The new year has started off with a couple of interesting management development contracts.\u00a0 One in an FE\/HE college and one in a housing association.<\/p>\n
In both cases the reaction to the training has been very positive.\u00a0 Managers have started using 121s which I am really pleased about – but once again – have found it difficult to start to give affirming or adjusting feedback.\u00a0 The main barriers to giving feedback seem to be around ‘self-image’.<\/p>\n
Perhaps it is a lack of confidence as a manager (it really is your job to give and get feedback if you are a manager – this is not negotiable!).<\/p>\n
Perhaps it is fear of an emotional reaction (although we train feedback models that keep the chances of this very small).<\/p>\n
It may be that managers are just not sufficiently clear about the behaviours they are trying to influence in pursuit of performance.<\/p>\n
Or it may just be the fear of trying something new, of saying different words, of picking up on things that have historically been overlooked.<\/p>\n
The one thing I do know is that once managers start to give and get great feedback rapid progress becomes possible.<\/p>\n