Archive for the ‘ Feedback ’ Category

Emotional Technology: Innovations That Could Change Leaders

There’s currently some fantastic technology out there, from wearables and self-lacing shoes (yes, like the ones in Back to the Future) to VR and spectacular advances in science that will someday make it to consumer products. But what about beyond the current advances? And what about tech that can help us become better leaders?

Currently, there doesn’t seem to be any fancy tech piece that can suddenly make you a better leader. And with more and more Millennials entering the workforce who are tech dependent, it’s becoming harder and harder for them to perform when they are promoted.

And yet, the technology is on its way. One such prediction is the rise of “Emotional Technology”, as outlined in the following:


Particularly with the the first (mood reader) and third (Socrates) pieces of tech, leaders will better be able to understand themselves and regulate their responses. This will drastically improve their leadership skills by providing on-the-spot feedback, insight, and recommendations.

What do you think? Would you find technology like this useful as a leader?

Praise Where Praise is Due

Great Job

Who doesn’t like positive feedback?

 It’s great to feel you have done a job well, beat a target or helped others. Being recognised boosts our confidence, self esteem and drives us to perform well.

 According to a study in Forbes complimenting workers can have a similar impact and incentive as cash rewards. They found ‘scientific proof that a person performs better when they receive a social reward after completing an exercise’. The striatum area of the brain is activated when this happens, the same area of the brain activated when you are given a monetary reward.

 So, when was the last time you gave positive feedback or praised a colleague’s performance?

 The link to performance seems obvious, yet excuses and busy schedules get in the way of this kind of feedback being given regularly or becoming a workplace norm. There is a stigma associated with praising colleagues; maybe it will be seen as a weakness and how often should we really be giving positive feedback?

 According to Business Zone giving positive feedback improves performance, quality of work, accountability, strengthens relationships and ‘prevents destructive information gaps’. Evidence enough of the power of praise.

 How much of an effort would it be to commit to praising one team member a week and making sure that feedback is timely, constructive and genuinely heartfelt? Does sticking our neck out and giving someone the feedback they deserve really dent our ego and make us weaker? Or does it show that we are strong individuals, comfortable with recognising others and respectful and grateful for the hard work others put into their jobs every day? 

These are all rhetorical questions as I think we all know the answer. Let’s give a colleague the gift of praise and make their day – I can assure you it will be appreciated!

 Thank you

I couldn’t find a great quote on feedback; let me know if you find any. I will leave you with my thoughts on giving praise:

 Being able to give praise purely, simply and honestly to others is the greatest gift you can give. Be the person who steps forward and has the strength to give this gift where it is deserved. You will inspire and bring joy and appreciation to those who are giving their best.

Lower Your Standards of Praise

“Perfectionist”
pəˈfɛkʃ(ə)nɪst
noun
1.  a person who refuses to accept any standard short of perfection, e.g. “he was a perfectionist who worked slowly”
adjective
2.  refusing to accept any standard short of perfection

I am a perfectionist. I mean, I’m not obsessive. The volume on the radio can be odd or even – that doesn’t matter. I do, however, like things to be right, and if I think someone won’t do a very good job, I’d rather just do things myself. I’m the kind of person that will ask their other half to make the bed; and then if the cushions aren’t in the right order, I’ll re-make it.

I’m also practically minded; and I know to be an effective team member, and – more importantly – to be a good leader, I need to overcome my perfectionist tendencies, because in reality not everyone I work with or lead will be able to reach the high standards that I set for myself. Trying to impose my own high standards on the people working with me is likely to frustrate them, and frustrate me. That won’t get us anywhere fast – we’ll be heading downhill in a spiral of “not-quite-right” annoyance. Alternatively, I’ll end up doing it myself, and that’s not an effective use of my time.

NotQuiteWhatIHadInMind

I struggled with the concept of letting people ‘get on with it’ a lot, until someone on a training course recently summed this up in one short phrase: “lower your standards of praise”.

Lowering your standards of praise means, instead of only giving people positive feedback when they get things exactly right, you lower the standard of achievement that merits reward to encourage the behavior you want, and then you can work on improving things gradually over time.

Think about when parents bring up children, and they try to teach their toddlers to talk. Of course, if someone wants to ask for a glass of water in adult life, we’d expect to hear “can I have a glass of water, please?”, but a two-year-old isn’t going to go from “mama” and “dada” to asking coherently for a glass of water overnight. Instead, parents start with the basics: “Water”. They’ll repeat the word, and encourage speech, until they get something that closely resembles the result: “Wa-wa”. Close enough! This behavior will be rewarded: the toddler will get the glass of water, and probably plenty of applause and kisses; but they can’t grow up using “wa-wa” every time they’re thirsty, so the development continues, and parents work on changing “wa-wa” to “water”; “water” to “water, please”, and so on.

A blog post on AJATT speaks about lowering our standards in every day life, and learning to appreciate the ‘baby steps’ we take to get to places in life, and then putting that into practice with our more long-term goals. It talks about how you shouldn’t ‘try to arrive at your goal. Just try to go there — and congratulate yourself for it: give yourself credit for only getting it partially right, partially done’. When you appreciate the little achievements, the bigger picture will fall into place.

Ken Blanchard, in his best-selling book, The One Minute Manager, talks about how the manager relies on catching people doing things right – which involves praising people immediately (and not waiting until they’ve achieved the whole); being specific about what they’ve done right – emphasizing how what they did right makes you feel, and how it benefits the organization; and encouraging more of the same.

By lowering your standards of praise, you’re not waiting for people to get all the way to the end of a project, only to be disappointed in the end-result. Instead, you can give positive feedback when they get things partially right, and slowly work your way to the desirable outcome, whilst keeping your relationship frustration-free. It doesn’t mean your end-result is going to be less-than-perfect, but it means that you’re not expecting perfection in the first instance.

The Leaders Guide to Mediocrity—Less Than a Million Ways to Maintain the Status Quo

“Proceed with caution in the direction of your hopes, and live safely, the life have.” —Hank Dave Locke

Mediocre is a good. Moderate quality is ok. “Average is the norm,” as Yogi Berra might say.

300x300Today’s world is complicated—every segment of society is continually changing and very little seems to be certain anymore, like it was two hundred years ago. No amount strategy, planning, or consulting can change this reality.

The great challenge for today’s leader at work, in sports, at home, or in academia, is to help everyone just hold on through the chaos and hope that things turn out for the good. We need to lower our expectations on what “greatness” really is. Our primary focus as leaders today is to maintain the status quo and not allow innovation, excellence, or a utopian idea of high-performance disrupt people from allowing people to get their job done the way they always have—for the most part.

The following are a host (who really counts how many points there are in articles like this anymore?) of ideas, or habits, or secrets, that will help leaders around the world avoid the stress caused by the quest for “higher levels” of performance and help maintain the status quo within your spheres of influence—if you have any.

Don’t Have a Vision

Visions are nothing more than “pie in the sky” dreams about the way things should be, not the way things really are. Having a vision for your organization only stresses people out and puts too high of expectations on them—expectations that are impossible to live up to in the end. And besides everybody forgets the vision after the town hall meeting anyway. So leaders need to save everyone the stress—don’t create a vision.

Don’t Set GoalsIMG_0517

Like vision, goals are a big stress in any area of life. People don’t need really need goals; it only sets you up for failure and disappointment. People come to work and know what they’re supposed to do and should be left alone to get it done—they don’t need a goal to tell them what they need to do. Without the stress of goals we don’t have to plan our week or take time every day to think about our activities we need to do. Without the burden of goals, people are free to just get straight to working—on something!

Don’t Give Feedback—And Never Ever Ask for Feedback

Feedback is just an illusion. It’s just someone else’s perception. By offering feedback you’re suggesting that something could be actually done a certain way—that’s pretty judgmental if you think about it. The reality is that everybody has their own way about going about doing things. By giving feedback to someone you’re know judging them, you’re insinuating that things could be done even better, and this is very disruptive to an organization—especially when you give feedback to someone that’s been leading people for 20 or more years. By asking for feedback you’re insinuating that someone knows how to do it better than you. That’s a no-no. You’ll look like a fool and people may begin to think that you don’t know how to do your job if you ask for feedback

Don’t Listen

Unknown
There’s only so much time in a day that you can sit around and listen to people’s complaints and problems. A leader that wants to maintain the
status quo and promote mediocrity, keep things flowing, should have no part of listening to somebody else’s challenges concerns or feedback. Time is of the
essence so don’t waste time listening to people’s concerns, and they’ll figure it out on their own—probably.

Don’t Solve Problems—Today

Like listening, problem-solving is another big waste of time. Problems exist, they always will, so what’s the point of trying to solve a problem when the reality is there will be 10 more, at least, that will spring up the next day. And if you really must try to solve a problem, sometimes you do, than the best strategy is to put it off until tomorrow. An average leader instinctively knows that today is all we have, and today’s troubles will take care of themselves; tomorrow.

Don’t Measure Performance

Yardstick-500x375Our society is beginning to understand this at a youth sports level—it’s time to understand this at a corporate level. If you hand out trophies and reward people for a “excellent” performance, what does that say to the rest of the organization? Measuring performance is just another way to discourage those who want to show up and work and just collect a paycheck. It’s another way to create distrust of the executives. Remember, your mission is to help your people survive, it’s not up to you to help them thrive—making the “scoreboard” irrelevant.

Feed Them Coffee and Donuts

This is a no brainer. Pavlov proved long ago that food, and now today, coffee, is a real good way to keep people satisfied. As long as people can come to work and know that donuts and coffee will be available, they will keep showing up. Sure it didn’t really work out with the orca whales at that Entertainment Park, but then again people aren’t really whales—food defiantly will satisfy humans. It’s not that complicated.

Which brings us full circle. Today’s leaders need to provide a safe environment with moderate expectations. The primary purpose of leadership is to help people survive and get through life in one piece—and enjoy the weekend. Leaders who follow these simple guiding principles will more than likely produce a culture of mediocrity and maintain a steady balance and certainty in an otherwise uncertain world.

Jason Diamond Arnold is a leadership consultant for The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He works with Fortune 500 Companies, Small Business, and Start Ups developing Performance Intelligence strategies that are linked to research based, leadership development curriculums and cutting edge application software.

Top 3 Reasons Why Being a Great Leader Isn’t Easy

A few months back, I asked a group of leaders for a show of hands on who had experienced either oversupervision or undersupervision. Almost every hand went up. But then I asked how many had themselves oversupervised or undersupervised their direct reports. Only one or two hands shyly peeked out from the crowd.

So what’s going on? Well, leaders can sometimes be unaware of what they should and should not be doing. And this lack of awareness separates good leaders from great leaders. Great leaders know that leading is a never-ending journey that can be filled with treacherous obstacles.

So what do you need to know to become a great leader?
 
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