This article comes from the WeChat public account: China-Europe Business Review (ID: ceibs-cbr) , author: Joan Shafer, Adam Bryant, David Reimer, the compiler: Cao Xinbei, head Figure from: “BJ Jones 2: The edge of reason” still
Implementing a 360-degree performance evaluation of senior management can fully reflect the management level and ability of senior management?
Obviously not. Leadership is a comprehensive concept, which includes factors such as whether you have sufficient time management skills as a leader, enough empathy for colleagues and subordinates, and enough attention to the team you lead.
In many cases, although the leader believes that his management model is sufficiently forgiving and humane, he has fully communicated with the team, knows what his subordinates expect from the leader, and under reasonable circumstances, lacks himself To improve and adjust in time. But if you ask the company ’s employees, the possible answer is: “Ah? How is it possible?” “Where is my leader so good?”
If this phenomenon continues for a long time, it will cause the classic and overbearing presidential quotes in the film and television to become reality. In the eyes of employees, the boss is a stubborn boss who is clamoring “I don’t think this is a problem” “I don’t want you to think, I want me to think” “Do you understand? All done!”
How big is the difference in thinking between leaders and subordinates?
In the eyes of subordinates, what exactly is a qualified leader? What traits does the subordinate want the leader to strengthen itself? As a leader, how can you become an excellent leader praised by everyone, so as to better subdue the hearts of your subordinates and let them follow along?
Merryck & Co. from the UK and the Barrett Value Center have over the past 15 years500 leaders from around the world and 10,000 subordinates to which they belonged conducted a survey.
Each leader will have 20-30 subordinates to evaluate them. In order to avoid the “rainbow fart” that the subordinates madly praise the leader, the selected subordinates are employees who cannot fully cooperate in the work. In addition, subordinates can speak freely in an anonymous form, without worrying about the boss accounting after the autumn.
The survey results show that for the excellent leaders who are at the top of the pyramid, they think they need to “stop or need improvement”, and their subordinates think that the leaders need to “stop or need improvement” In case, there is no coincidence. Only with a small probability of 1%, the leader and subordinates reached a complete consensus.
The coincidence of the indicators chosen by leaders and subordinates Source: Merryck & Co. and Barrett Value Center
In other words, this reflects a problem: For leaders who think they need to improve, employees actually feel satisfied and do not need the leader to change. But for the leaders who feel that they have done a good job, employees have accumulated a lot of dissatisfaction in their hearts, and they are eager to improve the leaders.
In addition, the survey conducted by Merryck & Co. and the Barrett Value Center has another hidden meaning: Regardless of the leader ’s nationality and background, the evaluation of his own leadership is basically It’s not a success. In most cases, there is a huge gap between the leadership’s perception of itself and the subordinates’ perception of leadership. It is difficult to accurately detect the expectations of subordinates, but it will fall into the misunderstanding of self-satisfaction, which has become a common defect of leaders.
This result is clearly thought-provoking to the leadership. Because in this case, the leader will often work in the wrong direction. Although the leader may think that he is constantly improving his level of leadership and becoming a more outstanding leader, in the eyes of his subordinates, he actually cannot see it.From the efforts of the boss-after all, in 80% of the cases, these improvements are unnecessary to the subordinates.
As a leader, if there is always a huge Mariana Trench separated from the expectations of the subordinates, this management blind spot is likely to hinder the future career development of the leader or slow down the progress and implementation of the task , Or even affect the implementation of organizational strategies.
Whether it is for the organization or the leader itself, identifying blind spots is imperative.
What are common leader blind spots?
How can we accurately improve leadership blind spots? How can we make every effort of the leader be accurately perceived by the subordinates, with a multiplier effect, rather than let the subordinates feel that their leader is only working blindly in the place where the improvement needs “?
Merryck & Co. and Barrett Value Center conducted a survey of 30,000 traits, and finally selected ten traits recognized by leaders and subordinates as ideal leaders. It is worth noting that these 30,000 traits are all summarized from open questions, rather than listed in the form of a check in advance, inducing the respondent to choose a known option, thus limiting the researcher’s thinking space.
These ten qualities are also the ten areas where each leader needs improvement before becoming an ideal leader. Once the focus on these traits is ignored, the leader is very likely to fall into a blind spot and widen the gap between his and his subordinates. The ten traits can be grouped into two categories: the ability to interact with others, and the ability to promote performance development.