Effective Feedback: Driving Operations Transformation through Open Communication
Operations Transformation isn't just about harnessing cutting-edge technology or streamlining workflow processes. It's also about cultivating an organisational culture that promotes improved performance, encouraging significant behavioural change, and fostering open communication. An integral tool to help catalyse this transformation is something both remarkably simple and complex: feedback.
Feedback, in its many forms, forms the bedrock of trust and relationships within an organisation, acting as the catalyst for effective coaching and mentoring. From verbal critique to non-verbal cues—such as a puzzled look in a meeting—feedback's role is diverse yet consistently influential.
When crafted effectively, feedback provides a clear snapshot of observed behaviours, not character traits. It explains the context, offers actionable, relevant suggestions, and is delivered honestly and in a timely manner. This form of communication doesn't just resolve immediate issues; it helps lay the groundwork for sustained improvement and transformation.
However, providing feedback is often perceived as challenging. Fears of confrontation, time pressures, lack of suitable role models, previous negative experiences, and uncertainty about handling emotional responses often deter individuals from engaging in this critical practice. These concerns, while legitimate, can and should be addressed by fostering a culture where feedback is regarded as a gift and a fundamental right.
Simple rules for giving and receiving feedback
In the context of Operations Transformation, effective feedback can serve several important functions:
It aligns expectations and priorities.
It alleviates fears of the unknown.
It fills knowledge gaps.
It indicates where corrective action is required.
Organisations aspiring to cultivate a high-talent environment must view regular, specific feedback as an indispensable element, not just a beneficial extra. Moreover, the absence of feedback or poorly delivered feedback can have detrimental effects, leading to performance confusion and accumulating considerable costs in the long run.
Let's take the example of an iron and steel manufacturing company. Here, a supervisor notices that a team's productivity has been dwindling due to delays in switching between tasks. Instead of resorting to reactive language—such as blame or generalised statements—the supervisor applies the principles of proactive feedback. She describes the observed behaviour, explains its impact on productivity, and offers concrete suggestions for smoother transitions. This not only addresses the immediate problem but sets the stage for continuous improvement.
Another crucial aspect of providing feedback is the mindset of the person delivering it. A productive mindset is characterised by genuine care for the person, a desire to help them change, and a belief in their potential. Frustration, exhaustion, and stress, on the other hand, can undermine the process and even trigger defensive responses.
A similar 'AID' (Action, Impact, Desired outcome) approach can be employed when receiving feedback. It involves seeking specific behaviours observed, understanding the impact, and asking for advice to improve. Remember, the person providing feedback is giving you a gift, a chance to better yourself. This mindset is pivotal in fostering a culture that values feedback.
Creating a feedback culture within your organisation is a significant step towards operational transformation. This practice encourages individual and collective growth, driving innovation, and paving the way for industry leadership.
Here are some key takeaways to bear in mind as we navigate the landscape of effective feedback in our quest for Continuous Improvement:
Do you conduct formal training on how to both give and receive effective feedback?
Do you implement 'Feedback' in your leadership routines and line walks?
Have you 'systemised' feedback in the way you work e.g. during (leading) and when projects are completed (lagging)?
Is 'Feedback' part of Employee Performance Reviews (EPR), or do you wait until it's EPR time at which point it's a little bit too late to be proactive?