PART 2: THERE IS SOMETHING ABOUT FEEDBACK.....same topic, deeper conversation

Here is where you can revisit part one of this conversation.  I’d like to continue our discussion on how we can collectively build our capacity to have crucial conversations with each other. The Chinese Symbol for crisis, Wei-Jei, helps me set up this conversation today.

A crisis embraces a paradoxical situation where vulnerability and courage form an unlikely friendship that can and does open up a unique opportunity for us to create a  "human moment." A moment that has grace and unconditional acceptance. A moment that we aspire to create, even as we continue to fail. A moment where we sit quietly together and listen to each other.

Within this human moment, here is what I believe we can do:

• Transform values into observable, agreed upon, cherished behaviors…….no matter the complexity of the business issue
• Build a collective vision that translates into tangible accountability……..no matter the lack of predictability of the business issues
• Convert obstacles into invention and innovation……..no matter the shrinking of individual, collective and organizational resources
• Shape separateness into solidarity and friendship……no matter the mixed messages and element of competitiveness

Taking the feedback process beyond the narrow scope of role definition allows the conversation to focus on “why” creating results in our role matters to us. Simon Sinek’s work on purpose confirms the connection of purpose to, “what and how.”

I recognize that precise feedback might have a place within organizational culture; one that is tied to specific goals and objectives.  However, when a conversation around the following four themes occurs intentionally and continuously, I suspect that the energy produced by “human moments” results in increased joy and discretionary effort by all. And, perhaps we might then talk about vulnerable courage as one phrase, rather than seeing vulnerability and courage as two distinct, either or sides to choose from.

Thinking Strategically: A skill that invokes imagination and used many times over in childhood play; underused by adults.

• What is our capacity to "make sense of" and remain hopeful in a work world that operates on frenzied urgency, confusing and competing choices and seemingly unsolvable problems?
• How is resiliency built into the culture and what helps us recognize this behavior in each other and in our leadership?
• What language do we use to articulate and communicate vision in an uncertain future?

Influencing Change: Extraordinary work can't happen in silos; neither can we solve new problems with old ideas. Even brilliant ideas need wind beneath their wings to soar.

•  What are clear and visible examples in the culture to challenge status-quo?
• What resources are present and/or missing to encourage creativity and play at all levels?
• How is failure supported, if at all? I found this Harvard Business Review article a useful read on our relationship with failure.

Building Relationships: "Maitri" is a word in Sanskrit that means heartfelt friendship. When we stay in "Maitri," the chances of doing harm to oneself and others decreases significantly. Life teaches us this lesson.

• What behaviors encourage taking care of the heart as well as business?
• What stories do we tell ourselves about our aspirations and other's world views? The incomparable Seth Godin has a post on this.
• What helps us practice compassion towards ourselves and others? 

Developing Talent: All of us are leaders in becoming and the only way to build distributed or shared influence is to pay attention to individual and collective talent.

• What encourages us to learn something new, practice a beginner's skill or take an unprepared leap into a project?
• What processes are in place to help us (and help another) "catch" a dream?
• How can we continue to help each other articulate how individual and combined talent expands an employer's toolbox?

In the simplest of terms, thinking strategically, managing change, building relationships and developing talent allows us to practice resiliency, growth, compassion and adventure - I believe this is a fine way to live and work! And, a fine way to start a conversation on feedback and results.

What do you think? 

p.s.  So, Kurt Vonnegut said, "Write to please just one person. If you open a window and make love to the world, so to speak, your story will get pneumonia.”

While I am certainly not a fan of pneumonia, I do welcome more than one person responding to keep this conversation going! 

A tiny plug for the place that allows me to do the work I care about deeply.....

At Promark Company, we are proud to listen to you carefully and with our heart so that you can keep conversations that matter to you rich and alive. To experience our promise, stop by for our InfoTalk on July 14th - 10 a.m-11:30 a.m for a conversation facilitated by Linda Tefend on "how we say volumes" before even opening our mouth - gather practical ideas on managing image in your life and workplace. RSVP: 513-768-6500.