>> So if I was one of your team feeding back, I would feel comfortable putting
down as I felt because you wouldn't actually know it was me that was on there.
>> That's right.
>> Right, okay.
And how well is that approach received right the way across your organization?
>> Well it's very good because when we assess ourselves we
can sometimes think we're better than we really are.
And, but more often than not, we actually underscore ourselves.
And when you compare that with six or
seven other people who've assessed you and there becomes a consistency,
you can then judge whether you were too high, too low onto
what everyone else is actually judging you on, against the same questions.
>> So, you get a kind of rounded view of where you fit and how you're doing and
what strengths you can develop and what areas perhaps you need to have a look at.
And so in terms of the communication strategy, the sorts of things that
would then bring out would be the ability to trust each other, the ability for
everybody to be receptive in getting feedback,
the ability of everybody at all levels really,
who have this 360-degree process, to grow together as a collective team.
>> Absolutely.
>> And how far then is communication
featured as part of this 360 degree appraisal?
>> Well, there's a complete section on communication.
And so you would get feedback from your subordinates telling you
whether your feedback with your communication skills were any good or not.
>> Okay.
Do you have an example of sort of across the organization what particular parts
of communication from this 360 degree process, where things go really well or
perhaps things that you're learning as a team?
>> The feedback which we've got was that we're very good at
feeding back good information.
>> Right. >> But we don't feed back bad information
quickly enough.
>> Right.
And so your teams across the organization, are they just saying then what actually,
even if it's bad news, you'd rather know about it than not?
>> That's right, that's right.
>> Right, okay.
And how have you taken that forward?
>> We just try to do it a lot faster.
>> Right, okay, so- >> Just accept that when things are not
good, that it's as well to communicate that as well as when things
are going well as well.
>> And in a uncertain world that just kind of helps.
So far then as we've been looking at communications,
we've looked at employee engagement and we've looked at 360 degree appraisal.
We're now going to look at the third of the three aspects and
that is about how the organization from Steve's level, right the way down to
the shop floor, embarks on what we called a communication cascade.
So how the strategic vision is passed right the way down at all levels of
the organization so that everybody actually understands what
the organization is trying to do and where they fit in terms of their role,
what they do and how they contribute to the organizational success.
So, how does the organizational cascade process work in your organization?
>> Okay, the overall vision of the group, which is to be the number one
in all strategic business units in all major parts of the world.