entre
Benjamin Friedman

President at Build Scale Grow, Inc.

๐‡๐จ๐ฐ ๐ญ๐จ ๐†๐ข๐ฏ๐ž ๐•๐š๐ฅ๐ฎ๐š๐›๐ฅ๐ž ๐…๐ž๐ž๐๐›๐š๐œ๐ค This and my next post delve into giving and receiving feedback. Both skills require the courage to be candid and the confidence to be open. Providing effective feedback will increase individuals' impact, help build trust with the team, and reinforce your vision and values. Sometimes you need to cross the gap between an employee's current and desired efforts. This post will help you build that bridge. ๐˜›๐˜ธ๐˜ฐ ๐˜’๐˜ฆ๐˜บ ๐˜Œ๐˜ญ๐˜ฆ๐˜ฎ๐˜ฆ๐˜ฏ๐˜ต๐˜ด...

๐‡๐จ๐ฐ ๐ญ๐จ ๐†๐ข๐ฏ๐ž ๐•๐š๐ฅ๐ฎ๐š๐›๐ฅ๐ž ๐…๐ž๐ž๐๐›๐š๐œ๐ค
 
This and my next post delve into giving and receiving feedback. Both skills require the courage to be candid and the confidence to be open.

Providing effective feedback will increase individuals' impact, help build trust with the team, and reinforce your vision and values.

Sometimes you need to cross the gap between an employee's current and desired efforts. This post will help you build that bridge.
 
 
๐˜›๐˜ธ๐˜ฐ ๐˜’๐˜ฆ๐˜บ ๐˜Œ๐˜ญ๐˜ฆ๐˜ฎ๐˜ฆ๐˜ฏ๐˜ต๐˜ด
 
For feedback to be effective, it must be candid and constructive.
 
Being sincere means getting to the core matters. Being constructive means that you truly helping someone develop, not masking an attack.
 
I worked in two different companies where I had to deliver feedback that people smelled really bad. Awkward for everyone.
 
The first time, I was too nervous to deliver the news. I asked their manager to intervene and it completely backfired. They felt attacked and I was a jerk.
 
When this issue came up again, I asked the person to meet. I acknowledged this is a tough topic, directly mentioned the problem, and offered just a couple notes. They thanked me and quickly left, and it was fine afterwards.

๐˜›๐˜ฉ๐˜ฆ ๐˜š๐˜ช๐˜ต๐˜ถ๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜ข๐˜ฏ๐˜ฅ ๐˜—๐˜ฆ๐˜ณ๐˜ด๐˜ฐ๐˜ฏ
 
The type of feedback (tone, delivery, and consequences) should recognize the circumstances and the recipient.
 
If someone skips a meeting because they worked all night to solve a problem, that is different than if someone skips a deadline for no reason.

I start by asking if someone recognizes the behavior as an issue (easier if they do) and if there is anything happening affecting their work right now.

Also, people process information differently, so you may be fine with a conversation with one person but need to write down the issue to another.
 
 
๐˜’๐˜ฏ๐˜ฐ๐˜ธ ๐˜ ๐˜ฐ๐˜ถ๐˜ณ ๐˜—๐˜ถ๐˜ณ๐˜ฑ๐˜ฐ๐˜ด๐˜ฆ
 
When it comes to giving useful feedback, I put a lot of pressure on managers because I believe that unproductive behavior is often partially their fault.
 
If a manager is not clear on the objectives, work expected, and desired results, then I have a hard time blaming the person being managed.
 
When giving feedback, explain how the undesirable behavior impacts the team. Then share specific, measurable activities will show improvement.
 
๐˜•๐˜ฐ๐˜ถ๐˜ณ๐˜ช๐˜ด๐˜ฉ ๐˜Ž๐˜ณ๐˜ฐ๐˜ธ๐˜ต๐˜ฉ
 
After the feedback, you need to support the person by meeting frequently, giving resources or insights, and encouraging success in other ways.
 
"๐˜พ๐™ง๐™ž๐™ฉ๐™ž๐™˜๐™ž๐™จ๐™ข, ๐™ก๐™ž๐™ ๐™š ๐™ง๐™–๐™ž๐™ฃ, ๐™จ๐™๐™ค๐™ช๐™ก๐™™ ๐™—๐™š ๐™œ๐™š๐™ฃ๐™ฉ๐™ก๐™š ๐™š๐™ฃ๐™ค๐™ช๐™œ๐™ ๐™ฉ๐™ค ๐™ฃ๐™ค๐™ช๐™ง๐™ž๐™จ๐™ ๐™– ๐™ข๐™–๐™ฃ'๐™จ ๐™œ๐™ง๐™ค๐™ฌ๐™ฉ๐™ ๐™ฌ๐™ž๐™ฉ๐™๐™ค๐™ช๐™ฉ ๐™™๐™š๐™จ๐™ฉ๐™ง๐™ค๐™ฎ๐™ž๐™ฃ๐™œ ๐™๐™ž๐™จ ๐™ง๐™ค๐™ค๐™ฉ๐™จ." โ€“ Frank A. Clark
 
After a few weeks, check with people to let them know whether youโ€™ve seen improvement or have more feedback.
 
 
Providing constructive feedback is highly valuable to a team's success, but it can require a significant investment of time and emotional energy.

________________________________________

Photo by Matthew Henry who can be found here: https://bit.ly/3Yl4fsQ

Our latest newsletter talks about growth in โ€œIncreasing Productivityโ€ and โ€œYouโ€™re Doing Fineโ€ at https://bit.ly/3KD3k19

๐—ฆ๐—ฐ๐—ฎ๐—น๐—ฒ: ๐—ฅ๐—ฒ๐—ฎ๐—ฐ๐—ต ๐—ฌ๐—ผ๐˜‚๐—ฟ ๐—ฃ๐—ฒ๐—ฎ๐—ธ is a modular handbook with over 130 articles that ascend into topics like leadership, growth, sales, marketing, operations, finance, and teams. In just five minutes, learn the best methods and practical solutions to help you reach your dreams. https://smile.amazon.com/dp/B0BP9GVRPY

Contact info@webuildscalegrow.com to receive a free copy of the article "Productivity Hacks for Leaders".