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Organizations seeking to implement a 360 feedback process still encounter resistance to the use of this powerful tool. Resistance can come from a variety of sources and is often associated with myths and half-truths. As I wrote in the article, Exposing the Truth About 360 Degree Feedback, poor implementation of 360 feedback can cause misinformation and distrust in the 360 feedback process.
Gone are the days of the top-down, annual performance review. Organizations continue to open the performance feedback and evaluation process to invite participation from employees at all levels in the organization. This is now becoming the new normal and it offers a variety of benefits to employees and leaders. At the same time, it makes skills in providing helpful performance feedback a requirement for the entire talent pool…not just managers. Without these skills, the quality of the feedback will be limited and employees won’t get the feedback they need to develop and enhance their performance.
Leadership derailment can be described as being involuntarily plateaued, demoted, or terminated below the level of anticipated achievement or reaching that level only to fail unexpectedly. The term is often applied to individual leaders who had been expected to move into higher-level positions but who are unexpectedly knocked off track. An individual who has consistently been perceived to be a high performer can derail if they are unable to adapt their skills and behaviors to meet the changing demands of the role or the organization.
The topic of delivering performance feedback typically focuses on how to provide constructive or critical feedback aimed at improving performance. I have written several articles aimed at offering sound practices for improving employee performance using effective performance feedback and realize that I have not appropriately addressed the importance of positive feedback. I believe that both constructive and positive feedback are critically important for high performance but for different reasons.
Why do bad bosses seem to go undetected or acknowledged by everyone except those who work for them? These menacing managers seem to hide in dark corners. It is extremely frustrating for anyone who is suffering under a bad manager that this person's poor performance or bad behavior is overlooked and tolerated by the organization. In my experience in working with senior leaders, these four reasons seem to top the list:
The next time you have a moment to spare and have grown tired of reading online news and checking social media, do a search on "characteristics of a bad boss". The lists, articles, stories and images that will surface will likely make you laugh. There is no shortage of examples of what it's like to work for a bad manager. One of my favorite lists of characteristics was published on Forbes.com - 31 Telltale Signs You Are A Horrible Boss. Great list - but my guess is that if you are a horrible boss you will not likely see these telltale signs in yourself.
What do you get when you cross the anonymity of 360 Feedback with the social media savvy set?
One of the benefits of the 360 degree feedback process, whether used to support development or as a part of the formal performance evaluation, is the opportunity for individuals to gain new insight into their key strengths and opportunities for improvement.
A blocker is an employee who is preventing or “blocking” others from moving into a key position. Key positions serve as critical steps in a career path or offer a unique set of developmental experiences required for other roles in the organization. Companies should seek to fill key positions with high performing, high potential employees. We use the term blocker to describe individuals who are performing at or above expectations in a key position however they do not want to move out of the role for a variety of reasons. The individual may enjoy the role, may not have a desire to work additional hours or relocate, or do not have an interest in learning new skills and taking on additional responsibilities. The lack of desire to take on a new role or move to a new position limits their future potential, as well as the potential of others in the organization.
The individual feedback report you just received from your 360 feedback process is a healthy dose of leadership advice awaiting action. As my colleague Karen Caruso wrote in her article, 7 Tips for Getting the Most out of Your 360 Degree Feedback Process, the results that you achieve are directly related to the actions you take in response to your feedback. Be aware - digging into such a treasure trove of data can sometimes result in a bit of anxiety– particularly when the feedback is at odds or large discrepancies exist amongst different reviewer groups. 360 feedback has been designed to provide a complete picture of performance, multiple perspectives are sought during the 360 feedback process. With so many varying opinions, you are likely to receive some inconsistent feedback. So, how do you pull all of this divergent feedback together into something useful?
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