Jo Radford Cutler
Member Since: 29th May 2013
Independent Consultant Your Working Brain
13th Nov 2013
I've thought a lot about this topic since I wrote a similar article last year, and it came back to mind with a coaching client recently. This particular manager expressed a dislike for positive feedback, as it made him uncomfortable because it felt like it could lead to arrogance. What he had never considered before was the negative impact this could be having on his team's engagement, because his thank yous and praise for them was so rare, if not non existent. He had no idea that his personal discomfort with praise could explain his low engagement scores. As you rightly say it all starts with the manager!
18th Sep 2013
I completely agree with the statement that feedback does not work. It links to what you say about goals, that if we don't own it we won't engage in doing it. If I am given constructive feedback, the only circumstances in which I may take action on it are where I already recognise it is something I have an issue with. In which case the feedback did not add any value. And if I don't recognise the issue already then the constructive feedback can only be threatening and damaging or at best simply 'fall on deaf ears'. The support managers need is to become better coaches, able to help employees to understand how they can take action on the areas they want to improve.
27th Aug 2013
and of course while many leaders think they are great at suppression, not realising the negative impact it is having on them, they also don't realise how easily others pick up that an emotion is being suppressed. So if a leader is angry, everyone knows it, however hard they try to suppress the anger. In the longer term it would almost always be better to say you are angry (labelling, yes thanks for the reminder) and move on.
27th Aug 2013
Another really interesting piece Jan. What I have often seen is that EI is talked about and recognised as important, but little is done to develop or enhance it in organisations because it is hard to measure concrete impact of the presence/absence of EI. If we put more effort into articulating how EI is impacting core measures of business success we would perhaps see more action on the application of EI understanding.
16th Jun 2013
Another really useful summary, thanks Jan. It got me thinking about how critical it is that change leaders give people affected by change the space and time to ask "what's in it for me?" And to have a flexible enough approach to change to take into account the answers people come up with.
5th Jun 2013
The most critical take away from this would seem to be that we all need to give a bit more thought to our decision making - either trying to account for bias or interrogating our intuition more before taking action on it. Would you say that more than knowing each different possible bias we are subject to, that training ourselves to notice more of our own thought process would be a positive way forward on this for HR?
Another really useful summary - thanks for sharing.
29th May 2013
Thanks for sharing Jan. What HR can do with this knowledge is start to influence a whole range of business behaviours, from adjusting meetings to allow for social interaction to minimise out group issues to re-working thinking on performance management to reduce the threat response of wondering how you did. More articles please!