Pat and her team started by asking the question, “What are the ‘best in class’ competencies for people in the top positions.” To help answer that question, Erie selected a consulting firm that had a library of competencies that were shown to be linked to effective performance on the job. A draft model was developed and cross-referenced with research on the skills and traits of effective insurance industry leaders.

The next step was to convert the list of “best in class” competencies into a 360-degree feedback questionnaire and administer it to the top three levels of the organization as well as to any high-potential manager not already in that group. Along with the 360, Erie also used self-assessment psychometric questionnaires to get at the character traits and style that would be difficult to measure with a 360. The data from the 360 and self-assessments would then be used to create individual development plans.

Pat knew the commitment and buy-in of the executive committee to the competencies was critical if the rest of the organization was going to embrace the process and get the most out of their experience with 360 feedback. To gain this group’s ownership of the final product Pat involved them at the start of the project. Each member was interviewed to collect their perspective on what it took to be a successful leader at Erie. They had a chance to provide guidance and feedback on early drafts of the competencies and they reviewed and approved the final version. In addition, understanding the need to model the behaviors they wanted from the next level, the senior leaders agreed to be the first group to receive feedback.

After the 360 questionnaire and the self-assessments were completed, each leader met one-on-one with a trained consultant to go over the results. The consultant facilitated the discussion and helped the leaders analyze and interpret their data. During the two-hour sessions leaders had a chance to see how their scores compared to a database of leaders in similar positions. If a leader’s direct reports also received 360 feedback, the senior leader reviewed an aggregate report for his or her team to identify team strengths and areas in need of development.

As a result of this initiative, each senior leader had an individual development plan that was periodically followed up on by an internal consultant. Each senior leader also used the aggregate team profile to guide the development of his or her team. In addition, Pat and her team used the aggregate data to identify organization-wide interventions and training to help close gaps in performance and prepare the next group of leaders to fill more senior positions.