In January, I attended a professional meeting to hear about Josh Bersin’s 2017 predictions impacting HR and talent (Bersin by Deloitte). Josh founded a research group now part of Deloitte. Every prediction resonated with me.
A thread through many of the predictions was the power of building a culture of feedback and coaching to drive continuous learning and talent attraction, retention, and development.
Since it’s performance evaluation time for many organizations, I wanted to pose a challenge to you. And, I believe that you can “take the challenge” whether you are a team leader, manager, or executive, so don’t look around or up if you aren’t the CEO.
“It’s time to imbed useful feedback into our day-to-day practices!”
We have all attended trainings. Don’t count on trainings to feedback imbed practices into your teams and organization. No trainings have worked so far.
We can implement technology to track goals, feedback and evaluations. Don’t count on technology to deliver the information, ideas, and insight that move people to grow, change, and develop. We have to talk to each other to get the value that comes from collaborative dialogue.
Why Haven’t We Done It Yet?
Many organizations have put tremendous effort into building skills. Every leader and HR person I know recognizes the value. Why are we still so far from success? Here’s my take:
- Most human beings grow up in a family/school culture that considers feedback as “criticism.”
- We avoid giving criticism because we never have all the data.
- We avoid getting criticism because we feel bad that we’re not perfect, and worse that others know we aren’t.
We have to break out or our historical way of thinking, and we have to help each other to do that. It can no longer the manager’s responsibility to give feedback. It has to be a shared responsibility, with the each “performer” in the lead.
Now we need to make the exchange of information, ideas, and insight a core organization capability. Not an HR plea for better performance management. Imagine if…
- You had a shared framework that helped people talk to each other.
- Leaders started by asking for feedback from team members and peers.
- Everyone started by asking for and learning what they were doing really well, and therefore should replicate. And, then turned to improvement ideas with the same eagerness.
- Our mindset shifted to view feedback as comprised of three things: information, ideas, and insight. Think about changing the name to Triple I conversations.
- Feedback was a collaborative interaction between two or more people, in time to make a difference.
Can you imagine how this type of feedback could improve performance? Learning and development? Satisfaction? Could a Triple I conversation imbedded into your everyday practice fuel big results? It’s time.