How Leaders Intervene Effectively
Updated: Sep 3, 2020
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In the previous newsletter we looked at focus and how distractions (especially the self-inflicted ones) are a concentration and efficiency thief. The protagonist was a race car driver which, interestingly enough and quite by accident, sets up the next part of the book which touches on feedback.
One of the key skills of elite racers is the ability to provide qualitative feedback to the race engineer on how the car is performing. The engineer can then square that qualitative data against the numbers they are seeing through their live telemetry systems.
The richer the capacity for the driver to provide accurate, highly descriptive feedback the better everyone understands the numbers creating the clearest performance feedback loop.
The Takeaway: blend your hard numbers with precise, highly illustrative explanations and specific examples, all delivered with an instructional feel. That ensures the feedback you provide will be a powerful learning catalyst and impact behaviour positively.
“The practice of delivering effective feedback or intervening more strenuously is at the heart of part three. And foundational to this is a leaders ability to focus on goal setting and setting clear expectations although feedback is crucial to instilling a learning mindset, fuelling innovation, and fostering improvement many fall down on the essential aspect of teamwork and collaboration.” -excerpted from Humanity at Work, Leading for Better Relationships and Results.
Part four addresses the underlying reasons why some leaders refrain from getting involved in matters they should be easing or sticking their nose into, while others are too involved by hovering and micromanaging in both instances to their people’s detriment. The chapters then provide an array of practical tools a leader can choose from to intervene thoughtfully and effectively.
Readers will also learn how creating a climate of psychological safety is foundational to intervening well and to creating a feedback rich, high performance team. The type of group where standards are high and learning, being keen about problem solving and an improvement mindset rule the day.
One of the book’s strongest voices, Dr. Tammy Carroll, organisational psychologist and founder of Momenta Consultation closes part 4. She reminds readers how to make their workplaces “inhospitable to interpersonal conflict” with practical ready to use suggestions. Hint: prevention! You’ll also learn some important steps in dealing interpersonal conflict on your team when folks are looking to you to intercede.
We’ll preview the book’s last 2 parts: Rewarding and Recognizing and Building the Right Culture in the next installment.
Have you pre-ordered Humanity at Work yet?
If not, get it today on Amazon!