How to ask for feedback from your employees on your management skills (part 2)
This is the second part of a three part series on how managers can ask for feedback on how they manage. Managers get spotty feedback on how they manage, and employees are perhaps the best source of feedback, but it can be tricky. In my previous article, I outlined how the manager can set up the conversation, in today’s article I dive deeper into the actual feedback conversation initiated by the employee. Chin up and get ready for the feedback!
1. Don’t actually recriminate
The employee gives you feedback and you don’t agree. This is kind of an obvious point, but if you don’t like what the employee says, or don’t agree with it, you now have to follow your own rules and not react negatively to what the employee has to say. Don’t be surprised, either. You asked for it, now you have to take it. Swallow your pride, no matter how much you disagree or didn’t want to hear what you just asked to hear. All of your other interactions and discussions have to be separated from this feedback. The better you can do this, the more you will create trust on your team.
2. Avoid debates
When asking for feedback, that’s what you get, feedback. If you then start to try to convince the employee that your actions are correct, and either debate or react as though the employee is wrong, you’ve just trained the employee to not give you feedback, and perhaps not share anything with you. You asked for the feedback, now take it. You don’t have to do anything differently based on the feedback if you don’t agree with it. You should take it into account, and allow this other opinion improve your decisions and approach.
How to ask for feedback from your employees on your management skills (part 1)
I’ve been exploring how managers receive feedback on their management skills. The situation is not good, because most channels of feedback are not specific, not immediate, and the quality of the feedback is low or not related to management skills. With no feedback on how they’re doing as a manager, it makes sense that many managers struggle and do more harm than good!
However, as explored in the previous article, the managers’ employees may be a resource for providing feedback that is specific, immediate, and – potentially – of good quality. It takes work to get this set up, and for this to be successful. This is the first in a three part series on how managers can ask for feedback on how they manage. Today’s theme: Getting ready.
How about managers ask for feedback from their employees?
In my previous article, I explored the channels that are most likely to provide specific and immediate feedback to managers on how they manage. The most common channels (like relying on your boss’s boss) are not reliably effective, while the channel with the highest likelihood of success is to receive feedback directly from employees. So why don’t managers get feedback from their employees?
Many managers are not good at being a manager, and the ones who suffer most directly from poor management practices are the employees. Similarly, employees are also the ones who are most likely to observe the behaviors of the boss, and have the ability to identify different ways for the boss to behave that would help the team perform better (i.e., “Instead of yelling, I would like it if you would speak to me in a calm voice.”) Read more
How to give feedback to your manager: Some possible openings
The Manager by Designsm blog seeks opportunities to design how managers improve in people and team management. A key opportunity is to seek ways on how managers receive feedback in managing.
In my previous blog post, I looked at nine ways employees can give feedback to their manager. However, they all lacked as effective channels for an employee to give feedback, as they were either indirect, high risk, non-specific, have a time-lag, or the feedback provider isn’t necessarily skilled in providing performance feedback. That’s a lot of hurdles!
In today’s post, I’ll provide an examination for where there is the most hope, and what can be done to increase the chances that employees can give useful performance feedback to their managers.
In looking at the nine ways managers get feedback, all have their flaws. Good performance feedback needs to be directly given, be specific and immediate, provided by someone who is able to give performance feedback using behavior-based language, and in the case of the employee giving feedback to the manager, the risk for recrimination needs to be either designed-out or mitigated.
Here’s a grid showing how the various channels stack up: Read more
How do employees give feedback to their manager?
The Manager by Designsm blog advocates for a new field called “Management Design”, in which managers engage in solid people and team management practices by design, rather than by accident. An example the poor management design experienced today is that managers typically do not have very good channels for receiving performance feedback on their management skills.
I’ve recently explored how managers typically get feedback on their management skills:
Management Surveys/360 degree feedback
Managers of Managers giving feedback to their managers
In none of these channels do managers receive feedback that is specific and immediate on their management actions, and as discussed in this blog, the more specific and immediate the feedback, the more artful the feedback is. The more artful the feedback, the better the performance. So the corollary is, the less artful the feedback, the worst the performance. And managers have a spotty track record of performance.
Well, that leaves one group to explore: Employees giving feedback to managers. Read more
Managers giving managers feedback on managing: How well is this done?
This is the latest in a series of posts that identify where managers get feedback on being a manager. I’ve explored quitting employees, attrition rates and management surveys, and I’ve come to the conclusion that none of these give specific and immediate feedback to the managers on how they manage. OK, so how about the manager’s manager? That surely is a place where managers get feedback on how they are doing, right? After all, this blog discusses — nay obsesses over — how it is a manager’s role to provide feedback to their employees on how they are doing in their job. It logically follows that a manager who manages a manager should give feedback on how well their employee is doing as a manager.
Well, let’s see how likely this is to occur
1. Managers tend to reinforce the behaviors that got them promoted
Using surveys to provide feedback to a manager: How effective is this?
This is the latest in a series of blog posts exploring how managers currently obtain feedback on their performance as people managers. Employees would seem to have a lot of opinions and ideas for managers in this area. The questions is – how do employees give feedback to a manager? Previously, I explored the most common ways for managers to get feedback from their employees: “voting with your feet” and “tracking attrition rates.” I conclude that these don’t constitute performance feedback, because they are vague and delayed, rather than specific and immediate.
OK, so how about management surveys and 360 degree feedback?
Let’s take a look on how well these provide feedback to a manager.
Management Surveys: This is when an organization sends a survey to a manager’s employees (both direct reports and extended team) to rate the manager on a scale (say, 1 to 5) in relation to different areas a manager should have an impact. You may find survey items such as:
“My manager creates an atmosphere of trust”
“My manager listens to my ideas”
“My manager communicates the organization strategy well”
Can organizations use attrition rates to improve manager performance? It’s tough to do.
In an article last week, I started a series on how managers receive feedback on their own performance. Most managers don’t actively solicit performance feedback, let alone from their employees, and as a result, the default moment that a manager receives feedback as a manager is when someone quits. As performance feedback, it fails. But what about when a bunch of people quit over a period of time? That has to say something about a manager, doesn’t it?
It does! But there are problems, and as a design for getting information to the manager so that they can change their behaviors, it fails. Here’s why:
Attrition rates = slow, lagging data: Many companies’ HR departments will track attrition rates for managers or divisions within the company. They may even divide attrition between “good attrition” (lower performing or problematic employees who leave) and “bad attrition” (high performing employees who leave). This is excellent information, since it can give visibility to the HR department and the management team where the best and worst rates are in the organization. They can then do a study to identify what is being done in the “high good attrition/low bad attrition” areas, and vice versa. Then they can identify the teams and organizations that are having the most problems, and then work on finding ways to change the behaviors, and try to implement a program that improves the areas where the bad attrition is the highest and good attrition is the lowest. Then they can measure the new “good and bad” attrition rates and see if there has been improvement. . .
Employees leaving bad managers – what kind of actionable feedback does this provide the manager?
The Manager by Designsm blog advocates a new field, “Management Design” that encourages the creation and ongoing improvement of managers by design, rather than by accident. Today’s “designs” are usually a series of accidents and default efforts by individuals who have been put in the position to manage. Too frequently, managers are required to make up their own management practices, and these practices end up being highly variable and often result in common management mistakes and cost a lot to organizations and the economy.
One practice that rarely occurs when a manager is left to his or her own devices to develop management practices is the creation of a method for employees to provide feedback to the manager. The result is a series of default methods that managers use to get feedback on their managerial performance. This is the first in a series of blog entries on how managers receive feedback on their performance.
It is important that managers receive performance feedback on how they manage, as performance feedback provides the most immediate means for managers to change what they are doing for the better. Performance feedback can stop bad behaviors quickly, and encourage good behaviors over the long term. Because of this, the Manager by Designsm blog provides many tips on how to provide performance feedback to an employee, as this is a key skill in being a great manager.
But who provides the feedback to the manager? And who would be able to provide feedback on the effectiveness of a manager’s actions than the manager’s employees? Aren’t the employees receiving the “managerial service” from the managers to help them be more productive and be happier in their role?
However, there aren’t many channels for employees to give feedback to their manager.
In today’s discussion, we’ll explore a common way managers receive feedback on their management: The employee who leaves, also colloquially known as “voting with your feet.” How effective is this at providing feedback to a manager? Let’s see: Read more
