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I will show you a video where
you'll hear the CO of Accenture,

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one of the leading consulting firms,
talking about

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the company's decision to abandon their
performance appraisal system in 2015.

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Take a look.

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As you could hear, one of the primary
motivations for revising the current

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performance appraisal system at Accenture
was the need to receive more frequent,

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continuous feedback.

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Certainly more frequently
than once a year.

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I would like to add another
wrinkle to this conversation,

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which is you don't have to wait for
that feedback to come to you.

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You need to proactively seek feedback.

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A colleague of mine at Michigan,
Ross Sue Ashford did a lot of research

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showing that the most effective
managers proactively seek feedback.

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After every test they complete
after projects they run

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even during regular staff meetings.

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Now, we're often reluctant
to seek feedback,

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because we feel like we'll expose
our weaknesses and vulnerabilities.

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What research shows is
exactly the opposite.

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If we proactively seek feedback, not only
will be develop more accurate perception

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of how others perceive and
understand us, but

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we'll also be perceived as being more
creative, more open, and more caring.

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It's essential here to remain
open to critical feedback.

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If you're just seeking affirmation,
that can backfire and

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people will view you as
being less effective.

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Consider asking your peers, your direct
reports, your boss, how am I doing?

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To give people a better opportunity
to give you more constructive,

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perhaps critical feedback,
ask what can I do to improve?

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You can also ask more specific questions

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if you'd like to receive feedback on how
to develop a particular skill, such as,

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what can I do to improve in communicating
the status of my projects to team leaders.

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You will see that the key assignment for

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this week of the course revolves
around seeking feedback.

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I'll ask you to solicit feedback from your
peers, your boss, your direct reports.

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Process that feedback, and
try to respond to it effectively.