The Power of Honest and Caring Feedback
This week, I’ve had several conversations around taking responsibility or making excuses.
These discussions have highlighted some crucial points that I believe are essential for any leader or manager striving to build a high-performing team that I want to share with you.
First and foremost, honest and caring feedback is indispensable. It’s not just a nice-to-have; it’s a necessity. If someone on your team is underperforming, it’s your responsibility to let them know and help them improve. Conversely, if they’re doing an excellent job, they deserve to hear that too. Effective feedback, both positive and constructive, fosters growth, trust, and a culture of continuous improvement, without it you will struggle to grow.
I also want to address what I believe to be a common excuse that I often hear from both managers and employees—the phrase “I don’t want to micromanage” or accusations of “that’s micromanaging.” This is frequently an excuse for avoiding the real work of managing. Managers use it to dodge their responsibility to guide and support their teams to do things the way the organisation needs them time in the time frame it needs to be done in, while employees use it to avoid doing the job they are paid to do the way the organisation needs them to be doing it.
Let’s be clear: asking someone to perform a job in a specific way and within a particular timeframe is not micromanaging; it’s management. Teaching someone how to do a job correctly and providing them with feedback is part and parcel of effective management. What crosses the line into micromanagement is standing over someone’s shoulder, offering constant, trivial instructions, and critiquing every minor detail once they’re already adept at their tasks. This is an approach that stifles autonomy and growth, yet effective management is critical to an effective organisation.
Similarly, leadership and management are often conflated, with some using “leadership” as an excuse to avoid the nitty-gritty of management. Leadership involves setting the vision, defining goals, inspiring, and motivating the team. It’s about the big picture and the future. On the other hand, management is grounded in daily operational oversight—looking at the numbers, evaluating performance, and having those crucial conversations when things aren’t going as they should.
A true leader doesn’t shy away from managing and understands the difference. They master both realms—providing inspiration and vision while also managing performance and guiding their team towards success. Combining leadership and management ensures that your team knows the destination (the “why”) and the best path to get there (the “how”).
So, if you’re a manager or leader, embrace your role fully. Don’t use excuses to avoid difficult conversations or necessary guidance. Your team needs both your visionary leadership and your hands-on management to thrive. Honest conversations about responsibilities, coupled with thoughtful and constructive feedback, can catalyse personal and professional growth.
If you know someone who wants to step up to the plate, put them in touch. It’s time to move beyond excuses and step into our full potential as leaders and managers.
Follow me on LinkedIn, Facebook, Twitter or YouTube or get in touch.
0 Comments