Leadership @ IBM

One of the advantages to working with IBM is the endless opportunities for training, coaching, leadership and working across multiple teams, projects and divisions. IBM encourage leaders to check in for direct and honest feedback from their colleagues, for 360 degree feedback. This survey is orchestrated anonymously, with the participants name and input withheld. Circa 30 days is allowed to complete the feedback on 3 axes of leadership assessment (below), and it can be a daunting and long wait – similar to getting one’s exam results

The following is a recent survey on myself, comprising a 360 degree survey targeting circa 100 individuals across my own team (50%) and across the Ireland Lab (50%). In this survey the audience was senior engineers (65%), architects (25%), IBM STSMs (5%), Managers & Senior Managers (5%).

Albeit the report that the employee gets at the end is significantly verbose, below is a truncated version of the following 3 reports, with PII and confidential data deleted. The report has a reflective 1 page summary (included) with reams of analytics that develop this summary (excluded for PII reasons).

Business Leadership Report – Pat O’Sullivan Competencies Report – Pat O’Sullivan Derailment Report – Pat O’Sullivan

Thanks kindly to IBM for going to the expense and providing the tools/frameworks for 360 degree feedback studies. Thanks also to the circa 100 leaders at IBM that I asked for feedback and who took the time out to give this.

Dr. Pat O’Sullivan, IBM STSM

Business Leadership SurveyFeedback Report

O'Sullivan, Patrick

2014

O'Sullivan, Patrick

Employee Experience of the People You Lead and Your Impact

5

4

Climate as perceived by the People you Lead

Engagement as perceived by the People you

3 Lead

4.5

4.2

3.8

4.2

3.9

4.2 4.1 4.1

Average rating among top performing

Leaders *

2

1

Clarity Empowerment Support & Opportunity & Rewards & Teaming & Innovation Engagement

Enablement Development Recognition Collaboration

Positive Influence

Outside your possibility to Influence

81% 78%

62%

80% 75% 74%

69%

Negative Influence

33% 22%

16% 18% 14% 22% 21%

.The top portion of the graph represents the average employee experience perceived by the people you lead across the 8 Employee Experience

dimensions (7 Climate dimensions plus Engagement).

. The bottom portion of the graph depicts your impact on their experience for each of the 7 Climate dimensions. The bars show the percentage of

responses (positive, negative or outside your possibility to influence) regarding your influence on the people you lead’s experience (e.g., 81% of

responses indicate that you had a positive influence, 16% of responses indicate that this was outside of your possibility to infuence, and 3% of responses

indicate that you had a negative influence on their perception of Clarity).

* Top 25% in overall climate and positive influence, and PBC rating of 1 or 2+

O'Sullivan, Patrick

Employee Experience of the people you lead versus your experience

Climate as experienced by the People you Lead

Climate you experience

Engagement as experienced by the People you Lead

Engagement you experience

5

4

3

2

¯¯¯

1

Clarity Empowerment Support & Opportunity & Rewards &

Teaming &

Innovation Engagement

Enablement Development Recognition Collaboration

.

.

.

The bars on the left represent the Employee Experience as perceived by the people you lead (i.e., the one you create).

The bars on the right represent your Employee Experience.

This graph allows you to easily compare your Employee Experience versus the Employee Experience as perceived by the

people you lead to determine any significant differences that may exist on each dimension. Any gap of .5 or more should be

considered a significant difference.

IBM Competencies

Survey Feedback Report

O'Sullivan, Patrick

2014

Total Others Rating vs. Self RatingO'Sullivan, Patrick

Total Others

Self

Very Strong Evidence

Strong Evidence

Some Evidence

Weak Evidence

Very Weak Evidence

Embrace Partner for Collaborate Act with a Build mutual trust Influence through Continuously Communicate for Help IBMers

challenge clients' success globally systemic expertise transform impact succeed

perspective

Derailment Factors Survey

Feedback Report

O'Sullivan, Patrick

2014

D - T3ME000134 - I94558-754

IBM Derailment Factors for LeadersO'Sullivan, Patrick

Summary Feedback - Self and Average Total Others

Scale: Self

1 - No evidence of derailing behaviors Total Others

2 - Slight evidence of derailing behaviors

3 - Some evidence of derailing behaviors

4 - Definite evidence of derailing behaviors

5 - Strong evidence of derailing behaviors

The graph represents the average rating on each of the 8 Derailment Factors for 2 rater groups (your Self rating and the

Total Others rating, which represents the ratings of all feedback you received, minus your self assessment).

The Derailment Factors rating scale begins on the outside of the graph with a score of 1 (representing no evidence of derailing behaviors)

and moves towards the inside of the graph with a score of 5 (representing strong evidence of derailing behaviors).

IBM Derailment Factors for LeadersO'Sullivan, Patrick

Summary Feedback - Self, People You Lead, Colleagues, Manager(s)

Scale: Self

1 - No evidence of derailing behaviors

2 - Slight evidence of derailing behaviors

3 - Some evidence of derailing behaviors

4 - Definite evidence of derailing behaviors

5 – Strong evidence of derailing behaviors .....

People you Lead

Colleagues

Manager