We’ve all met them – the people who are totally oblivious of the impact they have on colleagues. And the ones who know exactly what their impact is – but say “This is how I am. Take it or leave it.”
And we’ve met the bosses who cop out by saying, “That’s just John/Jenny. They do a good job, so you have to take the rough with the smooth.”
The problem is organisations don’t function well with disruptive people in them. The worst behaviour you tolerate is the behaviour that risks becoming the norm for everyone.
But how do you make Jenny or John (and other, possibly less disruptive, members of staff) aware of their impact and start the process of changing the way they relate to everyone around them? Presumably their managers have already ‘had a word’ but with no real impact. Or maybe their managers have copped out – in which case you have a different, and rather larger, problem.
How can you start making, what could be, a radical change? A 360˚ – programme can be a very effective starting point. It’s inclusive, putting everyone on the same page and involving everyone in the organisation either as subjects of, or respondents to, the 360s in the programme.
But if you decide to make the investment, do it with caution.
It’s rarely a good idea to focus your attention only on the people you view as dysfunctional. It can create an even more negative atmosphere than already exists. Whatever you do should include every member of staff in the team, department, organisation where you want to have an impact. The programme should be based on how you want the organisation to look and perform, longer term – i.e. your culture.
And a 360˚ programme is not, simply, about having everyone take a 360˚ survey, sending them the final report then ticking the box that says ‘Implement 360˚ Programme’.
Maximising the effectiveness of a 360˚- feedback programme requires:
Walking the Talk
If you want your 360˚ programme to be successful and help you build a great culture for your business, it should start with senior management. The message that this sends to employees is that ‘we’re all in this together’ and it’s a very powerful way of gaining acceptance of feedback across the organisation.
Training and Communication
Providing training, or at least a good quality briefing, for both respondents, and the subjects of the 360˚ programme, is crucial. Employees need to understand how the process will work, the purpose of the feedback, how to give and receive it constructively and how to use it for their own development.
Anonymity and Confidentiality
Ensuring that feedback is given anonymously, wherever possible, can help reduce bias and fear. When employees know that their scores and comments are confidential, they will feel more comfortable providing honest and constructive feedback.
Focus on Development, Not Reducing Headcount
Framing 360˚ feedback as a development tool can reduce fears associated with the process. Organisations, particularly where there have been recent redundancies, should emphasise that the goal is not to select the next people to leave but to support personal and professional development and build a common frame of reference for the organisation.
Feedback and Action Plans
Every employee should sit down with someone, trained to provide feedback, to go through the report and help put it into perspective. Feedback should not be a one-time event (and nothing in the report, particularly from the individual’s Manager, should come as a shock). Organisations should encourage regular check-ins and create individual action plans based on the insights gathered. This ongoing dialogue can help employees feel supported and accountable for their development.
Most people don’t want others to think badly of them. But if they don’t receive the feedback that helps them understand themselves, and others, remedying any disconnect can be difficult, or even impossible. A 360˚ feedback programme is cost effective and objective and can kickstart an organisation to the next level by providing a consistent framework to improve self-awareness, focusing on what they REALLY need.
And Jenny and John? You have to hope that the feedback they receive, about the impact their disruptive behaviour has on team cohesion, will make a difference and change the way they behave. If they hear it from other team members and realise that many people experience them negatively, most people will try to be better. But if they don’t, it may force the organisation to decide if the value they add is worth more than the disruption they cause.
