In a recent blog titled ‘Negative Feedback Is Disengaging and Demotivating to Talent’ by Ken Nowack, he quoted Bill Walsh’s observation that “Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment”. Ken’s blog was so profound that he was kind enough to give us permission to share it with you. Enjoy!

“What would you say to someone if you knew that your honest feedback to a person could influence and motivate this individual to make or not to make a $3 million gift or donation to a charity or non-profit organization?

Would you be brutally honest and share your opinion that the person has a long pattern of being a “competent jerk” and really needs to change their interpersonal approach with others or would you be politically correct and just assume your feedback really won’t make a difference in changing their leadership style? It is also possible that if the person feels overly criticized that they might be unwilling to “give back” to the organization in the form of a monetary gift.

Ahh…the dilemma of feedback!

Just how honest and candid should one be in giving feedback to others?

One question that comes up from raters in 360-degree feedback processes is whether they can be “totally honest” in completing the online questionnaires1. I’m sure in the back of their minds they are also questioning just how much this feedback will really make a difference.

As a vendor of 360-degree feedback assessments it’s not atypical on any multi-rater project to get at least one participant or rater contacting us and asking just how “anonymous” and confidential their feedback will be. We try to explain that leaders don’t typically wake up each morning and spontaneously try out new behaviors and change for the sake of change.

We try to assure raters their comments and ratings will be bundled with others who have been invited by their leader for feedback and that without taking a risk to share their observations, suggestions and feedback what they will see is basically more of the same. We can actually confirm by watching our assessment administration system that some of the less paranoid hang up and complete the online questionnaires and the others choose not to.

Why do Some Raters Decide Not to Provide Feedback?

1. Some raters don’t believe that leaders will change anyway (it doesn’t matter if the cause is motivation or ability-the outcome is the same)
2. Some raters are justified in not participating knowing that their boss will actually try hard to identify them and if successful will punish them for their candor
3. Some raters lack confidence about anonymity and confidentiality and don’t trust the 360-feedback process
4. Some raters don’t ever get any follow up after they share feedback from so they see it as a waste of their time

Not long ago, the past chancellor of the University of Nevada, Reno (UNR), said he and his family would no longer be considering donating a $3 million gift to the school when he planned on retiring after a regent’s negative comments in his job performance evaluation (this probably is another story my old UCLA dissertation chair, Samuel Culbert who is critical particularly of performance reviews would love!).

In a written evaluation by one of the regents who had a role to provide appraisal comments to the Chancellor, this regent wrote that the Chancellor’s claims of being “totally honest and known for his integrity” were false. The regent went on to write about the Chancellor that “he is known primarily as a self-absorbed, self-indulgent bully and tyrant, given to rashly going off at little or no provocation.”

Feedback, whether oral or written, can be either motivating or disengaging. In almost all 360-degree feedback assessments, there is a section for “open ended” questions that are typically reported back to participants verbatim. One dilemma in coaching when using 360-degree feedback is how to handle a situation in which the majority of written comments by raters are particularly skewed towards being critical, negative and judgmental. Ethically, what should you do knowing that the reaction on the part of your client might be received negatively?

Smither and Walker (2004) analyzed the impact of upward feedback ratings as well as narrative comments over a one-year period for 176 managers2. They found that those who received a small number of unfavorable behaviorally based comments improved more than other managers but those who received a large number (relative to positive comments) significantly declined in performance more than other managers. These individuals were more disengaged and emotionally upset as a result of the 360-degree feedback process.

Newer neuroscience research sheds some interesting light on “why” perceived negative feedback is potentially emotionally harmful. Recent studies confirm that emotional hurt and rejection, whether part of social interactions (or poorly designed and delivered feedback interventions) can actually trigger the same neurophysiologic pathways associated with physical pain and suffering3.

As George Carlin once said, “Honesty may be the best policy, but it’s important to remember that apparently, by elimination, dishonesty is the second best policy”…..Be well….”

To view Ken’s original blog and supporting references, go to Envisia Learning. Thank you for allowing us to publish this Ken. What are your thoughts and feelings on the foregoing? Your experience? We would love to hear from you!

These are whitewater economic times and the job market is certainly reflective of this. Many executives are either out on the street looking for work or anticipating to one degree or another that very possibility. My client Ross, a former executive with a large international bank, just happen to be in the job search campaign mode himself . “So, what is it that I really need to pay attention to when I’m provided job search referrals to follow up on as I engage in my strategic networking?” he asked.

“What’s the purpose of your networking”, I inquired. “Simple, I want to get out there, meet as many people as possible and dig up hidden job opportunities. Essentially accelerate my transition into a new job . . . one that will be a good fit. I don’t want to rely on the formal job market where I’m competing directly with everyone else!”, Ross responded.

“Well, how we take a few minutes to brainstorm some ideas around this?” I put forward. “I’m game!”, Ross quickly responded. After a twenty minute exchange, the following sums up what ` we created.

• Be highly proactive in following up and contacting referrals from your colleagues, friends, family, etc. . . . don’t delay
• Research the organizations and the persons you’ve been referred to . . . very thoroughly
• Develop and ask powerful questions based on your research
• Listen very carefully to both what each contact says as well as their non-verbals
• If appropriate, ask for permission prior to taking any notes . . . review them shortly after and deepen your learning 
• Develop a standard referral meeting assessment document to identify take-aways, insights, and any activity needing follow-up
• Remember each of your contacts’ time is valuable and limited . . . fully respect this
• Don’t hesitate to request additional referrals each and every time you engage each referred contact . . . make this a regular practice
• It’s critical to thank each contact at the end of your information referral meeting and express your sincere appreciation
• Immediately follow up with a written note, email . . . this is a MUST 
• Note that what is shared with you by the contact is always held in complete confidence
• Always secure a contact’s permission to use that contact as a future reference as you proceed with your strategic networking 

Ross did a super job in contributing to the creation of the foregoing list. Certainly a testament to his commitment to accelerating the success of his job search campaign. If you would like to add to this list, both Ross and I would be most interested in hearing your suggestions.

Jim, an executive with a large mining firm, asked a question in a recent coaching meeting relating to his search for a new position, “What do you know about working with search firms?” My initial response was that they can be a very valuable resource if you know what they are about and how to work with them.

There are essentially two approaches that an executive can take in their job search strategy. The first is working with the informal market using social networking . . . . where most of your opportunities actually exist. The other is the formal market which is where there are far less opportunities and where everyone and their uncle are competing with you. One area of the formal marketplace that is available to work with are retained search firms. These usually include retained executive search firms, contingency recruiters and employment agencies. Jim’s focus would definitely be on working with retained executive search firms.

By the way, the fee for retained search firms is normally paid by the hiring organization and can range between 24 to 40 percent of the first year’s starting compensation for a particular position.

When it comes to retained search firms, few executives seeking jobs actually obtain such positions through retained executive recruiters. However this aspect of the formal market is well worth including in your job search. Know that executive recruiters  will typicallyonly give you serious consideration if you meet the job specs required for a search that they currently have underway, if they specialize in your industry, if you are currently in a ‘hot profession’, or you’re considered an ‘expert’ in your field.

Some quick tips I shared with Jim should he decide to include retained executive search firms in his job search strategy include:

• Executive recruiters are not magicians . . . you need to be realistic!
• Honor executive recruiters very limited time.
• Understand the business relationship between executive recruiters and their corporate clients.
• When you receive an offer let the executive recruiters know.
• Going around a recruiter to a potential hiring organization is an absolute no-no!
• Know that the executive recruiter is in the ‘drivers-seat’ at all times when working with a corporate client who has retained them.
• Be positive, precise and realistic about your professional background and aspirations.
• Understand the search time-lines that executive recruiters are working with.
• Immediately follow up with a thank you communiqué after each and every in-person interview.
• Ensure you clearly understand the position your being considered for . . . . is it what you really want?
• Work with multiple executive recruiters . . . check out the Directory of Executive Recruiters.
• Always have a fresh, up-to-date professional resume . . . your professional brochure . . . and have it ready to go.
• Constantly keep your executive recruiter list up-to-date, letting them know of any significant changes in your search . . . including acceptance of a job offer.

I trust you will find these insights and tips Jim and I discussed of some value. Any related thoughts, feelings, experiences or suggestions you may have would be most appreciated. All  the best with your job search campaign! Take care

“Well, I guess if I get some 360 feedback that will help address some of the leadership challenges I’ve been experiencing.”, said Eduardo, a Senior Vice-President with a major EPC (engineering-procurement-construction) corporation . “I think it would be a good start Ed. However, 360 feedback is where the rubber hits the sky. Feedforward is where the rubber hits the ground.”, I responded.

“So what is feedforward?”, Eduardo inquired. “Well, it’s essentially getting suggestions from those impacted by your leadership, your stakeholders, around what it is you can start, stop and/or continue doing . . . what it is you could change . . .  about your leadership behavior that would help them do their work more effectively and fundamentally enhance their overall contribution. Does that make sense?” I asked. Eduardo’s responded, “Absolutely! However, if I did get feedforward from my stakeholders as you put it, how would I know if I’m being successful when doing it?”

“What I offer comes from our collective experience of coaching executives and leaders worldwide, and it is also  based on the research , findings and experience of one of the world’s leading management and leadership thinkers and his associates, Marshall Goldsmith. Keep these basic key points in mind if you want to engage in a successful stakeholder centered leadership coaching initiative. Of course there’s more involved, but these will get you going in the right direction.”

• Choose the behavior you want to improve – improve the leadership behavior that is important to you and be confident that you will indeed improve
• Truly want stakeholder input – pay undivided attention to and  geniunely hear your stakeholders’ messages/gifts
• Appreciate the feedback/feedforward –  take your stakeholders’ input seriously, be willing to respond to the input they provide and take the opportunity to reflect on what it is you are hearing
• Don’t give in to superstition of “negative” self talk - do a levelheaded cost-benefit analysis and commit with a decision on what leadership behavior you  truly want to develop
• Appreciate the help from all your stakeholders - commit to improve and, again, be confident you will improve
• Actively work on what you commit to improve - make every attempt to demonstrate your success and try to reduce the likelihood of a return to your old habits
• Eagerly gain your stakeholders’ insights - actually learn from their experience of you and focus on producing related measureable results

With the support of a highly experienced senior executive coach and confidante to partner with throughout the stakeholder centered leadership coaching process, success and fulfillment is well within reach, not to mentioned the strategic advantage created for your organization.

Thank you for taking a few minutes to read this. What specific leadership behaviors do your people need from you in order for them to be more powerful contributors? I would enjoy hearing any of your thoughts and feelings on this subject? Take care.

“What happens if you walk out the door and get hit by a bus?” It is not unusual when dealing with leaders in our coaching conversations when a question similar to this surfaces. There’s usual a bit of chuckling involved and an exchange of humorous comments before we get down to where the client wants to go . . . the serious five-sixths of the iceberg below the surface of the initial discussion. There is a tendency for some leaders (not you of course) to feel infallible and indestructible. This can get in the way of building greater capacity in those who report to us.

The metaphor of ‘the bus’ comes in many forms. If a version of the bus does in fact unexpectantly run over you (note Schultz’s Law: Murphy’s an optimist), then who is able to seamlessly step into your shoes should you find yourself temporarily out of the game . . . on the sidelines as it were? Are you ready my friend for such an event? Quickly filling the leadership pipeline is one of your major responsibilities . . . your organization should not expect less! As an executive coach who works with clients around the world, I have the slight luxury of a broader perspective of organizations . . . both private, public and not-for-profit sectors. In fact, this year to date I have seen three key senior leaders be unexpectedly moved over to the sidelines in their respective organizations. One leader, a Vice President – Operations, recently reflected on just such an experience. They shared just how thankful they were for the executive coaching support that was in service of their ability to see the value of changing their leadership behavior of shifting from a high need for absolute control to that of developing a greater capacity in others to grow, develop and increase their skills and abilities to take on increased accountability and delivery of high quality results . . . not to mention dramatically enhanced levels of professional and personal satisfaction. The value of succession planning for this particular leader has taken on a whole new level of importance, not to mention for the organization. 

Letting go of the reins of control can be exceptionally challenging for any leader, yet the return on the invested time and resources for the leader, key staff, other stakeholders and the organization typically exceeds all expectations when (not if) the inevitable reality of an unplanned highly stressful event occurs and readily takes the leader out of the game.

Should the inevitable surface for you, are you or your organization able to operate at you’re the most effective levels? Are you truly able to successfully step back and confidently address the presenting issue when temporarily sidelined? I would be most interested in hearing your thoughts, your truth, when the bus comes screaming through your world.