CHECKING PERCEPTIONS
Volume #27 - April 2002
Recently, I have been conducting 360 degree feedback reviews for some of my clients. This entails interviewing a number of their senior managers, peers and direct reports. Before I ask questions about my clients competencies, abilities, strengths and weaknesses, I ask: "What was your perception of this person when you first met her?" Then I ask, "Has your perception changed over time, and, if so, in what way has it changed?"
By asking these questions first, I get the person I'm interviewing to talk about my client in a personal way, which provides me with information about how my client comes across to people. What are the first impressions that are made? And what happens over time to either reinforce those perceptions or alter them?
Each of us sends out messages or signals that get interpreted in particular ways. In understanding your success at work, it's critical for you to know how you come across to others because their perception of you will influence how they respond to you, how they communicate with you, and how they might either support you or undermine your efforts.
The value of a 360 is that you get feedback from a number of people, so if the feedback is consistent and echoed by several people, you can target developmental areas - behaviors, habits and patterns - that have been recognized by others.
Sometimes, feedback can be surprising and upsetting and you might start to feel defensive - but don't. It's important that you listen to and value feedback. It's extremely helpful to hear the perceptions of others so that you can see yourself in a new light, exposing behaviors that need to be changed. After you receive feedback, try to figure out how you can reinforce good perceptions and change negative ones.
For example, one of my clients was surprised to discover that people had the impression she was out for herself. She is an aggressive, talkative problem solver. She also has a good heart and always considered herself a good leader who enjoyed the camaraderie and trust that develops when a high performing team works together. However, she was not aware that people outside of her team viewed her approach to problem solving as self-aggrandizing and she was confused about why she was hitting roadblocks. It was only after she discovered how people interpreted her words and actions that she was able to moderate her behaviors and conversations, enabling people to learn more about the intricacies of what her team did. In the process, not only did perceptions about her begin to shift, but she became a more effective communicator and a better leader for her team.
You won't be able to conduct a 360 degree feedback by yourself because you probably won't be able to get everyone to open up to you. Some people find it very difficult to give direct, honest feedback. They might feel uncomfortable pointing out your developmental areas for fear of hurting or offending you. Or they might even be fearful of retribution if they deliver bad news.
However, you can target a small group of trusted colleagues and ask them to be on your "feedback team." Ask them if they would be willing to answer a few simple questions for you and/or give you specific, honest feedback on issues as they arise in the course of your work. Make it clear that your goal is professional development and that you value and appreciate their willingness to help you grow.
One of my clients has targeted three people and asked them to observe her over the course of three months as she tries on new skills learned through our coaching process. At the end of three months they've agreed to give her honest feedback on their perceptions of her progress.
Remember that it makes it easier for people to give feedback if the feedback is targeted to specific behaviors. I have a few close colleagues that I count on for critical, but sometimes hard-to-hear feedback on my performance. When I have a concern about something I did, it's a relief to be able to call them up and ask them if I can run something by them, knowing that they'll tell me the truth. If they think I've made a mistake, they'll tell me, but they'll also give me nonjudgmental support.
Listed below are some questions you might use with your "feedback team" if you are trying to get a general sense of how others perceive you.
FEEDBACK QUESTIONS
- What was your initial impression of me? Has it changed over time? If so, how?
- What do you consider my greatest strength? For example, can you describe a time when I demonstrated this strength?
- What do you consider my greatest developmental area? For example, can you describe a situation that I could have handled better?
- What works about the way I communicate? What could work better?
- What do you know for sure that you can count on me for?
- What would you hesitate to count on me for or include me in on?
Copy © 2001 Virginia O'Brien All s Reserved
