We have all heard the saying “Feedback is a gift.” While we can all agree that feedback is usually a great thing, calling it a gift feels like a bit of a stretch… especially when it is constructive in nature. However, no matter how painful it is, feedback is important because it increases our self-awareness. Self-awareness is critically important in our maturing process and is the fundamental building block of personal and professional development. I talked in a prior post about self-awareness and how we must actively seek feedback if we want to get better. For me this realization became very clear when reflecting on a moment I had out on the bike as a cyclist (see “Your tail light is out” from August 2nd).
Most of us want to be viewed in a positive light by others and are content to go through life hoping or assuming that is the case. And since many of us are not necessarily in the practice of regularly seeking feedback, the thought of opening ourselves up to a consistent stream of commentary regarding where we fall short doesn’t seem ideal so we often unintentionally walk around blind to how others perceive us. Sure, receiving honest feedback may be damaging to your self-esteem, however avoiding the feedback all together is like avoiding mirrors because you’d rather assume you look good.
The challenge is that as we become more successful in life, we are less likely to receive feedback. In the case of leaders, just by nature of their position, people feel less comfortable providing truly authentic feedback. So the question becomes, how can leaders ensure they are routinely exposing themselves to feedback, no mater how uncomfortable it may be, to ensure they continue to become a better version of themselves? One such way is the dreaded 360.
The 360 gets its name from the view that it gives a person of themselves… a 360 degree view. Said another way, it allows a person to see how they show up to different populations versus how they think they show up. Typically a person or survey subject will select as raters their direct supervisor, peers and direct reports. The survey subject will also complete the survey on themselves. Seems simple right? Then why is it that this tool strikes terror in the hearts of most people? The answer is most likely in the delivery. Face to face, people may either sugar coat their feedback or just chose to avoid any constructive criticism all together (especially if you are the type of person who doesn’t receive it well). Alternatively, the 360 is anonymous which means people can really let loose without any fear of hurting your feelings or retaliation.
The great part of the 360 is that it gives you a chance to see the difference in how various populations see you. Is there a big gap between how your manager sees you vs. your peers? Do your direct reports see you differently than you see yourself? Where are you perceived as strong, where are you perceived as weak, etc.? There are many different things to look at. What becomes challenging is what to do about it. Many times I have seen a survey subject receive some really tough feedback and decide to reinvent themselves. They spend 6 months transforming themselves into a different person only to find out that the new and improved version is just as ineffective. A good example of this is a leader whom I recently had the privilege of coaching.
A few years back, she had received a pretty clear message in a 360 that she was micro managing her direct reports. In response, she decided to really step back from the day to day operations and give her team space and autonomy. Her plan was well crafted and she diligently held to it. A year later the 360 process came around again and she was sure the results would be great. She had certainly fixed the micro management issue however now the feedback indicated that she seemed disconnected from the team and that she wasn’t effectively driving high performance. Frustrated, she went back to her standard operating procedure. When I sat down with her we discussed her challenges and the journey she had been on. It was clear that her original plan wasn’t the best approach for her but she didn’t know what else to do. The subsequent process that I took her through transformed the way that I handle 360s to this day.
We talked about her instincts and the fact that she loves the process of taking things from good to great. Being certified as a Gallup Strengths Coach, the narrative rang a bell for me so I had her take the Clifton Strengths Finder assessment. The results were illuminating. Her number one strength theme was Maximizer (Clifton Strengths Finder has 34 strength themes and the assessment ranks the themes for an individual from top to bottom). In the description of Maximizer is the phrase “seeks to transform something strong into something superb.” When we talked through how this shows up in her daily work she quickly realized that she was instinctively “Maximizing” ALL of the work products of her team. For her this was fun and she felt like she was adding tons of value but her team perceived it was wiping their finger prints off of their work. Ultimately, they wondered why they even wasted their time on the task at all and labeled her a micro manager. The solution she came up with was easy… prioritize those things which she needed to “maximize” and be intentional about the times when she should leave well enough alone. It took some practice but today she now leverages her Maximizer strength much more effectively and her feedback has vastly improved.
The outcome of this experience was a new approach that I’ve developed using 360s and Strengths Finder where:
360 = how you show up
Strengths = why you show up that way
At the end of the day, the feedback we receive in a 360 can be rattling. However, when considered in the context of our strengths, the feedback becomes much more digestible and actionable.
For more information on this approach, please email me at 45leadership@gmail.com.