FEEDBACK: A KEY TO GOOD PERFORMANCE

Volume #35 - September 2003

Although many people complain about bosses who are micro-managers, it can be just as disconcerting to have a boss who's so hands-off that you never know what she's thinking or how well you're doing. When managers don't offer feedback on a regular basis to their team and direct reports, it can affect morale and plant seeds of uncertainty and insecurity. The majority of people want  guidance and recognition. Even high performers can start to feel confused if they are not being told that they're doing a good job or are on the track. Lack of acknowledgement and recognition can eventually create resentment which leads to loss of motivation.

Managers who are too hands-off can create even greater problems when they don't stay on top of people who are on learning and growth curves or whose work is questionable. Small difficulties can rapidly grow into crisis situations or spread like wildfire. Then the manager can find herself up to her elbows in problems that take a lot of energy to solve and that leave a path of destruction, requiring lots of  time to repair.

The key for managers is to empower team members to do their work, but to keep two-way lines of communication open and flowing. As a manager you should be aware of what team members are doing and if their projects are aligned with your strategic goals. I had a client who thought she was empowering her team by standing back and letting them make decisions for themselves. However, she didn't make her expectations explicit about the level of decisions team members could make for themselves and what they needed to clear with her. It was only after they had rolled out a major project on their own, which had all kinds of holes in it, that she discovered how "hands-off" she had become. The flaws in the project reflected poorly on her and the team and it took her days to get everything straightened out.

In order to make sure your team is on track, make sure you are giving team members the guidance they need and are providing them with feedback on a regular basis on their performance. Let them know what you expect and what your goals are. Then in an open, honest, and direct way let them know what you feel is working and what's not. Point out their strengths and when they're successful congratulate them. Offer special rewards for really good performances - it's amazing what pizza and beer and can do for people.

When things aren't going well, ask team members what they think is the cause of the problem. Be respectful and listen to their answers. Be explicit and specific and provide examples of behavior that need to be improved and then provide guidance on steps they can take to change. Always address the issues and behaviors rather than criticizing the person. For example, if someone's work is messy and prone to error, rather than accusing her of being careless and lazy, point out the frequency of her errors and ask her what behavior she needs to change in order to make fewer mistakes. What's happening that she's making so many errors? Does she understand the work? Does she have enough knowledge? What does she need to do to pay more attention to the details or to review her work before she hands it in? Use "what" and "how" questions rather than "why" questions which can send people into defensive positions. There's a difference between saying "You're careless and lazy. Why are you making so many mistakes?" and "What's going on that so many mistakes are being made?"

Let your team do the work - that's what "hands-off" means. You don't need to micro-manage, but it is your job as a manager to stay involved and provide regular feedback. Meet with your team on a regular basis and create an environment of trust and honesty where people can come to you to seek advice and guidance on their issues before they grow into big problems. With good feedback, you'll find morale and performance will improve - and you'll be a more effective manager.

COACHING QUESTIONS

1. How often do you meet with your team?
2. What are the strengths and weaknesses of each member of the team?
3. What is each member of your team presently doing and what's the status of progress?
4. What are the developmental goals of each of your team members?
5. What don't you know about your team and its activities?
6. How skillful are you at providing feedback?
7. How often to you provide feedback?
8. What aspect of providing feedback do you need to improve on?
9. Who can you use as a role model in your organization for giving good feedback?

Copy © 2003 Virginia O'Brien All s Reserved

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