One of the most effective ways to ensure that feedback will be accepted and lead to positive change is by ensuring that the managers delivering it are perceived as trustworthy. Managers can establish their trustworthiness by developing workplace climates that encourage feedback. To create this climate, managers must:

Screen Shot 2015-08-12 at 7.13.26 pm*Make feedback a priority. Both positive and corrective feedback should always be framed as an ongoing process that aims to improve the entire organization. The idea that every employee should always know how he or she is doing should serve as a foundation to the organization’s culture. To establish this, managers must set visible examples of feedback on a regular basis and be open to receiving feedback from their colleagues.

*Give positive feedback publicly. Another effective way to build a culture of frequent feedback is to acknowledge positive performances frequently and publicly. This can help quell some of the anxiety surrounding feedback by demonstrating to employees that it is ultimately about personal development. Additionally, the more managers acknowledge good work with positive feedback, the more employees will trust the credibility of their corrective feedback.

*Empower everyone. A culture of feedback requires the participation of everyone, not just people in leadership positions. To make sure that all voices are included in the feedback process, managers must always address challenges in a group context. Employees should not be punished for identifying areas that need improvement. Instead, they should be encouraged to work together to develop solutions. Another key ingredient to a culture of feedback is having clear expectations for teams, goals, and ongoing assignments.


About anubhamauryawalia

Contact us at 919818446562, Anubha, a Trainer, Facilitator & OD&L Professional is a prolific Human Process Interventionist, created PRISM Philosophy, ( Prepare. Respect. Implement. Share. Maintain) carries 18 years of rich experience have worked with top of the line blue chip organizations like Honeywell, ICICI Bank, Moody ICL Certification were she was heading ODL, Trainings & Quality verticals. Her areas of expertise include human process intervention, Organisation Development, Change engagement Learning, Team building, POSH and Quality implementation. She is Consultant as Change Engagement & Learning for OD and delivers corporate training programs at national and international platform and First lady from India doing research on FOLLOWERSHIP. She is the Self-Discipline Strategist who relates profound truths coupled with humorous anecdotes empowering professionals to conquer their apprehension. Her work involves direct observation, real time feedback, experiential learning and coaching following Andragogy principles. Self-directed and self-motivated, Charismatic and persuasive, with the ability to rely on logic and facts to support her positions. In times of pressure, tend to be objective in her approach and direct in her communication. Naturally, optimistic, you seek out the possibilities in life. Her creativity and ability to solve problems are some of her greatest strengths. This paired with drive, vision, and methodical approach allows her to create new opportunities, keeping her experiences fresh and exciting. Preferring to develop new ideas rather than maintaining systems already in place. Bold person, whose character is marked by originality, expressiveness, generosity, determination, and a keen eye for details Natural born communicator and an adept social navigator, often others will sit by, engage new people or invite others in to make them feel at home. With a talent for creative reasoning and big picture thinking, she is a great innovator and are typically seen this way by others. Her energy and forward thinking can generate a team-oriented environment, helping to accomplish goals by motivating others, while creating an atmosphere that is fun and exciting.

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