Being a project manager, is it appropriate and just to pass on directions/instructions to a member based on the anonymous feedback without fairly reviewing if the feedback shared is genuine or not, does it has concrete facts to rely on. Also in today's era of technological review is it fair to base your judgement on what people say about one person ? Also if this is wrong way to manage, what is the right approach to address anonymous feedback. Saving Changes...
If a team member is providing you feedback about another team member, coach them to provide that feedback directly to the other team member. On the other hand, if it is a stakeholder external to the team, you might end up having to be the conduit of that feedback, but make sure it is substantiated and you are able to provide specific, actionable info to the team member, otherwise you are likely to bear the brunt of their negative reaction.
A lot depends on how the anonymous feedback was provided. If it came through a stakeholder survey, anonymity might need to be preserved but you'd have to use your judgment about how to use the feedback. For example, if a hundred surveys were received and only one contained some negative feedback about a specific team member, it might be worth keeping it to yourself but if other surveys contain the same feedback, that might require follow up.
Kiron
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1 reply by Pankaj Sharma
Nov 23, 2023 12:41 AM
Pankaj Sharma
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Thanks for the reply Kiron. I want to share some more context of my question but majorly, I have got the answer in your reply.
The feedback, I am talking about is not from stakeholders but from team members for their fellow members or lead. And the point that I wanted to highlight, I guess you did mention that in your answer that if you want to act as the conduit of that feedback, make sure that it is substantiated and able to provide specific actionable info.
Also as per my experience, it doesn't matter if its the stakeholders or the internal team members sharing feedback about a fellow team member or lead, but more importantly, if you act as the conduit of feedback, professional/ethical guidelines should be followed.
The feedback is substantiated
Narration of incidents of both parties is taken into account.
If there is no concrete evidence to support one party then as a manager we cannot take side of one and ignore other.
We can just encourage them to resolve it with a one on one discussion and act as a facilitator.
Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Dear Pankaj,
Thank you for bringing up this crucial topic. As a seasoned IT Program Management Expert, I've encountered numerous instances where anonymous feedback plays a significant role in team dynamics and decision-making. Here's my perspective on how to handle such feedback effectively and justly.
Assessing the Feedback's Credibility: Firstly, it's vital to fact-check any anonymous feedback against observable data and known facts. While protecting the source's anonymity, we must ensure that the feedback is credible and not just based on hearsay or personal biases. This often involves contextualizing the feedback within the project environment and the specific challenges faced by the team.
Utilizing Technology in Feedback Management: Technological tools are instrumental in structuring and analyzing feedback. They help collect responses in a way that respects anonymity while providing actionable insights. Data analysis tools, for instance, can reveal trends and patterns that might not be apparent at first glance. Communication platforms also play a crucial role in fostering a culture of open and transparent communication.
Addressing Anonymous Feedback: In my practice, I follow a structured response process. This involves a thorough review and analysis of the feedback. If the feedback highlights significant issues or trends, it warrants a deeper investigation. Any action plan developed should focus on constructive improvement rather than punitive measures. In my view, feedback should be integrated into regular performance reviews and professional development plans, ensuring a holistic approach to an individual’s performance and growth.
Creating a Feedback Culture: Encouraging openness and direct communication is critical. While anonymous feedback is valuable, it should complement, not replace, natural feedback mechanisms. Conducting training and workshops on effective feedback can significantly enhance the team's communication quality.
Ethical Consideration: Approaching anonymous feedback with a sense of responsibility and ethics is imperative. Decisions should be based on such feedback with substantial evidence and a broader understanding of the individual's performance and contributions.
Conclusion: When managed correctly, anonymous feedback can be a powerful tool for continuous improvement. However, it demands a balanced approach that respects the feedback's giver and receiver. By integrating technology and fostering a culture of open communication, we can leverage anonymous feedback constructively.
I hope this provides a comprehensive view of handling anonymous feedback in our field. I am looking forward to hearing your thoughts and experiences on this topic.
If a team member is providing you feedback about another team member, coach them to provide that feedback directly to the other team member. On the other hand, if it is a stakeholder external to the team, you might end up having to be the conduit of that feedback, but make sure it is substantiated and you are able to provide specific, actionable info to the team member, otherwise you are likely to bear the brunt of their negative reaction.
A lot depends on how the anonymous feedback was provided. If it came through a stakeholder survey, anonymity might need to be preserved but you'd have to use your judgment about how to use the feedback. For example, if a hundred surveys were received and only one contained some negative feedback about a specific team member, it might be worth keeping it to yourself but if other surveys contain the same feedback, that might require follow up.
Kiron
Thanks for the reply Kiron. I want to share some more context of my question but majorly, I have got the answer in your reply.
The feedback, I am talking about is not from stakeholders but from team members for their fellow members or lead. And the point that I wanted to highlight, I guess you did mention that in your answer that if you want to act as the conduit of that feedback, make sure that it is substantiated and able to provide specific actionable info.
Also as per my experience, it doesn't matter if its the stakeholders or the internal team members sharing feedback about a fellow team member or lead, but more importantly, if you act as the conduit of feedback, professional/ethical guidelines should be followed.
The feedback is substantiated
Narration of incidents of both parties is taken into account.
If there is no concrete evidence to support one party then as a manager we cannot take side of one and ignore other.
We can just encourage them to resolve it with a one on one discussion and act as a facilitator. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear Panjak
The topic you brought to our reflection and debate is very interesting.
Is anonymous feedback the same as gossip?
What is the most appropriate position to take?
Defend the team or "play by the ears"?
It is worth, on the other hand, checking whether there is any basis Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Pankaj,
there is no right and wrong in leadership and management, it all depends on the situation and context.
It certainly is a prudent idea to try to verify the information you get from one source by other means. Sometimes you just do not have the time or means for that. We make decisions with insufficient data all the time, we rely on intuition and judgment. Saving Changes...
