The Heart of Feedback

Submitted by mauzenne on Sun, 03/08/2009 - 16:23.
in

This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally.

Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as “a recovering jerk”.

He was following the Manager Tools Feedback Model, but wasn't getting results?  Why is that? Because he was violating the purpose of feedback, to encourage effective behavior.  Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. 

We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we’re giving feedback, and what its purpose is: to encourage effective behavior.


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scm2423's picture
Submitted by scm2423 on Mon, 03/16/2009 - 18:18.

Not An Actor

 

The biggest change in my management career occurred when a leadership coach showed me that I needed to be authentic.  This is what relationships are built on.

My team doesn't expect me to have all the answers; they want me to help them find them.  They want to know how I genuinely feel, not how I think the manager should feel.  This has allowed me to get excited, upset and question what we are doing without damaging our relationships.