The motivation behind offering criticism and critique to others has a profound impact on how people respond to feedback. It is painfully obvious to those on the receiving end whether a leader cares about them as people and whether the intention of their criticism is to make them better. Leaders who fail to spend the time to establish both the foundation of good intentions and caring will often find team members who disregard or resist their feedback.
Feedback is a gift, and it's an act of vulnerability by both the giver and receiver. It's uncomfortable to provide feedback and receive it. Without trust it is usually a useless endeavor as well. There are no perfect leaders out there, we are all works in progress, and feedback, delivered in the correct manner, is priceless. It enables us to see our blind spots, which we all have. Only those who are willing to be comfortable being uncomfortable will actively seek feedback and then do something with it.
The managers that don't attempt to help when teams are falling behind, do not generally have the respect of their subordinates.
This goes back to simplicity being the answer. Roll up your sleeves, and jump in. If you don't, when people look at you with disgust and disrespect, you need not worry if you misread their expression/s. You have certainly earned the consequences of your inaction;).
I'm currently dealing with this situation. It's exhausting, and it takes time, but after 4 months of pushing an immovable rock, this week I felt it move, just a little. Next week, I'll see if we can get it to move a little more.
Feedback is a gift, and it's an act of vulnerability by both the giver and receiver. It's uncomfortable to provide feedback and receive it. Without trust it is usually a useless endeavor as well. There are no perfect leaders out there, we are all works in progress, and feedback, delivered in the correct manner, is priceless. It enables us to see our blind spots, which we all have. Only those who are willing to be comfortable being uncomfortable will actively seek feedback and then do something with it.
If you assess that someone isn't ready for your feedback, but they really need it... what becomes your next step, Mike?
The sort of feedback you describe is critical to building trusting relationships, which then folds back into effective feedback.
True, it is almost a compounding interest, Dr. Jim.
I feel an important part of feedback and/or criticism is the relationship and the desire to help to improve the individual not to tear them down.
True.
It's an important part of our operating definition of leadership too, Kim.
We've said: Leadership is... making people (and situations) better.
Good morning,
This certainly reaffirms what I have seen.
The managers that don't attempt to help when teams are falling behind, do not generally have the respect of their subordinates.
This goes back to simplicity being the answer. Roll up your sleeves, and jump in. If you don't, when people look at you with disgust and disrespect, you need not worry if you misread their expression/s. You have certainly earned the consequences of your inaction;).
Thanks for your time.
Do you find that behavior, of jumping in to help when the team start to fall behind... is one of the easiest ways to build trust quickly, joe?
Good evening,
Not necessarily. What it does is show the team you care. Once that's established, then trust can begin to be cultivated.
Hope this helps.
Thanks for the question.
I appreciate your time.
-Joe
I'm currently dealing with this situation. It's exhausting, and it takes time, but after 4 months of pushing an immovable rock, this week I felt it move, just a little. Next week, I'll see if we can get it to move a little more.
This is a very helpful point to highlight. The intention behind any behaviour leaks out through either subliminal or direct messaging!