While giving (or receiving) feedback, the emphasis is on the past. It has its benefits, shortcomings. When we practice Feed-forward, the focus shifts to the future – to forward-looking, future-oriented solutions. For example, from providing critical feedback on the way a Customer was handled, to Feed-forward, providing suggestions and encouragement on handling Customers going forward. […]
Pausing helps you refrain from making a permanent decision based on a temporary emotion – Justin Bariso. Pause – taking a moment to stop and think before you speak or act. It’s simple, yet difficult. As a leader am I taking advantage of this highly effective tool?
If I’d had more time, I would have written you a shorter letter – Mark Twain. Brevity – being concise, precise, succinct – makes communication crisp and effective. As a leader can I practice brevity, so that people get easily, clearly, what am trying to communicate?
Albert Mehrabian (psychology professor at UCLA) says when we interact with people, we are perceived by others in three ways: 55 percent visually (our body language) 38 percent vocally (our tone of voice) 7 percent verbally (the spoken words) A massive 93% of perception happens outside of words! Could we use this finding in a
Research shows when we express our thoughts as ‘what we want more of’ in place of ‘what we want less of’, they garner more power, positive energy and support – And outcomes change! For eg: Using ‘I want accuracy’, in place of ‘I don’t want mistakes’. Expressions, the vocabulary that I use in daily life
People with high levels of Emotional Intelligence (EI) are known to use these 3 caveats before they say anything, in their conversations: – Does this need to be said? – Does this need to be said by me? – Does this need to be said by me now? Immensely powerful; Can I follow them in
Language and vocabulary that we use makes a difference. A significant one at that. Positive language that I employ results in positive mind-set (inside), leads to positive difference (outside) – for example ‘Stop making mistakes’ to ‘Be more accurate’; ‘Don’t be lethargic’ to ‘Feel more energetic’. It’s also shifting our focus from ‘what I need
Receiving and responding to a feedback / feed-forward determines how willing others will be in providing them. Feedbacks / feed-forwards provide critical inputs when received in an open way – we need to be watchful over our defensive behaviours, sense of denial to benefit from them. How open could I be in receiving them, in
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‘I know that you believe you understand what you think I said, but I’m not sure you realize that what you heard is not what I meant’ – Robert McCloskey. Communication is also what the other understands – in addition to what one communicates. How often do we make sure that we communicate (exactly) what
Feedback is the breakfast of Champions – Ken Blanchard. Feedback helps. It is nourishing. Also, feedback need not be accumulated (over time) and offered all-at-once! Frequency matters – like breakfast (everyday). How often do we receive? How often do we give?