Thanks for the Feedback: The Science and Art of Receiving Feedback Well

by Douglas Stone

You: I’m surprised that I got a 4 instead of a 5. But I don’t actually know much about the decision-making process or the criteria that are used. Boss: You think you deserve a 5? You: Yes, I was thinking that, but as I reflect on it, I realize that that wasn’t based on very much information. I was told at last year’s review that one of the differentiators was bringing in new accounts, so I worked hard to land twenty-three new customers and that increased our revenue by almost 20 percent. I was assuming that was enough for a 5, but I don’t have a clear sense of the criteria. Also, there could be other factors involved that I’m not aware of. Boss: I think a 4 is very good. You: Well, I appreciate that. It’s still important to me to understand better how the decisions are made. Boss: You think it’s unfair? You: I don’t have enough information to judge. Can you tell me what factors are weighed in determining the rating? And can you say what role new accounts and revenue play in the rating? [The boss explains the rating system at some length, with you interrupting periodically to clarify the process, terms, etc., until it’s clear to you.] You: Based on what you’ve just explained about the criteria, and assuming there were no other factors, I do think I should have received a 5. Do you see it differently? Boss: In terms of revenue and customers, I would agree. But it’s not an exact science. Different people on the compensation committee may take slightly different factors into a...