As Andy Grove, (former CEO & Co-founder of Intel) said, “a manager can damage morale, motivation and productivity of their teams based on their actions, or inaction. According to the Gallup’s study of managers, they found that the manager accounts for at least 70% of the variance in employee engagement.” The manager has such an important role, it rises above their technical expertise.
Ken Blanchard (PhD, management expert, author) coined the phrase, Feedback is the breakfast of Champions. And, Peter Drucker (author, management expert) told us that Culture eats Strategy for breakfast. What I say is, if you have a culture which is continually engaged in conversations including feedback – no matter which role a person is in, then you’ll make it to lunch!
The Key Act: Follow up with Feedback
We spend days setting strategy, creating objectives for our people to achieve and identifying the key results to focus on and specific actions to complete (add up all those hours) – yet, what hours do we spend following up their progress?
I’m excited when I hear leaders tell me that the spend 5-10 minutes every week following up the people in their reach, providing feedback, seeking feedback and solving problems together. What disappoints me is when I hear staff tell me that they only receive feedback at their annual performance review (which they’ve written themselves).
Checking in on a daily, weekly or stretched out to monthly (depends on you and the individual) is a goal to set to seek and give feedback on performance.
“Hey, let’s talk about the presentation to the board. I’m confused about two items which you raised – can we discuss it now? There is no blaming here – it’s a good example of accountability of follow up feedback. This gives you the data and permission to keep the conversation alive and online.
The Feedback Goal: Feedback makes an impact
Consider the best feedback you’ve ever received.
Who gave it to you? What did they say?
I recall being told I said “OK” numerous times (try 70!) during a 45-minute practice presentation. Wow, it hit me like a tonne of bricks – I was totally unaware that I was an OK factory! That was almost 30 years ago, and I still recall receiving this piece of feedback. It was delivered directly, it wasn’t sugar coated, and I was thankful for their honesty.
What feedback could you give, right now, to someone in your workplace?
What would you say?
How would you say it so that it lands well and creates a positive conversation?
I hope this stretches your holding zone. Moving from your place in the comfort zone to the stretch zone or better still, I hope it freaks you out! And, quite rightly, it will freak you out because most of us suck at it.
The Workplace Goal: Let’s create Feedback opportunities
These opportunities present themselves every day, every hour and every minute.
It’s important that you observe people or at least hear them. You could be in a meeting, watching a staff member serve a customer or be in the middle of a conversation with a colleague.
If you see what you want to see or hear what you don’t want to hear – act as close to this moment as possible. Catch people doing the right thing and stop the wrong thing reoccurring.
I have a client whose leadership team shares and seeks feedback at each meeting. They commence with observed ‘strengths ‘in play and the impact they’ve witnessed and secondly, they (now) confidently share where they have ‘overdone the strength’ – with the outcome being a negative impact. This has been a game changer for this organisation. They have very quickly come a culture of feedback.
The Workplace Skill: Giving & Receiving Feedback
It takes skill to say it with the right intent, in a timely manner, in the right way to make the other person feel alright about receiving the feedback.
Everyone needs to be on board to know that it’s their role to receive feedback. And, that they have permission, that they are accountable to give feedback too.
Here’s an example of feedback which I recently received:
Louise, thank-you (gratitude) for your prompt response with the information I requested (specific task identified) it enabled me to quickly complete an important task for a client (connecting my involvement) – my client was surprised with the promptness and it looks like we may be closer to working on the project together. I really appreciate your help. (Impact)
There are many ‘right ways’ to give feedback – models, methods and frameworks which work for different situations and personalities.
Don’t get stuck using one technique – it might not be the right feedback technique for every situation and individual.