No Expectations? Use 360 Feedback

That title looks odd but truth is often stranger than fiction, especially when it comes to the human condition.

You and I think about 360 feedback as a way to find out how we're performing against a set of agreed upon expectations. But what if no expectations have been agreed?

It happens.

Forget the textbook examples of starting with clear and specific expectations. Not everyone does. Heck, if you're married, you started with the expectation that you were "in love" and that that fact alone would carry you through an entire lifetime. (If you've been married long enough, tell me about your conversations after about two years into the gig. You can take a moment to roll the toothpaste in the right direction first).

New Mobility, Expectations, and Feedback

I'm watching managers at every level being parachuted into situations with little or no direction other than:

• You're in charge of the unit's survival.

• Make us profitable and do it fast.

So, the new dude or dudette comes on board, gets a bit of the lay of the land, and starts taking action. At some point, people--including the new manager--notice that there are some disgruntled campers and that the group and manager aren't really in sync.

One way to find out what people need more or less of is to do a 360--online or even pencil and paper--to find out what's going on with the group members. By selecting the right dimensions and related questions, unspoken expectations will be revealed by the comments and numerical gaps. This provides a concrete data base to initiate a meaningful group discussion to create a genuine and solid set of expectations.

Is it the ideal? Not according to conventional wisdom. After all, "good" managers take time to do all the "right things" first.  But how conventional is the current business climate?

What's important is to get on track. Newly hired managers are often being turbo-charged without receiving much of a clear charge. There's nothing wrong with "retro-fitting" expectations under those circumstances.

My hunch? Many of you are already experiencing this.

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With gratitude:
Deepest thanks to all who have commented, emailed, tweeted, and offered prayers regarding my Dad's recent diagnosis. While it has been hectic marshalling medical resources during the holiday season, I'm thankful to say that he is doing well and is free of malignancy and has a good prognosis. Again, our family thanks you all.

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Also: In about a half hour--4pm Eastern, 3 PM Central Time, I'll be joining David Porter on his Bull's Eye Leadership program. We'll be discussing my favorite topic: Practical Ways to Become Extraordinary. If you can, join us.

Comments

[Dan Erwin]

Hmmmm. I didn't start out with the notion that we were in love. I'd been through the physical attract bit and found it wanting. I started out with the notion that "she" was really smart, was as interested in music and achievement as I, and just might share a few similar values. A NY analyst suggested to a friend of mine that people get married for a mix of three reasons: physical attraction (sex), emotional support, intelligence. I never thought about emotional support, but found it very important early on.

Twenty years into our 51 year long marriage, she let me know after an intriguing morning in bed, that she decided to marry me because she thought I might perhaps be smart. I long ago decided she was the brains and I was the creative side. Besides, she had the earning power and I wanted to go to grad school. Obviously, it paid off.

All of this personal openness reminds me of a statement that Meryl Streep made in the latest Vanity Fair, "“I’m very f---ing grateful to be alive,” she says fervently. “I have so many friends who are sick or gone, and I’m here. Are you kidding? No complaints!”

Is that 180 or is that 180?

[Steve Roesler]

Terrific story, Dan. As the "creative" side in my family, it sounds eerily familiar:-)

And I'm with Meryl: "I'm here. No complaints."

BTW: I wonder if we guys aren't even conscious of the emotional support thing, at least early on. Your reference got me thinking about it and I've got to say, it certainly wasn't anything I was aware of at the time. I am now, but not then.

[Tom Glover]

Steve, after listening to you on BEL and reading this just now it strikes me that what you are saying here is one of those times where someone's solution just seems SO practical that it almost seems too simplistic. But therein lies the whole point doesn't it! :)

I too have seen so many times where managers and leaders are thrust into situations with no clearly defined expectations or situations where expectations (both above and below) change drastically over time. You're solution of doing a 360 feedback is dead on and I contend that in the way I describe Reflection Leadership, leaders should really be doing this (though maybe in a more informal way) on a constant or at least regular basis.

[twitter.com/davidburkus]

Good point. But how do you determine what questions to ask?