Feedback Season

Feedback Season

For many organisations including mine, it’s “year end” at 30 June, meaning lots of work to close out financial performance measures and work out how well we did as humans. Assessments are made against goals – how did you get away with that for an objective?! – and we try as best as we can to assess behaviours on leadership and teaming for the year just past.

It’s serious business. Countless research and anecdotes tell us people are more likely to leave their workplace because of their boss, not the work, or even the rewards. Leadership has a massive impact on performance, wellbeing, and the one measure most precious to me, happiness.

I don’t recall anyone saying to me – hate work, the boss is a prick, but I’m as happy as can be. Of course, happiness must just be my thing and satisfaction, professional reward, or contentment might be better descriptors for you. In fact I’ve had my happiness both challenged (it’s potentially superficial) – and reaffirmed (deeper happiness), at the same time by some recent reading on Stoicism. Stoicism considers that happiness can be found through virtue, the four main types of which are wisdom, justice, courage and moderation.

Using the Stoics virtues can guide us in feedback.

I think if we could try to give feedback that followed these Stoic principles, it would be a fairly good start for all of us. We could try giving feedback that is:

  • Given in the exercise of good judgment, experience, as a wise person would do – wisdom. Serious feedback needs serious work and is not for the faint-hearted and requires experience. It’s grown up’s work.
  • Fair and equitable according to the receiver’s experience – progressive justice. The platinum rule – treating others as they wish to be treated, not just how you think you might like to be treated.
  • Given honestly and accurately, regardless of the giver’s feeling – courage. Buckle up, this isn’t easy and it takes courage to do it, and do it right. That’s not just “telling the truth” as they can sound blunt, uncaring or abrupt.
  • Given with a sense of reason, balanced against the receiver’s overall performance and the team’s too – moderated. Moderated feedback is kind, generous and fair all at once.

Of course all is this is about supporting the giver. The receiver needs to be equally as prepared, and a wise receiver of feedback will be noticing the care and attention of the giver and playing their part – like an encouraging, nodding member of an audience – to encourage and help the giver too.

Go for it!

Stephen

ps Stoicism developed in the 3rd Century BCE and flourished in the Roman Empire

Day 2

Day 2

The trains are still running. Including the midnight freight train, which despite hearing it, I slept much better. But I was really tired at the end of the day.  Maybe it’s the anxiety, the constant screen, camped inside, or a combination of it all, but it made me very tired.

Some rules were clarified – you can’t drive 20km to the supermarket – well not in the city anyway, you can walk from home and back again, there seems to be a consensus that you can cycle on your own, and that you can drive to a local park and walk there.

I drove to a local park and had a great walk this evening. I imagined who the French Resistance circa 1942 might be and who the occupying sympathisers would likely be. Those that passed cautiously without exaggerated movements and smiled knowingly, verus those who crossed the road with stern looks.

We are told it’s a dire threat so there’s only one rule – Stay Home! – and  all the other variations of that rule are made up as it goes along. Anything that is a breach is obstruction!

Some might question why my apparent obsession with outdoor activities, when there’s an imminent peril to counter. Might be the 80sqm apartment, the need for freedom and the general disruption. It’s both shallow and deep. Shallow as the media only have one story which you can’t consume all the time so I need to focus on something – anything! – and deeper, it’s about our way of life.

It’s also that the disruption for most people is not about COVID-19 on a day-to-day basis – that occupies the Media and social media platforms – it’s about economic and social survival. The economy sacrificed, social order turned upside down, families split and so on.

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So, I survived the first week of Home-D, yeah it’s only two days but let’s give ourselves some slack and make it feel like an achievement. The work team have been awesome and everyone: clients, colleagues and support crew are adjusting very well. We’ve seen the insides of colleagues homes, their family and pets. That’s going to be a thing from now on. Nothing that I would need to unsee yet.

Humour remains important. A colleague asked me what I had in store for the weekend.

Stephen

Relaxed new leadership

Relaxed new leadership

We started with twenty new leaders on the Authentic Leadership Programme a few days ago.

By the time the first lunchtime rolled around it felt like we had already made great progress. We’d learned some new insights about each other and the three teams put together had developed a charter for the work they will do together over the coming months.

In the afternoon we focussed on ourselves. We learned quite a bit about ourselves from the leadership tools used, including powerful 360 feedback.

Not all feedback is easy to receive, but all the leaders on our Programme received very positive comments as well as work ons. Most people focus on the work ons without paying too much attention to the good stuff.

iStock-947115926.jpgThe two days felt quite relaxed but you can never underestimate what’s going on when you put aside two days to start of journey of discovery. At the conclusion of the two days there were lots of commentson how special it is to have time out to reflect.

It’s very tempting to keep piling content into leadership development. The art is to have sufficient for stimulus, but leave plenty of time for reflection and self-work.

When it’s relaxed there’s a good chance you’ve got the balance about right.

Stephen

Sustaining development

Sustaining development

I was privileged recently to interview a number of participants of past programmes for a short video. We didn’t know what they were going to say, although it’s fair to say that if you agree to go on video you probably have positive things to say!

Be that as it may, it was amazing to hear the ongoing benefits from authentic leadership development being embedded long after the work on the programme had concluded. As I’ve said in the past, leadership development can get a bad rap for adopting a “sheep dip” and/or “break ‘em down to build them up” approach, something we do our best to avoid.

The answer is to give the development time. Time on programme, time back at work to practice and reflect, more time on programme, time to embed an ongoing reflection habit, and then allow sufficient space for participants to own the development opportunities presented to them.

iStock-1039315630.jpgOne of those I interviewed referenced the Leadership Walk as being one of the most powerful parts of her development. She didn’t call it by our anointed name, but the meaning she took out of it and then applied back at work was very gratifying to hear. Another said that the most powerful feedback moment he took was, well, about feedback. He has adjusted how and when he gives feedback to his team and said it’s made a material difference to his team leadership.

Whether we’re on a programme or just genuinely focussed on pushing our own development, giving ourselves space between learnings to reflect, try new stuff, embed and try again, is vital.

That creates a sustained leadership development journey, whether that be a formal or informal process.

Stephen