Utilising Feedback
According to a Harvard Business School study of over three million workers, the pandemic has contributed to longer hours and an estimated 13% increase in the number of meetings. This considered, often it is the 1 on 1 catch ups that are the first to go, however as we enter a new year it is the ideal time to structure feedback opportunities both for leaders and for employees, and ensure that they stay a key part of your teams and organisations culture.
“Sometimes regular check-in meetings are the first to get canceled. If your direct report is strong, you can fall into the false thinking that the meetings aren’t necessary. But no matter how competent your direct report is, a regular session is vital.” Evan Parker, senior vice president and general manager of content operations at The Athletic.
It is crucial to ensure that despite the busy and ever-changing nature of the workday we stay committed to regular connection.
Here are the 100 & First tips on how to approach and deal with feedback for both leaders and their team.
Prepare well
Prior to receiving feedback, identify professional and personal goals as well as your strengths and weaknesses
Pay attention to body language, yours & theirs
Ensuring that you are present, actively listening and summarising points raised reflects genuine connection and harnesses trust
Demonstrate problem-solving
Display a commitment to your boss, team and your own career that you are committed to understanding and solving problems.
Utilise a growth mindset
Believe that your talents, skills and abilities can be developed through hard work, good strategies, and input from others.
“Do your best to exhibit receptiveness and to create a feeling of safety (especially for direct reports). Make it clear that you’re seeking self-improvement. Tell your colleagues explicitly that you are open to negative feedback and that you will absorb it professionally and appropriately — and without retribution. Of course, you need to follow through on this promise, or the entire process will fail.” Scott Edinger, John H. Zenger and Joseph Folkman
Having an awareness that not all feedback will be easy to share nor digest, and therefore a crucial flag within this process is to constantly have an awareness that the conflict isn’t within the feedback, but rather yourself.
In summary, feedback must be a two-way street, utilised by leaders to create a space for each member of the team to share feedback in return, and with that acknowledge their own weaknesses, work on opportunities and ultimately their commitment to development will lead to a more cohesive, trusting culture. This powerful tool requires directness and candour, and if used consistently despite the busy environment we all work in, will actively build a culture around genuine support and growth.
Tom Bednall,
Commercial Director