Imagine a gift you rarely want to get and you rarely want to give. You just let others have it. It is so valuable that we keep it for the most festive part of the business year which nobody has ever had actually.
In your larder, do you have a bottle of wine or a box of dessert you’ve got but you never asked for? You think they are good for giving them away when you go to a dinner party next time. But they won’t suit your host’s needs either. They’ll probably give it away, too. So are you happy with a gift you never really wanted? Exactly, that’s the problem with feedback, too. But you can make this gift fit for the other.
As the Britannica Dictionary says, feedback is helpful information or criticism that is given to someone to say what can be done to improve a performance, product, etc. By definition it is about a kind of support for the other party. Feedback should be given and taken properly, which is easier said than done.
When you give feedback to someone, you shall follow some basic rules.
The foremost and the most difficult part is to be free of prejudice and value judgement. You must observe the other party and it must be about the facts. Searching for facts is harder than we would think, because due to our unconscious bias and instant interpretation we can quickly jump mentally to conclusion. Instead of saying that someone is late, you might think that the person is disorganised, however, you know nothing about what happened to them.
When you have the fact you can identify the feeling that is generated in you. Your feeling shows you have a need for something. Noticing and understanding a feeling might take conscious practising. Okay, you have got your need and now you want to share it with the other party.
You cannot tell others what they should do, at least, you have no power to change them. You can articulate a request and the other person might take it into consideration. The best way to do it is to use the method of Nonviolent communication, as Marshall B. Rosenberg writes about. Instead of demanding, we understand that others do not read our thoughts, so we openly share those with them. Instead of judging the act, we talk about our feelings which are out of debate.
When you get feedback, you need to learn how not to react immediately. When others talk about our deeds, we tend to be defensive and explain why we did what we did. To improve, we need to accept that others have different points of view and might notice something valuable we were not aware of before. So accept the feedback, and think about it. Maybe you need to take it with you and you’ll have the capacity to properly digest it later. If you don’t understand any part of the feedback, ask questions. You need to learn to listen. You might not agree with the feedback, but simply embrace it, acknowledge that others have their reasons why they say what they say.
Imagine your team as a flourishing garden. Each employee is a unique plant, contributing to the overall beauty and productivity of your garden. As a gardener, your role is to nurture these plants, providing the right balance of sunlight, water, and nutrients. Similarly, as a manager or leader, providing effective feedback is crucial for nurturing your team's growth and development. But just like each plant has its own needs, so does each employee.
Highlighting strengths is akin to providing the right amount of sunlight and water to your plants. Recognizing and nurturing these strengths can help them flourish even more. Positive feedback reinforces what employees are doing well, boosting their confidence and motivation.
This kind of feedback is perfect for:
On the other hand, think of areas for improvement as weeds in your garden. Weeds can stunt the growth of your plants by competing for resources. Addressing these weeds is essential to ensure your plants can thrive. Feedback focusing on areas for improvement helps employees identify and eliminate behaviours or skills that may hinder their performance.
This feedback is crucial for:
However, it’s essential to consider each employee’s individual goals and aspirations. Not every plant in your garden aims to become the tallest tree; some are content as strong, healthy shrubs. Similarly, not every employee wants to climb the corporate ladder.
If an employee is satisfied with their current competence level and does not aspire to move to the next level, it’s crucial to respect their choice. Defining what is needed for the next level in such cases can create unnecessary pressure and expectations, leading to dissatisfaction for both the employee and the manager. Instead, focus on maintaining their current performance and job satisfaction.
In a thriving garden, you don’t need only star players. A mix of different plants – from towering trees to blooming flowers and sturdy shrubs – creates a balanced and resilient ecosystem. The same principle applies to your team. A successful team consists of diverse talents and roles. Not everyone needs to be a high achiever; there’s value in having reliable and competent team members who perform their roles well and contribute steadily to the team’s success.
Contradictory feedback is like being told to simultaneously plant a tree in the sun and in the shade. This scenario often arises because different managers or colleagues have varying perspectives on what is most effective. Manager A might value directness, believing it leads to clarity and efficiency. Manager B might prioritise diplomacy, seeing it as a way to maintain harmony and avoid conflicts. This can leave any employee scratching their head, wondering which direction to take.
Inconsistent feedback creates confusion and frustration, which results in lack of direction.
The way feedback is perceived and acted upon can also be influenced by the reigning thinking within an organisation. For instance, if an employee is labelled as stubborn for sticking to their approach, but their persistence eventually leads to a successful outcome, their image can transform dramatically. What was once seen as stubbornness might now be hailed as visionary persistence.
Not all feedback is created equal. Its value might depend on the source. So gathering feedback from various sources can help employees identify common themes and discern which advice aligns best with their personal style and the organisational culture. The journey through contradictory feedback is not just about choosing one path over another, but about navigating the landscape with insight and adaptability.
While top-down feedback from managers and supervisors is essential, focusing predominantly on performance metrics, there’s another, often overlooked, treasure trove of insights – peer feedback. This type of feedback provides invaluable perspectives on how great it is to work with a person and how they contribute to the team as a colleague. Just as Simon Sinek explains it in his video.
The relational and collaborative dimensions of work influence the overall morale and productivity of the team. Knowing that one is a valued and appreciated colleague can significantly enhance job satisfaction and engagement.
Imagine Sarah, the marketing whiz who consistently delivers killer presentations. A manager's feedback might focus on the data and results. But a peer might recognize Sarah's ability to explain complex concepts in a clear, engaging way. This highlights a strength that traditional metrics might miss – her talent for collaborative communication.
To create a structured system in everyday’s operation, develop a formalised process for collecting and delivering both top-down and peer feedback. This can be through regular retrospective meetings, 360-degree feedback systems, or informal peer recognition programs.
However, until you get to a strong and open culture, you might ensure that the peer feedback process allows for anonymity to prevent any potential bias or discomfort. Employees should feel safe and secure in giving honest feedback.
Act diversely, achieve more.
