“Little known fact 71% of workers think about quitting their jobs every day. What do we do to change this apparent virus sweeping our work place environments”?
We must become willing to admit that our way of leading and creating “quality of work” environments are simply not working. We are not creating the results or the quality of life that we would like for ourselves, associates and customers, These hectic and wired times are calling out for a new type of leader in organizations. This type of leadership is not based on position or status. It is truly based on equality, respect and positive regard for everyone in the organization. At its core leadership is shared by everyone in the organization. In this new leadership style we need everyone aligned with the vision and understand why we are in business–this is called the mission. The leaders must be willing to challenge the “status quo”, accept change as a natural state and realize that the so-called soft side of business is really the hard side. Mental maps of risk taking must be continually updated and failures must become learning experiences. This may sound foolish or a bit naive and yet many of the new and innovative companies accept and operate in this revolutionary way.
One thing is at the cornerstone of this leadership revolution—Constant growth and development through feedback. Most people are not consciously withholding feedback because they want to create a negative work place culture or reduce company morale. Often, they withhold feedback because they don’t know how or when and in what way to skillfully use the soft power of open and two-way communication tool called– feedback.. Also, many people are just uncomfortable confronting others on their “screw-ups, or failings. In other words, they lack the know-how and skills to conduct productive feedback sessions. There are some ways to take some of the suffering out of giving and receiving feedback.
First, we’ve got to start taking accountability for our individual roles in creating environments where “feedback” is not seen as a dirty word. How can you help? Try practicing a few of the following behaviors of the new leadership style:
The revolution begins with a few change agents practicing Reality-Based Feedback. Reality based feedback expands on the ideas of William Glasser M.D. from the therapy couch to workplace interactions and conversations
1. A reality based leader or coach is one who is self-aware, open, flexible and authentic. DWYSYWD is the foundation of their leadership and management philosophy. They are able to quickly read others and accept the reality of a situation. These new leaders are sensitive and understand others needs ( high on empathy) by confronting in a caring way reality and truth. This directness preserves valuable time and energy trying to fix blame or uncover the truth behind excuses for not doing things right or choosing the wrong things to work on. It conserves precious team energy, and uses that energy instead to be more productive and efficient in working on priorities and creating a better quality of work life (QWL).
2. Better yet, a Reality-based Leader anticipates the upcoming changes and capitalizes on the opportunity inherent in the situation without drama or defense.
3. This new type of leader uses feedback to address pinches in expectations and issues early and often.
Besides poor communication I think the lack of feedback is the root cause of many employee’s attitude issues. Sharing feedback early and often takes some of the pain out of the situation that year performance reviews rarely do. Timely feedback is a critical component of achieving success on an individual, team and organization levels.
Understand that giving feedback does not mean being ugly, mean, or an“I gotcha you asshole” attitude. Under the mask of being “nice” leaders, teams and organizations all over the country are missing opportunities to increase responsibility for decisions and actions by withholding caring feedback and covering-up emotional pinches. Feedback is a critical component for growth, development, and individual satisfaction with their job. The lack of feedback is also impacting the organizational culture and growth by causing interpersonal conflict and many “soap opera” dramas. Thus, an unhealthy climate on a cost-benefit analysis basis could be costing a decrease in motivation, loss of valuable time, energy and profits for your organization.
You want great business results? Regular performance conversations are a part of that equation. If you are not getting good feedback, ask for it. Occasionally, ask people what things you should stop doing, start doing or continue doing. If you are one of the vast majorities of people who dislike giving feedback, stop withholding this valuable information and learn how to give and receive it. If you are defensive when someone shares feedback with you, grow up and be a professional. Feedback is simply another persons’ opinion of your work habits and performance. Try not to take it personally. And as always stop judging and start listening for ways to be supportive and helpful. If these things are tried I guarantee the quality of work and the attitudes toward jobs will significantly improve.
Want more on the topic of Motivation checkout the history of motivation and job satisfaction. While on this site do not miss one of my favored models of motivation and job enrichment design developed by Hackman and Oldham’s. Their Job Characteristics Model looks at some very important factors of autonomy, skill development, and clear goal-setting as a way of increasing positive motivation for doing a job an outstanding way. Their model also identifies several other aspects of job design – such as feedback and feeling that one’s work is meaningful – which could also affect workers’ level of satisfaction.