Performance Feedback Through The Back Door

Are you getting any real feedback on your performance at work?

Faux Feedback Disguised as 360 Assessment

1. I was asked late last year to provide coaching for a middle manager. During the exploratory meeting, I asked his boss how he (the middle manager) responded to the performance feedback that led to the coaching solution. The boss responded in a very general way, shuffled a bit, and said, "I guess I should sit down with him again. But I think using some kind of 360 feedback tool would really be helpful."

2. January brought about another coaching request at the executive level. Similar initial conversation, similar response, same "360 feedback tool" suggestion.

3. Three weeks ago...yep, it happened again. Along with the "360 might be helpful..."

 These are three different companies in three different industries with three different cultures.

My intuitive take: 360 Tools are seen by some as a way to satisfy the known need for feedback but to avoid having to provide it directly.

If the object of feedback were only to provide raw data, maybe that wouldn't matter. However:

Employees at all levels want feedback and direction first and foremost from their boss. That's the relationship that employees look to when making decisions about what to do, how to do it, and how well it's going. (

Dealing With Back-Door Feedback Through Front-Door Coaching

If you're a coach, then I will assume you adhere to this principle: You don't give feedback to a coaching client that he or she hasn't received from their boss. Period.

What to do?

I explained to each boss that I couldn't continue until their person had gotten all of the "what" and "why" feedback from them. That the coaching would be viewed as sneaky and unethical. And, that without the boss's direct contribution, it probably wouldn't have any real meaning.

The result? Each one agreed. This wasn't about an evil empire. It was about people who needed some help themselves.

So the first coaching session was with the boss to create the specific feedback and practice giving it.

And yes, we still did the 360 feedback because it really was desired by the people being coached.

What to take away: Be on the lookout for back door feedback requests and, regardless of your role, point people toward the front door before proceeding.

Photo Source: www.spareroom.co.nz

Comments

[Jackie Cameron]

I am so glad that you have been able to show the boss the benefits - to both them and their employees - of giving feedback. My coaching clients are individuals( not organisations) and so often their frustration and the reason they are looking for coaching is that they have been unable to establish a)what is expected of them and b)if they are doing what they are doing well. In most cases they think working with a coach will help them find a new job - in many cases they work out how to raise their issues with the boss instead to enable them to stay put and work better!

[TheLeaderLab]

I think 360 is a useful tool, but if manager's only respond to anonymous 360 feedback programs, you've got a much bigger problem on your hands.

[360 Degree Feedback]

I agree, 360 Degree Feedback is a great tool, but it has to be introduced carefully into the company and once it is embraced by all it will become integral to the communication process, not the only source of communication.

[Ben]

On the topic of 360 degree performance review, you might want to listen to the podcast of Vineet Nayar on Dan Mulhern radio show. He shared a lot of interesting unique new concepts on how they changed the performance review system for 55000 employees and its benefits. You might be interested to listen to this. http://www.vineetnayar.com/everyday-leadership-with-dan-mulhern/

[Steve Roesler]

Jackie

You've got a bit of a bigger challenge than I. It's easier mitigating those issues when you are doing the coaching inside the organization with the principals involved. That way it's possible to bring the parties together and sort out those clarification issues.

Truth be told, even in that scenario there are clients who ultimately realize they are in the wrong place and begin to develop an exit plan. Honest discussions will shine light on the truth of the situation, so the outcome may not be what was anticipated at the outset.