Striving for PerformanceNote from Art: this post moved quickly from noble to possibly R-rated.  For anyone offended by my move towards the slightly irreverent, quit reading now!  As for the owners of Viagra, all copyrights and trademarks are clearly yours.

“No one ever told me that before.” I’ve lost track of how many times I’ve heard some variant of that grammatically challenged statement. It is generally uttered by someone that is a member of the “Never Receive Feedback” club right after receiving something that is eye-opening and genuinely appreciated. I’m no longer shocked to learn that yet another otherwise good individual is a charter member of this club. Shocked, no, but disappointed always.

By the way, the feedback topic runs through the leadership blogosphere faster than Usain Bolt at a track meet and with greater frequency than Bear’s QB Jay Cutler throwing an interception.  (Sorry, Bears fans, I know it’s been a tough year.)

We all talk about it, but the reality is that YOU need to start talking to your people about their own performance. The effective execution of the Feedback cycle is perhaps the most powerful performance-enhancing tool available to a leader, regardless of his or her level. It’s too bad that this tool often goes unused…or in some cases, it is used improperly.

My advice: become great at the art of delivering effective constructive and positive feedback and you improve your own effectiveness, enhance your stature as a leader and improve your own career opportunities!

All that and no evil side effects.  Dare I call it a Viagra-like tool for leaders?

The sad but true realities:

  • Most leaders are not trained on how to deliver feedback.  OK, in my surveys and programs, I find this to be true.  However, it doesn’t mean that you cannot seek out one of the many great programs or books on the topic.  Note & Plug: We spend a great deal of time helping you develop this skill in our  Building Better Leaders programs.
  • Many people avoid delivering constructive feedback out of fear of offending or out of fear of not being liked. Get over it.  This isn’t a popular contest.  Proving your credibility and earning respect are essential.  Being liked is purely a luxury.  And rather than hurt someone’s feelings, if handled properly, most individuals will be grateful that you took the time to help them identify how to improve
  • Mangers complain that they are too busy to take the time to conduct feedback discussions.  All managers that are too busy to do this, please report to the wall at sunrise and pick up your blindfold and cigarette.
  • Many managers feel that they dispense feedback at appropriate levels. The feedback from their team members doesn’t support that perception.  Strong, silent types need not apply.  It’s time to turn listening and observing (very important) into specific, behavioral and business-focused input that someone can do something with immediately.
  • Some leaders adopt a “if you don’t hear from me, you’re doing fine” approach.  Sounds lazy to me. Please join the crowd gathering at the wall.

The Bottom-Line for Now:

If you manage, spend time this year improving your feedback skills.

If you want to manage or lead, get this right from the beginning.  If no one is teaching you, teach yourself.  Oh, and ask for feedback!

If you manage managers, what’s your plan to get everybody talking about the right stuff?  It’s on you.

Feedback, the legal performance enhancing workplace drug.  Use it.  No bathtubs, flowers or candle-lit dinners required.  Just immediate performance enhancement where and when you need it.