This Feedback Could Change Your Life!

My Love of Feedback

I published a piece on my love of feedback several months ago and I am back to introduce another method of delivering feedback that works exponentially well.

With all the talk about eliminating performance management processes, it’s imperative to have something else, a process, to provide feedback in place. This is so employees know how they are doing, to repeat productive behaviors or eliminate counter-productive behavior.

Imagine for a Moment

Imagine for a moment that you recently gave some feedback to a team member. You told her that her meeting agendas looked great, but she needed to significantly improve her presentation and meeting management skills.

It’s time to follow up a few weeks later to find out why she hasn’t made the changes needed to be more effective in the areas mentioned. In your follow-up, you discover that she didn’t understand what she could do to improve and that your feedback generated more questions than the benevolent help to intended. She was left thinking “What’s good about my agendas that I can leverage again?” and “What’s wrong with my presentation skills?” and “How did I mismanage the meeting?”

Developed by The Center for Creative Leadership, the Situation – Behavior – Impact (SBI) Feedback tool outlines a simple structure that you can use to deliver more effective feedback. It focuses your comments on specific situations and behaviors, and then outlines the impact that these behaviors have on others.

[Effective] Feedback is a focused dialogue between a manager and an employee, a method of sharing information and perspectives about performance. The goal of ongoing feedback is to identify where performance is effective and where performance needs improvement.

Effective feedback helps the receiver understand exactly what he or she did and what impact it had on you and others. When the information is specific, yet without interpretation, judgement, or evaluation, there is a better chance that the person hearing the feedback will be motivated to begin, continue, or stop behaviors that affect performance.

Situation – Behavior – Impact

The Situation – Behavior – Impact technique of giving feedback is simple and contains three elements:

SITUATION: Anchors feedback in time, place, and circumstances and helps receiver remember and/or understand the context.

BEHAVIOR: Observable actions that can be recorded (audio or video) and allows feedback receiver to know exactly what he or she did that had impact.

IMPACT: Feelings and thoughts the feedback giver had, and how the feedback giver or others behaved as a result of the feedback receiver’s behavior.

In an organizational and work context, the impact of the behavior can include work outcomes, client satisfaction, work team, and/or the larger organization and business. It can also include the impact on the individual who demonstrated the behavior; in essence, the consequences or result of their behavior on their reputation, perceived professionalism, capability, etc.

Most often, a description of the impact will start with, “I felt …” or, “I was” or, “It appeared to me others were … “. If you find yourself saying, “you were … “, you’re probably on the wrong track. An impact statement is not an interpretation of why the individual showed that behavior, and it is especially important not to label the behavior in a psychological way or to make a judgment about the person.

SO, before you jump on the bandwagon and eliminate your performance management process, contact us to help you and your employees give each other more effective feedback. Getting this process in place first will help you make sure you make the right decision in the long term.

Who Are We

EDGE Business Management Consulting, a Network Partner with the Center for Creative Leadership, is a Human Capital Consulting firm, focusing on three primary areas to help you achieve exponential growth. We can serve you in many ways, however our focus is in the areas of Talent Management, Organizational Development, and Leadership Development.

For immediate inquiries, contact Dan Freschi at (414) 301-3343 or email dan@edgebmc.com, and visit our website at www.edgebmc.com.

For the Love of Feedback

Those that know me well, know that I am a huge fan of feedback. I love feedback of all kinds and constantly ask for it to get better and make changes to how I approach things, train others, speak, teach, etcetera. My colleagues at a previous employer even called me the Feedback King.

ROTC Yellow Card – Click to see larger

I believe my love of feedback started when I was developing in ROTC to be an Army Officer. In ROTC we had to complete the Cadet Self-Assessment Reports or yellow cards. These yellow cards were required after every mission and assignment when we were in some form of a leadership role. Yellow cards were a summary of our performance while in the leadership role and was detailed using the well-known STAR model, where we would describe the Situation, assigned Task, the Actions taken, and the Results.

ROTC Blue Card – Click to see larger

At the same time the student cadre or leader would complete a blue card called the Leadership Assessment Report. This report was where they rated behavior actually observed and recorded their counseling, and would measure certain attributes, skills, and actions.

We would then meet for a quick counseling session to compare notes and discuss my performance. The discussions focused on things I did well and where I needed to improve, along with actions I planned to take to sustain or change the behavior.

As a cadet and as student cadre I experienced both sides of giving and receiving feedback. This practice, however, did not end with my commissioning. This practice of feedback continued through my time in all my professional military schools. Whether it was at the Infantry School or at the Combined Logistics Captains Career School doing peer evaluations through leading soldiers, teams, and units on active duty with counseling, evaluation reports, and pulse and climate surveys. Feedback was a constant and always encouraged. I encouraged it despite rank and protocol, as long as it was done respectfully and with the proper intent.

Another powerful means of giving and receiving feedback that I still find extremely valuable today is the After Action Review or AAR. The Army training circular shares that:

The AAR is a professional discussion of an event, focused on performance standards, that enables soldiers to discover for themselves what happened,why it happened, and how to sustain strengths and improve on weaknesses. It is a tool leaders and units can use to get maximum benefit from every mission or task.

The AAR in a corporate or professional setting can be executed in the same way, as a structured debrief process for analyzing what happened, why it happened, and how it can be done better by the individuals involved and those responsible for the project , event, or situation.

Take a look at the link provided below for more info on how to conduct an AAR.

You’ve probably already seen these, but here are some tips I’ve learned over the years about feedback:

Never, ever give someone harsh, critical, developmental feedback in the presence of others. This can be extremely embarrassing to the person receiving the feedback. Find the right time and place to pull them aside in private.
Only give feedback on the things that you heard someone say or behaviors you saw someone do. Giving feedback from a 3^rd party, on something you did not hear or see can be a slippery slope and deteriorate trust.
Make feedback a dialogue. Avoid making assumptions. Make sure to check your information and biases, giving the benefit of the doubt to the other person.
Allow yourself to be emotional. Deal with your emotions, allow yourself some time to be mad, angry, sad, upset, …., and then comeback and deliver the feedback. Use that time to also prepare, write down what you want to say, focusing on what the things said or done, and as a result how they made you feel and the outcome.
Be specific. Vague feedback might seem insincere or calculating. Saying “I don’t remember exactly what you said, but it … ” diminishes its impact severely.
Be Timely. Give feedback, both positive and developmental feedback, immediately but no more than 5 days after it happens. Don’t put it off as not urgent if it’s good. Don’t avoid it or put it off if it’s not so good.
Avoid the feedback sandwich, “you did great, but here’s what you did wrong, but I thought you did great”. You can give both positive and developmental feedback in the same conversation, however, you have to finish one type of feedback before giving the other. In other words, get through the STAR for positive or developmental before giving the other.
Always ask for feedback, for everything you do. Asking for feedback as a leader builds a culture that asking for feedback is encouraged and more than likely when you give it will be also be received well.
When you ask for it, do something with it. Change your behavior and/or change your own self-perception. Asking for it without doing something with it is disrespectful and can lead to a lack of trust.
Listen. Ask questions. Admit your mistakes. Listen to learn how they perceived your behavior, ask questions for clarification and examples, admit your mistakes.

Delivering feedback is a skill that must be fostered and developed. Delivering positive feedback is easy, yet too many leaders don’t do a very good job at it. Developmental feedback is not always easy to deliver, accept it. Your best bet will be to find someone to rehearse if it’s going to be emotional.

Early in my career I learned the valuable lessons and gifts of feedback. Feedback can be one of the most powerful tools for anyone to learn how to use. It might be clunky at first, but It’s never too late.

References:

ROTC Blue Card

ROTC Yellow Card

TC 25-20: A LEADER’S GUIDE TO AFTER-ACTION REVIEWS

EDGE- Where Leadership Begins is a Human Capital Consulting firm, focusing on three primary areas to help you achieve exponential growth. We can serve you in many ways, however our focus is in the areas of Talent Management, Organizational Development, and Leadership Development.

For more information, visit our website www.whereleadershipbegins.com or contact us at 414-301-3343.

How Do You Moveo Moti Motum? (Influence)

In case you’re not up on your Latin “Moveo Moti Motum” is Latin for Influence. When searched on Google, Influence garners over 135 million results. So, what really is influence? When Moveo Moti Motum is translated from Latin is literally means to move, arouse, affect, and influence. Using one of my favorite dictionary sites, Influence is defined as

the power to change or affect someone or something : the power to cause changes without directly forcing them to happen : a person or thing that affects someone or something in an important way : the power or capacity of causing an effect in indirect or intangible ways

This definition is the same for negative as well as positive influence, both can be equally powerful. The level of influence you have comes from a variety of sources. How much expertise you have, how credible your position and objectives are, how visible you are, and how you align your objectives with the organization all serve to increase your ability to have a positive influence on others.

In the workplace, at home, at school, whenever we are communicating and interacting with other humans, we need to be able accomplish our goals. This need requires a focus on synergy and a savvy influence ability because you may or may not be in a position to exercise pure power or authority in the situation.

And, even if you are in a position of power or authority, consider what Dwight D. Eisenhower the 34th President of the United States and a five-star general in the United States Army during World War II says about influencing others:

Leadership is the art of getting someone else to do something you want done because he wants to do it.

This holds true for everyone, including parents, coaches, neighbors, it’s not just leaders.

So, influence can equal leadership. Renowned author and speaker John C. Maxwell believes:

Leadership is influence, nothing more, nothing less.

If you think about it we rely on influence to get everything we do, done. Whether it is getting approval for spending beyond your budget, placing items onto an agenda for the next executive meeting, or sharing the importance of practice with your kids, your ability to influence matters.

A key component and the first step to improving your ability to influence starts with a thorough understanding of yourself, your interpersonal, presentation, communication and assertiveness abilities. Consider taking one of the best assessments on the market today, Everything DiSC to gauge where you are with your influence abilities. With the market full of DISC type assessments, this is the original and most useful in multiple aspects of life and business.

At the end of the day learning to adapt your personal style when you become aware of the effect you are having on other people, while still being true to yourself is a vital contributor to building your influence ability.

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Consider the following bestselling resources as you seek out developing the “how to” of your influence ability.

In his book Influence: The Psychology of Persuasion the 6 Principles that help to get influence over people, Dr. Robert Cialdini shares the results from his deep research about the various strategies held by people to have influence over their peers. The 6 Principles of Influence/Persuasion that Dr. Cialdini share are: Reciprocity, Scarcity/rarity, Commitment & consistency, Consensus/Social proof, Authority, and Liking.

Similarly, in their book Influencer: The New Science of Leading Change, authors Joseph Grenny, Kerry Patterson , David Maxfield, Ron McMillan, and Al Switzler take us on a journey to discover vital behaviors we want to change, show us how to convince ourselves and others to change minds, and truly master the 6 sources of influence. Those include Personal motivation, Personal ability, Social motivation, Social ability, Structural motivation, and Structural ability.

In the book, Persuasion: The art of influencing people, author James Borg shares that, empathy and sincerity, are the fundamental building blocks for successful persuasion. Empathy is the bedrock of communication – the ability to identify and understand the other person’s feelings, ideas and situation. Sincerity is essential for generating trust. Borg warns that no amount of learning about communication skills without the core virtues of empathy and sincerity will succeed in the longer term.

References

Borg, J. (2007). Persuasion: The art of influencing people. Harlow: Pearson Prentice Hall.

Cialdini, R. B. (2007). Influence: The psychology of persuasion. New York: Collins.

Patterson, K. (2008). Influencer: The power to change anything. New York: McGraw-Hill.

Defining Leadership for Yourself

How would you define leadership for yourself?

Leadership is about influencing the behavior of individuals and groups, and motivating them towards a common goal. Therefore it is a communication process, one between a leader and follower. Leadership can be a positive force such as Abraham Lincoln or a negative force such as Adolf Hitler.

Leadership is a process, a state-of-mind, a choice one makes to demonstrate. Therefore, leadership is personal and unique to the individual. Leaders who demonstrate a positive force of leadership in their organizations do so by developing their followers potential and increase their quality of life, by building meaningful relationships based upon establishing trust, principles, credibility, respect, setting an example and equally important, giving clear structure and purpose to their followers work. Leaders take a genuine, authentic interest in their followers and work hard to provide meaning and purpose to their followers lives and work.

Leadership is about who you are at your core, your values, and your authentic self. If you know who you are, what you believe in, and what you want to do, then regardless of what you are or are not, you still have to make the choice to lead.

There was never a more prevalent time to demonstrate positive authentic leadership than when I served as a commissioned officer in the United States Army. Many people that I have encountered since I left the service don’t understand the how leaders are developed in today’s military. At the core we are taught the same sets of tools that all business leaders are taught, even how we use them and why we use is the same. We just might have different names or acronyms for the tools. In the military accomplishing the mission is everything, however, without a mentally and emotionally strong and engaged group of soldiers following you, the mission has a strong likeliness of failure. The health and welfare of a soldier always came before mission and this requires leaders who are confident in who they are, know what they believe in, and respect for the people who surround them, or simply put a great emotional intelligence ability. Leaders who were toxic and disregarded their soldiers for the sake of the mission, fail. Without the will of your followers and the freedom of their choice to follow you, you simply are not a leader.