Preparing the Report
Data from face-to-face interviews are typically collected, analyzed, and summarized into themes that are illustrated by representative verbatim quotations from respondents. When it comes to analyzing and interpreting the feedback, the first thing to do is to look for patterns in the data. How did people describe strengths? How did they describe weaknesses? What sort of examples were provided? Did more than one person observe or comment on the same critical incident? Were there differences of opinion across relationships? Did direct reports, peers, and bosses agree or disagree? To what extent is there consistency among groups of interviewees? Once themes have been established, the next step is to substantiate them with quotes that cite specific behavior. Finally, use the feedback to generate ideas on what possible next steps may be relevant. Describe how the manager’s strengths can be leveraged to address weaknesses. It is important to generate these ideas with specific development objectives in mind.
Says Penny Nieroth, “In preparing my report, I always try to organize the data according to a model that is appropriate for what the individual hopes to gain from the process. I also try to emphasize themes that have come up with more than one interviewee. Certain themes and patterns almost always emerge, and the report should be structured around them. The suggestions and recommendations should relate directly—and as concretely as possible—to those themes and patterns.”
Sample Interview Feedback Report Format
Excerpts from a selection of reports are given next to show the format, provide a sense of the tone of the report, and illustrate how the themes and quotes work together to create a powerful message.
Feedback Report Prepared for Brandon Campbell
Introduction
Data were collected by conducting eight face-to-face interviews and two telephone interviews with your peers, direct reports, and bosses. The interviews were conducted between December and January. All participants were assured that their comments would be taken in confidence.
This report is organized into three sections. Sections One and Two present the major themes that emerged from the interviews. Representative quotes are provided to elaborate on these themes. Section One focuses on your strengths as seen by others, Section Two reflects areas where development opportunities exist, and Section Three contains ideas on possible actions that might be relevant to your development. This report is intended to be a springboard for discussion and the basis for follow-on meetings to identify next steps and monitor the progress of your development agenda.
Section One: Areas of Strength
Without exception, there was agreement that you approach problems and issues in a collaborative way. You maintain composure with people when you disagree and you serve as the voice of reason in contentious situations.
The following are typical comments:
He is not about protecting himself. He acts in the best interests of his business and team.
He is fair. He works to resolve conflict. He acts as a peacemaker.
He has no hidden agendas. He is open and direct. He doesn’t break people, even if he doesn’t agree. He is positive and leaves their self-esteem intact.
Clients, colleagues, and direct reports were also impressed with your ability to channel your problem-solving ability into crisis management.
He is at his best in the middle of a crisis. He keeps his
wits and problem solves extraordinarily well.
He is calm and methodical when solving problems, even when the pressures begin to build.
He is able to quickly identify and respond to situations that call for urgent action.
His ability to orchestrate a problem-solving effort maintains itself even as the pressures mount.
Section Two: Areas for Development
One of the basic issues that surfaced related to time management and follow-through. While individuals admired your ability to juggle many balls at once, it was also thought that you could be spread so thin that your ability to follow through on commitments and develop in-depth relationships was inhibited.
He has canceled more than 50 percent of his appointments with me. I know he has to respond to emergencies, but it seems excessive.
He’s prone to biting off more than he can chew and getting diluted over too many things. I don’t know whether he’s doing it to impress management, but it doesn’t help in getting the job done.
He is often late to meetings, which is irritating. It generates resentment, and his peers read arrogance into it.
In general, the majority of interviewees felt you needed to take a more strategic perspective as you direct the business. People were unsure about how your vision aligns with the organization’s vision for the business.
He needs to set some boundaries. What are his strategic imperatives? What are the most important things he can do?
I don’t think he could tell you what his top five (or three) initiatives are. He seems to be reacting rather than driving the business.
He must understand what the definition of success is for this business. Write it down, translate it for us, and stay focused. He needs to have senior leadership help us.
Section Three: Possible Next Steps
In general, everyone interviewed perceived you to be a highly committed person with extraordinary problem-solving talents and an openness to self-development. Some of the critical areas for growth will require time and ongoing, conscientious effort to address. The following are some suggestions for your consideration:
• More concentration on the development of people is a crucial component of your development. The most effective leaders are coaches who listen, ask, facilitate, integrate, and provide administrative support. Giving more consideration to individual needs along with department and organizational goals is also in order.
• Time management is another area for development. This is directly tied to your ability to allocate time to furthering the development of direct reports and strengthening your relationships with people, which will also generate a level of trust that would significantly contribute to your long-term effectiveness. The unpredictable nature of the environment in which you work makes this an even more important focus for you.
• Taking action to build a stronger links between your strategy and the overarching strategy of the organization will provide a clearer roadmap for your team. In addition, your ability to execute that strategy could be facilitated by the development of stronger relationships with senior leadership.
The order in which this feedback has been presented is not an arbitrary one. To keep the recipient focused and open-minded, we believe the positive feedback should always be presented before the critical feedback. Otherwise, a strong reaction to the criticism may taint the manager’s receptiveness to the praise. It is more effective to describe and discuss weaknesses in terms of strengths, rather than vice versa, since it leaves the manager with more optimistic feelings about setting development goals to overcome his or her weaknesses. In addition, the development planning steps should identify ways that the strengths can be leveraged to address the weaknesses.
The interview feedback should also be presented in behavioral terms. While some raters may have given feedback in personal terms, it is up to the presenter to align the feedback with the behaviors you are seeking to improve.
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.