|
|
Observe whether what you are saying is common, whether it makes sense. Don't worry about having to know everything: people tend to be very worried about having to know and have an opinion on everything. However, we must be calm that there will be questions that will not be answered. Our communication must include what we are dedicated to knowing. It is important to know not to know and to be at peace to say: “I don’t know, I would like to know, tell me more about it”. Be consistent in the practice of communicative resources: there is no point in practicing eventually, to be effective, you need to repeat. Always come into contact with different people and understand that what we see as challenging is because we still don't know how to deal with it. That's why it's necessary to take risks.
Turning frustration into action: how to prepare your team to receive feedback when done well, action can become a powerful development tool. Striving to carry out a task at work and, in the end, not receiving feedback exactly as expected can be a Japan Email List source of frustration for some people. After all, the idea of correction sounds, for many, like criticism, making it impossible for them to achieve what this act actually means: an opportunity for personal and professional development. However, this understanding can be shaped when well managed by the leader. Preparing the team to understand how to receive feedback, whether positive or corrective, is a great challenge for those who understand the importance of paying attention to the performance of each of their team members. Strengths coach and consultant associated with ynner , vanessa carvalho , comments that some factors can contribute to the moment of feedback being faced with tension.
According to her, the first point is very simple: naturally, people don't like to make mistakes, on the contrary, they like to do well and be well evaluated for it. The second point is related to the environment prepared – or not – by the leader. Vanessa explains that in an unwelcoming environment, where there is no trust and feedback is always used in a corrective way, employees tend to experience this moment in a defensive position, less open to change. “it is necessary to understand that feedback is not scolding, it is a development tool , so when it seems that the leader only has time and willingness to talk when something is wrong, the situation tends to be tense”, observes vanessa. So, how to prepare the team for this moment? Vanessa gives golden tips for managers and leaders who want to optimize the performance of their subordinates through the use of feedback as a tool.
|
|
發表於 2024-5-16 11:22:08