foundations of team leadership 7a-1 1 foundations of team leadership the art of feedback

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Foundations of Team Leadership

7a-1


The Art of Feedback

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7a-2

Feedback should always be in relation a Shared Goal or because one has been asked to provide it

• There is no other reason to undertake feedback- and to do so otherwise is risky

Feedback should always be done with utmost careful preparation & respect

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• Provide it to others with the same spirit as you would provide it to a superior face-to-face

Feedback Is Always Accurate- Weighed & Carefully Prepared -



Situation

Behavior

IMPACT

FeedbackALW

AYS!


•Specific & Behavioral

•Measurable/ Observed

•Actionable

•Requested/ Required

•Timely

S M A R TFeedback

x


SBI ‘Plus’ FORMULA DATE: __________________________ .

TO: PERSON RECEIVING THE FEEDBACK: ___________________________ .

FROM: PERSON GIVING THE FEEDBACK: ___________________________

(SITUATION & BEHAVIOR- SBI Interventions)

What I saw you do/say… ______________________________________________________________________________________________________________ (IMPACT-OBSERVATION- SBI)

The impact it had on me was…The reaction I saw others having was… ______________________________________________________________________________________________________________ (INTENT- MENTAL MODELS-LADDER OF INFERENCE –GENUINE INQUIRY)

I am assuming that your intent/what you meant to do was …was it? ______________________________________________________________________________________________________________ (GOAL ALIGNMENT-EQ)

Moving forward, what might be helpful (for me) is if you could do differently … ______________________________________________________________________________________________________________

Feedback

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7a-6


Feedback for One Self (When Desired or Required)


7a-7

The Leadership Journey of Self Discovery


INTENT INTERVENTION IMPACT

FEEDBACK + REFLECTION

Inner Outer

Individual FocusAwareness

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Johari WindowKnown To Self Not Known

To Self

Known To

Others

Not Known To Others

Known To Others

Not Known To Others

Known To Self Not Known To Self

Open Blind

Hidden Unknown

To All To Me

To You To All

Transforming the Way We Work and Learn Together HRSLOFoundation of Team Leadership



Feedback & Coaching of Others

Team Leader to Team Member


7a-11

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Through effective coaching, the team Leader fosters team effectiveness- strengthening individual team members and enhancing the overall team’s ability to get things done better

Coaching:• Develops the professional capacity of team

members, especially of those new in the Bank

• Builds the confidence and self-esteem of people in the team, so they can take on more responsibility and tackle more challenging roles

• Deepens the team’s capacity to navigate through ambiguous, complex and dynamic situations by providing extra support when needed

The Team Leader as Team Coach

7a-12


Positive Feedback

• Good team leaders look for things

• To provide positive feedback about!

Constructive Feedback

• Focus constructive feedback on improvement, not on blame!

The Skill to Give & Receive Feedback Is Key to Effective Coaching

Two Types of Feedback


7a-13


Team Leaders as Coaches

A Special Role

Should Be:

•Generous about developing team members•Systematically give credit, acknowledge, and appreciate others•Encouraging of team learning•Motivate individual members to stretch into Continuous Improvement


7a-14


Before Giving Feedback• Frame feedback as mutually

beneficial exchange– Using feedback as

developmental tool (safe environment)

– Or as a helpful process for effective team work

• Do Your homework- Check your facts

Do Not Give Feedback

• To punish, embarrass or putdown a person

• When irrelevant to the task• When too late to do any

good• When issues are beyond

person’s control

• When feedback is vague

and incomplete


Team Leader Feedback to Team Member

7a-15


Constructive Feedback should – Follow strict rules of protocol– Be given in the spirit of Continuous Improvement– Refer back to shared goals of the team/project

• Badly done Constructive Feedback can have demotivating and unproductive consequences for the individual and for the team

• If feedback is inappropriately conducted in matters touching Race, Gender, Ageism, Culture, Religion etc. - can have serious consequences

• Feedback should always be undertaken judiciously and sensitively, but especially when team leaders have no authority to hire, fire or do OPEs

Team Leader Feedback to Team Member


7a-16


Appropriate Criteria for Feedback

• Be clear about work expectations

• Frame feedback as mutually beneficial exchange

• Do your homework on facts

• When it is irrelevant to the task

• When it is too late to do any good

• When issues are beyond person’s control

• When your feedback is vague and incomplete

Don’t Address After FactDo Before Hand


7a-17


Be Sensitive:Timing and place

• Given at a time when person can focus on the feedback• Timely feedback close to the observed incident-behavior

Issues of public face and confidentiality• Is given discretely & ensures that no one is publicly

embarrassed

Providing balanced feedback• Offers positive feedback as well as constructive feedback to

help provide a balanced perspective

Showing empathy for receiver of the feedback• Expresses empathy (genuine) when perceive

discouragement

Coaching Guidelines




Feedback & Peer Coaching

Feedback Peer to Peer

7a-19


Positive Feedback– Is usually welcomed

Positive and Constructive Feedback

Constructive Feedback• Is not necessarily

welcomed • Should be given only

– The person asks for it (requested) or gives permission

– A person has a right to give it (Team Leader or Superior)


7a-20


WHEN Interacting

• Refer to the behavior in reference to the agreed team goals or understanding between both of you provide feedback

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• Do not be judgmental or preach just describe how you have been affected.

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• Help the person understand their IMPACT. Describe the behavior they were doing and its effect on you…

WORDS to USE

• Own your statements – use the pronoun I and avoid the use of the word YOU when giving feedback for development purposes

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• RATHER than “You are an

unsupportive team member”.

• Perhaps you might say-“I felt let down because I had to rush on the paper because your section was so late…”

Own Your Comments



What I saw you do/say… _____________________________________________________________________________________________________________________ _____________________________________________________________________________________________________________________ The impact it had on me was…The reaction I saw others having was… _____________________________________________________________________________________________________________________ _____________________________________________________________________________________________________________________ I am assuming that your intent/what you meant to do was …was it? _____________________________________________________________________________________________________________________ _____________________________________________________________________________________________________________________ Moving forward, what might be helpful (for me) is if you could do differently … _____________________________________________________________________________________________________________________ _____________________________________________________________________________________________________________________

Peer Appreciation & Feedback

foundations of team leadership 7a-1 1 foundations of team leadership the art of feedback

Documents

feedback frame feedback

team learning

team member slide

team coach slide

individual team members

risky feedback

art of feedback slide

effective team work