Too often, staff failure is rightly attributable to the lack of productive and timely feedback provided. It should be safe to assume that everyone has good intentions. So whatever adverse consequences someone’s actions may be having, it is likely because they are unaware of how others perceive them. Successful leaders know that feedback is a gift. They make a point to provide insightful and consistent dialogue which helps develop their staff’s self-awareness. The winning combo, however, is when leaders are also open to feedback themselves and recognize their contribution to the same problem. Any leader who thinks their staff are too far gone to work on is more than likely the one who lacks self-awareness and empathy.
I read an interesting article in Harvard Business Review that covers just this subject.
Ron Carucci, author of the article, shares 5 hands-on steps to start giving someone feedback who has been too long without it:
1 – Approach the conversation with empathy.
2 – Test for understanding of the gap.
3 – Talk about feelings, not attributions.
4 – Point out patterns.
5- Help them stay focused on the future.
Below a quote I loved and here the link to read the full article.
“Working with someone who’s oblivious is never easy. Sadly, sometimes they must be exited from the organization. But drawing conclusions like, “they’re too far gone,” or, “they’re not my problem,” is using their bad behavior to justify withholding feedback, which is cruel in itself. You shouldn’t assume someone can’t change if they’ve never been given the chance. You may be able to offer that opportunity to a struggling colleague. If your actions were causing others pain, what would you want them to do?”
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Damla Zeybel – ARYA Effective