Benchmarks® for Executives™
Feedback Workshop Template
Instruction slide—delete after editing your slideshow
This template is designed for you to use as a starting point to create
your presentation. The purpose of a feedback workshop is to introduce
the Benchmarks for Executives Feedback Report to your participants
prior to distributing their personal copy of their report to them. It is
structured in the common 2-day format. Before using this
presentation, you should edit it for your specific initiative.
1. Delete or add slides for your initiative.
2. Edit content in red type for your initiative.
3. Delete this instructions slide.
Client/Organization Name
Benchmarks® for Executives™ Feedback Workshop
Date
Workshop Agenda
Day 1: Group Session
– Review of your initiative name
– Brief introduction to the Benchmarks for
Executives assessment
– Receive your feedback report
– Individual review time
– Q&A
Day 2: Individual Sessions
– Purpose
– Schedule
About the Center for Creative Leadership
• Global, nonprofit research-based educational
institution
• World leader in publication and application of
leadership assessments
• Pioneered the use of 360-degree assessments in
confidential, development-focused feedback for
leaders
Important Lessons from 40 Years of Research
• The competencies needed at the top of an
organization are different.
• The higher you go in an organization, the less
feedback you get.
• Self-awareness is a critical factor at all levels—
especially at the top.
Client Initiative Name
• Why are we using the Benchmarks
for Executives 360?
• Why with this group?
• Why now?
Workshop Purpose and Goals
• Understand how to read and interpret your
Benchmarks for Executives feedback report
• Discuss your results in a confidential session with
a facilitator
• Begin the process of linking your feedback to a
personal development plan
The Benchmarks for Executives Norms
Your data compared to other executives who have
used this 360
• 1639 “selfs”
• Presidents, CEOs, Managing Directors,
Board-level Executives, Other C-level, VPs,
and Directors
• Organizations over 1000 employees
• Private and public sector
Report Cover
Page 4
Page 6
Page 12
Page 25
Page 29
Page 30
Remember That:
• 360 feedback is:
• not the complete truth
• a snapshot in time
• data
• You are the expert about you
• Context matters
• Two common mistakes:
to agree or disagree too quickly
Understanding Feedback
While perceptions may not be the ultimate
truth, they are what people use to make
decisions.
Morrison, White, & Van Velsor,
Breaking The Glass Ceiling (1992)
As You Review Your Report
•
•
•
•
Make one complete pass through your report
Look for patterns and themes
Refrain from making notes, highlighting (for now)
Save questions for Q & A
Individual Sessions
Are:
• Confidential
• Your agenda
• Time (length)
Are not:
• Psychotherapy
• A presentation by the
facilitator
How to Prepare
Make a second pass to review your report in detail
Think about how you want to use this data for your
development
Write down any questions to bring to your session
Try using the questions at the bottom of select pages
in your Feedback Report
Consider doing the exercises in Section I of the
Development Planning Guide
Questions?