Regular and Relevant Feedback to Develop Your Organisation

Feedback for Organisational Development

Regular and Relevant Feedback to Develop Your Organisation

You’ve worked away for the past year, you’ve hit your targets and are gobsmacked when the boss doesn’t give you all of your bonus in your annual performance review.  She comes up with a number of surprising reasons for this, and asserts that you didn’t perform according to nebulous criteria that you were unaware of. You throw your toys out of your pram, leave the meeting and get on the phone to your local friendly recruiter who tees up a number of opportunities for you within a couple of days.

Why did it take until the annual review for these criteria to surface?  More often than not, the annual review is a bone of contention which leads to discontent and leads to many shuffling out the door earlier than they or the company had planned.  This is a no win situation for both parties.  Ideally an annual review should hold no surprises and merely rubber stamp your progress over the year.  A good manager makes expectations clear and coaches her staff on how to perform, and skilfully intervenes to address any under performance.  This could be day-to-day or week-to-week depending on the situation.  Basketball coach John Wooden would look to correct player error on the spot, as the context would be lost if he waited until the end of the session.  I’ve seen Joe Schmidt correct players in the middle of match warm ups on numerous occasions.

I recently competed in the Ironman Switzerland 70.3 event.  I had a 16 week programme put together by an external coach who would monitor my progress on the Traningpeaks app.  He was able to examine every session to see if I had performed at the intensity required, and had covered the necessary distance.  I would usually receive feedback on my performance by the end of the day, and would be mindful of any lessons to be learned in my next session.  This feedback was a huge help in improving my performance and fitness over the 16 weeks.

Now, imagine receiving a 16 week programme, and not getting any feedback from your coach  until after you completed the race.  Utter madness, but that is how the majority of organisations operate today.

Hopefully this piece will have impressed on you how regular and relevant feedback can help you develop your organisation.

For more information on our Leadership Development Programmes and other Professional Services please contact us on the form the below.

 

 

Related posts

Lessons for Change Managers

Counterinsurgency and Change

Lessons for Change Managers Many publications that deal with overcoming resistance to change are purely aspirational and never really capture what a dirty business it can be. Throughout the course of my own career I’ve seen change initiatives falter and peter out as a result of a “Let’s Invade Poland and show them who knows

Continue Reading
Lessons for Change Management Consultants

Why Do Change Projects Fail?

Lessons for Change Management Consultants It’s more than two decades since I completed my primary degree.  During that time  I’ve read countless articles explaining why the majority of change projects fail.  The common wisdom back in the mid-90s was that about a third of them succeeded, and that figure seems to hold firm today. The

Continue Reading
Lessons for Change Managers

Managing Change with Dignity

Lessons for Change Managers In a column published in The New York Times on June 25th, 2008 and entitled “Taking Ownership of Iraq” Tom Friedman wrote the following: “When someone else has to liberate you in your own home, that is humiliating — and humiliation, I believe, is the single-most underestimated force in international relations,

Continue Reading

Leave a Comment

%d bloggers like this: