Why feedback should be a two-way street

Many moons ago I was interviewed for a sales position at a large office automation company. I did not know at the time how this unusual interview would shape the course of my life. It was unusual because the two ladies interviewing me later became my team mates. They had been equipped & tasked with the responsibility of identifying the best candidates for the vacant position. Those who were selected were then interviewed by the manager. I have this manager to thank for the role she played in shaping my understanding of what management is really about & how it differs from leadership. When she left several years later, she had equipped me to take over her position. She made sure the diplomas & certificates hung on my wall & she ensured a seamless transition when she left. No other manager I ever worked with after her taught me what she did -? not one of them even remotely measured up. It is this grounding that has enabled me to facilitate some of the most difficult situations years later. Today I share one of the most powerful feedback techniques she taught me. I used it as a last-ditch attempt to manage a team of 11 women when the situation became heated. Managing this team gave new meaning to the term Baptism by Fire!?

I gave the team 7 days’ notice. Provided snacks & drinks & closed the office on a Friday afternoon.

The assignment: identify at least 3 strengths & 3 weaknesses of each individual on the team – to be communicated to get the best outcome. The manager’s cap is off & she / he takes the first turn to “run the gauntlet”.

The objective: to clear the air, reduce tension constructively, pave the way for productivity & teamwork, grow each individual & the team.

The rules: It had to be job-related, not just personal. Individuals could ask questions & acknowledge but not justify, deny, argue, say “but” or run away. When we were done, each individual had to know what they were appreciated for & what they were doing that was causing & contributing to a toxic environment.?

This exercise initially inspired fear in even the most brazen ones. Many tears were shed that day, but in the days that followed I noticed a turn-around in the team as they started to soften. They eventually acknowledged the value of this session & we repeated it quarterly. We didn’t need any team building exercises. The team finally functioned like a team should & we had the lowest attrition rate & the happiest team in many years. We contributed positively to each other’s & the company’s growth.?

Everyone thinks they know what feedback is. But if they did, the problems they encounter would be much easier to resolve. Feedback is a two-way street. Feedback helps team members:

·?????? recognize their strengths, acknowledge their weaknesses & learn from their mistakes?

·?????? learn to see things through the eyes of others & become sensitive to the needs of others

·?????? learn the skills to communicate effectively & with greater EQ

·?????? to not only give feedback, but also receive it & practise getting it right – this includes summarising, being concise & comfortable with silence, learning to “catch the snowball” or “roll with the punch”.

And the manager’s in on this – which makes it a great opportunity to get even! ?Actually it makes the manager part of the team (the accountable part!) It shows the manager to be a humble human who needs the willing cooperation of the team.?

It was humbling, but also empowering! As the manager I could finally get on with my job while watching these ladies sort out their troubles in a mature, considerate & constructive manner that warmed my heart. It made the management of performance so much easier. This exercise created strong bonds. Team mates learned to back one another but still hold each other accountable. There was no more bitchiness or back-biting. Everyone breathed a deep sigh of relief & we went on to win many awards in the years that followed. It turned out to be the best way to improve performance, grow careers & enduring relationships.?

Whenever I’ve shared this experience with managers of troubled, dysfunctional teams, I’ve seen the lights go on. This is an example of 360-degree feedback which is more validating than feedback from a manager alone & is useful for career & personal development. It also provides comprehensive information on training needs as long as it’s connected to competencies & job descriptions & supports the team or organisation’s strategic direction. It needs to become a vital part of your succession plan because you are not only building the culture & setting an example but also identifying the next team leaders.?

This type of feedback turns dysfunctional teams into high performers.

Are you ready to give it a go?

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Ways to work with Trudi:

·?????? Workshops in Supervisory, Management & Leadership Skills - customized, in-house, tailored. Ideal for 12 – 15 leaders.

·?????? Coaching: drop me a note to enquire about an open slot.

·?????? Speaking: let’s set up a time to discuss topics & pricing.

?Who do you know that needs to develop their leadership team or succession plan?

Sharing this could transform their business.

[email protected] ?? https://www.dhirubhai.net/in/trudidutoit/ https://congruence.co.za/empowering-managers/

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Trudi equips business leaders to master people management, lead from the front & take people with them.

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This includes:

Becoming an employer of choice???????????????????? Knowing how to attract & retain top talent

Mastering people management?????????????????????? Building winning teams

Creating productive work places????????????????????? Engaging & enrolling the people in your team

Managing performance positively??????????????????? Alignment to the values of the organisation

Creating a culture of excellence & inclusivity ?? Leaving a legacy you’re proud of!

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