Posts Tagged ‘asking for feedback’
Lots of organizations do exit interviews after employees give notice. Exit interviews can be a source of helpful information. Employees have little to lose after they’ve quit, so they’re likely to speak candidly about their work experience. But asking for feedback after an employee has quit is a little (a lot) too late. The time to ask about an employee’s working experience is every 90 days, if not more frequently.
Employees quit. It’s a natural part of doing business. And some turnover is healthy and helpful. Surprises, however, are not helpful and are unnecessary. Turnover should rarely, if ever, be a surprise. The writing is always on the wall, if you ask the right questions and make it easy to speak freely.
Most employees are concerned about giving feedback when their input is negative. Employees at almost every company cite “a list,” and those who speak up, end up on it, and then mysteriously leave the organization. Mind you, no one has ever seen the list, but employees at all types of organizations are certain it exists.
If you want to reduce the turnover in your organization and increase employee engagement and satisfaction, ask for feedback regularly, and make it easy to speak candidly.
Five ways to get your employees talking before they quit:
- Ask for feedback at the end of every meeting. Simply ask, “What are you enjoying about your job? What are you not enjoying?”
Or ask, “What makes your job easier? What makes your job harder?”
- Manage your responses to feedback. The easier it is to tell you the truth, the more truth you’ll get. Employees are afraid of their manager’s reactions. Resist the urge to become defensive (which is very difficult to do). Saying, “I’m sorry that was your experience. Thank you for telling me,” goes a long way. Employees will breathe a sigh of relief and are more likely to speak candidly in the future.
- Replace one satisfaction survey with roundtable discussions during which a leader or manager asks a small group of employees for feedback. Live conversations build trust and loyalty. Written surveys do not.
- Help employees who aren’t a good fit, exit the organization. Don’t wait for poor performers or employees who aren’t a good culture fit to leave. Help misplaced employees find a better match. The right employees raise performance and morale, the wrong employees destroy both.
- Don’t be afraid to ask for feedback. Just because you asked for feedback, doesn’t mean you have to act on that information. Employees don’t typically expect all of their requests to be met. It’s often enough just to be able to speak and be heard.
Keep doing exit interviews, and add quarterly or monthly requests for feedback. Talk with people over the phone or in person. Ask one or two simple questions to get the other person talking. Manage your face. Smile. Say “thank you” for the feedback. And watch your employee engagement and satisfaction rise.
At some point, you’ll get passed over for a promotion, project, or piece of work, and no one will tell you why. Why should they? There is little incentive to deal with your likely (human and normal) defensive response. It’s easier to say nothing.
The problem is that this lack of information gives you no ability to manage your career.
Most people get almost no feedback at work. “Good job” isn’t feedback. Neither is, “You seem distracted.” And being told, “You just weren’t the right fit,” is utterly unhelpful.
If you want to manage your career, you need more information. Getting this information might seem scary. You might be thinking, “What if I don’t want to hear what people have to say? What happens if I hear something really bad?” People are so hesitant to give feedback, they’ll be ‘nice’ to you. You won’t hear anything you can’t handle.
There are people in your life who will tell you the impression you create, what you’re like to work with, and why you might not have gotten a job you really want. They’ll tell you, if you ask and make it safe to tell you the truth. Making it safe means you can’t defend yourself. No matter what the person says and how hard it may be to hear, you must respond with, “Thank you for telling me that,” even if you’re convinced they’re wrong.
The easier it is to give you feedback, the more feedback you’ll get. The harder it is to give you feedback, the less you’ll get. Remember, no one wants to deal with your defensive response. It’s easier to say nothing.
Identify five people in your life who care about you, who you trust. They might work with you now, but perhaps not. Don’t overlook your friends, family, spouse and past co-workers. Tell each person, individually, that you want to know more about the impression you make and what you’re like to work/interact with. Do this over the phone or in-person. Emailing the request doesn’t demonstrate seriousness. Ask the person to schedule a conversation with you. Send your questions in advance, so the person is prepared. Have the scheduled meeting; don’t cancel it, even if something important comes up. Consider asking: The first impression you make; what you’re like to work/interact with; the best thing about you; and one change you could make. Say, “thank you,” for the information and not more. Don’t underestimate the power of your emotions. Everyone gets defensive when receiving feedback. Defensiveness can be off putting and scary to others. Don’t do anything to limit future feedback.
Ask these questions a few times a year. You don’t necessarily need to make any changes, based on what you learned. The point isn’t to act on the information, it’s merely to have it. Information is power, and power is control. You can now choose how to act vs. working in the dark.
In last week’s blog, I advocated for picking up the phone, even when you don’t want to, being patient, and asking questions versus accusing. Admittedly, it’s easier to be generous with some people than with others. Some people are just hard to work with. And no matter how much you want to do the right thing, when difficult people’s names show up on your caller-id, it’s tempting to let them go to voicemail, indefinitely.
There are a few behaviors that make people difficult people to work with. Avoid these communication blunders, and help ensure your calls don’t go to voicemail.
Five tips to be easy to work with:
How to be easy to work with tip 1: Don’t take things personally. Human beings are wired for survival. Most people are so worried about themselves – looking good and doing well – they’re not all that worried about you. When you get overlooked for a project or a meeting, rather than feeling slighted, ask what happened that you weren’t included. Or just be grateful you have one fewer meeting to attend.
How to be easy to work with tip 2: Remember it’s not all about you. People who think everything is about them are exhausting to be with. Be humble. Take an interest in others. And remember that no matter how talented and fabulous you are, you’re not the only one in your organization who is producing results.
How to be easy to work with tip 3: Give other people the benefit of the doubt. Most people are genuinely trying to do the right thing. If you question someone’s motives or actions, ask a question before making a decision about that person.
I like the question, “Help me understand…?” It’s neutral and invites the other person to speak. If you choose to ask this question, watch your tone of voice. If you can safely add the words “you dummy” to a question, you have a tone issue.
How to be easy to work with tip 4: Temper your emotions at work. You’re human and human beings have feelings. But sometimes our feelings can be off putting to others. Most people are uncomfortable when managers and coworkers yell, cry, or give the silent treatment. Manage your emotions at work. Wait to have conversations until you’re not upset. And if you can’t manage your emotions during a conversation, excuse yourself until you can.
How to be easy to work with tip 5: Be introspective and self-aware. The better you know yourself and how you impact others, the more you can work with others how they like to work. Periodically ask people you trust for feedback on the impression you make and what you’re like to work with. Listen to their feedback and adjust your communication habits to be easier to work with.
The bottom line – to be easy to work with you need to be sensitive to how you impact others. People who pay attention to how they impact others and make changes to work better with others, are enjoyable to work with. People who don’t pay attention to how they impact others and aren’t open to altering their working styles get sent to voicemail.
You will be passed over for jobs, projects, and opportunities – personally and professionally. People will choose not to buy from you and they’ll choose not to be your friend and romantic partner. And that’s ok. Not everyone is our right “customer.” The key isn’t to win every opportunity. Rather, it’s what we do when we don’t get what we want.
When you’re done feeling disappointed, mad, and frustrated, get curious. Find out why you were passed over. I’ll never suggest you make changes. I simply want you to know what’s standing in your way, so you have power – the power to choose. Eliminate your business blind spots.
All of us have blind spots – things we do that are off putting to others, that we’re not aware of. For the most part, people won’t tell us our business blind spots, instead, they simply pass us over. Being rejected is feedback, it’s just not specific enough to help us make different choices. If you want to be able to change your behavior, you need to know what behaviors are standing in your way. Then you can choose what, if anything, to do about those behaviors.
When you get turned town for an opportunity, practice these strategies to eliminate your business blind spots:
- Allow yourself to have an emotional reaction, to feel disappointed and grieve the loss.
- When your emotions dissipate, call people who can tell you why you were turned down, and ask for feedback. The goal of the conversation: Eliminate your business blind spots.
- Be humble and open.
Consider saying something like, “Thank you so much for considering me/us to support your needs. We were disappointed not to win your business. Would you willing to share what had you choose a different provider and what we could have done differently to be a stronger candidate? I’ll be grateful for anything you’re willing to tell me.”
Depending on the circumstances, you could also say something like, “I wasn’t put on the _______ project. I wonder if you have any information as to why? I appreciate anything you’re able to tell me. Your input will help me grow and eliminate by business blind spots.”
- Regardless of what you hear, thank the person for the feedback. You can ask for additional information and ask who else you can talk with, but don’t become defensive. The less defensive you get, the more feedback you’ll get. Make it easy to tell you the truth (as the other person sees it).
Remember, information is power, and power is control. Many people don’t give direct feedback because they’re afraid of the other person’s reaction. Surprise people by being open to feedback, and eliminate your business blind spots.
- Validate feedback that doesn’t feel right to you. If you’re not sure what someone told you is accurate, vet the feedback with other people you trust. Simply ask other people, who are aware of your performance, “I received this feedback. Does that resonate with you?”
- Sit with the feedback for a few days before taking any action.
- When your emotions have passed, decide what, if anything, you want to do with the input you’ve received. Perhaps you want to make changes. Perhaps you don’t. Either way, you have more power than you did before you received any input.
You won’t win them all. The key isn’t avoiding rejection, it’s what you do when you don’t get what you want. Be brave. Be open. Ask for feedback. And you’ll have the power to make different choices next time, if you want to.
Changing a damaged reputation is challenging. My number one piece of advice: Be very overt about the changes you’re making.
Here are eight steps to discover and repair your professional reputation:
Step one to repair your professional reputation: Make a list of people who observe your performance and who can impact your career. If you’re not sure who these people are, ask your boss and peers. They know.
Step two to repair your professional reputation: Ask for specific, candid feedback at least twice a year, and tell people why you’re asking for the information.
Asking, “How am I doing?” is not specific. Instead, say something like, “I want to learn more about my reputation in the office and want to eliminate my blind spots. I’d be grateful for any input you can provide on my reputation and what people say about me when I’m not there.” Then schedule a specific time in the near future to discuss the feedback, so you don’t catch people off guard. You’ll get better feedback when people have had a chance to observe your behavior and think about what they’d like to say.
Step three to repair your professional reputation: Listen to the feedback and no matter how hard the feedback is to hear, say, “Thank you for telling me that.” Don’t defend yourself. Instead, leave the conversation, think about what the person has said, and then go back to him a few days later with questions, if you need to.
Step four to repair your professional reputation: If the feedback you receive doesn’t feel accurate, tell others who you trust about the feedback and ask them to provide input.
Step five to repair your professional reputation: Sit with the feedback before taking action. Let yourself be emotional. You might feel angry, sad, or betrayed. All of those are normal responses to feedback.
Step six to repair your professional reputation: Take action. Make changes that feedback providers suggested.
Step seven to repair your professional reputation: Tell people who provided input and who are impacted by your behavior about the changes you’ve made. You could say, “I recently received feedback that I’m not careful enough and that my work often has errors. I’m really working on this. Will you pay attention to the accuracy of what you receive from me and let me know if you see changes? I’d really appreciate your input.”
Step seven is very important and something people rarely do. Don’t assume people will notice the changes you’ve made. Instead, assume they won’t. Without being told what to look for, the decisions people have already made about you will supersede changes you’ve made. It takes a lot of effort to see people differently. Validating what we already know and think about someone is much easier and more likely than noticing changes.
Step eight to repair your professional reputation: Continue to ask for feedback. Receiving feedback is not a one-time-event. It’s an ongoing process. Don’t ask for feedback weekly, rather check in once a quarter, tell people the changes you’ve made, and ask for specific input.
You can change your reputation, if you want to. Doing so will require courage, openness, and effort on your part. Work on one or two things at a time, not ten. And then reward yourself for the changes you’ve made with a pint of Ben & Jerry’s, because too often we’re hard on ourselves and forget to celebrate wins.