Leadership
HOW DO YOU KNOW YOU ARE DOING A GOOD JOB AS A LEADER? Author: Elaine Dutton
YOU ARE AT THE TOP OF YOUR ORGANISATION – HOW DO YOU KNOW YOU ARE DOING A GOOD JOB AS A LEADER? IT IS A REALITY THAT THE HIGHER UP YOU GO IN YOUR CAREER, THERE ARE OFTEN LESS PEOPLE READY TO GIVE YOU HONEST AND OBJECTIVE FEEDBACK. ASIDE FROM YOUR SENIORITY, WHICH POTENTIALLY WARDS OFF OTHERS TO KEEP OPINIONS POLITELY TO THEMSELVES, THE CULTURE OF THE ORGANISATION MIGHT NOT BE CONDUCIVE FOR SUCH FEEDBACK TO BE SHARED.
This is where a 360-degree feedback process could come in helpful. In the same way that a GPS tracker needs multiple points to zone onto an exact location, a 360-degree appraisal uses those around you to provide the ‘coordinates’ of your leadership acumen.
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The size of the organisation and the type of role performed typically dictates the number of people involved in the feedback process. Typically, this ranges from 3 to 6 individuals who work with you in different capacities shareholders, fellow directors / partners, subordinates, junior employees, even ex-employees if relevant. There are a number of ways how a 360-degree appraisal can take place. An efficient method would be for the reviewers to answer a series of questions in a survey format. An example of such questions would be – “Our CEO/Director shows respect and listens to views different from his/her own” or “Our CEO/Director communicates the vision in an engaging manner”. These questions would tap different aspects of leadership. Whilst this method is efficient and results could be summarised statistically, it does have disadvantages. A key issue is that results vary depending on what was asked and how it was asked. Questions to such surveys have to be carefully selected to reflect the complex and diverse aspects of leadership, being careful that the wording is not ambiguous and the survey not too long. Surveys are also notorious for
lacking depth and the results might leave you with more questions than answers. Crucially, any 360-degree process relies heavily on anonymity. Very few employees would be ready to be open and candid about their opinion of their senior leaders, especially if there was the possibility for their identity to be disclosed. Whilst online surveys can be anonymous, employees may distrust the process – e.g. who would be receiving the results? Why was I picked to give the feedback? What happens if I do not reply? A way to mitigate these difficulties is by appointing an independent HR professional to coordinate the 360-degree feedback process. The survey method can still be used but with an expert on board, you can ensure that the right questions are asked. >> <<
