Leading Continuous Feedback Conversations

Performance leadership has long been seen as all about processes and programs in order to motivate, recognize and reward performance. The real power of performance improvement; however, comes from ongoing, real time conversations. The SHA is focused on this aspect of performance – which is all about people and continuous feedback. We are well advised to focus our performance leadership efforts by engaging in these conversations regularly and frequently. The more we can master dialogue with our team members, the more we will see positive results in the following key areas: (1) Employee experience, (2) Higher performance, (3) Clearer accountability, and (4) Systems Transformation.

Effective continuous feedback conversations are dependent on a leader’s willingness and ability to:

1. Create a psychologically safe environment

There are five social rewards and threats that are deeply important to the brain: status, certainty, autonomy, relatedness and fairness. This explains why giving feedback is hard: people experience feedback as an attack on their ‘STATUS’, which to the brain is perceived like a physical attack. Attacks are always met with some kind of defensive strategy.

For example, traditional performance reviews often provoke a threat response; people being reviewed feel that the exercise itself encroaches on their status. A common status threat is the custom of offering feedback, a standard practice for both managers and coaches. The mere phrase “Can I give you some advice?” puts people on the defensive because they perceive the person offering advice as claiming superiority. It is the cortisol equivalent of hearing footsteps in the dark.

It is often assumed that the only way to raise an employee’s status is to award a promotion. Status can also be enhanced in less-costly ways. For example, the perception of status increases when people are given praise. Experiments conducted by Keise Izuma in 2008 show that a programmed status-related stimulus, in the form of a computer saying “good job,” lights up the same reward regions of the brain as a financial windfall. The perception of status also increases when people master a new skill.

The opportunity for leaders then, when having feedback conversations with team members, is to focus on what is going well and what they are learning. Allow them to share their insights and new connections – and acknowledge them for that learning. (See “Managing with the Brain in Mind”, p7)

To create an environment that is psychologically safe - and where feedback is welcomed - it is critical that we ensure other peoples’ status remains intact. This can take many forms, and look different for everyone. It is important to help others understand that we recognize them as capable, competent and valuable team members.

2. Empowering employees to lead their own direction

The social rewards/threats model mentioned above also speaks to another domain – that of AUTONOMY. People like to be in control of their own direction – all of us know what that feels like. To be certain, there are some departmental or organizational goals that are not negotiable. These goals must be achieved by various individuals. However, in almost all cases, the path by which people will get there can largely be left up to an individual’s professional discretion. When we engage others in feedback conversations, it is important to allow others to have as much choice as possible. Clearly communicate all the non-negotiables that employees “must-do” and allow the employee to make their own choices beyond that.

In conversation,

Instead of: “So, you tried this approach last week and it didn’t work. Next week, I’m asking you to try it this way.”
Try this: “So, you tried this approach last week and it didn’t work. What are some of your learnings?” Wait…and listen. Acknowledge and validate what they are learning. Then ask, “what might you try differently next time?”

When we feel we have autonomy, several things happen:

We have a greater sense of certainty.
Stress levels are reduced. In fact, people who feel a greater sense of autonomy live longer and healthier.
We are willing to work harder
We take more ownership of the work, and are therefore more likely to follow through.

3. Genuine and empathetic connections from leaders

Another domain in the social reward/threat model is that of RELATEDNESS. This is fundamentally the need to belong. We want to be noticed and recognized as humans, and not just as employees.

Once people make a stronger social connection, their brains begin to secrete a hormone called oxytocin in one another’s presence. This chemical disarms the threat response and further activates the neural networks that permit us to perceive someone as “just like us.” Research by Michael Kosfeld et al. in 2005 shows that a shot of oxytocin delivered by means of a nasal spray decreases threat arousal, but so may a handshake and a shared glance over something funny.

Conversely, the human threat response is aroused when people feel cut off from social interaction. Loneliness and isolation are profoundly stressful. John T. Cacioppo and William Patrick showed in 2008 that loneliness is itself a threat response to lack of social contact, activating the same neurochemicals that flood the system when one is subjected to physical pain. Leaders who strive for inclusion and minimize situations in which people feel rejected create an environment that supports maximum performance.

Find ways to know who your team members are. As simple as it sounds, being able to remember their kids’ names – and genuinely asking about them is part of creating that sense of belonging. Do you remember what their plans were for the weekend? On Monday, ask them how that went. Create a sense that you care about them as humans so that when it comes time for a feedback conversation, they feel (and know) that you genuinely care about them.

Four guiding questions (leader's role)

Four questions can guide an effective continuous feedback conversation (provided the above conditions are met regarding psychological safety, etc.). To be clear, there are other ways of asking the questions below. Make this script your own, use your own language – be as conversational and natural as possible.

Question 1: “What is going well?” You can ask this in reference to their work since the last time you spoke, in relation to their goals from their APP, or in relation to one specific activity they have engaged in recently.

Once you ask the question, listen. Validate and acknowledge where you can. Listen for their values and highlight those to them. Ask questions to help them go deeper in their reflections.
If you have other observations to add about what they have done well, do so. Be as specific as possible. Rather than saying, “Good job," say something like, “When you asked team members who hadn’t spoken up yet for their opinion, you really demonstrated a commitment to collaboration.”

Question 2: “What, if anything didn’t go as well as you hoped?”

Follow the same process as above. Listen, validate, and add any other specific examples you have witnessed, if necessary.

Question 3: “What are you learning?” or “What might you do differently next time, if anything?”

This is the question where the learning really occurs.
Allow the other person to share their own reflections. Use paraphrasing and open-ended questions to help them go deeper.
It is important to, as much as possible, support their choices in what they will do differently. Even if you believe there is a better way, allow them to experiment, try and learn. If, however, there is a direct concern for safety, or if there is a policy violation with their choices, of course step in to correct that path.

Question 4: “What support, if any, might you need?”

The support they identify might be from you as a leader, from their peers, or from the organization. Often, we believe that we are in this alone. We are accountable for our results so we must go it alone. However, collaboration is a far more effective way of achieving results – both personally and for the organization. Help your team members to know they can rely on others to help.
For a real-life demonstration of this kind of conversation in action, please view the recording (Password: uSAikBJ4). You will witness a weekly one-on-one check in between a Director a direct report. As you watch, pay attention to the way the director is leading the conversation.

As you speak with your team members, adopt a coaching approach. For more information on what a coach approach is, this "Coaching in the APP Process" guide may be helpful. (see "Documents" below)

As you engage in continuous feedback conversations, it is entirely possible that team member goals might shift or change during the year. The above four questions can help bring this to light. Be open to going back to the original APP and making adjustments as necessary so that team members’ targets continue to be relevant and meaningful. These changes may or may not make sense depending on several issues, including the time of year. If changes are identified in October, it makes sense to edit the APP. If changes are identified in February, it probably isn’t time to re-write the goals.

Workshop

If you are interested in accessing support to develop ways to have feedback conversations with their team members, please sign up for our upcoming workshop on the Learning Events page. This workshop will support you in (1) learning how to create a safe environment for feedback conversations, and (2) building a 4-step conversation process you can use.
The first four parts of the seven-part workshop are recorded and available on the Learning Events page.

Ongoing supports

There are several ways you can find supports to help you with these conversations throughout the year.

Live Events. These events will be highly interactive and allow you a chance to practice or role-play your feedback conversations in a safe and confidential way. Expect your colleagues, along with a professional coach to be there to support your learning and growth. Visit the Learning Events page for upcoming workshops.
Coaching Skills for Leaders. Enroll in the Coaching Skills for Leaders course to help understand how to take a coaching approach with your team members. Visit the Learning Events page for upcoming workshops.
Leadership Coaching. Request a personal coach to help you plan for your continuous feedback conversations with your team members. You can do so by making a request through MyConnection, My Services, Leadership Support.