Judgements about managers are not always so helpful. There is a belief that if you know the competencies a manager needs for the job and you can put a number on each of the components, then you will know the manager. Not that simple. Competencies operate in contexts. Perceptions are also affected by the context - what's going on. People rate based on how they feel right at this moment. That's affected by maturity, culture, fluctuating work loads. And, of course, the manager's reaction to being rated can be defensive, angry, even vengeful. The best feedback avoids all that. It says only: what do you need from the manager to do your job better? That is the first step in a dialogue that leads them to work together at their best. It points the finger at the task, not the manager.
Does that mean the manager doesn't change? Of course not! The experience changes the manager - and the team. There is maturing and high performance all round. This is central to the approach of 360 Facilitated®. It has a great track record, with many happy managers around the globe.
[more]Labels: 360 Facilitated, 360 feedback, Communication |
