Around the world, 2020 is going to be remembered as extraordinarily difficult. The coronavirus pandemic has passed the six-month mark, and impacted millions around the world. Sadly, it’s not only not over, it’s very possibly going to have another wave this autumn. With a vaccine months away, at best, we have to learn to live with COVID-19 as a new way of life, not an event to get past. In our work lives, that affects a lot of how we do things. Managing people during coronavirus, for example, is now largely done remotely. And we need to do
Second in a two-part series. This is the second of two posts about how to use 360-degree feedback. Last time we discussed why this method of assessing performance is problematic. This time: better ways of using 360-degree feedback effectively in individual business relationships.
Everyone has been at a music concert, or listening to a lecture, when someone steps up to the microphone and instead of a human voice there’s nothing but that horrible screeching sound that tries to pluck your eardrums out of
First in a two-part series. This is the first of two posts about 360-degree feedback in performance evaluations. This week we discuss why this method of assessing performance is problematic. Next time: better ways to use this feedback to improve individual business relationships.
Someone asked me recently about performance evaluations, specifically, whether 360-degree feedback in performance evaluations was useful. The argument in favour of them is that by getting a feedback from not only your manager, but also your direct reports, internal clients, external clients, peers and . . . whomever else you can