a people development feedback program · 2017-09-07 · the people development team we’d like to...

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


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


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.


•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.


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.


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.


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?


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.


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.


ProcessingYourResultsIdentifyparticularstatementsorgeneralareasthatyoufeelwouldfallintotheareasbelow.Noteverystatementorcommentneedstofallintoaoneoftheareasbelow,justtheonesthatstandouttoyou.

1. Positivefeedbackandnotsurprising:

2. Positivefeedbackandsurprising:


3. Negativefeedbackandnotsurprising:

4. Negativefeedbackandsurprising:

5. Listthequestions(orareas)whereyouandyourdirectreportswerenotallinagreement:


6. Listthequestions(orareas)whereyouandyourdirectreportswereinagreement:

7. Listthequestions(orareas)whereyouandyourmanagerwerenotallinagreement:

8. Listthequestions(orareas)whereyouandyourmanagerwereinagreement:


9. Resultscansometimesbeconfusingorsendmixedmessages.Whatstatementsorcommentswouldyouparticularlyliketogetmoreinformation/clarificationon:

10. Otherthoughts/notes:


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


“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:


OnAreasforImprovement:AreastoFollow-UpOn:Other:


Step5:NowtheWorkBegins:TheActionPlanIdentifythechangesthatyouwouldliketomakeasaresultofreviewingandanalyzingboththe360feedbackandyourone-on-onefollow-upfeedback.Yourcoachwillhelpyouthroughthisall-importantpart.Pleasebeasdescriptiveanddetailedaspossible.1. ThechangesIwouldliketomakeare:2. ThefirstthreestepsIneedtotakeare(settargetdateforcompletingeachof

theactions,ifapplicable):3. Icanexpectsupportfrom(listthepeoplewithinyourworkgroup/organization

thatwillsupportthischange):


4. Mygreatestobstaclestochangingare:5. Theanticipatedbenefitstochangingare:6. Iwillconsidermyselfsuccessfulwhen:Wait,you’renotdone.Shareyouractionplanwithyourmanagerandgethis/hersupport.Onceyouhavethat,shareyouractionplanwiththerestofyourfeedbackteam.Whyisthisimportant?Becauseitcompletestheprocess.It’sonethingtotakeinfeedbackandanotherthingtotakeinfeedbackandthendosomethingwithit.Italsokeepsyourfeedbackteaminvolvedastheynowknowhowtosupportyouandholdyouaccountabletoyouractionitems.


Step6:Follow-UpNextSteps

1. Pulloutyouractionplaneverycoupleofmonthstoreviewyourprogress.

2. Meetwithyourmanagerspecificallytoreviewyouractionplan.

3. Check-inwithallmembersofyourfeedbackteamfromtimetotimeandaskforfeedback.

4. Considerone-on-onecoaching.

5. ConsidertakingtheManager-360assessmentagaininayear.


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


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


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


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.


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


TheActofReceivingFeedback

1. Listenintently

2. Avoidinterrupting

3. Paraphrasewhatyouheard

4. Askformoreinformation,examples

5. Askforpreferredbehavior

6. Suggestalternativesifneedbe

7. Committodoingsomething

8. Say“thankyou”

9. Devisewaystoensurechangeispermanent


IndividualFeedbackHereisafeedbackexercisethatyoucandoindividuallyoraspartofagroupexercise.To:__________________________From:____________________________

1. Frommyexperienceinworkingwithyou,Iseeyourstrengthstobe…

2. Regardingareasofimprovement,whatI’dliketoseeyoudomoreofis…

3. Anareawherewebothmightbeabletoimproveuponinworkingtogetherwouldbe…


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?


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


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.

a people development feedback program · 2017-09-07 · the people development team we’d like to...

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