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PERSONNEL FILE

BE A CHEERLEADER

How to give feedback that inspires passion and performance.

By Jim Dawson

THE ROAD LESS TRAVELED

Surveys show workers take fewer business trips today than they did five years ago. The bleary-eyed business traveler is becoming a less frequent sight in airports and hotels across the country, a survey suggests. Nearly half (48%) of employees polled said they travel for work less frequently compared to five years ago. The survey was developed by Robert Half Management Resources, the world’s premier provider of senior-level accounting and finance professionals on a project and interim basis. It was conducted by an independent research firm.
“Companies that scaled back travel allowances over the past several years continue to closely monitor expenses, despite an improving economy,” said Paul McDonald, executive director of Robert Half Management Resources. “Many firms are capitalizing on less-costly communication channels, such as webcasts and videoconferences to facilitate project management and information-sharing between remote parties.”

As a manager or coach, it’s your job to help people reach higher levels of performance. It’s your job to reach inside yourself to find the interest, words and passion that encourage others to tap into their potential. It is your responsibility to give the kind of support, guidance and feedback that changes lives.

To do it well, you must have genuine respect for the individuals you influence and a sincere desire to contribute to their growth. Your intent determines whether what you say or do is discouraging or affirming.

Successful feedback validates what others have done well and guides them in the direction they need to go. It’s not a once-a-year conversation; it’s an ongoing dialogue that motivates behavior and inspires excellence.

So why do most managers wait until the end of the year to give feedback to their employees? What is it about our business culture that inhibits immediate conversations about what’s going on and what can be done better?

Part of the problem is that today’s jobs are increasingly knowledge-based, technology-oriented and isolating. We aren’t used to having straightforward conversations about disagreements and performance challenges. As a result, managers need, more than ever, to have the ability to influence others and create cohesive teams. To be successful managers, we need to give and receive feedback at the time it is warranted.

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