At the end of the 360 Feedback we have designed some specific
questions that permit each respondent to address in writing. For the positive
and developmental comments, there are suggested ground rules that
have been time-tested:
a. Share all relevant information, along with your
reasoning and specific, mutually verifiable examples.
b. Stay away from derogatory language or attacks on other people's
values or culture.
c. Be fair.
Feel free to share these web sites:
INCIDENT DEBRIEFING --
Dr. Freeman specializes in situations
that may be referred to as
CID -- "Critical
Incident Debriefings". The reason why they are
viewed as "critical" is because something verifiable has happened
(or a series of incidents) causing strain with the internal/external
relationships at the organization, perhaps resulting in the lowering
of morale and productivity.
In some cases
there is the reality of a lawsuit (or threat of such). In other
cases this program is viewed as more of a "preventative maintenance"
measure. Dr. Freeman is skilled at customizing a process that fits
for each situation, whether a person comes voluntarily or
court-appointed. Feeling resistant to engaging in a CID process like
this is quite normal.
This process may be viewed as an effort to make someone more
"promotable" -- taking an "A" rated employee and
making him or her "A+". Or developing the interpersonal
skills of a technically competent key employee. Whatever the
Freeman views each key employee with utmost respect and dignity.
If you are an HR
person viewing this option for some key employees in your
organization, let's discuss ideas on how to roll out a program so
that will be viewed as a positive benefit. If done right, this
program can cause employees to clamor to be a part of it, rather
than be viewed as the dog with fleas -- "What's wrong
enhance his/her personal leadership skills, abilities and
It provides a gentle accountability for personal growth.
It will provide new, fresh direction -- objectivity.
It will enhance his/her promotion potential.
following CID Program is an effective two and a half month,
ten-hour personalized plan that has worked well for many satisfied key
First two hours--
Dr. Freeman meets with the key employee in the
Baltimore/Washington region or there are special travel arrangements
made. This personal meeting helps to establish rapport and mutual
understanding. The presenting issues are discussed. Over a thousand
dollars worth of profiles are administered and interpreted, along
with the development of an action plan. Everything discussed
is held in strict confidentiality. Confidentiality is central to the
success of this CID program. The proof of success will be exhibited
Anger Inventory, Personality Profile, Conflict Resolution Profile,
Stress Management Inventory, 360 Feedback
Depending upon the
situation, the key employee travels to the Baltimore/Washington
region for the initial consultation. On rare occasions Dr. Freeman
travels to meet with the key employee. Many organizations have a
bricks and mortar presence in the Washington, DC area that can be
utilized for such a meeting.
For eight weeks thereafter the key employee and Dr. Freeman meet for an hour over the phone.
The total coaching process is ten hours over approximately two and a
half months. The secret of success is the saturation in leadership
principles over a sustained period of time, combined with gentle
accountability and the respect that is earned by both parties...
Here's an idea that may work
for your organization -- a 50/50 split on the cost required to
implement the CID program. The employee pays for half of the cost
and then is reimbursed a year later if there have been no recorded