Susan Drumm provides four steps to ensure you will get honest feedback from your team.
Do you think you can get your team to give you honest feedback? Like no-holds-barred honest?
Many of my clients tell me they struggle to get real feedback from their direct reports and I’m not surprised.
Does this story sound familiar? One of my senior clients recently received the results of his 360 report and was surprised to learn that his team felt they weren’t being mentored effectively by him.
None too pleased with this, he walked out into the office and proceeded to go desk to desk. “Was this comment from you? Do YOU think I’m a good mentor? Do you have a problem with the way I mentor?”
Points covered in the four steps include:
-Create a culture of feedback and honesty from the outset.
-Dig in when asking for feedback.
-Be honest and genuine when asking for feedback
-Once you get the feedback, do something with it.
Read the full article, How to Get Honest Feedback from Your Team, on the Meritage Leadership website.
Jesse Jacoby identifies a few of the core issues that can arise when bringing a new manager into the workplace.
Good things are possible when new managerial blood is brought into an organization. For one thing, there are often fresh ideas. You know yourself how easy it is to get so close to something that you can’t see the forest for the trees. You can’t see a solution that’s obvious to someone from the outside. And, of course, if you don’t grow, then the status quo will feel normal. It will be the thing that you sub-consciously pursue. If you were asked point blank if this was your goal, then you’d deny it outright; nevertheless, it wouldn’t change the fact that you were in a rut and loving it.
This article covers:
-Changes to an organization’s culture, or that of a department or unit
-The dangers of bringing in new blood
-Recognising and dealing with repercussions
Read the full article, A Managerial Transfusion: The Danger of New Blood, on the Emergent Consultant’s website.