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Culture Change is a Complex Process

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How to Leverage Your Culture to Weather Any Storm

If we were to ask leaders of organizations around the world what was the most disruptive event or thing to have happened in 2020 that impacted their business, the overwhelming majority would point their fingers towards COVID-19 and the pandemic. However, disruption is a tale as old as time and an inevitable part of any maturing organization’s life cycle. One of the key antidotes to surviving the disruption that was 2020, is the same as it has always been: A strong, healthy organizational culture.

Before we get into that, I’d first like to ground the word disruption into something more tangible. Disruption is not always a world-wide pandemic pushing organizations to pivot to remote work and to adjust to rollercoaster-like fluctuations in the economy. Disruption can be a natural change in the markets, it might be a change in an organization’s structure, a merger or acquisition, a change in leadership, or even a change in strategic direction. If you are a five-person team, disruption can be losing or gaining a single team member.

While there are different approaches to managing change, one thing experts seem to agree on is that it is hard. Regardless of its nature, managing change requires a significant amount of attention and resources. It creates instability and fear for people within the organization, and if it is not tended to, it can negatively impact the change process, leading to its doom. Read More…

How Do I Meet My Goals? Hitting a Moving Target

When I served in an Army tank battalion we were taught marksmanship; first at stationary targets, and later, at moving ones. In the classroom, we learned that if the target was moving left or right you had to aim a bit ahead in the direction it was traveling in order to hit it. As we transitioned to ranges with actual moving targets, we had to compensate for vehicles that might be maneuvering at what then seemed like incredible speeds, sometimes as high as 30 mph.

The best marksmen and tank gunners were those who fired an appropriate distance ahead of the vehicle. We called it “Leading the Target.”  The finest gunners would apply mental feedback loops to compensate for windage and smoke.  Initially coached by experienced tank gunners, they asked themselves a hundred questions and later developed shortcuts for answering them. Today we call those shortcuts heuristics. Others call them intuition.  Either way, all are based on gathering information and awareness about one’s environment and then making meaning of it.

Targeting and marksmanship are metaphors often associated with leadership and business. “Right on target,” “Straight-shooter,” or “Bull’s eye” are not uncommon terms thrown about in corporate settings.  But “Leading the Target,” has often drawn blank stares from my colleagues. It shouldn’t. Business is moving at a speed considerably faster than 30 mph.  And, unlike modern tanks with computers and predictive gun sighting technology, it still takes leaders and teams working together in an organization to effectively stay ahead of the speed of change.  Leaders and teams, not unlike marksmen and tank gunners, must determine which organizational challenge or target to concentrate on and how to effectively “hit” it. Read More…

How do I reach people I disagree with?

Disagree

As a senior vice president, I used to sit around the table at corporate boardrooms and listen to varying opinions about the business.  Some I agreed with – others I did not.  When I experienced disagreement rising, I could feel my energy building towards argument and a need to somehow convince the other person about why I was right; the other wrong.

Such feelings are common.  It happens to each of us at various times in our professional and personal experience.  In coaching, we invite our clients to work towards “reaching others where they are,” which provides a means to bridge those gaps between humans.

Our journey bridging those gaps begins with the understanding of a concept called “Resistance.”  Resistance is really a basic form of energy.  It is effectively used by each of us to protect us from the unknown, which can include anything from fearing a roller coaster as a youngster to hearing a new idea in the corporate board room and quickly concluding that it might hinder our own efforts or even harm the company.

When we encounter an idea that is new to us, or that runs counter to what we “always” have done, we feel a resistance inside us.  As a coach I invite clients to “lean into” that resistance with curiosity and appreciative inquiry, helping them build awareness about the issue or idea before moving to action. Read More…

2020 is Almost Over – What Did We Learn? The gothamCulture Team Weighs In

gothamCulture Team Photo Zoom

Reflecting back on this year, it’s hard to put into words what we’ve all experienced. Things that once seemed unimaginable are now a part of everyday life. 2020 has affected both our personal and professional lives in profound ways. In closing out the year, the gothamCulture team wanted to share some lessons we are learning about life during a pandemic, some silver linings resulting from the disruption, and what we plan to do differently going forward. We wish you a safe and happy holiday season. ~ Andrea Bennett, Marketing Manager

Chris Cancialosi, Managing Partner & Founder: Remote Work Works

This is not the first time where the many long-held assumptions about how work should be done were completely and immediately disrupted. The COVID-19 pandemic forced organizations that had previously pushed against the idea of remote work to quickly adapt in order to remain in operation.

The pandemic created a situation where resistance to change was decimated by the situation at hand. This disruption showed many leaders that the assumptions they held about degradations in performance due to remote work did not hold water. After an understandable lull in productivity as employees learned to operate in the new remote environment, leaders found that, in fact, their organizations were ready, willing, and able to perform in this new environment.

This forced disruption will, no doubt, change the way work is done moving forward for many organizations. Read More…

Why Can’t People Just Stop and Listen? “The Power in Pause”

stop and listen

I remember hearing a joke about a young man on a blind date. Over dinner, he spent hours providing his date with non-stop detail about his life, his thoughts, and his feelings.

At some point, though, in a rare moment of introspection, he must have recognized that perhaps he had talked too much and had not asked questions or, for that matter, even stopped to think or listen.  So, he quickly asked, “Well, that’s enough of me talking – tell me what you think of me!”

Few leaders suffer from such communication issues, but many fall into the trap of failing to take the time to listen, to be attentive, and to give space so that the other person or team members can feel themselves invited into the conversation.

Such leaders are thus limited in their ability to be attentive to others.  In order to provide that opening, they need to stop for a moment, to allow the other person to collect their thoughts and formulate an answer.  I call it  “the power in pause.” Read More…

I’m So Busy – How Do I Prepare for a Meeting?

Busy people

You’re a busy manager and it’s Sunday evening.  You’re trying to get ready for the upcoming week.  You log onto your work calendar and incredulously look at your Monday schedule wide-eyed.   You are booked with continuous back-to-back meetings from 7 am until 6 pm!

“What happened?” you ask yourself.  Then you remember that a dozen people have access to your calendar and, being the ultimate pleaser, you have agreed to every meeting request.  Without realizing it, you have set yourself up.  It looks as if you will have no down time at all during the day.

And you won’t have something else:  The ability to mentally and physically prepare for each scheduled meeting.  From one-on-ones to team sessions, you will jump from conference room to office and back again continuously.  And at the end of the day, you will try to make meaning of it all.

“I’m just incredibly busy – and that’s the way it is,” some clients tell me.  Others try to convince themselves – and me –  that they are exceptionally good at multi-tasking, and besides, “I just facilitate the sessions and direct others – I don’t need to do the work that comes out of the meeting.” Read More…

How To Improve Your Working From Home Game With These Hacks

Messy Home office desk

Working from home for the last eight months has certainly created its share of challenges for me as an entrepreneur and I’m willing to bet that I’m not alone. It took me a short while to get myself and my team situated, and, thanks to their adaptability and dedication, we were able to flex to our new reality and demands rather easily.

As the months of working remotely wore on, I decided to begin adapting my home office to better meet my needs on a more sustained basis. I did a lot of research and was pleasantly surprised to find some key products that have made my home office a work environment that really supports both my work style and productivity as well as my comfort. I thought that it might be interesting to share some of the more innovative and helpful office enhancements that I’ve benefitted most from in 2020.

I realize that everyone has their own preferences and tastes and that the nature of work can vary quite widely so I am not suggesting my favorites would be a surefire hit for you but, if you’re interested in getting settled in the work-from-home situation over the long-term, then these might be worth checking out. Read More…

Podcast: Cultivating a Culture of Feedback and Accountability

gothamCulture Podcast

In this episode, Kate Gerasimova talks with Harrison Kim, CEO of Pavestep about cultivating a culture of feedback and accountability in organizations. Meaningful feedback develops and motivates employees and keeps them accountable to the organization and team objectives. Unfortunately, many people are unsure about how and when to give feedback. In this discussion, you’ll learn how to enable a culture of feedback in your organization and become better at giving and receiving feedback, especially in today’s virtual environment.

Released: October 12, 2020

 

Cultivating a Culture of Feedback and Accountability – gothamCulture Podcast Transcript

Chris Cancialosi:

Welcome to the gothamCulture Podcast, where we talk about any topic you’d like so long as those topics are organizational culture, leadership or people strategy. Each week, we talk with industry leaders and discuss cultural opportunities and challenges in the workplace, providing you with actionable tips and strategies that you can implement in your organizations. My name is Chris Cancialosi and this is the gothamCulture Podcast. Today’s episode will be hosted by Kate Gerasimova, senior associate at gothamCulture.

Kate Gerasimova:

Hi, I’m Kate Gerasimova, I’m a senior associate at gothamCulture. I have a great opportunity today to interview Harrison Kim, the founder and CEO of Pavestep, it’s a 360 feedback solution to enable culture of feedback and accountability. Welcome Harrison.

Harrison Kim:

Hey, how’s it going?

Kate Gerasimova:

Going well. Thank you so much for being here today.

Harrison Kim:

Absolutely. No, thanks for having me.

Kate Gerasimova:

I’m curious to hear a little bit more about you, and then if you can tell us a couple of words about you and Pavestep for our listeners.

Harrison Kim:

Yeah, absolutely. So my name is Harrison, I’m the CEO of Pavestep and we’re a performance management solution that really activates the culture of feedback and accountability. Simply put, we help managers and employees share better feedback with each other and align goals more effectively. And at the same time, we act as a single place to store all of this data, right, feedback, goals, and anything related to performance so that managers and leaders can understand their employees and make better decisions when it comes to development. Prior to Pavestep, I was an investor in the HR services sector and a consultant at McKinsey.

Kate Gerasimova:

Oh, perfect. Well, I’m so glad that you’re here with us today and we’re here to talk about the culture of feedback and accountability, so I can’t even imagine a better person to talk to about this. So, thank you.

Harrison Kim:

Awesome.

Kate Gerasimova:

Culture of feedback, accountability, this topic comes in so many times and with each client, I hear it in one way or another, whether it’s how to, or what to do or what is feedback, how to give it. So, tell us about what is the culture of feedback and accountability and how do you define it?

Harrison Kim:

Yeah. So let me start with how I think about what culture means. I think there are many definitions. It’s one of those things that everyone can feel and understand intuitively to a certain extent, but sometimes it’s a little hard to describe it specifically. I think personally, about culture as the aggregation of behaviors of a group, whether that’s a company or a country or a team or whatever the group may be. And when I think about specifically the culture of feedback and accountability, I define that as an environment in which employees feel empowered and almost the need out of good intentions, of course, to share feedback with one another and keep each other accountable for their goals and objectives directly. That’s how I would think about it in terms of the definition for culture of feedback and accountability. And tactically speaking, this would likely translate to employees receiving structured and meaningful feedback from their team members on a weekly or bi-weekly basis, and definitely not once a year or twice a year.

Kate Gerasimova:

And, with changing environments, and I think we’re moving away from a former how we used to give feedback or receive feedback maybe once a year, as you mentioned, like a performance management cycle, that’s where it used to be, and I feel like it’s been changing a lot now.

Harrison Kim:

Absolutely.

Kate Gerasimova:

You mentioned, it’s great to have a definition of what the culture of feedback and accountability is, but how do you enable that? Where do you start?

Harrison Kim:

Yeah, it’s a big question. So, when I think about enabling the culture of feedback and accountability, I think there are four big drivers, one sponsorship, two, education, three, experience, and four, process. So when I think about sponsorship, I’m not just talking about having the executives and the leadership sponsoring and leading by example, right? Of course, that’s table stakes. I’m also talking about the high performers and influence throughout the organization and getting their buy-in and them being empowered to really carry the torch throughout the organization and putting money where their mouth is, right? I think that’s really important. Sponsorship when it comes to any kind of culture shift in my mind, you have to have it both top-down and bottom-up. So, that’s number one.

The second is education that I mentioned. So the reality is that most people want guidance, want alignment and want feedback, they just don’t know how to execute it well, and this is especially true with new managers and feedback. They need to be just equipped with the right knowledge. So, as managers and leaders and executives of these organizations thinking about enabling this culture of feedback and accountability, you need to provide them with the right education so that they can get started. So, that’s number two.

The third thing that I think about is experience. So, make it as easy as possible for teams to share feedback with one another. I think digital tools help in many cases, but just don’t give them excuses not to do it, right? It’s already really difficult. And then the last component is I think personally one of the more important things, process. So as you can imagine, right, creating or shifting culture takes time. And just because your leader says so, or just because you have some cool tool within your company, it doesn’t mean people are going to start all of a sudden sharing feedback with each other and holding each other accountable, et cetera. You need to set the right processes in place so that you can enforce the right behaviors, and over time, these behaviors become habits and rituals at these companies, which shape culture, right? And this is how you need to start thinking about shifting culture from X to Y. So those are the four things I would think about conceptually when you’re trying to enable the culture of feedback and accountability.

Kate Gerasimova:

Thank you for sharing that. Definitely those four things are super important components, and I see them in my work as well. I’m curious because in every company culture of feedback could mean a different thing as you mentioned or a feedback accountability could mean different thing. So for example, there will be a company that has a model for giving feedback and they have HR mandated process on how to, but for example, feedback is inconsistent or non-existent even though there is a process and there is established guideline for it and people are just being nice to each other. Maybe they’re not saying things, or they’re just being like, yeah, yeah, thank you so much. This has been great. Or they’ve been giving feedback as, yes, this is great, but nothing behind that. What are some steps maybe leaders or employees can take to change them?

Harrison Kim:

So I think there are some tactical steps that I’ve seen work well. The first one is making sure that everyone’s on the same page when it comes to feedback. I mentioned education already on the last question. I mean, the fact that people need to learn how to share feedback and receive feedback. There is a real science and research behind what makes feedback effective at developing and motivating employees. And usually it’s not just high fives and great jobs, right? You’ve got to do a little bit more to make sure that it’s specific to behavior, specific to efforts and it’s forward looking, and all this good stuff. And you’ve got to give them that education.

When people know how to share feedback effectively using the behaviors and observations, negative feedback or constructive criticism, doesn’t actually sound so negative, right? For example, Kate, if you were to tell me right now that I’m talking too fast, or my answers are hopping back and forth, that would be a really helpful pointer for me, right? It’s just facts and I’m totally okay with that. So, education I think is important. There’s actually another benefit to making sure that people are educated on how to share feedback, because it gets everyone on the same page as to how feedback will look between you and your colleagues, right? We can speak the same language of feedback and that can minimize miscommunication, right?

So for example, when you give me feedback and tell me how I can improve, I know that you’re not saying that just because you think you’re better than me. I know that you’re saying that because it’s part of the healthy feedback that we’ve explicitly agreed upon, right? So, that’s one big benefit also from an education perspective. And then separately in order to create a culture where people feel comfortable being direct and candid with others, especially when it comes to negative or constructive feedback, we need to have psychological safety, right? And tactically speaking, I’ve seen organizations that we work with do the following. One is actually mandating constructive or development upward feedback. So this helped everybody get comfortable over time sharing direct feedback with each other. And it helps significantly that the leader was willing to step in and be vulnerable first, right? So, that was a really cool process that we’ve seen.

Second thing that we’ve seen is having this philosophy around employees owning their own performance and feedback, meaning, let’s say you and I are working together and you give me feedback, nobody else has access to that feedback. It’s completely confidential. It’s purely for me and for my own development. So, that’s something that I’ve seen as well that I think is quite unique.

Kate Gerasimova:

And I know you’ve been CEO for Pavestep for quite some time, I’m wondering if there are any stories that come to mind in terms of creating that psychological safety or being vulnerable.

Harrison Kim:

Yeah. I mean, the first example that I gave just now, that was really, really cool where literally what they did was the leader decided to mandate one negative or constructive feedback week or every two weeks from all of his team members, right? And he did that for a few weeks and then he rolled it out to his direct reports. So everybody was supposed to give his direct reports negative or constructive feedback, and then he rolled it out to everybody else. And that really made them understand, okay, this is how you share feedback and this is how you actually receive feedback, regardless of whether it’s positive or negative. And it has created a really interesting culture where people truly have this radical candor, right, environment where they’re totally okay being upfront and being direct with each other because they know that this is for each other’s development. And that was really cool to see.

Kate Gerasimova:

Yeah. It’s almost like you seeing a bigger picture while you’re doing that there’s almost absolutely nothing bad about constructive feedback. It’s not that you’re going to take it personally, right?

Harrison Kim:

Right. Right.

Kate Gerasimova:

Well, this is a great example. And it would be interesting to see how else would you frame feedback? As you mentioned, giving and receiving feedback is a skill, how would you adjust it based on situation? So for example, if you even know that somebody may take feedback personally, or they would be a little bit hesitant to receiving constructive feedback, how would you deliver feedback with confidence and how would you give that feedback?

Harrison Kim:

So I think when it comes to sharing feedback with somebody, I don’t think you necessarily need to be confident or come off confident actually. I do sometimes think that it’s actually helpful to be vulnerable when you’re sharing feedback, be like, “Hey, I want to share some feedback with you, let me know if there’s anything that I need to improve on, because I’m still new to this. I’m still learning.” I think that’s totally okay. In fact, I think that might actually make it more relatable and it gets across the message a little bit more effectively in certain situation.

But more tactically speaking, when you’re giving feedback, we think there are three aspects to making the feedback more effective. The first one is making sure that the feedback is behavior based, not trait or intention based, right? So make sure the feedback focuses on the specific behaviors, which are observable and changeable, right? So you want to make sure that you’re focusing on those things that the person can actually control. The second aspect of it is that the feedback should be effort based not results. So what I mean by that is you got to make sure that the feedback that you’re sharing with someone is focused on the strategies, the effort and the processes that this person took in order to complete a task or solve that problem. Because typically those things are under that person’s control, right? You don’t want to be giving feedback on anything that’s outside of that person’s control. So you’ve got to focus on things that they can control. That’s the second piece.

The last piece is pretty straightforward. You want to make sure that it’s forward looking not just backwards, right? When we don’t do a good job at work, it’s not because we don’t want to, right, usually it’s because we clearly don’t know how, and we usually know when we’re underperforming. So, just being forward looking and providing some suggestions or brainstorming with that person, I think goes a long way. I think those are the three things that we think about when we think about giving feedback, and of course, do it real time, not six months later.

Kate Gerasimova:

Great. And you just mentioned those three things, behavior based, effort not results and forward-looking. So, how do you measure all of this? Is there a way you suggest doing that or how have you seen doing that?

Harrison Kim:

Yeah, I mean, from a company perspective, there’s multiple ways that you can measure the level of feedback both from a quantity and quality perspective to a certain extent. So, there’s a few ways. One is just purely looking at the frequency of feedback, right? I think, if your team members are sharing feedback, once, twice, three times a year, it’s clearly not enough. I mean, one of my close friends said this a long time ago, which was pretty awesome I thought. He said, you don’t look at your bank account once a year, why do you look at your employees once a year, right? So, frequency of feedback is something that we will look at.

The second thing that we will look at is the quality of the feedback, right? Like I said, the quality of feedback is very important. One possible way to measure that is just looking at the length of feedback, right? Whether it’s, hey, great job in high five or something much more specific and behavior based and relevant for this person, right? You’re able to look at that just by looking at the details and the length of the feedback that this person is providing. And then, a few other ways are engagement surveys, the feedback and development are often a metric that they will gather scores, survey results on, as well as you can run periodic 360 assessments and see how the team has changed over the course of six or 12 months before and after feedback, basically. So, those are some ways that you can establish those metrics and keep everyone accountable.

Kate Gerasimova:

Have you seen any of them that you mentioned being more relevant than others or more helpful than others?

Harrison Kim:

I think there isn’t a silver bullet metric, every metric will … You need more context and you need to compliment it with other things. Because for example, if you just looked at frequency of feedback, that’s not necessarily super helpful, right? Let’s say you have a company and everyone shares feedback once every week, which sounds great, but unless you actually look into what kind of feedback that they’re sharing, you’re not able to get the full picture. So, I don’t think there’s any one silver bullet metric, I think you need to think about it from multiple angles.

Kate Gerasimova:

Yeah. And you also mentioned the frequency of feedback would be different depending on … What I’m hearing you say is more frequent you receive feedback more frequently you can apply it or learn about it. But I’m wondering, if there is a guideline to follow on what’s the best way of giving or receiving feedback, or for example, if I’m an employee and I haven’t heard anything about my performance in a while, what do I do? How do I go about it?

Harrison Kim:

Yeah. I mean, think from a frequency perspective, I do think twice a month, three times a month is quite healthy. And if you’re an employee and you haven’t received much feedback, call it in a month or two or three months, I think you’ve got to speak up and talk to your manager, right? You’ve got to let the manager know, hey, I would love to sit down and get some feedback from you and going forward, I would love to get it more frequently than once every quarter or once every six months, right? This isn’t a dang on the manager. Most people want more frequent feedback and more transparency, and sometimes just time gets away, there isn’t a tool or process set in the organization or the culture isn’t really aligned with it, whatever it may be. But if you just talk to your manager one-on-one, I think they would be more than happy to help.

Kate Gerasimova:

Okay, that’s great. And then, looking from a manager perspective, so for example, if I’m a leader or a manager and I’m in situation where I don’t usually give feedback and maybe that’s because there’s so many things happening, there are so many things flying my way. I don’t even have time to pause, I don’t know, 15 minutes a day because I’m working all the time. And in this virtual environment, I could see that happening very often. What would you recommend for a leader or a manager to do in this situation to give more frequent feedback? Or how would you recommend changing those behaviors?

Harrison Kim:

Yeah, the way I think about that scenario is I’m going to sound a little direct here, but if you’re a people leader or a people manager, a very, very core component of your job is to coach and develop and motivate your employees through guidance and feedback, period. This isn’t something that you do on a Friday at 4:00 PM because you’ve got five minutes before the end of the day. This is a very core component of your job, and it should be a very top of mind, especially in difficult times and uncertain times that we’re living through right now. So that would be what I would recommend is just really look at what your priorities are and think about what your roles and responsibilities are. And this sharing feedback and coaching your team members is truly a core component of that and it should be a component of that.

Chris Cancialosi:

This episode of the gothamCulture Podcast is produced and sponsored by our partners at Blue Sky Podcasting. Communicating with your customers, stakeholders, and employees can be challenging at times, the team at Blue Sky Podcasting provides high end production and post-production support to organizations looking to leverage podcasting as a tool to increase transparency and engagement with their customers and employees. If you’re interested in learning how podcasting can provide your organization with a highly engaging communication tool that’s easy to scale, you should check out our partners at Blue Sky Podcasting at www.blueskypodcasting.com.

Kate Gerasimova:

What do you think about just-in-time feedback, the possibility of it, how important it is or any thoughts on that?

Harrison Kim:

I think just in time feedback is important, but it depends, right? I mean, I think the worst version from a time perspective is doing it once or twice or three times a year.

Kate Gerasimova:

Yeah.

Harrison Kim:

I think anything within the week or two is totally healthy, because some people don’t, depending on their personality and what their workflow looks like, a lot of people just don’t want to be bothered, right, every time they do something well or something not very well. So, I think it just really depends on the team dynamics, their workflow and the person.

Kate Gerasimova:

So you shared those three main things about measuring feedback and about framing feedback. So you mentioned behavior base, so observable behaviors, you mentioned efforts not results and forward-looking suggestions.

Harrison Kim:

Yup.

Kate Gerasimova:

Is there a model that you use for any of this, the components or how did you come about those three components?

Harrison Kim:

Yeah, I think, so the aspects, those three aspects, the behaviors, efforts and forward-looking, that’s based on different research, mainly one of the main research backing that is the Growth Mindset by dr. Carol Dweck. I think that is one of the best things that I’ve seen from a feedback perspective and how to make sure that you’re creating a dialogue that actually develops and motivates people. I think that’s number one. And when it comes to a framework, we’ve used our own acronym when it comes to feedback, it’s BIN, B-I-N, Behaviors, Impact and Next steps. So you want to make sure you focus on the behaviors. You want to make sure you describe the impact those behaviors had on yourself or others, and then make sure you follow up with the next steps and close the loop. So, that’s the framework that we would use.

Kate Gerasimova:

Great, I love the framework. I hope it’s okay that I’m challenging you on that, but do you have an example that you can walk us through? Anybody who can take anything and provide any feedback in that format? That could be anything simple.

Harrison Kim:

Yeah, absolutely. So I’ll give a … This is an example that I use all the time, so you may have heard this before, but a classic example of a bad feedback is something like, “Hey, Kate, I don’t have much feedback for you. You’re really smart and you’re really diligent. Keep at it.”

Kate Gerasimova:

Great, I’ll take that.

Harrison Kim:

That sounds nice, right?

Kate Gerasimova:

But what do I do with it, right?

Harrison Kim:

Right, right. It sounds nice, it’s not helpful at all. Whereas, if I were to say something like, hey Kate, when you did your presentation to client X, Y, and Z last week. On page eight, you used these three examples to make our philosophy and our process much more relatable for them, right? And the way you laid out the philosophy was really, really clear and concise because of A, B and C, right? That’s a very specific behavior and very specific thing that you did that you can improve on, correct, and repeat over time. And that’s how you create high performers is through these types of behavior modifications. So, that’s what I would say is a better example of a feedback.

Kate Gerasimova:

Great, I love that example. And I think it’s so useful because coaching clients or being on-site with clients and just learning about how people give feedback, there are so many questions about models or there are some helpful models or not, or there’s like, what do I do next with this? So I am grateful to hear also forward-looking and an effort not results and that’s why I wanted to emphasize it a little more because what I’m often hearing is feedback is based on what they’ve seen or what is a result of a former behavior sometime way back. And, I find it even harder for myself to reflect and seeing how can I be improving because I’m not in that situation again? And it’s like, it’s in the past and it’s so hard to even put yourself in that shoes again to understand.

Harrison Kim:

Right. You don’t even remember what you had for dinner two weeks ago.

Kate Gerasimova:

Exactly, exactly.

Harrison Kim:

How am I going to remember that over the last six months or 12 months?

Kate Gerasimova:

Yes. But if you constantly, as you mentioned, it’s behavior based. So, if you constantly repeat the same behaviors, there’s nothing you can change your shift. So, it’s almost not only shifting behaviors, it’s shift in mindset and how you look at things.

Harrison Kim:

Absolutely.

Kate Gerasimova:

And as you mentioned, it’s so important to have psychological safety and it’s so important to be vulnerable to receiving and giving feedback and it’s okay not to be perfect.

Harrison Kim:

Yeah, it takes time. I mean, it definitely takes time. It takes practice. It’s not the easiest thing. Even though I preach this stuff, when people talk about, hey, Harrison, can I give you some feedback? I get nervous time to time and I’m like, okay, give me two minutes to settle down and get myself in the right mindset, right? It takes time and practice, and it’s all good.

Kate Gerasimova:

Yeah. When you give and receive feedback, do you … So, you mentioned there is a model, but do you frame it in any way or? So, I know sometimes just being as direct as possible, for example, if I have to give feedback in a moment, as you mentioned, I also take a couple minutes to think about it, how I frame it, but do give a couple of positive first and then you go to constructive or you don’t massage it in a positive way, so you just give it straight?

Harrison Kim:

I think it depends on the relationship you have with that person, but my personal preference and I do think best practice is to be more direct. I don’t think … I mean, if there are things that you want to praise, right, that’s totally fine, but I don’t think you should be praising people just because you want to soften the punch, right? I think it’s better to be candid, better to be direct because being direct doesn’t mean you’re not being kind, right? You can be direct and kind at the same time, so I prefer that.

Kate Gerasimova:

That’s wonderful. I love being direct and kind, I think it should be a new logo, slogan. What’s the word? Well, thank you, Harrison. I know right now in a virtual environment, it’s so much harder, sometimes we don’t see each other or sometimes we see each other too long in the video and we have certain expectations about things and how we look on camera and all of that. Then, sometimes we may misinterpret certain things, the way the person look at us on camera, or when we think they are not paying attention, whatever it maybe like. Do you have any recommendations or what’s the best way to provide feedback in virtual environment or to receive feedback in the virtual environment?

Harrison Kim:

Yeah, I don’t actually think it needs to be too different. Just like any other communication in a remote environment, I think you need to be more proactive and over-communicate, I think that’s number one. One other thing I will mention is, a lot of people spend the time to prepare, right, for feedback, they write it down and they’ve got this great script or prepared feedback for the other person. And then, what they do is they practice, practice, practice, and then when they deliver the feedback to that person, they don’t get all of the things right, right? Because it’s hard to memorize or rehearse a whole bunch of things. And what I would recommend there is, and this is something I do as well, especially when it comes to more constructive or negative feedback. I, sometimes what I’ll do is, hey, I have prepared some feedback for you. Do you mind if I just read it because I don’t want to miscommunicate or say things that I don’t mean, right? And just give that feedback that way.

When the person is receiving the feedback, he or she is really not going to care whether you’ve written it down and you can’t remember this feedback, all these words, right? What they care about is the fact that you prepared and the fact that you want to make sure that this person gets the right and the right message. So, I think that’s something that a lot of people shy away from because they think it’s scripted or not authentic. But, I don’t know if I agree with that. I think, it’s totally okay to let the other person know, hey, I’ve prepared something. I don’t think I can deliver it memorizing, do you mind if I just read this for you, then we can have a conversation? I think that’s totally fine.

Kate Gerasimova:

Yeah. So, there are no verbal or nonverbal clues to look for.

Harrison Kim:

Right. Right. Let’s not muddy the message with those things, right?

Kate Gerasimova:

Right, let’s not overthink this.

Harrison Kim:

Right, exactly.

Kate Gerasimova:

It’s like, no, no, no, no, no, no. Your mind is going too far, no, it’s simple as it is.

Harrison Kim:

Right. Let’s not make it harder by you having to perform.

Kate Gerasimova:

And I found myself through my working career, that the easiest way for me to receive feedback or to give feedback is when I’m not overthinking, [inaudible 00:28:17] not trying to make too far out of it, but it’s just taking situation as it is and just seeing as you mentioned a greater picture of why I’m doing this, for what reason then. And also coming at it from this vulnerable place, from your heart. And then when I’m honestly caring about the person and I do care about people I give feedback to, I’m thinking almost first from their point of view. And then two, if I have any assumptions I’m making, I’m clarifying those assumptions as well. So that’s been just personally experience with helping me and then it just feels right. When you give or receive feedback, sometimes I take indication of feeling, if it feels right, then may be that one’s right.

Harrison Kim:

Mm-hmm (affirmative), yeah. And frankly, if you’re receiving some negative or critical or constructive feedback and you’re feeling heated up, I mean, it’s human nature. And if you’re really heated up and you can’t really digest the information, just ask for some time, right? It’s totally fair and mature for you to be like, hey, I appreciate your time, but can we revisit this in a few minutes, because I want to have a productive conversation, but I’m definitely getting a little heated up. I think that’s totally okay.

Kate Gerasimova:

I love that approach, it’s very direct, but at the same time it gives you an opportunity to process it versus so many times you would hear somebody yelling at each other. You’re like, you don’t want that behavior in an organization, that’s inappropriate and unprofessional, so that’s a different way of taking some time just to process it and to thinking about it.

Harrison Kim:

Right, absolutely.

Kate Gerasimova:

Great. I know we talked about feedback a lot, but there’s one more question I had for you, and it’s going back to the beginning of our conversations and about culture, what does culture of feedback and accountability mean? And you mentioned that sponsorship is a very important component. It’s coming also top down and bottom up, from high-performers and from leaders, let’s imagine a scenario that feedback is not part of the culture yet, but people really would enjoy it. They keep asking for it. How would they ask for sponsorship inside of their organizations or how does it start?

Harrison Kim:

Yeah. So, I’ve seen it multiple ways. One way that I’ve seen it is finding an executive leader that cares about mentorship, apprenticeship and feedback and coaching and things like that, right? I think, I mean, if you’re able to find that kind of executive sponsor, starting that conversation with that person from the get-go I think is very, very important. So that’s the best case scenario, right? You’ve got a sponsor already in place, you just need to socialize the idea with them and start planning with that person. That’s I think a pretty easy scenario.

The other scenario is if you are working in an environment where you don’t have that executive sponsor, if that’s the case, and if you are in the more manager or director level or VP level, what I would recommend is try to run a small pilot program within your team, right? So basically what I would recommend is, and it doesn’t have to be something fancy, right? What you can do is start literally just putting together some very simple tools, even you can do it with Google Sheets or Google forms or Excel or whatever it is and some small processes around with your teams on sharing feedback and receiving feedback and requesting feedback. And just start there and see what change in terms of productivity, morale, and engagement that you see with your team members and have that as your “business case,” right?

Create that, and then start socializing within your organization. I think that is one tactical way to do it. And the reality is most people understand that feedback is good for employees, right? It’s just figuring out, making sure that you can get the capacity and you can get the business case down. And I think having that small testing type of pilot program within your own group, I think is low risk and an easy way to start that fire.

Kate Gerasimova:

Oh, I love this. I love it. Thinking about it, taking it small and seeing what works, what doesn’t and going bigger with this.

Harrison Kim:

Absolutely.

Kate Gerasimova:

Well, thank you so much for sharing with our listeners your experience about the culture of feedback and accountability. Any other last minute suggestions or helpful nuggets for our listeners?

Harrison Kim:

No, I think I’ve basically told you everything I know.

Kate Gerasimova:

Love it. Thank you so much, and let’s keep learning from this. Where can our listeners find you?

Harrison Kim:

Yeah, absolutely. So you can find me on LinkedIn, Harrison Kim is the name and or our websites www.pavestep.com.

Kate Gerasimova:

Wonderful, thank you. And the one last question before I let you go is, what are you most grateful for in this last month?

Harrison Kim:

In this last month? Wow. The thing that I’m most grateful for is that I have been healthy. I didn’t get sick. I did hurt my ankle randomly, but outside of that, healthy body so far, so I’m grateful for that.

Kate Gerasimova:

That’s great. Well, I’m grateful for that too. And thank you so much for coming and speaking to our listeners and sharing your wisdom.

Harrison Kim:

Absolutely, thank you for having me.

Chris Cancialosi:

Thanks for joining us this week on the gothamCulture Podcast, make sure you visit our website, gothamculture.com, where you can subscribe to the show, find show notes, or contact us for support regarding your organizational culture challenges. Special thanks to Blue Sky Podcasting for producing and sponsoring this episode. To learn more about producing custom podcasts for your organization, check out the folks at Blue Sky at www.blueskypodcasting.com. Until next time, this is your host, Chris Cancialosi and I look forward to our next discussion.

How Attending To The 5 Elements Of Wellbeing Will Make You More Productive At Work

Wellbeing and Productivity

Co-authored by Shawn Overcast

The events of the past 8 months have only added to the complexities of life and the stress of the work environment. Employers and employees across the globe met the transition from in-person to remote work with mixed emotions. Our collective recent experiences have changed the way we work and live. And for those who admit to feeling moments of depression coupled with a shot of elation, or feelings of freedom with a side of restriction and confinement, you are not alone.

The quest for balance is one that has been discussed and sought since the 1980s when the term ‘work-life balance’ was initially coined. As new generations entered the workforce, employers became increasingly more aware of the need to help employees navigate their complex lives and their work lives in more creative and flexible ways, in order to retain them. Work-life programs have become table-stakes for employers, and have been proven to boost morale, reduce absenteeism, decrease cost, and increase overall performance. Read More…

How Do I Give Feedback To My People?

Giving Feedback

You’ve made it into a leadership position. You are finally a manager! You take the new job seriously, knowing that the responsibilities include meeting strategic goals, managing budgets, and making presentations to senior management. Those challenges are daunting, but you feel well prepared, due to your background, education, and business experience.

And yet there is one area with which you are uncomfortable – the ability to give feedback to the women and men on your team!

While your formal education likely focused on balance sheets, corporate finance, and strategic planning, the idea of giving meaningful perceptions about professional growth to others was likely not formalized – and it was probably left to your own devices and experience.

Many clients with whom I have worked were not provided much in the way of meaningful, timely feedback or instructions on how to do it. For some, even if it was taught, such training was limited, and for most individuals, regrettably, it was a bit of an afterthought. Read More…

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