Feedback is a good thing, although all too often employees view it as criticism. Leadership Alliance has a process where we eliminate any preconceived, negative ideas feedback evokes and turn it into a positive. It becomes viewed as a good thing and seen by everyone as a new opportunity to improve, course correct, and get back on track.
Feedback. How has this word come to have such negative meaning for so many people in corporate America? Leadership Alliance believes feedback should be viewed as a positive. It provides employees with a chance to make needed improvements in the way they work and the way they work with others. It benefits them and the company.
With that said, why do organizational leaders continually struggle to provide employees with timely, actionable, and candid feedback? Is it lack of skill? Does it have to do with managerial courage? Or is there some combination of both?
Even when it comes to giving positive feedback, which may seem fairly simple, most individuals don’t do it in an effective way. So, it’s not surprising when employees regularly report in surveys that they don’t get enough feedback from their managers regarding their performance or their career.
There are many benefits of creating a feedback-rich culture where employees are comfortable both giving and receiving feedback are many. Small problems are not ignored or swept under the rug. This keeps issues from escalating and people actually learn about what they do well and which behaviors are negatively impacting their performance. Most importantly, teams and organizations get better business results.
Our Creating a Feedback-Rich Culture program will help your team or organization do the following:
Did you know? – Research shows that successful teams evolve and mature. Team members develop the know-how to become comfortable communicating with each other often and openly. Communicating more effectively leads to a team getting better results from their ideas, improved cooperation and effectiveness within the team, and lasting partnerships with their colleagues across the organization. (De Meuse, K.P., 2009, Driving Team Effectiveness: A Comparative Analysis of the Korn Ferry T7 Model with Other Popular Team Models, The Korn Ferry Institute)
