BLOG 1: The Relational Leadership WAY© transforming feedback conversations

 What is this appeal for me about feedback! I’ve reflected on why it became so important to explore more systematically rather than dismiss this topic as a fleeting curiosity. I soon realised it was because I was as dissatisfied as many others about how well it works or - how generally - feedback doesn’t work! Memories from childhood reveal an imbalance in positive:negative ratio. As my  career progressed seldom was I disabused by evidence of progress towards changing this perception. Feedback can feel a necessary evil. One to be endured rather than dedicated time to reflect on performance and aspirations with another who is caring, trusted and genuinely interested in supporting our development. Have we moved on from ‘blame culture’ where learning from unintended errors or heroic risk taking is sacrificed to gratify depleted egos? Sadly not! The only change that seems to have emerged is a later model ‘name, blame and shame.’ No surprise then that ‘feedback’ conspicuously struggles to gain the prized recognition it deserves as a fundamental learning tool. Workplace relationships become fractured by mismanaged development interventions.

The Relational Leadership WAY© framework created from a doctoral research study enables a ‘way of being’ as a recommended cornerstone of relational leadership giving all involved with feedback, the capability to fulfil the anticipated skills profile needed in the current chaotic world of work. It is basically the ‘HOW’ of achieving ‘WHAT’ are productive business relationships.

How we relate is the conduit; the key to effectiveness in relationship management places personal attributes above technical skills. Simply applying ‘tools’ to achieve the quality of feedback essential for satisfying the hungry mouth of progress can be insufficient. The pressure to improve performance linked to coping with the complexity and ambiguity of the working environment is a challenge in today’s competitive market. The inherent obstacles of doing more with less will likely increase with the anticipated changes in demographics of five generations being employed in the workplace. Developments in this digital age add to this uncertainty.

Read more blogs in this series about how this framework helps both givers and receivers of feedback to make a difference in performance and improve and sustain the quality of relationships at work by visiting:

Websites: www.liselewis.com + www.blueskyinternational.com

Contact: lise@liselewis.com + lise.lewis@blueskyinternational.com

LinkedIn Profile: linkedin.com/in/drliselewis-8171453