Impact Learning Systems


The Other Side of Feedback John Castaldi

feedback The Other Side of FeedbackFor any golfers out there, prac­tic­ing at a dri­ving range should be part of your con­tin­ual improve­ment efforts. Yet, one would not go to a dri­ving range, at night, with no lights. pur­chase dis­count med­ica­tion! buy dapox­e­tine online india . approved phar­macy, dapox­e­tine generic priligy. You need the feed­back to drive the improve­ment of your game. So true in golf; so true in man­age­ment –the power of feed­back. buy baclofen online pred­nisone cost with­out insur­ance pred­nisone cost with­out insur­ance buy Delta­sone , baclofen pump price , street price for baclofen .

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Pro­vid­ing feed­back is a crit­i­cal skill for every man­ager. And like any skill, some ways of pro­vid­ing feed­back are more effec­tive than oth­ers. No won­der deliv­er­ing feed­back is a core skill in every man­age­ment devel­op­ment pro­gram, even ours at Impact Learn­ing Sys­tems. There is plenty writ­ten about how to give feed­back, so I won’t address this, at least not here, not now.

Yet, I won­der if this is only one side of the coin – what about the skill of accept­ing feed­back?  If man­agers and staff are not open to feed­back, is it all for naught? If employ­ees are not recep­tive to feed­back, is it of any value? If the feed­back is deliv­ered, but not received, did it really hap­pen? If com­mu­ni­ca­tion is a two-way inter­ac­tion, feed­back then must be deliv­ered AND received.

So per­haps for man­agers, receiv­ing feed­back as an art, skill or habit is even more impor­tant for us. If we, as role mod­els, are not recep­tive to receiv­ing feed­back, how likely will our staff be?****NOTE: Send your com­ments on this question.****

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Let’s take a sce­nario. Let’s say one of your more out­spo­ken team mem­bers says to you, "The way you run staff meet­ings is a waste of time."  In react­ing to this, you could:

  1. React defen­sively with a counter-argument.
  2. Come up with excuses as to why the meet­ings are run that way.
  3. Ask ques­tions to open up sug­ges­tions.

I fear that human nature prompts us to respond with option #1 or #2.  It is only human to defend our­selves when under attack. It is hard not to take com­ments like this per­son­ally.  But there are at least three prob­lems if we react with options like #1 or #2. Fore­most, we remain blind to a blind spot; we ignore some­thing that could be improved. Just like hit­ting golf balls in the dark. The sec­ond draw­back of options #1 or #2 is that we may cut off any future input from this team mem­ber. We demon­strated that we were not inter­ested in the input. Thanks but no thanks. And thirdly, we missed an oppor­tu­nity to model how to accept feed­back. We closed the door on feed­back, yet expect our staff to keep the door open to feed­back. How hyp­o­crit­i­cal is that?

My last point: feed­back is a gift. Some­one took the effort, the thought­ful­ness, and the risk to pro­vide you with this gift. So just what my mom always told me. You might not like the gift; you can­not bear to accept the ugly yel­low plas­tic fruit bowl from your aunt. As my mom taught me, "John, you only have to do two things: Accept the gift and sin­cerely say 'thank you.'"

20 The Other Side of Feedback
John Castaldi
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