From Women of HR, 11/11/14, Giving Feedback to Managers – Don’t Be Afraid To Speak Up!
Updated: Nov 6
We women in HR definitely have plenty to say about what managers can (and should) do to be more effective.
In fact, we’re often so overwhelmed with what a few of our business or functional managers did and didn’t do, that we don’t know where to start. I have worked in the HR field, as a consultant in the areas of performance management and leadership development, and have plenty of crazy stories about leadership gaps observed by HR generalists–mostly women. These gaps range from legal exposures of all kinds to managers de-motivating, or failing to develop and retain employees. Although the outliers are only a small percentage, most leaders we know could do a lot better at the things we know most about.
After researching and writing a book about workplace feedback, I am giving myself feedback about how I give feedback. Over the years, I have learned a lot.
A few important conclusions:
1. I wish I had been more honest and directive in my earlier days of HR consulting. When leaders asked me to do something that I thought wasn’t such a great idea, I was too accommodating, figuring my role was to “support management” by helping them do what they wanted to do. Don’t get me wrong; I never accommodated anything illegal or immoral. It was more like I said OK to things like training supervisors and low-level managers in a particular leadership skill, but letting the top executives get away with no training, buy-in or evidence of the skill themselves. Later, I pushed back at hare-brained requests and said–“Based on my experience, this won’t work.” My advice:Say what you know, loud and clear, upfront. I promise you, you will be MORE, rather than less respected for it. Of course you will give a business rationale, but don’t hold back your expertise.
2. I need to spend more time coaching leaders, because change is hard.Explaining everything once or twice won’t work. If they are adopting a new mindset and new behaviors, they will need many, many visits with you, to talk through what they are trying, what works, what doesn’t work, and how to address the setbacks. Focus each conversation on one or two things they plan to do differently, not a whole universe of competencies that would require a personality transplant. My advice: Plan a series of many incremental coaching conversations with leaders you are helping.
3. What I know from the HR field is beneficial to business and I need to shout that from the rooftops! People from other functions tend to roll their eyes when the topic of HR comes up. Part of that is something we can change, if we do a better job of linking everything we give feedback on to their specific goals. I used to think that things like performance development and career development had obvious benefits for a leader’s goals, but I know now that I need to explain that linkage in no uncertain terms. For example, a manager’s feedback to employees, done earlier and more often, helps people learn from mistakes and positively impacts the team’s goals. Duh! We need to repeat that and explain it in a way that each leader understands. My advice: Be the one responsible for communicating the linkage of people strategies to business success.
4. I will not always receive an immediate pat on the back for what I recommend, and that’s OK. What I learned is to align my work to my knowledge and experience about what optimizes the business through people. When I have done this, I have actually received MORE kudos than when I agreed with a sub-optimal approach. Whether it was in the area of hiring right, designing a better leadership program, or facilitating a strategy session, everyone got better results when I trusted my expertise. My advice: Be your own positive reinforcement for your decisions and recommendations, and others will follow!
You are a talented leader in your field. Allow yourself to fully contribute to your organization’s goals, through HR!
Published, 11/11/2104, Women of HR