66: Empowering Your Ops Team with Clear & Effective Feedback

Find the full transcript at yourfuturerealized.com/66.

Adam seemed like the perfect leader for a tech start-up: visionary, problem-solver, and a great team motivator. But as year-end neared, some cracks started to show. Adam had trouble giving feedback and often avoided it altogether. When he did give feedback, it was using the classic 'sandwich' approach:

"Your attention to detail is great! It would be good if you could start being more proactive. I’m sure that you’ve got what it takes to get us on track!”

His approach was too vague and ineffective. With a crucial OKR falling behind, rolling out new project software, Adam was at a crossroads. He felt like he was walking on eggshells and told me:

"I don’t want to make things worse by saying the wrong thing."

In this episode, you’ll learn how Adam upgraded his approach to feedback to retake the reins with his team. 

Transcript

Adam seemed like the perfect leader for a tech start-up: visionary, problem-solver, and a great team motivator. But as year-end neared, some cracks started to show. 

Adam had trouble giving feedback and often avoided it altogether. When he did give feedback, it was using the classic 'sandwich' approach:

"Your attention to detail is great! It would be good if you could start being more proactive. I’m sure that you’ve got what it takes to get us on track!”

His approach was too vague and ineffective. With a crucial OKR falling behind, rolling out new project software, Adam was at a crossroads. He felt like he was walking on eggshells and told me:

"I don’t want to make things worse by saying the wrong thing."

In this episode, you’ll learn how Adam upgraded his approach to feedback to retake the reins with his team. Find the full transcript at yourfuturerealized.com/66.

Hey Ops Execs,

Embracing Change: A Leadership Mindset Shift

As a leader, there’s no getting away from the need to give feedback. The best advice I’ve ever received about it is that: 

“Being clear is being kind.”

This means being honest and straightforward, especially when the conversation is tough.

During our collaboration, Adam recognized his discomfort with giving tough feedback, and how that affected his leadership.  He also knew that long-term growth was more important than short-term comfort. In true Adam fashion, he set a goal not only to become comfortable with giving feedback but to really great at it.

Discovering the Power of the SBIR Feedback Tool

To get rolling, Adam learned about a feedback formula, known as SBIR. It’s a simple, structured approach that stands for Situation, Behavior, Impact, and Request/Recommendation. This proved to be a game-changer, giving him a clear framework for delivering feedback that is both constructive and actionable. Here’s how the it works:

1. Situation: Describe the situation.
2. Behavior: Point out the behavior.
3. Impact: Show the impact of the behavior.
4. Request/Recommendation: Give a clear request.

Real-Life Examples of SBIR in Action

I’ll share three examples of how Adam applied this feedback formula. Maybe you’ll hear something you can incorporate in your conversations today. Be sure you listen for the formula!

During a hectic project cycle, Adam addressed one team member’s work habit like this:

• Situation: "For the last project deadline, your final report was submitted two days late."
• Behavior: "I noticed that you delayed even starting the report until the day before it was due."
• Impact: "This delay caused a bottleneck for the rest of the team, which affected our overall timeline."
• Request: "Please start earlier on the next one so we keep the project on schedule."

Did you hear it? The Situation, Behavior, Impact and Request? It was clear and specific.

Now listen to how Adam encouraged another of his team members:

• Situation: "In our weekly team meetings, there was an opportunity to suggest improvements to the workflow."
• Behavior: "I noticed you didn’t contribute any suggestions."
• Impact: "We need your insights in order to succeed here."
• Recommendation: "Please come prepared to share your ideas in the next meeting, because your perspective will help us innovate further."

Here’s one more example, where Adam stepped in to address breakdown in a critical cross-departmental project. This is what he said to a colleague:

• Situation: "In the last phase, there was a communication gap between the operations and sales teams."
• Behavior: "I noticed that you didn’t attend the scheduled inter-departmental meetings."
• Impact: “This meant critical information was left out, and it delayed our project."
• Request: "I’d like you to participate in future meetings so both of our teams stay aligned."

Build Confidence with Prepared Feedback

Giving effective feedback is a good mix of thoughtful planning and courage. To make sure his feedback was effective, Adam planned it in advance, writing it out so he was clear and concise, even practicing it beforehand so it flowed off his tongue naturally. The preparation made a world of difference in his confidence and how the meetings went.

And here’s a pro tip:  Stop speaking once you've made the 'Request' and resist the urge to apologize or qualify your feedback!

For more on how to inspire action and improvement in your Operations team, listen to episode 42, “Elevating Your Ops Team’s Performance from Mediocre to Great”. Find it at: yourfuturerealized.com/42.

Today I’ll leave you with this question: What fears are holding you back from giving honest feedback, and what will it take to overcome them?

You can’t stop the chaos, but you can change the game.