KB 104 Performance through Power of Feedback & Feedforward

KNOWLEDGE

ISSUE NO 104 | MARCH 2017 BEANS

from previous page | ATYAASAA SPEAKS : NURTURING PERFORMANCETHROUGHTHE POWER OF FEEDBACKS AND FEEDFORWARDS Performance is a result of appropriate correction or development of behaviours through feedbacks. A behavioural measurement based learning intervention also aims at development and correction of behaviours ultimately. An organization and its performance show a strong positive correlation to collective behaviours. Unfortunately, we tend to focus on results without corrective and nurturing mechanisms for behavioural change.

Leaders must also focus on their team's inherent behaviours of success. An input well in advance will always boost performance. Feedforwards tend to be more productive and rewarding. Make leaders accountable for the performance of their teams. The only exceptions here being "toxic employees." Invest time in feedbacks and feedforwards in regular reviews and make them as frequent as possible. After all, it is better to correct than live with issues. Make feedbacks and feedforward a part of your DNA. Build dashboards to measure a behavioural change of each team member. This brings in accountability to personal change. Feedbacks and feedforwards must become the inherent “nature of organizations for nurturing performance." Performance has an uncanny nature of plateauing and only change of behaviours will peak performance. Make a choice "Plateau or Perform."

Following steps will help organizations build a culture of feedback and feedforwards:

Leaders must take responsibility for implementing behavioural changes at all levels. Organization culture can get interpreted very deceptively and members can protect unproductive behaviours under the garb of so called“Our Culture." Groom leaders on human behaviours.They must become techno-people managers.The fact is; people create results through their manifested behaviours only. Do create a behavioural framework of success for the organization and make it your DNA. Activate your competency framework in all aspects of business irrespective of organization size. Create “controlled” environments in your organization for people to become “wired” for

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giving and taking feedbacks and feedforwards." Develop your managers as "Performance Coaches." Convert all“tea room conversations”into productive feedbacks.

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FOUNDER’S ARTICLE

FEEDBACKANDFEED - FORWARDTHE ESSENCEOFGROWTH The Universe operates on the phenomenon of feedback and feed-forward. Every action of ours creates a reaction, which is essentially a silent feedback that nature provides us. Feed-forward is the growth message for us for future delivered in the present by our self-awareness or our well-wishers. So the question is how do we make this a conscious integral part of our lives?

Niket Karajagi is the Founder Director of Atyaasaa, which contributes to the top corporate brands globally. He is a business psychologist, a coach and an organization transformation facilitator with niche areas of expertize and contributions. Niket is an authority on creativity and innovation, emotional intelligence and statistical methodologies apart from his operations background in understanding management processes.

First and foremost one has to understand that our mind reasons with us on every count. It can justify everything. Often, owing to the speed of our life and successes we do not give ourselves time to reflect on our actions and behaviours. So it is a discipline one needs to inculcate.

Let's look at reasons why it is not a“nature”to be open to feedbacks and feedforwards.

Feedback: Our successes create ego that makes us fragile. We are thus too weak to face up with feedback. It creates inner turbulence. To receive feedbacks, we must have high self-worth, which is an aspect of superior success that we create in our lives. People suffer from low self-esteem, which is another cause of resistance to feedback. We have only faced reprimand in our lives. Nobody taught us how to cope with feedbacks. Finally, we become so significant in our own "space" that we feel no one is competent to give us any feedback, which is certainly a humility issue. Feedforwards: We don't spend productive time with people for them to see our positives or potential behaviours. Even if we do spend the time, we do not understand the importance of feedforwards. At times feedforwards make us feel awkward. It feels unnatural. It is not a part of our being. Feedbacks and feedforwards have to be on demonstrated behaviours. In every relationship candidness is a mark of effectiveness and trust. Diplomacy creates decay.We must nurture friends and colleagues in our lives, who can give us direct inputs on our behavioural strengths. A. B. C. D. A. B. C.

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