The ADP Research Institute recently completed its 2016 Evolution of Work study, which analyzed key factors transforming the global workplace. They identified five basic human needs that today’s workers are looking for: freedom, knowledge, stability, self-management and meaning.
Most businesses understand the importance of providing stability and learning and development opportunities. But that doesn’t always factor in the need for meaning, freedom and self-management. As leaders of a global workforce, it’s essential that we provide these values in order to build a team of great employees who are enthusiastic about their work and workplace.
When I looked at the data, I learned that the feedback sandwich doesn’t taste as good as it looks.
Problem 1: the positives fall on deaf ears. When people hear praise during a feedback conversation, they brace themselves. They’re waiting for the other shoe to drop, and it makes the opening compliment seem insincere. You didn’t really mean it; you were just trying to soften the blow.
Problem 2: if you avoid that risk and manage to be genuine about the positives, they can drown out the negatives. Research shows that primacy and recency effects are powerful: we often remember what happens first and last a conversation, glossing over the middle. When you start and end with positive feedback, it’s all too easy for the criticism to get buried or discounted.
Giving a compliment sandwich might make the giver feel good, but it doesn’t help the receiver.
Instead, try these four steps to make your criticism feel constructive:
Since Foutty’s December 7, 2015 promotion, she has delivered her vision of the firm—collective unity and individual professional longevity through fulfillment—via direct personal interactions whenever possible. Of course, written communication is inevitably necessary in which case Foutty carries into it her stance that “intimacy is of utmost importance.” She has a very deliberate fireside style that promotes three primary messages:
“Strategic choices in time and career management must inevitably be made, but health and family are at the forefront; Assume and expect positive, glass-half-full, intent in all your interactions; and Take a step back and know ... [as leaders], your only job is to ensure everyone is as successful as possible.” What’s more, she enjoys great personal vigor and fervor recounting the triumphs and knowledge gained by asking for help and portrays doing so as a strategic asset.
Recently I had an opportunity to interview Chris Laping, the former Chief Information Officer (CIO) for the Red Robin restaurant chain about some of the challenges in achieving successful organizational change.
Ron McIntyre's insight:
Interesting discussion, especially in light of the industry of the interviewee.
By Luis A. Marrero, M.A. RODP, LLP CEO Boston Institute for Meaningful Purpose May 1, 2016 “We increasingly understand that we need a very different model of humanity….” 2013 United Nations World Happiness Report...
Via F. Thunus
Ron McIntyre's insight:
Some great discussion points in this article. I really like that it has a call to action, which so few articles today do.
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