In a stunning display of endurance and personal effort, faced with the world’s worst microphone, but powered by an enthusiastic exhibition audience, Dr Paul Hersey (one half of the famous Hersey-Blanchard duo) explained at ASTD2012 ICE how…
Leadership is basically one key skill: Influence…
Good leaders exert influence by adapting their style on the basis of two main things: Task result/goal-driven leadership or Collaborative/relational dialogue-driven behaviour. In my experience, most people have a natural preference to lead and be led in a way that sits somewhere on the continuum between these two things…
Depending on the current development level of the people you are trying to influence (with regard to the task at hand) one of 4 styles will therefore be required…
When using these different styles, it will be important to pay attention to simple guidelines:
A good leader is able to observe the development levels and needs of the person to be led (with regard to the task) and use the right leadership style. Development levels are defined in terms of commitment to the task (understanding and motivation) and ability to do the task.
By adapting styles according to the development level of the person (for the task), we increase and maintain motivation and develop people toward high performance… ..until ultimately, they don’t need any more leading and we can let them go!
For more information and to learn the relevant skills associated with Situational Leadership, check out www.klu.be and follow the course “Working with People” ….with me 🙂
(And yes, the title is rude because I’m annoyed!)
(And didn’t someone once say you should add some personal-flavour to blogging and social networking?)
If you really want to annoy, demotivate and alienate people, follow these 5 simple feedback “un-rules”:
Give it without warning
Throwing out feedback without asking can be horribly surprising for the person getting the feedback. Even feedback-givers with good intentions can screw up by jumping into their message without first asking (or at least warning) the other person. What was a simple conversation or meeting suddenly turns into one person telling the other what they do or don’t like about their performance….
You might be tempted to think this is only an issue when giving feedback on negative performance, but my experience tells me otherwise. I once told a fantastic colleague “out of the blue” what and how I found she was doing well –> she became very shy and uneasy about the rest of the meeting. Try to avoid the “Where did that come from?” effect.
Give it without permission
Letting people know that feedback is coming is one thing, but I always find it better to actually ask permission to give feedback first. It can be as simple as saying “I have some feedback to give you. Would that be OK?” Asking this question will also help you to avoid the first issue, maybe even deferring the feedback to a moment that is more comfortable for the other person.
(Of course, if you are in a position of hierarchical authority and you feel that the other person does not have to give you permission, go ahead – I am rarely in this position now, but I don’t say it’s impossible)
Give it via someone else, rather than yourself
There are 3 good reasons to pass feedback to someone via a third party:
- You have no guts
- You are manipulating
- You are the n+2 and feel that all feedback must come via the n+1
Personally, I think the last reason is pretty lousy – actually often a form of gutless corporate manipulation made possible by hierarchy and organigrams. But hey, I suffered a lot once from gutless corporate manipulation, so I may be a little biased…
I am also aware that some cultures can be more direct than others with their communication style, but as a general principle, I think that if you have something to tell someone, it should be YOU that tells them.
Create no dialogue, even though you are dealing with a competent human being
I think it’s a good idea to link the “next steps” or “here’s what you could do” part of feedback-giving to a situational leadership style.
- If the person is incompetent, you need to tell them what and how to do better
- If the person is competent, you may not NEED to tell them what/how to do: Discussing, involving and asking may be a better option
I just did this to one of my daughters tonight. I told her I wasn’t very happy that she said “XYZ” to her mother. In fact, she said X and Y, but not Z. Fail!
Nothing sucks more than inaccurate feedback.
When it comes to objective vs. subjective feedback, it’s important to note that accuracy is possible in BOTH cases:
- If you are talking about measurable performance “facts” collect and cite them well
- If you are talking about your own feelings and opinion (with regard to the other person’s performance) then make it clear that it’s your opinion – don’t make the mistake of pretending (to yourself or others) that it’s a fact
All of these 5 fails were achieved by someone giving me feedback last week
How do I feel?
Now, I add one final thing: My wife has just read this and says “Hey DAN, the last part is very strong and not very business-like”.
Do you really think that business people don’t feel these things when you give them lousy feedback?
Thanks for reading.
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