“Who Are You? – Part II”
by Chris Reinhardt, feedlot specialist
So now that you’ve sat down, contemplated your views of life, your workplace, and your co-workers, and you’ve asked for and received 360-degree feedback from those who know you and who you trust for candid, realistic input, you’re ready to respond.
First, are you defensive? Remember, the only way this process works and is worthwhile is if the one receiving feedback is willing to accept the input as the truth. Others’ views of you will most likely differ from your own in some way, to some degree. Your willingness to embrace this “new reality” is the first limitation on your ability to improve as a manager.
Second, can you change? This depends on 2 factors: your willingness and what changes are needed. Example: the predominant feedback is that you are too quick to criticize. Do you defend this trait as “essential to my management style” or is there room for compromise? Another example: the predominant feedback is that you have a quick and volatile temper. I’m not sure people can change this trait, but you definitely can change how you choose—that’s right, CHOOSE—to respond when stressful situations arise. A quick temper often goes along with the ambitious, energetic, goal-oriented, leader. The difference between the effective and marginal leader is how they channel their response during times of crisis.
Finally, can you take something away from this process that you can implement with those who report to you? Some of them may embrace this process, others may not. But if you see traits in others that could be addressed to the betterment of the employee, as well as the workplace, it is conceivable that the person may respond favorably to input from peers, in addition to that of the manager.
If you have not already alienated all those around you, people will most likely be supportive of you as they sense your efforts to improve yourself with the ultimate goal of improving the productivity and the environment of the workplace.
