BE AN
EFFECTIVE LEADER WITH 360 DEGREE FEEDBACK
1.
Introduction
It is rare to get
authentic feedback on individual leadership style, particularly at senior
levels. It is seen that in Indian culture and ethos, neither subordinates nor
peers or even bosses give negative feedback as they are afraid that it may
upset the individual and they may spoil the interpersonal relationship. Subordinates
have a dependency proneness and normally praise the BOSS or keep quiet on the
negative aspects of leadership behaviors. Bosses also do not seek feedback as
they feel that asking feedback is a sign of weakness. 360 degrees multi rater
feedback is a powerful tool to give authentic and anonymous feedback to
LEADERS.
2. 360 Degree Feedback
In 360 Degree
feedback the individual leader is given feedback by people working closely with
him/her – such as BOSS, PEERS and SUBORDINATES and sometimes significant customers.
The 360 SURVEY has to be designed to have questions or statements to get
focused feedback on specific aspects as per the survey objectives. Many times
open-ended feedback on WHAT TO STOP DOING? WHAT TO CONTINUE DOING? WHAT TO
START DOING? can provide rich insights for leaders. The survey is ONLINE and
anonymous to get authentic feedback. Many companies initially use external
consulting agencies to ensure and effectively manage the respondent’s
perception that the feedback is really anonymous. Normally boss, 3 or 4 peers
and 3 or 4 subordinates (total 8 to 9 respondents) are invited to give the
feedback. It is a good practice to let the leader choose the respondents. This
ensures that leader accepts the feedback more readily – both the positive and
negative aspects.
The survey should
be initiated after proper discussions with the leadership team and having a
consensus. The CEO must also participate in the survey and get the feedback.
This breaks down the resistance if any of the team members. It is reported that
Kumar Mangalam Birla got his own 360 degree feedback from his subordinates
before it was rolled out to his senior team members. In an organization, it is
best to start with CEO and top management levels. This is then accepted more
readily at lower levels. The survey and leader development is more effective if
the leaders participate voluntarily rather than being forced into action. As
they say, “YOU CAN TAKE A HORSE TO WATER BUT YOU CAN’T MAKE HIM DRINK.” Hence
it is important for HR to convince and build consensus.
3. Leadership Development
The 360 degree
feedback is used for development. It should not be used for performance
appraisal. Companies using it for performance appraisal quickly find that it
loses value as employees manage the feedback. “You scratch my back and I will
scratch yours” starts killing the authenticity & hence the value.
As per my
experience the leaders participating in 3600 survey go through a shock as they normally expect a much
more positive and favourable response. All leaders believe that they are GREAT
in their leadership style. The crucial point is the PERCEPTION of others, which
is a REALITY for them. e.g. a leader may believe that he/she is a good
listener, but others may experience him/her as a poor listener. The next stage
is DENIAL that this is not correct feedback and respondents have not understood
the questions in the survey. The next stage is JUSTIFICATION when the leader
rationalizes that he/she needs to be so to be effective. e.g. “If I keep on
listening to all these people, it will be a waste of my precious time. I am
effective because I don’t waste time in useless discussions.”
A leader has
to realize that “What got you here won’t get you there.” He has to change. The perception
of his/her chosen respondents is their reality and to be more he effective
he/she has to change.
Unless the leader
reaches the stage of acceptance and
then WILLINGNESS TO CHANGE, the results and effectiveness of 3600 survey
are minimal. For leadership development, the survey then at best can give rich
data for the organization for selection and promotions.
4. JK Organisation Experience
JK Organisation
(EZ) is a Rs 13,000 crore group with companies like JK Tyre, JK Paper, JK Laxmi
Cement, Fenner (India) etc. From early 2008 up to 2012, we have conducted 3600
surveys starting with Owner Directors, Business Heads, VP’s and GM’s, a
group of more than 160 senior leaders. The survey results are confidential and
given to the individual leader and shared with his boss and Group President –
HR. The feedback is used only for leadership development. Using Marshall
Goldsmith methodology of stakeholders, feedforward suggestions and an external
executive coach, each leader undertakes to improve on 2 High Impact Behaviors
for leadership effectiveness. The executive coaching is for 9 months to 12
months period. We have seen remarkable improvements in leaders which have
sustained over years, made them more effective leaders and achieved better
business results.
More on Executive
Coaching and Marshall Goldsmith methodology in the next blog.
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