Feedback is something that is typically never in oversupply, even in the best of times. Since the economic downturn began, many firms have operated in crisis mode, cutting staff and other expenses in order to survive until markets return. With layoffs, remaining managers and executives are stretched to lead ever larger staffs. Compounding the problem of greater numbers to manage, many managers are uncomfortable giving or receiving feedback when additional layoffs or reorganizations are possible. Additionally, Leadership development activities at many firms have also been reduced as budgets are trimmed. The likely result of this “perfect storm” is that just when feedback is perhaps more critical than ever before, we are experiencing feedback “drought.” Why is feedback critical now?
- Some behaviors are on autopilot. When organizations are challenged with new problems that demand new approaches and solid leadership, managers and executives need to be fully cognizant of their behaviors.
- One’s self-assessment, especially on interpersonal impact, maybe off target. In challenging times, interpersonal behaviors are magnified, for better or for worse. Some ineffective behaviors that are overlooked in good times may not be tolerated now.
- Ramp-up time is shorter than ever before. As organizations and goals are restructured, the time for demonstrating impact is yesterday. Getting off on the right foot and making adjustments quickly is essential for leader success.
What should executives and managers do now?
- Know yourself better than anyone else. Ask for feedback from peers, subordinates, managers and customers on a frequent basis.
- Leverage your strengths, but don’t overdo it. Too much of a good thing is not good. Think of the “team player” who is not independent enough to challenge his peers with new thinking.
- Know what’s required now and in the future. Check and recheck on what is expected of you and your team.
- Share this with your team. Do it now.