Roger Flax — February 28, 2018 — February 28, 2018
Picture a company where ongoing, constructive feedback is not only the norm, but people actually crave the feedback, truly enjoy receiving it, and look forward to more!
In that scenario, people give and receive ongoing positive and negative feedback on a regular basis … but in a way that it is totally genuine, helpful, specific with examples, “win-win,” and highly beneficial for the entire team.
And picture the benefits of that environment – openness, collaboration, caringness, concern, fun to be part of … where candor, communication, and credibility rule!
Some readers are now saying, “come on, you’re dreaming.”
Well my friends, this kind of environment is not only ideal and productive, but it’s the wave of the future. It’s the way many startups and relatively new companies operate. And they’re a joy to work at … with few or no people wanting to leave!
The most outstanding companies to work for, such as Zappos, Twitter, Google, Warby Parker, pride themselves on transparency –
giving open, candid, ongoing feedback. That feedback-driven culture helps people understand how they’re doing, where they’re excelling, and where they need improvement. It motivates and energizes them!
A feedback culture is very much attainable and actionable … but ONLY if you make it a priority, formally set it up, and implement it the correct way.
Not an easy task, that’s for sure! Especially in an environment where people are in demand elsewhere, and where people know their value and unique talents.
But yes, it can be done, and it must be done … if your goal is to maximize productivity, communication, collaboration, problem-solving, and morale … reduce turnover … and increase creative thinking, innovation, and inter-team communication and problem-solving.
And a feedback, open culture truly is the only way to go in technology environments, where people are always looking for “cutting-edge” thinking and operating.
Here are 10 tools, techniques, and action recommendations to employ, if you want to create a “motivational feedback” culture in your organization.
1. It all starts at the top. Get 100 percent commitment from the CEO and President… and instruct them to announce to the organization that “we are now entering into a new way of working—a feedback culture … from the very top to entry-level technicians and colleagues.” Important: This executive announcement cannot be done via email. It must be done in person and during a formal presentation that introduces and delivers this new “feedback-culture” work environment. This presentation will lessen potential feedback defensiveness and a “don’t-rock-the-boat” attitude which often exist.
2. Hold everybody accountable. In each person’s performance appraisal, actually, include a piece which appraises how well the person incorporates “motivational” feedback into their everyday managerial tasks.
3. Ensure and enforce total confidentiality. Remind people that all feedback is to be kept 1000 percent confidential. No leaks, gossip, small talk. And breaching that confidentiality is totally unacceptable.
4. Be explicit. Top-level management and HR leaders must be specific with overall feedback culture objectives, including norms, scope, style of interfacing among people, and timeframes. Defining what a feedback future means at the organization – conducting ongoing praise, motivational criticism, and goal setting sessions … all geared to develop people to the fullest. It’s key to get employees to buy into the benefits of this culture, and then have them sell it down the chain, to their people, and their people’s people.
5. Use the same skill and behavior feedback tool for everybody. Make this tool the baseline of the feedback culture created, and subsequent feedback conversations that people engage in. Avoid using different feedback instruments within the organization – it should be the same tool for everybody. And avoid general personality/style tests that give general feedback on a person’s style, but are not specific and actionable as to what a person must do as follow-up. Ensure that the tool, in addition to the feedback findings, contains specific and thorough follow-up action tools and techniques and a mentor-mentee component, to immediately address any marginal findings.
6. Actionability is critical. What good is a feedback tool that intrigues a person with the findings, but doesn’t result in growth, improvement, increased productivity, etc? Establish goals and time parameters for all follow-up actions, training/coaching … and re-assess each person every year, to measure annual improvement and growth. Each person should have a mentor, or a “teammate” who “partners” with them in this feedback venture. The word “mentor” often scares people off. We’re simply looking for a person who helps guide, assist, and encourage the other person.
7. Give positive feedback and honest criticism. A feedback culture is not just giving negative feedback and coaching. It’s as much about giving positive feedback as it is constructive criticism. Point out a person’s strengths, when applicable, and motivate them to raise the bar higher, based on these strengths and accomplishments. When giving constructive criticism, perform it tactfully and compassionately. Avoid the word “you” when pointing out negative examples. Criticize the action, not the person. Start and end the session with a compliment, before diving into the problem. The goal is to “help” not “hurt” the individual, and feedback is the engine. Perhaps a mini-training session on “How to give constructive criticism” might be worthwhile for your organization!
8. It’s a two-way street. A feedback culture goes both ways! Bosses give feedback to subordinates, and subordinates give feedback to bosses and other more senior associates. Feedback and coaching become the norm, not the exception … and it’s welcomed, expected, and appreciated by all. So Mr. or Ms. Executive – expect feedback from people under you, and thank them for it!
9. Make Active Listening the feedback foundation. Apply the 20-80 rule: Listen 80 percent of the time and speak 20 percent. And SOTT – “Stay on their Track”…When somebody speaks, don’t take the conversation from their track and put it on yours. Facilitate the person to keep speaking and expressing their thoughts and feelings, rather than you taking over the conversation and saying what you think.
10. Obtain feedback on the feedback culture. Use an external, impartial professional to ensure that this new culture is working, and is popular. Find out from the people themselves what they think of this culture and how it can be further improved.
Remember: A feedback culture isn’t created overnight, with the push of a button, or a firm announcement. It’s a constant work in progress, a commitment that the organization makes, and an ongoing “look, see and assess how we’re doing” environment.
But when people truly feel that feedback is welcomed and the norm – and a way of life in the organization – everybody benefits … the people, your organization, its reputation, and your company’s bottom line.
Feedback cultures are the wave of the future, and will make you stand out as a place where people want to spend a good deal of their careers at.
It’s powerful and exciting! Let’s give it a try!
Good luck!
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