Oftentimes leaders say they are eager for opinions about
their performance. In many cases, they honestly do want it.
Some say they are open to feedback, but their behavior says
otherwise. People in leadership roles can find it
challenging to go about getting honest feedback concerning
their job performance. Many executives hire coaches and
consultants like me to collect feedback anonymously from
people who otherwise would be uncomfortable offering
opinions. We, as neutral parties, can report what we learn
without fear of reprisal.
Jerry, the deputy director of a large non-profit
organization, told me that he is confident in his talent as
a leader and is committed to improving his skill. During
our first session, we decided to do a 360 assessment to
step up his growth. We used an on-line survey tool to
gather feedback from his boss, his peers, direct reporters,
and his customers. Jerry was excited about the process and
eager to hear what people had to say.
The feedback turned out not to be what Jerry expected; in
fact, he did not like the results. Jerry assessed his
leadership skills quite differently than the survey
responders did. While he saw himself as open to other
people’s ideas, the responders reported him to be
autocratic and controlling. What Jerry saw as honesty and
commitment to the growth of his staff and the organization
came across to the feedback providers as arrogance and a
tendency to be overly critical.
This assessment gave Jerry a significant growth
opportunity, but, like many people who dislike the
responses to their requests for comment, Jerry discounted
the survey results. He told himself that the responders
misunderstood the instrument, that they saw him
inaccurately and that the results did not reflect his true
leadership persona. He blocked his opportunity for growth
by rationalizing away the unexpectedly negative feedback.
Receiving feedback, especially negative feedback that
clashes with our self-perceptions, can be difficult.
Frequently I hear leaders say they want honest feedback
then see them react badly when they get it. Their negative
reactions shut down the communications channels, thereby
eliminating opportunities for future input. Some
organizational cultures demonstrate such aversion to
feedback regarding leaders that employees fear negative
repercussions to frank expression of opinion, even when
their responses are supposedly confidential. This type of
feedback-adverse culture inhibits leaders’ and
organizations’ progress and success.
Fortunately, Jerry spent some time thinking objectively
about the information our survey produced. He worked
through his initial response, moved beyond his bias and
carefully evaluated the feedback. He learned to acknowledge
it as constructive criticism even though he did not like
it, and to recognize the growth opportunity it presented.
As Jerry opened himself up to hearing what others had to
say about his job performance, he found ways to behave
differently. Most importantly, his newfound understanding
of his own reaction to the 360 process showed him how he
had reacted similarly when people presented ideas that did
not fit his way of doing things. Jerry realized that his
behavior had created an environment that not only
discouraged the honesty he claimed to want, but that in
fact punished people whose methods clashed with his own.
Honest feedback provides leaders with valuable
opportunities to grow. The more open we are to frank
comment, the more quickly we grow. Remember, though, that
not all feedback is necessarily valid. I tell clients it is
like cooked spaghetti thrown against a wall: some strands
stick and some do not. Take what constructive criticism is
valuable for you and leave the rest behind, but be careful
not to discard anything before you take time to consider
it. If you react strongly against a piece of feedback,
think carefully about that piece. It may have touched a
nerve.
• Are you eager to hear honest feedback?
• Do you communicate this desire to the people around you?
• Are you open to the constructive feedback you receive?
• Do you become defensive when you hear honest feedback? Be
honest with yourself.
• What changes will make it easier for you to hear
feedback?
• Does your organizational culture encourage and reward
honest feedback?
• Does your organizational culture make honesty difficult?
• What changes will make it easier for the people in your
organization provide honest feedback?
Feedback is a gift you receive from the provider. Negative
feedback rarely is easy to give, so even if you do not like
what you hear, be sure to appreciate the giver’s honesty
and to thank the person for being honest with you.
—————————————————-
Bill Pullen is President of Pullen & Associates, a
Washington, DC based consulting firm providing coaching and
consulting services to individuals making change as well as
corporations, the federal government and private
organizations. His work focuses on managing change,
developing current and emerging leaders and building
leadership capacity within organizations.
http://www.PullenAssociates.com
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