When we are driving we use a GPS to get reassured that we are on the right path and feedback is no different. Feedback is the way we constantly correct the curse of action. How do I know I’m heading and progress in the right direction, Below, we can list some of the conversations that are usually conducted in an organisation

  • Regular check-ins: on demand
  • Goal Setting: 1 – 3 hours a year
  • End of Cycle: 1 – 3 Hours a year
  • Career: 1 – 2 hours a year 
  • Compensation: 1 hour a year 
  • Feedback: 24 hours/Year

What is the problem with feedback? 

Of course we agree that it can be helpful to outline errors but people need to be reminded and encouraged into giving more feedback and trained to do so.  After 40 years and more of training programs, leaders still feel uncomfortable giving and receiving feedback. Here the most common mistakes about feedback:

We think we hate feedback 

Actually, we just don’t like when it comes unsolicited from other people

it’s best to focus on errors

Yes it can be helpful to outline errors – Yet without knowing what to do more of, we can over-focus on what not to do 

A new, interesting approach is to stop giving feedback because it threatens our sense of self and our self esteem and the sense of autonomy – we don’t feel good. 

What else can we do? We can start asking for feedback 

When we ask for feedback we automatically tap into a growth mindset – we feel in control – and less uncomfortable about hearing it. It feels more like they are helping – it builds rapport and sense of belonging – we are more likely to learn!

Why is asking better for you? 

1 – Both sides feel less threatened

2 – You get feedback more quickly and regularly

3 – You can ask many people, reducing bias 

4 – You can get the specific feedback you need

When giving feedback and receiving unasked feedback there is a psychological stress factor that has a direct influence on your brain and your heart rate which is much higher than the one measured while asking for feedback proactively – Self reported anxiety after giving feedback is also less than when getting unsolicited feedback

  • Have a feedback conversation broadly (across people)
  • Frame feedback using Growth Mindset 
  • Foster a learning culture 
  • get everyone asking for feedback
  • Ask everyone to ask for feedback
  • ask where to build and where to refocus.

Did you know that managers account for as much as 70% of the variance in employee engagement scores? So giving feedback badly is worse than not giving it at all, because it leads to employee disengagement . Talent development is an everyday activity and we need to tweak in performance day in-day out – how can we do that well quality conversations should happen frequently and giving constructive feedback is at the very bottom of the managers’ tasks.

If done well, on the other side  it means that the organisation cares about the employees. And that the employees have autonomy and some control on their curse of action. 

The Coaching Heads have developed a tailored-made program aimed to support leadership and organisations to grow their feedback culture and to create an environment where the magic happens…contact us for a non-binding offer!

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