This month’s Frontline Festival is all about Feedback and Coaching. I am delighted by the outpouring of submissions. It’s an amazing line-up.
Lolly Daskal, encourages us to take some risks in giving feedback in her post, We Need a Courageous Conversation “In most organizations, and in our relationships, we’re all so busy being polite with everyone that we’re either not aware of the breakdown, afraid of the breakdown, or avoiding it altogether. We kid ourselves into thinking that if we don’t deal with it, maybe it will go away. When we fail to engage and say what we honestly think and feel, our business performance will suffer. When what “goes unsaid” is not being said, our relationships will fail.” She offers, 10 approaches, my favorite is number 7.
Blair Glesser takes a different stance in, Honestly Speaking, encouraging us to think well about if, when, and how we should offer feedback. She concludes, “Often the whole issue of whether or not to be honest dissipates when you tune in and connect with your heart. Your heart knows exactly what needs to be said and when, and it never is about the shallow stuff. Its feedback is always geared to bring more love to yourself, your loved ones and the world.”
Susan Mazza wins the prize for the post that made me cry (I won’t tell you why, just read it). In The Ultimate Source of Empowerment . “People always have a choice even if they do not see that they do. A critical role of every leader is to bring people to choice.”
Dan McCarthy gives fantastic advice on encouraging feedback in, 10 Ways to Get More Feedback. “I once had a VP tell me “I hate feedback”. I had to admire his honesty. Actually, a lot of us do, we just won’t admit it. So, if you really don’t want to find out about your weaknesses, and would prefer to keep your head blissfully buried in the sand, then use any or all of these 5 methods.” Perhaps you know someone who needs this post.
In her post, What it Means for Leaders to Show Up, Wendy Appel explains that encouraging feedback starts with how we “show up.” Ask yourself,” how do I show up?” Am I present? Do people feel and experience my availability to be there for them or am I distracted, on to the next thing, focused on what I want to say; the point I want to make, forcing an outcome I think is best?” I like this one because it’s advice packaged for daily use.
Robyn McLeod. of Chatsworth Consulting asks Are You Getting Honest Feedback? And then, offers 4 Ways to ensure you receive it. “To get the feedback you need, you have to encourage and invite feedback from others so they know it is OK to be honest with you. This ASK FOR IT model offers tips on how to do that”
Dan Rockwell shares 3 reasons you need a “coach” in 5 Sure Fire Ways to Spot a Great Coach, and then teaches us how to know one when we see one. Great, practical advice. A must read. My favorite, “Your ideas seem right because they’re yours – you need tough questions.” Dan’s got good ones.
I love this practical post from Jennifer Miller, Should You Give Advice or Coach? “Giving advice is saying what you would do. It makes the conversation about you. Coaching helps people decide what they are going to do which is a far more powerful outcome.” The best part, she tells us how to do it.
Brian Smith shares Leadership Lessons: When Mistakes are Made Create a Teachable Moment. Although I might debate his reference to a roast beef sandwich as a healthy choice, his metaphor works. The best point, “You need to be able to separate the act (What the person did) from the person they are. (You’re OK; it’s what you did that isn’t.)”
How to Give Feedback
In his post, Give Frequent and Useful Feedback, Wally Bock advocates for frequent feedback. “Problems are like dinosaurs. They’re easy to kill when they’re small. But if you let them grow up they can eat you.” Don’t make feedback a once-a-year event. Make it frequent. Don’t make it an ego trip. Make it helpful.
Eric Dingler shares How to Make Feedback a G.I.F.T. by making it Genuine, Immediate, Friendly and Tailored. You’ve got to read his list of very practical suggestions. Eric’s posts are always actionable. His approach works.
Jon Mertz shares a sentiment I am considering painting on my office door, “Life is too short for unproductive drama and spoiled relationship,” in his post Go Hard on the Issue, Soft on the Person: 5 Leadership Ideas. He shares 5 practical tips to make that happen.
Jonathan Green, AKA Monster Leader, shares how to coach to REALLY tough conversations in his post, Dude You Stink: Coaching to Odor Issues. I know this guy. If you had to have anyone tell you that you smell, you would want it to be him.
This one’s fun and powerful. Ted Guloien of MU Field Management Research shares Giving Performance Feedback on American Idol. My favorite point, “Concentrate on and attend to the other person, and not so much on your own feelings, fears or anxieties about providing feedback.”
Alli Polin explains why we all hate performance reviews in her post, Performance Reviews Don’t Have to Suck. My favorite thought, “They suck because they’re more about process than the person.” Often true. Alli shows how you can do it better.
Feedback doesn’t work in shallow relationships. Joseph LaLonde explains that it starts with building real communication in his post, The Power of Real Communication. “It involves taking the time to get to know the employees. Finding out their dreams and passions. If things are going well at work. If their job is still fulfilling.”
Recognition as Feedback
Tanveer Naseer asks Are You Following These 3 Rules For Giving Feedback? He also shares the how to use the recognition more strategically as feedback. My favorite line, “feedback should make you hungry to achieve more.” Let it be so.
Greg Richardson highlights the importance of substantive recognition as a feedback strategy in his post, On Recognition. The best point, foster peer recognition, “Receiving tangible recognition from a peer can be much more meaningful for many people than anything a manager can say.”
Peter Friedes shares an activity and an opportunity for a free assessment to help work with your blind spot in, Find Your Blind Spot: A Self-Reflection Activity For Managers
Jesse Lynn Stoner, asks a vital question in her post, Are You a Team in Name Only? “Do you really want a team?” A great example of feedback using provocative questions. Ask tough questions gets to root cause.
Chery Cegelman writes Leaders are You a Candle or a Beacon? She encourages us to be in a constant state of self-feedback, “As you think through the meetings you have scheduled this week. Do you need to be a candle or a beacon?”
Next month’s Frontline Festival’s Topic is Trust and Transparency. Submissions due May 10th. The Festival will go live May 17th.