The Gift of Feedback, Part II
I’ve written a few times over the years about our 360 feedback process at Return Path. In Part I of this series in early 2008, I spelled out my development plan coming out of that year’s 360 live review process. I have my new plan now after this year’s process, and I thought I’d share it once again. This year I have four items to work on:
- Continue to develop the executive team. Manage the team more aggressively and intentionally. Upgrade existing people, push hard on next-level team development, and critically evaluate the organization every 3-6 months to see if the execs are scaling well enough or if they need to replaced or augmented
- Formalize junior staff interaction. Create more intentional feedback loops before/after meetings, including with the staff member if needed, and cultivate acceptance of transparency; get managers to do the same. Be extra skeptical about the feedback I’m getting, realizing that I may not get an accurate or complete picture
- Foster deeper engagement across the entire organization. Simplify/streamline company mission and balanced scorecard through a combination of deeper level maps/scorecards, maybe a higher level scorecard, and constant reinforcing communication. Drive multi-year planning process to be fun, touching the entire company, and culminating in a renewed enthusiasm
- Disrupt early and often, the right way. Introduce an element of productive disruption/creative destruction into the way I lead, noting item 2 around feedback loops
Thanks to everyone internally who contributed to this review. I appreciate your time and input. Onward!