Archive for the ‘ Feedback ’ Category
We’re doing something a little different this week.
Instead of a written post, Gus Jaramillo and I collaborated on a video post as part of the Leadership Quote vlog series. Subscribe for future videos!
I have always been taught to “think before you act” – I should consider what exactly I want to do; why; and what the impact is. This way, you have clarity on what you’re doing, and you can avoid making the wrong decision or upsetting people (especially important in leadership).
However, we’re working in business around the globe, using real-time communication, and keeping up with continuous improvements technology; and we need to keep pace with a constantly changing environment – and this means changing our decision making process to match this faster pace.
The “OODA Loop” is not new – it was developed by US Air Force Colonel John Boyd in the 1950’s, and refers to the recurring decision cycle of: observe-orient-decide-act. The quicker this cycle can be processed, the more an organization or individual can gain the upper hand, by being one step ahead of their “opponent’s” decision making.
The model demonstrates a four-point decision loop that supports fast, effective and proactive decision-making:
|Observe||Gather as much relevant information as possible. (In business, data becomes an important part of this process).|
|Orient||Analyze the information, and use it to change the situation. The better and quicker the leader of an organization is able to gain clarity, the better the decision that can be made|
|Decide||Determine a course of action. Having good data analysis and orientation allows organizations to make better and more repeatable decisions.|
|Act||Follow through on your decision. Act with energy, discipline and drive. This is the heart of the execution process|
You cycle through the loop by observing the results of your actions, reviewing and revising your initial decision, and moving to your next action. It needs to be a smooth, continual process, and the faster you can move through each stage the better. In fact, if you were to sit down and map out each step, it would slow down instead of speed up.
The initial concept was based on military combat operations. Consider a fighter pilot trying to shoot down an enemy aircraft. Before the enemy is even in vision, the pilot considers information of the enemy pilot (level of training, cultural traditions, etc). When the enemy aircraft comes into the radar, our pilot gets more information on speed and size of the enemy plane. A decision is made based on the available information. Our pilot can then loop back to observation: is the attacker reacting to the action of our pilot? Then to orient: is the enemy reacting characteristically? Is his plane exhibiting better-than-expected performance? Based on these, he can cycle back through the loop to making a decision on his next course of action, and carry it out.
If you’re looking to work on your leadership, and become a better leader, your first step might be to create an action plan. “In order to be a better leader, I want to do this, this, and this”. Whilst this action plan might focus your efforts, and provide a roadmap; it is just that: a plan.
When it comes to leadership, the way to produce the change of mindset – to improve the skills you require to become a better leader – is to act differently, rather than just think about it.
In fact, acting differently is more likely to make you think differently.
Someone once told me that, if I act like someone that I would like to meet, in time, I’d become a person that other people want to meet (and this is now written on a piece of A4 paper, stuck on the ceiling above my bed, and I read it every morning when I wake up). This is Boyd’s OODA Loop theory applied to being a ‘nicer’ person; but the same can apply to leadership. Act like the leader that you would like to have leading you, and in time, you’ll become the kind of leader that others want leading them.
You can try something new and, after action, observe the results – how it feels to us, how others around us react – and only later reflect on what our experience taught us.
In other words, we “act like a leader” and then “think like a leader”.
How often have you heard your friends or colleagues moaning about someone or about something that has happened, but they never actually say anything to that person? It happens all the time and it’s all because people don’t want to hurt someone’s feelings or are scared of giving feedback.
Giving feedback is tough, and something I often shy away from, so you are not alone!
Have you had that experience when you think, “I can give feedback,” and you do it, but crash and burn? You don’t get the response that you were hoping for, or nothing changes. You then get discouraged and think, “I am never doing that again!” Don’t worry, this is completely normal.
I work with Situational Leadership® II, so I know very well that when I crash and burn, I am in the D2 stage, where I have low commitment and little competence to give anyone feedback ever again. The only way I am going to move to D3, where I feel more committed and become competent, is if I pick myself up, keep doing it, and ask for a bit of direction and support from people I know are good at giving feedback.
The more positive experiences you have with giving feedback, the more confident you will be, so please don’t shy away from it.
Has this person demonstrated competence in this goal/task before?
Are you giving feedback to someone who has already completed this task or goal perfectly before? Or is this person new to the task or goal? Understanding this first will help you shape your discussion when giving feedback.
Always give feedback about a particular event/situation. Never make it general.
People cannot relate to general. So often in annual reviews, you hear feedback like, “You don’t respond to emails quickly enough”; if your colleague thinks they do reply fast enough, this type of general feedback will get someone’s back up. Instead say, “XYZ client emailed you and requested information concerning their leadership materials; they didn’t receive a response for three days. The consequences of this were their training materials didn’t arrive in time for the workshop.”
Try to give the feedback as quickly as possible.
You give feedback to try to stop mistakes from recurring. The quicker you address the problem, the less likely it is that mistakes will happen in the future. Plus it’s easier for people to embrace if it’s happened recently.
Give feedback from a good place.
When giving feedback, express why you are giving the feedback and how it can help that person in the future. If people see you are trying to help them, you are less likely to be met with resistance.
These are just a few tips I have picked up along the way—there are many more.
I would really like to hear from you about your experiences and tips on giving feedback. Please share your stories!
When I first entered the workforce 15 years ago, I had the great honor of working directly with best-selling business book author Ken Blanchard. At the time, I had little knowledge of his work or his reputation as one of the most influential thought leaders in the business world. I knew even less about his numerous best-selling business books, including one of the most successful business books of all time, The One Minute Manager.
Shortly after working with Ken on book endorsements, and helping him organize and publish The Little Book of Coaching with Don Shula, I quickly came to realize how worthy Dr. Blanchard was of his celebrity status. Ken Blanchard has a way of making you feel like you’re the most important person in the room, whether you are one-on-one with him in his office or a captivated member of a 5000-person audience. Ken is one of the most down-to-earth and compassionate people I have ever met.
This January, I graduated from the Ken Blanchard Companies, taking with me a wealth of knowledge and experience applicable to my own leadership development and media firm. There are five key leadership and career principals I learned from working with Ken Blanchard during my 15-year apprenticeship with the company that bears his name and helped start a leadership revolution.
“Take a minute to set goals.”
Not only is goal setting the first secret in The One Minute Manager, it is also the first skill of one the world’s most influential leadership models, Situational Leadership II. Most leaders and individuals have goals set in their minds, but few leaders and individual contributors actually write those goals down and actively use them to manage performance. Ken often quotes fondly the enigmatic Cheshire cat from Alice in Wonderland: “If you don’t know where you’re going, any road will get you there.” Goal Setting is a foundational business skill, whether you are a leader of others or a self-led leader. Setting clear outcomes makes your path more certain and productive.
“Catch people doing things right.”
If one lasting legacy of Ken Blanchard will be passed on for generations, it will be the practice of catching people doing things right. We all have a tendency to focus on the negative—to point out what’s going wrong rather than what’s working well and thus making the adjustments to improve. Great leaders build upon others’ strengths. They lift up and encourage the people they’re trying to influence toward peak performance. Once people have goals set and desired outcomes determined, the leader’s role is to encourage them to achieve those goals—not micromanage them by emphasizing the details of their shortcomings and failures on the path to achieving those goals.
“Feedback is the breakfast of champions.”
The best way to encourage others is by praising or redirecting toward the desired outcomes. Feedback is the conduit through which we provide the praise or redirection necessary on the path to excellence. Most leaders don’t think of feedback as a skill, but studies highlight the importance of effective feedback in motivating and building trust in the people you’re trying to influence. Great leaders understand how to give effective feedback. Excellent individuals learn how to seek feedback from leaders and anyone that can help them advances their goals.
“None of us is as smart as all of us.”
There is perhaps no greater truth in today’s knowledge-based workforce than the wisdom of the crowd. When people try to solve problems on their own, go Lone Wolf on tasks and goals, or keep acting as the gatekeepers of knowledge, they not only disrupt the outcomes of projects critical to organizational success, they isolate themselves from real solutions and the support of others. Great leaders seek wise counsel and seek input by empowering people to create solutions to everyday business challenges and employ strategic initiatives. Today’s most influential leaders and successful individual contributors understand the importance of collaborating with others for organizational and personal excellence.
“Humility isn’t thinking less of yourself, it’s thinking of yourself less.”
This is one of the most influential concepts I learned from Ken Blanchard. People often think of themselves too highly or, conversely, suffer from low self-esteem. Being humble may be more about a person’s attitude than an actual skill, but people who think about themselves less and focus on the needs of others often build trust and have a greater influence on the people they lead. Humility is not as difficult as it seems when you have a healthy self-awareness of your place in the world at large. Not only is humility a great character attribute, it’s a powerful leadership concept that will elevate the success of your team and your career.
Thank You, Ken Blanchard
The lessons I learned from Ken Blanchard are worth more than a Ph.D. in leadership. These five Key Leadership Lessons are valuable life skills that, if embraced, will guide you on your own journey toward professional and personal excellence. Whether you are serving clients through your own company or within the organization that employees you, clear direction, positive praise, consistent feedback, collaboration with others, and humility will all go a long way to ensure lasting success in all your endeavors. Ken Blanchard is a thought leader in the business world because he has learned to tap into the timeless truths that have inspired people to flourish throughout human history. I hope you will consider these five simple truths this day as you engage in your daily tasks and interactions with others.
Jason Diamond Arnold is a Leadership Consultant for The Ken Blanchard Companies and Cofounder of DiamondHawk Leadership & Media. He is Coauthor of Situational Self Leadership in Action, a powerful learning experience designed to help individual contributors to excel at work and in their career through critical leadership and business skills.