Working with change
The Internal Consultant’s Story
Microsoft MSNWhat she said: “I’m worried about our working culture. Some of our best managers are seen as arrogant and intimidating and internal relationships are suffering”
What we did: We initiated a change project which involved experimenting with a different form of 360 degree feedback for a selected group of managers. Colleagues were asked to give their impressions of the managers in conversation, rather than using electronic forms with numerical point scores. Managers were given coaching sessions and a report with qualitative feedback.
What happened next: The process uncovered huge fear of negative feedback because of culture of perfectionism. The senior team recognised they needed to change working culture rather than ‘sort out’ individual managers. Managers learned and grew from more supportive feedback, and found ways to improve teamwork as an antidote to highly competitive, individualistic culture. Word got round wider organisation about this new form of feedback. The internal consultant got promoted, and eventually landed a bigger job in a new organisation.