Transforming the Culture through each supervisor and manager.

GIVING AND RECEIVING FEEDBACK

Some Points:

  1. CONTEXT: Giving and Receiving feedback is one of the most important aspects of individual and organizational development.
  2. INTENTION: Giving and Receiving feedback should accomplish the following:
    1. Help the Individual improve their knowledge, skill, attitude and grow as a professional
    1. Improve the performance in expected as well as better than expected manner
    1. Strengthen the relationship between the Individual, the feedback giver and the company
    1. Help the feedback giver discover new paradigms and grow as a professional
    1. Help the company grow by improved performance, improved products and services and improved teamwork, innovation and culture
  • Types of Feedback: Transactional Feedback Vs Transformational Feedback
  • Key Principles:
    •  Iceberg Model: What you say is 10% Everything else is 90%
    • Receiving and Giving Feedback is not about what you say? It is not about How you Say? It is much more than that? What could it be about?
    • Transformational Feedback is a difference making conversation that contributes to the giver, receiver and the organization.
    • Transformational Feedback needs a state change in the consciousness with which the individuals and the organizations operate.
  • What are the various factors affecting this conversation?
    • From Feedback Giver Perspective
    • From Feedback Receiver Perspective
    • From Situation Perspective
  • Laws for Giving and Receiving Feedback
    • No one should give feedback or receive feedback without deep appreciation for the other person and the work area that is being discussed.
    • It is not a feedback session if it is not leaving everyone empowered and enabled
  • Principles for Giving and Receiving Feedback
    • Giving Feedback and Receiving Feedback is a transformational conversation and hence is a ‘Leadership’ role.
    •  Blindspot of Leadership: Success of the Intervention depends on the interior condition of the intervenor. i.e. The success of the feedback conversation is dependent on your interior condition.
    • Interior Condition is constituted of 1. Intention 2. Attention and 3. Presence
    • You can choose to operate from Being the leader/Intervenor every time you give or receive the feedback.
  • Interior Condition:
    • INTENTION:
      • There are 2 kinds of intentions. EGO Intentions and ECO Intentions.
      • Ego intentions are given by concern for self or small group of people. E.g: Proving Oneself, Defending Oneself, Protecting something etc.,
      • Eco intentions are holistic in nature and include the benefit of all stakeholders
  • ATTENTION:

One can either have the attention on their ECO Intention or be distracted by all the concerns, worries and considerations. The Quality of Attention on the Intention is the differentiating factor between good intentions and good impact.

  • PRESENCE:

The level of mindfulness that we operate with is the level at which we are really present – present to people, to the situation, to ourselves and are able to sense the said, the unsaid and the emerging possibility.

  • How does one develop oneself to be effective in giving and receiving feedback?
    •  Mastering Deep Listening, Sensing and Sense Making
  1. Tools:
    1. 4 Levels of Listening
    1. Empathy Exercise
    1. Getting Other’s Intention and Expectation Exercise
  1. Advanced Tools:
    1. Identifying the Team Culture and Altering the Team Culture for a high performance and high connect conversations
  1. Steps in a Feedback process:
    1. Pre – Feedback Session:
      1. The feedback giver and receiver individually articulate the situation, the intention, the observation, their concerns and their remarks.
      1. They individually also articulate what was done well and what could have been done differently
      1. They may also write down the questions they have for both of them to explore in the Feedback Session.
  • Feedback Session:
  1. Principle 1: There is no right answer in most cases.
    1. Principle 2: The session is to understand each other’s perspectives and to explore new perspectives, new ways of looking at the situation.
    1. Principle 3: The next steps have to be co-created and not a one-way conversation.
    1. The nature of the feedback conversation is an exploratory inquiry on how they saw the situation and what are the other ways to see the situation and what are the possible ways of behavior and action that emerge from the new way of looking at the situation.
  • Post – Feedback Session:
    • A follow up conversation needs to be scheduled during the feedback session itself.
    • In this session, the intention is to look at the actions taken, the impact, feedback inquiry and future course of action.
  1. All feedback situations can be leveraged as a learning opportunity for the team and the organization.
  1. The reviewer (manager’s manager) and/ or HR representative should be available to facilitate the process for the manager and the team member when they have yet to master this feedback methodology OR when one of them is not fully satisfied with the process implemented.
  1. Any suggestions?

For more information on trainings and interventions that transform the consciousness of the organization and its people, contact: Manoj Onkar: manoj@managementinnovations.co.in 91-9106456275

Inspired by Theory U – by MIT Prof. Dr. Otto Scharmer

Let go the past; Let come the future

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out /  Change )

Google photo

You are commenting using your Google account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

This site uses Akismet to reduce spam. Learn how your comment data is processed.