I know that most leaders don’t like this process, but if you don’t have feedback from the people in your team, how do you know if you are leading your team well or badly?
Many people forget that we are not dealing with machines.
If it were a machine, it would be simple to measure effectiveness. It would be enough to analyze the output produced by it. In the case of human beings, the process is a little more complex. We may even have some performance indicators, but if these performance indicators don’t take these factors into account, we may be walking a long way into an abyss from which we can hardly get out.
In a recent study on world leadership, an interesting conclusion was reached. By analyzing with several companies the variables that contributed to keep people in the company, factors such as salary conditions, benefits, leadership, type of work performed, autonomy, etc. were studied.
Incredible as it may seem, factors such as leadership and type of work performed far exceeded salary conditions and benefits.
In other words, from the moment people had a balanced salary level, they started to give much more importance to other issues related to their employment.
This leads us to think that we can have someone on the team who we think is safe because of what they earn, but without waiting receives an offer from another company and decides to jump.
I know that this can happen to anyone, but we also know from studies that it happens more where the leadership processes fail and where there is no proximity to those led to understand the effectiveness of leadership.
Now asking and giving feedback does not need to be something very complicated.
Most companies do not have a human resources department structure that allows them to carry out 360º analysis that can work on these issues.
So why not institute simple practices, but whose results are the same?
In our company leadership courses we use a simple working tool, but one that allows very interesting results.
It is an exercise of exposing the different members of the team, including the leader.
The idea is that starting with the leader, with a question as an example, we run the circle of people giving feedback about the person concerned.
ALWAYS starting with what we think is positive about the person, followed by what we think should improve.
This exercise has two advantages.
The first is that the different members of the team are often unaware of the extent to which their colleagues respect and admire them.
The second has to do precisely with the question of feedback on the aspects to be improved.
By integrating the leader into this process we end up achieving this in an environment common to the whole team.
At the beginning this process starts with some difficulty, but once people start to let go, you will see that the results will be interesting to say the least and that there will be plenty of material to work with.
This week take some time to think and organise a team feedback session!
Also published on Medium.