It can be tough to give tough feedback. The challenge is to do so in a way that motivates change without making the other person feel defensive. There are several common pitfalls in offering negative feedback: using the opportunity to blow off steam instead of to coach, surrounding negative feedback with so much positive feedback that it goes unnoticed, or simply avoiding and delaying because we anticipate the employee will become argumentative.
Writing in the Harvard Business Review, management professor and executive coach Monique Valcour notes that powerful, high-impact feedback conversations share the following elements:
What was your experience the last time you had to deliver tough feedback? To join the conversation, click "comments" above.
The ability to get things done competently and quickly is a key measure of success, but leaders can fall short if their efficient task-focus comes at the expense of a more relationship-based focus. Writing in The Harvard Business Review, executive coach Rebecca Zucker notes, “Things like building relationships, inspiring a team, developing others, and showing empathy can fall by the wayside” if efficient leaders believe these pursuits will slow them down.
The irony is that an intense, exclusive focus on efficiency can have a negative impact on organizational climate and make these leaders less effective overall. To combat this, Zucker offers advice for the overly task-focused:
How do you balance task-focus and people-focus? To join the conversation, click "comments" above.
Rude and divisive workers can contaminate an organization’s culture—their disagreeable nature spreading like a virus. They sap productivity and sow discontent. Best to avoid hiring them in the first place, but how?
Writing In The Harvard Business Review, Christine Porath, a professor of management at Georgetown University and author of Mastering Civility: A Manifesto for the Workplace, offers this guidance:
While many companies have returned to onsite offices, others plan to have their employees remain remote for the foreseeable future. But shifting workplace dynamics during the pandemic have led many leaders to question what employee engagement looks like here and now.
Writing in Inc., Marcel Schwantes, founder and Chief Human Officer of Leadership From the Core, says one fact remains constant: Employee engagement is about establishing a goal and a purpose for those you lead. “It's almost impossible to keep employees dedicated to their work without a larger purpose.” Schwantes asked four leaders how they do this:
How are you keeping your employees engaged during these times? To join the conversation, click "comments"