In the business model we both were trained and educated and worked as well, so-called feedback focused on an annual evaluation conversation in which the management told his/her employee what improvement points or objectives he/she had failed to achieve during the year.
These discussions often frustrated the people, as they were not based on specific facts or given examples to justify them. Also, since they were held once a year, there was no time to react, or, often, the person could not remember the points discussed because of the time that had passed. Additionally, it was not easy to counter, for fear of the consequences.
This process became a subjective, dishonest and inefficient communication process that did not result in any intention to improve or develop.
We value our people,
we challenge them with sincerity.
Companies need to take their people and communication competencies to a higher level.
And there is help. By feedback. Based on Radical Candor, ActioGlobal has developed a very powerful feedback program. The concept has originally been created by Kim Scott, who worked in some of the most prestigious technology companies in the United States, such as YouTube, Apple, Google, Dropbox and Twitter.
“Radical Candor” is today a true best seller, which explains how to become an influential leader without losing the human side.
Millennials increasingly dominate the workforce and their generation’s values are shaping the future of our businesses. Having grown up with the high-speed feedback cycles of social media, new generations are looking for challenging jobs that provide them the opportunity to grow and develop through learning.
This new context challenges teams and individuals to constantly engage with each other to achieve their objectives.
Annual evaluation is obsolete. Continuous feedback is becoming a supporting pillar in this process.
Some of the questions that have driven management around over the last decades are
How can we empower the work teams?
How can we discover talents and develop them to improve and be more productive?
How can we be creative and brilliant as well as efficient?
How can leadership guide their teams in a "human" way and still be effective?
"No one can develop a strength unless he is aware of it, just as no one can correct or improve a weakness unless he recognizes it."
Radical Candor, the best way to give feedback.
It all starts when we are young and we are told not to hurt other people’s feelings, that if we have nothing nice to say, we should not say anything at all. Then in adulthood it becomes very difficult for us to put into words and honestly express the impact of other people’s actions and behavior on us or our team.
It seems logical that, faced with this barrier, it will be quite difficult to be a team that develops, grows, improves and exploits its full potential.
7 things to keep in mind about how to give feedback:
1. Do not give any advice that has not been requested
Make Radical Candor a routine in your company, so that asking for constructive feedback becomes a habit.
2. Put yourself in the place of the other person (empathy)
Be honest, do not camouflage the truth with nice words since you want to help the colleague grow.
3. Keep it private
It is a professional conversation but, however, it´s personal as well.
4. Propose solutions
It´s not about generally criticizing or venting about personal matters.
5. Stick to a specific topic
Be specific about the situation you are referring to, place your partner in the context.
6. Follow up
Constructive feedback means assisting the individual and the team both in their project and personal development.
7. Let the other person know if you improved your attitude
Convert the facts you were told into action.
If you want to make a difference in your company,
change the Feedback culture.
Which are our challenges when giving feedback?
Giving feedback is painful, so why do we have to do it at all?
Just like giving feedback, receiving it also hurts, so it will be important for us to do a valiant exercise in our pursuit of improvement and learning.
A MOdel of
What should we avoid when receiving feedback?
Don't blame yourself.
Don't take feedback as a reproach.
"Honest feedback is the food of agility and high performance. These data give us the advantage to grow as individuals and as an organization."
HR Director Unilever Spain
How to give feedback to the people we work with?
Remember that feedback is intended to help us change our behavior at work to improve performance in our jobs.
The goal of such a conversation is to improve your work situation by helping your leader or colleague become aware of things maybe in a project that are troubling you or that are not going the way you need them to. Remember that feedback is a professional conversation, it is by no means about criticizing or venting about personal matters.
To be honest, it is always troublesome to tell leadership that we do not feel their performance is as effective as they think it is. As intimidating and worrying as it may seem, it is equally important that you point out to them the positive and negative aspects of their management, just as the manager should do the other way round. This is why both parties must have a commitment to improving and growing.
In order to implement a Radical Candor culture in the team people need to know how to ask for, accept and promote feedback.
Transparency and honesty are critical to building a successful business and a strong culture, as well as to building trust among all employees. Without trust, communication falls apart and when this happens, processes start to become inefficient and people’s motivation drops. These facts show that feedback is a highly powerful tool for organizational development.
Any organization that strives to both adapt to the age we live in and compete vigorously will need to implement continuous feedback systems to facilitate a psychologically safe environment, enable fast learning as well as agility and high performance to improve results.
El feedback debe de ser inmediato, continuo y darse entre compañeros, del jefe al empleado y del empleado al jefe.
"It was a turning point to have given Radical Candor training to 1100 employees. It was the best investment we have ever made."
HR Director Europe Adevinta