Why Giving and Receiving Feedback Matters for Your Team’s Development — and How to Do This Well31/10/2022
In this article, we explain the benefits of effective feedback for employee and team development and why it is an important tool for leaders. We also debunk some commonly-held misconceptions and explain how to go about providing helpful, constructive feedback for your team using tools such as Johari Window and CEDAR framework.  picture by Gustavo Fring on Pexels. “Feedback is the breakfast of champions.” Do you see feedback as important to the development of your team? Are you comfortable giving feedback to your team — the good and the bad?
How do you react when you’re given feedback on your own performance and behaviour? You might not realise it, but feedback is critical in a business environment because your employees need and want feedback in order to grow and improve. According to one survey by Gallup, 69% of employees say they would work harder if they felt their efforts were recognised through feedback. However, according to a poll commissioned by Interact, 37% of managers say they are uncomfortable giving feedback, and 21% avoid giving feedback at all when it’s negative. The truth is we all want feedback, but none of us really want to hear it when it’s difficult, so providing your team with clear, constructive, actionable feedback is an important skill for leaders. It’s also important that you’re able to handle receiving feedback yourself and taking it on the chin when it’s not what you’d like to hear. This way, you can be an example to your team by using feedback positively and constructively. Feedback is valuable. It helps you learn more about yourself, your strengths and weaknesses, and how your behaviours and actions affect others. It also helps your team get along better — something to bear in mind when you consider that 60-80% of all organisational difficulties grow from strained inter-team relationships rather than individual lack of skills or motivation. Scheduling in regular cycles of feedback within your team dramatically increases their capacity to respond, adapt, and learn. Other benefits include boosted engagement, motivation, and confidence, which drive and encourage your team to perform at their best. In 1965 psychologist Bruce Tuckman's theory described how teams move through several stages in their development, known as forming, storming, norming, and performing.In this article, we’ll explain what each stage involves and how you, as a leader, can best support your team through each of these phases.  Understanding Tuckman’s Team Development ModelIs your team struggling to work together? Are they holding back, clashing or underperforming? Can they ask each other for help? Do the same enthusiastic voices speak up in meetings? Are people able to be authentic with each other or do they seem disengaged? Have new starters changed the dynamics or have recent leavers affected team confidence? If you're experiencing any of these challenges, you may be wondering how can you help your team collaborate, work together better and become a more successful and high performing team. Tuckman's theory (sometimes known as Tuckman’s Ladder) is something that we refer to all the time, it shows that as your team develops, it moves through four stages: forming, storming, norming, and performing. By working through these stages - which may not happen in a linear way - your team members will be able to build more effective relationships and become better able to collaborate with each other. As an added benefit, your leadership style will become more collaborative too. Why Tuckman’s Model Still Matters for Teams TodayDespite having been around for over fifty years, Tuckman’s theory of team formation is still a solid and relevant explanation of team development and behaviour.
The simple truth is, building successful teams is hard - things change all the time, and people and their feelings are not always straightforward. As a leader, you may find yourself in that position for different reasons, not necessarily because you’re skilled at managing or building teams. So leading a team is an important skill to master. Tuckman’s model can help you gain an understanding of how individuals naturally come together in a team. It helps you figure out their motivations and inhibitions, and also the challenges that you, as a leader, need to help them overcome. |
Author & CuratorNigel Berman is the founder of School of the Wild. |
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