Where To Start: Questions The 360 Design Team Needs to Ask
These four sets of questions will help your design team ensure they cover the crucial issues in 360 planning. Fundamental questions Questionnaire Subjects and Responders Reports
You have a lot of wisdom to offer your organization, but if you have nothing unique to offer about the crucial issues, it’s hard to get a hearing at the executive table.
Everyone knows already about problems in the economy, sales, and staffing.
But you could make a valued contribution by identifying other issues that fly under the radar of your leaders.
Some are subtle: probable regulatory changes, public opinion about your operations, morale shifts, concerns about governance. Then there are productivity issues, equipment problems, inefficient processes, labor unrest.
Any of them could add or subtract a percentage point in the bottom line, sometimes making the difference between success and failure.
Discovering these issues requires a certain amount of research but, generally, you can use channels you already possess.
Get acquainted with strife
If your organization is unionized, talk with your negotiators about labor issues likely to arise in the next contract.
Talk to strangers
Spend lunch hours with people you don’t work with. You’ll learn about the issues they face, and the impact they may have on the bigger picture.
Attend socials
View social events as high-value work time, not optional irritations.
Talk with people at other levels, and in other divisions, and express interest in the current challenges of their work.
Mine your data
If you use 360-degree feedback, aggregate group reporting is an excellent source of data not available anywhere else. Based on a wide sampling of people, it provides reliable information about the organization’s strengths and weaknesses.
It can suggest new strategies that use currently untapped skills. And it can warn against risky programs where the organization lacks bench strength.
It can also identify skills that need to be upgraded universally, vs. training that should be targeted to particular divisions or locations.
Share the wealth
When you’ve gathered organizational trends, summarize your findings for the executive group. Repeat frequently.
It’s a great way to make a recognizable contribution to an enterprise you care about.
