Feedback culture

Self image and perceived image

A manager can only act effectively if he is clear about his impact. A person's self image is influenced by his own experiences ('I don't want to manage in the same way I'm managed'), which suggest a certain mindset ('So I involve my staff more and have a cooperative style of leadership'). An individual wants to show this mindset in his conduct, so his self perception is subjectively influenced.

By contrast, a manager's perceived image (how he is perceived by staff) is influenced by the impact his demeanor has on his staff's feeling of well-being. An individual's perceived image is therefore influenced by totally different factors. An individual's self image and perceived image will therefore differ by definition.
 

Feedback on how a manager is rated at his place of work

How can a manager obtain an unbiased idea of the impact of his own conduct? Staff who are in a dependent relationship with the manager are unwilling to discuss his leadership style with him and would in any case be unable to do this on a totally neutral basis.

If such feedback discussions are held, numerous distortions may not be perceived by the manager  ('How can I curry favor with him - I'm about to submit that report on the failed project').

A largely unbiased opinion can generally only be achieved in a professional setting with the participation of impartial, external individuals.
 

This is where RUBICOM Consulting offers a leadership dialogue service:

• Development of a feedback form
  If the company doesn't already have staff feedback forms or if these forms are very unsatisfactory, the first step is to draw up a feedback form specifically geared to the company's needs and leadership culture

• Informing the manager
  Content: Explaining the next stages in the leadership dialogue; framework for staff; issuing the questionnaires

• Informing the staff
  This is done by the manager - Content: Stating the reasons for the survey; asking as many as possible to participate; information on returning the forms to RUBICOM Consulting (so it can analyze them); explaining the next steps

• Conducting the survey
  Self-evaluation by the manager; evaluation of manager by staff; analysis by RUBICOM Consulting; processing of results

• Presentation of results I
  Personal discussion with the manager - Content: Explaining and interpreting the result; determining form and content for presenting results to staff

• Presentation of results II
  This can take the form of a meeting or a workshop, depending on if the feedback result produces a need for clarification or improvement. The workshop can also lead on to a team development measure.

Please contact us if you would like more information on our "leadership dialogue" service.