Ready .. Steady ... Prepare .. for Virtual Feedback in Times of COVID

It is a Monday morning and a business skype call starts for one-on-one conversation between a manager and his employee.

The Manager, “Hi, How are you doing today?".

The Employee, "Good and Not good.”  I am not too well; stressed with work and my child is having a fever. Anyhow, just to update you, I cannot complete my tasks because I am not able to influence my stakeholders".

The Manager was not expecting this response, he frowns and reacts, "Really? I have given this feedback to you before about influencing stakeholders. . What are you missing still?".

The call ends with the manager reiterating to the employee about the importance of completing his tasks on time, and the need for him to learn to influence.

The Employee is left feeling flabbergasted! His mind is full of anxious thoughts, “Why did my manager not understand that I am not feeling too well today, or that I have a difficult personal situation. Without any empathy, he just shared his strong feedback. Does he even know how much I am working right now? Does he even understand that managing home and work is so difficult? Instead of guiding me and removing the roadblocks, a nasty feedback is thrown at me!”

There is no right and wrong in this story. The manager, from his lens, did what he was supposed to do, not sure how many times he had given this feedback or what was the implication of not completing the task and he might have been unaware of the impact he left on the employee who was demotivated. More importantly, the mutual trust is shaken here because in these difficult times, the employee expected his line manager to understand his situation, especially for him to understand the fact that there are personal and professional challenges in these unprecedented times. Therefore, at the end objective of feedback was lost.

During these times of COVID it has become critical, more than ever before, to build our muscle for the art of giving feedback in a virtual set up. There hasn't been a similar storm which has impacted everyone across geographies. This is a time when we should strive for a valuable performance and development feedback conversation, for both, employee as well as the line manager which will stay with them forever.

Feedback is a gift. It can definitely do wonders and at the same time it can be one of the most abused word or process. There are thousands of theories on how to give a good feedback. Most of them elaborate the role of physical space, context, time, choice of words, body language, emotions, and the outcome expected. As we are about to enter mid-year time, here are my top 10 reflections on how to make it valuable while everyone continue to work virtually.

1. Do not ASSUME

The assumption that both sides have similar situation physically is not the reality. Firstly, it's important for the line manager to be sensitive to the environment around the employee before the conversation starts. Check – in points could be if everything is ok, if there are any stress in the employee’s family, of if the individual is occupied with anything personal that needs attention. At same time, be aware of own’s emotions, remember your team member is at the center and not you. Avoid your own self feedback come in the way of what you are sharing with team member. 

2. New normal is NOT NORMAL

Setting a sharp context is critical. Not everything is normal around us and providing a perspective of where the organization, business and individuals are, can ease the tension if any, in the environment and would bring comfort to both sides.

3. Acknowledge the GRIT

Acknowledge what your team member has accomplished on targets. This may be difficult to gauge in tangible business deliverables but it will be critical to discuss how he or she has leaned into the new ways of working. Remember, work from home used to be a “nice” policy in organizations earlier which has now become a mandate over last few months and may be here to stay. Acknowledging the ability to cope with the current situation, which is different for everyone, itself is a great start of the conversation.

4. Focus on DEVELOPMENT

Use strengths and opportunities both to construct the discussion. There might be a possibility that your team member hasn't had a true opportunity to work on his or her development areas in last few months. If there was a BIG BET that was supposed to be delivered, he or she might not have got the chance to deliver it, as expected. However, you can focus on what has he or she delivered differently during the lockdown. This will shift the conversation from it being theoretical to real.

5. Set the stage, CO- CREATE

Mid-Year is a good time in 2020, to adjust the expectations and rally the organization in a recovery phase. Rather than asking what your team members will deliver in balance half of the year, start by sharing the BIG picture - What does success mean to the organization in short and long term? What is important to be focused, based on company vision and strategy? What would the organization celebrate in these times? What could protect and help the organization in near and far term? Then co-create the plan with the team focusing on shared accountability, for example, what pillars and related actions could that specific team member take. Discuss the measures of success and the behaviors that will enable positive culture and environment, along with delivering results. Prepare well and use powerful coaching questions to inspire self belief and confidence.

6. Have POSITIVE CONVERSATIONS

In these troubling times, it is easy to fall trap to focusing only on the present without considering the big picture. This may give you a sense of control on your today because this COVID situation destabilized all your previous plans. The key of leading a high-performing team in these tough times is to give them hope and to make them turn it into reality. A positive, matured, emotionally resilient, empathetic, sharp and focused conversation will be the foundation of a good set up for the year to come.

7. Recognize CONFLICTS

Conflicts healthy or unhealthy are inevitable in all organizations. Managing conflict in a virtual set up is another aspect to reflect together. Identify situations where your team member has faced a conflicting situation, how he or she has led it and dealt with a solution mindset. Again, managing conflicts individually and in groups will define the future of successful organizations which will build stronger networks and relationships especially in virtual set up. These require a different level of resilience and maturity. The tools and resources to manage conflicts are applicable in these virtual times too. It always starts with recognizing a conflict without taking sides and enabling positive conversations. Virtual setups can be limit individuals from expressing their emotions which can create stress. Managers must enable the expression of these emotions with a constructive mindset. Unresolved conflicts can become derailers in achieving a common goal. The key is to not undermine a conflict, rather face it and promote positive culture.

8. Collaborate with EMPATHY

Collaboration in a virtual set up is another important aspect to be considered for discussion. Bring forward the elements of cross functional collaboration within and outside immediate teams. More than feedback, try to understand how comfortable a team member has been during these virtual set up, This empathetic approach could help craft the learning journey for future.

9. Use TECHNOLOGY

Get technology support you in the conversation. Find a space where the conversation is not interrupted and even if it does break down, you should have an alternative. Today there are so many platforms where a video call is just a click away. Using it to our advantage during feedback will make it personal and real. For any reason if that is not available, rely on your active listening skills which goes a deeper level of conversation rather than just the words being spoken.

10. Remember, you are SHAPING

Remember, line manager always has a higher responsibility to provide a fantastic, meaningful feedback experience which inspires the team member to unleash his or her potential by understanding the current situation in reality and committing to a brighter future for organization and self. You should use this opportunity to shape your team to deliver the results that you expect them to. An inspiring conversation goes a long way in developing a positive culture.

COVID situation is unprecedented and tough on everyone, in various ways. It is a once in our lifetime (hopefully) that we have been thrown in mid-sea without any practice to fall back upon. It is essential, more than ever, to resort to mechanism of fostering solid relationships through open dialogue. Feedback is a gift – for the one who receives as well as for the one who gives. Use it well!

Special thanks to my friend and colleague Sharmistha Biswas for helping me co create this article with her perspectives.