Feedback will always be ineffective if the recipient doesn’t understand it. Here’s how to make sure your conversations always achieve the intended result.
How effective are you at giving feedback?
When managers answer this question, they often describe how and how often they deliver feedback to their employees: timely, direct, actionable, contextual, continuous. As long as the feedback is delivered often enough and directly enough, we reason that it’s effective.
Unfortunately, this couldn’t be farther from the truth.
A recent Harvard Business Review article by Michael Schaerer and Roderick Swaab titled “ Are You Sugarcoating Your Feedback Without Realizing It?” provides a grave reality check. Their research shows that many managers deliver inflated feedback unintentionally, and often think they’ve been much more clear then they have been.
Indeed, in one study mentioned in the article conducted at a multinational nonprofit organization, Schaerer and Swaab observed that “the employees perceived feedback as being more positive than their managers thought they would.” When the feedback became more negative, the understanding gap widened.
By Karen Bridbord, Ph.D., Licensed Psychologist and Organizational Consultant
When I wrote about the inflection of workplace culture back in May, I was expecting the pandemic to be a distant memory by now. Remember when we all thought it was going to last three weeks? Yet today, six months into the most significant global health crisis of our lifetime, we find ourselves still grappling with uncertainty.
Instead of creating new rituals to uplift and ground us as we find ourselves, as I recommended in the beginning of the pandemic, we now must find a way to sustain ourselves. We’re collectively exhausted. This pandemic is a marathon, not a sprint, and we need to act accordingly. This includes adjusting our company values and how they’re operationalized in our organizational cultures.
by Suzie Doscher, Executive Coach and Life Coaching focusing on Personal Development, Self-Help Author: Balance - A Practical Handbook for Life's Difficult Moments
Coaching your team? Add this skill to your coaching style – being non-judgmental.
There is an abundance of articles on being a coach to your people. I enjoy reading the quality information provided by the Harvard Business Review.
The desire to increase, enhance or maintain the quality of work, and in some cases even the quality of life at work, is evident.
The article in the HBR: Most Managers Don’t Know How to Coach. But They Can Learn, offers wonderful insights on what coaching is all about and aims to achieve.
Your responsibilities include leading, motivating, inspiring and with your coaching you hope to further their growth, development and enhance their skills.
I have attended some events and thought the same "UGH" when I heard the word Icebreaker! I whole heartedly agree that bringing the group together, creating a safe environment and encouraging a feeling of connection is important for a workshop / group event to get off the ground successfully. Some people will open up more easily if they have had 'eye contact' with the people next to them, others are happy to open up without this being necessary. Individuals are exactly that 'individual'.
I like the suggestions in this article because they offer 'ice breakers' that are more neutral and connect the group in a more meaningful way in my opinion.
As Peter Block says: "“Connection before Content.” If a group is going to concentrate on a difficult issue, they need to learn who others are, the skills they bring, the experience they represent, and the values they hold".
and Nancy Dixon's rule are great.
Please! No More Icebreakers -
Raise your self-awareness with this: