Leadership | Development | Coaching
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Professional & Leadership Feedback

What Do You Mean By “Comprehensive Feedback”?

A Comprehensive Feedback Package is an assortment of feedback tools that together surface clear patterns of (perceived) leadership.  These patterns likely impact your effectiveness and influence across groups and relationships, and either contribute to an ease of leadership, or an obstruction standing between you an your goals.

The assortment may include two or more of the following

  • a self assessment of leadership maturity;
  • a 360 assessment which includes feedback from a manager, peers, direct reports and perhaps customers;
  • direct interview feedback to suggest others’ view of an individual’s career potential and next steps;
  • an office visit to observe dynamics and relationships at work.

Why ‘Comprehensive’ Feedback?

Having administered hundreds of these assessments, identifying themes across substantive assessments provides for a broad and unique insight.  Across assessments, we may notice a hidden agenda that may be present in one assessment, or a characteristic articulated only once that significantly holds you back from having greater impact.


Who is Best Served by this Offering?

This feedback package is best suited for executives or professionals who are currently in or expect a near-term career transition, or an individual experiencing a personal transition.  The Comprehensive Feedback Package can serve as a step-by-step guide through the transition.


The Importance of Feedback

feedbackClients often articulate what they do, why they are ‘here’ and what opportunity needs to come next. However, many have little idea how they are viewed by others. We constantly send messages that suggest who we are, what we stand for and what we can accomplish.  Sometimes we send messages inadvertently.  Other times we plan to send a specific message, but that message is not the message being received.  As a result, when we lead our family, small group, team or community, we may send messages about who we are and what we stand for, leading from a different place than we thought, influencing in a different way than we had planned, pushing an agenda that doesn’t resonate, while creating a resistance in others in ways that we didn’t intend.

The kind of ‘frank speak’ needed to get back ‘in synch’ with our unique leader, grounded in our core values and principles, rarely occurs during dedicated work conversations regarding performance. They are also rarely sustained through informal conversations with friends or colleagues who want to support us. Even managers are often uncomfortable giving us comprehensive feedback, and by that I mean all of the ‘good bad and the ugly.’