As a kid, I was an overt and mean bully. As a manager, I learned ways of bullying covertly by hiding behind my rank. Although I may not have been as bad as other bosses, I was still a bully and very good at getting away with it.
In both situations, albeit years apart, I found ways to justify my behavior. I felt entitled to my actions!
I was wrong both times and had to look in the mirror long and hard to face up to the fact that it was ME who needed to change.
It took courageous and caring feedback from a few trusted colleagues to help me realize what I was doing, but it also took my years of remorse to humble and remind me that I had bullied before and could definitely be bullying others again.
Rarely are managers, in any field, well prepared to deal with employees who need corrective input. In fact, we’ve heard all too often how the whole idea of being critical strikes a note of "being
Excellent post on Feedback that serves. Here is my favorite section:
Steer In Another Direction
You may have someone on your team or in your company who needs a frank and honest wake-up call, explaining how they are not a good fit for the company.
When you lay out the specifics with care and respect, hopefully the individual can understand that they would be better off if they moved on rather than feel frustrated and continue to receive less than sterling performance ratings.
Sometimes you can steer the individual in a new direction within the company, but be prepared for this to be met with hurt feelings, skepticism, or flat out refusal. In either case, remember that your honest attempt to help has still been a wake-up call about reality.
And that, in the long run, will be a gift whether or not the recipient can accept
Understanding Feedback: The 'GPS Direction' To Leadership Success Forbes Margareth is a leader in Europe. She is very dynamic and her overall leadership effectiveness rating is strong, placing her at the 91st percentile.
The bottom line is that feedback is a valuable tool for seeing where you stand with various groups of reports. We continue to find that the best way to understand your performance as a leader is with a 360 assessment.
Getting feedback from managers, peers, direct reports and others is much like switching from a paper map to a GPS instrument.
Both show you where you want to go, but the GPS device also shows where you are currently standing in relationship to the ultimate goal. This is critical data in determining the quickest and best path to where you are wanting to be.
The other day a person, who is writing a book about feedback/360 degree, remembered I was still alive and contacted me to ask if she could interview me. Of course, flattered by the invitation, I agreed immediately (I like people interviewing me!).
Good article on six points relevant to feedback. While I don't agree with his third point, Petere Honey shares good insight on the topic.
Here is my favorite section:
...I am strongly in favour of what I call suggestive feedback where you offer people thought-starters, or options, about possible ways forward. These are offered on a take-it-or-leave-it basis. Even if all the suggestions are rejected, the very fact they have been offered stimulates the recipient's own ideas. The suggestions need not be offered straight away; you could invite their ideas first and only offer yours if you think some promising possibilities have not been explored.
Excellent scoop Claudia. The reason I am adding the image above to this scoop is that feedback is very, very tricky. While we may have the best intentions, the effort can back fire and set a relationship back.
This article is very helpful and I especially like the coaching and asking for permission concepts. We need to study articles like these and prepare carefully in order to increase our chances of delivering feedback that serves.
I admit it. It can be more than a little terrifying to find out what other people think of you. Up until that point you can pretend that all is well and you’re doing absolutely nothing wrong. The moment you say “What do you think about…?
Why Feedback is Important
Like ripping off a Band-Aid, getting feedback from your customers, clients, co-workers or employers is important, no matter if it could be a little hurtful. However, like tearing off a bandage, the pain quickly goes away and you forget what you were so worried about.
Who would dispute the idea that feedback is a good thing? Both common sense and research make it clear: Formative assessment, consisting of lots of feedback and opportunities to use that feedback, enhances performance and achievement.
..."Manage your own behavior first. Many managers try to control others’ behavior by being coercive, manipulative or demanding. Control your impulses, take responsibility for your actions, and be adaptable. If you aren’t a responsible leader, don’t expect employees to shoulder the responsibility for making your business a success."
When we receive feedback with an open heart, it is easier to look in the mirror and improve.
Want to improve your product, speech, or website? Stop asking people whether they like it.
Bottom Line: If you know there’s still work to do--on your draft essay, on your public speaking skills, on your product--ask people for one or two specific ideas on how they’d improve it. Focus their mind exclusively on practical, specific changes that they think would lead to improvement.
Excellent scoop by Bobby Dillard via @onevoicesmiling.
researchers discovered that there was one particular type of teacher feedback that improved student effort and performance so much that they deemed it "magical."
Students who received this feedback chose to revise their paper far more often that students who did not (a 40 percent increase among white students; 320 percent boost among black students) and improved their performance significantly.
Feedback may have either of two purposes: to influence the quality or quantityof performance. Feedback that affects quality of performance is called formative feedback, while feedback that affects quantity of performance is calledsummative feedback.
In addition, feedback can encourage or discourage behavior depending on what form it takes; positive feedback reinforces behavior while negative feedback extinguishes it.
In general, negative feedback can result in an unpredictable substitution or change of behavior (Tosti, 1986), and should be used with caution or avoided altogether. As a rule, develop performance with formative feedback, and encourage repeat performance with summative feedback.
Founded in 1943, ASCD (formerly the Association for Supervision and Curriculum Development) is an educational leadership organization dedicated to advancing best practices and policies for the success of each learner.
Great scoop Claudia. The only thing I would add to the article is that the supervisor should ensure to request additional feedback from her/his direct reports, in addition to getting feedback from established organiazation channels like suggestion boxes, etc.
The reason this is so important is becuase direct report have great specific insight that can help the supervisor learn even more from the feedback.
Frrom the article:
Act on feedback – Highly engaged employees are enthused about their organization and believe they can positively influence its success. Acting on employee feedback and highlighting the impact employees make is a strong engagement builder. Be sure that all employees know how their colleagues’ suggestions or ideas are being implemented.
Regularly sharing results and requesting additional feedback creates predictable, consistent two-way communication that encourages employees to take ownership and understand their ideas are valued by the organization.
Leaders are constantly trying to give feedback to their team. It’s essential that your team know whether or not what they’re doing is correct. Thus feedback has to be given. But how often do you stop and welcome feedback as a leader?
Excellent article on the realities of feedback, especially in the higher ranks of management.
From the article:
1. Ask for feedback: Ouch! This can hurt. When we ask for feedback, we’re asking for some pain.
Go to those on your team and in your community that you know will give you honest feedback. Don’t let them hold anything back. If they do, you’re not getting the whole story.
You may also want tot let those giving the feedback what areas you feel you’re struggling in. Ask them for suggestions on what you can do better.
Effective leaders often say they prefer to earn employees’ respect than to befriend them. The test comes when these bosses need to dish out criticism.
If you want to be liked by employees, you may muzzle your critical feedback for fear that they will take it the wrong way. It’s easier to keep quiet or drop indirect hints rather than come right out and say, “Let’s discuss how your performance needs to improve.”
To express criticism that sinks in, take these steps:
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