Setting up multiple companies to separate business interests can seem very straight forward. There are however important considerations. We explore the implications of owning too many companies.
Feedback Failure: Understanding the Barriers When Providing Feedback
27 June 2024
People
As a leader and manager of a large team, giving constructive feedback is an essential element of my role.
However, it is also one fraught with pitfalls.
This was a lesson I learned recently during pay reviews.
Unlike many businesses, I may have built a rod for my own back by making it an annual event.
Each year, as the team grows, the number of difficult conversations increases.
The gap between what a person believes they deserve and what we as a firm are prepared to pay can sometimes result in disappointment.
As a firm we strive for openness, and as part of this openness I explain the reasoning behind decisions to individuals.
For example
In one conversation, I explained the way the salary structure worked, the decision made, how the person’s career would develop over the next couple of years and what they would need to do to progress.
It was difficult because the individual felt they had made great strides in the past year.
My response left them thinking I had been disparaging about their achievements rather than explaining the framework in which we operate and the next steps for their progress.
This was not my intention and I only picked up on it in my regular quarterly one-to-ones with the team member.
What to consider when providing feedback
When giving feedback there are three key issues to consider:
- Is the feedback relevant? What is your motive for giving feedback? Does the recipient want feedback?
- What is the recipient actually looking for? Are they seeking validation or are they open to genuine feedback?
- What did the recipient actually hear?
These are important questions.
Reasons for giving feedback
As a leader my reason for giving feedback is to share my wisdom to improve the recipient in some way.
But it’s important to question whether we should pass on our feedback.
It might be that the individual does not seek it.
As a recipient of feedback, are we open-minded or closed-minded?
Unfortunately, most individuals hate feedback, particularly if it is critical, and seek validation instead.
Listening vs hearing
This leads on to the final point, and probably the most important: asking a question at the end of the session to find out what the recipient heard.
Getting them to express the learning in their own words is a fantastic way to ensure that you were heard so that the feedback is received and can be worked on.
This is something I will definitely be implementing at the end of each meeting where I believe I have imparted some bit of wisdom.
Lesson learned – don’t assume you have been heard!
Ways to avoid Feedback Failure
For completeness I add below a few more tips re feedback:
Emotional Intelligence in Feedback
Understanding Emotions
Recognise the emotional state of the recipient before giving feedback.
If someone is already stressed or upset, they may not receive feedback well.
Empathy
Approach feedback with empathy.
Understand and acknowledge the recipient’s feelings and perspectives to avoid feedback failure.
This can help in framing your feedback in a way that is more acceptable and less likely to be misunderstood.
Clarity and Specificity
Be Clear and Specific:
Ensure your feedback is clear and specific.
Vague feedback can lead to confusion and misinterpretation resulting in the feedback failing to hit home.
Instead of saying, “You need to improve your work,” say, “Your reports need to include more detailed analysis of the data to support your conclusions.”
Actionable Advice:
Provide actionable advice.
Feedback should not just point out issues but also offer solutions or ways to improve.
This helps the recipient know exactly what steps to take next avoiding feedback failure.
Timing and Setting
Choose the Right Time and Place:
The timing and setting of feedback can significantly impact its reception.
Provide feedback in a private and comfortable setting and choose a time when both parties are relaxed and can engage in a constructive discussion.
Follow-Up
Regular Check-Ins:
Follow up on the feedback given. Regular check-ins can help to see if the recipient has made progress and give an opportunity to provide ongoing support if needed. This also shows that you are invested in their development.
Building a Feedback Culture
Encourage a Feedback Culture
Foster an environment where feedback is a regular part of the culture.
Encourage team members to give and receive feedback regularly, and not just during formal reviews.
This can normalise the process and reduce anxiety around feedback sessions.
Training and Development
Feedback Training
Consider providing training on how to give and receive feedback effectively.
This can equip both leaders and team members with the skills needed to engage in constructive feedback conversations.
Feedback Tools and Methods
Use of Tools and Methods:
Utilise various tools and methods to give feedback to avoid feedback failure.
Written feedback, feedback software and 360-degree feedback can complement face-to-face conversations and provide a more rounded view.
Conclusion
Feedback is a powerful tool for growth and improvement, but it needs to be handled with care.
Get it wrong and you can easily be misunderstood and the feedback will fail.
What you perceived to be a positive could easily become a negative destructive conversation.
Get it right and it becomes a powerful tool to help grow both your team and you as a leader.
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The content in this blog is correct as at 27th June 2024 See terms and conditions.
