The Fear of Feedback
Alex Pollock
August 12, 2014
I read that from recent surveys quoted by Douglas Stone and Sheila Heen in their recent book, "Thanks for the Feedback", that:
- 25% of employees dread their performance review more than anything else in their working lives
- 50% of employees found their review to be unfair or inaccurate
- 63% of executives feel that their biggest challenge to effective performance management is that their managers lack the courage to have difficult performance discussions.
From my perspective, a review that aligns and energizes both employee and leader should:
- Identify employee strengths
- Uncover areas for improvement
- Peg individual performance relative to peers
- Ensure 'fair' compensation
- Promote job satisfaction
- Increase accountability for achieving organizational goals
- Advance the culture where everyone willingly gives their very best
My next question for leaders charged with leading this exercise is: What do you want from the performance review exercise? Beyond getting the reviews completed on time and all the associated organizational paperwork done what else is important? Let me challenge you with this statement from Stone and Heen that resonated with me:
"Feedback isn't just about the quality of the advice or the accuracy of the assessments. It's about the quality of the relationship, your willingness to show that you don't have it all figured out, to bring your whole self- flaws, uncertainties and all- into the relationship."
This statement rightly suggests that the annual performance review is part of an ongoing relationship between the employee and leader. The employee recognizes that they are in charge of their own development and the leader sees themselves uniquely positioned to partner in this growth.
Here's another question I'd like to ask leaders to consider: What are some of the ways that you make the review process more valuable for the employee and enrich the employee-leader relationship?
- Don't make this your only engagement of the year. Hold "regular" conversations where feedback is given and requested. Plan these as valuable dialogues not a leader monologue.
- When giving an evaluation, ensure that is the known and exclusive purpose. Don't confuse by drifting into coaching. Leave that opportunity for another time.
- Involve employees in the data gathering. For example in the assessment include the opinions of people who employees feel can competently assess their work and whose input they trust. Also solicit from employees any themes that they'd find helpful for you to explore on their behalf. Please keep in mind that this exercise is only successful if employees deem it so. It is their review.
- Make the delivery of the assessment results your highest priority. Select a time and place conducive to meaningful conversation where there are no interruptions.
- Don't feel compelled to deliver all the data that you have. Stick to the main themes and resist passing along data that's marginal and could be perceived as malicious and hurtful.
Topics:
Leadership & Careers
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About the Author
Alex Pollock
Alex Pollock has been studying leadership effectiveness for more than 30 years. A former leader in environment, health and safety, and public affairs at The Dow Chemical Co., he learned that we all have leadership roles to play. He enjoys discussing new ideas and sharing practical ways we can all become better leaders.