Strategic 360s

Making feedback matter

Archive for the ‘Performance Management’ Category

Holes in the Wall: A SIOP Preview

with one comment

[tweetmeme source=”strategic360s”]

I will be leading a Conversation Hour at the upcoming SIOP Annual Conference, surprisingly titled, “Strategic 360 Feedback.” I would love to hear from any of you as to what you would like to talk about in your use of 360’s for more than “just” leadership development, whether you are going to be there or just wish you were.

One topic I do want to address is the use of 360’s in creating large scale change in organizations (climate change??), harkening back to the tagline at the beginning of The Handbook of Multisource Feedback: “Large scale change occurs when a lot of people change just a little.”

I am thinking about using a metaphor building off the observation (criticism?) of “when you have a hammer, everything looks like a nail,” here applied to 360’s. Of course, I look at things a little differently, as in missed opportunities. To extend the metaphor, I see many (most) organizations frustrated with the inability to sustain processes such as performance management systems or other culture change initiatives. So let’s say the “initiative” is like a picture we are trying to hang on the wall. So we have to get a hook nailed into the wall. I believe they are trying to push in nails with just their thumbs, and, of course, the picture might hang on the wall for minutes or a few hours, but then crashes with a large thump and lots of broken glass. And leaves a hole in the wall, maybe adding to all the holes already there from other unsuccessful attempts to hang that picture or other pictures.

To wrap up the metaphor, let’s survey the scene (so to speak). A broken picture with lots of accompanying noise that everyone can see and refer to, including the cost of repair if they are going to try to hang it again. And of course the holes in the wall everyone will point at as evidence of all the failed attempts to hang pictures in the past. So where is the hammer (i.e., 360 feedback processes)?

Well, let’s see. We had a hammer but lost it. And someone hit their thumb with the last one. The last time we used it, it was too small (or big, take your pick). A new hammer is expensive. The person who had the hammer left the company and took it with them (and we really didn’t like that hammer anyways). The last time we used it, we used the wrong end (must have been a manager). Maybe a shoe would work next time?

Like any tool, a hammer (aka 360) can be misused and even dangerous. Allan Church and I produced an article that tries to demonstrate how the 360 “hammer” can be used to improve performance management in the right hands. http://www.orgvitality.com/articles/HRPSBrackenChurch OV.pdf

And maybe hang on the wall for a long time.

Please let me know if you have any observations about how your “hammer” hasn’t worked and/or how this metaphor works or doesn’t work for you.

See you in Hawaii??

P.S.  The 3rd meeting of the Strategic 360 Forum will convene in Chicago on September 16.  Let me know if you have an interest.

©2014 David W. Bracken

Advertisements

Strategic 360 Forum

with one comment

[tweetmeme source=”anotherangle360″]

I am organizing a one day event in New York City on July 24 for organizations that are using 360 Feedback processes for purposes beyond just leadership development.   There is no cost. Any organization wishing to be considered for attendance should contact me. The representative must be a senior leader who has responsibility both for implementation and influence regarding its strategic use in the company.

Strategic 360 Forum

July 24, 2013

Description

One day meeting, coordinated by David Bracken (OrgVitality), of organizations using 360 Assessments for strategic purposes, including support of human resource processes (e.g., talent management, staffing, performance management, succession planning, high potential programs).   Attendees will be senior leaders with responsibilities for both process implementation as well as strategic applications. Larger organizations (5000+ employees) will be given priority consideration for inclusion.

If there is sufficient interest and support from the participating companies, the Forum would continue to meet on a semi-annual basis.

Location and Date:  July 24 at KPMG, 345 Park Avenue, New York, NY 10154-0102

Tentative Participant Organizations:  Guardian, Bank of America, GlaxoSmithKline, KPMG, Starwood, PepsiCo, Federal Reserve NY, JP Morgan Chase

Benefits for Participants

  • Learn of best practices in the use of 360 Assessments in progressive organizations
  • Discover ways that 360 Assessments support human resource initiatives, including problems and solutions
  • Create personal networks for future situations
  • Create opportunities for future professional contributions, including 2014 SIOP Conference

NOTE: The specific process and agenda will evolve as the organizers interact with the participants and discover their expectations and ways that they can best contribute to the event.

Cost

There is no cost for participants beyond their active contribution. Lunch is provided.

Content

The core content will consist of brief presentations by select attendees.  For attendees interested in participating in a submission for the 2014 SIOP Conference, we will use the format and content of their presentations to feed a proposal submission.

Presentations will be followed by a group discussion where questions can be asked of the presenter and alternative viewpoints shared.

Depending on the programs and interests of the participating organizations, we will explore select  theme topics of high relevance relating to use of 360 Feedback. These topics may include:

  • Performance Management
  • Succession Planning
  • High Potential Identification and Development
  • Staffing/Promotions
  • Coaching Programs
  • Sustainability

The Forum meeting will also include a presentation by Bracken and Church based on their People & Strategy (HRPS) article on the use of 360 Assessments in support of (or replacing) performance management processes, followed by discussion.

Outputs

1)      As noted above, the content will be the basis for a proposal for inclusion in the 2014 SIOP Conference.

2)      The presentations and discussions will be organized and reported to participants.

Contact Information

Interested organizations should email me with a brief description of the 360 process(es) you wish to highlight/share (purpose, size, longevity, innovations), and your personal role/responsibilities.

David W. Bracken, Ph.D.

Vice President, Leadership Development and Assessment

OrgVitality, LLC

402-617-5152 (cell)

david.bracken@orgvitality.com

Pay Attention to That Leader Behind the Curtain

leave a comment »

[tweetmeme source=”anotherangle360″]

One of my early posts was titled “Snakes in Suits”   (https://dwbracken.wordpress.com/2010/10/12/snakes-in-suits/), which is also the title of a book about psychopaths in industry, specifically in leadership positions, and how skilled they are (because they are psychopaths) in escaping detection until the damage has been done.  The blog post highlighted a 360 process whose primary purpose is to identify the bottom tail of the performance distribution, essentially managing the quality of the leadership cadre by fixing or removing the poorest performers/behaviors. The metaphor is pulling back the curtain on the pretender/offender, like Toto does in “The Wizard of Oz,” who has escaped discovery for many years through cleverness and deception. Of course, he cries out, “Pay no attention to that man behind the curtain.”

I got to thinking about this topic recently (no, not because of the new Wizard of Oz movie) when I got an update from Bill Gentry at the Center for Creative Leadership regarding his evolving thinking and research on the topic of Integrity (see his YouTube video, http://www.youtube.com/watch?v=4d7yQHHUL-Q&list=UU9ulOx1rJK5FMlC5gbS91cQ&index=1).

One of the possible reasons that the “Snakes in Suits” book didn’t get more traction in our field is the fact that true psychopaths are relatively rare in our society (maybe 3-5% of the population by some estimates), though their “cousins” (bullies, jerks, add your own adjectives) are much more prevalent and all can cause substantial damage.  By expanding the definition of inappropriate behavior to include integrity (or lack thereof) as Dr. Gentry highlights, we now have a behavioral requirement that hopefully applies to every leader, and every employee for that matter.

One of Bill’s research articles uncovers a finding where integrity is identified as a critical trait for senior executives but much less so for mid-level executives. His hypothesis is that success in mid-management is much more on the “what” that is achieved (e.g., revenues, sales, budgets) than the “how” (e.g., adherence to the values of the organization).  This de-emphasis on the “how” side of performance measurement causes organizations to promote leaders to the most senior levels without sufficient scrutiny of their character, resulting in some flawed leadership at the top of companies where integrity is essential (including some very high profile examples that Bill enumerates as part of his publications).

While I’m at it, I found another piece of research that relates to the significant impact that abusive management can have across large swaths of the organization. This article (cited below) suggests that employees partly attribute abusive supervision to negative valuation by the organization and, consequently, behave negatively toward and withhold positive contributions to it. In other words, employees may believe that abusive supervisors are condoned by the company, and then lose commitment and engagement to said organization.  And there is probably a lot of truth in that logic.

Organizations have a responsibility to identify and to address situations where leaders are behaving badly, and the research cited above strongly suggests that it is in the best interests of organizations to do so.  So how is that done?  Many organizations rely on anonymous processes that encourage employees to “speak up” without fear of retribution.  That is such a passive approach as to almost be amusing if it weren’t so important.

Of course, you know where I am going with this.  A 360 Degree Feedback process that is consistently administered across the organization AND has provisions for the results being shared with the organization (e.g., Human Resources) is about the only way I can think of where this systemic problem can be addressed.  This should be a critical aspect of Talent Management systems in organizations, and as common and ubiquitous as performance management.  As the authors of “Snakes in Suits” point out, 360 feedback can be a powerful way to identify the “snakes” early in their careers. One problem is that these snakes are very skilled at avoiding detection by finding loopholes in inconsistently administered 360’s so that they don’t have to participate, or don’t have to share their feedback with anyone.

Who is that leader behind the curtain? It may be a wizard. It may be a jerk. It may be a hero to be honored.  But we won’t know unless we have our Toto to pull back the curtain, hopefully before it’s too late.

Reference

Blaming the organization for abusive supervision: The roles of perceived organizational support and supervisor’s organizational embodiment.  Shoss, Mindy K.; Eisenberger, Robert; Restubog, Simon Lloyd D.; Zagenczyk, Thomas J.  Journal of Applied Psychology, Vol 98(1), Jan 2013, 158-168. doi: 10.1037/a0030687

©2013 David W. Bracken