Feedback Management

Document Sample
Feedback Management Powered By Docstoc
					Are your employees avoiding you?
Managerial Strategies to Close the
         Feedback Gap
           Juan I. Sanchez, Ph.D.
      Florida International University
Department of Management & Int’l Business
    College of Business Administration




                                            1
Not everyone enjoys feedback…

     You have been a good horse, fast,
     easy to ride, but you need to work on
     your galloping a bit…
Not everyone enjoys feedback…


     I said “give me the feed-bag,” dummy, not
     “give me feedback”!
                The feedback gap

•Employees should seek feedback from managers
when they perform poorly…

•In return, managers should give constructive
feedback to employees, so that they can improve
their performance…




                                                  4
 Consider the following recent examples…
NASA engineers were engaged in an intense
debate over potential wing damage from extreme
heat one day before the shuttle Columbia broke up
over the skies of Texas, a scenario much like the
one investigators believe happened. For some still
The direct subordinates of an authoritarian
        reasons, the engineers never took the
unclearChinese province of Guangdong, sources
In the like Saddam Hussein were apparently so
leader
have to top NASA government that he did not
matterspeculated thatmanagers. officials
afraid of bringing him bad news
interfered with information the coalition the rapid
receive accurate reports of concerning forces’
spread of the Severe Acute Respiratory
rapid approach towards Baghdad.
Syndrome (SARS), apparently because they
might have feared their superiors’ reaction.
                                                      5
  Managers and employees often neglect
constructive exchanges leading to improved
              performance…
Manager suffers a sense of discomfort when giving
negative feedback or a lack of tolerance for poor
performance and the accompanying emotionally-charged
reactions.

                          Employee fails to seek
                          feedback and avoids
                          negative feedback to
                          preserve self-image and
                          manage impressions on
                          others.


                                                       6
    A dangerous spiraling reaction…

•Feedback gap widens as a result of a
spiraling reaction where employee and
supervisor reinforce and stimulate each
other to neither receive nor give feedback
regarding performance.
•This spiraling reaction perpetuates a
corporate culture that precludes
organizational learning.

                                             7
We’d like to provide an actionable roadmap
    towards the learning organization…

•A healthy feedback exchange is key to the
learning organization.
•Even though the competitive advantage of the
learning organization is well understood, the
roadmap for creating the learning organization is
still blurry.
•Our roadmap describes the specific actions that
are likely to instigate a healthy feedback exchange
among managers and employees.
                                                      8
Both sides contribute to the feedback gap…




 Manager contributions


                         Employee contributions




                                                  9
Employee contributions to the Feedback Gap:
     Feedback Avoiding Behavior (FAB)
                    Or
      “Dodging” the Feedback Bullet




                                              10
Employee contributions to the Feedback Gap:
Personal cost feedback-seeking > obvious benefits



•Threat to self-esteem.
•Fear of appearing incompetent to boss.
•Fear of ridicule from coworkers.
•Fear of admitting weakness.




                                                    11
Employee contributions to the Feedback Gap:
             FAB Temptations

•Desire   to maintain appearance of consistency.
•Desire   to manage impressions.
•Desire   to buy time.
•Desire   to preserve the ego.




                                                   12
Employee contributions to the Feedback Gap:
     Personal factors which encourage FAB


   •Propensity to seek positive feedback.
   •Fear of negative evaluation.
   •High self-esteem.
   •High concern for public image.
   •High need for approval.


                                              13
Manager contributions to the Feedback Gap

             Zero-Tolerant Manager

•Low tolerance for failure.
•Propensity to make the fundamental attribution
error.
•Tendency to react emotionally to bad news.
•Psychologically or physically distant from
employees.


                                                  14
Manager contributions to the Feedback Gap

                  Micromanager

 •Too physically close to employees.
 •Fails to delegate.
 •Obsessed with details.
 •Propensity to make the false consensus error.
 •Takes over.
 •Expert in finding fault.


                                                  15
Manager contributions to the Feedback Gap

                 Conflict Avoider

•Delays, distorts and avoids giving feedback.
•Uncomfortable with emotional reactions to
feedback.
•Gives employee the benefit of the doubt.
•Nurturing style.




                                                16
Let’s examine management strategies
to “bite the feedback bullet”…




                                      17
          Management Strategy:
  Understand Causes of Poor Performance


•Receive Attribution training.
•Explore attribution biases.
•Ask for employee “accounts.”




                                          18
           Management Strategy:
  Manage Physical and Psychological Distance

•Reduce physical distance to understand external
causes of poor performance.
•Increase physical distance to give decision
latitude.
•Reduce psychological distance to gain empathy
and trust.
•Increase psychological distance to gain
objectivity.


                                                   19
             Management Strategy:
            Engage in Active Listening

•Be fully attentive with employees when they seek
feedback.
•Express interest in employee needs.
•Express concern for employees.
•Verbally summarize employee concerns to ensure
understanding.
•Verbally acknowledge employee statements.



                                                    20
             Management Strategy:
          Best feedback-giving practices

•Give task-level and motivational feedback
•Describe poor performance in behavioral terms
•Focus on specific, controllable behavior
•Ask employee for improvement suggestions
•Give negative feedback in private
•Use effective timing
•Compare employee performance to a standard,
not to other employees
•Use a feedback script (e.g., DASR)

                                                 21
             Management Strategy:
          Develop a “Learning” Mindset


•Consider failure an opportunity to learn.
•Dissect failure from a learning perspective.
•Capture the learning.
•Realize that failure is a by-product of risk-taking
and innovation.
•Do not tolerate scapegoating.




                                                       22
Let’s see how each type of manager
may benefit from each strategy…




                                     23
           Management Strategy:
  Open-mind about causes of poor performance
Zero Tolerant        Micromanager      Conflict
Manager                                Avoidant
                                       Manager
Understand           Understand false Understand
fundamental          consensus effect. employees’ use
attribution error.                     of self-serving
                     Understand        bias.
Understand        employees’
possible external rationale for task Open up
reasons for       strategy.          dialogue more
failure.                             comfortably (for
                                     manager).
                                                         24
                  Management Strategy:
                    Active Listening


Zero Tolerant      Micromanager         Conflict
Manager                                 Avoidant
                                        Manager
Gives manager      Allows manager       Reduces
tools to avoid     to consider          manager’s
hasty emotional    alternative ways     discomfort by
responses.         to complete tasks.   having employee
                                        control dialogue.




                                                            25
                   Management Strategy:
                   Distance Management

Zero Tolerant       Micromanager       Conflict Avoidant
Manager                                Manager
Reduce physical     Increase physical Increase
distance to         distance to give psychological
understand          discretion.       distance to gain
employee’s                            objectivity.
environment.        Reduce
                    psychological
Reduce              distance to gain
psychological       empathy.
distance to gain
empathy.
                                                           26
                Management Strategy:
        Best feedback-giving practices (Task or
        motivational level, private, well-timed)
Zero Tolerant     Micromanager       Conflict Avoidant
Manager                              Manager
Manager avoids    Manager avoids     Realize that negative
attacking the     making employee    feedback can be
employee.         feel inadequate.   non-threatening.
Reduces           Reduces            Reduces manager’s
employee          employee           discomfort with a
discomfort.       discomfort.        rehearsed script.
Wait: Allows      Wait: Allows       Immediate feedback
manager to        employee’s task    for best contingency.
check emotions.   strategy to play
                  out.
                                                             27
                    Management Strategy:
                  Develop a Learning Mindset


Zero Tolerant       Micromanager       Conflict Avoidant
Manager                                Manager
Organization        Employee will     If we don’t directly
will advance if     develop more if   address failure, we
we embrace          given discretion  will never improve.
failure rather      to experiment and
than find           possibly fail.
scapegoats.




                                                             28
Thank you!




             29

				
DOCUMENT INFO
Description: Feedback Management document sample