You should never take acceptance of your feedback for granted. Creating the conditions to encourage acceptance requires work and focus. Here are some thoughts from Feedback Pocketbook author, Mike Pezet’s presentation at the recent UK HRD conference in April 2010.
Manage your credibility barometer
Many managers underestimate the impact their credibility has on the value, interpretation and acceptance of their feedback. Credibility is broadly composed of a manager’s perceived competence and trustworthiness.
With a high credibility barometer
· The feedback has perceived value
· The feedback will be more readily
..interpreted as intended
· The feedback will be accepted more readily
With a low credibility barometer
· The feedback has limited value
· Interpretation will be wide and may
..focus on motives for the feedback
· The feedback may be difficult to accept
How to drive up your barometer reading
Here are three things that Mike recommends you can do to increase the level of your credibility barometer and improve the acceptance of your feedback.
- Demonstrate awareness and appreciation for the challenges people face in their jobs, and the activities they undertake
- Notice and draw attention to what people do well
- Discuss the feedback relationship before you try and give your feedback
Manage your judgements
Another important aspect of your credibility and having people accept your feedback is the reliability of the judgements you make. Overestimating the accuracy of your judgments is easily done, but inaccurate feedback won’t be recognised and accepted. It may even cause people to re-evaluate your credibility.
Our judgement broadly focuses on two types of cause:
- Environmental causes
You assess me in the light of things I cannot control, such as events and other people
- Personal, or internal, causes
Aspects of who I am and the things I can directly control, such as my character and personal style
Here are four things you can do to become a better judge and encourage acceptance:
- Suspend your judgement!
- Consider the range of causes of their behaviour
- Enquire into and explore their perspective of the situation
- Review and evaluate the objective evidence
So here’s the deal
Above all, develop co-ownership of your feedback, by creating a feedback contract and discussing the feedback relationship. Then, ensure that you base your feedback on the soundest possible judgement – always stay critical of your own judgement process.
Management Pocketbooks you may enjoy
- The Feedback Pocketbook
- The Influencing Pocketbook
- The Tackling Difficult Conversations Pocketbook
- The Appraisals Pocketbook
- The Managing your Appraisal Pocketbook