1) You receive a 360 feedback report, describing what everyone at work really thinks about you.
Your first reaction: shock.
You see yourself one way, others another. That's the human condition.
I used to lead management workshops for a large consulting company, the Forum Corp, that included 360 feedback reports. Before distributing the feedback, we'd warn participants:
"You may not believe it's really your report," we'd say.
Later, after seeing the feedback, a few managers would demand we call Forum immediately:
"You gave me the wrong report," they'd say. "It's got my name, but it's not mine."
2) Getting negative feedback threatens our self-image, our identity. Some experts compare it to dying.
Sound melodramatic? Well, let's just say you may not feel like kicking off your shoes and dancing on the tables.
3) Denial, depression, anger . . . These are stages of grief, according to psychiatrist Elizabeth Kübler-Ross. Also, typical feedback reactions.
4) Want a second opinion on your feedback? Ok, take it home, and ask your friends and family what they think.
Unfortunately, they'll probably agree with it.
Let's say you scored low on listening. Your spouse will say, "Honey, I've been saying that forever. You didn't listen to me yesterday. Or last Thursday. Or 2001-2010—the entire decade."
5) What are your strengths? Those often gets missed, and they're extremely important.
One executive coach has clients read all the positive comments—aloud—just just to make sure the clients actually hear them.
6) What's your next step?
Consider thanking people for their feedback. "Wait a minute," you may be thinking, "what, exactly, am I thanking them for?"
Well, for their time, and for their candor.
7) Another option: ask for some specific examples, especially if you don't understand something.
For instance: "When you say, 'I'm not open to new ideas,' what do you mean?"
Then just listen. Don't argue, and don't debate how open you really are. Demonstrate it.
8) You can also make a few promises.
For example: "I realize I need to work on my body language at meetings. I intend to stop rolling my eyes, and muttering under my breath."
Other person: "You also giggle uncontrollably."
You: "Ok, that too." Then ask: "Would it be alright to check back in a few weeks to see how I'm doing?"
9) It's possible, of course, that the entire feedback report is wrong, that others' perceptions are flawed.
There's comfort in that thought. It lasts about 5 seconds.
10) Because even if everyone's wrong, you've still got a problem: their perceptions.
And even if you think those perceptions are incomplete, ill-conceived, wrong-headed, bad-tempered, perverse, and idiotic—please see grief stages: anger—you've still got to manage them.
© Copyright 2012 Paul Hellman. All rights reserved.
The author is solely responsible for the content.
about this blog
e-mail your question
Meet the Jobs Docs
Patricia Hunt Sinacole is president of First Beacon Group LLC, a human resources consulting firm in Hopkinton. She works with clients across many industries including technology, biotech and medical devices, financial services, and healthcare, and has over 20 years of human resources experience.
Elaine Varelas is managing partner at Keystone Partners, a career management firm in Boston and serves on the board of Career Partners International.
Cindy Atoji Keene is a freelance journalist with more than 25 years experience. E-mail her directly here.
Peter Post is the author of "The Etiquette Advantage in Business." Email questions about business etiquette to him directly here.
Stu Coleman, a partner and general manager at WinterWyman, manages the firm's Financial Contracting division, and provides strategic staffing services to Boston-area organizations needing Accounting and Finance workforce solutions and contract talent.
Tracy Cashman is a partner and the general manager of the Information Technology search division at WinterWyman. She has 20 years of experience partnering with clients in the Boston area to conduct technology searches in a wide variety of industries and technology.
Paul Hellman is the founder of Express Potential, which specializes in executive communication skills. He consults and speaks internationally on how to capture attention & influence others. Email him directly here.