Feedback Conversations Are Critical To The Health of Organizations…

… And Yet Conducting These Types Of Interactions Is One Of The Most Challenging Aspects Of Leadership.

Few leaders do it well and some do it hardly at all. In most organizations there is an urgent need for more feedback: feedback that recognizes excellence, builds on potential, and addresses lack of performance. Our one-day program explores the full range of feedback conversations, including those with a positive, corrective and developmental focus.

Our Feedback Conversations Workshop has been specifically designed to have a major impact in a short time. We’ve made it quick, easy and simple. In a single day participants learn a powerful communications approach with practical skills that can be applied immediately.

Part Of Effective Feedback Is Providing Balance…

…Which Creates An Environment Where Feedback Of All Types Is Common Currency

Unfortunately, some leaders think of feedback conversations as being primarily for the purpose of course-correction. Course-correction is important but it is only part of the picture. Too often it is accompanied by the drill sergeant or parental approach, “Because I said so!” Of course, there are times when that might seem the only or best approach. However, it can lead to festering resentment and employees who “go along” rather than willingly contribute. When leaders are providing balanced feedback over time, employees don’t dread feedback conversations (and leaders become more comfortable initiating them). As a result more feedback occurs.

Feedback conversations have several possible objectives:

1. To acknowledge and reinforce success. When someone is performing well, it’s important to notice, to focus attention on that success, and to build on it.
2. To raise awareness. When someone has a blind spot that affects performance, an appropriate piece of feedback can be a gift.
3. To influence a change in behavior. When someone is off course it’s important to let them know and to influence them in the right direction.
4. To encourage growth and development. When someone has potential that has yet to be explored, feedback can open new pathways.
5. To create an opening for coaching. If someone accepts the agenda implied by a piece of feedback, there is the possibility to support that agenda through coaching. With feedback conversations, we stay alert for coaching opportunities.
6. To preserve or enhance the relationship. Feedback that is honest, accurate, and provided with supportive intention, can build trust and rapport. Defensive reactions give way to respect and gratitude. There is no resentment or ongoing intrigue. The feedback recipient sees the feedback provider as an ally not an adversary.

Let’s Look At Some Of The Many Ways That Faulty Feedback Plays Havoc With Productivity

Few leaders are really skillful with feedback conversations. Yet these types of conversations have a significant impact on morale and performance in organizations. Serious issues can arise when feedback is either avoided or handled badly. Each of those issues can affect the bottom line—even if the direct link is not immediately obvious. Here are some specific feedback-related problems:

• Managers don’t know how to give feedback. Without having learned the skill, they do it badly. We all know what happens then; the situation gets worse, bringing hard feelings and anger. Fallout includes resentment, water-cooler gossip, and time-wasting hallway chatter.
• People get pressure from their boss to give corrective feedback to someone, but are reluctant. They know it would be a good idea to give the feedback, but they fear damaging the relationship. That kind of damage might be difficult to repair. It’s also hard to do. Why disturb the status quo? They don’t know how to provide feedback in a way that won’t “go sideways” or have a reverse effect.
• Feedback that is not being given causes problems. A leader who fears or avoids giving feedback generates divisiveness and resentment in the workforce. Inappropriate or unsatisfactory behavior that is not addressed can spread. Positive contribution that is not acknowledged can lead to resentment. The problem gets bigger and creates simmering unrest. The situation indicates to the ranks that there is a leadership problem.
• Employees do not feel acknowledged. They don’t get enough recognition, so they become disengaged. They feel that their contribution is unappreciated. There’s little motivation to continue giving extra effort. A common complaint heard at exit interviews is that the employee had no idea how they were doing. They want to work somewhere where their effort is recognized and appreciated.
• Employees in organizations are left wondering how their performance is viewed—whether good or bad. Employees want to know what’s expected of them and whether they are meeting those expectations. It’s uncomfortable to work in a vacuum. In the absence of feedback, an employee will “make up a story”. This can lead to distortions in perception concerning performance. Some who are underperforming may have no idea about it.
• The next generation coming into the workplace doesn’t get the attention or development it needs. One thing you can count on in organizations is “new blood”. If you want to develop new employees’ potential, you must know how to provide feedback that develops.
• Feedback not given makes it difficult for employees to navigate the workplace. Well-structured, thoughtful feedback provides essential information that helps employees succeed. When they are fully informed, they can make better decisions about workplace conduct and activities. Feedback is one of the fundamental necessities of life in organizations.

These Are Very Significant Problems For Most Organizations…

…But It Doesn’t Have To Be That Way

It is possible to have entirely different outcomes – quickly! Here are some of the results you can expect from our Feedback Conversations Workshop:

• Leaders have a model for handling feedback conversations successfully. They can structure feedback conversations for maximum impact, whether positive, corrective or developmental in nature.
• They know how to deliver feedback without triggering resistance. They can deliver feedback in a way that is easy to hear. When the interactions become easier, there is less inclination to avoid difficult conversations regarding performance issues. The conversations become respectful—and ultimately valued—exchanges.
• The organization benefits from the development of talent. Managers know how to unlock the potential of employees and how to reinforce positive performance. They develop an eye for talent and attract the loyalty of those who want to make the most of their own abilities.
• High potential employees get the developmental feedback that keeps them growing. They aren’t “working in a vacuum”. They know they’re doing well and are appreciated. They know what they need to do to make the biggest contribution to the organization. The organization is no longer finding out about employee dissatisfaction at the last moment during exit interviews.
• Working relationships are strengthened. Conversations that follow our feedback model improve the quality of relationships. Leaders are more influential and able to motivate employees more effectively. Feedback—even negative feedback—“lands” well. The employee understands that what they are hearing is intended for their success.
• Developmental conversations keep employees on the high-performance pathway. When they receive developmental feedback, they think in terms of taking their performance to the next level. They are less likely to taper off on their contributions (and less likely to get bored). Developmental conversations build “good” towards “great” and “great” towards “greater”.
• Feedback conversations lead to coaching conversations. Feedback is just the first step. After the feedback has been delivered the next steps in the conversation are equally important. Coaching provides a method to turn feedback—even negative feedback—into employee development and sustained action.
• Feedback becomes an opportunity to align employees with the corporate vision. When done authentically, employees understand how they fit into the big picture. When they understand the vision, they have an opportunity to align themselves and discuss how they can best contribute.

These Outcomes Can Be Transformative To Your Organizations…

…But there’s more . . .

This workshop is built so that you can expect immediate results. It’s designed so that your leaders quickly learn and practice how to conduct feedback conversations. You will see changes as soon as the day is over. Participants leave the workshop with a feedback “system” in place—one that is both effective and easy to reproduce. Here are some additional benefits:

• The whole organization has a uniform and professional feedback model to work with. As more leaders are trained in this technology, more difficult issues are addressed. The model becomes a projection of corporate or business philosophy. Respectful feedback becomes the expected norm—with all the benefits to the organization that implies.
• As people learn to exchange feedback in a powerful, respectful manner, morale improves and employee engagement increases. The feedback model is actually a communications model that teaches principles of constructive relationship. By being more conscious of how we structure our communications, we become more conscious of how we conduct our relationships.
• The program starts with pre-work that prompts participants to think about the topic before they arrive at the workshop. The workshop really begins with the pre-work. Participants can consult with their own manager in advance to set workshop goals.
• Participants bring their actual workplace feedback problems into the workshop and learn to address them. Theoretical learning becomes practical application as feedback principles are applied to real situations.
• Everyone leaves with a plan. Participants create written conversation planners for three actual workplace conversations with specific individuals. This is not a theoretical class that is quickly forgotten. There is a written plan to apply the learning.
• Two videos demonstrate the workbook material. Two topics are illustrated: 1) the feedback model, and 2) how to handle defensive reactions. The video content is available for purchase, so attendees can refresh their learning when they need it. They have a visual means to review the feedback principles in action.
• Each participant gets a “job aid”—a quick reference card—that keeps the information alive. The job aid is a convenient reference tool to keep the learning alive back at the office. The feedback model is summarized in a clear flow-chart format. It can be kept handy for a quick review—until this information becomes a habit.
• The participant journal acts as a reference work. We believe workbooks should be easy to understand. Even more important, participants should be able to understand what they mean AFTER the workshop. Our participant journal is a clear and easy-to-use reference guide.

Where To Next?

Now that you know the issues this program addresses, the outcomes you can expect, and the benefits of the workshop, click Feedback Conversations: Content Overview to learn the details of the program.

These materials are also available to be licensed and “white labeled” for your corporate training needs. Learn more about our Customization Services.

If you have questions about the Feedback Conversations Workshop, or would like to discuss your leadership development needs, Contact Us.

We’ll Get Right Back To You To Set A Time To Discuss Your Needs