Navigating Future of Work – September 2024

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September-2024

Feedback originated in regulatory mechanisms, initially describing closed mechanical systems, and wasn’t applied to psychology and human behavior until after 1940. Traditionally, feedback focused on the past, with leaders highlighting what employees did well or needed to improve. It has since evolved into broader forms, including top-down, bottom-up, peer-to-peer, and 360-degree feedback for managers. In the evolving workplace, feedback remains a vital yet challenging element of organizational culture, and it’s the focus of this month’s nudge letter.

This edition includes simple DIY steps to help you build a feedback culture within your teams and organization. We’ve also featured a podcast episode from Adam Grant’s “Re: Thinking” series and insights from “From Around Semco Style,” emphasizing that feedback is neither positive nor negative—it’s all about the mindset of the giver and receiver.

We hope you find this edition insightful. If not, please share your feedback; we’re eager to improve.

Feedback is a gift!
Not a verdict. Not a right.

 

Feedback is essential for growth, helping individuals and teams improve performance and align with goals. Whether you term it positive or constructive, it fosters development and drives continuous learning. However, feedback is a two-way street—every feedback leaves the giver something to reflect on.

Here is how you can build a culture of feedback in your team and organisation,

Delink Feedback from Rewards

Feedback should be separate from performance ratings, salary increments, or promotions. Address the issue while it’s still fresh, rather than waiting for formal reviews. This keeps the feedback focused on improvement, not compensation.

Be Objective

Stick to the facts. Avoid generalizations like “You always miss deadlines.” Instead, focus on the specific incident, such as “Last Friday’s delay pushed the project back by two days.” Keep the conversation clear and factual.

State the Impact

Explain how the action affected the team, project, or company. For example, “The client couldn’t launch on time, which disrupted their sales plan.” This helps the recipient understand the broader consequences of their actions.

Allow Time for Reflections

After sharing the feedback, give the recipient space to process the conversation. Encourage them to think about how they can improve, and schedule time to revisit the issue.

Do Follow-up

Set up a follow-up conversation to check on progress. This shows that the feedback is part of an ongoing process of improvement, not a one-time event.

And remember, giving feedback is an opportunity for you to reflect too!

Finally, for feedback systems to work and help organizations build a learning culture, there needs to be a culture of trust, psychological safety, and alignment, some of the topics covered in our prior editions.

FROM AROUND THE WORLD

How to look for the grain of truth in any critique, when to discount feedback, and what it takes to be honest without being brutal.

Feedback is not right, it is a gift. You should be willing to receive feedback from anyone, and it shouldn’t be dependent upon if you like the person or don’t like them and respect them. 

LINK TO THE PODCAST

FROM THE WORLD OF SEMCO STYLE


IT’S NOT ABOUT MISTAKES!

…feedback isn’t solely about addressing shortcomings, it also encompasses appreciation for what is being done well. Appreciation / positive feedback celebrates success and reinforces desired behaviors and motivates individuals to continue excelling.

READ FULL STORY HERE

TRIVIA FOR YOU

DID YOU KNOW THESE FACTS ABOUT FEEDBACK?

According to Gallup research shared in an article published in 2021, 80% of employees who say they have received meaningful feedback in the past week are fully engaged but only 26% of employees strongly agree that the feedback they get helps them do better work clearly pointing to a need for organizations to rebuild their feedback systems to make it effective..

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