Andy Parkinson’s World

“Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger.”

  Franklin B. Jones

At nine months of age, all guide dog puppies go in for their a formal evaluation.  It really is feedback to the volunteer puppy raisers about how we are doing–a form of 360 feedback.

Feedback can be really helpful constructive and useful to improve our performance or it can be damaging. One of the most cited research studies on performance feedback is based on meta-analysis by Kluger and DeNisi who reviewed over 3,000 studies (607 effect sizes, 23,633 observations) on performance feedback¹. They found that although there was a significant effect for feedback interventions (d=.41), one third of all studies showed performance declines.

Indeed, if performance feedback was a drug many of us could be easily sued for malpractice.  Some new research has emerged which helps clarify ways to make feedback received more positively and constructively.

1. Ask the Right People for Feedback and Ask for the Right Type of Feedback

A new study by In-Sue Oh and colleagues suggests that feedback about interpersonal sensitivity, empathy and agreeableness might not be very useful for leaders².  Their research suggests that this “five factor” concept of “agreeableness might not always be a desirable trait for managers except in “getting along environments” (non-profits, community based organizations) so feedback on other task related behaviors might be more important.  Second, their study suggests that peer, and not directs reports, is more accurate in predicting actual performance.  It appears that raters have unique perspectives and each are utilizing different lenses to observer and evaluate behavior.

2. Be More Prescriptive In Interpreting Feedback for Others

A interesting study by Robert Hooijberg and colleagues looking at what makes coaching effective surveyed 232 managers from diverse organizations³.  One of their key questions asked, “what did your coach to that you found effective?” 

From the view of the client or participants, three major categories determined feedback success: 1) Interpreting results (34.8%), 2) Inspiring action (27.5%) and 3) Professionalism (23.3%).  The majority of clients thought the best coaches were those who analyzed strengths and weaknesses, helped assimilate feedback and make concrete developmental recommendations.

This study really seems to contradict much of the coaching literature and suggests that participants using 360 feedback expect and want their coach to take a more active role in interpreting their results and making developmental recommendations.  This finding IS consistent with the concept of “feedforward” by Marshall Goldsmith who suggests letting us know what we can be doing more, less or differently in the future to become better and more successful.

Well, our feedback report on Ajax our guide dog puppy in training was positive overall but highlighted a few areas we need to keep working on for him to move ahead in his developmental journey.  Back to work with him to help ensure he gets the best training from us to succeed….Be well….

Technorati Tags: guide dogs, seeing eye dogs, Guide Dogs of America, leadership, executive coaching, performance, layoff, social support, mastery, expertise, kenneth nowack, ken nowack, nowack, Envisia Learning, deliberate practice

1. Kluger, A. & DeNisi (1996). The effects of feedback interventions on performance: A historical review, meta-analysis and preliminary feedback theory. Psychological Bulletin, 119, 254-285
2. Oh, I., & Berry, C. M. (2009). The five-factor model of personality and managerial performance: Validity gains through the use of 360 degree performance ratings. Journal of Applied Psychology, 94, 1498-1513
3. Hooijberg, R. & Lane, N. (2009).  Using multisource feedback coaching effectively in executive education.  Academy of Management Learning & Education, 8, 483-493