Monthly Archives: July 2016

How to use negative feedback to be a better leader

Its an interesting article and really gets to the root of self awareness. You know we all have mental models of how we see ourselves until someone else/environment re-adjusts it for us.

The take away is personal and professional growth. The sometimes difficult piece to deal with is the impact it has on our ego.

The important point here is self reflection and the focus on process improvement for next time.
Thank you Danielle great article.

Danielle Clark

A few weeks ago, I gave constructive feedback to a colleague.  Although those types of conversations are never easy, the discussion went well. Looking back on our meeting, I attribute its success to my detailed pre-planning.

At the close of our meeting, I was feeling good about our time together, but then something unexpected happened — This employee said they had feedback for me. My colleague then shared two examples of when I had recently let them down. The feedback stung. While I had planned to give feedback, I certainly hadn’t planned to receive it. I was thrown off guard and immediately felt hurt because I could empathize with this person’s concerns. They were right — I could have handled a few things differently than I had.

Externally I took the feedback like a champ. I attentively listened to my colleague, explained my thought process behind my actions and took…

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Proof that Leadership training is not a waste of time?

THE STORY

Leaders sometimes as part of their duties can be forceful to ensure the teams and the organisational goals are met. Some as a generalization use aggressive behaviour as opposed to supporting assertive behaviour. In this case brought before the District court, it ended up costing the organisation just over $435,000. Yes, you read that right.

The employee claimed that the managers behaviour was “aggressive, belittling, harassing and or otherwise unreasonable ” at which point she suffered a psychiatric illness.

The employee brought a civil claim against the employer for being vicariously liable for the managers conduct. The employer had a duty of care to the employee. If the employee wasn’t performing to the position description, the manager had a number of avenues in which he/she could table the concerns in a manner which provided a space of fairness and safety.

coaching and mentoring gary tremolada

The manager could have opted for a number of different strategies including:

a. Conflict management, pre-emptive, reactive (a number of different approaches)

b. Informal one on one meetings

c Formal one on one meetings (performance management process)

d. Coaching and or mentoring plans

e. Awareness training in; harassment, bullying, victimisaton and parts of the Fairwork Act

f. emotional intelligence/self awareness training

Not all cases like this will end up in a court room. Though, it does beg the question of “how does an organisation gets to a point where this occurs?” There would have been indicators in the build up to the event.

The effects can be far reaching such as poor productivity, poor quality delivery, poor engagement, grievances, higher attrition rates, general disharmony and bullying. This ultimately affects organisational culture and morale. If you work in  Aged Care you maybe familiar with the Caplan study ’97 and the effects on its residents. These types of training for teams will cost far less than $435,000.

gary tremolada coaching and leadership training

What are you waiting for?

Source Eaton v TriCare (Country) Pty Ltd [2016] QCA 139 (15/7161) Fraser and Philip McMurdo JJA and Boddice J 3 June 2016