Feedback and Recognition
In a recent leadership coaching conversation, my client had an aha moment when she realized that her preferences and needs around recognition are different from those on her team. This insight came from Hogan's Leadership Forecast Series and an exploration of her values. Equipped with this information, my client can now bring more self-awareness and intention to her conversations with her team, taking time for recognition and celebration.
Another client found that after a promotion reporting to his organization's CEO, he was no longer getting the amount of feedback he was used to. He was getting direction on priorities and goals, but feedback was infrequent. There is an adage among leaders that the higher you progress in your career the less feedback you get. My client was living this reality. To help him get more information about how he is doing in his new role, we will do a 360 assessment and also look for opportunities for him to model what he is looking for with peers and his team.
While feedback and recognition are distinct practices, they work well together to support team and individual engagement. Both are most effective when offered consistently and in a timely manner. Understanding the recognition preferences of your team can help ensure that the impact of the feedback matches the intent.
Reflect on what's the most impactful feedback or recognition you have received. Keep that in mind the next time you find yourself hesitating about offering feedback and recognition.
~Jill
Resources on Feedback and Recognition
The cases for regular, consistent feedback and recognition are clear. They contribute to higher employee engagement, faster professional development and increasing trust on teams. But you don't have to take my word for it. Here are a few resources on the topic that I have found helpful recently.
Employees said they'd work harder if recognized. These are the types of recognition they want - Uncover how weekly shout-outs can build early confidence, intimate conversations forge loyal bonds, and how public badges spark fresh career insights.
Why Employees Need Both Recognition and Appreciation - We often use the words "recognition" and "appreciation" interchangeably, but there's a big difference between them. The former is about giving positive feedback based on results or performance. The latter, on the other hand, is about acknowledging a person's inherent value. This distinction matters because recognition and appreciation are given for different reasons.
How Effective Feedback Fuels Performance - Employees crave feedback, and they don't need a special occasion to hear it. Learn how to give meaningful feedback in a few minutes.
领英推荐
Jill's Bookshelf
I have been reading Build the Life You Want: The Art and Science of Getting Happier by Arthur C. Brooks and Oprah Winfrey this month. This book brings together many of the themes I focus on in my work and my life. It covers the importance of high quality relationships, which is something that I know is central to my wellbeing and overall approach to life. The book is organized around four pillars: family, friendship, work and faith. Each reader can bring their own definitions and experience to these topics because the big picture idea is to find one's purpose and social connections and commitments. If you've read this book or plan to, let me know what insights are emerging for you.
If you are looking for more reading suggestions, you can always check out my recommendations on Bookshop.org. If you have a must-read, let me know! I am always adding to my list.
Leadership Refinery Essentials: Feedback and Recognition
Conventional wisdom says that pairing critical feedback with positive feedback will make it easier for the recipient to process the bad with the good - this is the classic feedback sandwich. For some that may be true, but I would argue it's not a universally effective approach - especially if there is a behavior or other performance concern to address.
Conversations about career aspirations are great but as a leader, you may be thinking about how to go from talking to planning. This is a great time to step into a "leader as coach" mindset. From your short-term, long-term, and career conversations with your team, you have a strong sense of their passions, goals and skills.