Many leaders think of coaching as giving “feedback” without realizing that feedback is only one of several coaching skills. Feedback in and of itself doesn’t account for the kind of positive impact a leader can have by applying a coaching approach to managing and developing others.
The Fourth Industrial Revolution continues to take hold of the global economy, and the need for reskilling American workers has never been more urgent. Roles in the workplace are shifting dramatically, as new technology both eliminates and creates new jobs. According to the World Economic Forum, “75 million jobs are expected to be displaced by 2022 in 20 major economies. At the same time, technological advances and new ways of working could also create 133 million new roles.”
There is a renewed debate on the talent landscape surrounding 360-degree feedback in its traditional form and how much value it delivers for both learning and development. While the concept has been around for a long time, 360-degree feedback too often focuses on numerical ratings that either provide limited usable feedback or emphasize only the negative. As a result, very little constructive learning emerges to foster true professional advancement.
By Michael McGowan, BPI group
By Michael G. McGowan, Managing Director, Leadership & Talent