Consider the three-way parent-teacher interviews at school. The student doesn't enjoy the teacher and finds the class boring. The teacher starts the interview with praise for the student's positive attitude and how that contributes so much to the class, then asks "How are things going for you?" With a lead in like that, you can't really say "You don't teach well, and your class is boring", so you say "everything's fine."
Consider a large public organization and their performance management process. The stated focus is on relationship, quality two-way conversation, coaching and honest feedback. The stated purposes are to "rate the performance of the employee" and provide the foundation for "accountability, pay and recognition." So, although you're asking for honest feedback from me, you hold the keys to my ratings, my income, my rewards, my future. This structure destroys the possibility of trust.
Honest feedback doesn't happen in a hierarchical, ratings-based organization. Kids learn this very early. Why haven't we learned this as managers?
Building Employee Buy-In for Strategic Change
5 hours ago
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