CCMA09: Giving Effective Feedback

— Sarah Zaug, The Wedge, HR manager

There was plenty of discussion which led to some worthwhile take-aways.  Such as:

• Supporting the GM/Link – This role is difficult and lonely.  We often see and hear that Lori is stressed, overworked, and working looong hours.  How can we better support the Co-Manager filling this role?  The better equipped that individual is the better their products will be, and that has some very clear and obvious payoffs for the board.  ”Lori, do you have the support you need?”  And if the answer is, “No”, then what can we do?  How?
• From the perspective of giving performance feedback to the Link, we can/should treat internal monitoring reports (IMRs) as an ongoing mechanism for performance appraisal.  If all year long IMRs are approved easily and quickly, when it comes time to do the Links performance review, we should have little to no feedback to give.  Or only positive feedback.  We ought to keep track of comments and discussions that occur during reporting (thank goodness for minutes!), and we should be giving direct feedback all the time!
• When it comes time for the staff to evaluate the Link, consider using an outside 3rd party to collect and compile feedback that can then be presented to the board.  Using the link as the channel for staff input of the Development Mgr. can be problematic.  From the boards perspective.
• Finally, a shout-out to emotional intelligence in all performance appraisals.  Basics like, providing positive feedback as well as constructive, seperating the person from the job, etc. are all well and good, but without the ability within oneself to recognize emotions and process those accordingly, the evaluation can (and will) become messy, painful, and damaging to the organization.

Thanks, off to “Is it Art, or Linkage?”….