This month at the Teams365 blog we are exploring performance conversations and feedback. I wanted to take us back to one of the 2016 series of posts I did on the Foundations of Feedback, because there are a lot of good pointers there. Here's what I wrote a few years ago in the first two of eight posts which made up this series:
Part 1 - Published as Teams365 #860:
"This week we are moving into the Foundations of Feedback. Feedback is a critical activity for team members and their leaders. Without feedback we can quickly get off the rails, crush motivation, and wind up operating in our own bubbles.
This week we will be exploring the why, how and resources around feedback.
It's important to remember that feedback is not just about being constructive, it's also about being positive.
Take a minute to consider the last feedback you received. What was it like? Was it a positive experience? Was the feedback process a two way street (i.e. to you, and back to the person you were speaking with?)?
Unfortunately feedback is not always well modeled, nor is it regular. In many organizational cultures leaders shy away from providing feedback except in formal meetings. It is important to provide feedback in a regular basis, including in the virtual space.
Here are some interesting factoids about feedback:
I continued in Teams365 #861 with part 2 of the Foundations of Feedback:
This week we are looking at the Foundations of Feedback. Yesterday we started this series looking at some interesting factoids around feedback - read Teams365 #860 here.
Today we are going to look at why do we give feedback?
Douglas Stone and Sheila Heen write in Thanks for the Feedback: the Science and Art of Receiving Feedback Well write” Across the globe, 825 million work hours – a cumulative 94,000 years - are spent each year preparing for and engaging in annual reviews” pp 2
How much time do you spend preparing for feedback - formally in annual reviews, and informally when you give feedback on a regular basis. My guess is that outside of annual reviews we may not be spending as much time on thinking WHY we are providing feedback.
Note that there may be several reasons why we provide feedback. Be clear on why you are giving feedback, and what you are looking to get in return.
Consider why you are providing feedback. Is it to:
Acknowledge what’s working and encourage more
Point to what’s not working and make adjustments
Make some nudges for better performance
Enhance motivation
Solicit feedback for yourself
Clarify and refine goals you are working towards
Every time we open the door to a performance conversation, its an opportunity to get feedback yourself. As a leader I used to lead by the adage – “Feedback begets feedback” Every time I had the opportunity to give feedback I would also ask if there was feedback the other person wanted to give.
Activity:
Today, take 10 minutes thinking about your upcoming feedback opportunities - planned and those you now want to undertake. Make a list of what the purpose is in giving feedback. Is it to focus on goals? Enhance motivation? Nudge performance?
I hope that this has been useful to explore during today's #FlashbackFriday - Enjoy your weekend,
Jennifer
Part 1 - Published as Teams365 #860:
"This week we are moving into the Foundations of Feedback. Feedback is a critical activity for team members and their leaders. Without feedback we can quickly get off the rails, crush motivation, and wind up operating in our own bubbles.
This week we will be exploring the why, how and resources around feedback.
It's important to remember that feedback is not just about being constructive, it's also about being positive.
Take a minute to consider the last feedback you received. What was it like? Was it a positive experience? Was the feedback process a two way street (i.e. to you, and back to the person you were speaking with?)?
Unfortunately feedback is not always well modeled, nor is it regular. In many organizational cultures leaders shy away from providing feedback except in formal meetings. It is important to provide feedback in a regular basis, including in the virtual space.
Here are some interesting factoids about feedback:
- A Towers Watson study found that "43% of engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement." (quoted at https://talentcove.com/blog/13-startling-facts-to-know-about-employee-engagement-and-feedback/)
- OfficeVibe.com notes "14.9% lower turnover rates in companies that implement regular employee feedback." (https://www.officevibe.com/blog/infographic-employee-feedback)
- 65% of employees say they want more feedback according to business2community.com's infographic about feedback - view it at http://www.business2community.com/human-resources/11-remarkable-statistics-importance-employee-feedback-infographic-01030460#iSoBSGsjVgL7PPPB.97
I continued in Teams365 #861 with part 2 of the Foundations of Feedback:
This week we are looking at the Foundations of Feedback. Yesterday we started this series looking at some interesting factoids around feedback - read Teams365 #860 here.
Today we are going to look at why do we give feedback?
Douglas Stone and Sheila Heen write in Thanks for the Feedback: the Science and Art of Receiving Feedback Well write” Across the globe, 825 million work hours – a cumulative 94,000 years - are spent each year preparing for and engaging in annual reviews” pp 2
How much time do you spend preparing for feedback - formally in annual reviews, and informally when you give feedback on a regular basis. My guess is that outside of annual reviews we may not be spending as much time on thinking WHY we are providing feedback.
Note that there may be several reasons why we provide feedback. Be clear on why you are giving feedback, and what you are looking to get in return.
Consider why you are providing feedback. Is it to:
Acknowledge what’s working and encourage more
Point to what’s not working and make adjustments
Make some nudges for better performance
Enhance motivation
Solicit feedback for yourself
Clarify and refine goals you are working towards
Every time we open the door to a performance conversation, its an opportunity to get feedback yourself. As a leader I used to lead by the adage – “Feedback begets feedback” Every time I had the opportunity to give feedback I would also ask if there was feedback the other person wanted to give.
Activity:
Today, take 10 minutes thinking about your upcoming feedback opportunities - planned and those you now want to undertake. Make a list of what the purpose is in giving feedback. Is it to focus on goals? Enhance motivation? Nudge performance?
I hope that this has been useful to explore during today's #FlashbackFriday - Enjoy your weekend,
Jennifer
Jennifer Britton
Potentials Realized | Coaching Team Leaders
Looking to spark more conversation with your team? Consider the Conversation Sparker(TM) Cards
Set up a conversation about how we can support you and your team best
(416)996-8326
Potentials Realized | Coaching Team Leaders
Looking to spark more conversation with your team? Consider the Conversation Sparker(TM) Cards
Set up a conversation about how we can support you and your team best
(416)996-8326
RSS Feed
