The Verdict On Feedback In Leadership Training-shiyang


Leadership Im Amy Brann from Synaptic Potential.. and were looking at the verdict on feedback. Some leadership-training experts will teach the feedback sandwich, this is fairly old method of giving a feedback and it .es with several challenges. The feedback sandwich is where you say something positive to someone then you say something negative, which is typically the thing that you actually want to feedback then you finish off with a general positive. The idea is that youre cushioning the blow but the actual effect is the thing that youre trying to avoid. The effect is that someones threat response goes through the roof and threat response is the biggest .ponent that we are looking at from a neuroscience perspective when we talk about feedback in a leadership training environment. Imagine the situation where youre going into a meeting and the idea is youre going to be given feedback on a particular aspect of how youre doing your role. Imagine the scenario that the person sits down with you and instead doing what you expect, which is telling you this needs to be better, that needs to be better weve had reports on this that really needs to change. In that instance, your threat response is sky high, youre feeling very threatened and almost victimized in a way (for some people) and your ability to take on board ideas is very low. Youre not going to be taking in the information thats been given to you and certainly not going to process it so the likelihood of your acting on it is slim. Another way of doing things which Neuroscience experts who are in the leadership training field would re.mend is as follows: Questions! Questions are the shortest way to explain it. Rather than jumping in and telling the person what you think, you ask them what they think. This way of giving feedback has been around for a while so a lot of great leaders are already doing this. Understanding whats actually is going on and how it works then gives you formal flexibility and it also enables you to work in situations where perhaps there isnt a time for questions. If in a leadership environment, youre could be going through the process and asking a person questions, hoping that they will bring up the same things that you want them to talk about. This can happen, with a little priming and it can go very smoothly and very easily and the whole process is nice and neat. At the end of it, the individual, rather than feeling like theyre taken a bit of a battering, theyll actually feel light, empowered and lifted up knowing that youre supporting them and they have a bunch of things that brought to you then theyre going to go away and work on. Thats an absolutely wonderful situation and one that we can definitely aim for and lots of times it can be exactly what happens. Obviously, the quality of your questions can really determine how much you can pull out from an individual and how much youre waiting for them to share that could be a little bit of a challenge. If youre really good at questioning which is a skill that can be learned just like the others, and is often taught in leadership trainings or .munication skills training, then youre able to get quite deep and really pull out the things that theyre aware of even if they had only been unconsciously aware of those things. The other scenario though is the one that gives people challenges with this different way of giving feedback. What if youre in a high pressure situation and something needs to be different immediately? I work with a lot of doctors and one of the biggest things that we see in medical world is that old style consultants have a very specific way of giving feedback and its one of the biggest challenges that younger medical professionals deal with. Imagine if youre a 4th year medical student so youve been studying for 4 years and youre really been wanting to try to get all this new information in your head and retain all of it then you go and do a ward round with a consultant, then they started yelling at you. Its not good but it has be.e expected within their environment. Unfortunately leadership training from a brain perspective tells us it certainly doesnt have beneficial effects on people across the board. People feel small, bad and they dont actually take on board whats being said at that time because theyre extremely stressed out so they find digesting the information really difficult. Thats the major downside of the yelling version of feedback. What you can do instead is you can ask, list the information and you could avoid the yelling and just enable other people to contribute. In corporate environments there may be similar situations where feedback needs to be given very quickly and the situation needs to be corrected. This is where Neuroscience would .e into play. What were trying to avoid is evoking the threat response in individuals. There are many ways to do this but theres just one example Ill give you in any situation would be for the individuals not to feel threatened by the superiors and the superiors need to create an environment where theyre all in it together, a shared vision if you like and working toward a .mon goal and keeping the patients alive and healthy as possible. Theyre going through that process to get that end result. If this is whats happening and its done in non evoking way so theres no yelling, no emotional accusations going on then it would be much easier for everyone to work together and to get the out.e that they need to get. Often the yelling style of feedback says more about the person giving the feedback than the person seeking to receive it. So the verdict on feedback is eliciting feedback from people is absolutely the ideal and at times that is not going to be possible. So in those situations you need to utilize everything that you can possibly can to minimize the threat response and enable people to see the .mon goal and the out.e that theyre working towards so that the feedback doesnt have a negative impact on them. Amy Brann, Synaptic Potential.. About the Author: 相关的主题文章: