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Since the O3s/relationships are the foundation-  what is the guidance about feedback for staff who are not direct reports? While I interact with my team frequently, and all my staff do have regular O3s with whomever their supervisor is, I only have regular O3s with my directs (I am the Director of a group of 17 people, only 3 of whom are my direct reports). I would like to have a way to personally (not just through the direct supervisors) encourage effective behavior amongst my entire team. 

pucciot's picture
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Have patience and give this process some time.

It won't happen overnight.

 

For folks that are not your direct reports,

I recommend that you find a way to develop some relationship with them.  Engage in small talk, build a rapport.

Then you can use the Peer Feed Back Model.

Which is simply ... to say ...

"When you do [X] this is how it negatively affects me and my work and the team."

If they do not change anything based on your observations,  You should continue to build the relationship.

And give them the same feedback again after a reasonable amount of time.

"When you do [X] this is how it negatively affects me and my work and the team."

If they are not your responsibility, then you have to trust them and/or their supervisor to observe and take care of the situation.

Eventually -- they will either :

A - Change what they are doing because they care about your relationship, or they are annoyed by the complaint.

or

B - Get annoyed with your complaint and go to their supervisor to ask them to get you to stop nagging them.

AND 

*Don't drop a dime, or tattle on them unrequested unless it is a severe infraction.

AND

* Build a relationship with their supervisor.

And wait for him/her to ask you for your evaluation of their folks.

And Use the same clear and simple language :

"When your guy Jack does [X] this is how it negatively affects my work"

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Previous Forum Posts :

Giving feeback to someone outside of your control

https://www.manager-tools.com/forums/giving-feeback-someone-outside-your...

Previous PodCast :

The Peer Feedback Model

https://www.manager-tools.com/2006/10/the-peer-feedback-model

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Good Luck.

TJPuccio

 

lforsythe's picture

thanks! I will check out these other casts. In this case, I'm thinking about people who are on the team I lead that are skip level reports (skipping one or two levels). So, I'm ultimately responsible for them although I have less consistent 1 on 1 time with them. I'm trying to think about how to role out the feedback phase with my entire team and assess how feasible it will be for me to live out the guidance (particularly the ratio of positive to adjusting feedback) for people who aren't my directs. 

pucciot's picture
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" I'm thinking about people who are on the team I lead that are skip level reports (skipping one or two levels)."

 

I understand what you are trying to get at.

I am still recommending that you stick to what I said above.

 

Yes, You can address them directly with the :

"When you do [X] this is how it negatively affects me and my work and the team."

 

But, anything further than that I think you should be focussing on the relationship with their direct supervisor.

If you _skip_ the supervisors you are creating other problems and eroding the organization.

You are not helping your Directs to be better supervisors if you Skip them, and it shows lack of oversight and confidence in their ability.

Good Luck

 

TJPuccio