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“Creating Successful Leaders”

Category Archives: Communication

August 23, 2023 The Art of Giving and Receiving Feedback: Tips for Managers and Employees

Effective feedback is a two-way street. If you’re providing critiques, it’s important to do so in a way that doesn’t sound accusatory or ends up being demoralizing, but it’s usually not enough to say, “Good work! Keeping doing what you’re doing.” On the other hand, if you’re receiving feedback, it doesn’t pay to put up walls and be overly defensive. BUT it’s also not a good idea to passively take criticism if you A) disagree with it or B) do not completely understand it.

All this is to say, giving and receiving feedback effectively is a balancing act. And it’s easy to tip into negative territory.

How can you keep things positive and aim for improvement? First, let’s talk about giving effective feedback, and then we’ll discuss a few pointers for effectively receiving feedback.

Giving Effective Feedback

Good feedback is sincere, illustrative, and clear. It also provides a clear path or action plan for the recipient to use after the meeting. To achieve this type of feedback, I often turn to the D4 model, designed by Insights® Discovery, which I’ve discussed in detail in a past blog post.

Essentially, the D4 feedback model is a four-step process that encourages specificity while also maintaining a positive tone. Here are the basics:

Data: Start by presenting the facts of the situation or behavior. Avoid generalizations or assumptions, and keep your tone neutral.

Depth of Feeling: Start to explore why you might be feeling a certain way about the data you’ve presented. This step helps to uncover deeper issues that may be contributing to the situation.

Dramatic Interpretation: How are you interpreting the situation? What meaning have you given it?

Do: End with a clear path forward. What would you like to see happen moving forward, and what steps can be taken to get there?

By following these steps, you’ll be able to give feedback that is clear, actionable, and helps the recipient understand how to improve. It’s also important to remember to give positive feedback as well – acknowledging what the recipient is doing well can motivate them to keep up the good work.

Receiving Feedback Effectively

Receiving feedback can be challenging, especially if it’s critical or unexpected. However, it’s important to approach feedback with an open mind and a willingness to learn. To do this, keep the following tips in mind:

  • Listen actively and ask clarifying questions.
  • Avoid becoming defensive or argumentative.
  • If you do not agree with the feedback, politely ask for clarification/elaboration. You may also want to seek additional feedback from others to corroborate the feedback.
  • Identify specific actions you can take to improve. Make sure to go over these action steps with the person providing feedback.
  • Ask for next steps (a follow-up meeting, sending a progress update, etc.).
  • Acknowledge and thank the person for their feedback.
  • Follow through! After the meeting, begin strategizing how you will stay committed to the action steps discussed during the feedback session. This may involve setting goals, seeking additional support or resources, or simply dedicating time and energy to improving your performance.

Remember, feedback is an opportunity for growth and development. By approaching it with an open mind and a positive attitude, you can turn constructive criticism into a valuable tool for personal and professional improvement.

Whether you’re giving or receiving feedback, it’s important to approach it with care and intention. Giving effective feedback involves being specific, sincere, and clear, while also providing a path forward. The D4 feedback model is a useful tool for achieving this balance. On the receiving end, it’s important to actively listen, avoid defensiveness, and identify specific actions to take. Remember, feedback is an opportunity for growth, so approach it with a willingness to learn and modify how you’re currently doing things. The give and take of feedback doesn’t have to be painful or stressful! With effective communication and positive intentions, both parties can walk away satisfied.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 
CHECK OUT MARGARET’S ONLINE LEADERSHIP COURSE. 

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August 2, 2023 5 Ways Micromanaging Hurts Your Team

Many leaders achieved their status through hard work, commitment, and perfectionism. Generally, these are positive attributes that can help lead to success. However, you can have “too much of a good thing,” particularly when it comes to perfectionism.

If your perfectionism helps you catch project flaws or edit reports, great. If it causes you to constantly look over your team’s shoulders, criticize, and take a narrow view of how things should be done…not so great.

How can these micromanaging tendencies hurt your team? Let’s talk about 5 negative effects and how to avoid them.

Stifled Creativity and Innovation

If your team is restricted to always doing things your way and from your perspective, you miss a huge opportunity for creativity and innovation. As a leader, you might have ideas about certain projects or initiatives, but you don’t necessarily have to voice those ideas right away. Instead, allow your team some time and space to brainstorm ideas and come up with potential solutions. This lets them feel empowered and invested in the project, and they just might come up with the company’s next million-dollar idea!

Lack of Problem Solving

When leaders micromanage, their team members start looking over their shoulders. They wonder if they’re doing things the right way, and if they’re meeting the leader’s approval. Because of this, the team will be disincentivized to seek solutions for any problems they encounter. They don’t want to get in trouble for doing things the “wrong way,” so they’ll inevitably turn to the leader for direction. This creates a culture of neediness instead of competent problem-solvers, AND it puts a lot more work on the leader’s plate, since they’ll have to constantly troubleshoot problems.

Diminished Trust

Micromanaging can erode trust and respect between leaders and their team members. When leaders constantly nitpick and micromanage every detail, employees can feel like their skills and abilities are not trusted or valued. If trust doesn’t exist between leaders and team members, that shakes the foundation of the entire team. Why would team members entrust their manager with sensitive information or confide any struggles or pitfalls to them if trust is absent?

Reduced Job Satisfaction

Nobody likes being micromanaged. It is frustrating, demoralizing, and can make team members feel like they are not trusted or valued. When team members feel like they have no autonomy or control over their work, their job satisfaction can suffer. This can lead to burnout, turnover, and a lack of motivation.

Waste of Time and Resources

Micromanaging is incredibly time-consuming. Leaders who micromanage spend significant amounts of time reviewing work, checking in with team members, and correcting mistakes. This can take away time from other important tasks. Additionally, when team members are prevented from making their own decisions and solving problems, they may come to rely too heavily on their manager. This can be a waste of resources if the manager or leader is needed elsewhere. Micromanaging might scratch your perfectionist itch, but it can have serious negative consequences for your team. No one wants someone constantly looking over their shoulder or telling them precisely what to do all the time. Instead, trust your people. Learn to let go a bit and allow your team to feel empowered, creative, and invested in their work through independent problem-solving and decision-making. By avoiding micromanagement, you can create a more satisfied, motivated, and productive team and foster a culture built on trust and respect.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 
CHECK OUT MARGARET’S ONLINE LEADERSHIP COURSE. 

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July 19, 2023 5 Traits of a Highly Effective Leader

If you’ve been lucky enough to work for an excellent leader, you know what a game changer it can be. You feel energized and motivated to come into work. Your role is clear, and you understand how it fits into the bigger picture. If any problems arise, you know you can discuss them candidly without fear of belittlement or retribution. But what traits, specifically, mold someone into a leader like this? And how can you become such a leader?

In my experience as a leadership coach, I’ve identified several traits that make a good leader (I discuss ten of them in my book The Ten-Minute Leadership Challenge and elaborate on these traits in my online course). Though there are many personal attributes that contribute to effective leadership, I’d like to focus on 5 of them in this article.

These 5 traits are essential—a great starting point for anyone who is hoping to up their leadership game. Keep them in mind and work toward embodying each one. Like anything in life, this takes good self-awareness, intention, and practice.

Clarity

An effective leader makes clarity a top priority—clarity in communication, expectations, problem solving, and more. Without clarity, a leader’s team may become confused and frustrated, leading to decreased productivity and morale. A leader who prioritizes clarity takes the time to articulate goals and expectations, communicates regularly and transparently, and provides the necessary resources for their team to succeed.

Authenticity

Have you ever worked alongside someone who tended to exaggerate, or always seemed to be putting on a show, or only told partial truths? Many of us can sense when someone is not being forthcoming or genuine. As a leader, it’s important to be true to yourself and your values. Authenticity means being honest and transparent, admitting when you don’t know something, and daring to be yourself (flaws and all!). When a leader is authentic, team members tend to show greater trust and respect, which can create a culture of openness and collaboration.

Advocacy

A good leader advocates for their team members and makes sure everyone feels respected and included. Inclusivity is vital to a healthy work environment. A leader who advocates for their team actively listens to feedback and concerns, takes them seriously, and acts to address them. They give credit where credit is due and offer constructive criticism and support when needed. If a project fails or produces a less-than-perfect outcome, an excellent leader does not throw their team under the bus, but instead shoulders the responsibility and reframes the failure as an opportunity to improve and learn from mistakes.

Reliability

If you expect your team to be reliable, you have to lead by example. That means following through on commitments, meeting deadlines, and doing what you say you will do. A reliable leader establishes trust by consistently delivering high-quality work and keeping their promises. They are dependable and consistent, which generates a sense of stability and confidence among team members.

Courageousness

Effective leaders do the right thing, even when they know it will be difficult. That might mean having the courage to admit when you’re wrong, changing directions when a project isn’t working, or standing up for your team. It’s important to note that courage is not the absence of fear, but the ability to act in spite of it. A good leader takes calculated risks and doesn’t shy away from difficult conversations or decisions. They are willing to face criticism or pushback if it means doing what’s best for their team or organization.

These 5 traits are not the only ones that make a great leader, but they are certainly crucial. By focusing on clarity, authenticity, advocacy, reliability, and courageousness, you can build a strong foundation for your leadership brand. Keep in mind, these traits are not innate qualities that some people simply possess and others do not; they can be developed and strengthened over time with practice and self-awareness. With dedication and effort, you can become the kind of leader that inspires and motivates others to be their best selves.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 
CHECK OUT MARGARET’S ONLINE LEADERSHIP COURSE. 

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