Thursday 13 November 2014

The art of delivering feedback…before and after of the actual thing…in People/Team management – Master it.

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Delivering feedback plays a vital role for a leader in the process of continuous development of the team. The reason it’s an ongoing process is that we regularly strive to better ourselves at accomplishing various tasks. If we skip or delay this process people in the team will automatically assume that everything is going on fine and there is no need for any improvement. I won’t stress any further, as we are all aware how critical the feedback mechanism is for smooth functioning of the team. Instead we will discuss what needs to done prior and after we deliver feedback. Let’s begin with how you make your feedback felt; is the person in question really benefiting out of it. First of all, we need to understand that the feedback we are about to provide should be aimed towards development. It needs to be conveyed in total clarity without any misconception. When delivered successfully should return a desired outcome always. The above mentioned process should be explained in clarity to the person in question. Pointing out that their certain action is a cause of concern and clearly will be a hindrance to their own development. You have observed it happen in past; and are providing feedback as you are interested in their development. Once they implement your feedback, they should see desired results themselves. Once they learn the right way, they will do it right always. They will also teach the right way of doing things to others whenever such opportunities arise.

A word of caution here, this entire exercise should be done strictly on a one to one basis, as explained in detail, in my earlier post: You and I…Together we make a great team.

A few important things that we need to keep in mind while delivering feedback are the following:

·         Your feedback is based on your personal observations and not by inputs of others; have examples of your observations.
·         Feedback should be relevant in terms of time; provide feedback for the incident as soon as possible.
·         Conversation should be incident specific only; do not discuss previous faults.
·         Last but not the least, feedback you provide should intend to have a beneficial purpose; explain it clearly with examples and suggestions.

Assurance of support and follow up are key elements in the implementation phase of the feedback. It is these things that make your feedback effective. Together the efforts that you put in before and after the actual feedback ensure to get desired results from individuals – a key in building winning teams always.

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