{"id":5280,"date":"2020-10-08T13:26:04","date_gmt":"2020-10-08T13:26:04","guid":{"rendered":"https:\/\/glocalthinking.com\/feedback-the-power-of-the-word-conversations-to-foster-development\/"},"modified":"2021-08-31T10:38:34","modified_gmt":"2021-08-31T10:38:34","slug":"feedback-the-power-of-the-word-conversations-to-foster-development","status":"publish","type":"post","link":"https:\/\/glocalthinking.com\/en\/feedback-the-power-of-the-word-conversations-to-foster-development\/","title":{"rendered":"Feedback, the power of the word. Conversations to foster development"},"content":{"rendered":"<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">A brief introduction with a little \u201chard reality\u201d<\/span><\/strong><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Someone honest will be able to say, \u201cNo, I don&#8217;t know how to do it.\u201d <!--more-->Another will say, \u201cLearning it has taken me some time, perseverance and, above all, loads of effort!\u201d And another, \u201cIt&#8217;s simple, it&#8217;s about sitting with someone, telling him or her what they&#8217;ve done right, what they&#8217;ve done wrong, asking them to do their action plan and that&#8217;s all.\u201d That last scenario really worries me.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Giving feedback is undoubtedly one of the biggest challenges we have as people managers and at the same time, it\u2019s an outstanding development tool. If this work is already demanding when we give feedback to our own teams, it is twice as hard when we facilitate and guide leaders in other work units, so they get it right with their own teams.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">The question that comes to my mind here is: \u201cAre we really making sure that team leaders carry out their feedback sessions with the calibre required for such a task?\u201d I\u2019ll leave the question open for you to think about it.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">My experience has revealed to me that in truth (I beg you to please contrast it with yours) is that many professionals in positions of leadership within organizations have reached them mainly by relying on their technical talent, but giving way to a significant and widening talent gap in people management. And here I don&#8217;t mean the talent for organizing or planning tasks. No. When I talk about managing people, I mean the skill to efficiently manage: <\/span><\/p>\n<ul>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Conflicts occurring in everyday interaction.<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">People\u2019s expectations, collective and individual<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Their particular development plans<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Strategies to keep your people motivated and enthusiastic<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">And more.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">I suggest you think about your own management and the reality within your organization. How are feedback processes carried out? Which of these groups do you feel represents you: &#8220;We do it very badly&#8221;, &#8220;We do it wrong&#8221;, &#8220;We&#8217;re doing fine\u201d? I&#8217;ll stop at this last one. When we think we&#8217;re doing well, it&#8217;s worth knowing that there&#8217;s still lots of room for improvement.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">That\u2019s how it is. Giving feedback is<\/span> <span style=\"font-size: 12.0pt; color: #4f4f4f;\">a complex and<\/span> <span style=\"font-size: 12.0pt; color: #4f4f4f;\">challenging task. But the challenges and barriers present us with two alternatives: to let go of change and stay in \u201cauto pilot\u201d, or to renew the intentions and find new ways to grow. Are you interested in focusing on the latter? Then let&#8217;s continue.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Explaining complexity<\/span><\/strong><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Before explaining the complexity of giving feedback, let\u2019s get the key concept straight. Feedback is all the information we give (or receive) about another person; information about what is done &#8220;right&#8221; and\/or &#8220;wrong&#8221; in a given context. The aim of feedback is to correct unsuitable behaviours and to reinforce the right behaviours.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">In this article, we narrow down the analysis of feedback to organizations, but obviously we experience feedback in all areas of our lives.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">So, why is the feedback process so daunting?<\/span><\/strong><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Let me put it in a nutshell: the cultural factor. Generally, we develop in overly critical environments, where attention tends to focus on errors rather than on success. When I came home from school with my report card, my mom would look more at the low grades and ask about them, rather than recognize the top ones. Did the same thing happen to you? Another element is the social consensus that it\u2019s better to show we know everything or a lot, when it might not actually be so; in fact, more often than not, it isn\u2019t. Another factor is wanting to pretend that everything is under control. What\u2019s another factor? The fear of making a mistake, \u201cIf what I say is wrong, they&#8217;ll make fun of me, and I&#8217;ll look like an idiot.\u201d<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">If you feel that none of these situations represent you, congratulations, you\u2019ll be in a better position to weather a feedback process. However, if you&#8217;ve felt you could identify with any of them, that&#8217;s normal. Unfortunately, this is a common reality. That&#8217;s where the barriers come from.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">In such an environment, feedback doesn\u2019t stand a chance of surviving successfully.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">The barriers underpinning solutions (that do exist) <\/span><\/strong><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">The barriers underpinning the feedback process cannot be anywhere else other than in our own mind. The human mind is the cause of all our progress and it\u2019s also the creator of the greatest barriers existing.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">It is important to know that emotions are the source and cause of all human behaviour; and that all human interaction is biased by our paradigms. Emotions and paradigms are constantly interacting with, feeding back into, and reinforcing each other. Both factors in the long run spur feelings that condition our behaviour in various situations \u2013 some of which are relevant for organizational purposes \u2013 such as feelings of belonging and trust.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Awareness that these factors influence human relationships is essential to improving these relationships and particularly to succeed in making an organizational process like that for giving\/receiving feedback is consistent and has positive effects for the company in unequivocal terms of profitability, of building trust, and without leaving a key element on the back burner: the other\u2019s personal development and then as a reward, ours.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">A feedback process leads to three possible scenarios:<\/span><\/p>\n<ul>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Greatly boosting an individual\u2019s performance and driving their development <\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Triggering a process whereby self-confidence is lost, self-esteem is damaged, development is held up and a potential reason for leaving the company, and in some cases, this is unnecessary and undeserved <\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Initiating a process of &#8220;emotional disengagement&#8221; from the company by the employee and bringing about poor performances.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Three basic tips for rethinking the tenets of feedback<\/span><\/strong><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">What we know: managing a feedback process is a challenge. So, what next? What can I do to be more competent in this process? How can I put my management on the right track, so things are done better in my organization? Here are three recommendations:<\/span><\/p>\n<ol>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Develop an understanding and awareness of the transformative power of the feedback process<\/span><\/strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">. What I am about to tell you now is very profound and has a philosophical basis: an individual&#8217;s identity is completed and reaffirmed on the basis of the other&#8217;s opinion. This is crucial and must be kept in mind. <\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Work on managing the emotions<\/span><\/strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> that that the feedback process brings out in everyone (whether as appraisers or appraisees) before, during, or after it.<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> <\/span><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Work on questioning the paradigms<\/span><\/strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\"> governing our company\u2019s leaders and our lives. Question them. Think about them. Manage their change. I urge you to work on managing change.<\/span><\/li>\n<\/ol>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">I favour global and structured training on cultural management that addresses these three points mentioned. However, to get ahead independently, let me tell you that there is a lot of information (some of it highly valuable) on the internet for points two and three. I suggest you look this up using keywords like \u201cemotional self-management\u201d or \u201cshifting\/breaking paradigms\u201d.<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Can you make the commitment to undertake a journey of self-knowledge and make your own insights, and then after this learning experience, transmit and share them with your team and your peers?<\/span><span style=\"font-size: 12.0pt; color: #4f4f4f;\">&nbsp; <\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><strong><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Let&#8217;s get down to work! Seven practical recommendations for feedback<\/span><\/strong><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Here the recommendations are given flowing from the perspective of someone who will receive feedback from you (they can also be used inversely):<\/span><\/p>\n<ol>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">Accept that the individual right in front of you will never have all the existing qualities. Limit expectations <\/span><span style=\"font-size: 12.0pt;\">\u2013<\/span><span style=\"font-size: 12.0pt;\"> yours, and theirs <\/span><span style=\"font-size: 12.0pt;\">\u2014<\/span><span style=\"font-size: 12.0pt;\"> by letting them know what they are. Be aware of this when giving them feedback. He or she is not perfect, nor are you, remember that. Focus on what&#8217;s really relevant to the job.<\/span><\/li>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">Feedback must be based on concrete, observable and consistent facts, for example, two or three incidences of unpunctuality cannot become a sweeping generalization if there is a track record of regular punctuality. This \u201crule\u201d applies both to the positives and to what can be improved. Facts and not opinions.<\/span><\/li>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">The feedback session requires preparation. Become informed of the facts and impacts these have had. Allow questions from the appraiser, who will want to know the basis of your statements on their behaviour. It&#8217;s only fair to ask. It&#8217;s up to you to answer with proper substantiation.<\/span><\/li>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">Feedback is about behaviours, not about the individual. The individual is not &#8220;irresponsible,&#8221; but for example, \u201cHe or she has not delivered key monthly decision-making management reports on time.\u201d If you \u201cattack\u201d the essence of someone\u2019s being you can cause serious damage to self-confidence, and then to the team&#8217;s working climate, and to that person\u2019s engagement with himself or herself and with the company.<\/span> <span style=\"font-size: 12.0pt;\">Don&#8217;t label.<\/span><\/li>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">Understand that a series of emotions will accompany the feedback process prior to it as well as hours\/days after it. Emotions aren&#8217;t good or bad. They just exist. You must learn how to manage them. For example, fear is counteracted by taking into account the purpose of the process: to contribute to an individual\u2019s development; anger can be managed by documenting every sign of appreciation you give and by providing context and detail.<\/span><\/li>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">During the meeting, your great challenge is to be present at all times and to be attentive to the reactions that the appraiser shows and, above all, to the reactions he or she does not verbalize, but still communicates using non-verbal language. Manage the reactions you notice by asking about them, do not prejudge, explore, and verify. Eliminate any element that hampers your attention, one such great rival is for example: the mobile phone.<\/span><\/li>\n<li style=\"color: #4f4f4f; text-align: justify;\"><span style=\"font-size: 12.0pt;\">Remember what the feedback objectives are: to reinforce behaviours and modify other behaviours. Also let the aim of the feedback process be your guiding light: the personal development of the human being who is facing you. That\u2019s important: <u>his or her development<\/u>. I emphasized that on purpose. Focus on solutions. Guide by thinking about the short term, while still keeping the long term in sight.<\/span><\/li>\n<\/ol>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Are you ready to help your team member build a new, better version of himself or herself? Are you aware of how you can impact someone&#8217;s development? The power of words to build trust and to inspire is impressive. I encourage you to use that power and make a difference. <\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">Make a success of your challenge! <\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 12.0pt; color: #4f4f4f;\">\u201c<em>The true historical transcendence of an individual, organization or nation is determined by how many capable people he seeks and <\/em>forges.\u201d (Daisaku Ikeda, Buddhist philosopher and President of Soka Gakkai International)<\/span><\/p>\n<p style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt; padding-left: 0cm;\"><span style=\"font-size: 10.5pt; color: #4f4f4f;\">My recommended bibliography that I found helpful:<\/span><\/p>\n<ul>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 10.5pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 10.5pt; color: #4f4f4f;\">Smart feedback. Jane Rodriguez del Tronco, Rosa Rodriguez del Tronco, Naomi Vico Garc\u00eda. <\/span><span style=\"font-size: 10.5pt; color: #4f4f4f;\">Lid Publishing House.<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 10.5pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 10.5pt; color: #4f4f4f;\">How to give feedback. Harvard Business Press.<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 10.5pt; color: #4f4f4f;\"> <\/span><span style=\"font-size: 10.5pt; color: #4f4f4f;\">The art of giving feedback. Harvard Business Review Press.<\/span><\/li>\n<li style=\"text-align: justify; margin-top: 12pt; margin-right: 0cm; margin-bottom: 6pt;\"><span style=\"font-size: 10.5pt; color: #4f4f4f;\">Thanks for the feedback. Douglas Stone and Sheila Heen<\/span><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Giving feedback is undoubtedly one of the biggest challenges we have as people managers and at the same time, it\u2019s an outstanding development tool.<\/p>\n","protected":false},"author":15,"featured_media":329,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[344],"tags":[224],"class_list":["post-5280","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-talent-management","tag-talent-management"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Feedback, the power of the word. 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