Getting feedback can be vital to growth and development. Many managers don’t give feedback (1) often enough, or (2) in a way in which people can hear it. Some managers don’t like to get feedback themselves and therefore, when they dole it out their staff really don’t want to hear it. As a manager, someone responsible for the development of their employees, it’s important to also be open to receiving feedback. Try using the Coach Approach to giving and receiving feedback.
Next time you have a one-on-one with an employee (I hope you ARE having these), and you want to give some feedback how about starting your conversation like this?
Let’s talk about the communications project you recently completed. On a scale of 1 – 10 (1 low, 10 high) how did it go?
When the employee gives a number, ask “What would have made it a 10?” And then listen, really listen. You might also be able to add your input, but this comes after your employee has had a chance to tell you some ways in which they could’ve made it a 1o.
Now, what’s going to make this dialogue even better is when your employee has a higher level of trust with you. How do you increase your trust? Simple. Start asking for feedback yourself. And use the Coach Approach. I heard a story from a coach who used this with his son. He’d routinely check-in and ask, “So Johnny, on a scale of 1-10 how was I as a dad today?” Gutsy, right? Yep! You need to be open to what the number is – and following up by asking, “what would have made you say 10?”
Ask the question.
Be open to the response.
And see what you might be able to do differently next time.
On a scale of 1-10, how useful is this method for you in getting feedback?
Who knew Oprah and the Black Eyed Peas could teach us a thing or two about Employee Engagement. I was asked today to provide an example of a short, inspiring video that could be used by an OD practitioner. What came to mind was the viral vid that’s been circulating the web since September.
I believe this video teaches us two important lessons on engagement. Take a look what do you see that relates to engagement here?
Provide clear direction. This was accomplished through rehearsal and practice, by the some 20,000 who chose to participate in kicking off Oprah’s 24th season. When people are provided a clear sense of direction it’s amazing what can be accomplished. In the workplace or on the streets in Chicago.
Co-create with your group. This one I think is the biggest lesson. After viewing an interview with the director of the video, it was clear that the Black Eyed Peas put ego aside to co-create. In a typical rock concert the spot light is on the stage. Here the spot light extends all the way down Michigan Ave. They let the audience in. They let the audience be part of the show. Takes a confident leader to allow this, don’t you think?
Research from the Corporate Leadership Council suggests that by simply providing a clear direction to the goals of the organization can yield an increase in up to 34% in effort. What do you think the impact to engagement is when people get to be part of the “show” and co-create with their leaders?
Is it possible to have people be more engaged by asking them to daydream?
Give these next question some thought, or better yet let yourself day dream a bit…
What does your ideal day at work look like?
Envision it as if you leaped out of bed thinking “I get to go to work today!”
What are you doing?
With who?
Where is this ideal work taking place?
How does this work feed your values?
What is it about the work that provides you energy?
Engage yourself in the simple act of day dreaming about your ideal work. The power of visualization works for athletes and execs – it can work for you too.
Find yourself a comfy chair. Give yourself 10-minutes. Think of it as a stay-cation. And allow yourself to be in the dream. Put your limiting beliefs aside, and dream. After day dreaming, ask yourself, “what are the nuggets from your dream that you can start to attain TODAY?”
I conducted a workshop on Career Exploration today and invited participants to day dream. One participant’s dream revolved around being a Writer. And then the list of limitations unfolded on why that couldn’t happen. As she looked for permission to throw the dream away, I asked her how might writing show up more in her work today? This dream gave her energy, the limitations filled her with fear. Being able to weave nuggets of your dream into your daily work might just give you the boost to become more engaged.
It might even give you the courage to jump into the pool with both feet and DO something about your dream. So, I say dream!
Now is not the time to be motivating staff with the mantra of the past. Do more with less. It may have worked the last time budget cuts and staff reductions occurred. It won’t work now. For many, the life has been sucked out in the forms of 401K dives, family members who have experienced job loss, and a huge net of low morale cast over the organization.
Try this on for size, “Do Less with Less.”
This messaging is not just about spin. It’s about re-prioritizing. It’s about being strategic. It’s about Engagement.
This method of engagement is what your team can hear. And you have to believe it.
It means looking at the priorities of the organization and determining what’s: (1) Essential, (2) Necessary and (3) Nice. During this time of re-prioritization, if everything is important then nothing is important.
Taking a note from Dialogue & Deliberation, this is a process to engage your group and get the buy-in (and input!) around setting priorities for this new normal. Start with these steps:
Convene a diverse planning group
Determine resources needed
Create a clear intent
Involve decision makers
Recruit & train facilitators
Recruit participants
Inform the system
Convene the event
Follow up & follow through
The purpose behind this is to strengthen relationships while generating innovative solutions. Solutions that involve and inspire your group.
More than ever your team needs to be involved – and by all means, avoid asking (or telling) them to do more with less. This will be the straw that cracks that back of the team.
