Managers with long service records in a company would always behave differently to a manager who has newly joined an organisation.
Especially if the organisation has had a relaxed culture with a high level of tolerance for lack of true performance, such managers are likely to have their own work ethics and practices that may be detrimental to the company’s new challenges posed by competition and operating environment.
As the playing field keeps evolving, managers keep evolving and expanding the capacity to stay competitive.
Whether it’s an engineer or a sales manager, every manager is a work in progress. For the sake of their personal and professional development, they need clear, direct feedback. The trouble is that some managers take “clear, direct feedback” to mean something else entirely. They worry that they won’t be able to change to meet the new job demands. Such managers will try to justify their own practices as being better than what’s actually demanded to conquer the new challenges.
The fact remains that change is needed to stay competitive as a professional. Nothing else will secure your job other than your performance delivery. To deliver performance in a challenging environment, you need to keep developing yourself. Companies can no more pay for ‘passengers’.
Direct feedback is key to change people. Directness is a valuable skill that everyone should have, but most people aren’t direct because it can be uncomfortable. That, or they will gossip, hoping word will reach someone instead of going to them directly with their complaint or criticism.
In our culture, most of us don’t like the idea of directness, even if we actually appreciate it. We don’t like the feeling that we might be attacked. When a message is perceived ast too direct, people are likely to become defensive. But that’s the only way to change people for good.
Be concrete
Productive conversations start with empathy. But concrete examples and explanations are what create clarity. The goal of direct feedback should be to help develop a desired skill or behaviour for your team member.
If you can’t clearly illustrate the behaviour or outcomes you would like to see, that’s going to be tough. Be fully prepared for the discussion with evidence so that the receiver will be forced to accept the charges.
You need to prove that the change you advocate is for everyone’s benefit – offer examples of tangible benefits. If one attempt fail in convincing some to change, keep at it until you force that change for others benefit. Ensure that its not to satisfy your own need but for a broader benefit to make all stakeholders win.
Be confident. Don’t second guess yourself. Speak your mind and make sure that what you say is clear and concise. If you’re going to be disagreeing with someone’s idea, be considerate but confident.
Be comfortable with silence. It’s easier to speak up when something is on your mind but it can feel like an eternity to sit there not saying anything while everyone else gets their say. Be comfortable with silence and speak when you’re ready.
Don’t be mean, but don’t hold back either. Let your ideas be heard so people can understand your perspective, even if it’s unpopular. This will give them an opportunity to provide feedback on what you could have done differently. Listen to others’ opinions.
Listen to the response
Actively listening to others will help foster an environment where everyone can express themselves directly.
If you’ve been direct with someone, make sure to take the time to also listen to their response, whether or not they are able to express themselves as directly as you have. Also give praise or positive feedback.
There’s a difference between being direct and always being mean. You don’t need to tear someone down just because you’re being direct. You can also be direct with praise and positive feedback as well.
If you aren’t direct enough, people might misunderstand the information and make the wrong choices about something important because you weren’t clear enough up front.
They also might think that you’re not confident about your ideas, which can cause them to not take your thoughts seriously. If you’re only ever indirect at work, people might start to think that you don’t have much to contribute and go elsewhere for advice.
