The Missing Link

One of the teams I’ve been working with has a great feedback culture. They ask for it and give it. They clearly valued feedback and made it part of how they work together. They also give lots of positive feedback, and often pause to self-reflect - sometimes giving themselves feedback about something they could improve.

And yet all of them said the same thing. The feedback they received was hard to use.

Actionable detail is the missing link. Feedback is more valuable if it is actionable. The more specific the better.

“You did a great job today” is feedback, but not useful. “You did a great job today. The specialist information you brought to the meeting, and the way you broke it down for non specialists really helped our colleagues understand what was needed. You left them with a clear path for action too. Thank you and keep it up.” is much more useful.

“I need you to step up” is feedback that’s not useful. “When we met on site today, you hung in the background and didn’t raise any of the issues you have previously highlighted. Could you take a more active role in leading the project. Next time could you bring the issues up for discussion and guide the resolution. I can offer support if you need a hand to prep.”

If you’d like a tool for giving more useful feedback, let me know and I’ll send it through.

5.6:1

Years ago I saw this research by Losada and friends which says the highest performing teams give almost 6 times more positive than negative feedback. How these numbers were derived has copped lots of scrutiny and criticism, but I reckon that completely misses the point.

The ‘work’ of making a team excel, is in alignment. The clearer our shared expectations of things like behaviour, standards, targets, the more likely we can achieve them. Lack of clarity burns time, energy and resources. Knowing what a great job looks like and why is way more important than what substandard looks like.

Positive feedback clearly sends a message that we care about each other and value the good stuff. We’ve all experienced places where people only seem to speak up if there is a problem or a criticism - and never seem to notice people’s good work.

I reckon most of us have room to improve when it comes to this ratio. I know I do. And rather than focus on the number - focus on clarity. “Is what we tell each other about performance clear enough that we can take action on it? Do we emphasise good work more than things we need to improve?” Those are effective questions. P.S the same ideas work well in our personal relationships too.

Next week we’ll talk more about the clarity and quality of feedback.

Inviting Response

An Executive leader recently noticed something in one of my workshops. He asked “When someone in the room asks a question or makes a comment, you seem to either agree or say something positive before commenting or answering, even if you don't agree with them. Is that deliberate?”

I love this kind of question from someone who is simultaneously engaging with content, plus observing the detail of what is happening in the room. That’s a useful skill to cultivate. And his observation was spot on. Some of the things I might say are:

• That’s a really interesting story, thanks for sharing it.

• Thanks for your question.

• Tell me more about…

• I can see how (reflect observation) would be potentially challenging in your context.

• Thanks for your insights.

• Thanks for your thoughtful response.

• I see, help me understand more about the impact of that.

Even when I strongly disagree with a perspective, it’s rare that I will immediately take an oppositional perspective without exploring further. For leaders, whatever the context, we have an overweighted share of creating (or damaging) psychological safety. I want people to interact, ask, challenge, respond. If I immediately disagree with them, or take a black and white opposing view, I immediately degrade the likelihood that others will speak or ask anything. Inviting dialogue can be challenging when we directly disagree, but if we shut people down, it doesn’t change their point of view. It shuts the gate on open participation, driving the real conversation underground and out of view.

How do you encourage open dialogue in your context? How do you handle contentious perspectives?

Thanks Paul for the thought provoking observation and question.

Chunking up

Feedback

How’s feedback working in your team?

When I ask teams about improving how well they work together, feedback almost always shows up in the conversation. Most teams tell me there is not enough feedback, or that it’s low quality. Ideally feedback is clear and specific enough that you can do something useful with it. In effective teams (ones where there are competent people and not much in the way of toxic behaviour), getting better at feedback is a great way to level up. But while a lot of us would like more (or better) feedback, hardly anyone gets excited about giving it. We shy away from it, concerned about negative reactions or hurting people’s feelings.

One of the best ways I know to change that dynamic is to start giving people clear and useful feedback about the great work they are doing as well as the stuff that needs improving. You’ll build a culture where feedback feels safe, and people feel valued whatever the nature of feedback you are giving.

Teams that nail this have a ratio of about 5X more positive feedback than corrective feedback.

What do you reckon the ratio is in your team?

The Edges of Clarity

“We meet and agree on the direction of the project. But then I find work is being done that is counter to the strategic direction we have agreed.” (A CEO)

“One of the decision makers is unavailable to meet for extended periods. Meanwhile we have to decide and take action. Then he shows up, doesn’t like the decisions and ‘throws grenades’.” (Company Director)

“My manager meets with me weekly and keeps getting involved in the nitty gritty of my projects. I’m a senior practitioner with years of experience managing projects like this. When she gets involved in this way, I feel like my skills aren’t valued and it slows everything down.” (Senior Technical Project Manager)

“Mate, we just sit on the sidelines until ‘Bullshit Castle’ tells us what to do. If we start anything, they always come and change it anyway, so what's the point? Might as well chill til they make up their mind.” (Frontline Supervisor)

Have you ever heard or said things like these? They are all real examples from coaching sessions over the years. All stem from a lack of clarity. Lack of clarity burns time, energy and resources. Do-overs, stress, frustration, lack of momentum, fatigue, cynicism are byproducts.

The challenge for clarity is that your expectations and assumptions are probably different to mine. Unless we spend some time understanding the gaps and creating alignment, we are destined to carry unnecessary load. It’s no wonder that “Lack of Clarity” is listed as a psychosocial hazard in the updated Work Health and Safety Legislation in Australia.

Time spent increasing clarity is never wasted time. It’s a case of slowing down to speed up. Where could you add clarity today?