EFFECTIVE MANAGEMENT
Getting Useful Feedback in Real Time
By Joseph P . Truncale , Ph . D . Contributing Editor
Getting input from team members is usually helpful . When giving feedback requires ownership and accountability , it can be indispensable .
In an effort to get meaningful input , leaders often feel the need to “ protect ” employees by offering them anonymity . Doing so may increase participation but it simultaneously reduces accountability . There ’ s a better way .
Recently , I visited a fast-growing company where executive leaders shared their strategies for working effectively with one of their most important stakeholder groups : their employees .
The level of importance they place on their team members goes well beyond perfunctory phrases or posters placed around the facility . Their commitment to the professional development and the personal well-being of their employees sets a standard worthy of emulating by even the most successful enterprises . Suffice to say , there is more to this than placing a suggestion box in the break room .
Among the many creative strategies they employ , three stood out . First , all senior
Executives mentoring employees increase efficiency as well as employee satisfaction .
Photo : Getty Images / iStockphoto // fizkes executives are assigned several employees to mentor , coach and develop . These may not be their direct reports ; rather , they are likely from different parts of the organization . And mentorship doesn ’ t take on a casual meaning here . There is a structured process in place to ensure that the coaching these team members receive is meaningful and effective . These senior leaders meet frequently to compare notes , share ideas , and focus on the progress they are seeing with the team members they are working with . This is part of the continuous skill development that each mentor receives . To say they take this assignment seriously is a considerable understatement .
From the employee ’ s point of view , this process goes beyond what many of them expected when they signed on . Imagine being early in your career and having a senior executive , not your manager or supervisor , provide coaching and mentoring focused on your short and long-term career objectives .
Second , all senior executives are expected to create a personal mission statement . In my experience , few exercises are more compelling and more widely ignored . Not unlike organizational mission statements , these help individuals identify ways in which they can leverage their unique strengths in a positive direction . These statements are then shared with and among the leadership group . The impact is compelling and goes a long way in helping to create a unified senior team . While this process is recommended but not required for all team members , having senior leaders go through this process prepares them to assist any employee interested in creating their own personal mission statement .
The third addresses the issue of employee feedback . From time to time , the organization will send out brief surveys ( no more than five questions ). While many companies survey their employees , here ’ s what makes this approach unique and valuable . The surveys are confidential , but they are never anonymous . Employees are required to put their name on the quick response survey . And they do !
I often hear from business leaders who lament poor participation in employee surveys ( that can be an indicator of low morale ). They insist that team members be offered the opportunity to answer without putting their name on it . After all , if they are required to own their responses , they won ’ t be honest . Guess what . That ’ s the problem !
It doesn ' t require much in the way of courage to offer a complaint , criticism or condemnation of a co-worker , supervisor or organizational leader under the cloak of anonymity . Evidence of this is frequently found during ( and after ) staff meetings . Issues and ideas are presented , discussed , and ultimately decided on . Consensus has been reached and the team is fully supportive of the initiative . Meeting adjourned . Then , inevitably , the real meeting begins . That one takes place in smaller groups or one on one where team members offer concerns , criticisms , and every reason why the initiative they just ‘ approved ” will not work .
Building a culture of accountability at all levels requires that communication be honest and direct . If retribution for candor is a concern , there is a systemic organizational problem the answer to which goes well beyond a survey .
For more information on building a corporate culture of accountability , contact me at
joe @ ajstrategy . com .
Joseph P . Truncale , Ph . D ., CAE , is the Founder & Principal of Alexander Joseph Associates , a privately held consultancy specializing in executive business advisory services .
He is the former CEO of the Public Relations Society of America ( PRSA ), the world ’ s largest public relations organization . Prior to joining PRSA , Joe was President & CEO of NAPL , a business management association representing leading companies in the printing , graphic communications , mailing , fulfillment and marketing services industry .
Joe specializes in strategy , customer analysis and organizational effectiveness .
He is a graduate of Monmouth University and he holds a Masters ’ Degree from Rutgers University . In 2011 , he earned his Ph . D . in Media , Culture and Communications at New York University and was the recipient of the Prism Award for Academic Achievement . His dissertation was a ground-breaking study of the leadership styles of highly successful entrepreneurial business executives in the graphic communications industry .
Joe served as Co-Chair of the New York University Board of Advisors and is an adjunct faculty member at NYU teaching graduate courses in Executive Leadership , Financial Management and Analysis , Finance for Marketing Decisions , and Leadership : The C Suite Perspective . He resides in Colts Neck , NJ .
24 COMMERCE www . commercemagnj . com