The best performing teams give each other feedback in a ratio of 5.6 positive to 1 negative (source Institute of Leadership & Management). Poor performing teams give far less positive feedback to each other… why is this?
Could it be that poor performing teams have very little that’s positive to talk about, or is it that teams make more improvement, and hence become the best performers, when they have a good mix of positive and negative feedback? We believe in the latter.
Feedback is an opportunity for the manager to let each team member know how they are doing, both positive and negative, and to enlighten them to their Blind Area, as described by the Johari Window Model. We are all human; focussing on the negative can be demoralising but a balance can be motivational. Building on strengths and developing weaknesses by agreeing targets, along with a way for each individual to measure their own performance, establishes an improvement culture.
Check out the Weetabix Case Study to see what was achieved when the company focussed on improving employee engagement by using a range of tools and techniques, including the optimum feedback ratio.
If you’re looking to establish a culture of improvement in your organisation, then why not get in touch to see how we could help.
Our last blog discussed the 3 ingredients that keep staff successfully engaged in manufacturing improvement programmes – Inclination, Ability & Time. The level of success however comes down to your Front Line Management team’s ability to take these raw ingredients and develop skilled and ‘switched on’ operators. All too often, highly skilled individuals are promoted to Front Line Management positions without the necessary training experience, and with little support or coaching in their new role.
That’s why we’ve developed the acclaimed Aspire programme, designed to help Front Line Managers (FLMs) develop the skills required to manage people effectively.
Here are some of our top tips for FLMs that are implementing Improvement Projects:
See-Try-Do – To relieve the stress of training new initiatives for the first time, we recommend the ‘See-Try-Do’ approach which examines the training subject from a range of viewpoints to consider what questions could be asked and where confusion could arise.
Tackle Conflict Head-on – FLMs often avoid meeting environments because managers are apprehensive about conflict; but without conflict, improvement doesn’t happen. Coaching will give FLMs the confidence to address conflict safely and manage it through to a positive resolution.
Supercharge Meetings – FLMs that run effective meetings have better track records of implementing successful Improvement Programmes. Our coaching covers preparation, meeting etiquette and follow up, with top tips such as: hold meetings standing up to increase the energy in the room, value the input of each delegate, and remember the magic formula (70% agreement = 100% commitment for decisions).
Use a RACI Matrix – Having clear and unequivocal roles for everyone is fundamental to getting actions done quickly and projects completed efficiently. A RACI (Responsible, Accountable, Consulted, Informed) matrix is a very useful tool for ensuring FLMs have assigned and clearly communicated ownership of actions.
Thank with a Reason – As simple as it sounds, saying ‘thank you’ and contextualising the gratitude with a reason, is an effective management principle. Our Aspire coaching programmes are designed to help FLMs excel in their roles by applying easy to acquire, practical management tools to their day-to-day activities.
Get in touch to see how our Aspire Programme could help your FLMs engage their teams and excel in their roles.