Feedback is always seen as unidirectional where the boss provides improvement area for his subordinates.A�
But is this in a�?True sensea�� of feedback?
How do you even know if the subordinates took it as feedback and not as an order?, If taken as an order, will intent of the feedback be met?
Is it the fault of the subordinate that they could not convey back on to the support they would need from their boss to ensure a task is done to perfection?
How many times a boss would have created an environment of trust or openness with the teams that would seamless bi-directional conversation?
These are some points to ponder and in event you will realize for a feedback to be a feedback and not an order, it has to be bi-directional and you need to be a a�?leader than a a�?bossa�� with some set of orders! And for that, you need to take leadership training courses from a reputed company who can help you understand the difference between being an effective leader, and not a boss.
Generally Bi-directional feedback is always important and a must in corporate workplace. It is managementa��s responsibility to create the trust and openness with their teams to come out openly. Constructive feedback from anyone in the team should not be overlooked. It is absolutely important to understand that if the team understands their voice is heard by the management and acted upon, and the performance of the team will significantly improve and the entire feedback mechanism will be objective than being subjective. It is extremely important to take every feedback to closure.
Management practices feedback in different ways. To name a few,
Open door policy
Skip level meeting
Chat over a coffee
Since we deal with associates of different levels of maturity and experiences, each of the above mechanism will benefit different associates.
Unidirectional feedback is an order and you need to be a a�?Leadera�� and not the a�?Bossa�� to make a feedback work!
There are also called The psychology behind better workplace feedback!
In point wise:
- There is no such valuable feedback from someone you dona��t trust:
When receiving feedback, employees dona��t separate the content of feedback from the person delivering it. In other words, therea��s no such thing as valuable feedback from someone that you dona��t trust.
Before any feedback will be effective, the recipient must see you as a credible source of development advice.
Critically the person you are giving feedback must believe you have interest at heart. If not, your feedback wona��t be effective in during behavioural change no matter how well intentioned.
- Struggling employees already realize that they have a problem:
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Ita��s easy to think that the role of negative feedback is to educate your employees on issues that havena��t come to their attention. But most of the time, thata��s just not the case. Those who have received constructive feedback, 74% of the employees indicated that they already knew about the problem and were not surprised to get any negative feedback.
Most probably, it is not that the employees are not aware of the problems that arise and it is just that they dona��t know how to respond. So simply pointing out that they may have some problem is not enough or helpful. To improve performance, constructive feedback is important to provide potential causes and solutions.
- The more you listen, the better employees you think you are at giving feedback:
If you want to give great feedback, the most important thing you can do is listen.
The more you listen to employeesa�� view before giving feedback, the better views employee experiences and understand the feedback. The time spent listening has got a strong pay-off.
It is all about making sure employees understand and agree with the basis of the feedback and buy into the course of action.
- Most employees prefer corrective feedback to praise and recognition:
A majority of employees prefer corrective feedback to praise and recognition, in a survey 57% of the employees preferred corrective, that is negative /constructive feedback whilst only 43% preferred the praise and recognition.
Then the rest of the quick list points of the workplace feedback go on like:
- The more confident they are, the more likely it is to prefer negative feedback
- Almost everyone loves feedback but hates to give in return
- Older workers want more feedback than the younger generations
- Positive feedback should praise effort and not ability
- Strong team engagement is built on the basis of honest feedback
- Improving performance need specific goals and specific feedback
- To improve effort, focus on relative feedback
- The more you ask for feedback the more effective you are as a leader!
As a manager, it is important that you understand all the pros and cons that your team is facing; only then can you build an effective team. Other than just placing orders, you also need to give your team the most appropriate feedback that will have them motivated to work better. Even if you give them negative feedback, it should be in a positive manner that does not make them feel dejected. MARG, a renowned firm who offers the finest managerial skills training in Bangalore, is a place that you can approach to understand all the roles and responsibilities of a manager.