Your feedback should be mutual, useful and regular

By Arbresh Useini, 06. May 2019

Most leaders have their annual performance reviews with their employees. This is meant to cover appreciation and acknowledgement, track improvements and somehow improve performance. But a yearly review isn’t enough to make your employees engaged in the organization’s purpose. Regular feedbacks leads to gratification, identity, open dialogues, values and virtues, and concrete problem solving among many other things. If you want engaged employees, you should be engaged in them – and regular feedback is a way to be engaged in your employees. I’m not talking about formal feedback, but useful and regular feedbacks which will engage the employees in the organization’s purpose.

Make it regular as a part of the culture

In my experience, most leaders skip frequent conversations with their employees because they find their time to be too valuable. Yet, frequent conversations with your employees will indeed create more time for you as a leader. Well, the dialogues and conversations take long time, but your path towards the purpose is aligned because of the frequent conversations, so the corrections will be a time saver at the end. Ideally, the employees should start conversations about ideas, innovations and improvement on the organization by themselves.

This should happen often, not just when feedback is scheduled and formal. The entire organizational culture should be based on regular feedbacks – either daily or weekly, and you should act on them!

How to give a proper feedback, which is useful

Some are good at giving feedback, others have a hard time doing it, but we all have tried to get the necessary feedback (read: necessary and not usable feedback or formal feedback). I will define the necessary feedback as the one we are required to give because it is a part of the annual performance review or similar, and we must find something to say – not the natural feedback. However, feedback is only a good thing if it’s useful. We all know the feeling with all the notes and feedbacks we have been given at a seminar where it was necessary, and they end up in a notebook and you’ll never look at them again.

So, make sure your feedback is useful. Don’t say anything if it isn’t useful. Useful means realistic and simple, and with suggestions so our colleague or employee knows what to do from here. But most importantly, make sure it fits both the employee and the organization’s purpose.

No matter how often and natural conversations you strive to have with your employees, your feedback should always be given from an organization’s point of view while your approach should be personal. Understand who the person sitting in front of you is. My boss, whom I’ve chosen to be my boss, understand that being a millennial, I need GPS management. This means the approach is personal, but the feedback is given from the point of the organization. Personal means, you should know how to deliver the feedback and has nothing to do with private. A personal approach is more than a template and formality, it’s also about how the employees mind pattern is and how to deliver the feedback.

Here are some few tips on what to remember when starting to integrate regular feedbacks:

If you’re looking for a tool on how to give useful feedbacks to develop skills and improve competences, we recommend the Pizza Model.

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#مطالعه_کنید، #بیاموزید، #به_کار_گیرید، خودتان و کسب و کارتان را متمایز کنید.
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#BookReview of #TheResponsiveLeader from #ReadersF #BookReview of #TheResponsiveLeader from #ReadersFavorite - https://readersfavorite.com/book-review/the-responsive-leader

Reviewed by Kayti Nika Raet for Readers' Favorite

The Responsive Leader: How to Be a Fantastic Leader in a Constantly Changing World by Erik Korsvik Østergaard is the kind of book that helps business leaders who are looking to adapt and thrive in the future of work environments. Breaking it down in a simple, easy to read manner, Østergaard shows that the true testament of a successful business is how fully its leaders are able to blend their knowledge of leadership and management with this new age of technology, the so called "Fourth Industrial Revolution". In The Responsive Leader, Østergaard shows readers how to align the organizational mission and goals with current society to create a well engineered environment. Drawing on his experience as an engineer, the author guides the reader expertly through his thought processes, highlighting resources and changing the way we think about business. 
The Responsive Leader by Erik Korsvik Østergaard is a well written and informative text. It is written in a way that makes for easy consumption and provides a great range of insights from which businesses and organizations of all levels will be able to glean many helpful tips, as Østergaard busts myths that may hold industry back and limit growth. It's certainly a book that will open many readers' eyes. In an exhaustive text, Østergaard leaves no stone unturned with The Responsive Leader as he seeks to encourage business owners to remain relevant to their employees and customers. He also provides a great resource for those looking to take their business to extraordinary heights.
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// #blochøstergaard #theresponsiveleader // “Reviewed by Kayti Nika Raet for Readers' Favorite (...) Breaking it down in a simple, easy to read manner, Østergaard shows that the true testament of a successful business is how fully its leaders are able to blend their knowledge of leadership and management with this new age of technology, the so called "Fourth Industrial Revolution". In The Responsive Leader, Østergaard shows readers how to align the organizational mission and goals with current society to create a well engineered environment (...) It's certainly a book that will open many readers' eyes. In an exhaustive text, Østergaard leaves no stone unturned with The Responsive Leader as he seeks to encourage business owners to remain relevant to their employees and customers. He also provides a great resource for those looking to take their business to extraordinary heights.”
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