Leadership
Leaders, like employees, are individual individuals with their own personalities. In many contexts, this is forgotten; employees believe that their leaders should be more or less "divine," completely without flaws or imperfections. But that's not the case. However, the big flaw is usually that it's not only the employee who believes this, but also the leader themselves.
A good leader should be insightful, have good understanding of people, be able to motivate - to performance and goals, be flexible in thought and action, be an example for employees, loyal to the company's values, strategies, and brand, able to delegate responsibility and avoid micromanagement.
Our own employee survey is an effective and flexible tool that is used annually for collecting information about an organization's condition regarding, among other things, leadership. The survey shows how employees in the organization view leadership, i.e., how management functions in the operation. The purpose of our employee survey is to provide management and employees with decision-making and planning data for efficiency, improvement, and development measures that can be implemented in the organization itself.
An important part of our annual measurement is the feedback received from the results of the leadership assessment.
What is feedback?
Feedback is a way for us leaders and employees to gain increased insight into how we perceive each other. A well-functioning relationship between a leader and a workgroup is often characterized by individuals having good insights into how their behaviors affect each other. Many find it difficult to give and receive feedback.
Feedback is information about how well a leader/employee succeeded compared to what he/she intended to do. Based on the feedback provided, it is possible for the individual to adjust their work on their own. The feedback tells you how your result turned out and forms the basis for further improvement work.
Giving and receiving criticism
Receiving feedback on one's work from a manager/colleague can feel both nerve-wracking and exciting, especially the first few times. Giving feedback can also be perceived as complicated initially. One of the prerequisites for effective feedback between a leader and an employee is that the atmosphere in the group is such that we really dare to tell each other how we think the other is doing and how we ourselves feel; that we dare to be honest. The meeting and dialogue must be characterized by respect from both parties.
A very important and significant ethical rule is that feedback and conversations stay between those involved. Another important part is that each person prepares for the meeting. This means, for example, reading through the advice available in the work materials on how to give or receive feedback.
How do I give and receive feedback constructively?
The goal of feedback is to reinforce the positive and tone down the less good. You should start from the understanding that it is often very difficult to quickly and easily change people's behaviors. Start from the knowledge that development is a process that takes a long time. Think about yourself ... no one is completely free from faults and imperfections.
"Reinforce the positive - tone down the negative"
However, what leaders must realize is that everyone (both employees and managers) can, and should, constantly improve. This process cannot happen without feedback from employees and colleagues. Together with your employees, you can develop as a leader by working with the results of the employee survey.
Constructive feedback:
• is clear to the recipient
• focuses on events, not the person
• is presented in the form of specific goals or metrics
• does not contain vague hints or interpretations
• Reinforces the positive
• Tones down the negative
• is given immediately after the event
Tips when giving feedback
Prepare for the conversation by studying the results of the employee survey, this guide, and the material on development discussions. Schedule the conversation at a time that suits both parties; it's important that the environment around you and your employee is calm and not stressful.
> Feedback should focus on things the recipient can change and should be intended to help the recipient. Pointing out behaviors that the recipient cannot change only creates unnecessary conflicts.
> Feedback must be specific. Say what you mean as directly as possible! Using overly general expressions can cause the recipient to misunderstand or become unsure of the actual message.
> Feedback should be given in a timely manner, i.e., as close to the event as possible. This is especially important for negative feedback.
> Describe exactly what you see or hear. Avoid diagnosing, interpreting, or evaluating.
> If you feel that a question is difficult to bring up, put yourself in the other person's shoes - what do you think they experience?
> Feedback should be delivered in first person; use "I think," not "we think," "everyone thinks," or "one thinks."
> Feedback should not contain veiled threats. "If you don't..."
> If there is a lot of feedback you want to give, focus only on the most important points. Too much feedback can lead to defensive reactions and blockages from the recipient.
> Listen to the recipient's perception, learn about how he/she perceives the situation; both the positive and the negative.
> Be interested, see the conversation as an opportunity.
When I give feedback…
• I direct my feedback TO the recipient
• I use "I" in my feedback
• I describe in my feedback the behaviors I SEE
• I provide SPECIFIC feedback
• I give feedback on behavior the recipient CAN DO SOMETHING ABOUT
• I verify that the recipient UNDERSTANDS my feedback
• I provide feedback IN A TIMELY MANNER
• I provide an APPROPRIATE amount of feedback
• I provide feedback when it is DESIRED
• I give the recipient an opportunity to CONFIRM my feedback with others
Tips when receiving feedback
Receiving feedback can be as challenging as giving feedback. Feedback can make us blush and try to downplay our own significance by brushing off compliments.
Negative feedback can trigger a need to explain or defend oneself because one's own perception of the situation often differs from that of the sender.
To keep communication open and encourage continued feedback, it is therefore important that I, as the recipient, make every effort to listen to the feedback given for as long as possible. In this way, I show that feedback is welcome, even if it may be uncomfortable. I also show the giver that I respect their right to think and feel as they do about my behavior. Listening, in this case, means the same as being silent, looking at the person, and trying to understand what they are saying. Once I have received the feedback, we can clarify any misunderstandings together through dialogue.
> Listen to the information provided without interrupting.
> Show respect and try to understand what the person giving feedback is saying.
> Reflect on the information you have received. Give yourself time to think about what you personally think, don't respond immediately.
> Take notes if you'd like. By repeating what the other person said or summarizing in your own words ("paraphrasing"), I can check if I understood the feedback correctly.
> Ask questions and follow-up questions to clarify any misunderstandings.
> If the criticism is positive - don't brush it off. Enjoy the praise. You deserve it. Tell someone else so the enjoyment lasts even longer.
> If the criticism is negative - try to avoid becoming defensive.
> Remember that the person giving you feedback means well. Look at the information as a valuable "gift" that can be used for development.
When I receive feedback…
• I ASK to make sure I understand
• I inquire about the REASONS
• I LISTEN and avoid defense and explanations
• I discuss alternative PROBLEM-SOLVING
• I verify that I UNDERSTAND what has been said
• I analyze and plan ACTIONS
Difficult situations
If a situation arises that is perceived as difficult to handle, contact the HR department for assistance.
Documentation
Conduct documentation in connection with the development discussion. Use the results from our employee survey and make notes and formulate goals in the documents available for the development discussion.