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360 Feedback in Performance
Organisations seeking options for enhancing the effectiveness of performance management are likely to find attraction in the use of 360 feedback as an input. Where performance management is used solely to determine a performance rating and reward outcome, the research does not endorse the use of 360 feedback. However, with a carefully considered approach, an effective linkage between 360 feedback and performance management can lead to the identification of more informed learning outcomes and developmental action plans.

Other behavioural models Related Articles

Accountability, An Essential Element for High Performance
I recently learned a new method for making myself and others more accountable. It is called behavioural contracting and was taught to me by Bob Davies, a trainer and coach based in the U.S. I tried his method and found it highly effective. To make this work you need to have someone, a coach or friend to work with you to form a behavioural contract. Take a look at your one key goal you set for yourself this year, or set one now. My experience is that if we set and focus on one wildly important goal and take action towards achieving it, other areas of our lives or business improve as well.

Choose Your Reality and Create Your Future
Each and every one of us forms mental models as to what we believe is real and what is not. These models establish how things should or shouldn’t be done and what is possible or not possible for us.

Behavior Based Safety - fact or fable
What is BBS and how is it different to behavioural safety? How does behavioural safety evolve within an organisation? How can you know if BBS or behavioural safety will work in your environment?
Culture Fit
What is Culture Fit? Well the first place you are likely to hear about Culture Fit is when you are recruiting for new staff or being recruited yourself. For instance, Culture Fit Interviews differ from Behavioural Interviews, in that the Behavioural Interview attempts to find out about the candidate’s behaviour, skills, knowledge and experience. Culture Fit Interviews generally do not try to determine the individual’s capability, but rather considers the candidate’s ‘cultural fit’ with the organisation, their values and motivators.
Behavioural Intelligence – Noticing What Goes on in Meetings
Behaviour is what you say or do. It's not about what you think or feel. As human beings we have a unique brain structure which allows us to separate our behaviour from our feelings. Meetings and interactions at work are one of the places where this behavioural skill is most important and relevant. Behavioural Intelligence is about raising awareness, so that you notice your own and others' behaviour, and make conscious decisions about it.
Behavioural Intelligence – The Subtle Art of Controlling the Conversation
Practising the skills and disciplines of Behavioural Intelligence will give you an almost unfair advantage in meetings, interactions and negotiations. Making a conscious decision on your next behaviour rather than just reacting is the heart of Behavioural Intelligence. Controlling a conversation or meeting with Behavioural Intelligence is a subtle art. It’s not about being dominating and demanding, it’s about noticing what’s happening (or not happening) and choosing a behaviour to advance towards your chosen objectives - and it's very important to recognise the difference between Push and Pull behaviours.
Personal Impact and Influence – Push and Pull on The Conversation Control Map
Behavioural Intelligence is the art of noticing what behaviours are operating in an interaction or conversation, deciding and then choosing the most useful and appropriate behaviour to do next - and you can Push or Pull. Either option could be right or wrong. Behavioural Intelligence means considering the context within which you are operating and making the behavioural choice based on what would best achieve your objectives or desired outcomes.
Behavioural Intelligence – Attack Defend Behaviour in Negotiating
Learning the art of negotiating includes examining in detail your own behaviour and being able to make conscious, informed choices about what to do or say next. Behavioural Intelligence is about self regulation or self control - particularly in the face of conflict, disagreement or even attack by the other side. The golden rule for the professional is not to get into the Attack/Defend game or spiral. In Behavioural Intelligence we are very clear; you can control your own behaviour if you choose to. It is never true that others make you say or do something - you make that choice.
Behavioural Intelligence – The Secrets of the Most Successful Negotiators
There’s not a magic formula to being a great negotiator. Years on the road and round the table have taught me that Behavioural Intelligence is the essential tool for you to get the results you want and maintain a working relationship that allows you work together again in the future, two elements that you need to constantly manage in negotiations. Two distinct skills or techniques employed by negotiators and leaders trained in Behavioural Intelligence are part of the tool kit and not only help you to operate mindfully but actually improve your relationship and increase your trust and openness “scores”.
What is Cognitive Behavioural Coaching?
Cognitive Behavioural Coaching or C.B.C. brings together elements of psychology (cognitive behavioural therapy) with regular coaching practice and is well suited to coaches, managers and HR professionals who want to understand more about the way people’s thoughts affect their decisions and actions. After all, in a working environment, this is at the core of the employer and employee relationship. Cognitive Behavioural Coaching involves thinking about thinking, about the impact your thoughts can have on your personal and professional life.

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