Strategic 360s

Making feedback matter

Crowd-sourced: Drive-thru Feedback?

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danger-fast-food

(co-authored with Dale Rose)

There were a couple of interesting webinars in the last 2 weeks on the topic of performance management trends.  One was hosted by AON (Levi Segal and Seymour Adler) and the other by Talent Quarterly (Dave Ulrich, hosted by Marc Effron).

I (Dave) am particularly interested in this topic at this moment because I will be hosting my own discussion/debate on this topic at SHRM Florida on August 31 in Orlando. There I will be joined by Keith Lykins (Lykins International) and Joann Gamicchia (Orange County Clerk of Courts) to share our perspectives and engage the audience in an exchange.

As a result, I recently became aware of work by Gerry Ledford regarding trends in the field of performance management (http://goo.gl/lpv8OZ).  He writes about “cutting-edge performance management,” which is characterized by three things: Ongoing feedback, ratingless reviews, and crowd-sourced feedback.

While there has been a lot of banter recently about how to create ongoing discussions between managers and their direct reports, what really caught my attention was this statement about crowd-sourced feedback (CSF):

There is very little written about and almost no research on this growing area, but we think it may replace traditional 360 feedback over time. It uses a technology (social media) that most employees know, it is delivered in real time rather than annually, and the feedback is free form and therefore less artificial than a 360 rating form.

It is interesting to hear a well respected author suggest that a feedback method with a fairly sizable research base might be replaced by another method because the new method is 1) familiar, 2) faster, and 3) easier to do.  This sounds a little like replacing a healthy nutritious meal with fast food. It’s not that fast food is without any merit – certainly we’ve all traveled enough to know that sometimes you just need something quick and easy.  But let’s not jump too quickly into assuming that fast-food-feedback will serve the same needs as 360° feedback.  Gerry is certainly correct that crowd-sourced feedback does not qualify as 360° feedback, especially if you compare it to the definition that we (Bracken, Rose & Church, in press) have proposed:

360° Feedback is a process for collecting, quantifying, and reporting co-worker observations about an individual (i.e., a ratee) that facilitates/enables three specific data-driven/based outcomes: (a) the collection of rater perceptions of the degree to which specific behaviors are exhibited; (b) the analysis of meaningful comparisons of rater perceptions across multiple ratees, between specific groups of raters for an individual ratee, and changes over time; and (c) the creation of sustainable individual, group and /or organizational change in behaviors valued by the organization.

At this point, it is difficult to make generalizations and comparison with 360° Feedback because CSF comes in many different forms. Josh Bersin’s review of the emerging feedback market has no clear category for the type of feedback system Ledford describes. Just from what we have read in various articles, we see that CSF might be:

  • “Push” feedback (ratees asking for feedback)
  • “Pull” feedback (raters provide feedback on their own, at their own initiative)
  • “Event” oriented (e.g., how did I do in a presentation?), though this is not really “ongoing”
  • Totally unstructured (open ended comments on whatever topic occurs to the rater)
  • Open ended but requires attaching comments to rating dimensions
  • Monitored by the organization or unfettered
  • Only for ratee or shared with/used by the organization (manager, HR, other decision makers)

We see potential value in many of these types of feedback, but they clearly do not provide the same benefits to a leader or organization that 360° Feedback can provide.

If we can make some comparisons between true 360° Feedback and CSF, we see these differences of some significance:

  1. Open-ended feedback (which CSF relies on) is highly skewed to a narrow set of content areas (Rose et al, 2004)
  2. Self-selection in crowd sourcing causes sampling bias
  3. CSF makes no allowance for “opportunity to observe” error/bias, i.e., the competence and motivation of the source (rater)
  4. CSF has no method to track individual or group change over time
  5. By using standardized survey content, 360s allow strategically-aligned behavior change across the system
  6. Use of feedback to create real change is greater with 360s (until proven otherwise)
  7. Well done 360s have safeguards against retaliation and misuse
  8. Normative comparisons to other company leaders is an option with 360s
  9. 360s can be aggregated to view company-wide or system-wide trends that can be compared over time (crowd sourcing cannot)
  10. Unlike CSF, 360s allow for census participation – all leaders can be directed to participate in a standardized process; allowing leaders to create organization-wide shifts in behavior and culture.

CSF’s are equivalent to 1-2 item 360’s in most cases where the rater is providing feedback on a very narrow set of behaviors (which may or may not be specified, may or may not be actionable). They are narrowly focused on content that may or may not be aligned with organizational competencies and/or values. They may be more timely than regularly scheduled 360’s, but not necessarily so (CSF may not be timely, and 360’s do not have to be just annual events). The opportunity for timeliness may be an illusion, an opportunity offered but not always fulfilled.

Dr. Ledford’s call for more research needs to be answered.  Here are some things we would like to know:

  • What are the various contexts in which CSF is collected? (We certainly should combine different methods in examining the effectiveness of the feedback, though we could compare methods).
  • Do ratees actually use the feedback (i.e., change their behavior, let alone pay attention to it)?
  • Does the novelty wear off over time?
  • What types of individuals avoid CSF vs. those who use it frequently? (are high performing early career employees more likely to use CSF than veterans with a long track record of success?)
  • What is the differential effect due to type of CSF?
  • What are the opinions of CSF? For users, nonusers and other stakeholders (e.g., HR, management)?

While we are certainly encouraged that there is so much interest in finding ways to improve employee feedback, it’s worth recognizing that 360° Feedback has a long history of success helping leaders to learn from their environment.  Further, there is a fair amount of research and consensus around best practice in 360° Feedback.  Hopefully researchers and practitioners will take a careful look at new feedback methods like CSF.  Until we have a longer track record and much more experience with CFS, it may be a bit premature to assume that CFS will fully serve an organization’s need for valid feedback that is useful for guiding a wide range of talent decisions.

This is not necessarily an either/or choice between using 360° Feedback and CSF. But we don’t think it should ever be a “CSF only” choice.

 

Bersin, J. (2015). Feedback is the killer app: A new market and management model emerges. Forbes, August 26.  Retrieved at http://www.forbes.com/sites/joshbersin/2015/08/26/employee-feedback-is-the-killer-app-a-new-market-emerges/#41bf71036626

Bracken, D. W., Rose, D. S., & Church, A. H. (in press). The evolution and devolution of 360° feedback. Industrial and Organizational Psychology: Perspectives on Science and Practice.

Rose, D. S., Farrell, T., & Robinson, G. N.  (2004). Are Narrative Comments in 360-Degree Feedback Useful or Useless?  Technical Report #8253. Berkeley, CA: Data Driven Decisions, Inc.

The REAL Foundation to a Human Workforce

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I received an email invitation in my In Box recently for a webinar titled, “Recognition as the Foundation for a More Human Workforce.”  I deleted it but then went back to read it in more detail.

One of the reasons I deleted it is that it struck as sending the wrong message.  In fact, it does say “THE” foundation, not just “A” foundation.  All my experience, intuition, and even personal research tells me that this proposition is just plain wrong.

As relating to a “human” workforce, I recalled the piece by Emma Seppal in HBR (“Managers create more wellness than wellness plans do”) that speaks to the power of organizations and leaders characterized by trust, forgiveness, understanding, empathy, generosity, and respect. Is recognition lurking in there? Perhaps, but there is a big difference between recognition that is a daily spontaneous habit and what is viewed as a program.

When I was working with Dana Costar to design an upward feedback instrument for managers, we did a lot of background reading on possible drivers of perceptions of manager effectiveness.  It seemed to us that recognition was fairly far down the list, but recognition did keep popping up. So we somewhat grudgingly did include it as a dimension in our instrument to see how it stacked up when the data came in.

Our results (Costar & Bracken, 2014) on an international sample of 82 leaders showed that Trust is the leading driver of ratings of manager effectiveness, while Recognition fell far down the list. (As an aside, Trust was behind Facilitating Development in ratings of effectiveness as a Coach, but still far ahead of Recognition.)

Lolly Daskal’s blog in Inc. has a list of leadership “beliefs” (characteristics/behaviors) where says “Honoring Trust” is the “first job of a leader.”  But her list includes many other trust builders as well:

  • Leading by Example
  • Accepting Accountability
  • Leading with Integrity
  • Encompassing Humility
  • Manifesting Loyalty
  • Showing Respect
  • Leading with Character

(I see that recognition, “Exhibiting Appreciation” does make the list but is, in my opinion, overwhelmed by these other factors and a cousin to recognition.)

Gallup’s list of critical manager capabilities includes these:

  • They motivate every single employee to take action and engage employees with a compelling mission and vision.
  • They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
  • They create a culture of clear accountability.
  • They build relationships that create trust, open dialogue, and full transparency.
  • They make decisions based on productivity, not politics.

We don’t see recognition on this list either, but we do see trust.

Vendors are pushing recognition apps. I believe they fall in the category of activities that are relatively harmless but of little value. If there is harm (besides wasted expense) it is that they, by nature, are targeted only at positive feedback. Then there is a lost opportunity to create awareness of other important behavioral/skill deficits.

I have proposed that “Trust” comes in two forms: Trusts and Trusted. Turned into behaviors that can be defined, developed and measured, they look like this:

TrustMCL

Trust is one of those constructs that may be elusive to pin down definitionally, but we all know it and, more importantly, feel it when we experience it. Unfortunately (tongue deeply embedded in cheek) there will never be a “trust” app.  But trust can be “deleted” just as fast as an app with no opportunity to reinstall.

Trust is the real foundation of a human workforce.  Define it, develop it and measure it.  Then your organization has a chance of really being “human.”

 

Costar, D.M., & Bracken, D.W. (2014). The impact of trust and coaching relationship on manager effectiveness ratings.  In D.W. Bracken (Chair) Manager As Coach: Defining, Developing and Measuring Effectiveness. Symposium at the 29th Annual Conference of the Society of Industrial and Organizational Psychology, Honolulu, HI, May, 2014.

©David W. Bracken 2016

 

Manager, Coach, Leader, SuperBoss?? Stop!

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We are confusing ourselves and those employees who hold authority positions in our organizations with a plethora of role labels, each of which is valid and viable, but poorly defined and almost impossible to fulfill at the same time. I give you the examples of Manager, Coach, Leader, and (most recently) SuperBoss.

GrtLdr

I have recently discovered Tanmay Vora (qaspire.com)and his wonderful pictorial depictions, often of literature he has read and wishes to summarize. Here is one that captures “Leadership” that he himself created in all its complexity.

No wonder our “leaders” are overwhelmed! This is a great list but really are nine different roles with lots of room for discussion, debate and overlap. In the process of having that discussion, we should carve out sub roles and point out that no one can be good at all these things and certainly not do them all at the same time. Even “SuperBosses” are not good at everything, despite the “super” part.

Let’s begin with “SuperBoss”  because it also contains the label “boss,” another label that we can apply to people in positions of authority (formal and informal).  I had the privilege to hear Dr. Sydney Finkelstein speak recently on the topic of “SuperBosses,” coinciding with the recent publication of his book of the same name. Examples of people he uses to describe the profile of Superboss (along with a 360 Feedback behavioral inventory) is quite diverse:  Jazz legend Miles Davis, restaurateur Alice Waters, fashion iconoclast Ralph Lauren, Oracle founder Larry Ellison, producer George Lucas, SNL creator Lorne Michaels, NFL coach Bill Walsh, and hedge fund manager Julian Robertson.  Dr. Finkelstein asserts that a “SuperBoss” can be created (i.e., developed), though I am not sure how many a given business could tolerate.

I had the temerity to inquire during the Q&A as to why he chose to build on the label of “boss” when it has many negative connotations, including associations with the Mafia (think of The Godfather). Was Vito Corleone a good Superboss? Or Michael, for that matter? Dr. Finkelstein shared that his first working title was indeed “Godfathers” but was dissuaded from that course due to multiple problems, not the least of which was gender-related.

Speaking of boss, this graphic has recently resurfaced on LinkedIn and is incredibly BossLdrrevealing. We obviously were not in the head of whomever created it, but it has some useful messages to reflect upon.  On one hand, the Boss is in a position can’t help but generate negative feelings. But note that a) the team is trying to get over a ditch, and b) the Boss is pointing (not whipping), probably talking or shouting, and c) the platform says “MISSION” to infer that everyone knows what is trying to be accomplished (and evidently of some magnitude).

Despite the negative emotions you may have towards this “Boss,” I propose that the Boss is probably of more use than the Leader below, and should be called “Manager.”  In the movie “Gettysburg,” neither Lee nor Grant are out there leading the charge. Each sets the “mission” and assigns others to carry it out, with many “others” required to do so, literally sitting at the rear of the attack.

The time for being the Leader is also important, and sometimes does require both setting the lead by getting on the ground at the front of the line (think “Steward”) , and getting one’s “hands dirty” in the process. What isn’t shown here is the role of the Leader in interfacing with the rest of the organization on behalf of the group, both vertically (upward) and horizontally (both internal and, if applicable, externally).

No wonder our “leaders” (maybe “boss” is better?) are confused and overwhelmed!

And then there’s the Coach. Being a “coach” while leading a team is a totally different set Coach.pngof skills and behaviors from those of Manager and Leader, let alone SuperBoss.  Here’s another great Tanmay Vora graphic from reading the work of Lisa Haneberg.

There is a time and place for a Boss to be a Coach as well, and, as shown here, not an easy set of skills and behaviors to acquire and hone.  These capabilities should be set aside from those of being Manager, Leader and SuperBoss so that they can be communicated, developed, measured and tracked (i.e.,  create accountability) in a clear message.

One thing all four roles (Manager, Coach, Leader, Superboss) have in common is that they each should “inspire action,” (though that “role” surprisingly is not included in the “Roles for Great Leadership” above). Each role does it in a different manner and, in general, with different emphasis on the individual versus the group.

The Forum Corporation published this study on LinkedIn (4/28/16) regarding LdrCompscompetencies for first-level leaders. I would contend that this list further reinforces the need for differentiation of roles and their associated competencies in support of development and assessment:

Finally, I was pointed to this video (https://goo.gl/XfFQnR) of Joel Trammel who makes the distinction between Manager and Leader (and, for CEO’s, Commander).  He goes on to say that he would prefer an organization full of Managers over having a bunch of Leaders.  Clearly his mental model of “leader” is very specific and has little overlap with that of Manager.

In addition to inspiring action, there are clearly two other common denominators that create the foundation for any kind of positive relationship between Boss and his/her direct reports: Trusted and Trusts.  Being Trusted springs from having integrity, being honest and being consistent. Being Trusting (or Trusts) happens as the boss shows respect and dignity, including empowering the direct reports to demonstrate their own talents. MCL

In a nutshell, we might envision the Manager role as being depicted like this. Here I use the label “manager” deliberately to differentiate it from “leader,” though it does show the overlap with the “coach” aspect of the position. Most importantly, each of the 4 activities and the Trust/Trusted foundation must be described in behavioral terms in order to help all stakeholders understand what they require and how to develop them. “Culture” and “Goals” represent the organizational (contextual) environment that creates alignment for those behaviors.

Here are some basic role definitions:

Role

Description

Manager Ensures that day-to-day work requirements are achieved in alignment with organizational goals and values.
Coach Partners with an employee to define and implement effective solutions for problems and/or ongoing work processes.
Developer Partners with an employee to identify needs for short term and long term (career) development, and implements plans accordingly.
Leader Coordinates across team members, represents the team vertically (upward) and horizontally (work groups, customer) to ensure alignment and motivation.

Both the supporters and attackers of our Performance Management systems know that supervisors universally need to be better at providing feedback and developing their direct reports, all while accomplishing organizationally-driven performance requirements. This is a complex set of skills and behaviors that are best taught and developed on the job. That is done most effectively when sub roles are clearly defined, both for the benefit of the supervisors and the DR’s.  We need to choose our labels carefully and ensure consensus when we describe a “boss.”

©2016 David W. Bracken

 

 

 

 

 

PodCast: Using 360s for Decisions

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Thank you to Ben Butina and his Department12 Podcast for inviting me to be the first contributor to his “retooled” program for I/O Psychologists.

Ben asked me to respond to a few questions and he reads my responses, with occasional commentary of his own. I found his questions to be quite insightful in their own right and allowed me to cover a lot of ground with my responses.

I hope you will have the opportunity to listen and submit your own observations, comments and challenges, either here or to my email at dwbracken@gmail.com.

Here is the link:  

Written by David Bracken

April 2, 2016 at 10:45 pm

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Culture is Like a Song

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When defining organizational culture, I have picked up on the definition used by Bossidy and Charan in their book, “Execution” (2009) that it is defined by the behaviors that leaders exhibit and tolerate (and encourage, I would add). They assert that,

…to change the culture of the company, it must be done by changing the behaviors of its leaders” (Bossidy and Charan 2009, p. 105).

I am drawn to this definition because it is behavioral, and, therefore, can be observed, measured, developed and changed. This may feel somewhat “cold” to many of you who envision culture to be something more ethereal.  I offer this alternate definition as an example:

The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization’s expectationsexperiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudesbeliefscustoms, and written and unwritten rules that have been developed over time and are considered valid.  (http://www.businessdictionary.com/definition/organizational-culture.html#ixzz432BtClQ8)

I am sometimes critical of definitions like this because a) they make the construct/concept sound much too complicated for our end users (clients, organizations) and b) it is probably impossible to reliably measure despite the desperate attempt at the very end to assert they must be valid (or at least “considered” valid. Really?)

I was recently sharing my definition of culture in a talk I gave at SPIM (https://goo.gl/jk7LrJ), and it occurred to me that the pure behaviorist definition does seem cold.  I told them (and now you) that I really don’t believe that culture is just a bunch of behaviors any more than three notes are just a “chord” in music. So I got to thinking about this musical metaphor.

I am not anywhere near a musical expert nor prodigy. But I do love music of all kinds, play a couple instruments, and have performed in many groups, from folk groups, rock bands, orchestras, marching bands. and church choirs. Have even tried to write a few ditties along the way.  So I do appreciate the magic of music done well and the challenge of creating that magic.

Most of you are younger than me, but some of the “old” music is still pretty accessible. With the use of the song “America” in the Sanders campaign, you had the chance to get introduced (or re-familiarized) with the duet harmony of Simon and Garfunkel, and that is one kind of magic augmented by a message that strikes home on many levels that can give you goose bumps.

But adding a third note is a different kind of experience.  It’s kind of like the difference between two points creating a line in two dimensions, and then adding that third point that creates a plane. It is that concept that we also use in defining psychological constructs, and (at least from my recollection of factor analysis) part of the reason that, in 360 data collection and reporting, we try to have three items in a dimension and three responses to report a score.

Back to music, the recent death of George Martin has created an excuse to revisit the catalog of The Beatles songs that he produced and even performed on. In fact, just yesterday the New York Times created a list of almost their entire library in which you can listen to snippets or listen to the full song on Spotify with just a click. http://nyti.ms/1M5zq3J

I encourage you to use that easy NYTimes means to refresh (or create) a memory of the magic that they could create with the three part harmonies on songs like “This Boy,” “Nowhere Man,” and “I Feel Fine.”  “Because” from “Abbey Road” is also amazing, but with an asterisk since it might be called “synthetic” harmony in 9 parts, obviously using technology to create the multiple layers of voices.

For those of you who know more about music than I do, I have heard of references to “phantom” (or hidden) notes that are not sung but are heard when harmonies are just right.  I keep using the word “magic” but I can’t think of a better way of describing the sense you get when the sound is so rich, and then even sometimes combined with a moving lyric.  I am not the most spiritual person in the world, but some of my most vivid, chill-producing experiences have been when singing in a church choir when the music, the message, and the performance all come together, maybe for even just a phrase or even one bar. I think most of us have used the metaphor of “singing out of the same hymnal” regardless of our denomination (or lack thereof) and know basically what we are referring to when we use it.

The Beatles (and George Martin, sometimes called the “Fifth Beatle”) were an organization. I think their culture was best demonstrated when they sang in three parts (occasionally Ringo joined), and they did less of that on “Sgt. Pepper’s”, and then it basically went away until their last album, “Abbey Road.” (“Let It Be” was recorded before Abbey Road and had no three-part harmony that I can cite).  I propose that they lost their “culture” in a corresponding timeframe, and got it back to an extent in time to produce their arguably best (and last) album.

So this behaviorist does see/hear/feel the magic that can be created by three or more leaders in an organization that are “singing” the same tune that is derived from a common commitment to the organization’s vision, values and strategy, translated into concrete behavioral requirements that are definable, measurable, and developable. We sometimes refer to that as the whole being more than the sum of the parts; the sentiment is the same but that phrase doesn’t create chills, at least for me.

Can a behaviorist see and hear magic, and get chills? This one can.

 

Bossidy, L. and Charan, R. (2009). Execution: The discipline of getting things done. New York: Crown Business.

Written by David Bracken

March 16, 2016 at 11:08 pm

When “Feedback” Is Not Feedback

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A couple of my colleagues and I are working on a definition of “360 Degree Feedback,” and have been discussing about whether a 360, or feedback in general for that matter, is indeed “feedback” if not used (i.e., creates behavior change).

I found this definition of feedback in a business dictionary:

Feedback is the information sent to an entity (individual or a group) about its prior behavior so that the entity may adjust its current and future behavior to achieve the desired result. 

http://www.businessdictionary.com/definition/feedback.html#ixzz3lk0oFWjj

I REALLY like that it focuses on “behavior” that is defined by its relevance (i.e., “desired result,” assuming the desired result is what is important to the organization and not some whim.) But there are certain aspects of this definition that don’t quite fit my idea of what “feedback” is in practice. I believe it is not what is sent but what is received (i.e., what is heard AND interpreted correctly) and that the “may” part is ambiguous, especially if it implies that adjustment is optional.  So I propose this version:

Feedback is the information received by an entity (individual or a group) about its prior behavior so that the entity adjusts (or continues) its current and future behavior to achieve the desired result. 

Returning to the discussion with my colleagues, we have come to an agreement that feedback must be used in order to be called “feedback.”  If it is not used, then it is just information or information that is judged to be irrelevant and not worth using.  At that point it is no longer “feedback” and the sender should be made aware of that (if the sender is human).

Feedback

Sometimes the problem is that the message is not received, as in our cartoon.  Whose fault it that? I had an ex-girlfriend in college who was one of 3 passengers on a long car trip we took. At our destination, she said to me, “You know a lot of words to songs!”  It wasn’t until sometime (too much) later that I realized it was feedback about me singing to the radio.  Maybe that is also part of the “ex” part of our relationship?

But the part that we are debating more vociferously is about the “use part” (the “adjusts or continues” phrase).  This has direct implications for supposed “feedback” processes (such as 360’s in particular that are clearly labeled as “feedback”).  We assert that even if the target receives the information as intended, if he/she does not consciously act (adjust or purposively continue), then the information remains only information and is not “feedback.”

Some of you would assert that “feedback” must only create awareness.  But why send feedback if we feel that that is sufficient?  Why provide feedback if there is no change (or use) expected? Of course, awareness alone is not sufficient, and it must be followed by acceptance.  But still that is insufficient. (If not used, which is information and potential feedback to the sender, the sender may adjust his/her behavior as well, including just giving up.)

Some 360 processes hold that Awareness is sufficient and the leader need not actually use the feedback. We propose that such processes should not be called “360 Feedback” because there is no real feedback, just information. Feedback requires using the information.

Is a chair a “chair” if it is never sat in? I would say no, it is something else. Maybe it is a closet and has ceased being a “chair.”  (And for some of us, a perfectly fine closet.)

NotAChair

Is your process providing “feedback” or is it a closet?  If it’s not producing behavior change, you can call it anything you want  except “feedback.”

WAINT (Why Am I NOT Talking)

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Welch

In a response to my last post, (https://goo.gl/HW1lzl), Jason Read (@JasonReadPHD) correctly notes, “If only they practiced this ratio…”

It’s easy to blame the leader and then the organization (as creators of ability and culture) for not acting as a “coach” by stopping talking and asking, WAIT (Why Am I Talking).  Well, guess what. There are two parties in that exchange and the “other” person (employee, customer, child) should be thinking, WAINT (Why Am I NOT Talking).

There are a number of plausible reasons why the “other” doesn’t ask WAINT more often.

  • Both managers AND the employee (or “other,” whomever it is) have “always done it this way,” i.e., it has become the accepted MO for management. I talk, you listen. Then you do it. See ya.
  • Some people like being told what to do. They don’t expect to be asked, so they either don’t prepare or want to put in the effort.
  • They don’t have the opportunity to talk. Often not enough time is allotted for the real exchange of ideas, which ties back to the first point of the expectation of how the exchange is expected to occur (if “exchange” is even the right word; maybe more of a lecture).
  • Some people have self-doubts, and it becomes a self-limiting obstacle to personal contribution. This also has lots of reasons, including past experiences and past contributions not being acknowledged, tried, and/or rewarded. This can go WAY back in a person’s upbringing, and can be difficult to change, but it often is an assumption the person is making about outcomes.

I feel myself drifting into clinical psychology (where I don’t want to be and am not qualified to be), so this behaviorist will return to the REAL reason for this post, and that is to propose that WAINT is fixable, regardless of the histoy. The first requisite of change is to increase awareness, and so we need to make people (all the “others” in the world) to first realize they are not talking and that, at times, that needs to change.

When we are the “other,” we have a responsibility to contribute.  And we, as change agents (consultants, HR professionals, trainers, leaders who want change) need to create an environment (culture) that encourages the “others” to get involved and to be supported.

It starts with the awareness creation that the status quo is not working, and both managers and “others” need to change. The organization is losing a major resource in the minds and abilities of its employees when they aren’t heard , supported and recognized.

In a prior blog (https://goo.gl/6w57Fd) I proposed taxonomy of manager/other interactions, four types of discussions that are used in different situations.  I propose that it is insufficient for managers to go off to training and learn this approaching to being a better manager and coach. It is equally important to create the awareness of the “others” that these conversations are all important and each type has its time and place. Part of the message is that Activator exchanges need to be happing more often, and this is where 10:1 ratio of listening to talking comes into play.

I also propose that part of this orientation for both managers and the “others” is to create a language that forms expectations about what kind of exchange is about to happen, as in the manager saying, “Lets have a check-in” so that both parties have a vision of what their roles will be. Or the employee might say, “I’m having a problem and we need to have an Activator chat.”  When they enter that talk, they should be thinking that the 10:1 ratio will be used, versus maybe a 1:10 ratio when the Director discussion is happening. And, if the expectation is that the employee will have the opportunity to talk for 90% of the conversation, he/she had better be prepared to do just that.

Yes, the manager has the WAIT question to wrestle with. But the “other” has a WAINT to be aware of as well. It won’t do any good for the manager to create air time if, as they say on the radio, there is only dead air.

Written by David Bracken

February 14, 2016 at 12:33 pm