Tag Archives: women

Feedback Can Be Fun. Really.

30 Sep

The sentiment behind performance feedback is not supposed to be all about cutting you up, shining a light on a big problem, or providing all the answers to the next big promotion.  

And your response to performance feedback doesn’t just have to be about viewing others’ opinions (and their imperfections) as obstacles to get around.  Or things that are incorrect and must be proven to be so.

Very few of us eagerly await the “performance review.”  Yet people giving us feedback can be valuable partners, if (and only if) we view them as such.  That’s a big “if.”

We all have what psychologists call cognitive dissonance – when we believe we’re doing great, yet the data shows we could do better.  A “blind spot,” particularly when multiple facts sourced from multiple opinions have a common denominator (you!).  It’s part of the “Johari House” – a matrix representing whether feedback is known or unknown, and whether that’s known by yourself or by others:

  • Open (everyone sees it)
  • Blind (others see it, but you don’t see it)
  • Façade (you see it, but others don’t)
  • Unknown (no one sees it)

Take a moment to reflect on your Johari House based on your feedback.  Pay close attention to both the Blind spots, and the hidden Façades.  This can actually be fun!  Really.  It’s interesting because it’s about ourselves.  And as obvious as it sounds, it’s ok to say “I didn’t know that.”  And not view something as a “weakness” or an untruth but view it as an opportunity to consider exploring (and not by simply concluding “it must be wrong!”).

Many of us aim for outstanding personal and professional goals (aspirational!) … but we’re not perfect human beings, and we shouldn’t expect to be so. 

  • Perfectionism is not good for you. There’s plenty of research tying perfectionist tendencies to depression, anxiety, eating disorders and even suicide.
  • Perfectionism impedes growth as it makes us afraid to fail.
  • Personal innovation requires experimentation.  Experiments by definition include failures, because if you know in advance that it’s going to work, it’s not an experiment.
  • Choose the areas to focus on and work on.  View them as an experiment.
  • Be honest with yourself, be open to ideas, and have fun!

Oh, and don’t forget, that if you are giving someone performance feedback, you cannot support and help others grow if you can’t first accept that you too are imperfect and vulnerable.  

Curious to know what you think …

Anna Minto

Founder & CEO, Transformational Change

AMinto@trchange.com

www.LinkedIn.com/in/annaminto

www.annaminto.com

Gender Expectations Live On …

4 Jul

Gender Expectations Live On …

When it comes to gender bias, we’ve come a long way in the last few decades.  Take a look at the following list of commonly held beliefs from the late 1900s (yep, that was only 2 decades ago). 

I know of few people who would broadly agree with this list, though some might (in their inner thoughts!) hold a couple of these ideas.  Some statements have been debunked by fact and science; others have been muted by experience.  But I think it’s safe to say that for the most-part, these don’t hold true today. 

Now, take a look at this list:

Perhaps a few more that still linger?  Depends on the facts, the culture and the individual.  But they’re still out there.  And some lie not too deep below the surface.

What’s still on your list?  What’s still on this list of those around you and on your team? It’s time to start talking about it and being actively aware of our biases.  Curious to know what you think …

Anna Minto

Founder & CEO, Transformational Change

AMinto@trchange.com

LinkedIn.com/in/annaminto

http://www.annaminto.com

D&I is Dead

12 Jun

I’m going out on a limb on some important but sensitive topics in the next couple of weekly posts, and I don’t want to offend anyone in anyway.  My intent here is to share some ideas and spark reflection; not to make statements about any gender identity, race, social class, sexual orientation, age, physical attributes, political belief, national origin, religious or other group.  So, please read along with an open mind, and an appreciation for the attempt to raise such topics.

Years (OK, decades) ago, I used to commiserate with a fellow Consultant at a Big 3 strategy consulting firm about our substantial requests to attend recruiting events.  Not only were we asked to participate in the “everyone B-School” events, but also to participate in anything “women” anything “working Mom” and anything “international.”  We were in high demand given the low representation for each of these groups in our company.  My friend also happened to be in a racial minority, so she lamented that she had even more marketing commitments than me. We used to joke that it’s a good thing that we were heterosexual, or we would have another “minority” event that we were asked (actually, expected) to attend.  Those were the days of “Diversity.”  Have someone from as many “minority” groups as possible.

The original focus of these efforts was on visible minorities – “women” and “people of color.”  Which then expanded to more specific sub-groups such as “working Moms,” “Black,” “Asian” and “Hispanic.”  Also, other minority groups such as “Gay and Lesbian” and “Disabled.”  This recognition of “minorities” evolved with the surfacing our isms –   sexism, racism, agism, nationalism and the like.

As our “minority” numbers began to slowly creep up, and as we began speaking about our “isms,” some progress was made toward better recognition of “diversity” through “special interest groups.” However, it became apparent that the next challenge was not just about having diversity, but also about embracing “Inclusion.”  Merna Myers clarified it well when she stated that “diversity is about being asked to the party, but inclusion is being asked to dance.”  We began looking at our biases in thought and in action, such as the words we used, the office social activities we hosted … and the behaviors around those company functions.  So, there you had it, D&I.  Diversity & Inclusion.  That was the thinking for about a decade, and it was a great start for the times.

More recently, the terminology is shifting towards DEI.  When it first surfaced, it was defined as “Diversity, EQUALITY and Inclusion.”  Equality means dividing resources evenly – “everyone being treated the same.”  That was a good start.  Recently though, it has shifted to “Diversity, EQUITY and Inclusion.”   In a business sense, “Equity” means that the opportunities (to be promoted, for example) are the same for underrepresented groups as they are for the majority group …. and that might mean providing different kinds of support for different groups, in order to provide equal opportunities.  For example, inclusion councils, ambassadors, employee resource groups, etc.  

And that IS “fair.”  A fair way to provide equal opportunity for all.

Are you fostering DEI for all … and how?  What interesting equity initiatives have you seen?  I’m curious to hear what’s working (or not) for you and your team!

Anna Minto

Founder & CEO, Transformational Change

AMinto@trchange.com

LinkedIn.com/in/annaminto

Who cares what your performance review says?

3 May

Ah, the much anticipated, often feared annual review.  A summary of “performance” … and sometimes even “potential.”  Derived from facts (e.g. sales, profits), semi-facts (e.g. 360 feedback, sometimes confidential, and other times just anonymous perceptions), and perceptions (from others with their own performance profiles and development needs).  If you are deemed an “A+ Performer” … of “High Potential” … a “Rising Star” –  Woo Hoo & big round of clap!  It’s great to hear, and we may celebrate our progress, cash the check and confirm our “development plan” (or start dreaming about our next move or exit strategy).  We now have a measure for our individual progress.  Or do we?

Performance reviews (and many other ways in which we “grade” ourselves) are an interesting external perspective into our progress as an individual.   The problem is though that performance reviews and other ways in which we typically grade ourselves are almost always exclusively EXTERNALLY focused.

Have you ever looked at the INTERNAL factors in your review of your “progress” as an individual?  They might be even more critical in assessing your development as a human being.  

Two questions I invite you to consider:

(1) What might your list of critical character traits Include? 

  • Generosity (being kind and generous)?
  • Humility (having a modest view of one’s own importance)?
  • Compassion (concern for the sufferings or misfortunes of others)?  
  • Empathy (the ability to understand and share the feelings of another)? 
  • Courage (mental or moral strength to persevere danger, fear or difficulty)?
  • Loyalty (a strong feeling of support or allegiance)?
  • Honesty  (sincere adherence to the truth)?
  • What else?  What do you want to be known for being?

(2) How might these leadership characteristics be demonstrated in your style?

So … how do you REALLY want to define, think about and measure your performance and development as a human being?  

If you choose to include your internal personal character traits and self-assessed demonstrated performance, write them down.  Then tuck them away.  And review them at least as often as you get your external workplace performance reviews.

“I’ve learned that people will forget what you said, 

people will forget what you did, 

but people will never forget

how you made them feel”

–   Maya Angelou