some things need to be challenged but are they the right things and if they are – are they being dealt with in the right way?
As a leader the key is to assess quickly whether you need to intervene and for what reason. Be extremely self aware and know exactly what your hot buttons are and when you are at risk of reacting inappropriately (normally stressful situations). Remember - different is not necessarily wrong. Ask yourself - what benefit is there to the business and the individual if I intervene – if you can’t think of any benefit then say nothing. Warning – even if you are not saying anything ensure that your body language doesn’t communicate something else! Develop first class tolerance levels - emotional control is the key.
Success Factor 3 Contract with your people
A first class ‘system of dance’ is created with an individual when a level of understanding and expectation has been established. Although not formally done, a verbal contract is set up agreeing expectations, approach, behaviours and delivery of feedback. You firstly need to work to understand the individual’s expectations of you as their leader - what they would like from you, where you can add value and how you can help them achieve their goals. It is likely that during this conversation the individual will focus on developing them – this is your opportunity to establish a foundation for being able to give developmental feedback when appropriate. Agree how you will deliver any feedback, the best way for them to receive it and the timeliness of it. Getting this right gives you the freedom to deliver tough messages that will make a big difference to your business and the individual - minimising adverse reactions. Some of your more ‘strained’ relationships are made worse by a lack of contracting – you give feedback when agreement to it has not been reached. Contract/re-contract with all your people ... let them see your positive intentions even when you are saying what needs to be improved.
Contracting should be something you do with somebody not to them
Success Factor 4 Earn the right to give developmental feedback
Contracting done well does indeed give you the opportunity to impart developmental feedback but ... you have to earn the right to give it. The key is balance – nobody wants corrective advice or instruction all the
5.What resistance/consequences could I face by delivering the message, and how could I handle them?
6.Is it the right time for them to receive the feedback and for me to give it? 7.How should I deliver it?
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time.
There are always numerous opportunities to
praise and point out great performance and behaviour. One of your major tasks as a leader is to find genuine moments to praise and reinforce – even if you have to look hard! Closeness to business activity can be key – some of the most motivational leaders are the ones that ‘walk the floor’ watching and listening and choosing their moment to inject positive praise.
They catch
people doing things right and have an understanding that they need to praise progress not always wait until perfection.
So is your balance right? Assess yourself against
this golden rule ... 5 strokes for every 1 slap! Forgive the bluntness of the language but I think you get the point. Not an exact scientific evaluation but those five moments of praise will earn you the right to give true and meaningful developmental feedback.
Success Factor 5
Give appropriate and healthy focus when giving feedback
Enough said on how we create the platform to give developmental feedback – but when we have those moments it is key that we do it in the right way and for the right reasons. To some extent your enemies at the point of giving feedback can be your standards and how emotional you are about what you have seen/ heard. Many people talk about remaining objective when giving feedback and that is a good steer – the key is to think objectively and intelligently before you deliver it. Preparation if you like! Caught off guard, feeling stressed and emotional and what you deliver could be potentially quite damaging. When faced with these situations perform this seven question ‘sanity’ check to ensure that your feedback will be appropriate and healthy;
1.Am I about to do this because I am angry?
2.Is this ‘tit for tat’?
3.Will giving this feedback offer both personal and business growth?
4.What outcome do I want?
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