A massive Gallup employee engagement survey found that there is no more important job satisfaction predictor than whether an employee has recently had a conversation about how they’re doing on the job. Yet a large percentage of employees at all levels crave more feedback from their managers than they receive. This is what Anna Carroll, author of The Feedback Imperative, found when she interviewed 2100 individuals in the workplace. (http://bit.ly/morefeedback)
Feedback is information, and all of us--especially Millennials--are used to processing massive amounts of it daily. So why are employees kept in the dark about their own performance? Carroll says many reasons are emotional: Fear, avoidance, and fight-or-flight stress on the part of managers prevent them from delivering feedback--sometimes outsourcing the process completely and promoting “an anonymous feedback culture.”
One excuse managers give is that feedback will cause unhappiness and lead to turnover. But exactly the opposite is true. We believe the dissatisfaction caused by lack of feedback dissipates when managers are properly trained in the art of giving feedback, including our Raising Delicate Issues model.
We want to hear. Are you getting enough feedback from your manager? How would you improve the feedback process in your organization? Join the conversation and click "comments" on our Community of Practice Forum
Image Credit: Het Nieuwe Instituut https://www.flickr.com/photos/thenewinstitute/
The art of storytelling in business has been getting quite the buzz lately. For decades we have introduced this skill in our Persuasion and Influence course. But as storytelling consultant Shawn Callahan, who works with Global 1000 companies including Shell, IBM, and Microsoft, says, “We see lots of people talking about stories but very few telling them.”
Callahan says understanding the simple framework of a story will help.
How do you know if you’ve got a viable story?
*A story begins with a time or place marker (when/where did it happen?).
*It recounts an event, with feeling.
*It includes dialogue (“And then he said…”).
*It has a business point (the reason for telling the story is…).
People pay attention when you tell a story – and stories are remembered. So mining your experience for stories is time well spent. We want to hear! Have you told or heard a good story recently? What was its impact? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: AZ https://www.flickr.com/photos/azrasta/
If you say, “Let’s go around the room” in a meeting, you've failed, according to Seth Godin, author of the books Linchpin and Purple Cow. Says Godin, “You've abdicated responsibility and just multiplied the time wasted by the number of people in the room.” (http://bit.ly/bestmeetings)
We agree that this approach to meetings can be counterproductive, because many of us stop listening. We become completely caught up in our own heads, rehearsing what we are going to say in order to sound impressive--or drifting away to something more entertaining.
As we’ve long said, meeting facilitators should find ways to invite quieter people into the conversation, but a better way to do this is to give each person 45 seconds to offer a PRES (Point, Reason, Example, Summary) statement (check out our 7/29/2014 Capsule). Also encourage active listening and interaction. If you find yourself in a “go around the room” scenario, you can make the best of it by paying attention, asking open-ended questions, and paraphrasing. Resist the temptation to tune out or plan your “moment in the sun.” Deeply listening to what others are saying and staying plugged in allows you to be an emergent leader.
We want to hear. What ideas do you have for getting group members connected and updated without the boredom and wasted time of long “go around the room” scenarios? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: Acumen https://www.flickr.com/photos/acumenfund/
Are you getting enough acknowledgment for your hard work and commitment? If not, it could be because you are reluctant to take credit. A study in the Personality and Social Psychology Bulletin suggests the “Imposter Syndrome” might be at play. That’s when high-achieving people don't feel they deserve the success that they have earned and so they divert the credit onto others.
Sure it’s great to be a team player, but a little self-promotion can also be important. A recent article by Cornell psychology professor Peggy Drexler (http://bit.ly/brag3) suggests three ways to highlight your accomplishments: 1) acknowledge your achievements internally; 2) inform your boss directly of exactly what you did even while acknowledging your team; 3) enlist a “co-bragger” to call out your successes while you do the same in return.
We have long pointed out the many benefits of acknowledging co-workers, but failing to acknowledge yourself is needless self-handicapping. Owning your success need not undermine your team, and it isn’t boastful if it’s true.
We want to hear: Are you ever reluctant to point out your own accomplishments—and, if so, why? Have you seen others being successful at self-promotion while still being team players? What might you do to promote yourself going forward? Join the conversation and click "comments" below.
Image Credit: Dan Meineck