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Accelerate Change:
In a change process, leaders need to understand their capacity for leading both the operational and people sides of change. The LVS offers objective, powerful feedback in a framework that supports the leader to turn the feedback into action.
Because the LVS uses the VS model, it is ideally suited to preparing leaders to make full use of the Team and Organizational Vital Signs toolsProfessional Development:
Leaders rarely receive truly useful feedback. The structure and process of LVS captures and categorizes input from a range of key partners so leaders understand their impact both on the people and on the tactical side of performance.
The LVS-Self is ideal for introducing the VS Model to leaders.Performance Appraisal:
The typical performance evaluation is highly subjective, inconsistent, and difficult to action. Using LVS, performance feedback is balanced, meaningful, actionable, and consistent.
LVS Administration
LVS-Self administration is a simple process.
Certified consultants log into Six Seconds’ Tools Intranet and create a project.
The consultant shares the link with participants.
Reports are immediately available online. The LVS-Self can be upgraded to a full LVS as a follow-up.
LVS360 Administration is a 3-step Process:
LVS is completely web-enabled. Certified coaches log into the propriety intranet to create a project. In each project, the coach defines:
Participants to receive feedback; enter name, email, and gender (for pronouns).
Who will enter raters – the participants, the coach, a third party (e.g. HR manager), or a combination.
In a typical process, the coach will work with each participant to identify important raters, and also collect feedback from the supervisor. Then, raters will be assigned depending on the scope of the project (for example, in a full team, it could be burdensome for a few people to be expected to provide feedback to all team members).Set the project timeline including frequency of email reminders.
Set who will be allowed to access the report. Customize the emails to the participants and raters. The system sends emails with invitations.
The participants and/or coach and/or 3rd party clicks the link in the email then sets up who will provide feedback – the “raters.”
Define rater-groups to categorize feedback (e.g., “Supervisor,” “Colleague,” “Team Member”) – there are unlimited rater groups and the labels can be freely customized.
To maintain anonymity, at least three raters in a group must complete the survey in order for that group to show on the graphs.
Raters in the “Supervisor” category who wish to provide non-anonymous feedback may exempt themselves from this 3-person threshold.Enter names and emails for each rater.
The system sends invitations to each rater – and each participant.
Each rater and participant completes a brief online questionnaire.
Time: Approximately 10-15 minutes
Scope: 34 statements + 4 open questions
Sample items:S/he translates strategic goals into practical action steps
S/he delegates effectively
S/he convincingly explains the reasons behind change
S/he helps me utilize my strengths
Note: In addition to the open questions, respondents may provide evidence / comments on every item. This enriches the quality and value of the quantitative feedback.
To increase response rate, the coach may enter the system at any time to:
Check for bounced emails, correct and resend
Identify individuals who have and have not completed the questionnaire
Manually copy the link for any participant or rater and paste into a conventional email as a reminder.
It is recommended that the coach complete these steps at least once per week during the administration process.
Upon completion, the coach (or participant or 3rd party, defined in Step 1) downloads the report. Reports may be re-downloaded without charge.
The report is delivered with a 1:1 debrief by a certified LVS coach. A typical debrief is in three phases:
Engage: Set the context, explain the LVS model, review the feedback, and agree that the participant will complete the analysis worksheet built into the conclusion of the report.
Activate: Discuss the participants’ reflections on the feedback and define an action plan for improvement (using the planning worksheet built into the report).
Reflect: Review the actions taken and results, prepare for next steps.
The LVS coach training provides additional structure and guidance for the debrief process and utilizing the LVS in conjunction with the TVS and OVS tools.
LVS Cost
LVS-Self is 30 credits (ie, $30 for one*); suggested retail price is $45.
LVS 360 is 125 credits (ie, $125 for one*); suggested retail price is $150. Price is per report; there is no limit on the number of raters (people giving feedback) or rater groups.
*This price based on purchase of one assessment. Credits are priced by volume, and can be used interchangeably toward any VS or SEI assessment.
This framework is intended as a starting point for LVS Consultants to help clients gain the most value from the tool. Many VS Consultants will be familiar with the Six Seconds’ Change MAP, described in INSIDE CHANGE, following three phases of change:
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Engage: Gain buy-in to a plan.
Activate: Experience success.
Reflect: Lock in wins.
As usual in the Change MAP, we recommend an iterative process looping through the three phases. In a typical LVS implementation, the “Engage” phase consists of setting up the assessment, doing the debrief, and then creating a plan with the client. The “Activate” phase consists of coaching and training to execute against the plan. The “Reflect” phase is a review of progress, which could include a repeat of the LVS or another way of clarifying what has, and has not, changed in the process.
Like a fractal, we can zoom into each phase and break it down into the same three steps. This guide will focus on the phases of that first Engage phase, which will be sub-divided into its own Engage, Activate, Reflect phases. The specifics of the whole cycle will depend on the consultant’s design, but as an example, the overall intervention might look like this:
In the book, INSIDE CHANGE, the authors describe this iterative process as a spiral. As change moves through the spiral, one goal is to increase emotional engagement to build momentum:
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