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Limitless Leadership™: Insight #3 How do you drive feedback to grow? 

eyes wide open - chicked

How do you drive feedback to grow?

Thank you for all your responses to our Limitless Leader™ Indicator Tool. This tool allows you to see where you sit as a LIMITLESS LEADER™ and how to take your leadership to the next level and be LIMITLESS!

Your responses continue to provide valuable insight into our work and how we can be in service to you, our amazing clients, and collaborate with you on your success.

If you haven't had a chance to do this simply click here.

We were shocked! 35% do not actively seek feedback on their performance

Around 35% of respondents don’t ask for regular feedback on their performance.

Seeking feedback is an integral part of development and growth to be a LIMITLESS LEADER™ and can provide insight into areas for development and also a picture of the achievements you’re making.

You can’t improve if you aren’t aware of what needs improvement – and you can’t celebrate on your own.

Do you:

  • Seek feedback?  If not – why not?
  •  Challenge yourself to ask for feedback outside of your manager?
  •  Make this a regular part of your focus and growth?
  •  Invest in the time in asking and learning in order to be a better leader?

There is no such thing as failure, only feedback

Cross Leadership™  is a concept I have been writing about and it simply means that you need to lead across to your peers, to your direct reports and to your manager and their peers.

cross leadership model leading up down across

The value of feedback…

When asking for feedback how valuable would it be to reach out and seek feedback from your peers, your team and not only your manager but their peers? This will increase your strategic agility and provide you with multi-faceted feedback from different perspectives. You will build your networks, gain different insights into you and take your growth to a new level.

Own your growth

If you are not receiving feedback don’t wait for it. Own your growth and it can be as simple as asking two questions:

  • What am I doing well?
  • What could I change or do differently?

It never ceases to amaze me when leaders I work with reach outside their normal lines of feedback and simply ask those two questions. We can’t always see what is in front of us or our blind spots. We often need others to share what they see and then we can take this on board and take our growth to the next level.

As always, we would love to hear what works for you?

For more of my tips on how change can equate to growth, get in touch. I look forward to

working with you in the future!

Find out where you sit on the Leadership Ladder, your responses are anonymous and the results summarised to help us better understand where our market sits, so that we can continue to provide, insights, tools and solutions to assist you move up to be LIMITLESS, co-creative and stand out.

Renée is a mentor, coach, expert facilitator and keynote speaker, She is the author of ‘Limitless Leadership’ and co-author of ‘Leaders of Influence’.

Follow Renee on FacebookInstagramIGTV or Twitter, or subscribe to her blog here or new podcast here.

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LIMITLESS LEADERSHIP™ Performance previews trump performance reviews

let your team interview you

The longer we keep looking back in the rear view mirror, it takes away from everything that's moving forward.

Previews focus on the future and I suggest a 90% focus on what can be changed and a 10% focus on what has been and the lessons learnt.With mid-year reviews fast approaching for many organisations I wanted to share with you a few tips to ensure these conversations cut through the clutter and maximise this valuable time.

Previews versus Reviews

Those that know me, know I am a huge advocate for ongoing feedback and performance previews opposed to reviews.  Previews focus on the future. I suggest a 90% focus on what can be changed and a 10% focus on what has been and the lessons learnt. You can’t change the past, however by looking at the future you can spend this valuable time focusing on the systems, processes and habits required to get the desired outcome.

Why focus on what you have done and who you have been when you could use the time focusing on the things that will contribute to who you will become and what you can achieve?

Open, clear, honest and consistent communication

I reckon if dialogue and communication is open, clear, honest and consistent between all parties there should be no surprises. Feedback given and received regularly is imperative and needs to be provided by you as the leader and also from your team to you and each other.

Working with a client recently, we discussed the ways the organisation she works in gives and receives feedback.

man and woman in feedback conversationMariana, my client shared with me that as an organisation they have what they have called “Stay Interviews”. These are regular, jealously protected pieces of time dedicated to giving and getting feedback. I say ‘jealously” protected as I cannot tell you how many times I see feedback and coaching sessions cancelled due to so called conflicting priorities. As a leader, people need to be an OR not an AND in our day to day function, people before progress I say.

I love the concept of “stay” interviews and as we all are well aware, happy people usually don’t leave a company. If we can know when happiness, commitment and energy drops at least we can proactively do and drive what needs to be done.

“Stay” interviews create a space for awareness and growth with time dedicated to a few structured questions and the head space for both parties to be present, engaged and ready to contribute.

“Stay Interviews” can be carried out at any time, why wait to your bi annual or annual performance review to know and grow your team.

Previews focus on the future and I suggest a 90% focus on what can be changed and a 10% focus on what has been and the lessons learnt. Click To Tweet

Success to “Stay” Interviews

Make them Regular

Don't make these a one-off event, name them and lock them in as you would with any meeting.  Consistent catch ups will breed momentum, rapport and openness. Be committed and don’t cancel or back out, people are your priority, look at what it will cost you and the organisation if you’re not all in.

Aside from regular coaching, mentoring and team catch ups I would suggest doing these every 6-8 weeks, 20-30 minutes per person.

A bit like exercise, once in the habit, these will become the way you do things.

Plan the Purpose

Make sure each person knows “why” the interviews are occurring.

Giving each other open and honest feedback to feedforward is imperative. Click To Tweet

People only buy into something if there is something in it for them.  We are the same so ensure you spend time setting the scene and expectations around this. Run a facilitated team session on the whole concept of “Stay Interviews”.  You need buy in to make this worthwhile.

 Success in the Structure

Don't dilute what could be an insightful conversation by having idle chit chat. Respect their time and expect the same back to you.

Plan out a few great questions to get the responses that will benefit all, a few examples below but remember to make these your own!

  • What is lighting you up in your role right now?
    • Are you satisfying these motivators?
  • Where are you getting the most traction?
  • What and who is frustrating you?
  • How are you being stretching and how are you growing?
  • What could you change or do differently?
  • As a team, what could bring us closer to being a “Limitless team?”
  • What’s your greatest learning to date?
    • How could you share this with the greater team?
  • Courage, capability and capacity…rate each one, 1-5?
    • What needs to change and be actioned?
  • As your manager what could I do differently or change?

“In a growth mindset, challenges are exciting rather than threatening. So rather than thinking, oh, I’m going to reveal my weaknesses, you say, wow, here’s a chance to grow.” – Carol Dweck

Flip it around

Now it’s your turn! Let the team interview you! We all know how valuable disclosure is and your team will thank you for it! From experience, you can do this 1:1 or as a team, ensuring everyone contributes.

Follow Up

The interviews leave you all with golden nuggets of opportunity and progress.  Don’t forget this and let it slip! Not only will this be a waste of time and resources, but it will also dim the commitment of future conversations.

Everyone needs to be accountable and take ownership for the actions –  what needs to be done – as part of an overall ongoing development plan.

I’d love to hear how you implement “Stay” interviews into your organisation and how you go with a more future focused conversation that cuts through and creates small changes?

To being limitless

 

 

Renee Giarrussso Director RG Dynamics Pty Limited Limited LeadershipFor more of my tips on how change can equate to growth, get in touch. I look forward to working with you in the future!

Find out where you sit on the Leadership Ladder, your responses are anonymous and the results summarised to help us better understand where our market sits, so that we can continue to provide, insights, tools and solutions to assist you move up to be LIMITLESS, co-creative and stand out.

Renée is a mentor, coach, expert facilitator and keynote speaker, She is the author of ‘Limitless Leadership’ and co-author of ‘Leaders of Influence’. Follow Renee on FacebookInstagramIGTV or Twitter, or subscribe to her blog here.

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Limitless Leadership™ – Question to create empowerment in your team

We learn about life by asking questions.

Children naturally start learning about the world by observing, testing and questioning “why.” The more open the question we ask the more we learn.

As a manager or leader coaching, the more open questions we ask the coachee the more the coachee will learn, sometimes about what they already know, but haven’t thought about.

Open questions can be challenging.  We are wired to use a lot of closed questions, offer up a solution and move on. Being time poor contributes to this as we just want to solve the problem as quickly as possible.

Asking open questions helps the coachees to think for themselves, if we stick to only closed questions, responded to with a yes or no answer, we are not facilitating the coachee's thinking.

Empowering and growing our team starts with encouraging our team to think.

 The more we question, the better answers we get

Questioning forms new patterns in the brain. The more patterns it forms, the more flexible it becomes. With flexibility, it can access more information already stored in your brain instead of reverting to the old patterns.

As we get older we question less – we settle for the few options that we have learned. The minute those options don’t work, we get stuck. Whenever we experience an obstacle, our brain goes to the fastest pattern it can find from our experiences similar to the current situation. This is why we sometimes have illogical reactions: We do not give time for the brain to find a better solution. The more information and experiences we have, the more options we have to solve our problems.

By asking questions that are open, we make the coachee more open to talk and open up to share information, ideas and new ways. It’s also a great way to reinforce the need to come up with their own solutions.  In the long term you will notice they won’t come to you as often as they will know you are only going to ask a question.

This frees up time for you to work ‘on' the team opposed to ‘i'n it and it grows and empowers the coachee.

Ask open questions

Begin open questions with the words:

  • What
  • When
  • Where
  • Why
  • How
  • Who

An easy way to ensure questions are “open” is to ask one at a time and start with “Tell me about……” as this will instantly frame the question to be open. Be mindful of starting questions with “why”, as this can come across accusatory, especially if there is little rapport.

Build rapport and connection and base the majority of your interactions and conversations moving forward by asking quality open questions.

Play with this and see what happens…

To becoming LIMITLESS

Renée

Renee Giarrussso Director RG Dynamics Pty Limited Limited LeadershipFor more of my tips on how change can equate to growth, get in touch. I look forward to working with you in the future!

Find out where you sit on the Leadership Ladder, your responses are anonymous and the results summarised to help us better understand where our market sits, so that we can continue to provide, insights, tools and solutions to assist you move up to be LIMITLESS, co-creative and stand out.

Renée is a mentor, coach, expert facilitator and keynote speaker, She is the author of ‘Limitless Leadership™’ and co-author of ‘Leaders of Influence’. Follow Renee on Facebook, Instagram, IGTV or Twitter, or subscribe to her blog here.

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Limitless Leadership: Promote stay interviews to retain and grow talent

“True intuitive expertise is learned from prolonged experience with good feedback on mistakes.” 

– Daniel Kahneman

Those who know me know I am a huge advocate for ongoing feedback and performance previews, as opposed to reviews. I believe if dialogue and communication is open, clear, honest and consistent between all parties there should be no surprises. Feedback given and received regularly is imperative and needs to be provided by you as the leader and also from your team to you and each other.

Giving and receiving feedback

Working with a client recently, we discussed the ways the organisation she works in gives and receives feedback. Mariana, my client, shared with me that as an organisation they have what they have what are called “stay interviews”. These are run regularly and are jealously protected pieces of time dedicated to giving and getting feedback. I say “jealously” protected, as I cannot tell you how many times I see feedback and coaching sessions cancelled due to so called conflicting priorities. As a leader, people need to be an OR not an AND in our day to day function; people before progress, I say.

Stay interviews

I love the concept of “stay” interviews, and as we are all well aware, happy people usually don’t leave a company. If we can know when happiness, commitment and energy drops, at least we can proactively do and drive what needs to be done.

“Stay” interviews create a space for awareness and growth, with time dedicated to a few structured questions and the head space for both parties to be present, engaged and ready to contribute.

Making “stay” interviews successful

Make them regular

Don't make these a one-off event, name them and lock them in as you would with any meeting. Consistent catch-ups will breed momentum, rapport and openness. Be committed and don’t cancel or back out – people are your priority. Look at what it will cost you and the organisation if you’re not all in.

Aside from regular coaching, mentoring and team catch ups I would suggest doing these every 6-8 weeks, for 20-30 minutes per person.

A bit like exercise, once in the habit, these will become the way you do things.

Plan the purpose

Make sure each person knows “why” the interviews are occurring.

Giving each other open and honest feedback to feed-forward is imperative.

People only buy into anything if there is something in it for them – we are the same, so ensure you spend time setting the scene and expectations around this. Maybe run a facilitated team session on the whole concept of “Stay Interviews”? You need buy-in to make this worthwhile.

Success in the structure

Don't dilute what could be an insightful conversation by having idle chit chat. Respect their time and expect the same in return. Plan out a few great questions to get the responses that will benefit all; here are a few examples below, but remember to make these your own!

  • What is lighting you up in your role right now?
  • Are you satisfying these motivators?
  • How are you feeling about your role?
  • What is your overall job satisfaction?
  • How can I improve this?
  • What do you like about working here?
  • What keeps you here?
  • What do you like the most / least?
  • Where are you getting the most traction?
  • What and who is frustrating you?
  • What is stretching and growing you?
  • How are you feeling recognised?
  • What is your preferred style for feedback?
  • What could you change or do differently?
  • As a team, what would bring us closer to being a super-team?”
  • What’s your greatest learning to date?
  • How could you share this with the greater team?
  • Confidence, capability and capacity… rate each one, 1-5?
  • What needs to change and be actioned?
  • As your manager, what could I do differently or change?
  • If you change anything about the way I lead how would that look (leading team, recognition, coaching, feedback)?

“In a growth mindset, challenges are exciting rather than threatening. So rather than thinking, ‘oh, I’m going to reveal my weaknesses’, you say, ‘wow, here’s a chance to grow’.”

– Carol Dweck

Flip it around

Now it’s your turn! Let the team interview you! We all know how valuable disclosure is and your team will thank you for it! From experience, you can do this 1:1 or as a team, ensuring everyone contributes.

Follow up

The interviews will leave you all with golden nuggets of opportunity and progress – don’t let this slip and be forgotten! If you do; not only is this a waste of time and resources, but it also dims the commitment of future conversations. All of those involved need to take accountability and ownership and action what needs to be done as part of an overall ongoing development plan.

I’d love to hear how you implement “stay” interviews into your organisation!

Be limitless!

Renée