Reality Boosts
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Last week, the New York Times Corner Office column was devoted to an interview with Kevin Sharer, chief executive of Amgen. Like most of these columns, it's worth a read, but here's a key quote from Shearer that jumped out at me.
"I’m a very coachable person and I’m sincerely open to and I seek feedback, because that’s the only way that you can grow as a C.E.O., which is a very isolating job. And so if you don’t create mechanisms to get authentic feedback, you won’t."
This is good advice for anyone who's a boss. When you become a boss, everything you get from the people below you on the org chart is filtered through their perception of self-interest.
You must find a way to get an accurate perception of reality that doesn't depend on the people around you. The best way I know to do that is to get out and talk to your customers and your front line people.
That's what drove Sam Walton to hit the road. As he said, "Nothing important happens in Bentonville."
Don't travel with an entourage. Don't inspect. Don't catch people doing something wrong.
And, please, don't be a "Seagull Manager." That's a boss who flies in, makes a lot of noise, dumps on everybody and leaves.
Get feedback on your performance, too. Frequent, helpful feedback is best. Your peers are a good source.
Boss's Bottom Line
Get as much unfiltered information about the world outside your team or company bubble as you can.
Get frequent, usable feedback to help you improve your performance as a manager.
Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.
Great post. It is easy for managers/leaders/bosses to lose track of their team's realities as they get wrapped up in their own jobs.
Check out my brief post on self-assessments, especially for leads,
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Thanks, John.
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Wally, a very savvy CEO that I work with (although he is very humble regarding the savvy notation)told me a story a couple of months ago. He went to a trade and walked up to customer on the show floor and introduced himself as the head of the complaint department, even though his name tag had the CEO designation. That little intro opened the door for honest and brutal feedback, which he received. Oftentimes, C-Level execs must not only have an open door policy, but also extend an invitation to obtain honest feedback.
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Great point, Rodney. Thanks for sharing it.
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I agree. As the leader of a 3000 person organization, I recognize the importance of unfiltered feedback and like to walk the front line (http://www.seedership.com/my_weblog/2009/01/walk-the-front-line-where-good-leaders-go-for-the-information-they-need.html). I often find that people will tell you what you want to hear. It takes a significant investment in your people to create an environment where they do not feel threatened by sharing the 'not so good news' with you.
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Thanks for adding that, Ray. We often forget that it's up to the leader to invest the time in team members and his/her relationships with them. It doesn't happen automatically.
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Unfiltered feedback can come from employees only when they don't perceive a difference between themselves and you, I believe that as long as employees are reminded of the hierarchy prevalent in a relationship they will feel the pressure that comes with being honest about their opinions. Also honest opinions when harsh are often rebuked or punished, they should be encouraged.
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Good points. Thanks for sharing them. In my experience the best bosses were those who called attention to a hierarchy difference only when it was necessary. That's what management by wandering around is really about, getting out there an being a person with the people who work for you.
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