What’s the Difference Between a People Pleaser and a People Pleaser?More than helping people from finding a way to improve upon average performance, 360 feedback also helps successful people see the areas for further improvement that they might otherwise miss. By making subtle distinctions between different forms of success, it helps to identify an effective development plan.
One of those subtle distinctions is to tell managers whether they are people-pleasers or people pleasers. Are they managers who please people on a personal level, regardless of work success? Or do they please people as a bi-product of effective work performance? The difference sounds subtle but most of us can think of an example of both kinds of managers.
The difference can be difficult to detect in employee feedback too. Employees often offer glowing feedback on both people-pleasers and people pleasers. With 360 degree feedback, you can get to the heart of a managers performance by breaking it down into its constituent parts. Managers who otherwise would get similarly positive overall reports begin to appear rather different when you look at individual factors.
People-Pleasers In 360 Feedback
For the purposes of this example, people-pleasers are managers whose first priority is pleasing his or her people. They achieve success as a bi-product of having a happy team. These managers create a good environment and strong rapport with their staff and as a result, receive high praise in feedback.
These managers often get strong results in terms of motivation and communication, as these are the skills they use most effectively. They may also score highly in terms of leadership ability. The danger with managers like these is their focus can slide too far towards the employees and away from the business’ overall goals. 360 feedback can help them to identify this and work on maintaining focus on strategic goals to develop a more rounded management style.
People Pleasers In 360 Feedback
People pleasers on the other hand, are focused on organizational goals. They keep their eyes on results and are much more inclined to push their teams to achieve success. These managers don’t develop the same quality of personal relationships but receive good feedback because they help their team to succeed.
These managers are also more likely to demand accountability from their staff and be accountable themselves. They are also more likely to be seen as dependable, as their drive for success means they work hard to provide support to their people. These managers may be more likely to alienate staff members who don’t excel in higher-pressure environments. The positivity they often get from their staff can quickly dissipate if the team starts to under-achieve. By working on communication skills and understanding the need for balance between business and personal success these people pleasers can also develop a more rounded style.
While these are simplified and broad examples, they provide an overview of the kinds of distinctions you can make with 360 feedback. With simplified employee feedback you can see which employees are successful in the eyes of subordinates and peers. With 360 feedback you get to see how they’re successful and how they can get even better.
Self improvement is certainly great, but there are many other benefits to using 360 degree feedback, these are outlined in our Why Use 360 Degree Feedback? whitepaper.
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