Showing posts with label performance. Show all posts
Showing posts with label performance. Show all posts

Thursday, November 5, 2015

Wait…Emotions Matter? Facebook Says So.


I recently heard a news reporter talking about a big change on Facebook.  Emoticons, called “Reactions” will soon be available in our news feed response options.  With them, rather than simply being able to “Like” a post, we will be able to display an array of other emotions including anger, sadness, and surprise.   The reporter went on to talk about how actively this was used in test markets, adding with surprise, “People really liked being able to express their emotions!” 

Was this really such a surprise?  In our computer and technology dominated world, where everything is expected to be fast, simple, and quantifiable, have we really lost site of own humanity, complete with emotions, such that this comes as a surprise to us?

And there’s more.  According to R. Gonzalez of Wired.com, “With Reactions, Facebook has pared down that most economical mode of communication to its barest of bones.”  While being able to consume more data, and respond to it in less time, is certainly a benefit to our time online, it has implications beyond the internet as well. 

A technology driven wake-up call
Facebook may be using the ‘novelty’ of emotions to improve ad sales and increase consumer usage, but any business has a lot to gain by adding emotions back into the equation.  Here is a jump start of ideas for enhancing business by using emotions in the workplace: 

Customer Service – Engage your customers.  Get rid of the script and have your employees ask questions to get to know their caller and his/her needs.   This builds rapport while providing you with added information that can make your client even happier.  (Added note - If you don’t trust your team to do this, you’ve got the wrong people in customer service).

Employee Performance – Ask employees directly about what encourages, inspires, frustrates, and angers them at work.  Job performance is directly impacted by how we are feeling.  Learn how to bring out the best from your employees.

Self-Expression – Just as emoticons allow a speedy way to show surprise, sadness, and the like, so too does speaking about our emotions.  Imagine how much easier communication would be if we stated our emotion before and after a conversation.  We would immediately know if things are better or worse as a result of the exchange, and have instant feedback on what we need to fix or do differently next time.

Conflict Resolution – Tensions among co-workers always has an emotional under-pinning.  But fear of asking/finding out how someone is feeling, or why they are acting in a negative way, leaves information hidden and conflict unresolved.  Help your managers and your employees learn how to express emotions appropriately and purposefully at work.

Data Collection – We can track and collect data about emotions just as we do any other aspect of business to determine trends, patterns, and information.  Perhaps in conjunction with the suggestions above your company will be able to determine what builds a repeat client, a dedicated employee, or a peaceful work environment. 

Tuesday, September 30, 2014

Giving Great (and REAL) Feedback


Wouldn’t it be great if giving feedback could promote better workplace relations, improve rapport, and also garner desired change?  It’s possible – and not all that hard.

Delivering feedback is a challenge not only facing managers and supervisors, but facing anyone who wants to tell another person that s/he needs to change.  The challenge for most people is that they don’t want to hurt, disappoint, shock, or anger the person they are informing.  Out of their own fear, most people tend 
to stumble through such an effort.  They are unclear, rambling, incomplete or even abrupt in their delivery.  The result being that both parties find the interaction painful or unsettling.  No wonder it’s something so many of us avoid.

I have found the following to be a truly functional way of delivering feedback:

BEFORE Giving the Feedback
1.    Do your homework – Giving useful feedback requires an understanding of the big picture.  So before giving criticism on someone’s time management for example, find out what is on their plate and from whom.  Find out what they believe to be the priorities and why. 
2.    Find the Good (for them) – You may be about to deliver them a blow, but what could be (or is) the upside for them?  For example, a manager is seen by peers as under-performing.  The upside is that others believe in his/her potential. 
3.    Set up a meeting – Sharing feedback is a conversation, not a quick or one-sided announcement.  Schedule time for you and the other person to speak.  Tell them (generally) what the conversation will be about.  For example, “…To discuss your work with our team.”  Make sure to schedule the meeting to last at least 30 minutes.  This signifies the importance of the meeting, and promotes the conversational element of it.

DURING – Make it a Conversation
4.    Begin with the Facts and Big Picture – When the meeting begins, don’t delay.  Explain why you are meeting with them, what the concerns/problems are, and give them the positive (“up-side”) to the feedback.  Describe it as such.  Keep this succinct.
5.    Allow Them to Respond – It’s natural for them to be defensive - let them speak their peace.  Then remind them of the initial statements of fact and the “up-side” to it. 
6.    Work Toward Solutions – After the concerns are clear, ask them for their ideas/thoughts on improving the situation.  Be encouraging!  If they are stuck, or (once they have finished) if you have ideas that you’d like to share, ask permission to share your own thoughts/ideas for improving the situation.  When possible, weave these ideas with the “up-side” you’ve uncovered.
 
     CLOSING - Wrapping Things Up
7.    Demonstrate Your Support – Once a plan for (their) change has been decided, demonstrate your support by describing what you will be doing to help. 
8.    Show Gratitude - Thank them for meeting with you and working on this together.

Remember, change is hard.  The feedback meeting is only the first step in promoting and fostering change.  Be sure to check in on the situation regularly.  Follow-up both with the recipient of the feedback, and with those who may be more aware of any changes that are occurring.