4. Self-Awareness Is The Number One Predictor Of Your Career Success – Jason Treu, Jason Treu Executive Coaching
95% of people think they are self-aware but only 5-15% really are! It is these blind spots that can cripple your success.
5. Build Psychological Safety Within Your Team – Jason Treu, Jason Treu Executive Coaching
If you don’t have psychological safety you are not going to have a high performing team.
How Do You Build Psychological Safety?
Be open and honest with your team when you mess up!
Use your mistakes to show the team how to be open, honest and vulnerable.
6. Get Accurate Information By Truth Telling – Jason Treu, Jason Treu Executive Coaching
Ask your employees how they would rate your relationship on a scale from 1-10 and then how you can move it to closer to a 10.
Through this exercise you know how the other person is feeling and, if needed, you can do something to improve your relationship.
7. How To Give Negative Feedback – Jason Treu, Jason Treu Executive Coaching
It has been found that feedback is 40% more effective by prefacing it with the statement: “I’m giving you these comments because I have very high expectations and I know that you can reach them.”
8. Support That Works – Jason Treu, Jason Treu Executive Coaching
“How can I best support you?” Instead of…
“If there is something I can do for you, let me know?” or “Is there anything I can do for you?”
Here’s how to create a great feedback process for events, product launches, and major milestones. It will help you and your team/organization make continuous improvements that will show up in your products, services, and other outcomes.
Navy Seals use the below process. It’s why they are the best in the world.
Pixar uses a similar process called the Brain Trust. Their president has said all their movies suck in the beginning. So they get the team working on the movies together at certain points to provide feedback. This feedback is what shapes the movies improvement. I was fortunate to work there and see this in action.
You need to also create rules of engagement such as:
The feedback needs to be about the outcomes and process, not the person.
Everyone needs a chance to speak (and I suggest the most junior people go first. If not, you can get confirmation bias.)
etc.
Feedback Process for Major Events, Product Launches, Milestones, etc.
Many leaders live in the “ILLUSION that things ARE working” because they aren’t getting any other feedback.
Silence is dangerous because it’s often one-way. The leader just isn’t getting the information (but it’s out there).
Why?
Employees just aren’t sharing feedback bc you aren’t asking the right questions and creating a psychologically safe space for them to voice their opinions.
Great talent often produces poor results. Social cohesion and connection are far more important.
Google found that all-star teams rarely ever produced all-star results. It’s how the team engages and interacts with each other.
Why?
Egos get in the way (I.e. the need to be right)
People don’t want to listen
“What interested the researchers most, however, was that teams that did well on one assignment usually did well on all the others. Conversely, teams that failed at one thing seemed to fail at everything. The researchers eventually concluded that what distinguished the ‘good’ teams from the dysfunctional groups was how teammates treated one another. The right norms, in other words, could raise a group’s collective intelligence, whereas the wrong norms could hobble a team, even if, individually, all the members were exceptionally bright.”
‘“As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking.’’ On some teams, everyone spoke during each task; on others, leadership shifted among teammates from assignment to assignment. But in each case, by the end of the day, everyone had spoken roughly the same amount. ‘‘As long as everyone got a chance to talk, the team did well,’’ Woolley said. ‘‘But if only one person or a small group spoke all the time, the collective intelligence declined.’“
“Second, the good teams all had high ‘‘average social sensitivity’’ — a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues.”
Don’t believe the myth that if you hired great people, you’d get great results.
Collective intelligence almost always trumps brilliant individuals.
Check out the study I quoted above: https://www.google.com/amp/s/www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.amp.html
Organizations w/ high levels of employee engagement report THREE TIMES higher revenue and profit than firms with lower engagement levels. Challenge is only 16% of all employees are operating at peak performance (their maximum effort), with employee engagement at less than 30%.
Whom is your organization is managing this at a leadership level? Is it a priority? What specific initiatives do you have in 2019 around it?
I find organizations are short on details whether they are a Fortune 10 company or small organization. You can 3x to 10x your metrics with the least amount of money spent on anything you do. It can be in 6-8 hours per year per employee. You can essentially pay for your ENTIRE workforce in 2019 out the increase plus the costs to do it (i.e. free labor).
Does your organization want to increase revenue/profit in 2019? If the answer is YES, then here is your “goldmine.”
One way is to download my free team building and performance game, Cards Against Mundanity. Takes five minutes to set up and play. Increases engagement, team closeness, trust and performance by 20%+ in 45 minutes or less. You’ll also find suggestions through out my blog and what you can do.
Peer feedback is a great way to boost employee performance. Several research studies show it can add 10% to 14%.
“As work becomes more interdependent and managers have less direct visibility into the day-to-day of their teams, high-quality peer input has become an essential part of effective performance feedback,” says Jessica Knight, research director at Gartner.
It’s an area that every organization should consider adding into their feedback and review process. I think there can be a lot of value in this.
It does need to be orchestrated and structured in a thoughtful manner. There are quite a few ways to go about conducting it.
There also are some simple ways to do this (without a formal process) to elicit peer-to-peer feedback such as:
Give each employee in a group a $25 Starbucks gift card. They can give it to one employee that they believe goes over and above in helping them or other teammates.
They’d need to write up something (maximum two paragraphs) on what the person did (and the impact), why they think it’s notable and how this embodies the organization’s values and spirit.
Experiment with one group and see how it works.
It’s inexpensive and you could learn a lot of valuable information about the team and the organization as a whole.
Try and see how peer feedback can benefit your organization!
