![]() There’s nothing wrong with offering quick, off-the-cuff feedback, but sometimes, a more thoughtful, purpose-driven approach is needed. The feedback loop isn’t quick, and should be used with judgement, when something has been done that really warrants it. Leaders can use it to promote their team without overindulging in self promotion (which everyone sees through). Rather than being a fleeting moment, feedback gains momentum and has a long-lasting impact.įeedback can translate individual and team performance into impact. Individuals feel valued and leaders throughout the organisation know who is especially good at doing what. The feedback loop builds relationships and strengthens teams. The person who did the job well knows that their leader has taken the time to let everyone know, inspiring them to do well again. Both the giver and receiver of the feedback get a boost.įeedback comes back to the 1:1 via senior managers, peers and leader. Scala has more useful/functional-friendly syntax. They may personally congratulate the person or team behind the work. You can do pure functional programming in any language which supports first class functions, with discipline. They may remember the feedback and use it to help them make decisions. The leader makes sure that their colleagues at peer level know. The leader lets team members know about the job well done, shining a spotlight on their exceptional effort or consistent work. The job might be a one-off exceptional effort, or simply consistent good work over time.įeedback is given to the person who did the job, by their direct leader in a 1:1. The first level of the loop: a job well doneĪ job is well done, and this is noticed. This happens when it is deliberately, purposefully talked about across teams and organisations.įeedback forms a loop around the organisation, with everyone, on every level, hearing it. Leaders can use feedback to champion their team and demonstrate its value to people at all levels of the organisation.įor feedback to have this kind of impact, it needs to be known about and talked about. That’s where the feedback loop comes in.įeedback can be used by leaders to let people know what’s being done and who is doing it well. ![]() ![]() If no-one knows what you’re doing, they might think you’re doing nothing at all. But a simple expression of appreciation has limited value on its own.įeedback is often given and received with thanks, and while it will brighten someone’s day, it is won’t have really significant benefit beyond that. When we see a job has been well done, it’s natural to offer feedback to the person responsible. ![]()
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