This message is from David at: www.principlesinbusiness.com

MESSAGE BOARD: Vol.2 Issue 11 November 2009

HELLO and welcome to the November 2009 Message Board from PiB. This month features the final in our series on Feedback, something most of us will have experienced; perhaps even dreaded. Being stretched is truly being outside of our comfort zone but to develop personally and professionally, we must ask ourselves some pointed questions; not least of which is whether our Leaders are enabling us to actually improve performance...

I thank you for your continued support. If you missed previous Message Boards, you can retrieve them from the Archive.

Read on, and enjoy this issue...



Busy? Print this Message Board and read it later
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IN THIS ISSUE

News & Events
The Message Board Feature Article
We Are What We Do
Subscriber Information
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NEWS & EVENTS

The Living Philosophy Snapshot Series - CREATING THE INNER SPACE FOR PEACE AND GOODWILL
SATURDAY 5 December 2009 - 8.30am until 12.30pm

Christmas: peace and goodwill - or stress and chaos? For some of us, it is the most stressful time of the year. For others, it remains a truly peaceful experience; an opportunity to joyfully celebrate the occasion, notwithstanding the commitments or added demands of the festive season. Why is that? How is that some of us remain calm, focused and fully engaged with the energy of the occasion? How is it that those same people invariably bring the same calmness of mind to the everyday, not just Christmas, events? Is it just a matter of 'personality'? Or is Creating the Inner Space for Peace and Goodwill not only possible - but our natural birthright?

Our Snapshot group numbers are limited and bookings for this event close 30 November 2009. To find out more and register your place, CLICK HERE
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THE MESSAGE BOARD FEATURE ARTICLE

Being Stretched: are we up for what it takes? (Pt.4)

Australians love their sport. In sport we enter a performance relationship regardless of our role: coach or player. In effect, we are in a performance and feedback relationship. As players, we are expected to be open and willing to learn; to increase knowledge, skill and performance. Similarly, coaching staff need to be competent in developing that knowledge, performance and skill; in each player and within the team as a whole. Being in the business is no different.

Calvin and Hobbes are in a performance relationship (with all the usual hallmarks of a disaster!). From the outset, Calvin imagines that to 'just trim the part that sticks out and taper it a little' will do the job. Hobbes, on the other hand, either doesn't recognise or doesn't want to admit that he hasn't the skill to do the job. Either way, it is a comedy of errors - Hobbes attempts to reassure Calvin, whilst being pretty certain that the outcome will not be good.

What if (before picking up the scissors) Hobbes said that he had never cut hair before, and that the likely outcome would be that Calvin would have 'really short' or no hair at all (OOPS!) and that it would end up looking like a two year old had done the job? Or what if Calvin had said, 'Hobbes, I'm going to shave all my hair off this afternoon - I'm sick of combing it every day. Do you want to have some fun and play hairdresser and see what happens?'

Here, the performance conversation is quite different, because the goal (the desired outcome) is stated clearly and honestly before action is taken.

The Feedback Culture

Thus, in these companies, the tendency is for people to welcome feedback and serious analysis of their performance. Does that mean they always agree with the assessments? No. But what is important is that they accept the opportunity to learn and use the information to act differently if necessary. Well intentioned, honest and reliable feedback is absolutely key to the whole process. But what about the person who finds it difficult not to react badly (as we talked about in Part 1) regardless?

The responsibility for that, in large part, lies with the Directors and Managers. It they who set the tone (the culture). It is they who must develop the collective will and potential inside the business so that people are able to move from reactivity to embracement and re-examination of feedback. To that end, they must find ways to create a less fearful milieu (see Part 3).

Fear is the elephant in the room. Fear is NOT ignored by companies who want empowered and engaged people. Fear does not engender personal and professional growth. The absence of fear creates self-reliant, self-aware, energetic, liberated and healthy employees. Commonsense dictates that under that premise they are more likely to meet their own (and the company's) goals.

They are also more likely to see healthy and timely feedback as a key requirement in their own development.

Just as on the playing field, feedback should not be left to chance. Neither should it be impromptu, 'personal' or opportunistic. We spend so much time and money on KPIs - intuitively or consciously, high performance companies will ensure their efficacy and success through the development of a culture which understands the dynamics of human performance. Now that's teamwork!

Comments on this article? I'd love to hear from you
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WE ARE WHAT WE DO

Being stretched is often defined as 'stepping out of our comfort zone'. Of course, it is all really about understanding that we must change our restrictive attitudes or beliefs. This understanding is the true source of behavioural change.

Take our business and personal relationships... don’t' we often move into our comfort zone rather than deal with the fact that our relationships have not grown? Wouldn't we rather say "Oh, that's just John...he'll never change" than acknowledge the staleness of the relationship?

When we say "Oh, that's just John... he'll never change", are we simply being reasonable, even kindly - or are we locked into our own comfort zone - where change never happens, relationships never grow, and we accept the unacceptable?

The questions are: do we see the assumptions we hold, do we see our personal fear? Is our discomfort and irritation (with ourselves and others) so great that we are prevented from the possibility of a changed relationship?

Just SEE. That is the first, small step.

Until next time... David

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Message Board contents © David Bodman PiB. Personal copying and/or transmittal to a colleague or friend is welcomed. For commercial use please contact the author.


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