![]() ![]() But even if you're not working with a consultancy, you can select employees from different areas of the company to get more specific examples of how certain problems are occurring. PeopleCap typically leads focus groups with different groups of employees as well as one-on-one interviews with key people in the organization. That's because you'll be in a better position to listen carefully and your employees will try to provide an honest and productive perspective.Īs for the survey, Crosby says that once leaders receive the results, the next step is to go back to employees and get more specific feedback on problematic areas. Writing in Forbes, Joseph Folkman, president and cofounder of Zenger/Folkman, says that asking for feedback is a better strategy than waiting to receive it unsolicited. ![]() In fact, research from leadership consultancy Zenger/Folkman suggests that leaders who ask for feedback most often are also the most effective. "The more CEOs can get that very candid feedback and value that and understand it and think about it as they're making decisions, the better the decisions they will make," Crosby said.Īsk employees about the key problems in the organization. Those surveys can ask questions around areas like communication, leadership, culture, and performance. One solution, which PeopleCap uses with clients, is to conduct company-wide employee surveys. "It just is diluted at every stage," Crosby said. In other words, employees on the ground level might complain about something to their managers, who report back to their bosses, who report to the executive team, who finally deliver the feedback to the CEO. You might think you're hearing employees' concerns, but Crosby told Business Insider that the more senior you are and the larger the organization is, the more "filtered" the feedback you'll receive. Her experiences working with managers at both Google and PeopleCap taught her that the biggest mistake leaders make is not seeking enough feedback from their employees. Crosby managed human resources for Google's mergers and acquisitions between 20 at PeopleCap she helps organizations navigate change through a focus on people strategy. That's according to Meg Crosby, a former Google exec who now runs her own company, PeopleCap Advisors. You may be less used to switching roles and letting your employees give you the same kind of guidance.īut plowing ahead assuming you're perfect is hardly a reasonable alternative. It often indicates a user profile.Īs a manager, you're likely accustomed to telling your reports what they're doing right, what they're doing wrong, and how they can improve their performance. Account icon An icon in the shape of a person's head and shoulders. ![]()
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