Evaluating the impact of your managerial communication

Is it possible to manage well without examining what we do? Is the feedback of our co-workers a tool for self-management? If so, how to make it consistent and stimulating?
Show that you are ready to listen
The fear of hurting feelings, or of saying things that could come back to haunt him later, may lead a co-worker into a certain deferential posture.
The only way to free his tongue: show a real openness to what will be expressed, positive as well as negative.
Emphasize, for example, that his feedback is important to you, for continuing to work on your management and for being more effective.
Abolish immediate justification
A natural temptation when we are called into question: to defend ourselves right away with justifications, by offering "good reasons for..."
You can of course offer your thoughts on what has been expressed, but only after having pursued questions to understand the message thoroughly.       
Share a conclusion
A co-worker who shares his perceptions also expects a response. How do you receive his feedback? What will you do with it? There's no obligation to respond in the heat of the moment, because you may also need time for assimilation and reflection.
But afterwards it could be useful, for example, to take a key point from what was said and make it an area to work on improving.
The icing on the cake: to involve your co-worker in evaluating your progress!
Each question has only one correct response, but be careful: among the possible responses there is one that is "almost correct" and might make the choice harder!
1 / 3   Following on from a 360°
A 360° feedback makes you appear as too supportive, even too lenient with certain members of the team. This feedback is justified. What do you do?
You send an email thanking the team for its participation in the survey, and assure them of your willingness to improve on the points mentioned.
Of course, but the message is too vague, and the email inadequate: a discussion on the points mentioned would be more useful.
You use the next bi-monthly meeting to thank the members and tell them that you have taken their remarks into consideration.
It will be more constructive to discuss the points in question.
You devote your next meeting to the main conclusions of the 360°, and launch a debate on the key points to work on: you analyse their expectations and propose concrete action.
Yes, this makes the team's feedback constructive and allows you to progress in your management.
You decide not to talk about the conclusions of the 360° but plan to take into account the remarks.
The collaborators need your feedback on the 360°.Even if you do improve, there is risk they may think the 360° was pointless.
2 / 3   Good time for a request.
Léa takes advantage of this feedback to ask for more autonomy. Yet, you consider she still needs help because she still makes a lot of mistakes and blunders. What do you reply?
I'm OK to leave you more freedom, but, for the moment, it's a little too early. First, you need to be fully effective in your job.
Shame! You are not taking advantage of Léa's motivation.
Where exactly do you need more autonomy?
Yes, Léa will specify her expectation and you will be able to define the conditions in stages.
Why do you want more autonomy?
Why not but this is not the main question because we still don't know what Léa means by autonomy.
But you are still making too many errors to be given more autonomy!
You are losing out on Léa's eventual good will.
3 / 3   Team feedback meeting
You organise a meeting on "how to work well together". One of your objective is to find out what the team expects from you, how do you bring up the subject ?
You ask the question "what do you expect from me?" and ask all the participants one by one.
It's an interesting question but too general, and asking the participants one by one is too formal.
You ask the question "what do you think of the way I manage? " and propose that each person write his comments on a post-it.
The question makes sense and the post-it allow a certain freedom of expression. You will then be able to categorise the comments.
You ask the question "what do you think of my style of management?»
Why not? but there is a risk the approach will be less enlightening than with the post-itS. And the notion of style is more abstract.
Your score is
You finished!
To review the questions and responses, please choose from the list below.