[폴인인사이트] The team leader who achieves results is different from’OOO’

First, would you like to take a look at the conversation between the team leader and team members that can be seen in the company?

How are you? Team leader’s feedback is presented in a different way to team members who made the same announcement. The team leader in the first conversation begins to point out the problems of the presentation right away from his point of view. The team member acknowledges the problem, the team leader stresses to do better next time, and the conversation ends. The leadership of the conversation lies with the team leader. The team leader makes all judgments. In the middle, the conversation with team members is cut off. Talking time and amount were also centered on the team leader.

Conversely, the second conversation is held by team members. The team leader draws out various thoughts of team members through questions. Of course, the team members may have been nervous and lacking, but there are certainly good things. If you’re a team leader who doesn’t find what you’ve done well, you lack interest and understanding of your team members. After empathizing with the tensions of the team members,’anyone can do that’, we then talk about what to improve. Naturally, team members think that their mistake is not a failure, but a point to improve, and they seek the answer for themselves. And remember the feedback from this moment, fix any gaps and make better results for the next presentation.

Feedback is a’conversation’ in which different opinions are shared. I don’t think someone’s opinion is the right answer. It is about sharing each person’s experiences and different viewpoints that they have thought of in their place, and finding a consensus through dialogue. So, the outcome of your feedback depends on the way you talk. Like the conversation between the team leader and team members above.

By Richard Williams, Master of Business Consulting and Communications 〈Feedback Story〉Introduces a total of four types of feedback. There are four things: supportive, developmental, abusive, and meaningless feedback.

First is supportive feedback that acknowledges and praises actions. It has the purpose of encouraging you to keep doing good things. Findings and compliments seem easy. It doesn’t feel uncomfortable because it contains positive words. However, there are two things to remember when giving supportive feedback.

First, we need to praise our process, actions, and efforts, not just results. There was an experiment called the’paradox of praise’, and we divided elementary school students into groups A and B and gave them equally difficult problems. To Group A, he said, “You solve problems well,” and praised him with a focus on’talent’. For Group B, the problem is difficult, such as “It’s a difficult problem, you’re trying to the end”, but I praised it for focusing on’action and effort’ to solve it well.

Both groups were praised, but they did the opposite when choosing the second question. Group A, who was praised for their talent, chose the same difficulty level with guaranteed success, and Group B, who was praised for their actions and efforts, chose a more difficult problem. Selecting a difficult problem does not improve the result, so it is natural for Group A to choose a problem of similar difficulty that will be praised next time.

There is one more reason behind it. If you can’t solve a more difficult problem, the teacher will think’I’m not talented’, so I chose a problem I could solve to keep the title of a talented child. Conversely, a child who is praised for his actions and efforts chooses difficult problems because he or she may show more effort when solving more difficult problems. This is the same for business. A person who is only praised for achievements or results tries to select only those that can achieve results. You don’t have to try new things that are difficult.

You should also praise it by removing impurities without adding a prefix. For example, if a member who is late every day comes early today, you can compliment the fact of’early come’ and its changed behavior. If you say, “I’m late every day, aren’t you late today, did you come early?”

Supportive feedback like this should focus on the impact of the action. You can praise the change by saying, “Thank you for keeping the time every time after making an appointment last time.” In other words, you have to feed back the changed behavior. Feedback like this should be done immediately when things happen. Before we talk about the next feedback, let’s take a look at our recognition and praise.

Progressive feedback is feedback we are familiar with. It is feedback that points out actions that are wrong or needs to be corrected, but aims to improve what is lacking. Let’s take an example of the evolutionary feedback we found in this regard. This is the story of Paul McCartney’s exclusive photographer, Kim Myung-joong, who appeared on the air.

Artist Kim followed Paul McCartney’s performances every time and worked at a high cost to film. One day, when I got used to work, Paul and Kim checked photos of the performance as usual after the performance. After work, writer Kim was about to stand up, but Paul made him sit for a while. And he said this.

Paul didn’t talk any more, and he didn’t make Kim quit. However, as a result of this, Kim, who looked at his actions, changed his attitude toward work. Previously, I had to show you the original photo and only retouch the photo Paul picked up, but now I met him after retouching all the photos. He said Paul’s brief but strong feedback allowed him to focus on his work again.

If Paul was questioning the context in a way that “why does the picture look this way differently from usual?”, and if he was wrong, would a positive change have happened to Kim? In introducing this case, I wanted to convey that even if you give progressive feedback, the recipient accepts differently depending on the way you communicate.

Feedback has the power to make you think. It is a powerful force when you can objectively compare yourself in the past and present, and the future you ideally think of. So, feedback only takes effect when the recipient is ready to accept it. In particular, developmental feedback that can be misunderstood as having intellectual meaning can be a success or failure depending on the trust relationship between the leader and team members. For example, if there is no relationship between the team member and the team leader, and only pointing out without concern for people, the team member will only accept feedback negatively. No matter how sincere the feedback is, it ends up with bad advice.

On the contrary, what if the team leader who gives feedback observed what kind of behavior and competence of the team members, and expressed interest often to build trust. Even the honest feedback of their shortcomings will be understood by the team members. In the end, feedback is not easy for both people to give and receive because it requires uncomfortable words, but it works when you face it honestly over trust.

Paul McCartney’s feedback also contained trust and understanding of the exclusive photographer. That’s why the writers who showed regrettable results than in the past gave direct feedback, hoping to grow more, and gave them an opportunity to think and improve their actions. Without his wise progressive feedback, both Kim’s skills and his relationship with Paul McCartney would not have improved.

Let’s say you actually do progressive feedback. What process should I go through? You have to put more time and effort into it. Let me introduce you how you can connect with behavioral changes while facing uncomfortable situations.

Conversely, there is abusive feedback that depresses team members. When giving feedback, always think in terms of the recipient. If the recipient hears the feedback and feels “disgraced, hurt”, the authenticity of the person giving the feedback and the meaning of the message disappears.

※ The story of the difference between abusive feedback and meaningless feedback, and how to have a good feedback conversation is the Paulin Storybook. Episode 2Leads from