Description:
Nobody likes performance reviews. Subordinates are terrified they’ll hear nothing but criticism. Bosses, for their part, think their direct reports will respond to even the mildest criticism with stonewalling, anger, or tears. The result? Everyone keeps quiet and says as little as possible. That’s unfortunate, because most people need help figuring out how they can improve their performance and advance their careers.
This fear of feedback doesn’t come into play just during annual reviews. At least half the executives with whom the authors have worked never ask for feedback. People avoid the truth and instead try to guess what their bosses are thinking. Fears and assumptions about feedback often manifest themselves in psychologically maladaptive behaviors such as procrastination, denial, brooding, jealousy, and self-sabotage.
But there’s hope, say the authors. Those who learn adaptive techniques can free themselves from these destructive responses. They’ll be able to deal with feedback better if they acknowledge negative emotions, reframe fear and criticism constructively, develop realistic goals, create support systems, and reward themselves for achievements along the way. The authors take you through four manageable steps for doing just that: self-assessment, external assessment, absorbing the feedback, and taking action toward change.
Subjects Covered:
Behavioral sciences, Corporate culture, Employee attitude, Employee development, Employee morale, Human behavior, Human resources management, Interpersonal behavior, Management styles, Managerial skills, Managers, Organizational behavior, Organizational behavior & leadership, Organizational development, Performance appraisal, Psychology.
This article appears in the April 2003 issue of the Harvard Business Review. Cornerstone Business Solutions will be pleased to furnish you a reprint that we purchase if you kindly notify us by telephone at (505) 325-4900.