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December 16, 2004
The trouble with feedback: A true story
Only the names and some key facts have been changed to protect both the innocent and the guilty.
The division president was very angry.
He was angry that the communication manager at a facility where a segment of his employees worked (along with those of other divisions) had included his employees in a communication assessment without consulting him.
He was angry that his employees in the assessment study (about 60 people in five focus groups) were “negative” about his quarterly all-hands meetings. Employees thought those sessions could be a lot more effective: more candid, more specific, more participative.
And he was angry at me because my firm conducted the assessment and wrote the report. He was so angry, in fact, that he was showing all the signs of preparing to shoot the messenger.
I had been summoned to an urgent meeting with the division president and some of his staff to explain (i.e., defend) our findings. The intention was to browbeat me into “admitting” that the feedback wasn’t true. Only trouble was, it was true: we reported exactly what those employees said. They liked the notion of the all-hands meetings, but they knew the meetings could be more dynamic and more meaningful. And, like employees everywhere, they had tangible suggestions—ideas that I thought were very helpful.
It was a shame that the division president was too angry to listen to these helpful suggestions. In fact, he was ready to cancel future all-hands events. He had invested a lot of time and energy into those sessions, he said, and if employees didn’t appreciate them, why should he continue?
At our meeting, I didn’t say much. The division president was demonstrating very clearly that he wouldn’t listen to anything that could be construed as negative. “Constructive criticism” did not appear to be a term the president was familiar with.
As the president glowered, I thought about the trouble with feedback. It’s risky. You have to be open to the notion that people will have viewpoints that may be critical, messy, irrational, demanding, unappreciative and, very possibly, quite brilliant. This honesty may make you uncomfortable. It may make you mad. You may want to question it. You may even want to quit.
What happens next is key. Do you get over yourself (and your ego), settle down and listen to what these folks have to say? Or, like the division president, do you shut down, become spiteful, and punish the people who honestly shared their perspectives?
The truth can make you strong. It can help you succeed. It can even set you free. But only if you let it.
Posted by Alison Davis at December 16, 2004 08:35 AM
Comments
I am a firm believer in seeking feedback - whether via formal survey, focus groups or just talking to colleagues at lunch. I may not always like what I learn, but, because I am stronger and more knowledgeable as a result, I always appreciate it.
I recently joined a small company that is growing rapidly but with leaders who sometimes think in terms of their tiny size a year ago. Several challenged my desire to seek any type of feedback. "What if we can't do what an employee suggests?" "How could they have an opinion if they haven't been here long?" "You have to be careful - you don't know what kinds of questions you'll get." Well, I didn't wait for approval and took the first step to evaluate one of my own activities (the company's first all-employee meeting). Within hours of sharing the results of the evaluation with employees, one of the department heads asked for my help in gathering feedback about the work environment (as input for future space planning). I created an "idea wall" and encouraged employees to write comments about what worked, what didn't, wishes, etc. We garnered some very useful ideas and learned about a few issues - some of which we have been able to address.
One or two skeptics still remain. However, I have seen a shift with more people looking for ways to solicit input/feedback from employees (e.g., one person issued a brief survey about the holiday party; another manager is conducting one-on-one interviews with recent hires to evaluate the orientation process). And, based on the results of my recent communications assessment, employees appreciate the opportunities to provide feedback and feel that leaders are listening to them (now, if I can just ensure that they truly are listening).
So, Alison, I agree. Take the risk. Seek the truth. You will reap the benefits.
Posted by: Brian S. Keefer at January 5, 2005 04:21 PM