Feedback technology: To revive unproductive co-workers.

The importance of feedback is already recognized by many organizations, so I don't think I need to mention it any further.

But sometimes I don't know how to get good feedback.

I would like to introduce you to a book that can suggest appropriate methods for leaders facing such a situation.

I think 'The Power of Feedback that Moves People' is a well-organized book on how to give good feedback in a situation where many such theories are pouring in.

So today I would like to summarize a few things that I found interesting about feedback while reading the book. Organized in a question-and-answer format for effective communication

Before I explain anything further, you need to know this first.

We all have a ‘feedback barrel’ in our hearts.
When I get positive or negative feedback, it goes into my feedback bin
When something comes into the bin, I react in my own way.
The problem is that there are several holes in the bottom of this barrel.

Each person may have a few or many small or large holes.
Even if you give me feedback, it can all leak through a hole in the floor

After all, if I don’t keep getting the required feed back, my barrel will dry out over time.
That means you have to constantly give feedback.

There are many reasons for holes in our feedback bins.
It is largely divided into internal factors and external factors.
The internal factor is 'ourselves'. We make our own holes.

Self-destructive people spend a lot of time drilling holes in their barrels

External Factors :-

“External factors can be divided into five categories: the first is parents, the second is friends, and the third is family.”
“The fourth is ‘the boss’. Regardless of the intention, the team leader’s actions, words, and even things he didn’t say can puncture a team member’s barrel.”
“The fifth is co-workers. Depending on the quality of the conversation, new holes may arise.”

How will the team leader know that the team member's feedback bin is empty?

“There are signals. These are low productivity, discord with colleagues, low leadership levels, and body language signals.

Also, if you have negative thoughts, they appear in 'body language', that is, various expressions.
You have to keep an eye on it to get a good grasp of the signal.

4 Types of feedback :-

(1) Supportive feedback
(2) Corrective Feedback
(3) Pointless feedback

1.Supportive Feedback.

The primary purpose of supportive feedback is to encourage behavior that is desired to be repeated.

For example, a team member is doing a business behavior that the team leader likes.
The team leader puts strong and supportive assessment into the team member's feedback box so that the behavior can be reinforced and repeated.
If the team leader doesn't give feedback to his team members because he thinks he doesn't need it back because he's too busy or he's doing well on his own, the team member may not do it again.

2.Corrective Feedback.

Its purpose is to change behavior.
You use this one when you want to change the behavior of a team member. The problem is that many team leaders don’t know how to use it.                         Most of them cannot differentiate between corrective and abusive feedback.
It's easy to have a conversation where you're going to be reprimanded.

3.Pointless feedback.

 

where the content is so vague or generic that the listener has no idea what the speaker is talking about. This is vague, non-specific, and purposeless evaluation.
Unfortunately, many team leaders use it meaninglessly and expect great results from their team members.
Sometimes they mistakenly think they were being supportive.
All but the last three types are of abusive nature.

4 Steps to Supportive Feedback :-

(1) It refers to specific actions.
(2) Describe the consequences of an action.
(3) Describe how you felt about the action.
(4) Explain why you felt that way.

Often, 'You did a good job' and 'Good' is called meaningless feedback.

It involves the intent to repeat the behavior and consequences.
“In addition, supportive feedback can improve areas unrelated to the feedback received.”

It is also effective to give supportive statements about personality along with behavior.

“Personality is about attitude. So the team leader wants to see if the team wants praise for their behavior.
You have to figure out if you want a compliment for your character.
“A good team leader should be able to figure this out through a lot of conversations.”
“Depending on the situation, you can do both. I tend to praise the behavior or attitude right after I recognize it.”

“The most effective way to get your team members to stop behaving is to fill their bins with supportive feedback.”

Five Steps to Corrective Feedback :-

Remember, changing the behavior of others is a huge process.
Sometimes it can be very slow. It may not work even if you try.
The important thing is that our duty as leaders is to do everything in our power to lead the team for the better.

(1) First, use supportive feedback.
(2) Use guided questioning.
(3) Say it needs improvement.
(4) Use appropriate discipline.
(5) Draw a limit line.

If it is solved in the first step, there is no need to move on to the next step.
Use supportive feedback first. It is when it works best
“The shift from supportive to corrective feedback is mostly a process”
“In many cases, only supportive feedback solves the problem”

Let's take an example when a parent wants to change a child's behavior.
“When your child doesn’t clean the room, or when he or she cleans the room, giving them supportive feedback will change their behavior.”
Let's say the cleanest is 100 and the dirtiest is 0.

One day, if you become as clean as 10 points, don't criticize the lack of 90 points, but praise the new 10 points.
“Then the child will try to be as clean as 20 points next time.”
“If circumstances permit, the remediation process begins with the best supportive feedback”
“The second is to ask leading questions.

What to do when you run into problems :-

If you run into any problems, ask your teammates to explain the situation.
Then the psychological initiative belongs to the team member. And ask what the solution is. Then the solution will be the team members.
“If the team leader points out the problem and gives an order, the problem belongs to the team leader.

What kind of problems do you think there are now? If these problems persist, what will the company look like in a year?
“At that time, what do you want the company and yourself to look like?”
“What can I do to help you become the person you want to be?”

If the second step doesn't work, move on to the third step
You're exactly saying that you need improvement.
In this case, you are referring to the specific action exactly. Please tell us what the result of that action was.

“And explain how the team leader feels about the behavior.”
“Please explain why you felt that way and tell us what you would like to change.

“The fourth step is to use proper discipline.”
At this point, 'discipline' is what we usually call corrective feedback.
It's about changing behavior as it is the right thing to do.
“We know empirically when discipline is required.”
The fifth is to draw a limit line. Of all the ways to draw a limit line, this is the best way

"I did everything I could. If you don't fix the problem right away, there's only one thing you can do."

“If I say this, the team members will think about what kind of punishment they will receive.”
This may have better results than the actual intent.

I like the technique of asking questions. Juniors seem to be more responsive to questions than commands.

Things to keep in mind when providing feedback :-

First, figure out what Type of communication they like.

Do you like a face-to-face conversation or like phone calls or texts?
Do you like immediate response a or like telling them the next morning?

Second, briefly hint at the Content of the message to the other party

“There is something I want to discuss, the results of the third quarter, can we see it in the conference room for a moment?

Third, it is forbidden to expose emotions. Under no circumstances should you lose your composure and composure.
“When you get angry, the other person only focuses on your anger”
Fourth, Criticize and Rebuke only when the two of you are alone. Praise and encouragement are definitely effective in public.

“But criticism and reprimand are the opposite. Anyone exposed to a third party can panic.

Fifth, Change yourself first. Will the late manager's attitude to the late team member work?
“Leader action is the most persuasive feedback”
“Sixth, Be patient. If you have to offer only one virtue among feedback skills, it is patience.”
An incompetent leader is someone who can't wait. After receiving the leader's message some people see results immediately, some three months, and some a year later.
“The performance of one year later may overturn the team’s 10-year performance. If you trust it, wait.”
“Seventh, don’t try to win.

Feedback is not a game of wins.

Don't try to stick to your opinions. It can backfire. Sit face to face.
Don't choose between A and B. The purpose of feedback is to look at A and B and create C
Eighth, don't overuse empiricism.

There is no guarantee that past experiences will hold up today.
Ninth, be fact-based.

“Finally, keep it confidential. Your teammates can trust you and confide in you or your privacy.”
No matter what you hear, be sure to keep a secret

Up to this point, we have talked about how team leaders can effectively give feedback to team members. In summary, it is as follows.

Conclusion :-

(1) Everyone has a feedback bin.
The team leader must keep filling the team members' feedback bins.

(2) There are 4 types of feedback: supportive, corrective, meaningless, and abusive feedback.
Many issues are resolved with the supportive type.

(3) When giving supportive feedback, be specific about your actions, the consequences of your actions, how you felt about your actions, and why you felt that way.

(4) Corrective feedback is divided into five stages: supportive feedback, guided questioning, explaining the need for improvement, using discipline, and drawing a line.

(5) Among the 10 things to keep in mind, the most important one is 'Patience'; wait for your teammates.

Feedback is the power that moves people. It can steal someone's heart or give them a heart.
(Richard Williams, author of 'The Power of Feedback that Moves People')