FEEDBACK
One of the most valuable items a leader can give to employees is feedback. Providing open and honest evaluations of employee performance may have a positive effect on workplace productivity. This blog entry will address the art of effectively communicating and delivering feedback to employees.
Positive Feedback
Delivering positive feedback can be a pleasant experience for both the manager and the subordinate. Managers take great pleasure in giving good performance reviews, or informing an employee on a regular basis that they are doing a good job. In addition, employees feel a sense of accomplishment when they are told they are doing a good job. In today’s business environment of corporate downsizing and job terminations, a “vote of confidence” from the organization’s leadership may also offer a sense of security for employees.
However, no employee is perfect. Every employee has an area which can be improved. A manager who has observed an employee’s strengths and weaknesses should be able to clearly communicate those observations in a constructive manner. Any manager who cannot communicate on employee’s strengths and weaknesses is doing a disservice to the employee as well as the organization. An opportunity for enhanced productivity and effectiveness may be missed.
Negative Feedback
Conversely, delivering negative feedback can be stressful and discouraging. If a manager has clearly defined employee expectations, and those expectations are not met, negative feedback should NOT come as a surprise. If the manager has not clearly defined employee expectations, the employee may or may not know there is a need for improvement. Moreover, the manager has adversely impacted organization effectiveness and productivity by not addressing the issue in a timely manner.
As a result, the manager’s timing in providing negative feedback is critical. Waiting for an annual employee performance review to provide negative feedback will not serve the purpose. Allowing an underperforming employee to continue underperforming until the performance review exacerbates the issue. And of course, ignoring poor performance has no positive value. If other employees notice poor performance is being ignored instead of corrected, employee morale and respect for the manager will also suffer.
Techniques for Delivering Negative Feedback
Another consideration in delivering negative feedback is how. Chastising an employee in front of their peers or clients will not produce the expected result. In fact, there is potential for an employee to take a defensive, retaliation-type stance. Research has shown a common practice for delivering negative feedback is a one-on-one discussion with the employee to state what was wrong; what can/should be done to improve; and how improvement will be identified.
A prevalent feedback technique is known as the “sandwich” approach. With this method, the manager first states what the employee has done correctly. It is followed with what the employee has done incorrectly (and what must be changed). Then the feedback is completed with positive comments about the employee’s performance. This technique demonstrates the manager’s ability to observe employee performance. However, it may be ineffective in driving the desired changes if the employee focuses more on the positive comments than on the areas which need to be improved.
Leadership/Management Accountability in Delivering Feedback
Whatever method is used for delivering feedback, it is critical the manager’s message is understood by the intended audience – the employee. The manager/leader must ensure the employee understands what is expected. Further, it is the manager’s/leader’s responsibility to remove barriers that prevent employees from being successful. If an employee needs additional training to perform their job, the manager must help to remove obstacles that would prevent the employee from getting the required training. Finally, the manager must monitor and communicate employee progress in meeting expectations. The result of following this technique at a minimum will be enhanced communication between manager and employee. To a greater degree, it will improve overall organizational effectiveness.
More information on delivering feedback can be reviewed in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing).
Feedback to the bi-monthly blog entry is always welcome.
Monday, March 22, 2010
Thursday, March 11, 2010
What’s UP (Weekly, Hot, Applicable Topic Summary - Unbiased Perspective)
DELEGATION
Delegation is defined as assigning responsibility and authority to others for carrying out tasks. Delegation is also described as empowering employees to make decisions, and/or choosing another person/group to represent the leader in executing an activity. This blog entry will address the art of delegation and highlight some of the characteristics of both effective and ineffective delegation practices.
The Role of Leadership and Delegation
The pillars of leadership consist of: communicating a shared vision; involving others to execute that shared vision; monitoring and measuring progress in achieving the goals and objectives; and acknowledging and rewarding success in accomplishing the goals and objectives. These leadership pillars are all embodied within the techniques of delegation. Although the gist of leadership and delegation is to get work done through others, this leadership tactic serves additional purposes as well.
First, delegation facilitates employee development. On the job growth can be accomplished. Subordinates are given the opportunity to obtain first-hand knowledge and experience. Leaders, managers, and employees who successfully execute delegation activities help sustain succession planning and individual growth. Succession planning and grooming a successor is an important step for all leaders. Consider the fact you may hinder your own promotion potential if you have not developed your replacement.
Second, delegation demonstrates the leader’s confidence and trustworthiness of employees. Research has shown employees are more productive and effective when they feel valued. Employees develop a sense of value to the organization when they are involved in the decision-making and they are trusted to execute their role. Employees who are not involved in decision-making, or are not trusted to execute tasks are not highly productive; and may even have low self esteem and lack pride in their organization.
Third, effective delegation will enable communication. Once the leader has selected the individual to delegate to, the task must be clearly described. The leader must explain what is to be accomplished; what the expected results are; and why the task must be accomplished. The leader and the employee must then discuss the resources needed to accomplish the task (i.e. training, money, equipment, other employees, etc.). Next, the leader and employee should “agree” on the timeline for completing the task. This crucial step ensures the employee understands what the task is, and also confirms the leader has clearly communicated expectations. Note that the leader does not totally walk away from the task at this point. The leader is still accountable for the completion of the task, and must be willing and able to help remove any barriers that may prevent the employee from successfully completing the task.
Finally, the leader must acknowledge and reward the employee upon successful completion of the delegated activity. In today’s economic environment, rewards and recognition is not always of a monetary nature. Sometimes, employees are more satisfied with a day off of work; or more development opportunities; or public acknowledgement from the leader than receiving a few extra dollars.
Ineffective Delegation
The art and concepts of delegation may seem simple. However, there are a few pitfalls which may deter this vital leadership practice.
1. If a leader does not clearly communicate and define the task, the employee may not achieve the desired result (“managing ambiguity” is another skill which will be addressed at another time)
2. Micromanaging or over managing – not giving employees the opportunity to demonstrate their knowledge, skills, and abilities will de-motivate employees. Micromanaging also shows a lack of trust and confidence in employees. While some employees may be comfortable with leaders who micromanage, the majority of employees will seek career opportunities elsewhere. Sense of value and sense of accomplishment are big motivators for high-potential employees.
3. Encouraging or coercing employees to execute unethical, immoral, or illegal activities is wrong. Corporate Social Responsibility and leadership integrity have forged into the limelight of the business environment. There are legislative acts in place to curtail unethical behavior and lack of privacy such as: Sarbanes Oxley Act; HIPAA; FERPA, etc. Asking an employee to engage in an activity that violates these laws is unacceptable.
Implications for Leadership
Effective delegation can be the impetus for sustaining a productive, high potential organization. It can promote the bonds of trust and confidence between leaders and subordinates. Delegation will also enable and enhance communication.
A workplace environment that does not support or execute effective delegation practices may be unproductive. Some of the symptoms identified in such an unhealthy environment are: unmotivated employees who feel no pride or sense of ownership in their organization; frustrated employees who feel they are not given the opportunity to apply their expertise; lack of development and grooming for future organization leaders. These symptoms may also lead to the more common maladies and dysfunctional behaviors of employee absenteeism, tardiness, and turnover.
One final consideration on leaders who are “leery” about delegating tasks. Some leaders may feel if an employee is too successful in accomplishing a delegated activity, that employee may eventually supplant/replace the leader. Developing and grooming your replacement is part of a leader’s job. If you do not have a replacement, you may not be able to get a promotion to further your own career aspirations. Having highly successful employees should not be feared, but embraced. Some leaders may feel they do not have capable, competent employees within their staff to delegate important activities to. If this is the case, the employee is not the one at fault. The leader who hired the employee has possibly (probably) selected the wrong person for the organization.
More information on leadership and delegation can be reviewed in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing).
Feedback to the bi-monthly blog entry is always welcome.
Delegation is defined as assigning responsibility and authority to others for carrying out tasks. Delegation is also described as empowering employees to make decisions, and/or choosing another person/group to represent the leader in executing an activity. This blog entry will address the art of delegation and highlight some of the characteristics of both effective and ineffective delegation practices.
The Role of Leadership and Delegation
The pillars of leadership consist of: communicating a shared vision; involving others to execute that shared vision; monitoring and measuring progress in achieving the goals and objectives; and acknowledging and rewarding success in accomplishing the goals and objectives. These leadership pillars are all embodied within the techniques of delegation. Although the gist of leadership and delegation is to get work done through others, this leadership tactic serves additional purposes as well.
First, delegation facilitates employee development. On the job growth can be accomplished. Subordinates are given the opportunity to obtain first-hand knowledge and experience. Leaders, managers, and employees who successfully execute delegation activities help sustain succession planning and individual growth. Succession planning and grooming a successor is an important step for all leaders. Consider the fact you may hinder your own promotion potential if you have not developed your replacement.
Second, delegation demonstrates the leader’s confidence and trustworthiness of employees. Research has shown employees are more productive and effective when they feel valued. Employees develop a sense of value to the organization when they are involved in the decision-making and they are trusted to execute their role. Employees who are not involved in decision-making, or are not trusted to execute tasks are not highly productive; and may even have low self esteem and lack pride in their organization.
Third, effective delegation will enable communication. Once the leader has selected the individual to delegate to, the task must be clearly described. The leader must explain what is to be accomplished; what the expected results are; and why the task must be accomplished. The leader and the employee must then discuss the resources needed to accomplish the task (i.e. training, money, equipment, other employees, etc.). Next, the leader and employee should “agree” on the timeline for completing the task. This crucial step ensures the employee understands what the task is, and also confirms the leader has clearly communicated expectations. Note that the leader does not totally walk away from the task at this point. The leader is still accountable for the completion of the task, and must be willing and able to help remove any barriers that may prevent the employee from successfully completing the task.
Finally, the leader must acknowledge and reward the employee upon successful completion of the delegated activity. In today’s economic environment, rewards and recognition is not always of a monetary nature. Sometimes, employees are more satisfied with a day off of work; or more development opportunities; or public acknowledgement from the leader than receiving a few extra dollars.
Ineffective Delegation
The art and concepts of delegation may seem simple. However, there are a few pitfalls which may deter this vital leadership practice.
1. If a leader does not clearly communicate and define the task, the employee may not achieve the desired result (“managing ambiguity” is another skill which will be addressed at another time)
2. Micromanaging or over managing – not giving employees the opportunity to demonstrate their knowledge, skills, and abilities will de-motivate employees. Micromanaging also shows a lack of trust and confidence in employees. While some employees may be comfortable with leaders who micromanage, the majority of employees will seek career opportunities elsewhere. Sense of value and sense of accomplishment are big motivators for high-potential employees.
3. Encouraging or coercing employees to execute unethical, immoral, or illegal activities is wrong. Corporate Social Responsibility and leadership integrity have forged into the limelight of the business environment. There are legislative acts in place to curtail unethical behavior and lack of privacy such as: Sarbanes Oxley Act; HIPAA; FERPA, etc. Asking an employee to engage in an activity that violates these laws is unacceptable.
Implications for Leadership
Effective delegation can be the impetus for sustaining a productive, high potential organization. It can promote the bonds of trust and confidence between leaders and subordinates. Delegation will also enable and enhance communication.
A workplace environment that does not support or execute effective delegation practices may be unproductive. Some of the symptoms identified in such an unhealthy environment are: unmotivated employees who feel no pride or sense of ownership in their organization; frustrated employees who feel they are not given the opportunity to apply their expertise; lack of development and grooming for future organization leaders. These symptoms may also lead to the more common maladies and dysfunctional behaviors of employee absenteeism, tardiness, and turnover.
One final consideration on leaders who are “leery” about delegating tasks. Some leaders may feel if an employee is too successful in accomplishing a delegated activity, that employee may eventually supplant/replace the leader. Developing and grooming your replacement is part of a leader’s job. If you do not have a replacement, you may not be able to get a promotion to further your own career aspirations. Having highly successful employees should not be feared, but embraced. Some leaders may feel they do not have capable, competent employees within their staff to delegate important activities to. If this is the case, the employee is not the one at fault. The leader who hired the employee has possibly (probably) selected the wrong person for the organization.
More information on leadership and delegation can be reviewed in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing).
Feedback to the bi-monthly blog entry is always welcome.
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