Fixing Feedback

Georgia Murch

• Publisher: Wiley
• Year: 2015
• Print ISBN: 9780730327462
• eBook ISBN: 9780730327479
• Edition: 1
• Topic: Business
• Subtopic: Business Communication
• Index: Business

Feedback is broken — here's how to fix it to create a highly engaged workplace with high performing leaders and employees

Fixing Feedback is not just another management book — it's a smart, refreshing, practical guide to feedback in the workplace. Everyone already knows how important feedback is, and we all know we should be giving it and receiving it regularly — yet we still do it poorly or avoid it entirely. This book shows you how to do it right. You'll learn what exactly constitutes useful feedback, how to deliver it effectively, how to receive it gracefully and how to use it to strengthen yourself, your team and your business. You'll learn critical communication skills that you can put into practice today, and get on track to building a "feedback culture" that results in highly engaged, highly productive employees.

The way you communicate dictates how you build relationships and make decisions. It's the difference between being remarkable and being a d!ck. Poor communication is a major force driving feedback into the ground, and it can be extremely costly for the company as a whole. This book shows you how to turn the ship around by making feedback a meaningful — and welcome — part of your everyday workflow and overall company culture.

• Understand "remarkable feedback", and how it changes people and workplaces
• Self-assess your communication style and gauge the impact it has on others
• Deliver meaningful feedback using a set of pragmatic tools and techniques
• Confront the personal issues that prevent you from effectively receiving feedback
• Learn what organisations need to drive to create a 'feedback culture'

When organisations fail to grasp the importance of investing in their people effectively, employees disengage. Building a meaningful feedback culture, on the other hand, makes your organisation a place where people want to work, want to achieve and want to be the best. It's all about effective communication. Fixing Feedback provides no-nonsense guidance toward equipping your people to succeed.

Chapter 1
Feedback is broken

In order to deal with people and issues at work we need to communicate. That means having conversations. You can't do a remarkable job without having remarkable conversations. You can't have remarkable relationships without having remarkable conversations.

New York Times bestseller The 4-Hour Workweek by Tim Ferriss suggests that we can structure our lives to be successful and wealthy by only working four hours a week — it is all about spending your time wisely. Ferriss says that ‘a person's success in life can be measured by the number of uncomfortable conversations he or she is willing to have’. I agree with Ferriss that pushing through your fears and doing the tough stuff is all about getting things done and moving forward. I don't think it needs to be uncomfortable though. There is an easier way.

It's all about your people

You may know them as high-performing organisations, the best places to work, or employers of choice. Whatever you want to call them, all top organisations are similar in that they each recognise the power of creating and sustaining great cultures, and the power of communicating and collaborating well. They know that their main competitive edge is not their products or services. It's their people. The people behind what they deliver. It's the people that design and make or break the next strategy. It's the people that create motivation and drive within the organisation. It's the people, people, people!

Fail to acknowledge people and you're deluding yourself (and doing them a disservice).

Think of the commonalities shared by top organisations with enormous reach. Without an incredible team of innovators, Apple would not be able to launch the Apple Watch or the next iPhone. Facebook would not be able to create such a socially engaging and addictive platform. Without remarkable people behind the scenes Virgin Galactic would not be taking people to space.

Ideas don't create themselves, nor do they implement themselves. Of course most projects have spokespeople and lead directors who drive the vision, marketing and ‘selling’ as they go, but they have a team behind them. Without that team, there's nothing to market or sell.

It's easy to join the dots and say that making the most of your people should be a priority: focus on your people and the business will flourish. But employers can easily lose sight of their people, especially in times of economic stress.

In the 1990s I joined an entrepreneurial, forward-thinking and fast-growing business, HR and recruitment firm Morgan and Banks. One of the largest firms of its kind in the world, Morgan and Banks led from the front in terms of innovation and development. It was workplace utopia. I was in my early twenties and had lots of enthusiasm but little experience. Little did I realise how lucky I was. Whenever I catch up with colleagues from that time we always look back nostalgically. We worked our butts off, we made good money, we loved what we did and we had a ball working with each other. It was like the gold rush days for the corporates.

Geoff Morgan, one of the cofounders, was known for understanding and verbalising the fact that Morgan and Banks's assets (its people) were going up and down the lifts all day. Andrew Banks, the other cofounder, constantly drummed into us Peter Drucker's saying that ‘culture eats strategy for breakfast’. These guys instinctively knew that the value of their business was their people and they invested in them heavily via fun and powerful inductions, pragmatic and engaging professional development, mentoring programs and annual all-of-business conferences.

After the business was sold, the focus shifted from the people to the numbers. The conversations and strategy became about needing to improve, grow, cut back, double. We were not used to this. We were used to being asked how to build capability and motivation. Unsurprisingly, productivity decreased and maintaining profits became a challenge. It became difficult to retain the star performers, and people left.

YOUR people ARE YOUR BIGGEST ASSETS. FOCUS ON THEM AND THE BUSINESS WILL PROSPER.

Too many companies still haven't figured out that if they want the customer to come first they need to focus on cultivating a happy workplace: it's your people who are dealing with the customers.

Zappos, the largest online shoe retailer in the world, prides itself on its company culture, and it is well known for it. Does it come as any surprise that 75 per cent of purchases are from returning customers? That's an amazing statistic and is part of the reason Zappos was able to grow so quickly. One of its core values is ‘deliver WOW through service’. Zappos expects every employee to wow their customers and it does this by giving employees the autonomy to handle situations in any way they see fit.

Another organisation that is gaining more and more attention and success globally right now is Atlassian. Atlassian is a rapidly growing ‘software loving’ business that has won Business Review Weekly's ‘Best Place to Work’ twice, along with over 50 other awards (including top 20 Fortune Company, Deloitte Best Fast Growing IT and Hewitt's Best Employer) since it started in 2002. Even Dan Pink, author of the New York Times bestseller Drive: The surprising truth about what motivates us, uses Atlassian as an example in one of his famous TED talks. He says that Atlassian is an ‘incredibly cool company’ that is focused on motivating its people by giving them autonomy. Pink says too many organisations are basing their decisions on outdated thinking. If we want high-performance cultures the solution is not to entice employees with a sweeter carrot or a bigger stick.

With a dogged focus on values in everything it does with its employees, customers and brand, it's no wonder Atlassian has highly engaged people — and a very successful business with unprecedented growth in an arguably flat economy. It invests heavily in its people and sees the difference it makes. It's Atlassian's edge, and the results speak for themselves.

If we don't invest in our people and give them the feedback they need, we can't expect to have a high-performing business. People won't know what they need to replicate and what they need to improve.

People matter. A lot.

The people noise is loud

We need to get the best from our people so our businesses can thrive. So we get it, right?! Right!

Then why is it that some of the biggest problems we have in organisations are our people? People, our greatest treasure, can also become our greatest liability. ‘People noise’ can become so loud sometimes that it makes it hard to implement anything. People noise is like white noise … it's always on in the background until we turn it off.

When I say ‘we’ I don't mean us or them. I mean you. The leader, the manager, the colleague. If you see there is something to be done then you need to do it. We often wait for someone else to take the lead, have that conversation, or set the tone. No wonder it doesn't happen. As Gandhi said, ‘Be the change that you wish to see in the world’.

MANAGERS NEED TO manage. MANAGING IS MORE ABOUT THE people issues THAN ANYTHING ELSE.

Peter Drucker tells us that most of what we call ‘management’ consists of making it difficult for people to get their work done. Managers either create the people noise themselves or they don't turn it off when they need to. They don't lead.

The issues that demand most of our time are often the people ones. Do any of these scenarios sound familiar?

• You are trying to prepare your weekly report and John pops in to discuss an issue he has with the project leader's style and how it is affecting the team.
• You are delivering a strategy that will improve the productivity of the business but Tom does not want to work with Mary to deliver it. She's just too difficult.
• You are leading Sam's performance review and giving him feedback on his consistently late delivery. You go into a battle about who needs to take responsibility, as he says Jennifer keeps holding him back.
• You want to implement a new system that will provide a smoother approach when working with clients, but half of the team is divided because they will be more dependent on IT and they don't enjoy working with that area of the business.

People noise is our constant whether we recognise it or not. The success of a great strategy and its implementation hinges on how well people work together. Harnessing this power as not just a manager, but as a ‘doer’, and reducing the people noise makes the process of working together easier and, dare I say, more enjoyable.

The eighth consecutive study on engagement conducted by research company Gallup tells us that the cost of disengaged employees is deemed critical to a company's performance. The statistics are highly compelling. Some examples of a highly engaged workforce where people enjoy coming to work and working with each other suggest that there is:

• 65 per cent less turnover
• 37 per cent less absenteeism
• 48 per cent fewer safety incidents.

It is clear that minimising the people issues and creating a highly engaged workforce makes a difference. We're not talking about satisfaction for its own sake. We are talking about the cost implications of not investing in your people. More about this in chapter 2.

There are three options for dealing with the people noise.

1. Deal with people noise as it arises. Nip it in the bud so the spot fires don't become bushfires that end up being overwhelming or near impossible to address.
2. Deal with it poorly. Create even more issues by tackling the problems improperly or incompletely, damaging trust and respect in the process through inappropriate or aggressive communication.
3. Ignore them and hope they w...

Table of contents

• Cover
• Epigraph
• Titlepage
• Copyright
• About the Author
• Acknowledgements
• Introduction
• Chapter 1: Feedback is broken
• Chapter 2: The cost of poor communication
• Chapter 3: Why don't we have the conversation?
• Chapter 4: Understanding the ‘real truth’
• Chapter 5: Having the conversation
• Chapter 6: It's all about safety
• Chapter 7: Own your stuff
• Chapter 8: The Board of Directors in your head
• Chapter 9: Climb out of the thinking trap
• Chapter 10: Embedding ‘remarkable’ in your organisation
• Chapter 11: Do the work
• Index
• Advert
• EULA