What are you noticing about feedback in your setting?
Here’s what I shared at the end of the Foundations of Feedback series I hosted a few years ago. It created the foundation for a significant amount of coaching work I then undertook with leaders in organizations. It’s that focus which is so important right now, whether your organization is returning to the workplace or not.
Here’s what I wrote in Teams365 1617: https://www.potentialsrealized.com/teams-365-blog/teams365-1617-shifting-to-a-culture-of-feedback-and-performance-conversations
As I wrote a few years ago, many organizations are making the move to a culture of more frequent feedback, shifting from the once-a-year formalized process.
In making this shift it’s critical to make sure that:
- · Feedback is regular, and specific;
- · People understand when they are having a performance conversation rather than just a check-in;
- Feedback is provided two ways – to the leader and from the leader;
- All staff are equipped with skills and experience in enhanced communication (listening, questioning);
- · Performance and coaching conversations are documented in different ways;
- · Feedback is followed up on;
What are the key issues for you as an organization in shifting your culture around feedback and performance? What’s working, and what’s not?
There are a wide variety of feedback models which exist – from the ever popular, SBI model from Center for Creative Leadership, to the Sandwich Technique, to Fierce Conversations and Difficult Conversations. The recent book - Thanks for the Feedback - by Sheila Heen and Douglas Stone is another great read.
Enjoy your reflections!
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