If you've been invited to provide an individual with feedback on a LSP360° then it's probably because you've been identified as someone who:

• has known and worked with the participant for longer than 4-6 months
• has frequent work-related interactions with the participant
• understands the nature of the role and job duties of the participant.

Why is the assessment being done?

This assessment is being carried out for the purpose of leadership development. The LSP360° survey is designed to gather and combine feedback from a range of people so that an individual (the participant) can get an idea of their strengths and development priorities as perceived by those they work closely with. This is not an assessment of their performance.

Is my participation mandatory?

No, but it is greatly appreciated because of the value of robust feedback. The more respondents that can provide feedback, the more comprehensive the assessment report tends to be. This means that an individual will get a better idea of how their behaviour is perceived in the workplace, to better plan their ongoing leadership development.   

Will my responses be identifiable?

Only the participant's self-assessment and the manager's assessment are identifiable. All other 'raters' in the respondent groups of 'direct-reports', 'peers' and 'other' are anonymous. When you provide feedback, your ratings are combined with the ratings from other respondents. This becomes aggregate data in the report. When there are fewer than three raters in a respondent group (excluding self and manager) those raters will be included in another group to maintain their anonymity.

Who will see the final report?

The participant and their coach will see the report. The participant will retain all copies of the report and may disclose the report to anyone they choose. Participants are encouraged to share their LSP360° report with their manager because the manager has a vested interest in the development of their people through the employment relationship.

How and when will the results be delivered?

It takes about 2 to 3 weeks for all the feedback to be gathered. Soon after, the LSP360° report will be generated and then a coach will debrief the participant.

How are raters chosen?

Participants normally choose their raters, and they may also consult with their manager about who should provide feedback. 

How long will it take for me to complete the survey?

About 20 minutes. There are 41 statements that need to be rated on a 5-point scale. There is also an opportunity to provide specific comments to support the participant's development.

Will I get to see the summary of feedback that the participant received?

It's up to the participant who they choose to share their report with. We do not provide this information to anyone except the participant and their coach.

Who do I contact if I need help while completing the feedback form?

Please send an email to info@ldc.govt.nz and let us them know the issue you are experiencing and the name/email address of the person who requested your feedback.

Some guidelines for raters

Speak for yourself. You've been invited to provide feedback because of your relationship to the participant. Your feedback, ratings and comments are valuable because they represent your perspective - not someone else's.

Keep in mind what's being asked of you. Your ratings and feedback are being sought about behaviours relating to leadership. Answer the question being asked, and be specific.  What, specifically, is it about the person's leadership that they may need to work on?

Be candid and respectful. As a rater, your comments should be candid but respectful. An individual has invited you to help shape their development. Make sure that they will be able to hear your feedback in a way that will motivate them to make a positive change. 

Provide specific examples. The LSP360° process gives opportunities to provide comments. These can be extremely valuable as they enable a participant to review real-life examples of their behaviour in action.

Demonstrate a balanced perspective. Where possible, recognise both the individual's strengths and development needs. A participant who can see  a balanced perspective is far more likely to seriously consider development actions that will improve their leadership.