Recognize Incremental Growth

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Instant Improvement?

This week I accompanied my husband to his Lasik (vision correction) surgery. It took me back 13 years to my own Lasik experience. Back then, I entered the Laser Eye Center building dependent on thick glasses. Less than 24 hours later, I  had 20/15 vision. In less than a day, I went from being unable to read a giant digital clock since age 7, to reading the ingredients on a shampoo bottle.

It got me thinking, if only all development was so quick and noticeable. But that kind of drastic improvement is rare (not to mention expensive and risky).

In the absence of sudden conversions, we’re often blind to our own progress until someone comments, “Hey, have you lost a few pounds?” or “You seem happier.” or “You’re listening better.” One group-coaching participant recently said to a peer, “You seem calmer in meetings.” She didn’t fully appreciate this new way of being until he named it. At the program’s end, she said that his comment was one of the most memorable and affirming moments. When others notice, our improvement becomes more real.

Reflecting Brilliance

Over the course of a few months with a coach, participants re-invent themselves gradually but certainly. One of the most important things a coach does is hold up the mirror and acknowledge real changes.

One of the greatest gifts we can give others–colleagues, friends, family– [Read more...]

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A Question for you…

Question for you: What is the biggest challenge or frustration you are having right now at work? What do you struggle with most consistently?

We really do want to know!  We only received a few replies last time and know that the rest of you can’t be THAT happy all the time. What seems to keep you from being as successful as you want? Your response will help us  provide you with tools, insights, and information that you can use to solve real problems and ultimately, lead and live more brilliantly.

Speak your mind in the comment box below. You might even feel better and we will definitely appreciate your input!

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The Key to Delivering Feedback Well

Think about someone you’d like to give corrective feedback to.

Now, imagine yourself about to have a conversation with them about this thing that’s been bugging you.

I bet you feel warm and fuzzy, brimming with anticipation to have this conversation.

No?

Many of us hate the thought of giving feedback so much that we go to great lengths to avoid having the conversation. We may try other strategies to change their behavior that don’t involve actually directly talking to them about it: avoid them; hint about what bothers us; talk to other people about them; or–my personal favorite–resent them for the thing they don’t even realize they’re doing.

Perhaps, if you’re a manager, you just store up all the examples until annual performance review, where you do a surprise macabre unveiling.

That always works out well.

Why do we do this?

Are we cowards? Cruel? I don’t think that’s really it.

I think we fear that someone will get hurt. And most of us don’t relish the thought of causing pain.

There’s lots of advice about do’s and dont’s of feedback. We have a Brilliance Inc feedback delivery model: 5 steps in 30 seconds.*

But I want to talk about something more important than technique.

Intention.

You can follow all the steps you learned in Management 101 training, but if you don’t have the right mindset, you’ll fail to inspire new behaviors and you may cause more harm than good to your relationship and their engagement.

If you enter the conversation worried about causing injury, how might that affect your delivery?

You’re likely to be unclear, uncomfortable, and defensive. Plus, you’ll unconsciously deliver the message through your body language and energy that there’s something to fear. No wonder people want to hide under the desk when they hear the dreaded phrase, “Can I give you some feedback?” Bombs away!!!!!!!!!!!

A New Context About Feedback

What would happen–to you, to your message, to them–if you shifted your intention? If you entered the conversation as though you were about to unveil a gift? A gift that will help this person grow and improve how other perceive him. A gift that others were not confident or generous enough to give.

You’d likely be more at ease and they wouldn’t detect any wonky nervousness that signals a subconscious warning to raise defenses.

A Graceless Gift

I will never forget a bit of feedback I received early in my career. I was 23, a month on the job in Corporate Finance at Oracle, when the Controller stopped about a 2 feet in front of me, pointed at my mouth and said, “We have a dental plan, you know.”

I had gotten so used to my front tooth, broken when I was 8, now discolored and misshapen, that I failed to notice it. Yet, it was one of the first things people saw when I spoke or smiled. And I was so used to living on a student budget, fixing it wasn’t even on my radar.

Was his delivery graceful? No. But it was authentic and carried no ill will. Plus, his very direct approach showed that he thought enough of me to give it and enough of my confidence to say it bluntly.

Was I mortified? Perhaps. I don’t remember. I do remember that within a month, I had a new, gorgeous, tooth. And that was a true gift.

I’m not suggesting you go around directly pointing out flaws. Just stop agonizing about getting the words perfect. You’re likely to stress yourself out unnecessarily and delay (possibly permanently) delivering the helpful feedback. Instead, talk with them today, bringing an intention that you care, and that you come bearing a gift.

Good intention trumps technique every time. Technique with good intention is brilliance.


Let us know how it goes.

*Stay tuned for our free video training on delivering feedback! 5 Steps in 30 Seconds

Related Posts: Feedback that Sticks

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Feedback That Sticks

Have you ever given someone feedback that they then ignored?

Just because you offer feedback doesn’t mean that it’s accepted. Feedback done poorly can produce undesirable results: demotivating an employee and potentially damaging the relationship. Perhaps this is why so many managers fail to give feedback at all.

As you’ve probably experienced from being on the receiving side of the conversation, there is more to giving feedback then simply getting the words out. Yet, most feedback models focus more on delivering a message according to a set of rules, instead of delivering it in a way that ensures it is actually received.

Common Wisdom About Feedback

Here’s a summary of existing advice about structuring and delivering feedback:

  • Be specific: offer details for clarity
  • Be timely: don’t wait until a regularly scheduled formal review conversation
  • Give often: so it’s part of normal conversation
  • Be objective: deliver with facts and without color commentary. I.e., “In the meeting, you raised your voice, slammed your notebook shut, and walked out.” Instead of “You were very rude in the meeting.”
  • Describe the impact: What did or could result from the behavior?
  • Suggest an alternative way of approaching the situation next time

All of these suggestions are fine and helpful. But they won’t guarantee that the feedback will have the desired outcome.

Upgrading Your Feedback Delivery

We care less about the structure of feedback and more about the intent and content. Some tips on delivering feedback that sticks:

  • Give it with the intent of genuinely helping.
  • Make sure you have a trusting relationship already.
  • Maintain curiosity and ask for their point of view.
  • Frame the feedback around their brilliance and what they care about.

Let’s talk about that last item. If you do nothing else from either list, try giving feedback that honors a person’s brilliance. That is, give feedback in the context of what’s important to them, not you. For example, an employee in Corporate Finance may pride herself on submitting error-free reports. A colleague in sales may care about being factually correct as well, but what really matters most to him could be understanding and connecting with the client. The feedback you give is more likely to stick if, in these examples, you frame the feedback you give to the Finance employee around how it can forward error-free work, while talking with the Sales employee about the actions he could take to help him understand the client even more. In the same way, praise that acknowledges the areas they care about will have a much greater impact.

People rarely tell you directly what motivates them. Here are some suggestions for determining what matters most to a someone:

  • What subjects is he most passionate about?
  • Where does he seem to spend the largest percentage of his time?
  • When does he get most defensive?
  • When does he most appreciated?
  • When he describes his work, what does he focus on?
  • What assignments does he volunteer for or do most efficiently?

And, you can always ask:

  • How do you like to be known?
  • What feedback or praise has meant the most to you?
  • What part of your work is most meaningful/rewarding?
  • What feedback or praise falls flat (has the least impact)?

Connect, Calm, Caring

Instead of trying to remember a model or follow a script precisely, try connecting the feedback message to something the recipient actually cares about. That, plus a calm, caring demeanor on your part, is likely to ensure that the feedback has your desired effect.

Make sure you’re signed up for this blog so you’ll get notified about our upcoming free video training about feedback!

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Happy 2nd of July!

Lucky girl

Just Lucky

Last 4th of July, after silently observing the flag-lowering ceremony, a family member whispered, her voice full of heartfelt emotion, “Aren’t you so proud to be an American?” My not-so-popular response was, “Proud? Not really. But I’m very grateful.” I feel pride when I’ve done something difficult, like earn a scholarship, acquire an advance degree, keep to a fitness regimen, or learn to use social media without hurting myself.

When it comes to being an American citizen

I didn’t leave my homeland and everything I knew to take my chances at building a better life.

I certainly didn’t cross the Atlantic on a sailing ship to establish a colony.

I didn’t fight for my civil rights.

I didn’t rise up from a family history of enslavement or oppression.

I didn’t help build our government.

I didn’t fight in a war.

I didn’t even have to pass an exam.

I’m an American because I was born here. [Read more...]

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