Feedback is the fuel that drives improved performance. - Eric Parsloe
If employees feel comfortable asking for and receiving feedback from their peers or bosses, it can absolutely transform the workplace. Yet despite the fact that feedback is the backbone of progress, business leaders and their teams are shockingly ill-equipped to give and receive it.
Feedback is often only given once a year, at yearly reviews or assessments. Do you recall the last time you received comments on your job performance? If you had to think about it, it was probably too long ago.
Receiving feedback might be intimidating, yet it's required to build motivated and high-performing teams. In this post, we’ll provide the essential guide on feedback: from micro-feedback best practices to developing genuine gratitude for well-grounded criticism.
Building Bonds and Trust as Leaders
No leadership, no trust.
Doesn't it seem simple?
In truth, it isn't.
Few managers lead. What's the difference? A manager has subordinates. People will follow a leader even if they do not report to him. His people's trust and regard differentiates the two.
It really shows when a leader builds trust throughout the team. They may freely exchange information and participate on initiatives without fear of criticism or retaliation, and they know that if the leader pushes them, it is in their best interests. So what? A highly productive workforce.
Consistent, honest communication builds trust. Secrets kill it.
True leaders are forthright. And they talk constantly. Lack of knowledge leads to assumptions that are detrimental to team morale and productivity. Always overcommunicate.
People can smell deception a mile away. If you can't share all facts with the team yet, tell them what you can and show them you care. This is crucial for restructuring or layoffs. Always “tell the truth, point to hope.”
Keep feedback fair
Always be fair. Create team rules that everyone respects and follows, such as a “don't gossip” guideline. Some leaders develop team rules with their teams to ensure everyone is on the same page.
Setting clear expectations, including roles and duties, ahead of time eliminates surprises. This relieves everyday tension. Each employee understands what is expected of them and is not startled when their performance is reviewed.
Recognize your flaws and limits.
The return to work strategy is evolving, and it may be time to rethink performance reviews. The current methods fail. According to HBR: "Broken and a political/bureaucratic battleground. It doesn't work since the employer still has all the authority. Another issue is that annual performance reviews often become a forum for salary and promotion negotiations rather than genuine growth discussions."
Using micro-feedback tactics, we may provide and receive feedback from people with the most relevant input at the right moment.
Performance evaluations are typically overburdened with paperwork, analysis, verification, and rating reasons. Micro-feedback aims for clarity, brevity, and directness around tiny specified performance criteria. We reduce paperwork and formality while being kind and productive.
Pretend that performance assessments are no longer 1-1 (boss and employee) (many to employee). Imagine holding workers responsible for many feedback data points every work cycle, driving more frequent feedback. Consider the following advantages:
• Bringing together several views yields additional data.
• Increasing relevance, specificity, applicability, etc.
• Less exposure to a single rater's opinion reduces potential bias.
• Increasing feedback frequency normalizes activity and reduces stress.
• Continuous, less formal feedback avoids cycle-based review craziness
• Giving and receiving feedback creates a culture of progress.
"The most precious minute you spend is investing in people," says Ken Blanchard in The One Minute Manager. The paradigm must be extended beyond the management and our mutual investment must be increased.
To improve ourselves, our colleagues, and our work for the business, the micro-feedback approach develops a culture of continual give and take.
What’s the best way to deliver micro-feedback?
During the micro-feedback process, peers should embrace a teammate mentality, encouraging one other to shine. Focus on strengths and be precise and actionable. Some ideas:
Boost power. Peers may assist colleagues develop on their skills. Imagine assisting a colleague with:
- "I admire you..."
- "Great job today since..."
- "Thanks for adding X to the team's discourse."
- "You have tremendous insight here. Keep sharing."
Specify. Anyone's input is better when it's precise. We can all improve our suggestions and provide practical recommendations. Consider these:
"You made a good argument, but the audience didn't get it. Consider repeating it, rephrasing it, or phrasing it differently."
"Your presentation was quite informative, however an executive summary would have helped me grasp it better."
"Let me provide an example to assist illustrate..."
"I believe you're making fantastic progress. X is a terrific role model for this method, therefore you should watch her. I can link you."
Timing is everything. Before giving comments, try to understand how someone is feeling. Their openness to receiving feedback is as vital as your own. Considering their position, select the optimum moment for input.
What about getting feedback?
Asking for feedback is a terrific way to improve your professional performance and leadership growth. We can't do our best for others until we comprehend our influence. Feedback enables us to assess and enhance our effect. Here are some tips for receiving more effective micro-feedback:
Set objectives. I get broad answers. "How did I do?" for example, may be answered "Well." This is promising but not really helpful. Begin with a question: "Hey, I'm working on my storytelling skills. Thank you for attending today's meeting."
Make a list. Select a focus and aggregate views for a given time. So you can observe trends, progress, and outcomes.
Recruit a partner. Great feedback relationships need trust. Building trust as "buddies" requires reciprocity. Buddies may also help create accountability. You emphasize the importance of micro-feedback.
Show your graditude. Remember to acknowledge all contributors. Let them realize that investing their efforts in your direction is worthwhile.
Whether or whether your employer adopts micro-feedback, you and your team may benefit from personal growth and increased engagement. "Performance feedback is trending as an essential driver of employee engagement," says Talent Map.
Effective feedback isn't just a once-a-year thing. As in any activity, an exceptional performer wants feedback from every engagement. Their main goal is to improve. In a similar vein, micro-feedback allows for fine-tuning. This continual polishing separates the best on the field and in the workplace.
To Sum it
To give feedback is to communicate, to communicate is to build trust and from trust, team loyalty is forged.
And loyalty inspires individuals to perform their best for you and the organization. To acquire trust and respect, you must first offer it. If you do, the sky is the limit.