1. Transformational Leadership Skills Inventory
360 Degree Feedback
Dr. Keith Larick
2019

3. No matter how well you are
performing at work, you benefit
from specific feedback.
You unconsciously tend to fear
feedback, and often avoid, delay
or dread receiving feedback.
Receiving feedback and acting
upon it is a vital ingredient in your development as a leader. It is
difficult for people to ask to be
judged, but the benefits are
enormous.

4. Feedback! What is your reaction?
Does your stomach tighten? Do you
feel fear or anger? Do you anticipate
that this feedback will be critical?
Are you already feeling defensive?
The feedback process strikes at the
tension between two core human
needs — the need to learn and
grow, and the need to be accepted
just the way you are."

5. The best leaders ask for more feedback
The best leaders ask for more feedback! In Zenger & Folkman’s research of over 50,000 executives, they found that "Leaders who ranked at the top 10% in asking for feedback were rated, on average, at the 86th percentile in overall leadership effectiveness.
Feedback is also tied to employee engagement. In another recent study of over 22,000 leaders, Zenger and Folkman found that there was a correlation between low ratings from direct reports about the leader's ability to give honest feedback and low engagement scores. Conversely, if a leader was rated in the top 10% at giving honest feedback, their reports ranked their engagement in the top 23%.
Sheila Heen and Douglas Stone, January-February 2014 issue of Harvard Business Review

6. TLSi Transformational Leadership Skills Inventory 360 Degree Feedback
Be not afraid of growing slowly; be afraid only of standing still. Chinese Proverb
Change and growth take place when
a person has risked himself and dares to become involved with experimenting
with his own life. Herbert Otto

7. TLSi The value of 360 degree feedback
All feedback, affirming and constructive, is helpful
Affirming feedback is a powerful motivator
Affirming feedback increases your self-esteem
Constructive feedback tells you where you can do better
Constructive feedback can be difficult to receive
Feedback is other people's perceptions of you
Bearley & Jones

8. TLSi The value of 360 degree feedback Increases self-awareness
360 degree feedback is data to increase awareness of the impact of behaviors on others
Feedback alone does little to increases in leadership
effectiveness
360 degree feedback data is most useful when analyzed and growth plans developed
Effectiveness of 360 degree data is increased significantly when used in a coaching relationship
Cipolla

9. TLSi Transformational Leadership Skills Inventory Great Leadership
Larick & White 2012
Every organization must be prepared to abandon
everything it does to survive in the future.
Peter Drucker
Great Leadership
360° Feedback
Respondents
Research
Ten Domains
80 Skills
Holistic View
Feedback Reports
Coaching

10. The concept of the Johari window illustrates the value of participating in 360 degree feedback. Johari window is a two-by-two matrix that describes how we perceive ourselves and how the world around us perceives us.
TLSi
Known to Self
Known to Others
Unknown to Others
Unknown to Self
The Johari window is a technique created in 1955 by two American psychologists, Joseph Luft (1916–2014) and Harrington Ingham (1914–1995),[1] used to help people better understand their relationship with self and others. It is used primarily in self-help groups and corporate settings as a heuristic exercise.
When performing the exercise, subjects are given a list of 55 adjectives and pick five or six that they feel describe their own personality. Peers of the subject are then given the same list, and each pick five or six adjectives that describe the subject. These adjectives are then mapped onto a grid.[2]
The philosopher Charles Handy calls this concept the Johari House with four rooms. Room 1 is the part of ourselves that we see and others see. Room 2 is the aspects that others see but we are not aware of. Room 4 is the most mysterious room in that the unconscious or subconscious part of us is seen by neither ourselves nor others. Room 3 is our private space, which we know but keep from others.
Open or Arena: Adjectives that are selected by both the participant and his or her peers are placed into the Open or Arena quadrant. This quadrant represents traits of the subjects that both they and their peers are aware of.
Hidden or Façade: Adjectives selected only by subjects, but not by any of their peers, are placed into the Hidden or Façade quadrant, representing information about them their peers are unaware of. It is then up to the subject to disclose this information or not.
Blind : Adjectives that are not selected by subjects but only by their peers are placed into the Blind Spot quadrant. These represent information that the subject is not aware of, but others are, and they can decide whether and how to inform the individual about these "blind spots".
Unknown: Adjectives that were not selected by either subjects or their peers remain in the Unknown quadrant, representing the participant's behaviors or motives that were not recognized by anyone participating. This may be because they do not apply or because there is collective ignorance of the existence of these traits.

11. TLSi TLSi © Larick-White 2012 - 360° Survey Instrument
Appraisee
Leader/Executive
Self
Boss
Supervisor
Peer
Subordinate I
Subordinate
Support II
Other
Organization
TLSi
TLSi © Larick-White ° Survey Instrument
All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, without the prior written permission of the authors.

12. TLSi Survey Monkey https://www.surveymonkey.com/r/TLSI_students19
Complete student information
First & Last Name
Create personal passcode – your Brandman address up to sign
Your Brandman address
Name of Cohort Mentor
Define and name each respondent group
Take the survey

13. Time Line for TLSI
TLSi
September 1 Student complete survey information and take survey
Establish personal pass code
September 3-7 Confirm respondents’ participation and communicate
URL and pass code to participants
3. September Respondents complete on-line TLSi survey
4. September TLSi reports are prepared
5. September 20 TLSi reports ed to Cohort Mentors
6. September 21 TLSi reports ed to students
Note: If Cohorts mentors have a compelling reason that the cohort needs to meet prior to September 21st they have the responsibility to check with Dr. Larick to see if it is possible. In these cases it is suggested that students identify participants prior to immersion and no later than September 7th to have enough time for respondents to complete the survey. It is the cohort mentor’s responsibility to communicate with students regarding these timelines.

14. When you ask someone to complete the Transformational Leadership Skills Inventory, you will give the person a code to use that describes his/her relationship to you. The following definition of the groups (G1 through G5) should be used.
G1 – Defined as boss, board member, supervisor, etc.
G2 – Defined as peer. A peer is a “colleague” of the leader assessed in the inventory. A peer is “equal” to the leader with an equivalent level in the organization. For leaders using this inventory a peer may also be someone outside the organization but in a similar position.
G3 – Defined as subordinate. This is a respondent that reports to the leader being assessed.
G4 – Defined subordinate(2) or support person. This is other staff that do not report to the leader being assessed but supports the team.
G5 – Other. This group is flexible based on the specific industry or work performed.
Your group definitions below should be one or two words that will be clear to you when the results are reported. Use only the groups which are appropriate for your position.
TLSi

15. TLSi TLSi Respondents Boss Peer Subordinate Support Organization
Church
Boys & Girls Club
Heart Association
Relay for Life
Service Club
YMCA
City Task Force
District Task Force
Master Plan Committee
Library
Homeless Shelter
Business Department
Youth Athletic Group
Sales Team
Clerical
Office IT
Security
Nurse
Psychologist
Maintenance
Counselor
Playground
Food Services
Teachers Aide
Volunteer Group

16. TLSi TLSI Setup Information
Your responses to these questions will ensure your responses are matched with those who respond to the survey for you. Please carefully record your personal passcode and group names for future reference.
Transformational Leadership Skills Inventory 7.1L
Please enter your first and last name. This will only be used for providing a survey report.
2. Please enter a UNIQUE passcode using first part of your Brandman address (up Enter passcode below.
3. Please provide your Brandman address to receive your report
4. Please choose your cohort mentor.
Keith Larick
larick
Go to worksheet

17. Please choose either the default name provided or provide a short
group name (20 characters or less). If you are not using a group code,
choose n/a. BE SURE TO WRITE DOWN THE GROUP NUMBER AND
NAME YOU USED.
5. Group 1:
Boss
n/a
Provide short group label

18. 6. Group 2:
Peer
n/a
Provide short group label
7. Group 3:
Subordinate 1
n/a
Provide short group label

19. 8. Group 4:
Subordinate 2
n/a
Provide short group label
9. Group 5:
Community
n/a
Provide short group label
Continue to the next page to complete the Transformational Leadership Skills Inventory.

20. 1-3 31-40 Respondents Total 5+ 10+
For each group you defined, enter the number of respondents you expect.
Keep this for your records. You will receive a report part way through the time that the survey is open telling you how many responses you have had in each group. The following is suggested as a minimum number of respondents. G1 G2 G3 G4 G5
1-3
10+ 5+
31-40 Respondents Total

21. TLSI Setup InformationTra Leadership Skills Inventory 7.1
RESPONDENT VIEW
Your responses to these questions will ensure your responses are
matched to the person who asked you to complete the survey.
Please type the passcode carefully!
TLSI Setup InformationTra
Leadership Skills Inventory 7.1
Please enter the passcode provided to you by the person who asked you to
complete this inventory.
2. Please enter the group code that was provided to you by the person who
asked you to take this survey.
G G G G G5
Continue to the next page to complete the Transformational Leadership Skills Inventory.

22. TAKE THE TRANSFORMATION When finished with inventory
TAKE THE TRANSFORMATION
LEADERSHIP SKILLS
INVENTORY
When finished with inventory
STOP

23. TLSi TLSI Feedback Reports The TLSI includes three feedback reports
Main Report
80 skills by domain
Strength – Needs Report
Top 10 strengths
20 Areas for improvement
Domain Summary Report

24. TLSi TEN DOMAINS VISIONARY LEADERSHIP COMMUNICATION
PROBLEM SOLVING & DECISION MAKING
PERSONAL/INTERPERSONAL SKILLS
CHARACTER/INTEGRITY
COLLABORATION
CREATIVITY & SUSTAINED INNOVATION
DIVERSITY
TEAM BUILDING
POLITICAL INTELLIGENCE
TLSi

25. TLSi Main Report Interpretation of the TLSI Feedback Data
Review mean scores for each respondent group by
domain and skill
Examine the difference mean score by respondent
group compared to self
Review the overall scores for the domain

26. Main Report - Example
TLSi

27. TLSi Strengths and Needs Report Examine the top strengths first
How can you use these strengths to
improve your leadership?
How can you use these skills to expand
your leadership role?
What patterns emerge from these strengths?
Look for any wide differences and ranges
in averages
Repeat process for needs

28. Strengths Report Example

29. Needs Report

30. TLSi Domain Summary Report
Examine each bar graph in the summary report
looking for patterns and discrepancies in the ratings
of each group of respondents
Compare data in this domain summary report to
the main report and strengths/needs report.
What patterns appear?

31. Domain Report

32. TLSi TLSI Review Process
Students receive feedback reports the day of the cohort meeting.
Cohort mentors facilitate the review process.
Data is used to conduct gap analysis
Develop Transformational Leadership Development Plan.
Plan maintained through out the program and part of the advancement to candidacy in second year.

33. (Transformational Leadership Development Portfolio)
TLSi
TLSi Review Process
Personal Review
Meet with partner and share data – interpret data to partner
Discussion
Participate in feedback session with Cohort team
Debrief session and discuss next steps
Initiate Leadership Development Plan
(Transformational Leadership Development Portfolio)

34. Action Plans for Leadership Development
Transformational Leadership Plan
Name___________________________Cohort________________Mentor__________________
Action Plans for Leadership Development
Identification of Growth Areas, Action Plans, Monitoring and Assessment
Growth Area
Growth Goals
Strategies
Timelines
Monitoring Progress
Future Plans

35. that will inch you closer to a better tomorrow. Doug Firebaugh
TLSi
Every day do something
that will inch you closer
to a better tomorrow. Doug Firebaugh