The idea behind performance feedback is that to help people grow, we need to shine a light on the things they can't see about themselves. But a recent study shows that when employees receive critical appraisals from their peers, it mostly makes them seek out colleagues who will give them positive reviews instead.

Webasto Roof Systems, Americas, the North American subsidiary of Germany-based Webasto Group, limped into 2014 in poor financial and operational shape. The company's early optimism emerging from the financial downturn had proven naive, and now, five years later, the company was consistently losing money, and was battling severe operational challenges affecting quality and threatening customer relationships. Furthermore, senior leadership had completely turned over three times in the five year period. Now, the new--and young--leadership is attempting to navigate that crisis, and repair the organization, with an organization full of skittish and disengaged employees. Philipp Schramm, the new CFO, must figure out how to enact positive change with a team of unenthusiastic employees, and a near-toxic culture.

Boston-based fast-casual chain, b.good, was founded on the idea of healthy food, sourced locally, and prepared in-store. They'd worked to build a value-based business, and worked hard to cultivate a sense of family--among employees, customers and suppliers. In 2015, they had entered a period of substantial growth, with the company doubling in size over the past 12 months, and plans to double again over the coming twelve months. The management felt this purpose and sense of family had served them well, but were worried that growth would water down these key ingredients to their success. As they enter 2016, they are particularly focused on ensuring that they get the "people" systems right.