It’s no surprise that we use email and text for so many of our communications. It’s often faster, it’s neater, and it can easily be saved for future reference without paper sifting and clutter. Digital communication allows us to send and reply at our own convenience. And you can communicate with several people at one time,
But there are also some serious dangers that, unless managed properly, will turn these advantages into a huge disadvantage.
Read MoreEvery time that I share my story...
the pain and the suffering as well as the comeback and success...
multiple people tell me how inspired, motivated, uplifted, and empowered they feel.
Children and young adults will soon be heading back to the classroom for another year of schooling, if they haven’t already. The excitement is palpable. Children and parents are busy purchasing and labeling school supplies, clothing, lunchboxes, and other related items. Teachers have been working diligently to ready their classrooms, organize materials, and foster an engaging, productive learning environment. Administrators have toiled throughout the summer to have everything in place for day one, including back-to-school programming for students and professional development for teachers.
Read MoreSimply put, absenteeism is a big deal for business leaders. It costs a lot in terms of lost productivity and temporary labor costs. Add in weakened morale and the price of absenteeism grows even more substantial.
So, what can leaders do to address it? Here are some strategies to consider.
Be proactive – Don’t let the problem go on for so long that you eventually react in anger or, in the interim, come across to others as unresponsive.
Keep records – While you don’t want to be breathing down people’s necks, it is important to have accurate attendance data at your disposal. This will give you the information that you need to have corrective conversations.
Demonstrate concern – When you notice a trend, approach the employee and demonstrate concern. Ask her what’s going on and what can be done to rectify matters. Approach the conversation with the assumption that the employee wants to be on time and reliable. See what you can do to be helpful.
The next time that someone approaches you with some unwanted feedback consider the following:
Listen to understand – Hear them out without interruption. Mirror back what you heard and ask questions for clarification. Also ask for examples so you know more clearly when and in what way this is happening. If there is something that you disagree with, hold it until the end. This way you validate them and open further lines of communication. It’s always best for the concern to come directly to you rather than to others.
Respond carefully – Try to avoid sounding defensive. Leave your ego to the side and accept warranted concerns as well as viable advice. If you are unsure about the validity of feedback or what to do with it, ask for time to respond. Make sure to get back to the other party in a timely fashion and with a real game plan (see below). And then ask for feedback about the plan.
We all need feedback if we are to grow and perform at our very best. And if our people don’t have a way to express their fears and concerns, what will that do to their morale, engagement, and desire to remain at your company?
So, before discussing strategies for receiving feedback, we must first tackle the challenge (and it’s a big one!) of getting our people to open up to us in the first place.
Part of the challenge here could be our mindset. In her bestselling book Mindset: The New Psychology Of Success, Stanford Professor Carol Dweck talks about people’s mindsets with regards to their ability to perform new tasks. She talks about people who stay squarely in their comfort zones and others that venture well beyond them. Dweck labeled these mindsets as “fixed” and “growth,” respectively.
Read MoreFollowing are more tips to help keep feedback conversations constructive.
Be growth oriented – The primary purpose of feedback should not be assessment. Rather, it should be on coaching employees to grow and set new goals. Once goals are set, use them as a baseline for future conversations with a focus on how the employee is progressing towards his/her goals. If insufficient progress is being made, use the conversation to figure out why and what can be done to help get things on track.
Be reasonable – Even if there are many correctable items that you’d like to discuss, avoid overloading. Too much information will only dilute the conversation and reduce its effectiveness. Choose the 2-3 most important elements that require attention and leave all others alone. Less is more.
In a previous post we talked about using the “EARN” approach to giving constructive feedback that focuses on a person’s actions rather than on their person or character.
Below are some other tips to help you deliver more effective feedback.
Be positive – If your intention is genuine, and you can convey this to the employee, there’s a good chance your feedback will be effective.
Be immediate – Give the feedback while the individual can act on it. Waiting until the end of the week, or worst yet, the annual performance review doesn’t help the person make mid-course corrections.
