And just as an FYI – never, in the 5 years of doing narrative 360’s, has a feedback provider personally attacked their peer in their feedback. The focus is on your habits – not YOU. There is a difference.  

  • If you fear uncovering blind spots, consider the feedback as a chance to align our self-perception with reality.  

  • If you fear having to change some of your ways, remember growth and evolution need change. Instead of fearing change, see it as a force propelling you towards your fullest potential.  

  • If you fear being vulnerable, know that vulnerability is not weakness—it's a mark of immense courage. It takes strength to lay bare one's imperfections. 

So, to the new and emergent leaders standing on the threshold of growth, stuck between fear and possibility, remember this: the discomfort you feel is the precursor to transformation. Embrace it, lean into it, and watch as it propels you forward on your leadership journey. 


 A narrative 360 is not just a process—it's a testament to your commitment to growth, your courage to confront fears, and your dedication to becoming the leader you aspire to be. Step boldly into the feedback, as it has within it the recipe for your success. 

In the words of John F. Kennedy, "Leadership and learning are indispensable to each other." Embrace the narrative 360 as your compass, guiding you towards leadership excellence. The journey may be challenging, but the rewards are immeasurable. 


 If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/014/Why Relying Solely on the Boss’ Feedback Is Holding You Back

In my work with new and emergent leaders, I most often begin a coaching engagement with a narrative 360 to gain wide range of views of the individual’s behaviors, habits and performance at work.  

 

Why go through the trouble of including so many perspectives? 

When it comes to measuring performance at work, solely relying on pleasing the boss and seeking feedback exclusively from them can be a shortsighted approach. In addition, when the intention behind the work becomes more about looking good to the boss, efforts to connect with the rest of your team members rarely land. Rather, these attempts can be seen as inauthentic, which does little good for your personal brand when trying to build a network of supporters. To truly create a team, the team needs to know that you also have their backs. A solid professional relationship with your peers and direct reports requires as much care and attention as the one you build with your boss.  

I once had a boss like this, and most of her relationships within the team were strained or non-existent. Disengagement with the staff was at an all-time high, and the resentment could be felt right down to the students. This leader’s tunnel-vision, where all decisions that were made were done through a lens of “Will this please my boss?” “Will this make me look good to the executive team?” created a toxic workplace climate. All team members came to understand that the work was less about doing good for the organization and had become more about making the boss appear superior to everyone else. Gross. Unfortunately for her, her tactic backfired. She and the organization “mutually” decided it was time for a leadership change.  

Now, some may argue and say, “If pleasing the boss means achieving the organization’s mandate and goals, then what’s wrong with this tactic?” Do not get me wrong – the “technical” things get accomplished. All the boxes are checked in the short term, though with time, when decisions are made from this self-serving lens, the workplace culture eventually suffers and the people who can leave do so for healthier and happier workplace environments. When tensions are high, people are in survival mode. No innovation takes place. It’s bad for business. Unless you want a workplace filled with individuals who just “clock in” and check out, or are there because they have no other options, then sure, go forth with this mindset! 

 

Looking good to your boss vs growing as a leader  

Don’t get me wrong, there are many wonderful bosses out there who take the time to provide clear feedback to their direct reports to help them grow as professionals, though I wish there were more of these types of bosses.  

Professional athletes have multiple coaches to offer them different perspectives on various aspects of their skills. To continually improve and excel, they constantly seek out advice from different types of coaches – not only the head coach’s. And those who don’t take advice or coaching simply don’t improve. It’s no different for leaders in business.  

If leaders genuinely cared about their professional growth, they would go through the effort of not only asking their boss what they could do to be better – they would ask those around them whose opinion they value. 

 

Painting a clear picture of your overall presence and performance at work using different perspectives. 

 

To help new and emergent leaders understand the benefits of including feedback from a wide variety of stakeholders, with the intention to grow as a leader, here are a few perspectives to consider: 

  1. Limited Perspective: Different stakeholders have unique viewpoints and experiences that can shed light on various aspects of an individual's performance, skills, and areas for improvement. Including feedback from colleagues, subordinates, clients, and other relevant parties provides a more comprehensive and specific understanding of performance.  

  2. Bias and Subjectivity: Relying solely on the boss for feedback can introduce bias and subjectivity into the process. Everyone has their own preferences, expectations, and biases. By gathering feedback from multiple stakeholders, you can mitigate individual biases and obtain a more objective assessment of your performance. 

  3. Diverse Skillsets and Expertise: Different stakeholders possess diverse skillsets and areas of expertise. Including feedback from various sources allows you to tap into a wider range of knowledge and experience. This can help identify specific strengths and weaknesses, identify skill gaps, and provide valuable insights for professional development you or your boss may not have thought about.  

  4. Enhanced Self-Awareness: Feedback from multiple stakeholders can contribute to an individual's self-awareness. It provides an opportunity to gain insights into how their actions and behaviors are perceived by others. Understanding how one's performance impacts different stakeholders enables leaders to make more informed adjustments and improvements in their interactions with all parties. This is an extremely important (and often missing piece) when it comes to further leadership promotions. Feedback on hard skills seems to be easier to deliver than feedback about an individual’s “soft” skills.  

  5. Holistic Development: Incorporating feedback from a wide variety of stakeholders promotes holistic development. By considering perspectives from different angles, individuals can focus on improving their overall effectiveness, communication skills, collaboration abilities, and adaptability to diverse environments. This comprehensive approach leads to well-rounded growth and better prepares individuals for future challenges. 

  6. Increased Accountability: Asking for feedback from multiple stakeholders creates a culture of accountability. When individuals understand that their performance is evaluated by various parties, they are more likely to take their responsibilities for growth seriously and strive for excellence. This can improve overall performance and drive individual growth. I’ve also noticed through going through the process with past clients that it improves the quality of conversations within the workplace. Though the leader may be the one asking for the feedback, it forces all parties to examine their role in the dynamics. 

  7. Employee Engagement and Satisfaction: Involving multiple stakeholders in the feedback process enhances employee engagement and satisfaction. When individuals feel their opinions and contributions are valued, they are more motivated to actively take part and contribute to the work. This leads to higher job satisfaction, increased morale, and improved overall productivity. 

  8. Better Decision-Making: Feedback from a wide range of stakeholders provides a richer dataset for decision-making. By considering multiple perspectives, organizations can make more informed decisions about promotions, performance evaluations, and employee development strategies. This can result in fairer and more effective talent management practices. 

 

I have noticed repeatedly that when I gather a more diverse source of feedback for my coachees, it helps them improve their self-awareness, foster a culture of accountability and continuous improvement, and deepen the quality of workplace dialogue with their team members, all while broadening a base of supporters for the leader. Adopting a more inclusive feedback process ultimately leads to better performance management outcomes and helps all individuals and organizations thrive. Demonstrate – lead by example how to ask and receive feedback with grace. It is an important lesson all members of your team will benefit from.  

How can you integrate a broader range of perspectives to help you paint a more complete picture of your presence and performance at work?  

How do you stand to benefit from using this approach? 

How would your team stand to benefit and learn from it?  


1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.