Creating a Culture of Feedback
In last week’s blog, we spoke of the importance of understanding three things we all want to put forward our best selves. In this post, you’ll find the communication tips (seen through some of your favorite actors) that foster a culture that illuminates these three points.
But, if communication is the key to feedback, trust is the lock.
Free Webinar
Join me on June 11th for the free 'The Communication/Trust Dichotomy' webinar, where I explore how trust underpins effective communication and feedback.
See my YouTube video below that highlights The Pursuit of Happiness to show how people just want to succeed, Mad Men to show the importance of acknowledgment, and The Bear to illuminate giving people a stage to shine on.
Feedback Recap
To back up, the three things we all want to put forward our best selves are laid out below. Let's reverse-engineer these one at a time to best set up what I call a forward-looking culture.
People are wired to invest effort in achieving personal success. A recent Pew Research Center survey underscores this by revealing that 60% of U.S. workers find a major source of fulfillment in the sense of identity derived from their jobs.
This statistic highlights the significant role that work and productivity play in our lives.
From a communication skills perspective, leaders must recognize and harness this intrinsic desire to succeed as a starting point. By acknowledging and tapping into this motivation, leaders can inspire and guide their teams more effectively.
Case Study: A Professional Athlete
What happens at the highest level of professional sports when an athlete's desire to succeed is thwarted by constant obstacles?
Consider the recent struggles of major league baseball player Yohan Ramirez. Despite his relentless drive, Ramirez has played for three different teams in just 50 games. In his first two outings with his latest team, the Los Angeles Dodgers, he hit two batters and walked four more, clearly indicating he was under immense pressure.
Then he hit another batter.
A Tipping Point
In a rare and remarkable moment, manager Dave Roberts sprinted out of the dugout to approach a struggling pitcher. While most fans expected him to pull the pitcher from the game, Roberts instead delivered a masterclass in leadership.
Placing his hands on the pitcher's shoulders, he expressed his belief in the pitcher urging him to trust himself. Since that pivotal moment, the pitcher's ERA, previously at 7.86, has dropped to under 1.
People have an intense desire to succeed, so much so that they can become their own worst enemies when things don't go as planned.
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Pro Tip:
Assume positive intent and recognize that, more often than not, your people are doing their best to succeed.
2. People Want to be Seen as Succeeding
Does our value diminish because someone fails to recognize our worth? That depends on how you define value. Value is an estimation of worth, so if we are not seen as succeeding (the second factor in fostering a culture of feedback), the answer is YES. If we could turn back time and properly acknowledge and vindicate the work people have done, much misfortune could have been avoided.
What Not to Do:
Again, see my YouTube video to illuminate this part of the blog post:
If you want your best employees to be around in the future you need to give them one. Because if you don’t somebody else will…as seen time and time again in the show.
So what is the best way to regularly acknowledgment ALL of the work of your team?
I like to follow three rules:
I am a huge advocate for the Center for Creative Leadership’s SBI Model. Warning - the only way to really embed this as a cultural ethos is to use it for ALL feedback (both good and bad).
3. People Want to be Left Alone (to go succeed again).
When we provide timely and frequent recognition and feedback, people generally want to be left alone to continue their success.
I love how, in the hectic environment of a professional kitchen, Carmy in "The Bear" creates a situation where each chef can spread their wings in their own way:
The greatest hindrance to this principle are times of significant change. People don’t resist change itself; they resist being changed. They want to be left alone to adapt in their own way. Trust goes a long way in these situations, extending the runway we have to spread our wings.
What’s Next:
Speaking of ‘trust’, I’m starting to offer free webinars, and the first is on June 11th - The Communication/Trust Dichotomy. Sign up below:
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