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Most managers do not make use of feedback as a way to be helpful to the employee or even the organization. According to a study, only a quarter of employees agree that the feedback helps them perform better.
The decentralized, remote and agile nature of modern organizations is changing how people work, and most prefer autonomy and creative solutions, rather than walking the path the manager tells them to.
Organizations require managers to get employees work on multiple projects, multiple deadlines, while removing the barriers and managing interpersonal and communication challenges.
Even more than the bottom line, effective management is often how the customer, team, employee or vendor are feeling about their interactions and actions.
The traditional method of feedback, the one-way, isolated, episodic interaction in which the manager politely uses the sandwich approach to focus on past mistakes is not working any more.
An interactive two-way communication is key, in which genuine, sincere and meaningful conversation is evident and is heard both ways. If there is a script to be followed at all times, then there is a problem, but if difficult conversations start to look easy due to frequent, human conversations, then a two-way street has been established.
When the employee experiences bitter feedback related to the past which is useless to the current scenario, it creates an atmosphere of distrust. Managers need to be adaptive and coach the employee in real-time, focusing on the future, and not on the past.
Great managers paint a vision of the upcoming goal, and how to succeed in achieving the same, while clearing the obstacles the employee will eventually face.
Leaders need to set up learning and development programs for managers to act in a way leaders do, making sure that they:
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Feedback provides an opportunity to gain insights about a person's personal and professional actions.
Without feedback, we will move in the same direction without realizing our shortcomings. ...
...are held between a team leader and team member.
They are conversations that usually last no longer than 10 to 30 minutes where they discuss what is going well and what needs t...
Most effective one on one meetings typically last about 30 minutes:
1:1 meetings matter. It is important to nurture that essential employee-manager relationship. But it still not easy to get right.
Under pressures, managers are still juggl...
The goal of an effective 1:1 is not an update from your direct report or for you to lay down some instructions. It's a conversation. It's a chance to hear about your direct reports' ideas for your product, their career goals, and possibly their opinion of their performance.
Keep a list of three potential topics ready for discussion. When they say they have nothing to discuss, you can jumpstart the conversation with one of your items.
Your most precious resource is your own time and energy. When you spend it on your team, it helps build healthy relationships.
Your job as a manager isn't to give advice or 'save the day.'' It's to empower your reports to find the answer themselves. If you want to understand what's going on, ask. Let her lead the conversation while you listen and probe.