FaithRalston.com

Jeff - a manager in a high tech firm, looks disgruntled. He's just received his first 360° feedback report where his boss, peers, and direct reports have rated his leadership skills. As Jeff reviews the report, he does exactly what most managers do:

• Focuses on his low scores
  After scanning the feedback report, Jeff immediately turns to the negative scores. Positive scores are ignored and negative scores become the focal point of his attention.
• Wonders who rated him low
  Jeff speculates about who gave him low marks and why. He also wonders if conversations with specific individuals will be strained in the future.
• Feels unsure about what to do next
  Jeff understands the report but doesn't know how the scores apply to his work situation. He is unsure about what actions to take.

Jeff experiences these problems because the 360° feedback process is anonymous and communicating directly with employees about the data is awkward. Also, feedback data can be difficult to translate into work-related actions, and ongoing support needed for new behaviors is missing.

Interactive Feedback

But giving honest feedback is volatile territory - especially to a boss. In their book, "Driving Fear Out of the Workplace," authors Ryan and Oestreich, found that 70% of employees were afraid to speak up because they feared repercussion. To overcome these difficulties, management consultant Faith Ralston, Ph.D., has developed an Interactive Feedback Process that can be used in conjunction with 360° instruments or as a stand-alone leadership development activity. The principle behind this approach is that performance data needs to be discussed directly with the person receiving the feedback.

Six Success Factors

Due to fear - and the fact that we're not used to discussing issues openly, six success factors are necessary to make the Interactive Feedback Process work.
They are:

1. Create a safe, supportive environment for feedback
2. Focus on the strengths of the person.
3. Identify ways to maximize strengths and minimize weaknesses.
4. Recommend "actionable changes" to current work.
5. Encourage two-way dialogue about the feedback .
6. Generate ongoing support for the changes desired.

Benefits

Specific benefits of the Interactive Feedback Process for managers and employees are that it:
1. Opens up communication and dialogue
Most employees, and even bosses, are hesitant to talk freely about what they want from their manager. However, during the Interactive Feedback Process employees discover they can talk candidly about sensitive issues without fear of retribution.
2. Identifies "actionable changes" relevant to work
The Interactive Feedback Process focuses on actionable behaviors relevant to current activities. For examples, instead of a manager learning she has poor listening skills, she learns specifically where she needs to listen more and what behaviors are required. Many of the suggestions can be implemented immediately.
3. Motivates ongoing support for the individual
After participating in the Interactive Feedback Process, employees, peers, and bosses have a renewed commitment to the manager's success. Ongoing conversations and encouragement of new leadership skills are a natural extension of the process.

How It Works

The Interactive Feedback Process involves three types of participants:
a) the staff of the manager; b) the manager's boss and peers; and c) other department heads and internal customers (optional). The manager selects the individuals who then participate in group or individual feedback meetings.

Before contributing their feedback, participants complete an assignment that consists of the following questions:

• What are the manager's greatest strengths?
• What does the manager do better than anyone else?
• What examples can you give to illustrate this?
• What are the manager's weaknesses?
• What are some pitfalls of the manager's strength?
• What examples can you give to illustrate this?
• What specific changes can you suggest for the manager?
• How can the manager maximize strengths and minimize weaknesses?

• What suggestions can you recommend?

Interactive Feedback Session

Next, participants attend an Interactive Feedback Meeting. At the start of this meeting, ground rules for participation are discussed and the manager states specific areas he or she wants feedback on. The manager then leaves the room. The consultant works with the participants to prepare the manager's feedback data, generate examples, and identify a list of ideas the manager can implement.

A fundamental premise of the Interactive Feedback discussion is that "our greatest strength is also our greatest weakness." Lots of time is spent discussing the manager's strengths and finding ways to optimize strengths and minimize corresponding weaknesses.

Once the feedback is ready, the manager returns and the facilitator leads a discussion about the manager's leadership behaviors. During this discussion, the manager takes notes but refrains from any direct involvement in the conversation. Essentially, the manager has the rare opportunity of listening to others talk about him or her - while in the same room. Once the discussion is complete, the manager shares reactions to the data, asks further questions, and dialogues with the group about the feedback.

Managers' Reactions

The following are typical comments from managers who have participated in this process:
"I was surprised how much others knew about me."
"I felt supported as I listened to the discussion."
"It was extremely helpful to hear other's candid opinions."
"I learned some specific ideas I can implement tomorrow."

The purpose of the Interactive Feedback Process is to help managers expand their leadership abilities. At the heart of the process is candid communication. And along with this candor, the manager finds encouragement, laugher, support - and an abundance of ideas about how to succeed.

Topics

• Leadership