Archives for 360 degree feedback

Own Your Words, Own Your World

How many times have you made a judgment call about a person based on a comment they made?

Did that comment really define them and was your judgment accurate? How do you know? Does it matter?

Here’s why it’s been mattering lately.

  • Co-creation – Pharma companies worked together to expedite clinical trials and get out a critically needed vaccine to the world. We have other crises that need solutions.
  • Opportunity – Because of the above, the in-demand skills of today and tomorrow are people-related. Though some are trying, this is a functional area that isn’t expected to be ethically automated with any kind of efficacy.
  • Racial Justice – Silenced and discouraged voices are piping up much louder while they face continued resistance and suppression. We’re not going back to how it was before George Floyd. There’s too much work to do!
  • Division – Politics and personal freedom have literally divided families during one of the loneliest times imaginable for people of this time.
  • We have just had 7 mass shootings in 7 days. Clearly unresolved issues are a public threat.

Some unexpected aspects of accountability in leadership came up yesterday while Lawrence Henderson and I were on Clubhouse (which we are every other Tuesday, so please follow us and join us on the app @BossLLab and @ripplemaker).

The consensus seems to be that the art of civil discourse is lost. The perception of recent conflict seems to be that it has been counter-productive. Lawrence and I are huge fans of Cy Wakeman’s No Drama approach. What’s the difference between drama and conflict?

It’s drama when:

  • You have an issue with someone and, instead of addressing the source, you involve other people.
  • You address the source, but are combative and/or accusatory.
  • You allow your conflict with someone to prohibit your performance and fall short of expectations.
  • The source of the issue is a perception, not a truth, and that perception drives decisions.

However, conflict is necessary for innovation. And, it’s necessary for conscious leadership. We may have learned that confronting someone makes things worse. The thing is, few are trained to effectively address conflicts, so what we see is conflict making things worse, now more than ever.

Social media has enabled keyboard warriors to develop habits and expectations that real-world consequences for words put out into the world don’t exist. Is this what has bled into the workplace, or was it something else?

  • Was it the fear that a confrontation can erupt into violence?
  • Was it the idea that we should leave emotions at the door?
  • Was it the constant threat of litigation?
  • Was it punitive Human Resources practices for causing workplace drama/toxicity?
  • Was it ill-advised codes of conduct and compliance training?

Too many trainings right now use subjective language, like “good values,” “professional conduct,” and “respect and dignity”. Another speaker in the Clubhouse room, Tamiko Drummond says that Human Resources needs to own properly training each and every manager on facilitating conflict From the top, leaders need to encourage going deeper into conflict rather than side-stepping it.

Ms. Drummond advises people to ask for clarification when they hear something about which they are passing judgment. “Unpack that statement for me” is a phrase she recommends. I’ve shared before how my former boss’s catchphrase was “help me understand.” At the women’s event I wrote about last week, one leader shared this list of responses to micro-aggressions.

Lawrence shared a story about one of the first private sector leaders he had who shocked him by asking him how he’d like to be approached when he was having a bad day. Wow! What an amazing question! She went on to teach and demonstrate that conflict is inevitable, and when it’s dealt with appropriately, it can make a working relationship that much stronger.

In our last Clubhouse room two weeks ago, one of the most poignant phrases shared by a speaker in the room was “Silence is dangerous.” Just because you aren’t actively hearing about a problem, doesn’t mean it doesn’t exist and won’t sabotage progress. Ignorance is only bliss temporarily. Furthermore, ignorance is becoming increasingly unacceptable to those who have been marginalized. Silence is the antithesis of progress, so don’t expect your comments to go without response anymore.

We talked yesterday about how anonymous 360s can be as destructive to morale and team cohesion as social media posts from keyboard warriors. Anonymous feedback is so widely used to identify performance issues, and has led to such mistrust and discouragement. It breeds a lack of accountability for what is said. When there is a void of accountability, there tends to be a perception spin machine. It wastes a lot of energy and resources.

Next, we talked about how to determine if the feedback is even accurate. Another speaker in the Clubhouse Room, Ray Abram, author of Connect Like a Boss, recommended a tool called the Johari Window. This can help leaders determine if there’s a perception issue or an opportunity for growth and development.

I shared another story about my boss, who had been informed that I was not pulling my weight, and that’s why my team was underperforming. I refuted those claims and he gave me the biggest gift. I had suspected for months that two women in the office who had become suspiciously silent toward me were gossiping about me. One I addressed directly; I thought we were friends. She coldly told me there was no problem. The other was on my team and had accused me of underperforming, which I supposed our other teammates agreed with. Thankfully, I had been working with a mentor and all activities were tracked in a database, so the resolution my bosses proposed was to get everyone in the room and put everyone’s cards on the table. The issue was diagnosed as a “perception problem.” I left the firm not long after to start Epic Careering, with my reputation and relationships intact thanks to that meeting.

When people are accountable, they want to know (and need to know) if there is an issue. There are many different ways people communicate. Some are more effective than others, but thankfully communication is a skill everyone can develop – if they’re willing.

So, for the sake of innovation and progress, what opportunities do you have in front of you to question a perception you have about someone?

Come Talk to Me

Provided to YouTube by YouTube CSV2DDEXCome Talk to Me · Peter GabrielUs (Remastered)℗ 2009 Peter Gabriel LtdReleased on: 1992-09-29Auto-generated by YouTube.

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business. As an instructor for the Young Entrepreneurs Academy, she has helped two of her students win the 2018 National Competition to be named America’s Next Top Young Entrepreneurs, to win the 2019 People’s Choice Award, and to land in the top 8 during the (virtual) 2020 National Competition.

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

“What Is Your Greatest Weakness?” – A Trick Question?

Job Interviews by World Relief Spokane of Flickr

Job Interviews by World Relief Spokane of Flickr


“What is your greatest weakness?” You could answer everything else right, but if you do not understand the purpose of this question and answer it powerfully, it can sink an otherwise fantastic interview. The real point of this question is to see how you have previously reacted in the face of difficulty as a consistent pattern. Recruiters believe past behavior is the best indication of future behavior. That is why there is an interview methodology coined “behavioral interviewing.” Think of this question as a probe to see how coachable you are—how willing you are to develop and grow. Are you honest with your interview? Are you honest with yourself? This question serves a lot of purposes for the employer, but their main agenda is to find the best candidate to fill the position, which costs the company money every day it remains unfilled.

Answering “what is your greatest weakness?” with a lie is unethical and could cost you the job, but answering too honestly could give a potential employer the impression that you don’t believe in yourself; and if you do not believe in yourself, the employer won’t either. An arrogant answer such as “I have no weaknesses,” or “I’m too perfect,” could also cost you the job. If you don’t volunteer a weakness, a potential employer won’t believe you. They will assume your weakness IS arrogance or that you are not coachable. In order to be coachable, you have to be able to acknowledge areas of development. Employers want to know if you will be an asset or a liability, in addition to making sure you will be a good fit and they MUST be able to believe you.


Determine your weaknesses

First, take stock of your weaknesses. We all have them and they are most likely areas of your professional life that you would like to improve. What currently challenges you? Is it a soft or a hard skill that you are lacking? Are you unfamiliar with technology? Do you shy away from public speaking? We are bound to have blind spots if we rely on our own perceptions of ourselves to identify our weaknesses. Part of our full-service branding includes a survey that is sent your trusted confidants, the people who know you best. It takes BRAVERY and HUMILITY to endure this process. It also demonstrates a dedication to growth. Imagine how impressed an employer will be, though, if you voluntarily participated in a 360 degree feedback. A 360 degree feedback is a process where employees receive confidential feedback from their managers and peers. This process allows employees to come to a better understanding of their strengths and weaknesses.


Be honest with a potential employer

Be honest with your interviewer, but not too honest. Self-depreciation elicits sympathy, but not job offers. Once you find your weaknesses, neutralize any emotion (shame, guilt, etc.) from mentions of your weaknesses. The Sedona Method of releasing is one way to separate yourself from your weaknesses. There are also other methods, such as Christian Mickelsen’s Instant Miracle, and EFT, also known as tapping. The purpose of release is to free yourself from the emotional weight of your weaknesses. After you find and release your weaknesses, ask yourself a few questions. How has this challenge affected your work and what steps have you been taking to overcome the weakness? Are you taking classes? Are you reading books? Are you doing actively doing the task you dreaded? Have you engaged a coach? According to a 2009 ICF Global Coaching Client study, of the 2200 participants, over 99% of the professionals who used a career coach emerged either “somewhat satisfied” or “very satisfied” from the experience.

Tell the interviewer how you have overcome or are overcoming the weakness and how you came to realize its impact on your performance. Demonstrate to your employer how you added value by confronting your weakness. The Sedona methods and the other methods mentioned are ways to help resolve these kinds of emotional challenges. Perhaps you were terrified of interacting with customers, but recognized your weakness and strove to work with them. Soon you had fewer issues interacting with customers and improved sales at your company. Think about your own experiences and stick to the facts.


Is your weakness a strength?

Perhaps your weakness is actually a strength. (Conversely, some strengths can be weaknesses, so be careful with this line of reasoning. As I mentioned earlier, statements such as “I’m too organized” or “I’m a perfectionist” could come off as arrogant to an interviewer.) For example, you may not have the experience for the position for which you are interviewing, but you sell your experience in other industries as something that will offer new insights as to how to accomplish tasks. In other words, you offer a potential employer a fresh perspective. If you try to spin your weakness as a strength without a real solution, you may strike your interviewer as disingenuous. Like everything else, state the problem, your solution, how you have practically applied that solution to your work, and what the outcomes and impacts have been.


The “What is your greatest weakness?” question is designed to discover your response to challenges. The point is not to show a potential employer that you are flawless—no one believes you are without flaws. Rather, employers want to hire people who know they are not perfect (because no one is), but are willing to acknowledge areas that can be developed as needed in a position and proactively seek out ways to grow.

Think about some of your greatest achievements. Were you successful because you already knew the solution, or did that great achievement come from finding a solution in the midst of the problem?