Systemic Feedback

A 3 rd point of view to the issue

The example of the individual Michael used is very familiar to me, from three point of views, both side of the table and as a peer of the individual.
 
 The view of a peer to the individual, be aware that if the individual gets promoted with this issue still un-resolved. You may find yourself with the entire staff loosing focus of the importance of the speed and accuracy you are measuring.
 
 The peers that meets the timeframe today but were not promoted; they will think that they are focused on the wrong items and they will start searching for what that promoted individual was focusing on. They know it’s not being speedy and accurate.
 
As for the individual, he committed to change. He may not know where he is making his errors. Was he given wrong or outdated information? Is there a thread to the type of errors he makes? Giving him a specific task of reviewing his errors to tabulate them, will give him a small nudge on where to start and you identify that you are serious on the topic. Ask to see the tabulated results.
 
 

Michel

No Silence Please!

Listening to this podcast, I gathered the essential element of Systemic Feedback is discussing A PATTERN OF NOT MEETING COMMITMENTS. The problem I have had in the past is in Step-4 of the standard feedback model. What should I do when I ask "What are you going to do differently next time?" or another version of this question, and I am faced with "I don't know" or even worse with SILENCE?

I don't want to impose my solution(s) on my DR but he/she does not come up with a solution. A dumbfounded stare and silence is the worse thing that can happen in Step 4 because then I will have nothing to establish A PATTERN OF NOT MEETING COMMITMENTS.

Am I missing something? What is the remedy here?

Malekz
 

Here's the Remedy...

Malekz-

It's pretty simple.  If you don't get anything, ask a second time.  If they don't suggest anything, make a small suggestion, and ask them to try the suggested behavior.

When they say yes, that's a commitment.

If they repeatedly stay silent, then there's a different sytemic feedback for that, which we will be adding to the continuum soon enough.  [Consider their silence to be a pattern, and you get the picture]

BUT.  If this is happening more than 5% of the time, it's likely due to your failure to deliver the model appropriately.  The most frequent failure comes with missing the Heart of Feedback.

Mark

Download Difficulties

Mike:

I have been unable to download this cast.  I have been able to acquire others both yesterday and today.  This one does not want to cooperate.  Do you mind checking it out to make sure it is working correctly on your end?

Thank you in advance.

Jeff

We've given repeated

We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give

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Systemic feedback

The podcast definitely showcases the difficulties in giving feedback to the more passive aggressive and "well-intended" direct report. The challenges seem to be in finding more pro-active ways to address earlier feedback to prevent the more advanced situations from occurring. Loved the "Top Gun" reference-it is very accurate

After hours of podcast listening...

After three years in a general manager position I was routinely overworked and dissatisfied with my own ability to accomplish my own work and to inspire passion and productivity in my employees. This is my first job managing people, hiring teams, doing performance reviews. And I honestly didn't think it would be that hard.

After listening to your delegation pod cast I decided that I had to make some changes. Instead of delegating portions of a whole responsibility that traditionally would result in a poor completed task I had to take over and do myself... I instead granted them authority over the entire responsibility. After a few hours of training I left them with one request. "This is yours now, don't let the team down."

Now my employees are getting things done I would have never thought them capable of. They make lists of work for themselves to do now, so I don't have to dole out work. I have free time to do senior level stuff and to finally stop being late on my reports and, I am proud to say, now making them error free.

I have started one on ones, and while you asked we wait 6 to 8 weeks before starting positive feedback I was so impressed by one employee's imitative and ingenuity I gave him positive feedback as described in your model. It made his day, and frankly, mine too.

I have no doubt that the rest of your ideas (coaching, one kind thing, etc...) will continue to improve my directs performance and mine as we continue to roll out more of the trinity.  

I just wanted to say that you have made me love my job again.

I am proud again.

Thank you.

- Michael

Michael, You made MY day ...

Michael,

You made MY day ... thank you!

Best Regards,
Mike