For many executives, January is the time of year to refocus your organization on the goals ahead for a successful year. A fantastic strategy to set the foundation for a high performance organization is to look at the past year and evaluate what worked, what didn’t go so well and how things could be changed to do better. 360 degree feedback is a powerful tool to assist with that analysis, and as an Executive Coach, I support leaders with this process very frequently.
When used properly, gathering feedback about how others percieve you, can be a game changing experience. Several clients I am working with right now have me worried however. It seems likely that although they were willing participants or initiators of the feedback gathering, they are treating the data that has come back with a teflon shield and letting the learning value roll right off their backs like water on a duck.
One leader is on the cusp of being fired and this feedback process is being offered to him to help him turn things around. When reviewing stakeholder feedback with him, I didn’t get one impression he is willing to accept others perceptions as possible realities. He had an explanation for everything vs. taking ownership that his actions cause some negative reactions – especially with his boss! Avoiding the reality of how others experience him is likely going to turn him OUT of his company vs. turn his career IN his company around.
Another executive I am working with has just been promoted to heading up a mid-sized company. Strong feedback has been shared with him about some of his leadership characteristics that either annoy others or cause people to tune him out. His credibility is on the line which could affect followership and executive sponsorship. My bet is he will work hard to manage this perception, but it won’t be as easy as he thinks to change his style.
Both leaders are praised for their technical acumen. Yet both leaders are not considered as successful as they could be and others want them to be because of leadership behaviors that not aligned with company expectations. Quality feedback is on their doorstep. It’s up to them what they choose to do with it. I’ll update you in the days ahead how things go for each of them.
For suggestions on how to give and receive feedback, here’s a great article written by the Management Research Group, a global assessment company I use in my coaching practice. It’s titled: Accepting Feedback, Altering Behavior: The Achilles Heel of Human Development