Great and impactful feedback is essential for everyone’s performance and development.  However giving feedback that inspires and supports behaviour change is difficult.   Creating action is not always easy.

Changing someone’s behaviour is one of the most difficult tasks to accomplish.  It is even more difficult than changing our own behaviour – no matter how much feedback we might give ourselves.  Behaviour change and sustaining that change is really hard.

Sometimes just the word “Feedback” can create resistance.   Re-frame feedback as guidance.  Feedback looks back at what did or did not go well whereas guidance looks to the future and explores ideas on how to modify behaviour to achieve desired results.    Preparation is crucial.

Prepare

• What is the real issue you need to discuss?
• What is your intention? To point our errors and faults or to create a trusting and safe open conversation?
• What outcome do you want? To win and prove the other person wrong or at fault?  Or to agree on what can be done to aid performance and results in a certain area?
• Frame the feedback. It should be a learning opportunity, future focused, guidance and supportive.
• How can you involve the person and listen to their world, their views and experience and learn from them (this is feedback to you and may make some invisible things visible to you).
• How will you involve the person in creating an action plan and support structures that will enable them to move forward. Ask them what they need.   Don’t tell.

Determine the real issue

• Determine what the real issue is that you want to bring up.
• Describe it.
• What is the impact of the issue on (a) you (b) others (c) results (d) the relationship

What is your intention?

Your intention is what you really want to achieve from having the conversation.   Stand back from the situation and look in.   If your intention is not positive then a positive outcome will not be achieved.  Suspend judgement.

What outcome do you want?

Think about the outcome that you want from the discussion and consider both tangible and in-tangible.    For example:

• An action plan that has been created and owned by the individual with necessary support structures to faciliate the implementation of the plan.
• A relationship that is strong based on mutual respect.
• A motivated and supported person who feels confident about the action plan and ability to implement it.

Consider the receiver

How will you frame the conversation and put the information in context for them?   How can you create a safe and trusting environment?   When will be the best time and the best place that will help to create safety and so that they person has the space to listen and discuss the situation with you?   What examples will you use?  How will you ensure the person feels respected and valued?

Involve them

Explore the area further with the person by using open, probing questions.   Listen to their story, non-judgementally.   Reflect back and/or paraphrase your understanding.  Make sure that your tone of voice and body language match the message you want to give them (i.e. that you’re interested, want to learn more, want to encourage, support, help them etc.).  Listen with your eyes and ears.  Many times the team member is not saying what they really feel.

Encourage the person to explore changes in how they may do things to help them address any challenges or difficulties they have experienced.  Offer suggestions.  Constructively challenge ideas that you know are not feasible or practical.   This provides further guidance and learning for the person.

Control your emotions

Our emotions don’t prepare us to converse effectively.  Keep your focus on your positive intention and positive desired outcome.

Push back is normal.  Feedback can seem just “wrong”, “unfair”, “out of context”.   This can be frustrating for the receiver, even hurtful or painful.    You need to create the right safe environment and space that the person can receive the feedback.   To receive the feedback well they need time to ask questions, understand it, share their perspective.   If the person is not given the space and safety to do this the conversation will not open up and no new insights, understanding (for both parties) and guidance will come from the discussion.

The action plan

Support the person in coming up with their action plan.  Ask, don’t tell.   Offer suggestions.  Ask them what they can do to implement the steps, how they will measure their progress, how you can support them in the implementation and learning.   Offer encouragement and acknowledgement of steps and efforts the person is taking to move forward (even if they are not a 10/10 yet).   If our efforts are not acknowledged it is very easy for a person to fall back to the old way.

Simple rules for giving feedback

1. Be specific versus general
2. Describe versus evaluate
3. Focus on behaviour versus the person
4. Maintain the relationship versus indulge in self-serving behaviour: The reason for the feedback is to help the other person get better
5. Ask permission to give feedback or share an observation with the person
6. Share your observation without judgement

People are an organisation’s greatest asset.   All results are achieved through people.  However, many managers and leaders lack the skills, knowledge, confidence, and awareness of how to do this.   Leading and empowering others requires developing the right skills and mindsets and should not be overlooked; they need to be learnt, practiced, developed, supported and encouraged.

Training offers the time and safe space for managers to stretch their comfort zone and to get answers to their questions, for example:

• How do I create an environment that is motivating for each of my team members?
• How do I let go of tasks that I am used to doing and delegate them to others and who should I delegate them to?
• How should I alter my style of communication in work so that I can connect with others in my team?
• What are the different approaches to influencing; which is the best approach for different stakeholders?
• What about planning. I know it is important but how do I balance long-term planning with day-to-day planning and align with the business goals and vision?
• What about managing interpersonal relationships, conflict and building trust within the team, organisation and with all stakeholders?
• How do I manage or lead change within my team, the organisation?

Some reasons people find it difficult to change behaviours include not knowing what they don’t know, not realising the importance, thinking that they are doing it, fear of failure, feeling overwhelmed, not aware of options, not feeling safe, no-one to bounce their ideas, fears, and concerns off.

Staff need the opportunity to learn in a safe space which will enable them to reflect, explore, ask and to create their goals to support them to lead and manage themselves and their team to achieve the results that matter.   They need the space to explore new mindsets, behaviours, approaches and how these will positively impact their ability to perform in their role.

The benefits of training

• Team members working in alignment with the team and organisations goals, mission and vision
• More achieved with less (less time, less conflict, fewer errors, fewer complaints)
• Team members working to their strengths and complementing, empowering and supporting each other – delivering high-quality results
• Stronger working relationships built on trust and where healthy debate is encouraged
• Better decisions
• A happy workforce that takes pride in their work
• A competitive advantage

Training provides the space and challenge so that each participant can identify their priority focus and steps to action their learning in the workplace.  Managers who are not offered this opportunity may struggle to deliver key results through people consistently.

The cost of no training

People will struggle on with no training.  However, at what cost?  The list below captures some of the costs.

• Loss of focus, energy and commitment
• A conflict that takes a lot of energy and time to resolve
• Loss of motivation, support, direction
• Loss of confidence, trust, goodwill
• Low engagement and productivity
• Time spent trying to ‘fix’ all the above and more.

In my experience of designing and delivering training programs to managers and leaders, I have heard so many positive stories of how “the small things” that they hadn’t considered before have made such a big difference in how they lead their team and achieve results.   It is the time invested in the training that has brought this to their attention, given them the space to discuss and explore it and then to practice it between modules.  These are behaviours that do not require extra time to do however, save much time by doing them.

We make choices every day on how to use our time.

Learning is not compulsory, neither is survival

1. Edwards Demming (1900 – 1993)

Are you willing to count the cost of not training your people?

You’re there.  You got the promotion that you wanted.  You are now a manager, team leader or supervisor.  Congratulations.   You enter your new role full of excitement, maybe a bit apprehensive and full of ideas of what you will do.   However, as you settle into the role and your comfort zone is stretched fears and doubts start to creep in.  This is normal.  You are expected to perform at a different level and to use skills that you have limited experience and comfort of using. You need to work differently.  This is a new beginning.      Accept the challenge and follow these steps to help you manage the transition.

Steps to Manage the Transition

• Clarify your role, responsibilities and priorities
• Develop your personal development plan
• Meet with the team as a team and individually
• Communicate and build rapport
• Be ready, open and willing to learn

1. Clarify your role, responsibilities and priorities

You are in a new role and it is important that you have clarity of what is expected of you in this role.   Organise a time when you can sit down with your manager and invest in a focused discussion to:

• Get a clear understanding of what is expected and not expected of you
• Know what success looks like and what you will be measured against
• Agree on what you need to do and what you need to let go off
• Agree on your priorities, tasks you must do and those to delegate to others
• Determine who you need to build relationships with, both inside and outside of the organisation
• Develop a clear map of the landscape you will be working in
• Create a plan for your next 100 days

A common mistake that new managers make is wanting to hold on to what they know, are comfortable with and good at (i.e. their previous job).

2.  Develop your personal development plan

Determine the skills, behaviours, knowledge and approach you need to increase your effectiveness in the role.   A development plan will give you direction, focus and confidence to navigate this new landscape.

• Create a list of skills, behaviours, knowledge that you need
• Describe what effective means for each one
• Determine where you are on the effectiveness scale, get feedback from your manager and from others who know you; complete a profiling tool that will provide you with information and be honest with yourself
• Ask yourself how can I deliver at this required level consistently?
• Prioritise areas to develop
• Agree on different learning approaches, examples include attending a training programme for new managers, coaching, mentoring, regular feedback
• Action it and do

All true managers and leaders are committed to a process of self-discovery and continual learning throughout their lives.

3.  Meet with your team and each team member individually

This is new and different for your team members too.  They have their questions, concerns, fears.    Organise a meeting with your team to share and discuss how you will work together as a team:

• Listen to them to understand and acknowledge their concerns and needs
• Listen to learn what will help support them and create the right conditions to enhance their engagement
• Listen to their ideas, thoughts and challenges.

Don’t make the mistake of coming in and trying to change the way things have been done immediately.  This may lead to resentment.

Organise one-to-one meetings with each team member.

• Establish boundaries (this is important particularly if you were previously peers/friends and now you are the manager)
• Find out what each person likes and dislikes, their strengths, their needs, their challenges
• Ask what they need from you as their manager
• Be fair and consistent

4. Communicate and Build Rapport

Communicate and build rapport with people at all levels within the organisation.   Treat each conversation as a learning opportunity:

• What can I learn from them today?
• What hadn’t I seen or considered?
• What do I know that I can share that will benefit or support them in their role?

Build networks at all levels.  This will help you build trust and respect.

5. Be open to learn

Mishaps will happen, errors will be made, you will get stuck and not know the answers, you will be outside of your comfort zone.  Reframe all of these as learning opportunities.   Do not make the mistake of going back into your comfort zone and do the jobs that you know how to do and are comfortable doing.  If you do, the learning opportunity will have passed you by.   The most effective leader is the one who is able to be vulnerable and swallow their pride:

• Acknowledge what you don’t know
• Acknowledge your discomfort and that this is a learning opportunity for you
• Allow yourself to be vulnerable and ask for help and support
• Update your development regularly so that you can see, feel and measure the progress you are making each step along the way

As Wayne Gretzky (hockey player) said: “You miss 100% of shots you don’t take”.  Have the courage to take the risk and ask yourself what can I learn from this?