The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
Why is it important to reward people?
We take a look at the need and psychology behind rewarding employees instantly.
The impact of digital rewards and what you can do to deliver these rewards in the most efficient and impactful way
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
Why is it important to reward people?
We take a look at the need and psychology behind rewarding employees instantly.
The impact of digital rewards and what you can do to deliver these rewards in the most efficient and impactful way
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
Five Levels of Communication InfographicMaya Townsend
Some tools never lose their value. The hammer. The umbrella. The wheel. These tools have been around for centuries and we trust them.
We have similarly trustworthy, proven tools in the organizational world. The Tried & True series shares trusted models that stand the test of time in graphical form. The first tool is the Five Levels of Communication.
Most leaders recognize that communication is essential during change. However, all too many think of communication as a simple matter of sending an informational email.
To encourage all that's needed to support sustainable change, organizations must engage in five different levels of communication. This model, developed by Linda Ackerman Anderson and Dean Anderson based on a model by ARC Worldwide, has been helping leaders for years.
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
Workplace Accountability: How Effective Managers Create a Culture of OwnershipThe Business LockerRoom
Every company would love for its employees to demonstrate accountability; to take ownership of their work. However, despite their best efforts, few companies understand what it takes to create and sustain a culture of accountability. This presentation will presents the basic components of a methodology for creating workplace accountability.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Why Delegate and Empower?" and will show you how you can use delegation and empowerment to transform your organisation.
Creating a winning team in your trade business is not easy, however can be simple! Follow the steps in this presentation to help you attract, keep and develop an amazing team that all want to win!
Here’s a book that talks about the importance of noticing things and trends in a company.
It talks of how leaders can encourage the power of noticing by asking the right questions and probing better.
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
Five Levels of Communication InfographicMaya Townsend
Some tools never lose their value. The hammer. The umbrella. The wheel. These tools have been around for centuries and we trust them.
We have similarly trustworthy, proven tools in the organizational world. The Tried & True series shares trusted models that stand the test of time in graphical form. The first tool is the Five Levels of Communication.
Most leaders recognize that communication is essential during change. However, all too many think of communication as a simple matter of sending an informational email.
To encourage all that's needed to support sustainable change, organizations must engage in five different levels of communication. This model, developed by Linda Ackerman Anderson and Dean Anderson based on a model by ARC Worldwide, has been helping leaders for years.
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
Workplace Accountability: How Effective Managers Create a Culture of OwnershipThe Business LockerRoom
Every company would love for its employees to demonstrate accountability; to take ownership of their work. However, despite their best efforts, few companies understand what it takes to create and sustain a culture of accountability. This presentation will presents the basic components of a methodology for creating workplace accountability.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Why Delegate and Empower?" and will show you how you can use delegation and empowerment to transform your organisation.
Creating a winning team in your trade business is not easy, however can be simple! Follow the steps in this presentation to help you attract, keep and develop an amazing team that all want to win!
Here’s a book that talks about the importance of noticing things and trends in a company.
It talks of how leaders can encourage the power of noticing by asking the right questions and probing better.
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
Similar to Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with Diverse Constituencies (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. We all need people
who will give us
feedback. That is how
we improve.
- BILL GATES
3. ● Mary Kay Ash
There are two things
people want more than
sex and money…
recognition and praise.
- MARY KAY ASH
4. - GEORGE BERNARD SHAW
The single biggest
problem in
communication is the
illusion it has taken
place.
5. REALITY
The success and sustainability of an institution, project, community or
family has a direct relationship to the ability of its people to have difficult
conversations about crucial issues - and emerge from those conversations
better for having had them.
9. THE CHALLENGE
The most difficult communication challenges
colleagues face are conversations that
require the delivery and reception of critical
feedback.
10. CASE STUDY: APPROACH
MASTERCARD
MasterCard’s CEO identified
the need for a coaching style to
help leaders empower, engage
and energize employees.
MasterCard’s managers began
using a coaching style to give
regular performance feedback
and empower their direct
reports.
LEADERS WHO ADOPT A COACHING STYLE FOR
FEEDBACK GET GREATER ENGAGEMENT FROM
THEIR TEAM.
After an initial pilot, 42
internal trainers were trained
to deliver coaching training to
all 1,500 people managers
globally.
Employee engagement surveys
were used to measure how the
organization was inspiring and
engaging their people.
11. CASE STUDY: APPROACH
MASTERCARD
“One of the key objectives was to improve
our employee engagement – we have seen
significant improvements and the program
is recognized as a great success by our
senior management.”
DON CARTER
V.P. of Management Development & Global Talent Development
MasterCard Worldwide
12. CASE STUDY: CULTURE
ZAPPOS
REINFORCE THE DEVELOPMENT OF MORE EFFECTIVE BEHAVIOR BY
REPLACING OLD STYLE PERFORMANCE MANAGEMENT IN FAVOR OF
CONTINUAL FEEDBACK AND SELF-IMPROVEMENT.
Rather than being rated and given
feedback annually, employees are
given regular feedback on the
extend to which they demonstrate
Zappos core values.
To drive the feedback process,
Zappos directs managers to
provide employees with status
reports on their performance for
informational purposes only.
The purpose of the tool is to
help employees understand how
they are perceived. It is not
used for reward or disciplinary
purposes.
If an employee scores low, they
are offered free training so that
they may improve their
behavior to better reflect
Zappos core values.
14. WHO DOES FEEDBACK THE BEST?
BEST PLACES TO WORK CATEGORY:
PERFORMANCE-BASED REWARDS & ADVANCEMENT
• My performance appraisal is a fair reflection of my
performance. (Q. 15)
• How satisfied are you with the recognition you receive for doing a
good job? (Q. 65)
• How satisfied are you with your opportunity to get a better job in your
organization? (Q. 67)
16. VALUES & IMPACT
HONESTY IS THE ONLY FOUNDATION FOR INTEGRITY
EVERY CAREER STAGE ADDS VALUE
FEAR IS THE FAILURE FACTOR
WHAT’S THE POINT? YOU ARE THE FIRST & LAST LINE OF RESILIENCE
17. CORE CONCEPTS
HOW FEEDBACK HELPS US UNDERSTAND OUR SHARED REALITY
3. SHARED TRAJECTORY
Feedback helps us
determine how our
impact affects the pursuit
of our common purpose.
1. SHARED REALITY
Feedback starts from a
shared reality.
2. SHARED IMPACT
High quality feedback
helps us understand how
we each impact our
shared reality.
18. CORE CONCEPTS
A SHARED REALITY IS FOUNDATIONAL TO THE PURSUIT A COLLECTIVE PURPOSE
AGREEMENT ON OUR
SHARED REALITY
MY IMPACT ON OUR
TEAM & COMMON
PURPOSE
MY TEAM’S
IMPACT ON OUR
SHARED REALITY
20. ALWAYS NECESSARY FOR EFFECTIVE FEEDBACK
1. CULTURE OF PSYCHOLOGICAL SAFETY
2. THE WILL TO ENGAGE
3. NO ONE ASKS, “DOES THIS APPLY TO ME?”
TOOLS AND EXECUTION
WHAT ARE THE ESSENTIAL COMPONENTS FOR EXECUTING EFFECTIVE FEEDBACK?
21. TOOLS AND EXECUTION
PSYCHOLOGICAL SAFETY
“Psychological safety isn’t about being
nice. It’s about creating a culture
every day where people can give
candid feedback, openly admit
mistakes, and learn from one
another.”
AMY EDMONSON
Harvard Business School Professor &
Author, The Fearless Organization
22. CASE STUDY
“Going for Gr8”
• When psychological safety is absent employees are
afraid to push back on more senior peers or
management, and negative coping behaviors
become habitual.
• Wells Fargo is an example of well-established
organization which failed to establish a culture of
psychological safety and paid a significant price for
that failure – one that shook the institution to its
foundations.
• The creation of fake customers became a way to
avoid giving upward feedback to managers.
WHEN PSYCHOLOGICAL SAFETY IS ABSENT
SOLUTION
Establish a
psychologically safe
culture first:
1. SET THE STAGE
2. INVITE
ENGAGEMENT
3. RESPOND
PRODUCTIVELY
23. TOOLS AND EXECUTION
THE WILL TO ENGAGE
The will to engage openly in the feedback process
might be derived from creating psychological safety,
but it directly stems from two beliefs:
(1) That your feedback is taken seriously.
(2) That your feedback is building your
organization’s future knowledge base.
(3) That your feedback is writing the legacy you
will leave behind, when you eventually move
on from your role.
24. ESSENTIAL COMPONENTS OF FEEDBACK CULTURE
THE CULTURAL NECESSITIES FOR EFFECTIVE FEEDBACK
PSYCHOLOGICAL SAFETY WILL TO ENGAGE
DOES THIS APPLY TO ME?
“TAKE OFF THE MASK”
Leaders at all levels of an
institution (senior to junior)
should seek to eliminate the
fear that hierarchies produce
by:
1. Setting the Stage
2. Inviting Engagement
3. Responding Productively
Believing that your feedback:
1. Is taken seriously
2. Is critical knowledge for
whoever has access to it
3. Will shape the legacy of
your role and how your job
is done in the future
25.
26. TOM RATH
Employees who report receiving
recognition and praise within the
last seven days show increased
productivity, get higher scores from
customers and have better safety
records. They are just more engaged
at work.
27. Communication – the human
connection – is the key to
personal and career success.
PAUL J. MEYER
28. GEORGE BERNARD SHAW
The single biggest problem
in communication is the
illusion it has taken place.
There is a lot of talk of rising tides these days and the ways in which our climate is changing. Now that might seem like a strange way to start off a talk with bankers, but consider this. Each day, the rising tides around the world bring new information and a new life to our shores. Each day they create new opportunities for life to flourish in these tidal zones – places like beaches and rocky shorelines or the clear water reefs of Jamaica (personal reference). Day by day, the motion of these tides shapes the environments that determine how our communities will be shaped. It has been like this since the first fish crawled out of the sea and onto dry land. Tidal zones are places where animals from across the ocean are mixed up together, where salt water meets brackish water and where brackish water meets fresh water. Tides, more than anything, are processes that help KEEP LIFE GOING THROUGH CONSTANT DISCOVERY AND CHANGE. That is what is want to talk to you about today – a process of discovery that leads to constant change and the sustainable life our financial system.
Life is meant to flow, the same the tide flows repeatedly to our shorelines twice each day oceans. This flow is essential in our work places and spaces. We spend of our lives at work, when anything gets stuck our life moves out of balance.
The essentials of balancing unbalance can stick around as work, guilt, dissatisfaction, family, regret…These emotions all pull you out of balance and benefit the cover of everyday attitudes like complacency, procrastination. Like complacency, this monopolizes your attention and undermines your self-worth and the worth you bring to your organizations and job functions. You do not want to be caught in a negative feedback loop. Getting unstuck takes awareness. Whatever you are not aware of can not be fixed. Fixing is the goal. Not condemning or hiding from difficult challenges at work.
2
3
Like our shorelines our societies are shaped by the cycle of changing tides, our companies and institutions are shaped by the information we collect. I've built my career on making organizations rich in feedback, in the art of delivering and receiving information about performance.
The success and sustainability of an institution, project, community or family has a direct relationship to the ability of its people to engage in difficult conversations about crucial issues and emerge from those conversations better for having had them.
Traditional performance review process continues to be painful and ineffective for both managers and employees. In many cases, the focus on improving formal systems has not achieved the desired results. Our traditional performance reviews are not achieving the results necessary. In fact, research shows that what truly increases employee performance and engagement is not annual reviews, but the day-to-day process of managers communicating expectations, providing feedback and leveraging employee talents.
The strength of our economy and institutions are determined by the strength of the relationships within and between institutions.
The strength and depth of relationships are defined by how they perform in difficult times and during long periods of apparent normalcy.
High-quality feedback processes prepare a team to perform at high-levels during times of conflict and uncertainty, and at times when it seems as if a mission is proceeding "as expected".
Just like a stress test on a bank or financial system, feedback proficiency tests the strength of team.
Research has shown that managers who engage in effective performance management produce extraordinary business results compared with those who do not. One study demonstrated 50 percent less staff turnover, 10 to 30 percent higher customer satisfaction ratings, 40 percent higher employee commitment ratings and double the net profits.
Source: The Ken Blanchard Companies. (2009). The high cost of doing nothing: Quantifying the impact of leadership on the bottom line.
Effective performance management behavior leads to better:
Bottom line results
Employee engagement
Retention of key staff
Feedback is conveying information for the purpose of (1) establishing a shared reality and (2) taking responsibility for our contributions to a common goal.
A team or an individual is always evolving and can change from day to day, and feedback processes must also be implemented constantly.
This also means that if you only practice it once a year, then you are doing it wrong.
Feedback is a dynamic process. Analyzing dynamic systems requires curiosity. Analyzing outcomes requires a measuring tape.
We have to maintain a posture of curiosity about our colleagues and put our egos away.
Analyzing dynamic processes requires experimentation as much as regimentation.
There is a strong argument to be made that community bank examiners are perhaps one of the most critical providers of feedback services in our society today.
Your feedback helps determine the long-term health of our financial system.
If bank examiners are not highly proficient in delivering and receiving feedback, then Houston we have a problem!
Colleagues fear delivering and receiving critical feedback.
There are many examples of organizations that have successfully engaged their employees through feedback. MasterCard is one example.
MasterCard identified the need for a coaching style to help leaders empower, engage and energize employees. Managers then began using a coaching style to give more regular feedback and empower their direct reports.
The employee engagement results increased by 50%.
An example of a company that has implemented a performance management process aligned with the “New Thinking” model is Zappos.
By replacing its traditional performance management process in favor of one based on continual feedback and self- improvement, Zappos is reinforcing the development of more effective behavior. Rather than being rated and given feedback once yearly as part of a formal review process, employees are given regular feedback on the extent to which they demonstrate Zappos’ 10 core values, such as delivering “Wow” service or showing humility.
To drive feedback, Zappos directs managers to provide employees with status reports on their performance for informational purposes only, such as the percentage of time spent on the telephone with customers. The frequency of the reports is decided by the manager. Managers no longer make ratings on a five-point unsatisfactory to outstanding scale, but instead indicate how many times they notice employees exhibiting specific behaviors that represent the 10 core values, with documented examples of what the employee actually did. These assessments are not used for promotion, pay or disciplinary purposes. Rather, their purpose is simply to provide feedback on how employees are perceived by others. If an employee scores low in an area, free on-site courses are offered to help the employee improve.
Let's look at public service organizations who have to deal with lots of regulations:
Large Agencies? (1) NASA
Mid-Size Agencies? (1) FTC, (3) SEC, (5) FDIC
Let's look at public service organizations who have to deal with lots of regulations:
Large Agencies? (1) NASA
Each year, NASA and all the other federal agencies participate in a “Best Places to Work” survey that asks every employee within the organization to score the agency on a series of questions related to specific Categories that research shows make workplaces excellent. Since the beginning of this survey, NASA has continually scored at the top of the large agencies in overall scores.
However, what is most interesting is that NASA performs particularly well in tough categories. In fact, they perform twice as well against the competition in the toughest category ‘Performance-Based Rewards and Advancement’ than any other category. They score 20% better than the average agency in this category alone. And wouldn’t you know it? This is the category that measures how well teams deliver and receive feedback on their performance.
When you are 120 miles away from the Earth’s surface, in workspace the size of a minivan, there is not room for creating a work culture that is hostile to open and honest feedback or integrity.
NASA provides extensive training to all their staff on feedback strategies and techniques as well as other communication skills. It makes a difference in the lives of their astronauts and makes the entire agency a better place to work.s
Madeline Mann (Director of People Operations) at Gem, a LA based blockchain technology company observed that her employees often came away from company meetings feeling that they had not expressed themselves directly enough.
Their feedback was couched because they were being sensitive to others’ feelings.
Along with buy in from her senior leadership team she developed a direct feedback culture at Gem, based on Kim Scott’s Radical Candor framework. Scott is an executive coach in Silicon Valley and author of “Radical Candor: Be a Kickass Boss Without Losing Your Humanity”
“Radical Candor” is the ability to challenge and directly show you care personally at the same time.
The illustration helps to better understand the framework. The vertical axis represents “caring personally” while the horizontal axis represents “challenging directly”. This creates 4 quadrants:
ruinous empathy – too much caring, not enough challenging
Obnoxiously aggressive – not enough caring, too much challenging
Insincere manipulation - not enough of either
Radical candor – the right blend of both
When Mann introduced the framework to Gem employees and asked them to rate themselves in the 4 quadrants, most people identified with “ruinous empathy”. They had to be convinced that challenging someone is a form of caring.
This situation is not unusual. Scott estimates that more than 75% of people she coaches fall into this category.
Integrity – In order to have integrity in your work you have to be honest with how you are performing and willing to be honesty with others about how they are performing.
Career Stage – If you are a senior bank examiner, you can anticipate outcomes better than anyone else on your team. If you are a junior examiner, you have a fresh set of eyes that can help identify potential problems or areas that are being overlooked in the examination process. You can catch lingering issues that haven’t been resolved because no one else thought to look. USE THE FEEDBACK PROCESS TO ENSURE YOUR EXPERIENCE MEETS IN THE MIDDLE!
Fear – The fear of the social cost of delivering feedback must be eliminated from our workplace culture. As long as someone can bring thoughtful, factual, and honest feedback to their discussions that is based on observations and not conjecture, their thoughts should be welcomed. Even if their observations are difficult for us to personally (or strategically) swallow.
What’s the Point – Your feedback and expertise's creates the resilience that allows communities to weather financial storms. Your expertise your willingness to share, Your willingness to hold to integrity even when others don’t is what allows people to save their homes, buy groceries, send their children to school.
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Setting the Stage – Really means let’s get people on the same page about the nature of the work we’re trying to accomplish together -- the nature of the project we’re on. The most important variables in the work we’re doing require all our voices and insights, particularly for questions like: (1) How much uncertainty do we face? (2) How much complexity? (3) How much interdependence?
The more the work is uncertain or complex, the more your voice is essential to our success.
Invite Engagement – Take opportunities throughout every day (not just once a year) to ask each other questions. Ask people directly, what are you seeing out there? I need to hear from you. What ideas do you have? What help can I offer? And when I ask a question that’s a real question, you know a genuine question. And then when I listen carefully to the response, I’m creating a moment – and hopefully more – of psychological safety. I’m saying I’m genuinely interested and maybe what you have to say is a little bit threatening and you’re reluctant to say it, but I’m giving you that room to do it.
Respond Productively – Create an environment where you learn from hiccups or micro-failures. Like someone comes to you and says, “My project is really delayed, right? It’s really off track.” And make no mistake. This is bad news, right? I’ve just shared bad news. Your instinct is to get – you know, be mad, to express profound disappointment and it’s okay to be disappointed. In fact, you should be disappointed. It’s not okay to get mad. Because the primary accomplishment of getting mad is that you’re not going to hear from me next time. So a productive response is: “Thank you for that clear line of sight.” Right? So it’s a – now, what help do you need? What can we do to get this back on track? Which is after all what we both really care about.
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I will leave you here with one of my favorite quotes “The single biggest problem in communication is the illusion that it has taken place”.