Month: September 2023

Feedback in the Modern Workplace: Challenges, Pitfalls, and Solutions

Posted on by Teresa Sanchez

A robust performance management system based on feedback is vital for an employee’s professional growth and development. But when it comes down to the particulars of how performance feedback in the workplace should be given, leaders have long been divided on which approach — standardized or continuous — is most effective.

Years ago, organizational experts advocated to shift away from the annual review model to evaluate performance and determine pay.  The once-yearly “standardized” review process was found to be ineffective at inspiring better performance in employees, with only 14% of employees in 2017 strongly agreeing that traditional performance reviews inspired them to improve, according to a Gallup survey. Additionally, they were found to be unnecessarily costly and time-consuming, with some companies losing as much as $35 million a year in working hours just so employees could participate in them.

As a result, leading companies such as Accenture, Deloitte, Microsoft, and General Electric elected to do away with annual reviews altogether in favor of a “Continuous Performance Management” approach. Intending to reduce turnover and increase engagement, this approach involves planning (setting goals), checking in (through coaching), and reviewing (giving transparent and frequent feedback). 

Founded on the idea that the most impactful feedback is given in real-time, specific, actionable, and meaningful. However, this shift is not without its set of challenges and risks of disengaging employees. If handled inexpertly, it can make employees feel “hounded” or micromanaged, damaging morale.

So how do we reconcile these different approaches for the best result possible? Having researched the subject of performance management extensively, our in-house Curriculum team has found that the “Context, Action, Impact” approach to continuous feedback has the most positive impact. Organizations should invest in training, communication tools, and a growth-oriented culture to successfully implement the CAI model.

Putting the Context-Action-Impact framework to work 

What does the CAI model look like in action? While this model centers the classic manager-report feedback session, it also often appears as informal peer-to-peer debriefs. For example, you feel frustrated with a colleague who repeatedly interrupts you during a presentation and want to bring it to their attention. How would you proceed?

Let’s dive in. 

1. Context is everything

The first step to building a great feedback model is giving detailed context — something often lost in an annual review assessment. Instead of offering a “broad-brush” overview that fails to capture the nuance of where an employee excels and has room to grow, aim for specificity and context whenever possible.

For example, in the scenario given above you might start by pulling your colleague aside and respectfully saying: “During our team meeting yesterday afternoon, when we were discussing our project timeline, you repeatedly interrupted my presentation.”

2. Hone in on the action that was disruptive or unproductive

Next, it’s important to call out the specific behavior that you found disrespectful so there’s no room for confusion. For example: “In my presentation, you and Martina were whispering to each other throughout.” This prompts the person to recognize how something seemingly minor, which they may have thought went unnoticed, was in fact disruptive. 

3. Be clear about the action’s impact on others

To demonstrate that their behavior has consequences, be specific about how it made you or someone else feel. For example: “I felt distracted, leading to difficulty answering questions.” Connecting their behavior to a negative outcome for someone else should elicit an empathetic response on their part. Thus, reinforcing that this action should not to be repeated. However, notice how there is no blaming, shaming, or broad characterizing involved. Simply a recount of the incident and how it impacted you. This kind of specificity motivates improved future actions, rather than resentment, on the part of the addressee.

Calling out positive as well as negative actions

This three-pronged approach has proven to assist people in course-correcting. It’s also highly relevant in positive reinforcement scenarios and must be exercised in positive scenarios in equal measure to negative ones. For example, if an employee appears to be honing a skill to the benefit of your team, you might follow the CAI model by giving them the following feedback:

Context: “Your persuasive speaking skills have really improved since last quarter” 

Action: “The clear, evocative way you communicated the unique value of our offering was instrumental in getting the client’s buy-in.” 

Impact: “I felt energized by the way you told our story, and the client seemed to respond very positively!”

Bringing DEI and feedback together with open-ended questions

As learning professionals transition from traditional performance reviews and methods of giving feedback to the Context – Action – Impact model, it’s critical to consider the role that DEI plays in the feedback process. 

Incorporating DEI into feedback means recognizing that our backgrounds, experiences, and perspectives heavily inform the ways people prefer to give and receive feedback. The risk of giving feedback poorly can result in hostile or toxic work environments. People will have different views on what’s appropriate or crossing the line. Factors such as age, race, gender, sexuality, and other identities inform those differences. 

To better understand the root causes of disagreements or conflicts, it’s important to ask open-ended questions. This can help managers better understand how identity informs peoples attitudes and behaviors in the workplace. When conflicts arise, this helps managers get to the root of a problem, rather than applying a one-size-fits-all approach.

Using open-ended questions alongside the Context – Action – Impact framework is one way for managers and team leaders to root their feedback in specificity while striking a balance between constructive criticism and positive reinforcement. It also doesn’t hurt to simply ask your team members how and when they prefer to receive feedback. 

A strategic approach to feedback in the workplace

The transition from traditional performance reviews to the CAI model marks a significant step towards improving employee engagement and productivity. However, it is not without its challenges, especially regarding timing, specificity, and balancing constructive criticism. Organizations should invest in training, communication tools, and a growth-oriented culture to successfully implement the CAI model.  A more robust performance management system will result in catalyzing a culture of continuous improvement that is vital for success in today’s dynamic work environment.

Enhancing Manager Training: Leveraging a DEI Perspective to Strengthen Human Skills

Posted on by Teresa Sanchez

What separates good managers from great ones?  

At Praxis Labs, we are dedicated to exploring the dynamics of equitable, successful workplaces, with a focus on identifying the skills and behaviors that underlie them. In our extensive research, we’ve discovered that empathy, along with other broader human skills, is the linchpin that holds the most effective teams together. These human skills, though challenging to define and measure, play a key role in supporting leaders to mitigate conflicts, motivate their teams, and guide diverse groups toward achieving their individual and collective potential. Similar to gaining proficiency in technical skills like coding or construction, leadership skills, especially empathy and inclusivity, can be learned, developed, and refined over time. But to unlock their full potential, leaders need to view their roles through the right lens.

Human skills and DEI skills: two sides of the same coin 

In a webinar held on August 30, 2023, Dr. Anne Snyder, Lead Learning Scientist at Praxis Labs, led a discussion on the nexus of human skill development and DEI, focusing on how managers can leverage these different “flavors” of skills to lead a diverse team to success. Asked to delineate between human skills and DEI, she cautioned viewers against viewing them as separate skills categories, requiring separate training: “If you think about that, it’s a biased approach by default, because it assumes that human skills are the “right” or “general” way to do things, while DEI is for “other people.” Other approaches treat DEI as a subset of human skills, almost as though they are a checkbox or necessary afterthought. But they’re actually one and the same, just with different flavors.”

She goes on to explore the 5 categories of human skills (managing one’s self, communicating, motivating, supporting, managing conflict), highlighting capabilities that are especially relevant for managers in a DEI context. 

Avoid a one-size-fits-all approach with perspective-taking

One common pitfall in leadership is adopting a one-size-fits-all approach, which often caters to the norms and needs of individuals who hold privileged identities. Research has shown that diverse teams outperform non-diverse teams by 35% when led by an inclusive leader. Practicing perspective-taking is one effective way for a manager to adapt their leadership style to team members’ unique backgrounds and experiences. “Just take two minutes to consider how an individual possessing their identity might view the situation, and use that to inform the way you manage,” Snyder advised viewers. 

Regularly solicit feedback

To foster inclusivity, regularly soliciting feedback is crucial. Effective managers are known to ask more questions. Open-ended questions, in particular, encourage open dialogue, unearth innovative ideas, and get to the root of problems. For instance, instead of relying on binary “yes/no” surveys, leaders should consider making space for teams to participate in informal information-gathering sessions where they can answer questions like, “What are some things that would help you engage better in meetings?” This approach invites diverse perspectives and empowers individuals to express their needs and concerns.

Use empathy to center others

Empathy isn’t just about understanding; it’s about knowing how and when to take action to support others in the workplace. Leaders can accomplish this by prioritizing the needs of their team members, in addition to business objectives and project deliverables, during team meetings. “The most effective managers don’t put themselves or the company first. Putting the needs of your coworkers first can help engage and motivate as well as uncover innovation and highlight potential problems,” Snyder said.

Individual contributors can support these goals too 

Creating an inclusive workplace shouldn’t be the sole responsibility of managers. Individual contributors also play a crucial role in supporting diversity, equity, and inclusion initiatives. By practicing empathy, actively participating in team discussions, and advocating for inclusivity, employees can contribute to building a more equitable and empathetic workplace.

Human skills and DEI: Recognize their synergies for success

“When we keep our own minds open to the experiences of others, we can more easily observe how we can adapt our existing human skills in ways that make sense for the specific identities, needs, and contexts of a team and its members,” Snyder said.

By harnessing the power of storytelling and empathy, leaders can facilitate the development of new skills, knowledge, and experiences that promote a more inclusive and empathetic workplace culture. Recognizing the synergies between human skills and DEI is only the first step toward a brighter and more equitable future.

Watch the full on-demand webinar

5 Ways Leaders Can Model Inclusive Behavior

Posted on by Teresa Sanchez

Managers play a lead role in promoting an inclusive work environment. The attitudes and behaviors they exhibit in the workplace — from their approach to conflict resolution to how they motivate their teams — become a model for their cohort. According to a study by the Harvard Business Journal, 75% of employees believe that their managers should be largely responsible for promoting diversity and inclusion. Yet, this responsibility is often one managers are unprepared to shoulder.

Despite conclusive evidence that managers greatly benefit from role-specific human skills training, they rarely receive it. In fact, 1 in 4 managers receive no training at all. Faced with difficult decisions in the inclusion arena, managers who drop the ball at a crucial moment fracture trust that is hard to repair. Rather than waiting for a slip-up, we recommend taking proactive steps to equip your managers with skills that empower them to be inclusive leaders. Here are 5 tips on how to be an inclusive leader: 

1. Prioritizing work-life balance

When striving to promote an inclusive working environment, it’s important to recognize the importance of work-life balance. As a manager, you can model inclusive behavior by setting clear boundaries and encouraging your team to do the same. Make flexibility a norm and accommodate the diverse needs of your workforce, such as childcare responsibilities, personal commitments, or religious observances.

Communication is vital: let employees know that your door is always open so they feel comfortable coming to you with relevant work-life balance issues that arise. By valuing work-life balance, you create an inclusive atmosphere that acknowledges individual differences. A study by the Harvard Business Review reveals that 89% of employees believe work-life balance is essential for overall job satisfaction.

2. Using inclusive language

To model inclusive behavior effectively, make a concerted effort to use language that respects diverse perspectives and backgrounds. Avoid gendered language, microaggressions, and assumptions about cultural norms. Be respectful about honoring peoples’ preferred pronouns. By encouraging a respectful open dialogue, you support an inclusive environment where employees feel heard and valued.

3. Modeling empathy

Empathy is the cornerstone of inclusive leadership. A study by the Center for Creative Leadership found that 40% of employees believe a lack of empathy is a barrier to leadership effectiveness. To model empathy, actively seek to understand the experiences and challenges of your team members. Recognize that everyone brings a unique perspective to the table. Acknowledge and address biases, and show compassion when team members face difficulties. 

4. Promoting inclusive decision-making

Inclusive leaders make a concerted effort to include diverse voices in decision-making processes. According to a recent survey, organizations that prioritize diverse decision-making are 70% more likely to capture new markets. As a manager, encourage diverse perspectives during meetings and decision-making. Create opportunities for all team members to contribute, ensuring that their input is valued and respected. This approach not only results in better decisions but also reinforces the importance of inclusion.

5. Providing inclusive feedback

Without feedback, there can be no progress. However, not all feedback is created equal. A study by Forbes found that 67% of employees surveyed believe their managers need to provide more feedback on their inclusive behaviors. As a manager, model inclusive behavior by giving constructive and unbiased feedback. Critically, make sure to commend inclusive actions and behaviors in your team members. By rewarding exemplary behavior, you reinforce the importance of inclusion and provide a roadmap for improvement.

Inclusive leadership: An ongoing effort

Learning how to be an inclusive leader plays a crucial role in fostering a healthy workplace environment. By prioritizing work-life balance, using inclusive language, modeling empathy, promoting inclusive decision-making, and giving conscientious feedback, you can lead by example and foster an inclusive work environment where all employees feel valued and empowered. The journey toward inclusive leadership is ongoing, and every effort counts in creating a workplace that celebrates diversity and embraces inclusion.