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The 60-Second Consultant
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Newsletter Archive
Recent Newsletters
"Shhh! Collude On Assessments, And Pay Will Rise." (28 October 2008)
Ancient Mariners Help Us Survive Economic Storms (15 October 2008)
Don't Adopt, Adapt: Creating A Great 360 Questionnaire (1 October 2008)
Johnny Cash Still Sings About Commitment — And Churn (16 September 2008)
Do You Have The Skills That Make An Excellent Coach? (2 September 2008)
Chinese Olympics Glitter, Commerce Is Next (19 August 2008)
The Importance Of Looking Backwards (6 August 2008)
Who Stole The Bride's Jewelry? (3 July 2008)
"I'm Sorry, Sort Of." (18 June 2008)
Hands, Voices, Guitars: Revelations (5 June 2008)
Rage And Impotence At The Office (21 May 2008)
"Ah hell, I should have given him a full 360!" (23 April 2008)
Donald Trump and the Dusty Laborer (9 April 2008)
Well-Meaning Company Shoots Manager In Foot (26 March 2008)
The Law Of Two Slips (12 March 2008)
360 And Backfire Shock (14 February 2008)
Full Text of Newsletters
#16: 28 October 2008
"Shhh! Collude On Assessments, And Pay Will Rise."
By Timothy Bentley
Had a call last week from a colleague who uses 360-degree feedback annually to help several hundred employees develop their skills.
"Until now, we've also factored the 360 results into decisions about merit pay," she said.
"But management wants to re-think that. Give me some guidance I can take to them."
Why Use 360 To Calculate Merit
Managers hate deciding merit pay.
They fear giving increases that might smack of favoritism. Or withholding money that's desperately needed.
There's too much responsibility and too little accuracy.
So they like 360-degree feedback. It's a source of information about performance that is external, reliable, and reduces their angst.
The Case Against Using 360
The problem is that 360 is so effective because of a delicate matrix of trust.
Persons being assessed trust their responders to be more-or-less unbiased. Why would anyone be motivated to slant feedback for or against them?
As soon as money comes into the picture, everything changes. The critical issue is no longer skills development but paying the mortgage.
This tempts peers to exaggerate the positive.
Whether said out loud, or by implication, it amounts to: "I'll give you a positive assessment, and you give me the same. We'll both benefit financially."
Similarly with disaffected responders. "I'll do everything to make sure s/he doesn't get a merit increase," they may think.
Once participants begin to mistrust some of their assessments, they effectively stop taking any of them seriously. The power of 360-degree feedback to help them improve their performance is weakened.
As trust crumbles individually, questions arise about the organization.
What about those responsible for the compensation process? Is their commitment to 360 strategic, or just a easy way out of the compensation muddle?
And what happened to the responsibility of senior management to prepare for economic storms by increasing the skills and productivity of employees?
For the majority of organizations, the positive impacts of 360-degree feedback are way too valuable to be compromised by the inflammatory issue of compensation.
#15: 15 October 2008
Ancient Mariners Help Us Survive Economic Storms
By Timothy Bentley
I'm a novice but enthusiastic sailor.
So it caught my attention, in this current economic storm, that commentators are urging us to "clear the decks", "batten the hatches", and "reef the sails".
Seafarers have always employed those tactics to ride out deadly hurricanes, but what do they mean for those of us working in HR, OD, and training during today's crisis?
Clear The Decks
When the ship was rolling in heavy seas, the last thing the ancient mariner wanted was heavy objects sliding around the deck and breaking things. Sailors stowed away everything they didn't require immediately.
Equally, those of us who labor on land need to reduce the clutter and re-focus resources onto projects that will help us weather the storm, and when the skies clear up, move ahead quickly.
While many tools fit this criterion, the one I'm most familiar with is 360-degree feedback. Here's a test you can apply to 360 and your other projects.
In good weather, do they help the organization maintain its competitiveness?
In rough weather, do they offer a double benefit?
Do they help people ride out the storm, staying above water while your competitors struggle to stay afloat? And do they prepare your workers to seize the advantage once the storm has passed?
Batten The Hatches
During heavy weather, sailors used strips of wood called battens to secure the covers on hatches (openings), and keep the water out.
It's crucial that we keep our most precious cargo from getting swamped. People are easily discouraged in rough times.
We could lose some of our best workers to other opportunities. And the productivity of those who remain could shrink, as their enthusiasm dampens.
When people are worried, initiatives like 360 reassure them that they're still cared about, and their career paths remain important.
Reef Your Sails
You don't want to spend a ton of new money at a time like this.
During a blow, sailors reduce their sail area so the ship won't be overwhelmed by the wind.
You can reduce costs with the more economical methodologies such as 360-degree feedback, instead of risky high-priced initiatives.
I've also noticed that lots of organizations have asked us to manage their 360 projects recently, to avoid increasing and/or re-training their own staff.
So however you choose to handle the current crisis, I wish you good sailing.
As for me, I'm trusting the ancient mariners to guide us all to safety.
#14: 1 October 2008
Don't Adopt, Adapt: Creating A Great 360 Questionnaire
By Timothy Bentley
Voice on the phone: "We've decided to use 360-degree feedback as part of our strategic plan!"
A sudden shift to anxiety: "But we're not sure what to ask. Can you provide us with questions?"
"We're happy to give you hundreds," replied our sales associate.
"We've got questions for leaders, board members, managers, in finance, manufacturing, government, healthcare, IT, sales, and a bunch of others.
"But there's a catch...."
The catch is that you'll get the full benefit of 360 only if you ask the right questions.
So don't just adopt our lists of questions. Adapt them.
Here's how to develop an excellent questionnaire.
1. Be Clear Why You're Using 360
There are plenty of excellent reasons to use 360.
Which will drive your project?
- Gain a competitive advantage
- Prepare staff for the next big push
- Change the organization's culture
- Create a thirst for growth among those distracted by day-to-day demands
- Reward motivation and disrupt complacency
- Guide those who are unsure where to focus growth efforts
- Reduce training costs through focused delivery
2. Decide What To Ask About
You can't assess every skill, so ask about those that reflect strategic needs.
- Where does our organization have a critical need for renewal: skills, attitudes, values?
- Which ones need development right away?
- Which will be required for success in the next two to five years?
3. Build Your Questionnaire
Start with 40 questions where people can respond on a scale of, say, one to ten.
Re-write them to reflect your organization's identity and culture.
Add requests for unstructured comments. (Many people learn better from comments than numerical answers.)
4. Don't Go It Alone
Get more eyes on the project. Ask colleagues to:
- Help you cut back to 30-35 questions
- Sharpen the focus of questions where they have special knowledge
- Spot problems that you might not notice (groan!) till the day after the questionnaire appears online
Nice catch!
Now you know how to develop a superior instrument for 360-degree feedback.
#13: 16 September 2008
Johnny Cash Still Sings About Commitment — And Churn
By Timothy Bentley
I first encountered the deep, dark voice of Johnny Cash as a kid of thirteen, listening to AM radio while I did my homework.
Today I'm still listening. I may be pushing the Repeat button on a Bose music system, but I'm no less moved by the stories he told, the struggles he sang about, and the boom, chica, boom rhythm of his band.
Johnny Cash was among the first country music stars to attract a mainstream, international audience. The recent film Walk The Line told the story: his musical success, failures with drugs, empathy for the underdog, and marriage to singer June Carter.
Walking The Line
I'm convinced that one of the reasons Johnny Cash still connects with so many people is that his songs struggle with truth, fidelity, and infidelity.
"I keep a close watch on this heart of mine....Because you're mine, I walk the line."
They tap into a basic human yearning, to commit ourselves. To find our own line, and walk it straight.
It's a longing that transcends love affairs. It attaches us to communities, causes, even employers.
Playing The Field
But the same desire can also lead people into fear: that when they commit, the other will prove untrue.
"You're gonna break another heart, you're gonna tell another lie."
Many organizations dilute their workers' commitment by playing the field. We take our loyal long-term people for granted, while we chase after the "brightest and best".
We sanitize infidelity, saying it's all part of the "churn".
But it's highly unsanitary.
Churn replaces known people with unknown. It costs us many thousands per employee. It dilutes our knowledge capital. It slows us down while we train new hires.
And it keeps our good people on edge.
Most of our workers want to keep faith with us. Reducing churn requires something of us as employers: showing respect, creating a reasonably comfortable workplace, offering meaningful challenges, making a commitment.
Johnny Cash wasn't necessarily thinking about the workplace as he sang about broken hearts, but his struggle to walk the line resonates still.
#12: 2 September 2008
Do You Have The Skills That Make An Excellent Coach?
By Timothy Bentley
Good coaching, whether provided by managers, HR professionals, or dedicated coaches, is crucial for a successful 360-degree feedback program.
To assess whether you or your colleagues have the skills to be effective, check out these seven core competencies of the world's best coaches.
Coaching Orientation
Effective coaches understand how the human mind functions, and the conflicts, whether external or unconscious, that can impede a persons growth.
They avoid simplistic, off-the-shelf solutions to complex problems.
And they keep encouraging their clients to experiment with new solutions.
Organizational Understanding
Because they operate from a systems perspective, these coaches understand the complex dimensions and needs of organizations.
So they can help individuals balance their need for change against the needs (official and unofficial) of corporate culture.
Coaching Skills
Good coaches start out with empathy and a caring attitude.
They are "active listeners", meaning that they ask insightful questions, make good contact, and constantly check that they have understood.
They have the courage to confront their clients as needed, along with the necessary gentleness to support their self-esteem
Teaching Ability
Effective coaches know how to break complex tasks down into manageable pieces, then encourage an action-and-reflection rhythm.
Equally important, they have a deep belief in the capacity of their clients to learn new skills.
Like all teachers, they have the patience to surmount obstacles that arise along the way.
Values In Action
They believe deeply in the inherent wisdom of those they coach, i.e. they have faith that they already possess the beginnings of the answers they seek.
Their work is a delicate balancing act: protecting the interests of the organization, while maintaining confidentiality with the person.
Interpersonal Skills
Good coaches show an unconditional positive regard for those they coach.
And they personally model the behavior, communication skills, and self-care they recommend.
Personal Qualities
Look around at the good coaches you know, and you'll recognize that they are generous and genuinely good human beings.
But none of this comes easy. They developed their personal maturity through life experience.
And they supplemented it by receiving their own personal coaching. It's a full circle.
So what do you think? Do you and your colleagues have the qualities that will help your people move forward?
#11: 19 August 2008
Chinese Olympics Glitter, Commerce Is Next
By Timothy Bentley
I guess everyone watching the 2008 Olympics has their favorite moment.
Like Michael Phelps winning 8 golds for swimming in only 9 days.
Or Ian Millar - at age 61- winning silver in equestrian team jumping.
And China's Guo Jingjing becoming the most successful Olympic diver ever, taking gold this week in the 3-meter springboard.
Suddenly, everyone is interested in China. We've been looking closely, critically, at issues of human rights, freedom of expression, pollution and the environment.
Olympic Success
We've wondered whether, as host country, it would surpass the 32 gold medals it won in Athens in 2004. Already, it has passed that milestone.
Overall, the Olympics have enhanced China's reputation. It trained 1300 athletes to compete effectively in 55 sports.
It built innovative Olympic structures, including the "bird's nest" National Stadium and the Water Cube, not to mention a new north-south subway line in Beijing.
Demolished forever is the myth that China's strengths are limited to cheap and abundant labor.
International Commerce Competition
But an even bigger challenge has come from its recent success in international commerce.
The expansion of its privatized, competitive environment has increased the need for managers with enterprise-level skills and in-depth experience.
These are the people organizations rely on to ensure consistent performance and credibility on the international stage.
Chinese executives have an excellent running start. They understand that success in business requires close attention to relationships. A recent study reported they have superior qualities of self-awareness, self-management, and relationship management.
But as in the West, many owe their jobs to good political connections, family status, or experience in technical roles. That has already proven a risky situation. Unskilled leadership can severely damage performance, quality, and credibility.
I'm happy to report the use of 360-degree feedback in China is growing. According to a recent survey, 89% of the organizations that currently use it have made participation mandatory. Multi-source feedback is a natural fit for a country developing world-class managerial teams.
China's next commercial mission will be to increase the production of high-quality value-added goods, at better margins and in sustainable workplaces.
Again, all eyes will be on China. Success in this competition will require an Olympic level of commitment to the development of its management teams.
#10: 6 August 2008
The Importance Of Looking Backwards
By Timothy Bentley
I went sail-boarding on the weekend for the first time in years. It was a blast!
Sail-boarding (or wind-surfing) means balancing on a narrow board while rocking on the waves, and using a hand-held sail to propel yourself - preferably without being blown overboard.
I love this sport. It's clean, mobile, silent (except for the bubbling wake at the stern), and puts me in touch with the wind and the water.
Always Look Back
But this time there was a problem. I was visiting a lake I'd never seen before. And I was very excited, putting all my effort into not falling off.
I forgot to look back.
I didn't check how the dock I'd just left, looked. I didn't identify its location on the bay. That's important because everything seems different from the water.
After an hour, the wind began to die, I needed to use the remaining puffs of breeze to navigate back. But every cottage looked the same.
I was utterly lost, touring from dock to dock to dock.
After I visited many cottages that turned out not to belong to my friends, someone pointed me in the right direction. I arrived at the right cottage just before the wind died for good.
The point is, I never know where I'm going unless I know where I've been.
360 That Looks Backward
Next time you plan a 360-degree feedback project, consider providing your employees with a comparison of their results against the results from last year.
If you're running training courses, provide participants with before-and-after 360s.
Comparative reporting takes only a little extra effort. But there's a huge benefit.
It provides the recipients with a graphic view of the dock they left behind. It helps them see where they have improved their performance since then, and areas where they may have slipped.
It updates them, in other words, on where they need to focus, in order to achieve their goals.
Think of it as sail-boarding for the corporate environment.
#9: 3 July 2008
Who Stole The Bride's Jewelry?
By Timothy Bentley
The wedding celebration was beautiful. An impressive dining tent stood in spacious grounds around the family home. A 7-piece orchestra played our favorite music. Off-duty police officers politely helped guests park their cars.
A charming bride and groom, excellent food, bright sunshine, and 100 happy guests.
Well, 99.
Before supper, someone spotted an invited guest sneaking into the master bedroom and closing the door. Moments later, a child spotted a necklace dangling from his pocket.
Arrested Development
High drama ensued. The police arrived within seconds, of course, the highlight for them of a pretty slow day. They made the arrest, recovered money and jewelry, and we got on with the party.
For the rest of the evening, 99 of us had a wonderful time.
But I'm still thinking about the hapless character who attempted this farce of a robbery.
I've Got Some theories
Compared with the hosts, I imagine he was poor, maybe desperate. Relative to their happiness, he likely felt deprived. Among the cliques on the lawn, he was probably an outsider.
Applying a rather limited criminal mind to that dilemma, he headed for the bedroom.
Desperate People In The Workplace
You can never be sure when employees who are chronically desperate or disaffected, like our thief, will decide to even the score, create a little mischief, help themselves to the crown jewels.
Whether or not they're successful, there's no policy, no regulation, no insurance, that can mitigate the losses, in time and money.
But as corporate citizens, we are not altogether helpless.
We can keep the lines of communication open for everyone, including those who are less attractive or accomplished.
We can help those who feel like outsiders to know they are welcome, respected, and part of the team.
It's a start in avoiding bigger problems, helping them feel more connected to our shared commitments.
That's not just smart management, or clever problem regulation.
It's also common decency. It's treating people as we would like to be treated.
Admittedly, this strategy won't dissuade those who are criminally inclined.
I'm guessing that no pleasant, respectful conversation would have diverted our jewel thief from his doomed and desperate adventure.
#8: 18 June 2008
"I'm Sorry, Sort Of."
By Timothy Bentley
Last week, Prime Minister Stephen Harper rose in the Canadian House of Commons to apologize to native people who were removed from their families as children, then abused in residential schools owned by the government.
Many wept with relief.
A few months before, on February 13, Australian PM Kevin Rudd apologized for the grief and loss suffered by the "stolen generations", Aboriginal children who were removed from their families to be raised by whites.
Many cheered.
But both apologies arrived late, long after there was national consensus that grave wrongs had been committed.
Why Is It So Hard To Say I'm Sorry
Everyone understands that a heartfelt apology can initiate the healing of relationships and lead to growth.
Yet we rarely apologize: in government, at home, but especially in the workplace.
Our lawyers warn that apologies imply liability, which could lead to financial cost.
Our souls warn, equally loudly, that we become vulnerable when we say "I'm sorry". An apology dethrones us from our position of power. It demands humility.
Why Does An Apology Lead To Growth?
Apologies are powerful for the very same reason that they're hard to make.
They lift the persons being apologized to, into a position of equality.
Suddenly they don't have to waste valuable energy shoring up their self-esteem, or expressing anger or rebellion.
Now there's energy freed up to take care of themselves. To improve their skills or education. To build relationships. To be generous.
The person apologized to feels the ground more solid under her or his feet.
What Makes An Apology Effective?
It goes without saying that an apology must be sincere. We can't buy off those we've harmed with cleverly-chosen words that convey, "I'm sorry, sort of".
Equally, it must be accompanied by changed behavior.
It will have meaning only if we treat those we have hurt differently from now on.
The aboriginal peoples of Canada and Australia announced that they will be watching to see whether their governments actually implement policies to improve their often wretched conditions.
Behavior does matter, whether in the legislatures, homes, or workplaces.
It's said that a little humility is good for the soul. A heart-felt apology makes us better people.
And when we match our words with new, more respectful behavior, we gain allies in making this world a better place.
#7: 5 June 2008
Hands, Voices, Guitars: Revelations
By Timothy Bentley
As I walked through a downtown neighborhood yesterday, I experienced four epiphanies in ordinary people.
Two women crossed the road in front of me, comfortable with silence, each with an arm around the other.
At the edge of the intersection, another two women were facing each other. Holding both hands. Looking into each other's eyes. Listening and telling their stories.
A moment later, I passed a man on his porch with a guitar, singing loud and raucous songs. All production, no sensitivity. Not a care for the neighbors.
At the same moment, across the street, two guys were sitting on the park grass, also with guitars. Quietly playing music, listening intently to one another.
They Spoke To Me
I loved the implicit mutual support of the women crossing the road.
I know. Not many people stroll the corridors of power with their arms around each other. But in every organization there is a tremendous amount of quiet, sometimes unspoken, respect and upholding.
What makes our workplaces healthy is the way we help each other through the busier intersections in our lives. Arms metaphorically around each other.
The two women talking eye-to-eye spoke to me of the colleagues with whom we can say exactly what's happening. Thus bringing big problems down to size. Celebrating small successes.
For a second, the soloist on the porch drew my scorn. Then I softened: at least he cared enough to sing. Sometimes the person who just puts their feelings out, tells us what no one else will.
So if he was too rough or loud? Someone will cool him down.
Seeking Feedback
Overall, the guys in the park most touched me. On the surface, just a couple of kids hanging out.
But in a way we males don't find so easy. No macho jostling. No alpha male posturing.
Just showing what they could do. Asking for advice. Giving each other feedback.
The message: "I want to keep improving; so talk to me."
120 Seconds
All those beautiful revelations passed by my eyes in literally two minutes.
You can understand why, for the rest of my walk, I had this big sappy grin on my face.
#6: 21 May 2008
Rage And Impotence At The Office
By Timothy Bentley
I didn't get a moment's sleep. And I was furious.
Two weeks ago we moved to our new offices. A very cool location; three coffee shops at the nearby intersection. Subway only a block away. Fresh paint, new Cat-6 cables throughout, plenty of space for expansion.
I thought I'd planned this move meticulously.
The movers arrived on time, and nothing broke. Then, at 6 p.m. Sunday evening, a sole technician showed up, with no helper, to connect our computers and phones.
Turns out I'd made a disastrous assumption. Because it's so important to us to be well-staffed and organized, I figured our new IT providers would be too.
As the night passed, I helped him where I could. But by sun-up on Monday, as the work week began, nothing was working: no phones, no internet, no intranet. I was powerless to make any significant difference.
He was bleary-eyed, and I was desperate for my bed.
Why do I tell this tale of woe?
As a reminder of how critical it is, when planning a new enterprise, to make sure everyone is capable and well-prepared.
360-degree feedback, for instance. With today's excellent technology, there's just one potential weak link: human beings.
Administrator
Make certain that the person who administers your 360 program day-to-day is well-trained, careful, and above all, known to keep confidential matters confidential.
Loose lips sink ships, as the wartime saying goes. This individual will be handling very sensitive information, so if there's any doubt in people's minds about her/his integrity, it could poison the trust you need.
Responders
People who respond to 360s know they are taking a big risk.
If the person they are assessing isn't committed to skills development, their response effort will be wasted.
Worse still, if their confidential responses are leaked, their jobs are at risk.
So make sure they understand how to respond in a way that motivates their assessees to make changes, and know that the system will protect their identity.
Assessees
People are often scared stiff about what they will read in their 360s.
Train their supervisors to be supportive, and make coaching available where needed, so their anxiety doesn't degenerate into apathy.
Mad, Sad, and Glad
If you've made sure the participants are well-prepared, it will be a fine feedback experience.
Back here at the office, it took two frustrating weeks, but I'm happy that our systems are functioning.
Still, I remain angry with myself. I brought these problems on by not checking more carefully whether the key providers were ready to undertake our crucial project.
#5: 23 April 2008
"Ah hell, I should have given him a full 360!"
By Timothy Bentley
When we listen closely to people who are reluctant to provide 360-degree feedback, their comments may hold the seeds of a solution.
The statement above came from a worker who regretted his refusal to participate:
"I'm opting out of this 360 with great reluctance. But let me say that, when I had the pleasure of working with him, it was a great experience. He is really, really committed to the company and its clients; and after writing this, I am thinking, ah hell, I should have given him a full 360!"
Those who don't participate can show us how to avoid the most common mistakes in preparing participants. In this case, the organizers didn't communicate the value of insights from ordinary people like himself.
Anxiety About Anonymity
Other responders don't see the benefits of anonymous feedback. "I prefer communication and feedback, as opposed to evaluating others on paper," said one.
Most of us agree. We believe in honest face-to-face communication. But we are not so brave about providing it, especially when it might exact a career penalty.
That's why, in the run-up to a 360, it's important to remind people of the value of providing confidential feedback.
Wrong Choice Of Participants
"This person is very quiet and reserved. Our jobs do not bring us together often. I have not spoken over 50 words to her."
Sometimes the organizers select responders carelessly. That's frustrating for them, and it degrades respect for the process.
Other times, the wrong people are selected to be assessed: "She is leaving the company on Monday. So there is no reason to complete her review."
Unwillingness To Assess Oneself
"Do I really need to review myself?" asked a participant. "It doesn't make much sense. "
Organizers had failed to communicate that a self-assessment would provide her with valuable information: how her self-image compares with the perceptions of others.
Good Preparation Is Key
As these comments show, it's not so difficult to make 360s more friendly.
The key to success is to commit generous resources to the preparation of participants. And to listen especially to those who were not convinced by even your best efforts.
#4: 9 April 2008
Donald Trump and the Dusty Laborer
By Timothy Bentley
Three luxurious condo towers are under construction, overlooking the blue ocean north of Miami.
On the hoardings against the sidewalk, an immense sign advertises "The Visionaries" who were wise enough to invest in the apartments.
You can recognize their enormous photographs from blocks away: Donald Trump, Bill Clinton, and others.
At that spot, at four o'clock every afternoon, something quite remarkable happens.
Ironic Juxtaposition
Hundreds of construction workers stream out of the half-complete buildings to wait for a bus and go home. They stand exhausted, hardly speaking, with their hardhats, dusty clothes, and empty lunch buckets.
They're tiny, compared to the clean, fresh Visionaries above them in their suits and ties. But these anonymous laborers, mostly black or Hispanic, whose photographs will never appear on a hoarding, are also potentially the visionaries of the towers.
We'll return to them in a moment.
Feedback Does Change The Picture
People sometimes ask me and my colleagues, with apprehension, whether 360-degree feedback might provide some dissatisfied worker the opportunity to hurl abuse at the boss. Could it undermine the very structure of the workplace, the respect, the deference, that holds people metaphorically under their bosses?
The answer is that in extremely rigid workplaces, such a possibility exists.
In settings where truth cannot be told without repercussions, frank feedback can change the equation. Wherever people's wisdom has been ignored, dialog can shake things up. The towers of power will not tumble, but they will be changed.
Which is exactly why progressive companies use 360-degree feedback. They want to encourage the free flow of ideas. They want their leaders to understand how effective their efforts are, not just hear easy platitudes.
They value a workplace of continuing growth. They trust an open atmosphere, where information flows freely, not restricted to certain authorized channels.
They recognize that such a workplace has a major competitive advantage.
They also realize that those who best know the skills and weaknesses of managers are often the very people who report to them.
Feedback Trumps Rigidity
Glance again at the construction workers, as they clamber into the bus, looking forward to a cleansing shower and dinner.
Most of them would never think to abuse Mr. T or Mr. C., their Visionaries.
But if someone offered them an opportunity for anonymity, they might be willing to say whether their leaders appear to understand the needs of the work site.
Whether they are treated decently.
Whether they are safe.
Whether anyone listens to their suggestions for improvement or greater productivity.
Feedback can help towers rise a little faster. It can increase their profitability. It can improve the quality of workmanship, meaning fewer costly complaints later.
And it can increase the satisfaction of labor, both for workers and for bosses.
That's how the construction workers can be truly visionary.
#3: 26 March 2008
Well-Meaning Company Shoots Manager In Foot
By Timothy Bentley
A few years ago, a leading company asked us for help with their 360-degree feedback process. To everyone's surprise, it was neither lifting morale nor inspiring the participants. Quite the opposite.
The company had invested generously to design the perfect feedback system. The crowning glory - supposedly - was that it delivered the final report directly to the employee's desktop, thus maintaining perfect confidentiality.
And that was the problem.
Picture it. The report arrives on the employee's screen: beautifully-designed, comprehensive, and frank. This is a pure and private moment for reflection.
Happily, the feedback reflects the employee to be a smart and skillful worker.
But on page 9 there's a comment from a peer, who says the employee's communication skills need work. It's an honest observation, delivered without hostility.
Guess which piece of information arrives like a kick in the stomach? Which opinion keeps the employee awake that night?
Over the next few weeks, for no obvious reason, the employee's morale slips, and productivity slides. Depression sets in, accompanied by anger. "I bet no one else got such a bad report." "Who said that about me, anyway?" "If they don't think I can communicate, that's their problem."
It's an over-reaction, of course. But it's all too human, and when people are isolated, entirely predictable.
Fortunately, there is a readily available solution. No more direct-to-desk delivery.
Ditch the exaggerated privacy. Make sure everyone receives their 360 report in the company of another human being.
The ideal person to hand over the report might be an experienced 360 coach, or an HR, OD, or training specialist.
But in many organizations, that job belongs to the boss. She or he asks a few straightforward, positive questions. "So, how do those comments in the report strike you?" "What areas do you think you need to work on?" And "What are you already doing really well?"
Employee and manager spend a few minutes creating a self-development plan for the year to come. The employee exits the debrief with a sense of support and self-confidence.
That's the kind of human encounter that determines whether the 360 process provides a bullet in the foot, or a dynamic boost for everyone.
#2: 12 March 2008
The Law Of Two Slips
By Timothy Bentley
The weather during the past few weeks has been icy and mean.
I was out for my usual morning walk, striding along with great confidence, when suddenly I found myself on my hands and knees.
I think of myself as a pretty stable guy, so I didn't enjoy that closeup view of a slippery sidewalk. But I brushed myself off, and kept going.
Three days later, I was walking down our frozen back lane. A car was backing toward me, but the driver spotted me and stopped. Good thing too, because next moment I was lying on my side on a treacherous stretch of ice.
The driver put her head out the window and asked, "Are you OK?"
"Oh, I'm fine," I replied cheerfully, as I struggled to my feet, not far from her back wheels.
Learning Gradually
Physically, it was true: I was fine. But inside, I was mad!
Why did it take two hard falls, negative feedback from my sore wrists and hip, plus a close encounter with the back end of a car, before I adapted my over-confident gait to my wintry circumstances?
And what, you might be asking, does this story have to do with 360-degree feedback?
Well, there is no doubt that you will get abundant positive results from your very first use of 360. Many participants will study their reports and make positive changes right away.
But there are plenty of people in your organization who, like me, have to receive feedback two or three times before insight entirely overcomes their obstinacy. It takes a while to recognize that they can make changes, and be the better for it.
Consistency And Growth
360-degree feedback is not a flashy, one-time intervention. To get full results, it needs to become part of the culture, part of the organization's strategic plan.
Only then, will all the benefits of feedback become available to your participants. Relationships between key players will become more trusting and supportive. The entire organization will function at a higher level.
As in any human development process, you have to be committed for the long haul. It's a law of nature.
Me? It took two slips, but I've learned to walk more sensibly. (And I'm sure looking forward to springtime!)
#1: 14 February 2008
360 And Backfire Shock
By Timothy Bentley
Remember the last time you heard a car backfire? It probably scared you. "Who's shooting at me?" People have the same kind of fear about feedback.
We've all seen individuals suddenly, without warning, explode at someone with whom they're upset. If that's feedback, it certainly gives feedback a bad name. It's frightening.
So if you're planning to bring 360-degree feedback into your workplace, there's reason to wonder whether people will embrace it, or run for the hills.
The key answer to that concern is two words: executive leadership.
Feedback Vs Culture
Let's face it, frank feedback is not valued in every organization. It feels safer to tell people whatever we guess they want to hear. If we see an individual going off the tracks, it's tempting to avert our eyes and say nothing.
And it's definitely more comfortable not to hear loud scary noises from other people about changes they think we should make.
That's why organizations formalize feedback. It allows them to control it, with feedback coming from only one direction, from responsible manager to subordinate.
When you invite feedback from all directions, it can be a shock to the organization. People get anxious about what they will hear.
Responders worry about crossing the thin line between honesty and brutality. And they wonder whether they'll be punished for being frank.
Ask Your Leaders To Lead
So if you want employees to give their trust and dedication to feedback, your leaders must put their reputations to work.
They should take every opportunity to explain that feedback is not the flavor of the month, but a policy that will make the workplace more productive and satisfying.
Generally, 360-degree feedback is most successful when the first people to use it are the executive group. That provides more credibility than a thousand well-crafted memos.
And when leaders talk about their own experience with feedback, it has tremendous positive power: "I got feedback from the people around me. I thought it would be upsetting. But they told me honestly where I needed to improve my skills, and now I'm working on it."
Hearing that, even employees who are easily frightened by loud noises, are likely to give 360-degree feedback an honest try.
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