Effective Feedback: Are We doing Enough?

Providing Feedback is also an art and it requires preparation to master this skill.

Feedback is central to develop a High-performance team.

Providing constructive feedback is essential for team member’s advancement.

Feedback is essential to preserve the best performance and also to correct poor performance.

How do leaders or individuals make this feedback communication ease?

“When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement

accelerates.” --Thomas S Monson

Leaders have to do homework before distributing any feedback.

Feedback evolves based on the below questions

What team members are performing excellent and what team members doing poorly and need direction?

What behavioral aspects not align with the organizational mandate and call for changes?

What is the maturity of the employee and what is the expectation?

Are there any organizational barrier which blocking employee performance?

How does employee behavior influence overall team performance? How urgent such performance to deal with?

What is the consequence of exceptional performance and Substandard performance?

How should we communicate the Feedback to any employee?

Look at the brighter side of the individuals. It’s easy to convey improvement feedback when 70% of the communication says with the finest things employees are doing.

When communicating the feedback related to the employee performance Improvement, better discuss the process to be improved. It is better not to criticize the individual.

Sharing the big picture before presenting any significant feedback. An employee should be able to connect with the improvement feedback and big picture. It is crucial how we articulate improve feedback to the employee so that they receive in a constructive manner for the improvement.

Every feedback is invariably attached to the context. It is advisable to focus on the context while talking about the improvement points.

As body language also conveys the message, while giving improvement feedback it is significant to demonstrate the appropriate body language. Body language conveys genuine improvement of the employee always welcome. It is How we say is essential than what we say.

Improvement feedback communication should be always conveyed such a way that asking for employees comment, Example "this is what I feel, what do you recommend", etc.

Provide feedback from an unbiased person’s point of view. It is up to the individual if he/she is willing to enforce those changes or not.

It is essential to mentor team members after providing feedback. Discuss the option of improvement.

Once improvement feedback shared, review the action plan and timeline

The old saying, “The squeaky wheel gets the grease”

Feedback preferably should be in a face to face and elaboration discussion is better. Feedback is not encouraged to be written in a document/mail transaction where the situation can not be explained in an appropriate manner.

Let us exercise those when we convey vital feedback to the employees.

UnCoachability!!

How to identify the individual in uncoachable?

Have you come across in your coaching engagement some individuals who are uncoachable, after several attempts those individuals will not transform a bit!

How do you identify the uncoachable aspects?
"Coaching is 90% attitude and 10% technique." - Unknown

An uncoachable individual will demonstrate below symptom

a) Coachable individuals are humble and understand the utility of seeking absolute Truths. They embrace ambiguity, uncertainty. The uncoachable individual pretense that they know everything.

b) Coachable people will be curious and willing to learn is remarkably high. The uncoachable individual always considers that they already know it! They are not susceptible to experimenting with anything fresh or eager to learn in nominal.

c) Coachable people recognize that expertise comes solely through practice, and failure is part of learning. In a process, the coachable people built resilience. Uncoachable people fear failure, fear criticism so they will not try anything new, as well they will not fail!!

d) Coachable individuals own their learning. They take accountability for their prosperity & growth but uncoachable people do not think similar. They will not seek something different, so they will not be able to pick up anything new. They will not take accountability for their advancement.

e) Uncoachable individuals do not show gratitude. They do not appreciate it when they receive help from others. They mostly think about themselves and never think about others.

f) Uncoachable people never consider they are responsible for any outcome, they find fault in others and mostly say others, that others are responsible for the situation.

g) Uncoachable people get defensive and upset when confronted with the smallest piece of constructive criticism.

h) Uncoachable individuals are not thoroughly self-aware. They are not aware of their strengths and weaknesses. They are not enthusiastic to improve the gaps as they are not self-aware. They do not want to change or accept any feedback. They are emotionally weak.

i) Uncoachable people are not ready to become vulnerable. They will not accept that they are worthy. They feel that they will not be able to handle the situation.

j) Fear is a natural and essential part of learning and growth. Uncoachable individuals will not go out of their comfort zone. Their anxiety will be so high which will stop them to try something new.

The “un-coachable” individual is mostly a finger pointer, blaming teammates, organizational policies, weather conditions, or even the alignment of the sun, moon, and stars whenever things go awry!

Deep down, the “uncoachable” Individuals, is an emotionally wounded child.

Scrum Master as a Servant Leader