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Actionable feedback: Unlocking the power of learning and performance…

- - - - Context: The owner of an entrepreneurial busi- ness expressed concerns about Bill's (Chief Oper- ations Officer) trustworthiness. As the owner was questioned, more clarity emerged about how he perceived Bill as a roadblock to new ventures
    - - Context: Pat, a Senior Vice President and the director of financial reporting in a Fortune 50 com- pany, had been successful but had not advanced recently, and it did not appear that he was being groomed for further advancement. In short, his ca- reer seemed stalled. Therefore, Pat initiated the 360-degree evaluation in order to explore what might be blocking his advancement and what, if anything, he could do about it. The pivotal key person interview took place with the corporate Vice Chairman, who oversaw the finance and risk management function and served as Pat's 3-up boss
    - - Jane was an Executive Vice President who was fairly new to a huge privately held firm with strong traditions and cultural expectations for how things should and should not be done. The initial feedback given was that she was not a team player and was contentious. In this case the piv- otal key person interview came with Jane's boss, the president of one of the firm's leading business units.