a people development feedback program · 2017-09-07 · the people development team we’d like to...
TRANSCRIPT
Manager-360
APEOPLEDEVELOPMENTFEEDBACKPROGRAM
Professionaldevelopmentforthestaffandfaculty
attheUniversityofDenver
www.du.edu/PeopleDevelopment 2
ThePeopleDevelopmentTeamWe’dliketointroduceyoutothePeopleDevelopmentteamintheHumanResourcesoffice.Teammembersinclude:
• KenPinnock,DirectorofPeopleDevelopment• GregGiesen,ManagerofPeopleDevelopment• ShannonSeales,LearningandDevelopmentConsultant• MiaElizardi,PerformanceandCareerDevelopmentConsultant• WhitneyFulton,HRAssistant
ProgramsandservicesofthePeopleDevelopmentteaminclude:
o NewEmployeeOnboardingProgram
o ProfessionalDevelopmentSpeakerSeries
o TheColorado14ersPeopleDevelopmentProgram
o TheLeadershipAcademy
o TheMentorProgram
o Fridays@NoonVideoSeries
o One-on-OneEmployee&ManagementCoaching
o One-on-OneEmployee&ManagementCareerCoaching/Services
o ConflictMediation/DisputeResolution
o TeamBuilding
o WorkforcePlanningConsultation
o ChangeManagementConsulting
o Manager360-AssessmentProcess&Coaching
o Team/ManagerDiagnosis
o CustomizedIn-ServiceClasses
o Professional&PersonalDevelopmentClassesandWorkshops
o AssessmentFacilitation(TheHoganPersonalityInventory,TrueColorsPersonalityStylesProfile,StrengthsFinder,DiSC)
o PerformanceManagementSystemAdministration
o Lynda.comAdministration
www.du.edu/PeopleDevelopment 3
TableofContents
ProgramOverview Page4Purposeof360-DegreeFeedback Page4AssessmentQuestionsinthe360 Page5WhyCoaching? Page5TheManager-360ProcessOverview Page6
1. YourFeedbackTeam Page6
2. PreparingYourself/TakeSelf-Assessment Page8
3. ReviewingYourResults Page10
4. MeetingIndividuallywithYourFeedbackTeam Page15
5. CreatingYourActionPlan Page18
6. Follow-Up Page20AdditionalFeedbackInformation&Exercises Page21FAQs Page29
www.du.edu/PeopleDevelopment 4
ProgramOverviewTheManager-360isbothanassessmentandaprocessinwhichamanagerreceivesconfidential,anonymousfeedbackfromthepeoplewhoworkaroundhim/her.Theraters(feedbackteam)typicallyincludesthemanager'ssupervisor,peers,directreports,externalraters,plusthemanager’sself-assessment.Thefeedbackisoftenusedasabenchmarkwithinthemanager’sdevelopmentplanthatidentifiesbothstrengthsandgrowthareas.
Theprocessitselfshouldalwaysbedonewithacoachinorderforthemanagertogetthemostoutoftheexperience.PurposeoftheManager-360ThepurposeforparticipatingintheManager-360includes:
•Anopportunitytoreceivefeedbackfromthepeopleyouimpactthemost.
•Anopportunitytoassesshowyouseeyourselfasamanagerincomparisontohowothersseeyou.
•Anopportunitytoassessandreassessyourstrengthsandgrowthareasasamanager.
•Anopportunitytoreceivebothwrittenandverbalfeedback.
•Anopportunitytoprovidebothwrittenandverbalfeedbacktofellowmanagers(whenyouareamemberoftheirfeedbackteam).
•Anopportunitytoreceiveone-on-onemanagementcoaching.
•Anopportunitytoactivelyparticipateinidentifyingadditionalgoalsandstrategiesforyourprofessionaldevelopmentneeds.
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•Anopportunitytocreateanddemonstrateadepartmentalculturewherefeedbackisencouragedandviewedpositively.
•Anopportunitytoincreaseyoulevelofself-awareness.
•Anopportunitytorolemodeltheimportanceoffeedback,self-improvement,andup/downcommunicationwithintheorganization.
•Anopportunitytobeapartofsomethingthatveryfewmanagersdaretotakeon.
AssessmentQuestionsinthe360WeusetheSkillscope360AssessmentfromtheCenterforCreativeLeadership(https://www.ccl.org/lead-it-yourself-solutions/skillscope/).Skillscopeisaresearch-based,multi-raterassessmentthatisdesignedtoprovideyouwithstraightforward,practicalfeedbackonjobrelatedskillsandbehaviorsnecessaryforeffectivenessinyourrole.Morespecifically,Skillscopeisavery“user-friendly”onlineassessmentfeaturing98questionsintheareasof:1)Solvesproblems,2)Communicatesinformation,3)Takesaction,4)Takesrisks,5)Managesconflict,6)Managesteams,7)Developsrelationships,8)Influencesothers,9)Opentoinfluence,10)Developspeople,11)Knowsthejob/business,12)Drivesforresults,13)Managestime,14)Copeswithpressure/demonstratesintegrity,and15)Managesanddevelopsself.Theratingoptionsforyourevaluationteamoneachquestionissimply“DevelopmentNeeded,”or“Strength.”Therearealsoacoupleopen-endedquestionsattheendforadditionalwrittenfeedback.Toseeasamplereport/results,contactGregGiesen([email protected]).
WhyCoaching?It’salwaysimportanttohaveguidance,support,andcoachingduringthe360processfromaneutralconsultant/coach—inthiscaseamemberofthePeopleDevelopmentteam.Acoachwillhelpwith:
• Advisingyouonhowtoassemblethemostbeneficialevaluationteam.• Goingoveryourresultsconstructivelywithoutover-personalizing
comments/scores.• Guidanceonhowtofollow-upaftertheassessmentwithyourevaluationteam
andanymembersoftheteamwhowerenotaskedtoevaluate.• Formulatinggoalsandanactionplanformovingahead.• Creatingaculturewherefeedbackisencouragedandviewedpositively.
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TheManager-360ProcessOverviewTheSixStepProcessConsistsof:
-Step1:Identifying/securingfeedbackteam
-Step2:Preparingyourself/completeassessment
-Step3:Reviewresultswithyourcoach
-Step4:Reviewresultswithothers/seekverbalfeedback
-Step5:Createanactionplan/sharewithothers
-Step6:Follow-UpStep1:YourFeedbackTeamHerearesometipsonselectingyourfeedbackteam
1. Theidealnumberofevaluatorswouldbe12.Youcangoashighas16butyoudon’twanttogolowerthan5.
2. Nomatterwhat,youneedyourimmediatesupervisortobeapartofyourfeedbackteam.
3. Youwanttohaveaminimumof2peersparticipatingonyourevaluationteamandmaygoashighas4.
4. Themajorityofyourevaluationteamshouldbecomprisedofyourdirectreports.Ifpossible,trytoincludeallofthem.Ifyouhavemorethan8directreports,consultwithyourcoachtodiscussoptions.YoumaynotbeabletohavethemallcompleteaManager-360assessment.
5. Youalsocountasanevaluatorandmustcompleteaself-assessment.6. Wealsorecommendaskingacouplecolleaguesoutsidethedepartmentto
roundoutyourevaluationteam.Thesewouldbepeoplethatyouworkwithregularly.
7. Beforesubmittingyourlistofevaluatorsandtheiremailstoyourcoach,youmustgetyourimmediatesupervisortoapproveyourfinallistofevaluators.Bepreparedthattheymaypreferyoureplaceoneortwoinitialmemberswithchoicesthattheyfeelwouldgiveyouabroaderrangeofevaluators.
Howtoasksomeonetobeyourevaluator1. Becauseyouwillbeaskingpeopletoinvesttimeandeffortinprovidingyouwith
feedback,youwanttobeasrespectfulaspossiblewhenaskingsothattheyfeelit’saprivilegetobeapartofyourfeedbackteam.That’swhywerecommendaskinginpersonorbyphone.Apersonaltouchwillgoalongway.
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2. Besureyouaskthemtobeonyourevaluationteaminsteadoftellingthemtobeonit.
3. Alsobesuretosharewithyourevaluatorswhyyouaretakingthe360andwhatyouhopetogain.Thisprovidesthecontextforwhyyouareaskingtheminthefirstplace.
4. Emphasizethatyouwantthemtobeashonestaspossiblewhenfillingouttheassessmentandassurethemthatallscoresandcommentswillbecompiledwithoutnamesforanonymitypurposes.
5. Lastly,makesuretheyknowthatyouwillbevisitingwitheachmemberofyourevaluationteamafterwardstogooverasummaryofyourresultsandgetsomeadditionalthoughts,comments,andfeedback.
Exampleemailtointroducethe360-processInanefforttosolicitfeedbackonmymanagementstrengthsandgrowthareas,Iamembarkingonaprojectthatrequiresyourassistance.Beginning_________,IwillbeaskingyoutocompleteaManager-360assessmentdesignedtoevaluatemyperformance.TheprimarypurposeofthisprocessistosolicitperformancefeedbackfromavarietyofemployeesIregularlyworkwithincludingdirectreports,peers,colleaguesfromotherdepartments,andofcoursemydirectsupervisor.Inordertodothis,Iwillaskeachofyoutocompleteashortonlineassessmentonmymanagementcapacities.Pleaseknowthatyourscoresandcommentswithbeanonymous.Withthatsaid,youropenandhonestfeedbackisimportanttome,sopleaserespondastruthfullyasyoucan.AlsoknowthatI’llbeworkingwithmanagementcoach,GregGieseninPeopleDevelopment,throughoutthisprocess.He’sbeadministratingthe360andhelpingmegothroughtheresultsandturnanygrowthareasintoconcretegoals(whichI’llsharewithyouaswell).ThankyouinadvanceforyourinvolvementintheManager-360process.I’mbothexcitedandalittlenervoustooaboutgoingthroughthisandamgratefultohaveyouaspartofmyevaluationteam.Thankyouagainforyourparticipation.
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Step2:PreparingYourself
GoingthroughtheManager-360processisoneofthebestthingsyoucoulddoasamanager.Afterall,byidentifyingstrengthsandgrowthareas,youwillnotonlyknowwhichmanagementareastofocusyoureffortsingoingforwardbutyou’llbetakingabigstepinrolemodelingacultureofopenandhonestfeedback.Belowaresomereflectivequestionstoanswerbeforebeginningthisprocess.It’simportanttobeclearonyourpurposeandintentbeforeaskingotherstoevaluateyou.Yourcoachwithreviewyourresponseswithyou.
1. Whatareyoulookingforwardtothemostaboutthisfeedbackprocess?
2. Whatareyounervousand/orapprehensiveabout?
3. Whatstrengthsofyoursdoyouanticipateyou’llgetthemostfeedbackonandwhy?
4. What“growthareas”doyouanticipatewillberevealedthroughthisprocess?
5. Isthereanythingyourcoachshouldknowaboutyou,yourhistory,oryourrelationshipwithothersforcontextualpurposes?
6. Whatotherquestionsdoyouhaveorwhatelsedoyouneedrightnowbeforemovingaheadwiththefeedbackprocess?
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AdditionalReflectiveQuestions
1. Probablythemostvaluable/beneficialfeedbackthatI’vereceivedbeforeatworkhasbeen...
2. Ingivingfeedback,what’sdifficultformeis...
3. Inreceivingfeedback,what’sdifficultformeis...
4. Thebestwaytogivemefeedbackwouldbe...
TakingtheManager-360Assessment
• Provideyourcoachwiththefinallistofyourfeedbackteamalongwiththeiremails.
• Oncewehaveyourlist,theQualtrics360programwillautomaticallysendalinktoyouandallmembersofyourfeedbackteamwhichwillgodirectlytotheassessment.
• Theassessmenttypicallytakesabout15-20minutestocomplete.• TheQualtrics360systemwillkeeptrackofwho’sfilledoutthe360andwillsend
reminderstothosewhohaveyettocompleteit.We’llkeepitopenfortendaystotwoweeksbeforeclosingit.
• Remembertotaketheself-assessmentyourself.
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Step3:ReviewingYourResultsTakeitAllInWhenyougetyourManager-360results(andbeforemeetingwithyourcoach),it’simportanttotakeyourtimelookingoveryourscoresandcommentswithoutjumpingtoconclusions,goodorbad.Thetendencyistolookforthenegativesandignorethepositives.Notgood.Yourfeedbackteamputasmuchtimeintoexpressingyourstrengthsastheydidintoidentifyinggrowthareas.It’scriticalyouseethebalance.Withthatsaid,herearesomeinitialareastoexplorewhengettingyourresultsforthefirsttime:
1. You’llwanttoexploreyourresultsatleastthreeorfourtimes.Onthefirstpass,justsimplylookitoverwithoutanyin-depthanalysis.Don’twriteanythingdownorfocustoomuchononearea.Avoidgoingrighttothecommentsection.Justtakeitallin.
2. Onyoursecondpassthroughyourresults,startmakingnotesandlookingmoreintodetails,patterns,andsurprises.Specifically:
a. Whatgeneralcategorieswereyourscoresfairlyhighandwhichone(s),ifany,weremoderatetolow?
b. Arethereany“BlindSpots?”Thesearethestatementswhereyoueitherscoreyourselfhigherorlowerthanthemajorityofrespondersonaparticularstatement.IfyouendupwithanumberofBlindSpotsthroughouttheassessment,youmaynotbeawareofhowothersareperceivingyou.
c. Wheredoesyourself-scorefallintothemixineachstatement/category?Higherthanmost?Lowerthanmost?Aboutthesame?Perhapsitdependsonthestatement.
d. Lookforpatternsinthescoringfromthedifferentgroups(directreports/peers/manager/other)toseehowyoufarewithineachgrouping.Areyouconsistentacrosstheboardoraretheresomeinconsistencies?Howdoyourself-scorescomparetotheirscoresoneachstatement?
e. Particularlylooktoseehowyourself-scorescomparedtoyourdirectreportsandtoyourmanager.What’sconsistent?What’snot?
f. Whenyougettothecommentsection,takeyourtimeandslowlyreadeachcomment.Makesnotesoneachpointmade,goodorbad.
g. Ifyougetcaughtupintoanalyzingwhomighthavesaidwhat,you’velosttouchwiththepurposeofthisassessment.Letitgo.Suchanalysisisneveraccurateandthreatenstheanonymityofyourfeedbackteam.
3. Completetheworksheetonthenextpagebeforemeetingwithyourcoach.
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ProcessingYourResultsIdentifyparticularstatementsorgeneralareasthatyoufeelwouldfallintotheareasbelow.Noteverystatementorcommentneedstofallintoaoneoftheareasbelow,justtheonesthatstandouttoyou.
1. Positivefeedbackandnotsurprising:
2. Positivefeedbackandsurprising:
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3. Negativefeedbackandnotsurprising:
4. Negativefeedbackandsurprising:
5. Listthequestions(orareas)whereyouandyourdirectreportswerenotallinagreement:
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6. Listthequestions(orareas)whereyouandyourdirectreportswereinagreement:
7. Listthequestions(orareas)whereyouandyourmanagerwerenotallinagreement:
8. Listthequestions(orareas)whereyouandyourmanagerwereinagreement:
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9. Resultscansometimesbeconfusingorsendmixedmessages.Whatstatementsorcommentswouldyouparticularlyliketogetmoreinformation/clarificationon:
10. Otherthoughts/notes:
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Step4:MeetingIndividuallywithYourFeedbackTeamHavingafeedbackteamfortheManager-360processdoesn’tendaftertheresultsarein.Infact,ifdonecorrectly,theirroleasyourfeedbackteamisjustbeginning.That’sbecauseinordertocreateacultureofopenandhonestfeedback,thegivingandreceivingoffeedbackhastobeongoing.Belowarethestepsinvolvedinutilizingyourfeedbackteambeyondtheassessment.Yourcoachwillalsoguideyouthroughthisall-importantprocess.Inmanyrespects,it’sevenmoreimportantthantheactualassessmentitself.
1. Regardlessofthescoresandcommentsyoureceivedonyourassessment,itisimperativethatyouthankeveryoneonyourfeedbackteamforcompletingtheevaluation(evenifoneortwodidn’tcompleteit…thankthewholeteam).Letthemknowthatyou’llbefollowingupwitheachofthemshortlytocontinuethefeedbackconversationinperson.Thekeytorememberhereisthatyourfeedbackteammadeatimeandeffortinvestmentinyouandnowit’syourturntoinvestbackinthem.
2. Inpreparationforyourone-on-onefollow-upmeetings:a. Bereadytosummarizeandshareyourresultsforeachone-on-one.To
summarizemeanssharingthegeneralareas(strengthsandgrowthareas)withoutgettingintodetail.Yourcoachwillhelpyouwiththispart.
b. Askforadditionalfeedbackontheareaswhereyoustillneedmoreclarification.Remember,youwanttogetyourfeedbackteamcomfortablewiththeface-to-facefeedbackpartaswell.
c. Thankthemagainandinvitethemtocontinuebringingyoufeedback,asyou’lldowiththem.
d. Gothroughthesamestepswithyourmanagerbutalsospendsometimediscussinganyareaswherethetwoofyouwerenotinagreementonaparticularstatementorareafromtheassessment.Pleaseknowthatthisisnotthetimetogetdefensivebutinsteadatimetotakeinwhathe/shefeelsisimportantforyoutoknow.
Belowaresometipsonwhattosaytobeginyourone-on-onemeetingsandaworksheetforwritingdownadditionaland/orclarifyingfeedback:WhattoSayinYourFollow-UpSessions
1. Stateintentionofmeeting
“Iwantedtosharemyresultswithyou.Isthisagoodtime?”2. Thankparticipant(again)forparticipating
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“Thankyousomuchfortakingthetimetofilloutthe360-assessment.”3. Shareresults(overallstrengthsandgrowthareas)
“ThesearetheareaswherepeopleseemedtothinkIwasdoingprettywell.ThesearetheareaswhereIneedtoimproveupon.”4. Askclarifyingquestions
“IknowIneedbemore_____________(i.e.,receptivetohearingnewideas).TellmehowIcanshowthatmore?”5. Askforadditionalfeedback
“WhatotherthingsdoyouthinkIcouldimproveupon?”6. Summarize
“Soinsummarybasedonourconversation,youfeelthat…….”7. Empowerthemtogiveyouongoingfeedbackinthefuture
“ItisrealimportanttomethatwheneveryoufeelthatI’mnotbeingveryeffectivewithyouasyour_________(i.e.,supervisor,peer,directreport,etc.),thatyoutellme.Areyouwillingtodothat?”*Caution:Theworstthingyoucoulddotosabotagethiswholeprocesswouldbetogothroughthemotionsofthefeedbackcomponentandthendonothingaboutit.VerbalFeedbackNotesOnStrengths:
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OnAreasforImprovement:AreastoFollow-UpOn:Other:
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Step5:NowtheWorkBegins:TheActionPlanIdentifythechangesthatyouwouldliketomakeasaresultofreviewingandanalyzingboththe360feedbackandyourone-on-onefollow-upfeedback.Yourcoachwillhelpyouthroughthisall-importantpart.Pleasebeasdescriptiveanddetailedaspossible.1. ThechangesIwouldliketomakeare:2. ThefirstthreestepsIneedtotakeare(settargetdateforcompletingeachof
theactions,ifapplicable):3. Icanexpectsupportfrom(listthepeoplewithinyourworkgroup/organization
thatwillsupportthischange):
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4. Mygreatestobstaclestochangingare:5. Theanticipatedbenefitstochangingare:6. Iwillconsidermyselfsuccessfulwhen:Wait,you’renotdone.Shareyouractionplanwithyourmanagerandgethis/hersupport.Onceyouhavethat,shareyouractionplanwiththerestofyourfeedbackteam.Whyisthisimportant?Becauseitcompletestheprocess.It’sonethingtotakeinfeedbackandanotherthingtotakeinfeedbackandthendosomethingwithit.Italsokeepsyourfeedbackteaminvolvedastheynowknowhowtosupportyouandholdyouaccountabletoyouractionitems.
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Step6:Follow-UpNextSteps
1. Pulloutyouractionplaneverycoupleofmonthstoreviewyourprogress.
2. Meetwithyourmanagerspecificallytoreviewyouractionplan.
3. Check-inwithallmembersofyourfeedbackteamfromtimetotimeandaskforfeedback.
4. Considerone-on-onecoaching.
5. ConsidertakingtheManager-360assessmentagaininayear.
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AdditionalFeedbackInformation&Exercises
TruthinFeedbackByChrisClarke-Epstein
(Training&Development,November,2001)
Positiveornegative,givenorreceived,feedbackcanbetricky.Weshattersomepopularmisconceptionstoguideyou.
Feedbackisn’talwayseasytogiveorreceive.Butit’svital,andtimingiscrucial.Hereare12popularfeedbackmisconceptionscorrected.Misconception1:Wedon’tneedtoworryaboutfeedback,weconductperformanceappraisals.Truth:Annualperformanceappraisalsaren’tenough.Ifyou’vebeenworkingunsatisfactorilyfor12months,you’reawfullygoodatdoingsomethingincorrectly.Andifyou’vebeendoingsomethingwellfor12monthsandnoonehasmentionedit,yourperformanceappraisalmightfeelliketoolittle,toolate.Performanceappraisalsshouldbesummariesofeverythingemployeesandsupervisorshavebeendiscussingallyear.Ifyou’reasupervisor,findwaystoprovidefeedbackeachweekforeachpersonwhoreportstoyou—52miniperformancereviewsayear.
Misconception2:It’snotmyjobtogivefeedback.Truth:Atanycompanythatvaluescontinuousimprovement,feedbackiseverybody’sjob.Ifyourworkplaceisn’tfeedbackfriendly,startatrend.First,praise.Reinforcepositiveactionsandbehaviors.Don’tforgetyourboss:Positivefeedbackpasseduptheorganizationcanhaveamazingresults.Participateinsuggestionprogramshonestlyandenthusiastically.Andrequestfeedbackonyourownperformance.Misconception3:Ifyouarenotasked,keepyourmouthshut.Truth:Whenyoudon’tdelivercriticalfeedback,youdeclareyourindifference.Sayingnothingmeansyoudon’tcare.Butifyourfeedbackconcernshowyourcompanyworks,howcustomersaretreated,orwhatthecompanyisdoingrightorwrong,you
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shouldspeakup.Thinkthroughyourmessagecarefully,andmakesureyoudeliveritwithspecificexamplesandsuggestions.Whenyouobservesomeonewhoneedsfeedbackandyou’rereluctanttogiveit,askyourselfthesequestions: ●IfIwerethepersoninthissituation,wouldIwanttobetold? ●Withfeedback,canthepersonchangewhat’shappening?
●Wouldthefeedbackembarrassmetosayitorembarrasstheotherpersontohearit?Ifyourfeedbackisembarrassingbutnecessary,spendtimecarefullycraftingyourmessage.
Misconception4:Nonewsisgoodnews.Truth:Nonewsisnonews.Pretendingthatnonewsisgoodnewspreventsyoufromidentifyingandcapitalizingonyourstrengthsandimprovingyourshortcomings.Forthenextweek,askeachcustomerasimplequestionattheendofyourconversation:“Fromyourperspective,what’sonethingweorIcoulddotoimproveourservice,product,orprocess?”Takenoteoftheanswers.Misconception5:Toomuchpraisespoilspeople.Truth:Praisethat’sgroundedinrealitynurturespeople.Althoughweunderstandourownneedforpositivereinforcement,mostofusdon’tgooutofourwaytoprovideittoothers.Why?Becausenoone’severtaughtushowtogivepositivefeedbackthatringstrue.There’sasimpleformulaforeffectivepositivefeedback:makeisspecific.“I’mgladtohaveyouonmyteam”becomes“Yourfreshapproachtotheshippingproblemreallyhelpedusmeetthedeadline.”Hearthedifference?Misconception6:Successfulpeopledon’tneedfeedback.Truth:Successfulpeopleandorganizationsknowthatfeedbackcanturnfailuresintosuccesses.Whatifyouremployernevertoldyouwhat’sexpectedofyou?Whatifyouwentthroughschoolnevergettingareportcardortakinganexam?Howwouldyoulearntofunctionatyourbest?Ignoranceisn’tbliss.Ithurtslesstohearanunpleasanttruththantodiscoverlateryoucould’vecorrectedthesituation
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Misconception7:Receivingorgivingnegativefeedbackwon’tbotherme.Truth:Receivingorgivingnegativefeedbackisuncomfortableforeveryone.Hearingcriticalfeedbackisdifficultemotionally.Soisdishingitout.There’sapredictablepatterntoourreactions,however,andknowingthestagespeoplegothroughwhentheyreceivenegativefeedbackmaybetterprepareyoutodealwithsuchreactionswhetherthey’reyoursoryourstaffmembers’.Keepinmindthefollowingacronym,SARA:
• Surpriseorshock.Youmayhavenoideahowtorespondatfirst.Atthistime,donothing.
• Anger.Thisstagealsobegsforinaction.Recognizeyouranger,donothing,andknowyou’llmovepastit.
• Rationalization.Herecomesallofyourexcusesanddefenses.Beforeyousharethemwithanyoneelse,listentoyourselfandworktoseparatethepurelydefensivefromthelegitimate.
• Acceptance.Inthisfinalstage,askquestionsaboutanythingthat’sunclear.Receivingnegativefeedbackdoesn’tmeanyouhavetoacceptallofit,butyoudoneedtothinkitthrough.Thentakewhat’shelpfulandputittouse.There’snopredictabletimetableformovingthroughthosestages.Differenttypesoffeedbackwillcauseyoutomovethroughthematdifferentspeeds.Beconcernedonlyifyouseemstuckinonestageandunabletomoveon.
Misconception8:Igivefeedback.ItoldSusanaboutmyproblemwithBill.Truth:It’sonlyfeedbackifyou’regivingittothepersoninvolved.JohnhasaproblemwithBill.JohntellsSusanaboutit.That’snotfeedback;that’satriangulatedconversation.UnlessSusantellsBillasecond-handversionofthecomplaint,BillwillstillbeinthedarkaboutJohn’sproblem.Thesamethinghappenswithpraise.Asupervisoroftentellseveryoneelsehowgreathisorherteamis:“MypeopleknowI’mproudofthem.”Dothey?Havetheyeverhearditfirsthand?Praise,likeconstructivecriticism,needstobedeliveredtothepersonwhodeservesit.Misconception9:Leadersreceivequalityfeedback.Truth:Thehigheruppeopleareinanorganization,thelesslikelytheyaretoreceivequalityfeedback.Manypeoplefearreprisalsfortellingtheirleadersthetruth.Insomecompanies,suchfearsarejustified.Ifyou’realeader,improvethequalityofthefeedbackyoureceivebyspendingmoretimeintheplacesyou’relikelytogetit,withthe
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peoplewhohavetheinformationyouneed.It’lltaketimetobuildthetrustnecessaryforpeopletoopenup.Don’tgiveup.Yourtimeinvestmentwillpayoff.Misconception10:Leadersactivelyseekfeedback.Truth:Leaders—liketherestofus—rarelyseekfeedback.Leadersoftenaskverballyforcandidfeedbackwhiletheirbodylanguageorothernonverbalcuesshout,“Don’ttellmeanythingnegative!”ifyoureallywanthonestfeedback,makesurethatyournonverbalmessagesmatchyourwords.Thequalityandquantityofyourfeedbackwillimprove.Misconception11:I’llwaituntillatertodeliverthefeedback.Truth:Exceptinhighlyemotionalsituations,feedbackisbetterdeliveredsoonerratherthanlater.There’salwaysanemotionalreactiontonegativeorpositivefeedback.Nomagicwordsmakenegativefeedbackpainless.Thelongeryouwaittodeliverthefeedback,thelesslikelyyou’llgiveit,andthelesseffectiveitwillbe.Ifyouhavesomethingtosay,sayitnow.Misconception12:Mybosswon’tgivemeanyfeedback.Truth:Ifyouneedfeedback,seekit.Ifyourbossisn’tafeedbackpro,regularlyaskforitandbepatientasheorshelearnshowtomakeitspecificandtimely.Stopinyourclosemouthedsupervisor’sofficeonceaweekandmakeoneofthefollowingrequests:“GivemeonethingthatIneedtoworkon”or“What’sonethingIdothatyou’dlikemetodomoreof?”Listencarefully,andletyourbossknowhowyouactedonhisorhersuggestion.You’venowlearnedthevalueoffeedbackandsomegoodwaystogiveandreceiveit.Butyou’vehadmanyyearstopracticeduckingtheprocess.You’regoingtoneedsometimetochangeyourbehavior.PracticethepointersI’vegivenyou,andmeasureyourprogress.Therewardswillamazeyou.
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DoYouCommunicateWell?Areyoueffectiveatinterpersonalcommunication?Tofindout,askyourselfthesequestions:
1. DoIusuallytrytoseetheotherperson’spointofviewevenifIdisagreewithit?
2. DoIeveraskothersforfeedbackonmycommunicationstyle?
3. DoIknowwhatmyimageisamongmyco-workers—oramIassumingIknowwhatitis?
4. DoIresentthegoodideasofothers?AmIenviousofothers’successes?
5. DoIoftenstartcommunicatingwithachiponmyshoulder?AmIlookingforconfrontation,especiallyfrompeopleonmystaffandthosewhoprovideserviceforme?
6. AmIinsensitivetocriticism?DoIblockitfromcominginbysendingsignalsthatitisunwelcome?DoIdefendagainstitassoonasitarrives?
7. HaveIlookedatallthewaysIcommunicate—orally,inwriting,throughdress,
throughofficearrangement,throughbodyexpression?HaveIeveraskedanotherpersontohelpmelookattheseways?
*Source:CommunicationsBriefings,March1994
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TheActofReceivingFeedback
1. Listenintently
2. Avoidinterrupting
3. Paraphrasewhatyouheard
4. Askformoreinformation,examples
5. Askforpreferredbehavior
6. Suggestalternativesifneedbe
7. Committodoingsomething
8. Say“thankyou”
9. Devisewaystoensurechangeispermanent
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IndividualFeedbackHereisafeedbackexercisethatyoucandoindividuallyoraspartofagroupexercise.To:__________________________From:____________________________
1. Frommyexperienceinworkingwithyou,Iseeyourstrengthstobe…
2. Regardingareasofimprovement,whatI’dliketoseeyoudomoreofis…
3. Anareawherewebothmightbeabletoimproveuponinworkingtogetherwouldbe…
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TeamFeedbackHereisagroupexercisethathelpsself-assessthegroupitselfandtheleader.Inthisexercise,everyoneistoanswerthequestionsoutloudinthepresenceofthewholeteam.
1. Whenourteamisclickingonallcylindersandworkingwelltogether,what’shappening?
2. Whenourteamisnotclickingonallcylindersandisnotworkingaswelltogether,what’shappening?
3. Wherearewenow?
4. Whatneedstobedonetostartclickingonallcylindersagain?
5. Whatdoweneedmoreoforlessoffrom(ourmanager)tomakethishappen?
6. Whatdoes(ourmanager)needmoreoforlessoffromtheteamtomakethishappen?
7. What’saninitialstepthatyoucancommittorightnowinordertomoveforward?
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FAQsQ: Arealltheresponsesreallyanonymous?A: Yes,nonameswillbeaffiliatedwithanyofthescoresorcomments.
Withthatsaid,thecommentsinthecommentsectionwillbepresentedexactly aswritten.Isitpossibleyoucouldrecognizethewritingstyleofadirectreportor coworker?It’spossible,butyou’llneverknowforsureandyourcoachwill emphasizetoyouthatyourfocusshouldalwaysbeonthefeedbackandwhatit meansandnottryingtodeducewhomadeaparticularcommentorwhoscored youacertainway.Tryingtoguesswhowrotewhatwillnothelpcreateaculture ofopenandhonestfeedback.Q: Whatifmyteamistoolargetoincludeeveryone?HowtoIkeepthosenot askedtoparticipateinvolved?A: Greatquestion.First,makesurethosenotselectedalsounderstandyour purposeandintentfortakingtheManager-360.Letthemknowthatalthough thegroupwastoolargetoincludeeveryone,youwillinvolvetheminthe feedbacksummarydiscussionsandbeaskingthemforadditionalfeedbackas well.Yourcoachwillhelpyounavigatethispiece.Q: WhatifIget“slammed”bymydirectreports?A: Thegoodnewsisthatwe’llknowwhereyourfocusneedstobegoingforward.It alsomayindicatea“disconnection”betweenyouandyourdirectreports.We’ll wanttorepairthatASAP,shouldthatbethecase.We’llalsowanttopayclose attentiontohowyourself-scorecomparestoyourdirectreportsandwhereyour manager’sscoresfallintoallofthis.Thesecomparisonswillgiveusabetter pictureofwhat’sgoingonandwhereourcoachingshouldbefocusedaswell.Q: Whatifmymanager’sscoresaretheonlynegativeonesintheassessment?A: Thisiswherethecoachingcomesinandiswhycoachingisamandatorypartof theManager-360process.Yourcoachisgoingtowanttolookatallyourscoring comparisonsbeforecomingtoanyconclusions.However,ifyourmanager’s scoresaretheonlylowscoresontheassessment,thencertainlyyourworking relationshipwithyourmanagerwillbeexploredinthecoachingsession(s).Q: WhataspectsofmyresultsshouldIpaymostattentionto?A: Theworksheetforprocessingyourresults(page12)andtheadditionalfeedback youreceivefromtheone-on-one’s(page17)willrevealwhat’smostimportant
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topayattentionto.Yourcoachwillhelpinidentifyingkeyareasaswell.Your finalactionplanshouldalsoreflectthosecriticalareas.Q: Thelowestscoresonthewholeassessmentaremine.That’sgood,right?A: Notnecessarily.Wereyoujusttougheronyourselfordoyoubelieveyou’renot aseffectiveaseveryoneelsebelieves?Aswithallofthesequestions,yourcoach willhelpyouunderstandwhatcomparisonstopayattentiontomost.Q: Iknowacoupleofmydirectreportsdidn’tcompletethe360.HowdoIaddress thatwiththem?A: Actuallyallyou’llknowfromusisthat10outof12feedbackteammembers completedtheassessment,forexample.Ouradviceinthecoachingsessionwill beforyoutogothroughwiththeone-on-one’sasifeveryonecompletedthe assessment.Ifaparticularindividualwantstoofferupthattheydidnot
completethe assessment,that’suptothem.It’sstillimportantforyoutokeepthemintheprocessasplannedandgettheirfeedback,evenifit’sjustthroughtheone-on-one’s.
Q: WhoshouldItalkwithformoreinformation?A: StartwithGregGieseninPeopleDevelopment.Ken,ShannonandMiaare availableaswell.