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A collective feedback can be used to measure an individual’s overall
performance including for promotion, strengths and areas for further
development. It can be seen as a
critical tool to help with an individual’s personal and professional
development.
Discussions on what went well and not so well were open and
inquiring. Agreed areas for further
development were documented along with goals and objectives for the
individual’s action. The manager in turn
was evaluated on objectives, overall performance, and their interest in
ensuring the team’s well-being and development.
The greatest way to develop the individual is via feedback. Through feedback we learn. Through learning, we have the potential to change
our behavior and actions. It also helps
us strengthen, better understand and utilize diversity.
Here, culture seems to impact the feedback process
considerably. In Asia, receiving and
giving feedback is sometimes seen as a chore and something that usually finds its
way to the bottom of a manager’s to-do-list.
Managers here usually take the middle road and evaluate team members favorably
or equally without much discussion.
Unfortunately, this is a disservice to the individuals concerned, the
other team members, and the development of future leaders.
Feedback is also usually top-down as the Asian culture is
hierarchical. Respect for elders, which
is ingrained since young, often follow us through adulthood. Questioning a superior or remarking on a
situation can sometimes cost on their job or future in the organization. Hence, a 360-degree feedback is at times a
means of ‘getting-back’ at superior.
Organizations are ultimately about a group of individuals who need
to work together towards a common goal.
Engagement is a two-way street.
We need to start having more two-way open, real (non-judgmental) and
regular conversations with teams. At the
heart of it is the sense of belonging that human beings seek and feedback is
the best method to affirm this.
Yoga Nesadurai
Management: Adopting via Feedback
Malaysian Business March 16, 2011
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