360 Feedback Blog

In this great article, the writer explains the physiology behind how we listen and how we interpret what we hear.  It’s certainly hard to stand back and listen objectively, and we can be very selective with what we hear, and what we do about it.

People can made immediate assumptions about what they think you’re telling them, and respond less than positively.

Good listening skills are a critical skill set that successful leaders, managers and influencers all demonstrate frequently or almost  all the time.They’re also one of the key skills that, with a bit of work, can complement and enhance someone who’s already got a broad range of good management or leadership skills.  A good way to become a better listener is to ask your colleagues to tell you each time they catch you not listening for what they’re trying to tell you, or ignoring their messages.  Becoming aware of this habit through feedback can help you to change and improve those critical skills.

Following on from my last blog, Lloyds Bank have announced that the CEO, António Horta-Osório, has taken leave of absence due to overwork.  Consequently Lloyds shares have fallen by 10% in value.

You can vote here on whether you support him or not: Do you feel sympathetic towards António Horta-Osório?

When I voted an hour ago, the vote was split almost equally between sympathy and ‘he gets paid enough to take it’.

Whether you do feel sympathy for him or not, it’s a good illustration how overwork and stress can take their toll on people at any level in an organisation.  Arguably the higher you are, the more stressful your job will be.  Other circumstances can of course also have an influence on how bad the effect of a stressful job will be.  Things like health problems and domestic and family issues can all create the situation where a challenging and healthy job can turn into a stressful and unmanageable nightmare.

Companies in every sector need to address the issue as a matter of urgency.  The starting point is knowing what the general stress points in the organisation are likely to be (they can be different in different organisations), what the overall levels of (negative) stress are, and then being able to identify stress at an individual level and offer help and support before it becomes a problem.

For more information on measuring stress levels in your organisation, contact us on +44 20 7206 7279.

Go to Climate Check to find out how we can help you measure stress and other critical factors in your organisation.

 Setting goals and monitoring employees performance is a necessary part of making sure people are judged fairly on their work and that they have clear instructions on what is required of them. However, when we get too entrenched in numbers and figures we can begin to breed a workplace of disgruntled automatons who feel they are either incapable or not trusted enough to use their common sense and best judgement to make decisions. A case in point is described in the Harvard Business Review  where two US soldiers returning from Afghanistan were refused boarding on their flight because they had too many bags, and the airline employees were unable to take the decision to waive the fees and allow them to board. Cases like this are not only detrimental to the reputation of the company, but are also incredibly degrading for the staff who know what the right course of action would be but feel unable to take it for fear of reprisal.  

Whilst it is important to allow employees the structure of metrics to keep them clear on the achievements they need to make, it is also important to be clear on how they go about reaching those goals. As well as targets and performance indicators, employees should be given clear guidance on the behaviours, values and principles they need to adopt along the way, what is acceptable and what is not.  With that in place, employees can be given a degree of autonomy to make their own choices which will keep them happy and engaged and avoid the descent into robotic response.

For more inforamation on performance management and metrics, go to our 360 Degree Feedback, and download our free guides, Performance Management in Talent Centric Organisations, the Pros and Cons of 360 in performance appraisal, and more.

This article in Personnel Today reports the results of a recent survey showing how poor management skills can affect employee morale and have a direct effect on peformance.

It’s critical to have a system in place to understand the skills gaps in your manager group.  Using 360 Degree Feedback and evaluation, and a robust system for collating individual and group data, you can measure how effective managers are in:

• Helping people to make decisions
• Dealing reasonably with people when they make a mistake, and helping them to learn from a mistake
• Offering training and support to people to help them do a better job

I’ve been following the current Apprentice series on BBC TV, and last night’s episode was a corker - here’s the Guardian blog, which gives you the sequence of events plus some witty commentary.  Of particular interest to me was how Jim, who escaped being fired, suddenly plummeted in popularity with the candidates and Lord Sugar. I was intrigued as to how someone who had been universally popular with the team and with Lord Sugar, could fall so quickly from grace.  It has clearly been a case of Halo Effect.

The Halo Effect happens when someone does one or more high-visibility, successful actions or tasks.  They may be very specific, in Jim’s case, it was a very effective negotiation a number of weeks back. This one action or task creates an impression of high performance in all areas, which is also reinforced by group concensus, hence a ‘Halo’.   

In Jim’s case, because of the negotiation, he gained a reputation as a ’strong candidate’, and one of the fired candidates, Vincent, had been only too happy to seek Jim’s opinion and advice throughout.   In the end, Jim proved to be vindictive, unwilling to take responsibility and ineffective in the task, and both the remaining candidates and Lord S were visibly shocked at this ‘change’ in their perception of Jim.

The Halo Effect can be a serious problem for you if you have to assess or grade someone’s performance, or if you are asked give 360 Degree Feedback, or particularly if you are assessing ‘potential’ for talent and leadership pools. 

It’s difficult to avoid the Halo Effect - after all, our brains are designed to create short cuts to speed up decision making - and its sister, the Horns Effect.  But just being aware of the biases in our thinking, and also how easy it is to be swayed by ‘group think’, helps in balancing our understanding of someone’s strengths and weaknesses.

This article describes the effect of bad appraiser skills combined with poor 360 Degree Feedback design.

One of the key messages for using 360 correctly is that statements such as
“You’re not liked in this organisation”are not useful or practical kinds  of feedback! 

Also, although the article talks about 360 Feedback, it appears that the pain described is coming from the appraising manager’s lack of skills in giving feedback,
not the 360 feedback itself, which should be a reflection of key consistent messages
coming from all the raters, not the opinion of just one person.

In this article the writer talks about recent research into team working, and suggests that teams need to be more emotionally intelligent if they want to improve their performance.

Whilst I agree with this, I would also add that helping the team to understand its own strengths and weaknesses, getting those out into the open, and regularly reviewing team interactions, is critical.

The team leader needs to facilitate the analysis (we provide online team assessment and 360 Degree Feedback tools to do this), the discussions and the follow up.

As with individual performance, improving team performance has to start with an understanding and awareness of where we are right now.

In this article the writer asks about Reachback 360, where people who work on long term projects can get feedback from their previous as well as their current line manager.

Many organisations use 360 Degree Feedback as a development tool and it works very well in all sectors to help people understand their areas of strength and development need. 

I have seen 360 used as part of the formal performance appraisal system in a numberof organisations. Where it really works well as part of appraisal is as a conversation starter between the employee and  the appraiser on objective setting, development planning, and sorting those difficult areas of common misunderstanding out! I sat in on a meeting between a manager and and appraisee who had received 360 feedback.  It was very interesting how the feedback helped both people to define more clearly how each of them viewed the  elements of good performance, communication etc.

With regard to your question on ‘reach-back’ I think that’s a great idea. You can incorporate some specific  questions around long term impacts, and a good 360 system will allow the previous manager to provide feedback,as well as the current one.  It may also be useful to compare the feedback from each manager.

In this article from BNET, the writer points to the importance of developing home-grown talent and skills to the health of the organisation.

It’s certainly true that that growing your talent is critical, but you need a starting point to understand the key strengths you already have, and any potential gaps, within your workforce.

Tools for doing this include customised 360 Degree Feedback and Staff Surveys.  360 measures individual strengths, particularly in leadership skills which are essential for growth, and Staff Surveys take the pulse of the organisation at any particular time.

More on how this works at 360 Degree Feedback.

This article by Scott Berkun talks about how to manage smart people.

Go to the UK Training Zone 360 Degree Feedback Discussion group for more on this.

360 Degree Feedback