About HRDQ-U Virtual Seminars
About HRDQ-U Webinars
If you said yes to any of these questions then join Sally Foley-Lewis, Productivity and Leadership Expert, as she shares her proven process for effective feedback. No more awkward and insincere platitudes that simply make the whole situation worse! No more being sidetracked by employees taking you and the conversation off-topic through crying, blaming others, saying “yes” just to shut the conversation down!
Praise is essential: According to one Hubspot report, 78% of employees stated being recognized motivates them. Giving praise that not just sounds sincere but feels it too takes thought, structure, and process. In this webinar, Sally will equip you with the confidence and structure to have the critical praise and corrective, face-to-face and online conversations that drive performance.
Sally Foley-Lewis helps managers be high-performing, purposeful and productive. Obsessed with boosting productivity- and self-leadership that ensures people reach their potential. Sally positively impacts your results, confidence and effectiveness.
She has authored multiple books: her book The Productive Leader received an endorsement from the renowned global personal development guru Brian Tracy. The drive to support and skill managers comes from her own senior leadership experiences. Sally delivers presentations, keynote speeches, workshops and coaching – all online and face-to-face – to help skill managers, boost productivity and self-leadership.
Blending 20+ years of working with a diverse range of people and industries in Germany, the Middle East, Asia and across Australia, Sally has extensive qualifications, a wicked sense of humor and an ability to make people feel at ease. Sally’s your first choice for inspiration, mastering skills, facilitating action and achieving results. Connect with Sally on LinkedIn, Twitter, and at www.sallyfoleylewis.com.
HRDQ-U offers a curriculum of 80+ virtual seminars for training employees in soft skills. Covering topics from leadership to communication, conflict to change, communication to diversity. Enroll your learners in HRDQ-U Virtual Seminars and let them develop soft skills from their home or office.
How Leaders can Increase Performance, Motivate and Engage their Hybrid Team
Hi, everyone, and welcome to today’s webinar, How Leaders Can Increase Performance, Motivate, and Engage Their Hybrid Team. Sponsored by HRDQ-U, and presented by Sally Foley-Lewis. My name is Sarah, and I will moderate today’s webinar. Webinar will last around one hour. If you have any questions, please type them into the question area on your GoToWebinar control panel, and we’ll answer as many as we can during today’s session.
Today’s webinar is sponsored by HRDQ-U Virtual Seminars, HRDQ-U Virtual Seminars, are engaging soft skills training classes with real-time interaction and expert trainers, enroll your organization’s learners and HRDQ-U virtual seminars, and let them develop the performance skills that they need from their home or office. And on any device, from desktop to mobile, learn more at www.hrdqu.com/virtualseminars.
Today’s webinar presenter is Sally Foley-Lewis. Sally helps managers be productive and profitable and promotable, obsessed with boosting productivity and self-leadership that interest people reach their potential. Sally positively impacts your results, competence, and effectiveness.
Sally authored multiple books, her book, The Productive Leader, received an endorsement from the renowned Global Personal Development Guru Brian Tracy.
The drive to support and skill managers comes from her own senior leadership experiences.
She delivers presentations, keynote speeches, workshops, and coaching, online, and face-to-face to help skill managers, boost productivity and self-leadership.
Blending over 20 years of working with a diverse range of people and industries in Germany, the Middle East, Asia, and across Australia, Sally has extensive qualifications, a wicked sense of humor, and an ability to make people feel at ease, Sally’s your first choice for inspiration, mastering skills, facilitating action, and achieving results. Thank you, Sally, for joining us today.
Thank you, Sarah. Good, good afternoon, everyone. I was about to say, good morning because it is four AM. For me, I am in Australia if you cannot already tell from my accent. So I’m excited to be with you, and I’m super excited about today’s topic Where, you know, you think about the Will we have to live in right now. And while things might be a little bit more open, a little bit more free for some people, we are still not through the absolute a surety of what this pandemic has to offer us when it comes to what our world of work can or possibly could look like in the future. And I think we’ve all experienced different situations and scenarios.
And with that comes a lot of stress as well as a lot of challenges around how we stay productive, how we stay engaged and how we are operating in our best form as leaders. As well as delivering those sorts of elements like motivation, productivity, and performance through our team.
So this, I think is a really important topic for any leader who, Even if the team have come back together, there are still strategies you can apply, But also who knows what’s going to happen going forward. And I think this is one of those webinars, where you take the content and pop it in your toolbox so that you are, you are ready to go depending on what scenario you’ve been, it has been thrown at you as such, so I’m really excited to jump into today’s webinar with you, and what we’re going to cover off is no performance, motivation, and engagement.
You know, applying that in the hybrid environment, and then diving deep into How you can conduct really good quality feedback conversations, and really unpack performance and using the three A’s of feedback why feedback, files, and how to fix it.
And then the three secret keys to feedback: Success, which I think Sometimes as late as we can dive right into a feedback conversation, and we might skip a few steps, and I mean, I don’t know about you. Have you ever been on the on the receiving end of some pretty bad feedback, you know, have you gone into giving some feedback, and all of a sudden, that’s just blown up in your face, and you’re not sure why? So we’ll have a look at some of the keys to success when it comes to feedback conversations, And then I have a formula that I’d like to share with you that I find helps conversations be far more effective.
And they’re far more positive action and full wood solution orientated. So that’s our webinar today. If you have any questions, if you have any comments, pop that into the chat box. Or I love to make this as interactive as possible. I would love it that if we were in the same room, we’d be we’d have set that backwards and forwards. If you feel free to pop a question in the question box, I’ve got my eye on that, Pop anything into the chat box as well. I’ll keep my eye on the chat box as we go.
So let’s, let’s get into it, and, you know, I wanted to really ask you, and I do want you to pop this into the chat box, I want you to think about the last time you discussed performance.
Was it a bit tough to hear? Well, you on the receiving end of it? Was it a bit rough and rude? Was it constructive or supportive or does it leave, you know, you left the conversation, feeling really good about it and feeling really positive?
You know, I want you to think about the feeling that you had when you were in a in a feedback conversation. How did you feel?
Because I think this is something that gets overlooked because as humans, we often make decisions on emotion, and we use logic to justify the decision. And that comes out of the, you know, quite common sales genre. As such, you know, when we think about wanting to sell somebody something, we, we appeal to their emotions so that they want it and then they find all the features and benefits to justify why they’ve made that decision. And it’s so important that when you think about feedback, conversations, that we do take into account how people feel, where their emotions are at, because that’s going to trigger the drivers of behavior.
So, feel free to pop into the chat box how you felt about the last performance conversation that you had, you know? It was a tough, was a, you know, did the person just not deliver it really well? Was it really hard to take? Not because of the content, but how they actually, you know, gave it to you. And it really wasn’t a reflective, you know. It was a Dish. Disproportionate response. Maybe so I really want you to think about that and take that.
On board, because I think we can sometimes not be aware of what’s going on, so, thanks, Island. I think that’s how you pronounce it. Sometimes It’s tough to hear, and the person tell me what I was doing was based on emotions, which I knew. But that didn’t make it any easier to hear. Yeah, exactly, And, and, and that’s not enough. Is it?
that’s an incomplete process with you to, to actually give you the clarity and, and even taking into account that we can’t leave our emotions at home.
I remember having a boss many, many years ago, who would say to all the staff, you know, don’t bring your emotions to work, and, you know, I’m, I’m a bit of a character, and I often thought, hmm, how do I take them out? Out of which whole do I take my emotions out, to leave at home, on the kitchen bench. You know, we just, we just can’t do that. Yeah, very constructive. That’s good. That’s awesome. It was constructive and supportive, and I felt motivated to keep going. Angela, great.
That’s what we want, and if you’re getting that, fantastic.
And what I would say to that is, what part of that can we actually amplify? to make sure that we’re replicating that process as well? Thank you for sharing those, I really appreciate it. So, you know, sometimes when we think about feedback, conversations, we want success to go from A to B in a nice straight line. You know, other people, when you look at other leaders, you think maybe they got that straight line to success.
However, the reality is when we’re dealing with humans and situations and the pressure of the work.
And the drive to deliver and then the challenge for resources. The challenge for multiple priorities and often multiple stakeholders and then you throw in a you know just a little thing like a pandemic.
And then, you know, we look at more like success is a really rough road to travel, but, you know, if we keep going, and we keep persisting, and we add in increased skill, increase structures and systems, then we’re going to have an easier time of getting to success. So, yeah, really important to remember that, that success is not always a straight line, yeah. So, let’s have a look at performance and motivation and engagement.
Um, so yeah.
I think there’s some interesting statistics that I really love to share with you that have come out of, you know, the beginnings of this pandemic and 400% growth since 2010 of the amounts of people who work remotely or at least once per week. So are huge increases. We all know the work from home concept in order to keep people safe.
And one of the things I found really interesting, and it taps into, how do we engage our people and how do we motivate them?
Is, oops, I apologize. Excuse me!
This concept, and I loved it, I loved hearing this when I heard it, because I thought it was so relevant, and if you’re going back into a work from home environment, or you’ve got a hybrid environment, where maybe you’ve got some people who are not well and they currently have to go home, but the phrase was, we’re not in work from home.
We’re all at home trying to survive this this pandemic and trying to get some work done. We’re all at home, trying to stay safe, and trying to get some work done. So I thought, that was a really good reframe of the work from home concept, because I thought it helped remind us of the importance of why we were doing it.
And now, with a 400% increase in the amount of people who work remotely, or at least once per week, is testament to the pressure that’s to bear, when we don’t have everyone with us. And we do have people who want to work remotely, and people who might need to work remotely. Yeah.
And so, 42% of employees with a Remote Work Option Plan, and plan to work remotely, often in the next five years. So, that’s, that statistic, is, on the increase, as well. People are finding that they are far more productive by working at home, even partially, however.
It’s an interesting correlation to say that, as we’ve got the increase in people who are working from home and want to do remote work. There’s also an increase in loneliness and concerns around mental health.
So, just be mindful as the leader that, where we’re on track and tracking both those concepts together. Don’t just don’t just think about the productivity side of things. We also need to be mindful if that’s having also the impact on our mental health.
Some of the other statistics I found really interesting that came out of the work from home was that, no, we haven’t in A reduce travel time and costs by 46%, were saving time, as well by 33%. Just overall reduce costs by 27%.
There’s a 19% increase in collaboration and improved collaboration by using those online tools, as well as people’s general concern for each other, increased, which led to more collaboration, 8% improved work-life balance, which is which is a really positive statistic.
And an increase, an improvement in recording and archiving by 2%, which, I think was a, was a knock-on effect from having to be online, and therefore making sure our collaborative work is saved and stored in a way that was useful for everyone. So I thought that was interesting. Just to say that, particularly if you’re shifting into a hybrid environmental, you’re now in the hybrid environment there are still gains to be made.
You know, when it comes to covert 90% more, more than 90% of employees said they wanted at least weekly communication from the company.
So, you know, if, if you get a, an upswing in cases and you need to go into restrictions, and maybe go back to a work from home situation, then its own you as the leader to make sure that your communication increases as well. And your, your ability to stay connected with your papers is so critical. So that’s something to always be mindful of. And I know when I think of that statistic, when I read it, I thought, you know, most people want their bosses to communicate with them anyway. You know, when we think about the number one issue employees have about their organization, it comes down to communication.
So this is not a new statistic. this is an amplified amplification of an existing statistics. So keeping in mind, the communication, as you know, is absolutely key. And 4.6 times. I love this statistic, employees who feel their voices heard 4.6 times more likely to feel empowered to perform the best at work.
Now, this one, I think I want to really honing and really drive the point with you.
Because, when we think about how we feel, when we’re not heard, no, it doesn’t feel great, does it know, when you’re sitting at a day, when you’re sitting at the table, and you’ve got this important point to share, or you’re sitting half, half the team around the table, and half the Tamer, in their home office or in their spare bedroom and the voices are not being heard. How does that make you feel?
Yeah, many years ago, when I was living in a remote area of Australia, I was the only person in that town from the organization, the rest of my team, my region team, were 600 miles away, and this was before Skype. This was before a … Go To Webinar and Zoom and teams. And we had the old telephone on the table with the speaker.
That was, that was our high tech, you know, team meeting, and I will be sitting there, trying to listen and pick up, OK, who said that?
Who said that?
And, that sense of around the table, when you knew you knew that, were having A laugh about something, because it was, you know, whatever Was funny, you feel left out, or when you are being asked a question, and you’re trying to contribute to the conversation, and someone else wants to contribute, but the line is not great. Or you get spoken over and not listened to.
This really has a negative impact, as you would imagine on people’s sense of engagement and connectedness to the team. And when we don’t feel connected, then sometimes it leads to, why should I bother? And therefore, you can see the spiral that can happen with performance.
So, I really think this is a really important statistic that employees who feel their voices heard, are 4.6 times more likely to feel empowered to perform their best work, and when people are happier at their work, they’re going to be anywhere up to 40% more productive.
So that’s something really to think about and really embrace any comments or questions at this stage, known group, OK?
And here’s something that I think’s really critical as leaders to be mindful of that 20% of remote employees say that they lack a sense of belonging and sometimes feel lonely and 75% of employees, so they feel more socially isolated.
So, while they’re probably productive, we’ve got to be mindful of their mental health, as I said before.
Really important. So how do we deal with this? What do we do? So, here, five strategies that I think are really helpful for hybrid environment, and that is to leverage the technology. You know, I think, I think, the minute we were all needing to go home and find out how we can work out how we could work from home, we instantly worked at just how much more capacity our technology could deliver. So, I think we probably all over that to a large extent.
However, it’s a real interesting lesson in making sure that when we do adopt technology going forward, that we are leveraging for the best return on investment really important.
This is where really good communication and relationships and strength of bond with those in our organization who are tasked to help us with our technology. You know that the IT team, they’re our partners, we get, we see them as our partners in the business, and they are, they too need to have a seat at the table because they’ll be able to support and guide in the best way to make that leverage.
Be the best it can be, especially when we know we need to make sure that people’s performance, you know, it often takes a dip when we have a crisis, which makes sense. But when we leverage the technology really well, the dip is not sustained, and it can come back really quickly.
The second one is about having really clear expectations. Now, these disdains, whether it’s whether we’re in a hybrid environment or not, but I think when it comes to the communication of a message or direction, it’s so critical that when we are in a hybrid environment, that we’re offering those clear expectations. It may be more than one format. And this is where cameras on really does help when we’re having video conferencing, or calls and team meetings, via the lens.
When we are, when we’ve got the camera on, then, that allows us to make sure people cannot just hear what we’re saying, but also hear the tone, and see our body language. Even though it’s limited with a, with just a camera. But people will get a sense of just how important this message is, and when you’re able to express your expectations really clearly.
And be sure that you are opening the door for questions and seeking clarity so that you, or you can also be sure that they’ve understood you in the way you intended.
Make sure that that loop, that feedback loop stays open.
So, clear expectations, I think, it is essential, no matter what. However, it’s, it’s so critical because you are crossing, in theater, they call it the fourth wall, where it’s that, that space between the stage and the audience will know when we’re in a hybrid environment. We’ve definitely got a big fourth wall between where you are and the distance to where your, your people are. So, being mindful that you’re breaking the fourth wall with really, super clear expectations and following up. Also, it’s one thing to have this team environment, or team meeting down the lens. But then, following through with an e-mail, just checking that, if you have any questions, want to make sure that you’ve understood my expectations.
Be really explicit about them.
You know, I’ve worked with a lot of leaders over the years, and so why can’t they just get it right? Why can’t they just understand what I want? And, so, we, we unpack that a little bit further. And it’s and it’s a case of a few assumptions just need to be removed and replaced, I should say, with really explicit instructions. So, for example, quite a few managers that I’ve worked with have said. All they know they can come and ask me questions and I’ve said, how do you know?
They know they can come and ask you questions, really?
How do they know? And so, interestingly, it’s about being really clear and not assuming that everybody knows. I can come and ask you questions.
If you have a time zone, then share the time zone tyranny. And there’s a great mapping exercise you can do to just plot where people are in time zones so that you can see where the greatest overlap of the most people are. And use that as the core for when you have big team meetings, but also maybe shift the shift, the timing of meetings and communications.
So that everybody has the share of that workload or that that that tyranny of the time zone.
And I love number four, appreciation assumed is never received.
Appreciation assumed is never received. And this comes down to really the feedback pace.
You know, a lot of a lot of managers I’ve worked with in the past have said, I don’t need to give them any prize.
I give them a pay packet. Well, yeah, you do need to give them some prize if they’ve done a good job. And it might be what’s expected of them, but just to say, thank you goes a long way, right? How do we feel? We feel like we really don’t want to do anything for you. If you can’t even acknowledge what I’ve done, you know, kinda just say Thank you. And we were all bought up, to have matters of the places in the bank is. So, appreciation assumed is never received, and then the social hour, remember to have and to be inclusive when it comes to anything social.
It might be a bit tricky in a hybrid environment but extending that invitation so that people can be part of it in some form or fashion, is so critical to helping people feel connected and part of the team.
But also, being mindful that we are online more than we ever have, and to have a pure social hour that is maybe at the end of a day. When everyone’s already been online old, I can be quite draining. So just reading and reading the team and asking the team how they might want to address a social element in a different way, is really quite useful. And therefore, you’re not actually forcing people to be part of something when they’re already depleted and done. Yeah. So really trying to create an environment where people aren’t working but they’re connecting. They’re using that time to build relationships. And so, so important that this is social. The social element, you know, we don’t. when we’re in a hybrid environment, not everyone gets to go to the tearoom and have a quick chat while the boiling the kettle to make the tea or coffee.
That’s gone for a lot of people. And so, we’ve lost that ability to have those informal little moments in the office where people are actually strengthening their relationships, they’ve gone.
And so we have to find creative ways to make sure they don’t go forever, and we bring back the strong relationships.
So hopefully, those strategies are useful for you. I think another thing is really important to remember as leaders is that there’s this concept of the power of proximity. So, going from left to right on your screen name, the further away people are from you as a leader. You, the boss, the more isolated and disconnected they’re going to feel.
And so, from the far left, if you’ve got people who are working from home, and even their home is even further away, maybe they’re in a different state, or, or, you know, they do rarely come into the office, then they have a tendency to maybe feel like they’re on their own.
And they might feel as though they have to remind you as the leader, that they are part of the team.
Then, as we get teams that might be working together in smaller satellite offices, or they might be in a shared co-working space, you know, in the team meetings, the group at XYZ venue often feel ignored. And even if we do connect with a head office, we rarely get a word in. So, again, you know, even if you’ve got small satellite teams, there’s a chance and a risk of that disconnected and feeling ignored.
And then conversely, where everyone’s located, where you’re located as the leader, people can tend to feel like their work is the most important work because they’re at the hub there, the epicenter of where decisions are made. And they have the almost instant access to you as the leader compared to the rest of the team. So, this power of proximity needs to be something to take into account.
The further someone is away from you, the more you’re going to have to be mindful of how they might feel ignored or disconnected from you. So, that’s a, that’s a strategy that you need to be thinking about. That how you can make sure that your hybrid employees, your, especially the ones who are more work from home than they are in the office, feel, and remain connected.
The communicating in a Hybrid world? I love, this is a strategy. I think this is a really useful way to help, especially if hybrid is new.
If you’ve never been in a hybrid environment before, and he’s still trying to get a new culture going, you’re still drawing to pull the team together to create a way of, which we’re going to work creatively and collaboratively and effectively and productively. Then, I love these three questions.
What’s been the most collaborative experience you’ve had in each of the channels we use as a team?
Now, you, as a leader, asking this question, will give you some fantastic information in this way. Again, as leaders, we often feel like we have to have the answers. Because everyone’s looking to us when they ask the question, and we’re the ones that have to make the decision.
And, so, the pressure to know the answer to everything is really great, whereas, I think in, in so many ways, as late as if we have really good questions, it makes our life easier to make those decisions.
Sir, that first question, I think, is really great. You get to you get to hear from your people about where the most impact has been, and then, based on these positive experiences, what norms do we want to keep will create for each channel. Excuse me.
What are the realistic expectations around message length and response time?
We don’t often talk about just, how, how, how should we craft our messaging, What’s the most effective way that we, as a group can respond, react, and respond, and communicate with each other? What, what are we expecting?
No, really great, deep questions here.
And, as we transition to hybrid work, how will we continue to include our remote employees and avoid potential bosses?
And I think this one is an, is an excellent question to ask the team and bring the team mean, So, there’s a, there’s a whole group sense of responsibility, not just on your shoulders, excuse me. But on everyone’s shoulders, to contribute to ensuring that the whole team are not feeling neglected or left out, or having that power of proximity, it’d be a defined as a bias.
Excuse me. So, our motivators, I think this is really important. We often, we often can think for some people that challenge is motivating.
More pain might be motivating, a sense of responsibility, climbing the career ladder, that we all have different work based on career driven or life driven motivators. But it’s important to really hone riding on this because motivate is interesting to understand from a, from a deep level of drivers. And from our values. So I love this behavior, how we Act, is determined by our motion, which is how we feel, and motivators other reasons that drive us to want to act.
And I think one of the biggest things that we, as leaders struggle with, is trying to understand what motivates people. You know. We sometimes think that, you know, Bob’s driven by ambition Mary’s driven by Pei, Susan’s driven by, you know, strict work hours because, you know, young family or whatever reason. You know, we’ve got all these assumptions that go ran ahead and, and maybe some of that is, you know, based on the information the employees give us.
But one of the things I think would be really valuable is if organizations actually took the time to look at what, what motivators based on values and drivers for their people and understanding what truly moves people. And, that way, what you’re looking at is a comparison against oranges and oranges as opposed to oranges and apples as such. And I think the tool that’s that I love is called the motivators Tool, and it uses these seven values: esthetic, economic, individualistic, power, altruistic, regulatory, and theoretical.
And this is just a sample picture on the, on the slide of what the ranking is look like. But you can see in this particular sample where someone’s highest value would be their esthetic.
And so, you know, when you understand what each of these values are, and then you’ve got your whole team has done, say something like this assessment for motivators, then they’re in a position to be able to, you’re you as a leader, or in a position, to be able to really dive deep into what makes this person tick. What really drives them? How can, how can I have the right conversation around performance and engagement?
And crafting their role in a way that then lights them up and really engages them?
So, I would encourage you, as a leader, if you’re in the inner situation, to be able to do something like this, you know, I often run this as an assessment. I’m accredited and motivators. And when I do this with teams, it’s just the conversations that come out of this are phenomenal, and people really feel empowered.
And leaders also feel as though they’ve got enough information on board to be able to have far more engaging conversations that, that really motivate and drive performance. So an understanding, you know, drivers, values, motivators from, from a really deep sense of where people are app is really valuable.
The other piece around this, I think’s really important is, these values are really slow to move, you know, life experience.
And, and as we age and, as we learn and grow, and they have us, they do have a slow impact on shifting where these values show up and how they show up. But these, these are with us for a long time in the ranking that they’re in, So they’re fairly stable.
And when you compare those, when you look at those as motivate as compared to, if you are looking at Yeah, I apologize, excuse me. Say career ambition, pay, hours of work, type of work. That would shift depending on our life cycle. And it can shift quite quickly and quite rapidly and without much notice at times.
So, no people, you know, people change jobs. People have different things happening in their life that impacts where and how they want to work and that has a far more sporadic impact when you look at motivators from that perspective. So, having a deep sense of looking at these is really valuable.
Is the motive is something available online? Isn’t that what is the name of this and how can we get access? And I can help you out with that, Jennifer. It is an online thing, and I’m happy to have a chat with you about that. And all, this, on the last slide, I’ll share some information with you about that. If you’d like, happy to follow up with you. Yes, it’s done online.
Yeah, and it’s called motivators.
Yep, nice, and simple. That’s another reason why I like it. Let’s keep these things simple, right? So yeah, thanks for asking. So let’s dive into feedback and performance conversations now. I’m super, super, super passionate about this.
I even wrote a book, cold. Successful feedback. That’s how passionate I am about this.
I think it’s so important that you as leaders have got a sense of confidence in a structure to have in front of you. So that when you’re having these conversations, even if they’re constructive and even if they’re positive, they are you leveraging them for the best return on investment.
So let’s dive into those, OK, so as you know, there’s types of feedback. There’s the commend, recommend, and commend, often called the praise sandwich. Maybe you’ve heard of the price sandwich, maybe you’ve been on the experience that you’ve experienced it.
Yeah, sorry, I apologize. Maybe you them.
Maybe you use this as well, and a lot of people do this is what this is a type, or a process that a lot of people are taught to use now.
The command recommends, command, or price sandwich is known when it is known, and it’s expected.
Then it’s OK.
Toastmasters International actually use this. If you’ve been a member of Toastmasters, which is an organization that teaches you how to communicate, through speaking and presenting, and things like that, it’s a whole lot more than that, but just for brevity today and everyone is given an evaluation. Everyone’s given feedback and so it is a no-one and it’s expected. It’s also one way and it’s very time limited.
And so, to me, it’s OK, and it’s accepted, because you know what’s coming.
But in the work environment, we don’t often know what’s coming. We don’t often know that we’ve done something wrong, and we don’t know when we’re going to, or if we’re going to get feedback about it.
So, if it’s one way and time limited, and it’s unknown, then it just comes across as tokenistic and it’s an A and as we all know, if you’re trying to trying to commend and then recommend, when you go from something positive, we often then, say, bot. And we know what happens when we have a bot.
All the positive means nothing, and it actually comes across as confusing and tokenistic and actually not genuine at all. So will the price sandwich often blows up in our face?
I think it’s important to think of feedback as corrective or supportive will praise. And so, excuse me, we’re back in fixing something or improving something.
We’re about value adding and acknowledging.
So that’s the types of feedback that I think is really critical to be mindful of.
And I highly recommend the third one, and not the top two, when we’re in a work environment.
So, you know, people struggle with feedback, often saying that, you know, and they avoided, or they don’t want to get into it, because maybe, you know, here we go. We’re going to have the stalling waterworks. I don’t know if you’ve ever had someone who the minute you say, look, let’s just catch up and we need to have a little chat about something. The minute you sit down, they stop crying.
And so, they stole the process because they start crying. Now, there’s the Legitimate Upset and Something’s happened or there’s the stalling waterworks. And I’m not trying to make light of someone who’s actually got something seriously going on. I’m actually talking about someone who’s strategies to cry, excuse me.
Maybe you experienced that before or I get so stressed before these conversations because I’m, I get all worked up about how it’s gonna go and whether I’ll say the wrong thing. You know, I know that for a lot of people, they don’t want to be accused of being a bully that it doesn’t come back to bite them.
And that’s a big issue. It’s been a big issue in Australia. Actually, I don’t know whether that’s the same in the US. But a lot, a lot of bosses, a lot of leaders were avoiding giving feedback conversations because bullying became a very big thing.
Know, some latest just avoid certain people because I just sick of getting the excuses, you know, oh, here we go, another excuse I often call that somebody puts on the Teflon coat because nothing sticks.
I’m sorry. Maybe sick of repeating yourself. And then maybe it’s like, oh, why may want to, I have to have to handle this? And these are really, these are comments that I’ve heard before. These are really quite common reasons why people don’t want to jump into feedback conversations.
And the reason why they don’t, and reason why they’re experiencing this is because they don’t have a structure. Number one, they need a structure, and that’s what I’m gonna give you today. But the other big one is also the mindset. So, cannot. can you go back?
one sludge, OK sure, all right. Let me go back one slide on that one.
Diane, is that the one he wanted?
I’d love to know why.
Tell me why Diane. Just want to be mindful of time, That’s all.
Put are catching up, OK. I can give you a copy of the slides if you want them if that helps. I just want to be mindful of time that soul. So that’s the types of feedback I recommend. The bottom one, not the top two. Cool, thank you. All right, and so, these are some of the, the reasons, as we said, why leaders avoid having feedback conversations and structures. one of the reasons that we tend to not, you know, we tend to not step in as quickly as we should, and mindset is the other one.
And so when we start to think about a feedback conversation and our mind starts to wander about, you know, what Eve, but it’s not gonna work, Something’s going to happen. I’m gonna get in trouble, you know, that creates anxiety that starts to spiral off down. And so I wanna challenge leaders to walk into this, process, thinking, I’m here to help improve the situation, I care about this person, And so, while I’m frustrated with the performance, if I go in, thinking I want this person to do well, I want to make sure that they’re OK, and that, they’ve got everything They need to improve the performance. I wanna, I wanna work with them, to come up with a solution, not. I don’t want them to feel like they are to blame. They’re already going to have that, anyway, because they know this is a feedback conversation. I do. I really need to make them feel worse.
You know, most people, most people want to do a good job. And most people want to know that they’re doing a good job. And most people want to know that if they’re not doing a good job, tell me so I can fix it.
So, this is a gift of kindness, and I really want I really want you to be mindful about your mindset going into this. Yes, Diane, definitely give you the slides. It’s all good. I’ll show you this on the last.
On the last slide, I’ll show you how you can get the slides, more than happy to.
So, performance appraisal programs and processes are designed with intent to drive up performance capture development needs, and identify high potential employees for future leadership roles, most traditional programs, and processes full drastically short of achieving this. And so that’s because ineffective feedback conversations and disengaging appraisal processes. So with that in mind, we need to think about who our people are. We’ve got people who really poor performers and so they’re, they’re actually actively sabotaging situations and if they are, then we need to shift them, we need them to move on, move out.
If you’ve got people who you know, mentally resigned the physically here but they’ve mentally checked out, then we need to actually engage with them and build that rapport.
And find out why they, they’ve left, they’ve checked out and left the building mentally? Yeah.
If we’ve got people and just purely compliant, they’re just doing just enough to get by, then with the connection to the work, or to the team, or to the organization, then we’ve got those who are engaged. And so, how do we empower them? And how do we, how do we leverage that? And then we’ve got people who are driven. And so we can’t ignore the driven people. Even though you might feel as though they’re the least you have to worry about, we need to look at ways in which we can develop them ready to take on more responsibilities and step up into other opportunities.
And this is where the three A’s of feedback or come into play and for you as a leader having a feedback conversation, whether it’s supportive or corrective. The three I’s are absolutely critical. Little measures that you’ve actually got the full process, the full conversation covered. And that is awareness, action, and achievement.
When we have awareness, we’ve got not necessarily in your cells, but in the person, you’re having the feedback compensation with when they had that light bulb moment. Oh, this is what I’ve done.
You know, you’re then in a position to be able to move through the conversation, to get to action for improvement, and then you can follow up with a sense of achievement. And when we’re happy, we’re more productive when we have a sense of achievement.
We’re happy. We’re more productive. Says thinking about that.
And also, at the bottom there of our model they you can see that as we move through this formula, the ECC formula was shifting from taking responsibility. The person takes responsibility and understands what they’ve done through to being changeable.
So Changeability, that’s my word, I know it’s a word, I’m making that word up, it’s all good. We’re changeability and then we’ve got accountability.
And the biggest thing that falls down is accountability. So we need to be mindful that we’re actually being really accountable with our people, in our conversations with, with performance.
So, what is this? Let’s break this down! So, example, effect, coach, and commit are the four steps in the conversation, now you generally follow those steps in the conversation, however, that’s a fluid thing.
For example, if you’re giving praise, you want to be very specific about what they did that you want to acknowledge because, and I think what’s really valuable is to say what the effect of their work had on the work, the team, the bottom line, the product, the client. Yeah. Be really specific about that effect because that helps them to really, really embed that praise and understand that they need to do more of that.
And you might want to then move into the Coach Mo, which has encouraged them about any ideas or actions they have about what they were doing or leveraging for further.
And then, from their commitment, ask how committed they are, and how they want to be held accountable moving forward.
So that’s how you could do a price conversation. Following along the four E CC steps.
Let’s look at corrective Then Again, we’ve got ECC. Again, we’re being very specific about the performance that someone has conducted and what’s going on.
And so, we need to say What the effect of that is, because if we miss boat, if we miss Things specific, Wasn’t me.
I think you’re talking about someone else or if we miss the effect, we kind of guy will sew up They don’t get the importance You know, how we know you? know, how? We always like to know why? this is that? This is the so what or the why of? What’s the problem with this? So, if we did, and this, we’re going to be mindful. It’s not about blame, but it’s about giving that awareness and understanding of what this issue is and why it’s important to, to focus on improving this.
And then we can move into Coach Only if we’ve got these first two. If they get it, and you can see the light bulb go on, normally, moving into the action component, which is the coaching component, It’s usually quite quick.
And so we’re encouraging and empowering action. And as a leader, you want to guide, rather than dictate a plan of action for improvement. And if someone’s really struggling and they can’t see ways in which they can improve, then you might want to offer some options, and they can choose from the options, But the more you’re telling them to do something, the less they’re going to own it. So we really need to be helping through a coaching process.
Then he is where, it’s so important. When you get to commitment, and you’re asking someone, how committed they are to, you know, taking on these actions. You might want to just check if they, say, use a calibration tool, like asking, say out of the score 10, how committed are you to these actions that you’ve just set?
And if someone says, oh, yeah, oh, six out of ten, then you can say to yourself, hmm, hmm, hmm, hmm, are these the right actions, and you Might Even inside of them look six out of ten, OK?
What would it take to get another four points?
and have that conversation, because then you know, you can’t finish the conversation until you get back on into the Coach mode, and you get the right actions.
If someone says to you, Oh, nine out of ten. one. Yeah, I’m good.
Then, great, you can just run off the conversation, and I’ll show you how to do that in a moment. But if you know that these are not the right actions, then you need to stay in the Coach component until you get the right actions. And that’s why commitment is a critical check and balance to making sure that this person is, is OK with the actions that they’ve set, and they’re committed to join them. Now, the commitment pace there, Again, you are asking, how committed they are to taking on the actions that they’ve set.
But you’re also going to demonstrate how committed you are to them by asking, and I love this question, I’m going to set twice for you.
How do you want me to help you stay accountable to these actions?
How do you want me to help you stay accountable to these actions?
I love that question. Because, again, you don’t have to go into your crystal ball and try and work out how to keep someone accountable to something. You just asked them.
And you get them to tell you and what that does it deepens the ownership of the of the performance they need to rise to.
So great tool there. If you’re going to set follow-up times and dates, make sure you put them in your calendar right then and there.
And making sure that they truly seeing that you do follow up. A lot of employees when I’ve been brought into organizations, complain about the lack of follow. So this is something that’s critical. And I hope the ECC formula works for you. It can also work in receiving feedback. So asking for really specific examples. If you’re not sure why or what that feedbacks about say, OK, can you help me make sense of this? What’s the impact of that performance? So that I really want to understand more about this.
OK, so, I’d like to send an action plan to fix this. Can you help guide me in a coach me to help me come up with an action plan and then thank you for the feedback.
No feedback, snarls and easy to give, and so acknowledging that and thanking the feedback giver for their feedback is really valuable and say, I really appreciate your support.
Can I meet with you in X time to check on my progress? So you can actually flip this around as well and use it for your own structure to make sure that the feedback conversation you’re receiving stays on track as well.
So there’s a lot more to this I know, and we’ve only got an hour together But that’s the ECC formula. Criticism like rain should be gentle enough to nourish a man’s growth without destroying his roots. I love that.
So keeping in mind, you know, feedback is as is all about helping to nourish people to that, that mindset before we go in the structure. So we’ve got the confidence to have a really good, robust, quality, solution driven conversation.
So I just wanted to put to you any questions. I’ll just check in the chat box in the question box as we go. We’ve really only got a few minutes left.
Yes, I’ll definitely be able to get you the copy of the slides. I’ve got a whole lot of goodies for you, I’ll actually put the next slide up. But feel free to ask questions if you have any.
So what I will do is if you would like a copy of the ECC formula poster, chapter one of my book, The Productive Leader, Weekly Leadership and self-leadership notes, plus the self-leadership white paper, the Management Success Skills Workbook.
And they include performance management, coaching questions in there, as well as excuse me.
I do apologize, sorry. For some reason, my throat is not playing the game today. As well as the slides. That’s not on the slide there, but it’s definitely how you can get slides. And all you need to do is e-mail me, Sally, at saleyfoleylewis.com, and if you put performance in the subject line, then I know exactly what to do.
So, just checking, again, the panel, do we have any questions?
If you have any questions, you can type them into the Questions box there, and we have a few minutes remaining today. That time, we’ll be able to answer those for you.
I’m sorry. We do have a question here, and what can I do to ensure the work is being done when I can’t see my people?
I love that question. Yeah. Thanks, Eric. Look, I think one of the biggest things that, as a leader, you know, yes. You’ve got some work to do, but the, the core part of the effective leadership is making sure that you’re the one that’s helping everyone else get their work done.
And so setting up those check in times to the setting up court quite systematically and methodically creating these 5, 10 minute check ins.
Because, if you’ve gone from an environment where you can actually see people, and you can see activity to just see computer screen and a camera, and maybe all you see is a little bit of someone’s kitchen.
Spare bedroom, it’s very, very difficult to transition. So, I would be creating it, creating a system of check ins with people to say, tell me where you’re at, but frame it in a way that you’re there to help them be the best version of themselves.
Frame it in a way that says, I’d like us to have regular check ins.
We’ll have team meetings, yes, and team check ins. But we’re also going to have one on ones, because I’d love to know where you’re up to. And what you, what you’re working on, and how I can help you, keep up your productivity. Because we’re in this different environment. And don’t be, you know, people are OK with that people.
You know, you saw the statistics at the beginning of the session where loneliness, no line is, and feeling isolated and disconnected. Absolutely, on the rise. So you, as a leader, amplifying your connecting with them is actually going to help you check progress and them feel connected and that is going to have a double positive.
Does that answer the question, Sarah?
Yes, great, and we have another question here. If we’re paying people good money, why do we need to offer them? Praise?
Yeah. So, you know, thank you. Go a long way and they cost you nothing. Yes, I know people getting paid and you know, a lot of people get paid good money, so why price them? Because it’s about the emotional connection. You know, we talk about the motivators. We talk about what our drivers are and a sense of appreciation.
You know, appreciation assumed, as never received, and so saying thank you for just doing the work you do. It helps us feel better about, helps the receiver feel better about what they’re doing and feels that their contribution is valued. Now there’s a research that was done.
It’s quite dated now, and I’ll be I haven’t been able to find more up to date research, but it really does resonate to me. This piece of research stands the test of time, it’s based in Western society and that is that the impact of pay, our remuneration.
it’s only got about a motivating effect for three months.
So for example, if you go to pay rise, the impact that pyro eyes on your motivation, your performance, your productivity, will last three months.
So pay for some is probably a big thing, and, I mean, we all have to eat, We all have rent and mortgages, and bills to pay, absolutely. And there’s no denying. We need money.
But when we look at motivation theories, we know that pay and a sense of security, the essentials that we must have and then, on top of that, it is, you know, if that’s not their motivation goes down or drive and performance goes down.
And they are essential, but when it comes to amplifying performance and connection and improving ourselves, then we need things like connectedness, sense of purpose, being part of the team, the self-actualization. And so that’s where saying thank you and praising people is where we’re actually going to be amplifying performance.
Does that make sense?
Yeah. We have one more question here I think that we’ll have time for today is how do I get my team to be on camera?
How do I get my team to be on camera?
Yeah, definitely. And Elaine said, just second … says the carrot only works in the short-term. Oh, yes, feeling valued and connected last in the long term, also gets repeat behavior. Yes, totally agree, thank you. Steve.
So, yes, so, how do I get my team to be on camera?
Play games have some social, and don’t expect them to be on camera the whole time. Just ask them to just jump on camera for the first five minutes as a check in, and then let people be off camera. There’s a lot of zoom and screen fatigue that is happening. So, tapping your desire to, for them to be on camera, and have a little bit of balance, and little give and take with that. You know, as a team, go back to those questions that we talked about X Let me go back in here.
Sorry, I’m just scrolling back.
There were these questions here. You could even add the question here to the team about when do we need to all be on camera? When is it going to be OK to be on camera and when is it OK to be off camera? Add that question into the team and get the team to come up with the agreement. That way, you, as a manager, have appreciated that not everyone wants to be on camera. And then the team appreciates that there will be times they do have to be on camera. Yeah. So, yeah, I think there’s a, there’s a bit of give and take in that one, for sure.
Diane says, I tell my team, the expectation is to be on camera, and they comply.
OK, I know that, you know, I do a lot of virtual delivery. And when I when I’m working with companies and just last week, we had the company in based in Asia and all the staff were told they must be on camera for the whole three hours.
They weren’t Even though it was mandatory, they weren’t They’ll tell you that the camera’s broken, which it isn’t. They just don’t want to be on camera the entire time and I’m actually OK with that.
I have a few tricks up, my sleeve a few games to play and a few activities that sort of say, I need you to come on camera because I need you to show me X And just start on camera. When we come back from the break, could you please just start on camera, so I know you’re with me, and then they’ll jump off camera.
But, again, keeping interactive, you know, if people are performing by the answering the questions they’re sending through the documents, or they’re collaborating on a, you know, on a tool that you’re using, then, and the performance is there that, I tend to think, OK, no, I’ll cut them a little bit of slack, It’s a hard one. But I would add it into the establishing of new norms, and asking the question about, when really? Do we all need to be on camera? What’s the, what’s the agreement that we as a team are going to make?
Thanks, all right, and bring us to the top of the hour here. Thank you so much for your time today, Sally.
Today’s webinar was sponsored by HRDQ-U Virtual Seminars, be sure to check out our curriculum of more than 80 at virtual instructor led online seminars. Go to www.hrdqu.com/virtualseminars for more information. And make sure to join us on your favorite social media site for quick access to all of our latest webinar events and blog posts. You can find us at HRDQ-U. That is all the time that we have for today. Again, thank you, Sally.
Thank you, and thank you all for participating in today’s webinar, happy training.
© 2021 HRDQ-U. All rights reserved.
HRDQ-U is a free learning community for trainers and facilitators, coaches and consultants, organization development professionals, managers, supervisors and leaders; really anyone who shares a passion for soft-skills training and performance improvement. We bring exciting content to you through webinars from subject matter experts and thought leaders to help you explore new ideas, gain industry insight, and improve people skills in your workplace.