Patti Cotton

Executive Coach & Career Strategist

feedback

Putting Tough Feedback to Work for You

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Putting Tough Feedback to Work for You
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It stings when someone else shares how you might improve your leadership. Receiving constructive criticism can feel painful.

As humans, we seek to be loved and accepted. When someone provides feedback intimating that we still have work to do in order to be amazing, it can threaten our sense of self-worth. The haunting doubt as to whether we are “good enough” to be accepted, to belong, rises up.

How can you as leader turn this around and put feedback to work for you?

Constructive feedback is necessary to our growth and professional development. We all have blind spots. And since we don’t have the same vantage point that others do, their perspective can be invaluable.

There are three important steps, however, to making sure that we take full advantage of the situation.

1. Practice careful listening.

As you receive the information from the other person, try to remember that this is actually a gift that can help you move forward. Refrain from interjecting, objecting, defending, or explaining in any way, and simply thank them, instead. If you need clarification, ask questions in order to better understand. This is a time to put your listening skills to work, which is much different than simply hearing. For more on this, download the free infographic “How to Raise Your Influence in Less Than Five Seconds.”

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2. Consider the feedback carefully.

You may feel defensive and want to discount what you have just heard. Or you may feel a need to rush to action in an attempt to remedy what has been pointed out as shortfall. Resist these impulses. Instead, weigh carefully what you have heard. Can you see how the feedback might be true? Is the person providing the feedback credible? Have you received this same constructive criticism from other people? If you are not sure, check quietly with a couple of trusted colleagues to test this out.

3. Develop a plan to close the gap.

Return to the person who provided you with feedback and ask them to clarify what success looks like. Work with a trusted mentor or coach to identify steps and tools that will help you get there and ask them to be your accountability partner. Check in from time to time to gauge the effectiveness of your plan not only with this partner, but also with the person who provided you with the gift of feedback.

Putting tough feedback to work for you requires courage. But the payoff in your ability to be effective can be tremendous.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Keeping Your Head in the Game: Leadership 2021

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Keeping Your Head in the Game: Leadership 2021
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It’s a new year, and the pundits are calling 2021 the Year of Transition. If anything has changed, it has been that we have acclimated to a new way of working and living.

There are definite perks to this, but there have also been major drawbacks which have caused us to abandon much of what we know and adopt a learner’s mindset out of necessity.

Admit it – it’s been rough. Many of you reading this are tired. And some of you have called me, asking me how you can get your head back into the game.

What does it take to reenergize and motivate you as leader so that you can lead your life and work in 2021?

I work primarily with top executives to recreate future, working with their respective teams and companies, and also in small leadership groups where CEOs can put their heads together to share experiences and ideas. When we work on meeting the future, motivation of self is a hot topic.

And here is what we know: the head game of motivation requires that you focus on three things:

1. Purpose

Energy and engagement come from purpose. After weathering the initial shock and challenges of 2020, your physical and mental stores may be depleted. Revisiting your purpose is a first necessary step to picking back up. Why do you lead? What impact do you hope to make? What legacy are you seeking to create? If you keep pushing forward but cannot answer these questions, you will be headed for burnout. I invite you to take time to reflect on this. Call a coach or trusted advisor and talk through this. Because anything sustainable starts with purpose.

2. Direction

Know where you are headed. It is true that long-term planning is no longer valid due to the volatility and uncertainty around the future of work. Instead, one must use shorter-term planning to head in a general direction, and continuously bench against the changes in the business landscape. Keep your organizational vision at the forefront as you acquire the personal agility needed to meet goals and objectives. This particular step requires that you also open up to the perspectives of others. Seasoned leaders are comfortable doing things in the familiar way. And the word familiar is one that will not be used often in 2021.

3. Synergy

Leadership has been lonely, but then, we haven’t learned how to share it very well. Leading forward now requires the shift from “me” to “we,” for connection, mutual support and collective accountability. Inviting your executive team to share the vision is a first step, but the next is to allow them to share in greater responsibilities – the kind that ignites their purpose, as well. Raising the tenor of team energy is the magic we need to create great things together. Where do you start? Begin with a conversation around this topic. Ask for their ideas and feedback, ask what it would take for them to get excited around the idea. I believe this might be one of the most meaningful brainstorming you will have experienced for a long time – and it can yield great fruit.

My wish for you in 2021 is to know that you have what it takes (I know some of you question this at this time). My challenge to you is to rediscover your purpose and direction, and to create that synergy that will lift you up, as well as your team, so that you can move confidently to meet the future.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

How to Retain Your Top Talent

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How to Retain Your Top Talent
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What keeps CEOs up at night?

Lots of things.

But their #1 concern is attracting and retaining great talent.

And many companies do better at attracting this talent than keeping it.

How much are you losing if you can’t figure this out?

That depends. If you need to retain highly complex positions (managers, software developers and such), you risk missing out up to 800% more productivity, because superior talent is up to 8 times more productive (Keller and Meaney, Leading Organizations).

What is the answer?

Make your company so attractive that no one wants to leave.

Here are five ways to do this:

1.  Develop a high-trust culture.

Trust serves as the foundation for all else. Trust is the incubator for healthy communication, collaboration, empowerment, productivity, profitability…in short, all components that support working at highest and best levels.

Does your company lean on “control and monitor” behaviors or heavy compliance?

These are early signs of a problem. How do you begin to turn this around?

It begins with you. Determine how trustworthy you are as CEO, because your company will rate no higher than its leadership. Download the trust infographic and rank yourself – and then ask those closest to you to do the same. Compare. Where do you need to begin developing more trust with your people?

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

2.  Foster a company-wide growth mindset.

This kind of mindset is the stuff of motivation and innovation.

A fixed mindset reflects a closed attitude. Language includes phrases like, “That idea won’t work,” or “It can’t be done right now.”

Growth mindset attitude and language, on the other hand, will reflect phrases such as “How might this work? How might this be possible?” Failure is seen as a way to learn and not as a reason to stop trying.

If you notice there are just a handful of people always making decisions for everyone else, this is an indicator that you are not fostering a growth mindset in your employees.

Where can you start?

Begin by what is right in front of you – applaud all new ideas. When asking for input, make it a rule that whenever someone volunteers a new idea, that the first person to speak after that must say something positive about the idea, whether they agree with it or not. This sends the message that all people have something valuable to contribute, and it fosters creativity.

3.  Recognize and reward the right things.

Are you emotionally biased toward certain employees and against others?

On a company-wide basis, make sure that your systems and processes for recognition are standardized. Form a taskforce to evaluate this.

And then, have this taskforce identify what should be recognized. Go wide! The way in which you acknowledge things such as caring and supportive behaviors can go a long way; these certainly are influences on business outcomes. And on a personal basis, please take the time to acknowledge contributions and jobs well done. It is free to mention people in meetings to thank them for their efforts – and this kind of approach fosters a caring culture that goes far.

4.  Empower your people.

If you feel your people need higher accountability, it may be your systems and processes and not a lack of talent on their part. Start with the basics. Make sure you have clearly outlined expectations for their role and responsibilities.

Then, work together to agree on top goals and priorities for their area of responsibility. Can you show them how these support company-wide goals? Without this foundation, even the best in talent will operate somewhat hesitantly or begin to get lost in the weeds. Make sure you have agreed on a system of reporting that reflects these goals, and which relieves you from chasing your executives for answers (the latter of which is a real trust-killer). By setting this structure in motion, you will empower your talent to move forward with confidence and perform at their best.

5.  Invest in leadership development at every level.

Learning and development is a key concern for companies world-wide. And company talent seeks opportunities for growth and career development. Providing employees at every level with leadership development opportunities meets both objectives well.

When you invest in this, you foster greater performance and contribution – and you can also more easily identify rising stars. And as your company talent receives this focused support, they will feel recognized by the company, and motivated by their growth and future opportunities within. It is surprisingly cost-effective to implement a company-wide leadership development effort. And the ROI is exponential (Note: Executive coaching typically yields an ROI of 4-10 times the initial investment; training with a group coaching component can yield similar results.)

Retaining your top talent requires a healthy and exciting culture. If your culture needs a “reboot,” please understand that this takes time and effort. The payoff, however, is exponential, being key to current profitability and future success.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

When Your Feedback Doesn’t Work

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When Your Feedback Doesn’t Work
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Feedback is crucial.

It is necessary for aligning expectations, solving problems, improving performance, and developing talent – all the things that increase the bottom line.

But often, feedback doesn’t work.

In fact, more than half of your managers may not be having the difficult conversations needed to hold people accountable.

What’s the problem?

A survey of 750 HR professionals by Sibson Consulting and World at Work revealed that 63% of executives believe that the biggest challenge of performance management is managers’ unwillingness to have difficult conversations.

And this may be because when managers do deliver feedback, it is poorly received.

According to a study by Globoforce (2011), even when managers tackle these conversations with the best of intentions, employees are often left feeling resentful or discouraged – 55% of employees believe their review is inaccurate or unfair, and one in four say it is the thing they dread most in their working lives.

I work with companies to develop leadership and align culture. If a particular company’s management is struggling to hold its people accountable, I find it is usually due to poor feedback delivery and follow-through.

Here are five top reasons likely to keep a manager’s feedback from working:

1. The feedback isn’t timely.

I hear more dismay and resentment from employees who have just received their yearly evaluation. They cite being surprised and hurt at hearing for the first time a dissatisfaction with their performance dating back 12 months.

“Why did he wait so long to tell me?” asked one employee. “I feel like I’ve been judged for a year on something I could have fixed long ago.”

Another said, “I rectified that situation 10 months ago – why am I getting cited for it as though it’s still a problem?”

The answer to this is timely feedback. Teach your managers to address problem behavior quickly so that the employee in question can benefit most. Not only will the situation be fresh in their minds, they can also get on track to course-correcting much sooner. And instead of writing this up 12 months later as a problem, your manager can talk about the employee’s improved behavior.

2. The feedback doesn’t seem clear or relevant.

When addressing problem behavior, your manager needs to remember to:

a. Be specific about the behavior. It is not enough to say, “You need to stop acting like a drill sergeant,” which is a judgment and open to many interpretations. Instead, the manager must point out specifics about the person’s presence that require change. To use the drill sergeant illustration, is it language? Tone of voice? The closed or intimidating body language using folded arms, leaning into someone’s face, etc.?

b. Relate how the behavior has a negative business impact. Your manager needs to coach his employee – not just course-correct. Part of this is to relate the problem behavior to a negative impact on the business so that the employee can understand cause and effect.

For example, “When you use that harsh tone of voice, it can feel intimidating or offensive to others, which causes them to refrain from collaborating with you. If we don’t have a team that can work well together, we won’t be able to produce the results we need in order to support the business.”

3. The feedback doesn’t offer a clear picture of the desired behavior that should replace the current problem behavior.

Sometimes, employees just don’t want to change. But the more likely scenario is that they want to do well, but they simply don’t know how. Just because your manager has identified the problem behavior doesn’t mean the employee knows how to replace this with one that is acceptable.

Be sure your manager describes in detail the new behavior they want to see. For example, if an employee has been conveying disapproval or aloofness in meetings with body language, the manager should give a very specific behavioral alternative. For example, give details such as, “Instead of crossing your arms and leaning back during meetings, try leaning forward just a bit (which connotes interest), and keep your arms at your side. This will eliminate the appearance that you don’t care or that you disapprove of the message you are currently hearing.”

4. The employee doesn’t trust the person delivering the feedback.

This is a tough one. If your manager is perceived as not having the best interests of his employee in mind, the latter will not receive the feedback well, due to a lack of trust. If your manager has effectuated steps 1-3 above and is still not getting anywhere, it’s time for the manager to check in with a different question, such as, “Sandra, you and I have talked about your tendency to overlook deadlines, and you have pledged to correct this. Yet, the problem persists. Help me to understand what’s happening. Can you shed more light on this?”

This approach should reveal whether there is something else behind the lack of change, such as a basic resentment and feeling of unfairness on the part of the employee, or another problem of which the manager was unaware.

5. The employee’s identity is at stake.

It can happen that feedback simply doesn’t register because it threatens the employee’s sense of self.

Hearing feedback that doesn’t register with that sense of self can cause an employee to become defensive or feel overwhelmed and unable to respond. The employee may insist on disbelieving the feedback since they cannot “see” their behavior being a problem or having a negative impact.

A standoff will not be productive.

Instead, consider having your manager engage the employee in a series of small experiments as a way to coach the latter into more awareness and better management of self.

For example, if Max frequently ignores his fellow employees in the workplace, your manager can help him with a small, but focused goal to connect with each of them once daily. Have the manager ask Max to observe how his fellow employees react to him over the next few weeks and report back. Most likely, Max’s coworkers will begin to warm up to him and include him in more conversations. Debriefing with the manager will begin to help Max develop more awareness around how his lack of connectivity has adversely affected his work relationships – and a way to turn this around.

Teaching your managers the gift of honest and productive feedback is manifold. Far beyond outlining standards, it can provide your employees with a growth path that benefits them, their team, and your organization. Take charge of this process by modeling this with your executive team so that you can begin to integrate true accountability into your culture.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.