Feed Forward instead of Back

Providing helpful feedback is a challenge for many leaders and teams. Why? We:

1. Limit it to a once a year annual review
2. Believe we will hurt someone's feelings 
3. Focus on the past vs. the future
4. Judge (what is wrong) instead of share an observation (what is)
5. Don't have feedback protocols or permissions in our team agreements
6. Discuss behavior only and miss impact
7. Muddle the communication for fear of reaction
8. Forget that we need others to help us see our blindspots 
9. Don't align feedback with desired results
10. Give one-way feedback instead of dialogue 
11. 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

You may experience this as a generative, energizing experience and actually enjoy it. For more on FeedForward check out Marshall Goldsmith's research. Thanks to Liz for the discovery! 

Tips for Moving Up

If you are wondering why you haven't been promoted or are proactively seeking a bigger leadership role, The Leadership Pipeline provides some common transition traps to anticipate and mitigate. Here are a few to get you started:

Manager of Managers

• Don't exhibit uncertainty or delay decisions. Learn to make choices that are directionally correct.
• Expand alliances outside comfort zone. Rely less on previous team members and friends. 
• Seek differing opinions and views. Value diversity.
• Hold direct reports accountable for leading and developing others. Inspire and feedback.
• Embrace new ideas. Explore new ways to achieve results.

Functional Leader

• Align function with enterprise. Move beyond tactical focus.
• Don't rely too much on expertise.  Develop broader knowledge and experience to drive innovation. 
• Build positive climate within the team. Focus on employee engagement.
• Trust others to do the work. Coach and mentor.
• Don't allow a few trusted colleagues to influence views and decisions. Expand your network and promote your "wins".
• Develop strong cross-functional working relationships. Invest time here.

Business Leader

• Balance and align regional/business leadership with enterprise. Focus on longer-term strategy.
• Understand all aspects of the business. Focus on how growth and profit will be achieved.
• Trust others. Make your thinking transparent and encourage others to do the same.
• Invest in people. Accurately assess and manage talent.