Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with Diverse Constituencies
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The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function. Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture. In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
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Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with Diverse Constituencies
- 1. SHAPING THE SHORELINE How the Power of Effective Feedback Sustains Institutions, Economies & You
- 2. We all need people who will give us feedback. That is how we improve. - BILL GATES
- 3. ● Mary Kay Ash There are two things people want more than sex and money… recognition and praise. - MARY KAY ASH
- 4. - GEORGE BERNARD SHAW The single biggest problem in communication is the illusion it has taken place.
- 5. REALITY The success and sustainability of an institution, project, community or family has a direct relationship to the ability of its people to have difficult conversations about crucial issues - and emerge from those conversations better for having had them.
- 6. BUILDING A BUSINESS CASE
- 7. FEEDBACK IS A PROCESS, NOT AN OUTCOME.
- 8. IF NOT YOU, THEN WHO?
- 9. THE CHALLENGE The most difficult communication challenges colleagues face are conversations that require the delivery and reception of critical feedback.
- 10. CASE STUDY: APPROACH MASTERCARD MasterCard’s CEO identified the need for a coaching style to help leaders empower, engage and energize employees. MasterCard’s managers began using a coaching style to give regular performance feedback and empower their direct reports. LEADERS WHO ADOPT A COACHING STYLE FOR FEEDBACK GET GREATER ENGAGEMENT FROM THEIR TEAM. After an initial pilot, 42 internal trainers were trained to deliver coaching training to all 1,500 people managers globally. Employee engagement surveys were used to measure how the organization was inspiring and engaging their people.
- 11. CASE STUDY: APPROACH MASTERCARD “One of the key objectives was to improve our employee engagement – we have seen significant improvements and the program is recognized as a great success by our senior management.” DON CARTER V.P. of Management Development & Global Talent Development MasterCard Worldwide
- 12. CASE STUDY: CULTURE ZAPPOS REINFORCE THE DEVELOPMENT OF MORE EFFECTIVE BEHAVIOR BY REPLACING OLD STYLE PERFORMANCE MANAGEMENT IN FAVOR OF CONTINUAL FEEDBACK AND SELF-IMPROVEMENT. Rather than being rated and given feedback annually, employees are given regular feedback on the extend to which they demonstrate Zappos core values. To drive the feedback process, Zappos directs managers to provide employees with status reports on their performance for informational purposes only. The purpose of the tool is to help employees understand how they are perceived. It is not used for reward or disciplinary purposes. If an employee scores low, they are offered free training so that they may improve their behavior to better reflect Zappos core values.
- 13. WHO DOES FEEDBACK THE BEST? BEST PLACES TO WORK IN PUBLIC SERVICE
- 14. WHO DOES FEEDBACK THE BEST? BEST PLACES TO WORK CATEGORY: PERFORMANCE-BASED REWARDS & ADVANCEMENT • My performance appraisal is a fair reflection of my performance. (Q. 15) • How satisfied are you with the recognition you receive for doing a good job? (Q. 65) • How satisfied are you with your opportunity to get a better job in your organization? (Q. 67)
- 15. RADICAL CANDOR OBNOXIOUSLY AGGRESSIVE RUINOUS EMPATHY INSINCERE MANIPULATION FEEDBACK CORE CONCEPTS SCOTT’S RADICAL CANDOR FRAMEWORK CARINGPERSONALITY CHALLENGING DIRECTLY
- 16. VALUES & IMPACT HONESTY IS THE ONLY FOUNDATION FOR INTEGRITY EVERY CAREER STAGE ADDS VALUE FEAR IS THE FAILURE FACTOR WHAT’S THE POINT? YOU ARE THE FIRST & LAST LINE OF RESILIENCE
- 17. CORE CONCEPTS HOW FEEDBACK HELPS US UNDERSTAND OUR SHARED REALITY 3. SHARED TRAJECTORY Feedback helps us determine how our impact affects the pursuit of our common purpose. 1. SHARED REALITY Feedback starts from a shared reality. 2. SHARED IMPACT High quality feedback helps us understand how we each impact our shared reality.
- 18. CORE CONCEPTS A SHARED REALITY IS FOUNDATIONAL TO THE PURSUIT A COLLECTIVE PURPOSE AGREEMENT ON OUR SHARED REALITY MY IMPACT ON OUR TEAM & COMMON PURPOSE MY TEAM’S IMPACT ON OUR SHARED REALITY
- 20. ALWAYS NECESSARY FOR EFFECTIVE FEEDBACK 1. CULTURE OF PSYCHOLOGICAL SAFETY 2. THE WILL TO ENGAGE 3. NO ONE ASKS, “DOES THIS APPLY TO ME?” TOOLS AND EXECUTION WHAT ARE THE ESSENTIAL COMPONENTS FOR EXECUTING EFFECTIVE FEEDBACK?
- 21. TOOLS AND EXECUTION PSYCHOLOGICAL SAFETY “Psychological safety isn’t about being nice. It’s about creating a culture every day where people can give candid feedback, openly admit mistakes, and learn from one another.” AMY EDMONSON Harvard Business School Professor & Author, The Fearless Organization
- 22. CASE STUDY “Going for Gr8” • When psychological safety is absent employees are afraid to push back on more senior peers or management, and negative coping behaviors become habitual. • Wells Fargo is an example of well-established organization which failed to establish a culture of psychological safety and paid a significant price for that failure – one that shook the institution to its foundations. • The creation of fake customers became a way to avoid giving upward feedback to managers. WHEN PSYCHOLOGICAL SAFETY IS ABSENT SOLUTION Establish a psychologically safe culture first: 1. SET THE STAGE 2. INVITE ENGAGEMENT 3. RESPOND PRODUCTIVELY
- 23. TOOLS AND EXECUTION THE WILL TO ENGAGE The will to engage openly in the feedback process might be derived from creating psychological safety, but it directly stems from two beliefs: (1) That your feedback is taken seriously. (2) That your feedback is building your organization’s future knowledge base. (3) That your feedback is writing the legacy you will leave behind, when you eventually move on from your role.
- 24. ESSENTIAL COMPONENTS OF FEEDBACK CULTURE THE CULTURAL NECESSITIES FOR EFFECTIVE FEEDBACK PSYCHOLOGICAL SAFETY WILL TO ENGAGE DOES THIS APPLY TO ME? “TAKE OFF THE MASK” Leaders at all levels of an institution (senior to junior) should seek to eliminate the fear that hierarchies produce by: 1. Setting the Stage 2. Inviting Engagement 3. Responding Productively Believing that your feedback: 1. Is taken seriously 2. Is critical knowledge for whoever has access to it 3. Will shape the legacy of your role and how your job is done in the future
- 26. TOM RATH Employees who report receiving recognition and praise within the last seven days show increased productivity, get higher scores from customers and have better safety records. They are just more engaged at work.
- 27. Communication – the human connection – is the key to personal and career success. PAUL J. MEYER
- 28. GEORGE BERNARD SHAW The single biggest problem in communication is the illusion it has taken place.
- 30. www.kadeshconroy.com So, I was wondering, do you had a minute to give me some feedback? www.kadeshconroy.com
Notas do Editor
- There is a lot of talk of rising tides these days and the ways in which our climate is changing. Now that might seem like a strange way to start off a talk with bankers, but consider this. Each day, the rising tides around the world bring new information and a new life to our shores. Each day they create new opportunities for life to flourish in these tidal zones – places like beaches and rocky shorelines or the clear water reefs of Jamaica (personal reference). Day by day, the motion of these tides shapes the environments that determine how our communities will be shaped. It has been like this since the first fish crawled out of the sea and onto dry land. Tidal zones are places where animals from across the ocean are mixed up together, where salt water meets brackish water and where brackish water meets fresh water. Tides, more than anything, are processes that help KEEP LIFE GOING THROUGH CONSTANT DISCOVERY AND CHANGE. That is what is want to talk to you about today – a process of discovery that leads to constant change and the sustainable life our financial system. Life is meant to flow, the same the tide flows repeatedly to our shorelines twice each day oceans. This flow is essential in our work places and spaces. We spend of our lives at work, when anything gets stuck our life moves out of balance. The essentials of balancing unbalance can stick around as work, guilt, dissatisfaction, family, regret…These emotions all pull you out of balance and benefit the cover of everyday attitudes like complacency, procrastination. Like complacency, this monopolizes your attention and undermines your self-worth and the worth you bring to your organizations and job functions. You do not want to be caught in a negative feedback loop. Getting unstuck takes awareness. Whatever you are not aware of can not be fixed. Fixing is the goal. Not condemning or hiding from difficult challenges at work.
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- Like our shorelines our societies are shaped by the cycle of changing tides, our companies and institutions are shaped by the information we collect. I've built my career on making organizations rich in feedback, in the art of delivering and receiving information about performance.
- The success and sustainability of an institution, project, community or family has a direct relationship to the ability of its people to engage in difficult conversations about crucial issues and emerge from those conversations better for having had them. Traditional performance review process continues to be painful and ineffective for both managers and employees. In many cases, the focus on improving formal systems has not achieved the desired results. Our traditional performance reviews are not achieving the results necessary. In fact, research shows that what truly increases employee performance and engagement is not annual reviews, but the day-to-day process of managers communicating expectations, providing feedback and leveraging employee talents. The strength of our economy and institutions are determined by the strength of the relationships within and between institutions. The strength and depth of relationships are defined by how they perform in difficult times and during long periods of apparent normalcy. High-quality feedback processes prepare a team to perform at high-levels during times of conflict and uncertainty, and at times when it seems as if a mission is proceeding "as expected". Just like a stress test on a bank or financial system, feedback proficiency tests the strength of team.
- Research has shown that managers who engage in effective performance management produce extraordinary business results compared with those who do not. One study demonstrated 50 percent less staff turnover, 10 to 30 percent higher customer satisfaction ratings, 40 percent higher employee commitment ratings and double the net profits. Source: The Ken Blanchard Companies. (2009). The high cost of doing nothing: Quantifying the impact of leadership on the bottom line. Effective performance management behavior leads to better: Bottom line results Employee engagement Retention of key staff
- Feedback is conveying information for the purpose of (1) establishing a shared reality and (2) taking responsibility for our contributions to a common goal. A team or an individual is always evolving and can change from day to day, and feedback processes must also be implemented constantly. This also means that if you only practice it once a year, then you are doing it wrong. Feedback is a dynamic process. Analyzing dynamic systems requires curiosity. Analyzing outcomes requires a measuring tape. We have to maintain a posture of curiosity about our colleagues and put our egos away. Analyzing dynamic processes requires experimentation as much as regimentation.
- There is a strong argument to be made that community bank examiners are perhaps one of the most critical providers of feedback services in our society today. Your feedback helps determine the long-term health of our financial system. If bank examiners are not highly proficient in delivering and receiving feedback, then Houston we have a problem!
- Colleagues fear delivering and receiving critical feedback.
- There are many examples of organizations that have successfully engaged their employees through feedback. MasterCard is one example. MasterCard identified the need for a coaching style to help leaders empower, engage and energize employees. Managers then began using a coaching style to give more regular feedback and empower their direct reports. The employee engagement results increased by 50%.
- An example of a company that has implemented a performance management process aligned with the “New Thinking” model is Zappos. By replacing its traditional performance management process in favor of one based on continual feedback and self- improvement, Zappos is reinforcing the development of more effective behavior. Rather than being rated and given feedback once yearly as part of a formal review process, employees are given regular feedback on the extent to which they demonstrate Zappos’ 10 core values, such as delivering “Wow” service or showing humility. To drive feedback, Zappos directs managers to provide employees with status reports on their performance for informational purposes only, such as the percentage of time spent on the telephone with customers. The frequency of the reports is decided by the manager. Managers no longer make ratings on a five-point unsatisfactory to outstanding scale, but instead indicate how many times they notice employees exhibiting specific behaviors that represent the 10 core values, with documented examples of what the employee actually did. These assessments are not used for promotion, pay or disciplinary purposes. Rather, their purpose is simply to provide feedback on how employees are perceived by others. If an employee scores low in an area, free on-site courses are offered to help the employee improve.
- Let's look at public service organizations who have to deal with lots of regulations: Large Agencies? (1) NASA Mid-Size Agencies? (1) FTC, (3) SEC, (5) FDIC
- Let's look at public service organizations who have to deal with lots of regulations: Large Agencies? (1) NASA Each year, NASA and all the other federal agencies participate in a “Best Places to Work” survey that asks every employee within the organization to score the agency on a series of questions related to specific Categories that research shows make workplaces excellent. Since the beginning of this survey, NASA has continually scored at the top of the large agencies in overall scores. However, what is most interesting is that NASA performs particularly well in tough categories. In fact, they perform twice as well against the competition in the toughest category ‘Performance-Based Rewards and Advancement’ than any other category. They score 20% better than the average agency in this category alone. And wouldn’t you know it? This is the category that measures how well teams deliver and receive feedback on their performance. When you are 120 miles away from the Earth’s surface, in workspace the size of a minivan, there is not room for creating a work culture that is hostile to open and honest feedback or integrity. NASA provides extensive training to all their staff on feedback strategies and techniques as well as other communication skills. It makes a difference in the lives of their astronauts and makes the entire agency a better place to work.s
- Madeline Mann (Director of People Operations) at Gem, a LA based blockchain technology company observed that her employees often came away from company meetings feeling that they had not expressed themselves directly enough. Their feedback was couched because they were being sensitive to others’ feelings. Along with buy in from her senior leadership team she developed a direct feedback culture at Gem, based on Kim Scott’s Radical Candor framework. Scott is an executive coach in Silicon Valley and author of “Radical Candor: Be a Kickass Boss Without Losing Your Humanity” “Radical Candor” is the ability to challenge and directly show you care personally at the same time. The illustration helps to better understand the framework. The vertical axis represents “caring personally” while the horizontal axis represents “challenging directly”. This creates 4 quadrants: ruinous empathy – too much caring, not enough challenging Obnoxiously aggressive – not enough caring, too much challenging Insincere manipulation - not enough of either Radical candor – the right blend of both When Mann introduced the framework to Gem employees and asked them to rate themselves in the 4 quadrants, most people identified with “ruinous empathy”. They had to be convinced that challenging someone is a form of caring. This situation is not unusual. Scott estimates that more than 75% of people she coaches fall into this category.
- Integrity – In order to have integrity in your work you have to be honest with how you are performing and willing to be honesty with others about how they are performing. Career Stage – If you are a senior bank examiner, you can anticipate outcomes better than anyone else on your team. If you are a junior examiner, you have a fresh set of eyes that can help identify potential problems or areas that are being overlooked in the examination process. You can catch lingering issues that haven’t been resolved because no one else thought to look. USE THE FEEDBACK PROCESS TO ENSURE YOUR EXPERIENCE MEETS IN THE MIDDLE! Fear – The fear of the social cost of delivering feedback must be eliminated from our workplace culture. As long as someone can bring thoughtful, factual, and honest feedback to their discussions that is based on observations and not conjecture, their thoughts should be welcomed. Even if their observations are difficult for us to personally (or strategically) swallow. What’s the Point – Your feedback and expertise's creates the resilience that allows communities to weather financial storms. Your expertise your willingness to share, Your willingness to hold to integrity even when others don’t is what allows people to save their homes, buy groceries, send their children to school.
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- Setting the Stage – Really means let’s get people on the same page about the nature of the work we’re trying to accomplish together -- the nature of the project we’re on. The most important variables in the work we’re doing require all our voices and insights, particularly for questions like: (1) How much uncertainty do we face? (2) How much complexity? (3) How much interdependence? The more the work is uncertain or complex, the more your voice is essential to our success. Invite Engagement – Take opportunities throughout every day (not just once a year) to ask each other questions. Ask people directly, what are you seeing out there? I need to hear from you. What ideas do you have? What help can I offer? And when I ask a question that’s a real question, you know a genuine question. And then when I listen carefully to the response, I’m creating a moment – and hopefully more – of psychological safety. I’m saying I’m genuinely interested and maybe what you have to say is a little bit threatening and you’re reluctant to say it, but I’m giving you that room to do it. Respond Productively – Create an environment where you learn from hiccups or micro-failures. Like someone comes to you and says, “My project is really delayed, right? It’s really off track.” And make no mistake. This is bad news, right? I’ve just shared bad news. Your instinct is to get – you know, be mad, to express profound disappointment and it’s okay to be disappointed. In fact, you should be disappointed. It’s not okay to get mad. Because the primary accomplishment of getting mad is that you’re not going to hear from me next time. So a productive response is: “Thank you for that clear line of sight.” Right? So it’s a – now, what help do you need? What can we do to get this back on track? Which is after all what we both really care about.
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- I will leave you here with one of my favorite quotes “The single biggest problem in communication is the illusion that it has taken place”.