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Am I supposed to be honest in this situation?

BeaE

My manager has had a promotion, and is going through some leadership type training. She's asked me to fill out a questionnaire, and I don't know if I'm actually meant to be honest. It says you should be honest, but that is normally just something people say.

I know I have to be at least a bit filtered, as she will see the feedback and it's not anonymous.

It's questions like: 

Where do they make things harder than they need to be?

What is one thing they should stop doing or change to strengthen leadership?

Etc. etc. 

I have no idea what is acceptable to say. Does anyone have any idea?

You're also welcome just to respond with frustration about people saying they want honesty, when they actually don't Joy

Parents

  • These type of 360 feedback things are supposed to be quite honest. The point is to address blindspots and get accurate feedback so you can improve. I am not sure if the info goes direct to the person or via HR.

    The only thing is to try to be constructive. So say what things could be better and what you would like, rather than just making it a list of gripes. Obviously focus on management type things. The questions should relate to organisation, delegation, support, feedback, communication.

    No one is perfect and as you get higher people need to be aware of their weaknesses and strengths. It can also influence the ideal positions the person may get.

    If you keep to things you can give examples of and support, and think about how it could be better, you should be ok. 

    So if instructions are always confusing, say so and say it would be better if there were something writing, for example.

    If they speak too loud, too fast, are too dismissive, these are all good people management skills feedback.

    Being on the recieving end can be a bit deflating, but being able to take feedback is also a skill. Once you get over the shock you can normally reflect and see value in it.

Reply

  • These type of 360 feedback things are supposed to be quite honest. The point is to address blindspots and get accurate feedback so you can improve. I am not sure if the info goes direct to the person or via HR.

    The only thing is to try to be constructive. So say what things could be better and what you would like, rather than just making it a list of gripes. Obviously focus on management type things. The questions should relate to organisation, delegation, support, feedback, communication.

    No one is perfect and as you get higher people need to be aware of their weaknesses and strengths. It can also influence the ideal positions the person may get.

    If you keep to things you can give examples of and support, and think about how it could be better, you should be ok. 

    So if instructions are always confusing, say so and say it would be better if there were something writing, for example.

    If they speak too loud, too fast, are too dismissive, these are all good people management skills feedback.

    Being on the recieving end can be a bit deflating, but being able to take feedback is also a skill. Once you get over the shock you can normally reflect and see value in it.

Children
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