Denkwerkstatt für Manager

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Denkwerkstatt: A company uses the PEAK-A for feedback, self-reflection and team development of top management

A company uses the PEAK-A for feedback, self-reflection and team development of top management

A company with 500 employees in the automotive sector would like to carry out an individual assessment as 360° feedback for a manager. Prior coaching did not achieve the objectives. Therefore, good management diagnostics is the best way to create a learning plan for the test person.
On the market side, classic 360° feedback is available here, in which the participants themselves select their feedback partners. This form of feedback has been criticized in recent years as it often leads to desired results from participants with little willingness to change.
The Denkwerkstatt has developed a method of management feedback with evaluated items (Lateral Culture Index), which in this case can be carried out as 270° feedback:

  • Feedback from superiors (1)
  • Feedback from peers at the same hierarchical level (4)
  • Feedback from MA (7)

The advantage of this approach is that the feedback groups are large enough that individual results are not comprehensible to the test person.

The PEAK-A was carried out with all 1st and 2nd level managers:

#Leadership (LCI) online self-assessment test

#Motivational scales online self-assessment test

#BIG Five Personality Test Online Self-Assessment Test

#Sprachtest (VIER Emotions) Conversation with an avatar

This means that the respondent evaluates around 135 items about you online and discusses an AI-based language sample with an avatar for 15' minutes. You will receive two codes for this through Denkwerkstatt.

As the Lateral Culture Index (LCI) is part of the test battery, the results can be compared with the 270° feedback and are included in the feedback report. The 10 top management tests are evaluated and a report is drawn up which is discussed with the respondent.

It is then possible to develop a development plan for the test person to improve their personal management skills.

In addition to this individual development plan, the real highlight was that the managers exchanged their PEAK-A results and thus started a team development process on strengths and weaknesses.