TRUTH TO TELL: Performance Feedback and ROI

---

May 10, 2007 - By Scott Anderson

The leader’s role is not only to equip and inspire but also to tell people the truth about where they are on the performance continuum—and where they need to be. Ultimately, this back-to-basics approach just may be the key discipline for improving return on investment in people.

The performance continuum extends from INSPIRED on one end to DERAILED on the other. At any given moment, we personally (along with those who count on our leadership) are moving up and down that continuum. Our very career momentum depends upon our ability to respond positively to the challenges which emerge each and every business day. To do so, we must learn to appreciate "the big picture."

This larger picture (or truth) is both contextual and consensual in nature. That is, we each view truth within a context or frame of reference. And, we can enhance our limited and subjective perspectives by opening to a larger consensus.

Whether we are pondering ways to improve the performance of others or reflecting on our own developmental needs, appreciating the dynamics of context and consensus is essential in expanding big picture awareness. To encourage responsibility and strengthen our organizations, we must rigorously practice seeking and telling the truth.

Herewith, four rules for improving your performance and that of others:

1. Seek the truth/tell the truth early on and, thereafter, continuously. 2. Seek the truth/tell the truth sincerely and without judging others. 3. Seek the truth/tell the truth with regard for human dignity. 4. Seek the truth/tell the truth to partner for mutually-acceptable outcomes.

Truth, after all, is the ultimate in user-friendliness because it deals with what is really there. And that, quite simply, is very accessible stuff. Consider: Do we mostly deal with what is or what isn't? When was the last time we succeeded in solving a problem by utilizing a newly-discovered truth? When was the last time we saw someone fail either because they undervalued available truth, or sadly, because others were "too nice" to tell them the truth?

Truth-full-ness, earnestly sought and straightforwardly rendered, is like magnetic North on a compass: indispensable for establishing in which direction we are headed. Continuously monitoring our bearings, or helping others to do so, is what seeking/telling the truth is about. However, nothing jams the truthfulness signal quite as well as insincerity or a judgmental attitude.

All too often, we are completely baffled about how to tell the truth to one another (or perhaps we're just conflict-averse). Mostly, we come across as watered-down nice, brutally blunt, or more comfortable telling our truth to everyone else instead. How do we deliver the right message to the correct address?

As a guide, there are five types of behavior that pervade the organization: high performance, change driving, status quo, change blocking and “on-the-bubble.” Each behavior has a focus, an asset, a liability and a truth that needs to be leveraged for improving your organization’s ROI in People:

HIGH PERFORMANCE MEMBERS often feel personally accountable for organizational success and can become disappointed in themselves over shortfalls vs. their own expectations. The truth that needs to be leveraged in improving ROI is for them to concentrate on developing the capabilities of others.

CHANGE AGENTS tend to operate with a deep passion, act with impatience toward others and frequently achieve the results while alienating themselves in the process. The truth that needs to be leveraged in improving ROI is for them to balance task and relationship.

STATUS QUO PERFORMERS are reliable in stabilizing/maintaining standard operating procedures but the repetition that results in mastery may also diminish motivation. The truth that needs to be leveraged in improving ROI is for them to link emerging business challenges with opportunities for growth.

CHANGE BLOCKERS with a strong passion for what has worked often react to proposed change with skepticism/distrust and their visible opposition can also influence the commitment level of their colleagues. The truth that needs to be leveraged in improving ROI is for them to redirect their passion.

“ON-THE-BUBBLE” employees are often preoccupied with themselves, express disappointment in others and play the victim, with delayed resolution undermining leadership credibility. The truth that needs to be leveraged in improving ROI is for them to assume responsibility for their future, inside or outside of the organization.

Finally, we all tend to behave more responsibly when engaged in co-creating outcomes versus having them thrust upon us. And what will happen to us and to our organizations, if we become outrageous enough to seek the truth, tell the truth and then partner together toward win-win outcomes? Truth to tell, it just could result in...transformation.

Scott Anderson is managing partner of OI Partners in West Michigan. The firm serves as a leadership resource to individuals and teams in securing the advantages of organizational change through Leader Development, Performance Improvement, Career Realignment and Transition/Outplacement. A graduate of Valparaiso University, Scott is also a Fellow Manager with the Institute of Career Certification International. He can be reached at 616-454-6670 or sanderson@oipartners.net.