| One of the four core competencies defined by the | | | | Effective feedback is free of assumptions, attributions, |
| Institute of Certified Professional Managers is | | | | and judgment. It sounds like, 'Last month his team had |
| management control. In the design of machines and | | | | $100,000 in sales. The expectation for sales teams is |
| systems control is maintained by using feedback. The | | | | $150,000 a month. I would like to talk about how to |
| feedback loop in a machine maintains the stability of | | | | close that gap'. It does not sound like 'This team is not |
| the machine's performance by continually measuring | | | | working hard enough and its time all of you got serious |
| the difference between and expected state and the | | | | about getting the job done'. The first example opens |
| actual state. This information is used to adjust the | | | | the door for a dialogue that lays the groundwork for |
| machine's performance so that it remains stable and | | | | sustainable improvement. The second example sets |
| continues to produce a predictable outcome. Feedback | | | | the stage for a defensive confrontation that will not |
| is just as important to producing consistent | | | | produce lasting results. |
| performance when the 'machine' is a business. Here | | | | Finally the feedback becomes the basis for a dialogue |
| the primary components are not gears and circuit | | | | on how to close the gap. In the example above it |
| boards but are individuals and teams and yet the | | | | would mean exploring with the team the possible |
| same principles for feedback are applied by | | | | reasons for the low sales and what actions could be |
| successful managers. The key elements of successful | | | | taken to increase sales going forward. This is an |
| feedback are 1) it is frequent, 2) it is specific and | | | | opportunity for a dialogue not a diatribe. It is important |
| describes the gap between what is expected and | | | | to find the root causes for the disappointing sales and |
| what is being done, and 3) it is used as the basis for a | | | | to address them with meaningful actions. Neither a |
| dialogue on how to close the gap. | | | | motivational speech nor a scolding will produce lasting |
| Too often the model for feedback in corporations is | | | | results which, after all, is itself the measure of |
| the annual performance review. This is simply a case | | | | successful management. |
| of too little too late. Watching an individual or team | | | | To enhance the performance in your organization |
| struggle with performance and not providing them with | | | | make frequent use of feedback that is structured |
| feedback is like watching someone drown and not | | | | around the gap between expectations and outcomes. |
| throwing them a life preserver. Feedback is not a | | | | Paint a clear picture for the organization of optimal |
| punitive act, it is a gift. The more immediate and | | | | business performance. Objectively describe the actual |
| specific feedback is the more effective it is in | | | | results that are being achieved. Share your thoughts |
| producing results. | | | | on how the results can be improved and invite |
| Effective feedback is delivered using facts and data. It | | | | individuals and teams to provide theirs as well. From |
| objectively describes the results that are expected | | | | this it is possible to create a successful plan to |
| and the results that are being achieved. Closing this | | | | produce sustainable business results. |
| gap is the objective of providing the feedback. | | | | |