Getting feedback ... 2 tales ...

There is no doubt that feedback helps organizations progress. But your approach to how you obtain feedback can in itself send a powerful message. In the same day in Singapore, I had 2 very different experiences, on the subject of getting feedback.

In Changi airport, I walked through check-in, immigration and got to the gate in 6 minutes. But that's kind of standard there. In these 6 minutes, I got 2 times the chance to give feedback: on the service of the immigration officer, and on the guy who keeps the restrooms clean (see one of the touch-screen images). One tap of the finger, each time. While I was sitting at the gate using the free WIFI that is everywhere available, an elderly lady approached me and asked if she could ask a few things about my satisfaction with the airport. In about 8 minutes, we cruised through probably 60 questions. Using her iPad, sweeping through different screens, she very deftly noted my answers with her iPad notetaker. I discovered questions about things I didn't know existed at the airport. When we were all done, she gave me a free pen.

A global organization I worked with that same day told me about the mega-employee-satisfaction-project that was going on. It looked like this was the single and only priority for the HR folks I met. It also seemed to be seen as a pain for everyone else. The previous satisfaction survey had been done 4 years ago. There seemed a lot of stress, hour-long phone calls with global teams, tight schedules and deadlines. Each country seemed to say that they needed something different than the global team was imposing. Strangely, nobody expressed interest or anticipation for the actual result, either from 4 years ago, or for the same for this survey. In fact, the focus and energy all turned towards the only KPI the management has fixed to the project team: a 100% employee participation. There was a sense of dread for those country managers who would not be able to get feedback from each employee, and therefore not show a 100% score !

When I finished with the old lady at Changi airport, I jokingly told her: "Don't change anything, everything is perfect already !" She replied: "That's why keep on asking you ...". Changi airport is ranked #1 in the world. I have a suspicion that their approach to getting feedback ... constant, simple, friendly, smooth ... is part of the reason.

Do you relate ?

The Mindgym (www.themindgym.com) just this year issued a very interesting white paper on leadership. Now, there are hundreds of articles on leadership ... every day ! So what is special about this one ? The first key difference is that this list of 7 key talents of exceptional managers is based on a  review of the literature in the field, so it is rooted in research and not just about someone coming up with a nice thought in the shower.

The 7 key talents of exceptional managers (the Mindgym)

Secondly, the analysis looked for the link of these leadership qualities and actual financial performance of the companies these managers work for. The result ? These are not just 7 nice 'soft skills' to have ... Companies where the majority of managers are evaluated as demonstrating these 7 skills (through 360 degree reviews) have a financial performance that is on average 25% higher than those where managers do not demonstrate these skills.

The reason "relate" is in the middle of the visual is powerful. "Relate" is the ability to develop, maintain and - where needed - repair relationships with colleagues and team members. Not just being friendly or friends with everyone, but having relationships of mutual respect that are the foundation of delivering what is best for the organization. Of all the 7 key talents, "relate" has a multiplier effect. Those managers that possess all the 6 skills on the circle, as well as relate, will do great and be respected by peers and team members at the same time. However, the opposite is true as well: a manager can excel in the skills of execute, innovate, coach and so forth ... yet when he or she cannot "relate", the effect is equally destructive.

So is the capability to relate to others the golden grail of being a successful manager ... ? Something to think about when you plan for your team's training program !