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Cortex 360 Assessment What a 360 Assessment is 360 surveys are assessment tools that provide leaders and employees with feedback about their performance. The surveys’ subject is rated in areas such as leadership, communication, productivity, and technical skills. The subject also rates themselves in these areas. Responses are scored numerically. Higher scores represent strengths and lower scores represent areas for improvement. All of the information is compiled into a report that assembles the results into graphs summarizing the rater responses. The graphs illustrate the employee’s strengths and weaknesses. Participants use this information to make modifications in their behavior and performance. What 360 Assessments can accomplish for you, your team or your organization 360 surveys allow employees to assess strengths and areas of improvement in their workplace performance, interpersonal communication and/or management style with a focus on individual and organizational development. Managers and executives can use the information provided by the 360 survey to create organizational and individual development plans. Managers and executives also gain tremendous personal benefit as they see how their leadership styles and methods are perceived by those they manage. As they make adjustments to better interact with and manage their employees, the entire organization benefits from the improvement to productivity. Why you may need to do a 360 Assessment 360 surveys have their greatest impact when used to evaluate and improve the performance of whole organizations. As its name implies, 360 surveys assess the effect an individuals’ actions are having on an organization, or the their team members, of which they are a part of. 360 surveys produce the best results when they are used as a tool to identify opportunities for change and used to develop individual and organizational goals to make those changes. Each 360 survey should be customized to specific organizational or personal goals. They can use the information gathered during the 360 survey to develop continuous learning programs, and to offer training in those areas where managers and employees should focus their improvement efforts. Why Cortex is the right choice to administer your 360 assessments and coaching To ensure data provided through a 360 survey is collected, processed and evaluated in an unbiased process, an outside facilitator is preferred. Experienced and certified coaches or executive consultants would be the logical choice to analyze and deliver the survey’s feedback. The use of other professional assessments (DISC/behaviors, Motivators, EQ) are additional tools that we can provide upon request. Understanding the styles of the participant/subject will help explain behaviors outlined in the survey and also help the survey results and development ideas in a constructive manner. For more information or to order your survey, please contact info@cortexleadership.com .

Five Years Later, This Leadership Training Stuck and It's Still Paying Off < Back Kathlynn Stone Mar 14, 2025 With clients across the globe, Cortex Leadership Consulting equips leaders with the skills to strengthen their teams, improve communication, and drive company success. One company that experienced this transformation firsthand is CMG Leasing in Blacksburg, Virginia. We connected recently, almost 5 years after their engagement with Cortex. It turns out that when Lynda Foster led a leadership training session for their team, it set in motion a fundamental shift in the way they worked together. Today, the lessons they learned are still shaping how they lead and communicate. Through Cortex, Sarah Boor and her team didn’t just learn about DISC behavioral assessments and the Dreaded Drama Triangle. They reshaped their entire approach to leadership, communication, and conflict resolution. A New Mindset on Conflict and Leadership For Sarah, the change was personal. She had always avoided conflict, doing whatever it took to sidestep difficult conversations. “I would do anything to avoid it,” she said. “But after working with Lynda, I realized that avoiding conflict only led to miscommunication, overpromising, and unnecessary stress.” https://video.wixstatic.com/video/828fef_c0dbab09a669408da25cbaa71984b351/1080p/mp4/file.mp4 DISC helped Sarah develop self-awareness and recognize her instinct to retreat when confronted with tension. She learned that for someone like her, the first step wasn’t engaging in conflict. It was simply staying still. “I had to practice pausing before reacting. Just creating space changed everything,” she explained. “Instead of knee-jerk reactions, I started responding with intention. My team learned to do the same.” Building a Stronger Team Through Better Communication The training didn’t just change individual behaviors. It transformed how the team operated as a unit. “We started holding each other accountable in a way that made us stronger,” Sarah said. “Instead of reacting emotionally, we reminded each other to take a step back, ask questions, and truly listen.” These lessons also reshaped how they interacted with customers. “In the past, I dreaded difficult calls. Now, it’s my favorite part of the job,” Sarah said. “When you take the time to understand where someone’s frustration is coming from, you can de-escalate situations, improve communication, and create better experiences for everyone involved.” Leadership That Lasts Perhaps the greatest testament to the power of Cortex’s training is its lasting impact. Even as time has passed, Sarah and her colleagues continue to apply what they learned. As new team members join, they pass down these leadership principles, ensuring that the investment in development continues to pay off. “For companies thinking about leadership training, my advice is simple—do it,” Sarah said. “Employees don’t just want a boss. They want a coach who helps them grow. That’s what Cortex gave us.” Transforming Leadership at Every Level Sarah’s story is just one example of how Cortex Leadership Consulting helps leaders and teams redefine the way they work. If you’re ready to create stronger leaders, build a more cohesive team, and foster a culture of emotional intelligence, now is the time to take the next step. Cortex doesn’t just teach leadership. We transform it. Contact us today to learn how our training programs can impact your team and your business. Email: Website: LinkedIn: info@cortexleadership.com cortexleadershipconsulting.com Cortex Leadership Consulting Previous Next

Mastering AI Collaboration AI Guide Book: A comprehensive playbook designed to help leaders develop Conversational Intelligence for collaborating effectively with AI. Including frameworks, real-world prompt evolution examples, and step-by-step instructions for transforming basic AI prompts into strategic, emotionally intelligent dialogues. Guide Book SuperHuman AI Newsletter: Get the latest AI news, learn must-know AI tools, and keep up with tech news in just 3 minutes a day. Join 1 million+ readers growing their skillsets with this newsletter. SuperHuman AI Newsletter Corcast Episode: Your personal guide to Conversational Intelligence with AI

Navigating the Internal Landscape to Mastering Negotiation Within Your Organization Cortex Internal Negotiation Step One: Take the Cortex Internal Negotiations Assessment Assessment Step Two: Read through the Internal Negotiations Scorecard Scorecard Step Three: Read the Navigating the Internal Landscape: Mastering Negotiation Within Your Organization Article Article Step Four: Listen to the Mastering Internal Negotiation Corcast Episode

Welcome to Cortex Coaching Cortex coaching is deeply rooted in neuroscience and behavioral science, integrating tools and methods that help leaders understand why they react the way they do under stress, how habits are formed, and how to rewire behavior for sustainable change. This approach leads to real, measurable transformation, not just temporary motivation. Step One: Fill out the Cortex Coaching Intake Form Intake Form Step Two: Take the Cortex Team Strengths Assessment Assessment Step Three: Review the Cortex Team Strengths Scorecard Scorecard Step Four: Read A Leader's Guide Article Article Step Five: Listen to The Idea Advantage Corcast Episode

Fraud Fighter Training This comprehensive Fraud Fighter Training is designed to equip PenAir Credit Union employees with the tools to recognize, respond to, and prevent fraud. The training follows a structured approach integrating pre-training materials, live interactive sessions, and post-training reinforcement. Step One: Read the Fraud Fighter Handbook Fraud Fighter Handbook Step Two: Listen to the Fraud Fighter Podcast Episode

Session Three Empowering Conversations Conflict to Appreciation to Transformation Step 1: Read the Empowering Conversations Article : Article Step 2: Listen to the Empowering Conversations Corcast Episode: (Optional) Step 3: Read the Three Part Series Outline: Three Part Series

Measure your AI leadership. Measure your AI leadership. Measure your AI leadership. Measure your AI leadership. Expand your impact. Expand your impact. Expand your impact. Expand your impact. As part of your Leadership Roanoke Valley experience, you have complimentary access to the AI Leadership Snapshot - a quick, 5-minute reflection designed to help you lead AI change, utilize what you learn, and help us serve you better. Click HERE to Take Your Complimentary AI Leadership Snapshot Why Take the Snapshot? Leaders everywhere are being asked to do more with less. AI is rewriting how we plan, communicate, and lead. This quick snapshot helps you: Gauge your current use and ability to lead yourself and others with AI. Suggestions for going to the next level with AI in your role. Learn simple, safe ways to Co-Think with LLMs like Microsoft Copilot. Turn what you learn at the conference into real impact back at work. scorecard

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Intentional Communication with DISC Cortex DISC Training is an interactive workshop designed to equip leaders with a deeper understanding of their strengths, challenges, and communication styles. Using personalized DISC reports, this session will explore behavioral preferences—both yours and those of others—while providing actionable strategies to enhance leadership effectiveness and team dynamics. After taking the DISC and Driving Forces Assessment, please print your report and bring it with you to the session. What Is The DISC and Motivators Assessment, and Why Am I Taking It? Your DISC and Driving Forces Assessment: DISC Assessment Your DISC Guide: DISC Guide

Strengthening Your Competencies in Leading Others Your leadership impact will be greatly affected by the competencies you are able to build a foundation for and enhance as you adjust to changing working environments and market conditions. Deciding which ones you will need the most in the coming 1-3 years is a critical success factor in achieving the outcomes you want you, your team, and your organization to achieve. Review the following information to ensure an understanding of each competency, complete the spreadsheet provided, and then review it with whom you report to so that you can ensure alignment. This information will be used to create your Cortex Leadership Development Plan that you will utilize during your executive coaching journey. Step 1: Review the Leadership Competencies Selection and Instruction Guide Guide Step 2: Take the Leadership Competencies Assessment Assessment Bring your results to your upcoming coaching session Step 3: Read the accompanying Article : Article

New Study: 58% of leader’s and their teams actively avoid listening to new ideas May 6, 2020 Lynda McNutt Foster and Richard Hammer Issue: Teams back in the office. What if they don’t feel safe coming back in, someone says in the meeting. Ok, why don’t we ask employees what they think. No, we don’t have time for that. Sure we do. Yeah, right, like we have time to talk to every employee right now? No, we don’t have to time talk to every person. Maybe we could use our text system or google forms or something to take a for sort of pulse survey on what they’re thinking right now. What? No. That would take too much time. We’ve never done that. Let’s just stick to the plan we have. And there it is. BAM! Death of an idea in less than 30 seconds. Maybe it was a bad one. Maybe it wouldn’t have worked, and who knows if there was a better one that could quickly be built on from that one. No. Yes, but. There’s no time for that. You need to understand how things work around here. Sometimes the death of a new idea comes from people in the meeting simply ignoring the suggestion or other times by someone in authority just not responding to the email that it was sent in. These were the key types words and exchanges in small, micro-conversations we studied that occur when people try to share a thought or different perspective in meetings at work, and that occur between managers and their team members during a crisis like the one we’re in right now. These words and phrases seem to quickly shut down exactly what 94% of senior leaders say they want more of – fresh, new ideas to solve the biggest issues that their organizations are facing, especially during a crisis and transition of the type all organizations are going through right now. These are 4 main conclusions from the newest research just released by Cortex: A Leader’s Guide to Getting More, Fresh, High Quality Ideas from Their Teams Right Now A wake up call to any leader that needs to innovate to thrive , released in partnership with the Roanoke-Blacksburg Technology Council about how to get teams to work more collaboratively together to more effectively problem solve: Micro interactions and conversations are the key factors in creating a high trust working environment that leads to team members being willing to co-create and share their new ideas and for others to experiment with them. A high emphasis on organizational values, mission, or goals don’t create engagement or an agile work environment unless the senior leadership team, along with their managers on the frontlines, are held accountable to practicing them. The ability of senior leaders and their managers to remain curious by actively seeking different perspectives from all levels of the organization is a key factor in the volume and quality of idea generation that leads to profitable innovation. Specific types of team training, coaching, reinforcement, and individual support that is designed to build trust and accountability in adhering to the new behaviors, can make almost any team capable of generating more and higher quality ideas. Cortex has spent the greater part of the last 5 years tracking the impact of almost unnoticeable interactions between team members during meetings. We collected more than 100,000 pieces of data from assessments of leaders and their teams and mapping conversations in meetings they were having while also tracking the evolution of leader’s thought process in solving problems at work over long periods of time. The studies found that it doesn’t take long for new team members to learn that sharing fresh ideas and perspectives came with a label of being a waste of time, resources, and could result in being seen as not a good cultural fit. We found the results counter to what leaders say they want in Leadership and Innovation by McKinsey and Company which stated that: 70% of senior executives said that innovation was going to be the main driver in their companies, yet 65% of them were “somewhat”, “a little”, or “not at all” confident about the decisions they make in that area, According to the McKinsey & Company report Leadership and Innovation . The report went on to say: The structures and processes that many leaders reflexively use to encourage innovation are important, we find, but not sufficient. On the contrary, senior executives almost unanimously—94 percent—say that people and corporate culture are the most important drivers of innovation. From McKinsey’s report regarding what leaders need to do in order to create agile transformation for their organizations, they stated that leaders should learn to help teams work in new ways and to do that they needed learn how to build enterprise agility into the design and culture of the whole organization. It needed to start with the leader adopting new mindsets and behaviors. What Cortex found was that changing those behaviors had a significant impact on the ability for the leader and their teams to quickly adapt to marketplace and other significant fluctuations. One of the data points pointed to the root of what may be blocking established organizations from being able to shift to a culture comfortable with experimentation that is at the heart of agility. The number was 58. Idea avoidance. 58% of leaders and team members actively avoided the generating of ideas and those people with a strength in ideation were often avoided as well. This avoidance of the brainstorming of new ways and perspectives of looking at problems lead to a stagnation of forward progress necessary for maintaining a competitive advantage. Sometimes the people on teams in the study that did had new ideas were ostracized by their fellow team members. This avoidance to the generation of new ideas and of the ideators themselves isn’t recognized by some leaders. When this type of culture persists on a team or becomes the corporate culture, innovation becomes almost non-existent except at smaller tactical levels. In some cases, when an executive leader or even a manager with authority is strong in idea generation, there seems to become a learned helplessness type of response by team members. It appears that the team expects their leader to generate the ideas and they believe there job is to plan what they are told to execute. Assess Your Ideation Tolerance As a leader, ask yourself these questions to determine the ideation tolerance level in your organization: How many new ideas to solve your toughest challenges have each of your leaders considered from their team members in the last month, 3 months, 6 months? Do the consultants you use work directly with senior leaders and their teams to generate new ideas? If polled, what percentage of meetings would people in your organization think are a waste of their time? Measure your failure tolerance by finding out how many experiments do you actively support in a year and how many have failed? Do you budget for and provide the resources of time and support for experimentation? You can find useful information that can increase your team’s and organization’s ability to creatively problem solve and be more agile in the full report that you can download for free here. In the FULL report, A Leader’s Guide to Getting More, Fresh, High Quality Ideas from Their Teams Right Now you will be given the following tools you can put into use right now: An Idea Generation one sheet you can use to start generating ideas with your teams right now. An example of rules of inclusion that can be used by any team. Instructions for a Team On! Exercise that teams can use to creatively problem solve. An Idea Generation one sheet you can use to start generating ideas with your teams right now. You’ll discover solutions like: What leaders can do to get their teams in an idea generation state of mind What type of leadership behaviors build trust and which types jeopardize it What leaders can do immediately to create more effective meetings The types of pivots a leader can make in their behavior that have the biggest impact in the creative problem solving results from their teams And so much more! To receive a FREE DOWNLOAD of the entire report of findings for The Case for Ideation in a Work World That is Obsessed with Planning A wake up call to leaders that need to innovate to thrive in today’s marketplace Click the below: