Feedback in Leadership Context
Depending on the area of work, executives are more or less concerned about ensuring that their subordinates take action. Not infrequently, feedback processes are seen as central.
In general, feedback is used to inform the employee about how their performance is viewed, and finally, feedback is useful, which reconciles the cooperation on both sides. "Stay away from those who try to minimize your ambition. Small jigs always do that, but the really big ones make you feel like you too can grow up! "Mark Twain (Author, * 1835 † 1910)
Overview: Main application fields of feedback in leadership context
- Feedback on work and performance
- Feedback in the context of the employee's incentive
- Feedback that replicates the collaboration
In addition to these three large groups, there are, of course, feedback during the training period (acquisition or refinement of skills or skills) and feedback in the context of team development, meeting feedback and feedback in the context of conflict management and, and, and. In the more detailed description, we restrict ourselves here to a large extent to the three fields mentioned above.
Human image: The employee as a plasticine?
In all three areas (performance, advance, co-operation), it is about making available to the employee perceptions that he himself can not have and which can generate resonance.
Especially in the management context, there is a widespread idea that people have to change, in the direction of the boss Company it is asked for. This is often called development and linguistically reminds a little of unwinding the unfinished human being.
"We can handle it"
We would like to point out once again that this is a strange and possibly questionable human image. You hire an employee, because you have decided that it is the right person. It is the right person, with the right personality and the right equipment at skills and abilities.
As soon as he starts working, he begins to work towards developing into the direction desired by the company (whoever that is). You coach him here and there ... (Treat yourself to the irritating experience of listening to discussions with executives about employees, for example on the sidelines of leadership training sessions - disturbing!) An exemplary highlight: "We'll be coaching ourselves already.")
Respect for the individual
In all euphoria about feedback (and in companies about personnel development and learning processes), the respect for the individual must always be based on the realistic and fair handling of change requirements and changeability.
Resonance feedback provides hints for a careful process that allows for reverberation. To what extent the feedback taker draws consequences from this, is alone his decision.
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