At the heart of great leadership is influence, as in the ability to influence others to do what needs to get done. While influence is important for every leader, it is especially critical when we’re understaffed and need to maximize every ounce of talent and time at our disposal.
Read MoreLeaders want to delegate so they can clear their desks and get more done.
But many make the mistake of punting away the work, or abdicating, and not offering those that are helping them the tools they need to succeed.
Learn how to empower and support your people to help ensure the success of your next delegation project.
Read MoreThe next time that someone approaches you with some unwanted feedback consider the following:
Listen to understand – Hear them out without interruption. Mirror back what you heard and ask questions for clarification. Also ask for examples so you know more clearly when and in what way this is happening. If there is something that you disagree with, hold it until the end. This way you validate them and open further lines of communication. It’s always best for the concern to come directly to you rather than to others.
Respond carefully – Try to avoid sounding defensive. Leave your ego to the side and accept warranted concerns as well as viable advice. If you are unsure about the validity of feedback or what to do with it, ask for time to respond. Make sure to get back to the other party in a timely fashion and with a real game plan (see below). And then ask for feedback about the plan.
We all need feedback if we are to grow and perform at our very best. And if our people don’t have a way to express their fears and concerns, what will that do to their morale, engagement, and desire to remain at your company?
So, before discussing strategies for receiving feedback, we must first tackle the challenge (and it’s a big one!) of getting our people to open up to us in the first place.
Part of the challenge here could be our mindset. In her bestselling book Mindset: The New Psychology Of Success, Stanford Professor Carol Dweck talks about people’s mindsets with regards to their ability to perform new tasks. She talks about people who stay squarely in their comfort zones and others that venture well beyond them. Dweck labeled these mindsets as “fixed” and “growth,” respectively.
Read MoreFollowing are more tips to help keep feedback conversations constructive.
Be growth oriented – The primary purpose of feedback should not be assessment. Rather, it should be on coaching employees to grow and set new goals. Once goals are set, use them as a baseline for future conversations with a focus on how the employee is progressing towards his/her goals. If insufficient progress is being made, use the conversation to figure out why and what can be done to help get things on track.
Be reasonable – Even if there are many correctable items that you’d like to discuss, avoid overloading. Too much information will only dilute the conversation and reduce its effectiveness. Choose the 2-3 most important elements that require attention and leave all others alone. Less is more.
In a previous post we talked about using the “EARN” approach to giving constructive feedback that focuses on a person’s actions rather than on their person or character.
Below are some other tips to help you deliver more effective feedback.
Be positive – If your intention is genuine, and you can convey this to the employee, there’s a good chance your feedback will be effective.
Be immediate – Give the feedback while the individual can act on it. Waiting until the end of the week, or worst yet, the annual performance review doesn’t help the person make mid-course corrections.
What does “good feedback” mean to you?
As leaders, we give feedback constantly. We do it formally, such as in scheduled review meetings. But we also do so informally, such as when we notice something that we like (which should be the norm) or something that we don’t appreciate (a necessary but hopefully less frequent form.) It could be expressed directly in words, or communicated indirectly, as with facial gestures, tone of voice or even changes in behavior patterns.
Read MoreDo your people feel valued and appreciated at work?
If you're a leader, one of the most important things you need to be doing is thinking about how can you demonstrate appreciation – that's right – appreciation for your people and what they are doing for you.
We cannot assume that just because we pay people – and often pay them really well – that that alone constitutes appreciation.
Nor can we assume that just because we don't need appreciation, which may or may not be the case, but even if we don't, that others don't as well.
Read MoreIt is not a secret that job satisfaction in this country is not where it should be. A 2014 Conference Board report says that the majority of Americans (52.3%) are unhappy at work. What makes our workers happiest? The CB report says that “interest in work” provides satisfaction to 59% of the workplace. Even more fulfilling was “people at work,” which 60.6% said they liked. Similarly, an expansive study by Boston Consulting Group found that the No. 1 factor for employee happiness on the job is getting appreciated for work. The question for me is this: If interpersonal relationships and the expression of appreciation are so important to employees, why aren’t leaders spending more time doing it?
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