Archive for the ‘360’ Category

We all have a lot of stuff floating around in our heads about who we are, how we relate to the world, how important we are, what we could do better, etc. Pay attention, because the stories you tell yourself about yourself are the clay that molds how you show up as a leader.

These stories may not be flattering. Or, they may be the substance of legends. Either way, they are OUR stories, and they don`t always mesh with what we want or how others may see us. But they are important for one big reason: we need to know if they are worth keeping or if they must be changed. For now, I`d like to address the stories that may prevent us from realizing our full potential as leaders.

When I hear clients say “I can`t do this or that” or “that`s just the way I am”, I know there is a story behind those statements. It might be a belief that change is not possible. It might be that there is no desire to change. When I ask about that story, it starts a conversation that will stick and help my clients to become more aware of what they are telling themselves ?€“ about themselves.

When we illuminate (literally, “to make lucid or clear; to enlighten, as with knowledge”) the stories we tell ourselves, a window opens that allows us to make a decision to continue to believe the story or to change it to something more powerful. These stories are the beliefs that shape us as leaders and as individuals.

There are ways to become aware of the essence of these stories. Some are able to observe themselves in real time. If that isn`t possible for you, any or all of these ways of illumination will assist:

• 360?° Feedback: obtaining confidential feedback using an assessment that compares your responses with those from your employees, boss, clients, or peers can be very helpful in comparing how you see yourself (your stories) with how others see you.
• Ask: asking people you trust to give you the straight scoop on what they observe is always helpful. Ask specific questions about what they observe ?€“ “Did I appear confident in that presentation?”. “What did you observe about how I dealt with that employee?”.
• Journal/write: generally, writing will appeal to introverts. But this doesn`t have to be a big deal if you are intimidated by writing. A few minutes each day asking yourself “What is the story I told myself today?” with bullet point answers will suffice.
• Self-Assessments: Myers-Briggs Type Indicator, DiSC, the Enneagram ?€“ there are thousands of these. They all provide a catalyst for thought about the stories we tell ourselves. Spend time with your report results and see what surprises you (surprises might illuminate your stories).

Illuminating ?€“ becoming aware ?€“ of our stories is the first step in deciding if we want to keep them or change them. Part II of this series about the Stories We Tell Ourselves ?€“ Deciding, will follow. In the meantime ?€“ your thoughts on how you become aware of your own stories are welcome!

A favorite childhood fairy tale is Hans Christian Andersen`s “The Emperor`s New Clothes.” I still chuckle when I think of the emperor being duped into wearing a new suit of invisible cloth in an attempt not to appear stupid.

The emperor`s followers went along with the guise during a royal procession to show off his new clothes until a child pointed out that he was, indeed, naked. The audience watching the procession caught on and the emperor was found out. The author of this tale was brilliant. A children`s story written in 1837 has become an enduring tale of clueless leadership and less-than-truthful followers.

Just like the emperor, there are leaders who will do everything possible to avoid appearing stupid. The problem is that they are often clueless about themselves. One of the ways leaders can avoid being caught clueless is to obtain pure, unadulterated feedback about how those in their circle of influence perceive them. A 360-degree assessment is the best way I know of to get this kind of feedback.

I encourage my clients to continually ask for specific feedback from their peers, their manager or their employees. This kind of feedback can be quite useful. However, like the audience passively viewing the naked emperor, followers will not necessarily provide honest feedback. A leader should not be misled into believing that the feedback he receives is entirely truthful. All kinds of human dynamics in the workplace will prevent others from being completely honest when asked for feedback.

This is where a 360-degree feedback tool is useful. This tool, whether electronic, hand written or an interview, is administered by an outside party on behalf of an individual (generally regarding facets of an individual`s leadership). Multiple sources are used: the person`s manager; direct reports; peers; and sometimes others such as customers, clients or vendors. The information is gathered in a way that maintains confidentiality. A report is then provided to the leader about her patterns, including areas of strengths and opportunities for growth.

The feedback from this tool is intended to be developmental, not disciplinary. The information gathered is meant only for the eyes of the individual for whom it was gathered.

The information obtained must be treated with great respect. A skilled professional who is familiar with providing this kind of feedback can offer interpretation, put it into perspective, and give support around the results obtained. This support could include assistance in setting goals and developing an action plan, as well as ongoing coaching to achieve the goals.

In my experience, 360s are invaluable tools to provide a reality check and a way to avoid being caught naked. Because your followers, like those watching the emperor`s procession, will rarely tell the truth to your face.