- Limit it to a once a year annual review
- Believe we will hurt someone's feelings
- Focus on the past vs. the future
- Judge (what is wrong) instead of share an observation (what is)
- Don't have feedback protocols or permissions in our team agreements
- Discuss behavior only and miss impact
- Muddle the communication for fear of reaction
- Forget that we need others to help us see our blindspots
- Don't align feedback with desired results
- Give one-way feedback instead of dialogue
- Wait too long to provide it
Feedback is a key practice on high-performing teams and not just from leader to team member. To address #3, shift your approach from feed "back" to feed "forward". Instead of pointing out "what is wrong" (that often has a pinch of punishment energy to it) explore "what might be". Instead of looking back at what can't be changed, look forward to what is possible.
Try it for yourself with a direct report or colleague:
- Ask, "What is a behavior you would like to change or grow in? Why? And what difference would it make to goal achievement?"
- Brainstorm ideas and discuss solutions together
- Invite him/her to select 2 ideas that most resonate to practice
- Discuss ways you can support
No comments:
Post a Comment