Gallup’s Post

Gallup's research makes sense. One reason why these gaps exist is due to lack of self-awareness and effective communication (for team members and leaders alike). Both are critical capabilities team collaboration and effective leadership. Our leadership development and coaching programs are all about self-awareness and developing strong leadership practices. And in doing this we support leaders to build psychologically safe, trusting teams where giving good feedback up, down and across happens naturally. Go to www.theclc.com.au to find out more about how you can work with us.

🔍 Bridging the Gap in Recognition and Feedback: A Leadership Insight from Gallup 🔍 As #Leaders, it's vital to address the #disconnect between our #perceptions and those of our #team members. 💡 Nearly 60% of managers believe they recognize their team well, but only 35% of employees agree. 📊 The gap widens with feedback: 50% of managers say they provide weekly feedback, yet only 20% of employees report receiving it. Leadership Tips: 💡Be #Visible: Publicly recognize achievements. 💡Regular #Checkins: Schedule frequent feedback sessions. 💡Seek #Feedback: Ask your team how you’re doing. 💡Invest in #Training: Enhance your leadership skills. 👀 Learn more about improving your leadership effectiveness #startnow to #changemindset and #rethink to #createimpact - #Leadership #EmployeeEngagement #Feedback #Recognition #TeamDevelopment #HRInsights #LeadershipDevelopment

Have you openly asked your team for feedback recently? Or more importantly, have you given it? Knowing your strengths can help you bridge the gap. Reach out if you’d like to learn more about how you can change the statistics and be a better leader.

The disparity in recognition highlights a critical disconnect where many managers believe they are acknowledging their team's efforts adequately, but a significant portion of employees feel undervalued. The feedback frequency gap underscores a substantial communication issue, with employees perceiving far less regular feedback than what managers claim to provide, indicating a need for better alignment and transparency. Bridging these perception gaps requires managers to engage in more consistent and meaningful interactions, ensuring their recognition and feedback practices genuinely resonate with their team members. #team #feedback #peoplemanagers #leadership #collaboration

If perception is reality then these are two very different realities...

How good are you with providing feedback when people do good work? How do you know? A huge gap exists between what managers say they are giving, and what employees say they are receiving. (59% of managers say they are doing a good job of recognising individuals and teams, but only 35% of employees agree)

Despite our best intentions as managers, our efforts to recognize and provide feedback may not be hitting the mark. Explore the surprising gaps between what we think we're doing and what our teams actually experience. At Potential2Thrive.org, we specialize in bridging these perception gaps. Let us help you create a more connected and engaged team through tailored strategies. Reach out to us to transform your managerial approach, learn how to leverage your strengths and uncover how your blind spots might be holding you back. Become the best version of yourself and have the transformative impact your team needs to succeed!

Afraid of giving feedback? The worry often revolves around how it'll be received. Negative feedback can easily be misinterpreted, leading others to think we don't like them. To navigate this, understand each individual's preferences for feedback. Simply ask, "How would you like me to give you helpful feedback?" This simple step can save time, reduce anxiety, and alleviate stress in communication. To learn more about bridging the gap between leaders and employees and a new approach to employee performance reviews, explore arbingersea.com

This is another interesting insight from HBR. building a culture in which each employee manages to grow and develop is not that easy and performance reviews are part of the process. HBR findings demonstrate that employees desire feedback that focuses on their individual growth and development, rather than evaluations that compare their performance to that of their coworkers. Furthermore, by highlighting how their performance has changed over time, organizations can offer what employees want: personalized treatment. To this end, performance evaluations must also carefully reflect the specifics of the role held, and evaluate performance in relation to the structure and objectives of the team, and in a broader sense, those of the company. For some roles, perhaps both temporal and social parameters can be considered to arrive at an accurate and fair review.

65% of employees desire more feedback from their leaders. They want to know how they are doing in their role, how they could perform better, and if they are meeting expectations. So why do so many leaders avoid employee feedback and reviews? My latest article at the link below provides you with evidence, motivation and practical tips to transition your team and practice into a thriving operation. https://lnkd.in/g9aKpKMe