Feedback_1Soliciting and giving feedback as valuable information is a critical team capability.

How fast and clear is the feedback among your team members?

Do you ask for feedback as a practice?

Giving feedback is one of the skills for which most managers have taken one or more courses. Why do we still have such a hard time getting the information into the right hands?

  1. We still think of feedback as negative (striving for “constructive” ways to send the negative messate) rather than a commitment to an exchange of  critical information.
  2. We talk to everyone except the person who could act, even with reinforcing positive feedback.
  3. We wait too long, then rush through it.

What’s this got to do with your team?

A remarkable team has the ability to:

  1. Observe the actual pattern of action, assess against expectations, and then share it..
  2. Probe for understanding, setting aside personal resistance to language of judgement (this is a mindset for both giver and receiver).
  3. Incorporate feedback into the next set of actions.

A remarkable team leader:

  1. Sets the expectation that team members will care enough about each other and their individual and collective results to give well-grounded feedback.
  2. Asks for reinforcing (i.e., positive, etc.) and improvement feedback from team members and the teams.
  3. Engages with team members and the team to “unpack” the feedback into elements of information.

If you are thinking, “Yikes, we are pretty far away from that,” don’t despair. Most people (and teams are comprised of people) do a pretty poor job of it. It’s hard mostly because of the way we think about it and the lack of a framework to organize the elements of information. What’s most often present is the desire for each and every person to perform to their best ability.

If this post has struck a nerve and you want to find out more about my framework and approach click here.