Date: Tuesday, March 7, 2023

Time: 1:00pm Eastern / 10:00 am Pacific

Presenters: Charles Rogel, VP of Consulting Services; Skylar DeJong, Consulant

Are you wanting to maximize employee performance in your organization?  Then don’t leave your employees and leaders to interpret 360 feedback on their own. The most effective way to derive value from the 360-degree feedback process is to supplement it with a coaching session.

Don’t miss out on a chance to find out how 360 feedback consulting drives organizational success!


Skylar de Jong | 00:00 

Yeah, let’s do this. Um, I’ll, I’ll start off and introduce myself, everybody. Welcome to our webinar today. Uh, Charles and I will, will be sharing some of our best practices and what we have as far as, uh, 360 consulting offerings. I am Skylar De Young. I have been with decision wise for nearly two years, and I’ve been doing professional services and coaching and consulting for nearly seven years. So, uh, I have background in, in law as well as in an MBA and I love working with executives and leaders and helping them find best ways that they can leverage feedback about themselves. But also we do a lot of engagement surveys too, where we help clients with that. So, um, I’m one of our consultants and I’ll, I’ll let Charles tell a little bit about himself. 

Charles Rogel | 00:49 

Yeah, thanks Skylar. So, Charles Rogel, I work as the Vice President of consulting here at Decision Wise, I’ve been here a long time. It’s been 19 years now. We’ve been in business 25, no, actually 26 years, and done a lot of coaching with a lot of different leaders, um, helped a lot of clients set up 360 programs, trained, uh, other HR professionals on how to do coaching as well. So we’re gonna try to cram a bunch of information into this 30 minute presentation to show you kind of how to set this up and, um, you know, run this either internally or leverage some of our services and coaches here at decision wise. 

Skylar de Jong | 01:23 

Perfect. And as Charles kind of mentioned, as some of you joined, we, we do have a, a q and A feature, so feel free to enter into the chat any questions you’ve got, and we’ll try to make sure we address those throughout this, uh, whether during or, uh, you know, at the end of their, our presentation today. Um, but with that, I want to jump in and, and start sharing what we’ll cover. So really today we’re gonna talk about the consulting services we offer at Decision-wise, relevant to 360 assessments. And really there’s three major buckets of, of services we offer. The first is design. We’re gonna help, we, we help build and design 360 assessments. The next is we help in your helping your participants get prepared. We do some orientation, uh, offerings there. And then ultimately when you have your participants get their report, we help, uh, with them with next steps as far as debriefing them and doing some coaching. 

Skylar de Jong | 02:21 

And we’ll talk about our, our offerings there. But I wanna jump in first and talk about choosing the right 360 assessment. And I’m very purposeful in saying, you know, not about designing the right 360 assessment because we, we actually have three off the shelf foundational, 360 assessments. We utilize our executive leader, our business leader, and individual contributor, uh, foundational assessments. And realistically, a lot of organizations, if they’re dipping their toe into 360 assessments, these are some really good options to start with. And a lot of our, our clients actually leverage these for years and years, um, because they cover the general basis of what it means to be a good leader at these different levels. And, uh, you know, our executive leader focuses more on strategic, uh, leadership, business leader, more about people leadership being a manager and an individual contributor about getting results and making sure you’ve got the tools and resources to progress and invest in yourself. 

Skylar de Jong | 03:23 

So, um, I’d say a major benefit of these foundational assessments is we have, uh, benchmarking available. So of the thousands of leaders that have taken each of these assessments, we’ve got millions of data points of, uh, of feedback to say, here’s where the average executive leader is scoring when they take this assessment and average business leader. And you’ll, that will show up in a, an individual’s report when they see that, they’ll say, oh, you know, how did I score? Well, you get a little bit of a comparison when they see our benchmarks. And in our coaching sessions, which we’ll talk about, we give some, some, uh, perspective on how to interpret that benchmark and how to leverage it. Um, so any other thoughts on our foundational assessments, Charles? 

Charles Rogel | 04:13 

Yeah, I was gonna add it. You know, the, the common scenario is that we have a company that comes to us and they say, Hey, we wanna have our executives go through a 360 process. Um, and the executive leader version is typically the one we go with. Since it’s a group of maybe seven to 10 leaders, that doesn’t make a lot of sense to customize, especially if you don’t have a leadership competency model in place. Um, so it’s just kind of quick and easy. It does provide some real comprehensive feedback. Um, and yeah, many people use them again, like you said, when there’s smaller groups, um, or if you’re doing them, you know, here or there, you know, across the organization. 

Skylar de Jong | 04:47 

Yeah, for sure. Um, on the flip side, if you are going to implement a 360 program and like inculcate it into your culture, uh, then you really should consider let’s design our own specific assessment, and we can definitely help on that. In fact, we highly recommend you leveraging us in some sort of fashion. We’ll talk about in the three major ways we help. But, um, when you’re designing a custom assessment, it’s actually relatively easy. We have a library of 80 competencies already set up, and each competency has four, four foundational items that, uh, you know, there’s some total, there’s 320 questions that we have available in this library. And so we can work with you on taking your leadership competency model and mapping it and saying, which of these, you know, 80 competencies maps closest to what you’re doing? And we’re talking 360 today. And in some ways, I, I still need to adopt this language. 

Skylar de Jong | 05:44 

We should be utilizing the term of multi-rater assessment. Um, because these assessments can be leveraged for all sorts of, of reasons. 360 assessment is, is kind of the, the term that’s most recognized, but multi-rater assessments can be really about performance. You can be doing performance reviews on our, on our platform, and we can help design those as well. But you can do all sorts of different tailored assessments that we can work with you on building. Um, and our platform really runs all sorts where you can focus on all levels of leadership, but also struggling employees, that employee that’s on a performance improvement plan, like put them through a 360 assessment to show them where they need to make some improvements and get some of that feedback from other people. Um, but really, again, you can focus on lots of different areas. With that, I, these are the three major offerings we have when it comes to consulting design services. 

Skylar de Jong | 06:40 

We have our entry level 360 assessment design, and I say entry level because this is the lightest touch of, of help that we give. And usually clients will come to us and they say, oh, I love your foundational assessment. We’re trying to do some executive assessments with our executive team. We want to use your foundational executive assessment, but there’s one or two competencies that don’t really fit for what we’re going after. What ones would you recommend? And we’ll, we’ll kind of insert and tailor and kind of edit. So this becomes a highly editing process where we’ll take some of our foundational assessments and edit them and make them applicable to you, not necessarily starting from scratch, but starting from a a page that’s already already proven with our, our competencies. The next level is where we would take a blank page assessment and we haven’t created anything. 

Skylar de Jong | 07:33 

And we will take what leadership competence you have, like any competency model. If you’ve got leadership pillars or, uh, principles that you, you run by, we’ll take those. And one our organization will have, these are our four pillars. These are our, you know, six competencies that we’d love our leaders to have, and we’ll map that with our competency library and start to refine and identify the right questions to ask for your leaders. That’s one of the huge benefits of making, making your own assessment is it’s kind of a, a, a backdoor bo positive is you can reinforce your leadership competency, uh, model by creating your own assessment. So people go, oh, we’re not only talking about how this, you know, leadership, uh, capability is important in town hall meetings, but we’re also seeing that it’s backed up by our assessment and we’re being, um, you know, grade, you know, graded on it in our assessment of how we’re doing. And it really, like I said, reinforces what you’ve already designed there. 

Charles Rogel | 08:37 

Sometimes we’ll take your, your competency model, and you might have some pretty well, some unique, um, descriptions or behaviors that you’re trying to promote that we don’t have in our, in our, you know, 80, uh, different competency, uh, list. And so we’ll just use or, or modify maybe the language you have already in your competency behaviors to, um, lend themselves as a question on a 360 survey. So we’ve done a lot of that. That’s where you get a customized question. And then same deal. You know, you might have different levels for executives and other leaders and individual contributors. So you want to have those three different versions. And typically, once you’ve done this, you’re using these assessments over time, because if you do it the next year, then you can do some trending comparisons to how they did the first time, second time, and so on. Um, so you’re trying to kind of bake that in, like, like Skylar mentioned as these are the behaviors we want leaders to strive for that, um, help shape our culture and what we’re, you know, trying to do as an organization. 

Skylar de Jong | 09:33 

Yeah, you made me think of one other thing. If you’re leveraging some of these designed, uh, assessments over and over year after year, as long as you’ve got a, a a certain threshold of people who’ve participated, you can also create your own internal benchmarks. So again, as you’re, as people are looking at the reports, they can say, well, how am I doing? You can say, well, according to other leaders at our organization, this is where they’re showing up on average. And get some of those. And again, that takes, you’re gonna have to, you know, put in a few different people and have them run through a pilot scenario where we start to build that, that benchmark and we get a certain amount. But there, that can be really powerful for leaders going forward as well. The last service that we offer relevant to design is, is pretty in depth. 

Skylar de Jong | 10:18 

And this is, um, a lot of work and it’s usually for clients who are younger, younger organizations or ones going through a lot of change, major, maybe a merger acquisition, and they don’t have a refined leadership competency model. And we actually come in, we’ll, we usually do an onsite where we’ll do some focus groups with your leaders, we’ll, uh, meet with various different people, various levels and say, what’s important to your organization? And, you know, what’s aspirational leadership topics we can also point to? And we build out a leadership model with you and hopefully one that, you know, stands for the test of time and will last for years and years to come. And then we additionally can, this is a bigger ticket item, uh, so who’re investing a lot of time and effort into it, we’ll build out 3, 360 assessments for you generally at these different levels, but really we’ll find what, whatever works best for you. But generally one around senior executive leaders, one around people leaders, and one around individual contributors or team leads. Um, we don’t do these all too often, but we love doing them because we get to know the organization and dig in deep with them. And I’d say like, leverage Charles and I for these or other consultants we’ve got, uh, it’s, it’s actually very valuable for the organization. Anything you’d add on that? 

Charles Rogel | 11:39 

Yeah, this again, uh, you know, we can develop, typically we’ll say, well, what are your, what’s your mission? What are your values? Let’s develop a competency model around those topics. And, um, you know, the unique, you know, behaviors you’re trying to, uh, 

Skylar de Jong | 11:52 

Promote for leaders. Perfect. I know we’ve talked a little bit about how we’ve already got a library of, of, uh, 80 competencies. We call it the DW 80. I did want to just share what that library looks like as, as you’re coming into the platform. So this is our spec platform for those of you who haven’t seen it, and I’ll show a couple features, but under managed content where we do a lot of the custom building where we build a custom assessment or, uh, work with competencies or even build some recommendations under competencies, you can come here to the decision wise competency library. You can see, as we mentioned, there’s 80 competencies total, uh, 320 items or questions. And as I click into that, you’re able to see, we’ve got a whole list. I mean, uh, you know, 80 long. But, um, we can map these and say, well, is, uh, caring important to your organization? 

Skylar de Jong | 12:48 

Is collaboration, uh, cross cultural capabilities and go really into depth. And so we’ll work as mentioned, these aren’t just necessarily a 360 assessments. Something we’ve started to do with a lot of organizations is building diversity, equity, and inclusion assessments where we, uh, we will put executive teams through a, a, you know, a benchmark to see, or how are you doing it, making sure people are included and you’re treating people equitably and you have a diverse population, and we can design assessments to help reinforce those principles as well. But this library is very robust and I just kind of wanted to showcase it for a moment because it’s, it’s pretty awesome that we’ve got the resources there. 

Skylar de Jong | 13:31 

Okay, with that, I want to shift gears. So that’s, that’s survey design. But the next stage of things that we really offer is we want your participants and people involved in the 360 process to feel comfortable. Um, um, and so we offer a a 30 to 60 minute virtual group session where it’s a pre-orientation, where before you go through a 360 assessment, your participants can sit down and we’ll walk through what are the best practices, what are the benefits? We’ll address some frequently asked questions, and ultimately we’re trying to reduce anxiety of those participants, right? Um, I think anybody can relate with, if you’re being told, oh, you’re gonna go through an assessment and everybody who works closely with you is gonna tell you how you’re doing that, you know, spines on your back go up and you go, oh, okay, that doesn’t sound like it’ll be a problem. 

Skylar de Jong | 14:22 

And this pre-orientation meeting really helps paint out exactly what the process looks like, lays it out simply so people know what to expect, and we answer some of their questions and talk best practices. And this can be a hugely valuable, you know, time. And a lot of times we try to build in some time where we have some Qing at the end as well, so people can ask their own questions. Um, but during this, I’ll kind of preview some of the things we cover in it in some following slides, but one, we first address some of the key questions that participants are gonna have. Um, these are what we call the five common questions where people are really wondering what’s gonna happen there with the results, who’s gonna see the report, what are the expectations coming out of this? And from a consultant perspective, this is where we tailor the presentation to your organization, right? We’re gonna work with your HR professionals to say, well, what are the expectations? Let’s talk about this frankly, and our best practices. Let’s address this upfront with your participants so that there’s no guesswork and they don’t have a fast one pulled on them at the end where they go, oh, yeah, this is gonna be in your file, or, yeah, you’re gonna share this with your supervisor, and they didn’t know. Um, so yeah. Any other thoughts on this, Charles? 

Charles Rogel | 15:41 

No, I, I think that’s great. And again, if you haven’t done a 360 before, or a lot of people who ha haven’t in your organization, this is really, uh, critical to help them, uh, prepare. 

Skylar de Jong | 15:52 

Perfect. Other things that we cover in that is, we, we talk to them again, here’s what to expect. Here’s what rater groups are. We go through definitions. Uh, we, you know, talk about the ideal people to participate. We have slides talking about, um, how many people ideally to have like the minimum and then the best practice of an amount. Again, we tailor that by organization, depending on if we’re serving people who are, you know, individual contributors, they may not have direct reports. And so they’ll, we’ll address some issues like that and questions. And then we talk process and timeline as well, where we’ll walk through and say, here’s the expected timeline. And, um, because sometimes people say, oh, we’re gonna get this and they’ll think it’s going to happen over one week. And generally speaking, the whole process takes, um, three to six weeks, depending on if there’s rater selection and the time that goes into it. 

Skylar de Jong | 16:47 

Assessment administration, if they’re doing one-on-one debrief, sometimes that takes a little bit of time to get that scheduled and aligned calendars. But during this orientation meeting, we give the expectation and say, you know, your organization is doing rater selection and rater approval stages. They’ve opted for this process. This is how long we’ll we expect it to take. And walk them through that from the participant perspective. So then the last major thing we cover in those, those participant, uh, orientation meetings is here’s how to read your report. And we, you know, this is a very detailed slide where we say, you’re gonna have things on your report that look like this. Here’s how to interpret it, right? You can see the benchmark, you can see the gaps, you can see how many people participated and where they rated based off of this and this scale key. 

Skylar de Jong | 17:36 

And we’ll go into some of this detail and pre-orientation webinars with the participants. However, we also know that we’re doing this webinar 3, 4, 5, 6 weeks before they’re actually gonna get their report, which kind of puts an exclamation point and leads to the next topic, is the importance of having a, a debrief. Um, you know, they’ll have a resource like this and we recommend other resources that they can turn to to interpret their report, but actually having a one-on-one 360 debrief is the best practice. And we have other options as well. And we’re gonna talk a little bit later about like how invaluable having a, a debrief is. But first off, let’s talk about, you know, the three major options for 360 debriefing. We also have some extended coaching we’ll talk about here too, but as I mentioned, the ideal scenario is having a one-on-one debrief. So a participant goes through an executive leader, an HR leader, a business leader, they get their report, and then they’ll sit down for 90 minutes with one of our coaches here, decision-wise. 

Skylar de Jong | 18:43 

And we walk them through their report. We, we coach them through that report, really where we, we find out where they’re at, how they’re interpreted things, and then we, we kind of share some perspectives that’ll get them to where they need to be. And one of the major benefits of these sessions is, um, they’re generally confidential. So, uh, we are able to be a, a safe space for individuals to vent and say, I was really frustrated by this, or I was really surprised or taken aback by these results. And then as we coach them, we’re able to get them to a better space by the end of it and say, you know, here, let’s put some perspective on this. You’re actually, and generally you’re not doing as bad as you think. Here’s where you can focus and let’s set some goals with you and give you some assignments from there. 

Charles Rogel | 19:29 

I’ll add that part. Yeah, go ahead. I was gonna add that. Um, yeah, so most people when they get feedback, you know, we’re always worried we’re hyperfocused on any low scores that we see. And so we kind of get, you know, um, we go through that, you know, that process, that emotional process of kind of understanding what it said, and like you said, Skylar, you know, giving them perspective. And, and I think the focus we have is really on making it a positive experience. We want them to walk away kind of feeling uplifted, like they got some good information, some good direction. And you know, most of our coaches here are doing like a hundred of these a year. And so we’re having multiple conversations with people. We can quickly point out what we’re observing and seeing and what their opportunities might be, but we want to guide them to that point and not necessarily tell them what to do. So it’s really a collaborative, uh, kind of session, and we’re also trying to tie it to what they’re trying to accomplish this year and make it very relevant for their success. So, um, so there’s, there’s a lot of nuance there as well, but again, we really want people to have a positive outcome from this and feel, you know, kind of motivated, uh, to change. That’s kind of what we do. We disrupt ’em with the 360 and hopefully it motivates them to improve. 

Skylar de Jong | 20:38 

Yeah, no, I, I, I’d second that. I mean, I’m regulating those coaching sessions. I’m using the term you’re making mountains outta molehill because we as humans are just naturally gravitate to our weaknesses and want to just focus on how we’re not doing well. And we are constantly as coaching, say, coaches saying how, you know, let’s not necessarily fret too much about that. Actually, you’re doing pretty well on that. And to, to Charles’s point, we really want people to have a positive experience and understand their results and know and get them to a place where they’re powerful and can move to, you know, making action plans and setting some goals there. So that’s our individual debrief, again, ideal, but also not necessarily scalable, not necessarily available to the masses. If you’re gonna be running hundreds of these assessments in your organization, one-on-one is the ideal. Um, but we then offer group debriefs for being a little bit more practical where we can, uh, you know, tailor it to groups of, uh, up to 30 participants. 

Skylar de Jong | 21:38 

We generally see between 10 and 15 participants seems to be the sweet spot of doing a group debrief. So you can go deep with them and allow them to ask some questions, um, and throughout the group debrief, we’ll show here’s how to, you know, here’s a sample report, here’s how to read it. But a lot of that also we talk about here’s how to create focus areas. Here’s really the things you should pay attention to, and we’ll help them prioritize and say, you know, these areas are the ones you should focus on more and weaknesses is actually that bottom of the list, uh, of things that they should focus on. But we want to build those priorities and we’ll talk about that in those group debriefs. We do have on sites as an option for that, which can be powerful, where it allows people to come up after and ask us some individualized questions, which isn’t always available when we’re doing an online presentation, but we definitely do the majority of these online with our clients. 

Skylar de Jong | 22:33 

And so those group debriefs can be a really good step. And a lot of organizations will even rev utilize a group debrief and then offer individual debriefs as optional add-on for people who need some more in depth coaching too. So those are the, the kind of the way to get to a lot of people. The third, the third thing we offer is the coaching certification. This, again, this is if you’re gonna do lots of three sixties and you’re doing, trying to scale the process, we train your HR team. We, if you’ve already got executive coaches you use, we can certify your executive coaches, uh, to do 360 debriefs and know how to read the report, but also how to encourage people to take next steps based off of the feedback. I mean, these reports are 20, 30 pages long. Uh, they’re not super hard to interpret, but they’re not easy either. 

Skylar de Jong | 23:27 

Um, they’re not like, uh, something that everybody’s gonna understand and you know how to know how to go through right away. So we do offer this certification course details. Some of the benefits of it, it is two virtual three hour group sessions. So we usually do like a, uh, a Tuesday, Thursday or Wednesday Friday, we’ll do some sessions, or it might be when we usually do one, one, uh, certification course per month. If you have a lot of people at your organization that want to be certified eight, 10 plus people, we can actually set this up for your organization specifically to, so you don’t have to work on our timeframe of monthly. Um, so major benefits is we get some SHRM credit or H-R-I-H-R-C-I credit, uh, six credit hours is how much you get. And then by the end of it, you should be able to do individual debriefs as well. So with a lot of our clients that are really large that do three sixties very regularly will kind of actually do a little bit of all three. They’ll do the majority of, of coaching internally, and then if they’ve got ex executives or other HR team members that it feels awkward for internal HR people to debrief, they’ll say, well, why don’t you do our individual debriefs and HR team? And then we also will incorporate some group debriefs as well to as we scale this. But yeah, 

Charles Rogel | 24:50 

Couple questions here. You know, someone mentioned imposter syndrome, and that’s what a lot of people feel like when they’re looking at the results and seeing all this positive feedback. And so you’re trying to, you know, push people to see these high scores on their report and sometimes they don’t believe ’em, you know, they think people are just being nice and, uh, we really want people to kind of internalize that, no, people appreciate your contribution here and, uh, it’s part of that positive outcome. The other question is a good one. How do you handle debriefing managers, uh, of the person receiving a 360? Generally we’d say we want the manager to go through the three 61st so they understand the process and what’s expected. And usually what we expect managers to do is just work with their direct reports to develop and finalize their action plan as a result. And so, again, that’s helpful if they’re familiar with the report and what it looks like, but they don’t even necessarily need to see their direct reports results to facilitate a good conversation about their development. Um, so you could, you know, as the HR person, you could have the one-on-one go through the report in detail, and maybe the manager is just providing some support follow up thereafter. 

Skylar de Jong | 25:52 

Yeah, well, and by organization a lot of times, we’ll, I mean, sometimes just hopping on a call with one of our consultants and saying, here’s what we’re trying to accomplish with our three sixties. We can even just say, oh, well then you should probably debrief the manager ahead of time or let them, and it really just depends on what you’re trying to achieve there too. But, mm-hmm, <affirmative>, but we’re definitely helpful to, to kind of navigate and we’ve seen lots of different companies do different things and we’ve got some insights there. Good questions. Okay. I wanna take a moment and talk a little bit about our, um, beyond just the 360 debrief, uh, some of our longer term coaching we offer. And the 360 is, is foundational part of these coaching sessions. Um, and really we’ve got our developmental accelerator coaching sessions where we call it a hundred day coaching, you might hear us say. 

Skylar de Jong | 26:41 

And then transformation transformational coaching, which is six month coaching. Um, the developmental one is really, like I said, the 360 is the foundation and the first session of the seven sessions we offer with that is debriefing that 360 assessment. And then there’s really three, you know, six follow up sessions that we do there. And the nice thing about this is it’s, uh, a lot of times when I do an individual debrief, I feel like I’m like encouraging people, and then I almost get the feeling I assume my wife has when she sends our children off to the first day of school where I’m like, hoping they do well out in the world and I’m sending them off. And when I, when it comes to a hundred day coaching, it’s nice where we can have some touch points and I can check in and say, how are you doing? 

Skylar de Jong | 27:27 

I can be a little bit more of that helicopter mom or helicopter parent <laugh>. And, but it really, through the accountability, we see a lot of progress and we’ve seen some great results. I’m working with some people a hundred day coaching right now, and they’re, they’re just swearing by how helpful this has been because it’s really motivated them to make the changes they need to where we regularly as leaders, as individuals, we put ourselves last and having some of this a hundred day coaching ads adds some of the accountability where it pushes people to do more. Some days, sometimes with the under day coaching, we’ll provide some additional assessments, inte, emotional intelligence, conflict style, really trying to build out what that leader looks like. When it comes to our transformational coaching, we always include more than just a 360. We wanna build out a leadership profile for the leaders. We’re we’re coaching there. And you can see this is, this is kind of like the a hundred day coaching on steroids. It’s a little bit more beefy. We’ve got twice as many sessions and we’re gonna get a lot more involved and really drive results. What would you add on, on these? Uh, Charles, I know you’ve done a lot more of these bigger coaching, uh, things than I have. 

Charles Rogel | 28:38 

So I’ll just say like the, the first one, a hundred days more targeted to maybe one or two things that we wanna focus on that are important, whereas the transformational or six month item is more open-ended, and so it’s, uh, more of a journey. Um, you know, we’re really focusing a lot of different things, holistic kind of approach, um, you know, and so it, it, it allows a little bit more flexibility. 

Skylar de Jong | 29:01 

Sure. Okay. For time reason, I wanna make sure we just get to a couple more slides that are left. We’re really tr pretty much at the end here, but I want to talk about why a, a debrief of some sort, whether you use our best practices, but just somehow walking through results with, with, uh, participants is, is invaluable. Um, and Charles might be able to speak more to this, but we did a follow up survey actually, do you want to share some of this, Charles? 

Charles Rogel | 29:30 

Yeah. So, um, you know, we’re all about survey research here, and so we wanted to find out if the coaching that was provided to people was actually working. And so one of our clients, they had, um, they did a lot of debriefs internally with their HR leaders. So the HR leaders were providing a lot of these debriefs. We did a follow up survey with these managers that went through this process to find out how effective it was. And so here’s some of the questions that we asked there, and then we’ll show you some of the key findings here. So 94% of those that received coaching and set goals thought that the process was effective, that that wasn’t very surprising at all. But, um, conversely, only 34% who did not receive sufficient coaching, we’ll say, didn’t have a coaching session, they just were handed the report, only 34% of them felt it was effective. So that debrief really makes a big difference in people’s perception of the process itself. And we’d say, you know, don’t do a 360 unless you’re going to provide some type of debrief for people because it could backfire. You know, people could get hung up on some low scores and feel bad about it. So, um, that’s why this, you know, either you or us or anyone does some kind of debrief on the results. 

Skylar de Jong | 30:38 

Yeah, uh, uh, in fact, I wanted to just share one thing. I mean, as we’ve sh we’ve looked at how valuable having some sort of coaching, uh, as part of the process is this is our, our 360 platform where you can see these are the major steps of a 360 process. And our, our tech team has designed a beautiful software that takes people easily through this whole process and automatically moves them from stage to stage. However, unless they have a coaching session set up as part of their process, we will not manually or automatically send out reports to participants because we’ve seen how, you know, invaluable having the, that debrief is, and so it’s just kind of something I wanted to share. It’s something people ask regularly, like, well, when are the reports being sent out? And it’s like, well, unless you have a coaching session of some sort, they will not be sent out. 

Skylar de Jong | 31:30 

You can manually send them out, which isn’t super difficult, but it’s the principle of the matter that we really know that coaching is, is super important that getting a a report can be detrimental at times. So with that, uh, I mean those are main services that we have and that we provide, um, really those design, uh, participant preparation and then the coaching afterwards as well. So that’s what Charles and I have to share. I guess I want to just take one more moment and tell you to come back. Uh, on Tuesday, April 11th, we are gonna have another webinar where McKay, our illustrious McKay, Kelly will <laugh>, he’s one of our favorite project managers. He’s gonna hate me for, uh, overselling this, but he’s gonna talk about setting up Raider groups and selections some of the fundamentals of how you actually set those things up in the platform and tend to take actions. We can hang around for a bit and, and take questions and respond to questions. Uh, but otherwise, we really appreciate you showing up and participating in the, the webinar today.