The feedback loop
One of the most common responses from leaders or managers when asked, “What do you want to be better at?” is “having the tough conversations.” Challenging a peer about their performance or lack thereof can be tough. Confrontation is not something many people enjoy, and dealing with an array of different personalities and how they accept feedback adds another layer of complexity.
However, upon deeper reflection, a common discovery is made: the majority of these conversations occur annually or bi-annually, usually when there’s a box to be ticked or when it’s locked into the calendar for a review. This sporadic approach to feedback is in stark contrast to the regularity of feedback in sports.
Feedback is constant & integral to performance improvement.
In sports, feedback is constant and integral to performance improvement. The term ‘keyboard warrior’ was created for a reason, with many sports fans vocally expressing frustration at players’ mistakes. This feedback, albeit sometimes harsh, is a part of the community. But beyond the immediate reactions during a game, there is a structured and regular feedback process.
For instance, the first day post-game is dedicated to reviews. Coaches review the game, the leadership group reviews it, and various divisions like defenders, midfielders, and forwards conduct their reviews. Every individual sits with their assigned coach to review their performance. Finally, the whole team comes together to discuss lessons learned and their application in training and future games. This process involves multiple levels of review, focusing on player positions, tactics, decision-making, skills, and commitment to the game plan.
This structured approach ensures players receive feedback from coaches and teammates over a hundred times a week. This frequency and consistency make tough conversations less intimidating, fostering a culture of regular, constructive feedback rather than sporadic, high-pressure reviews. Questions like “Why did you make that decision?” and “What were you thinking?” encourage reflection and improvement, transforming feedback into a tool for growth rather than a source of anxiety.
The essence of feedback is often misunderstood. It’s not personal and doesn’t reflect who you are. Instead, it focuses on tasks and objectives. Feedback aims to enhance performance and achieve goals. This distinction is crucial for businesses to grasp. The popularity of books like ‘Legacy’ by James Kerr, which delves into the New Zealand All Blacks’ culture of excellence, underscores the business world’s recognition of sports’ feedback principles.
The essence of feedback is not personal and doesn’t reflect who you are.
To integrate this into the office workspace, feedback should become a regular practice, reducing the intensity of tough conversations. Here are several strategies to achieve this:
End-of-Meeting Reviews: Dedicate the last five minutes of meetings to evaluate whether goals were met. Discuss reasons for success or failure, fostering immediate reflection and adjustment.
Weekly Team Check-Ins: Conduct brief end-of-week reviews in small teams. This not only reflects on the past week’s performance but also sets priorities for the upcoming week, ensuring continuous alignment and progress.
Monthly Manager Catch-Ups: Regular monthly meetings with managers to discuss performance, challenges, and development opportunities. This keeps the feedback loop active and maintains a clear trajectory for improvement.
Personal Daily Reviews: Encourage individuals to spend a few minutes at the end of each day reflecting on their achievements and areas for improvement. This personal accountability promotes self-awareness and proactive development.
Implementing these practices helps embed a culture of continuous feedback, reducing the dread associated with tough conversations. Regular, constructive feedback fosters an environment where employees feel supported and empowered to improve, enhancing overall team cohesion and productivity.
Leaders and managers can take several additional steps to ensure feedback is effective and well-received. Firstly, creating a safe and trusting environment is paramount. Employees must feel that feedback is given with the intent to support and develop rather than criticise. This involves being clear, specific, and objective in feedback delivery, focusing on behaviors and outcomes rather than personal attributes.
Secondly, encourage a two-way dialogue. Feedback should not be a monologue but a conversation where the employee can share their perspective, ask questions, and contribute to the discussion. This not only makes feedback more comprehensive but also builds mutual respect and understanding.
Lastly, recognise and celebrate successes, no matter how small. Positive reinforcement motivates employees and reinforces desired behaviors. It balances constructive criticism and ensures feedback sessions are not solely focused on what went wrong but also highlight what is being done right.
By adopting these practices, businesses can cultivate a feedback-rich culture akin to that in sports, where continuous improvement is the norm, not the exception. This approach not only enhances individual performance but also drives team cohesion and overall productivity, ultimately leading to a more dynamic and successful organisation.
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