The core of personality
Basically, one assumes that man has a largely invariable core, which is called a personality and which constitutes the individual. To this end, man has a set of abilities. This refers to equipment-based prerequisites for the provision of services.
Underperformance is understood as the acquired or acquired shares of the benefit. There are a number of other terms, preferably also in English. The essence, however, remains the same: We assume that man has a constant core that makes him and which we have to deal with with respect.
What people can change
In addition, there are shares that can be learned and changed, without the core of the person changing or changing. From the point of view of developmental psychology, this is certainly a discusative, because very simplified view, but it proves to be extremely practical for the world of feedback.
Basically and by definition, feedback is possible and useful for what someone is doing and for what someone can actually change, but not for how someone is. Of course this is only seemingly separated, but is sufficient for a pragmatic consideration.
Fundamental is the respect for the personality of the employee, which you can not comment on with feedbacks, evaluate and assess and certainly not change.
Such alterations, which unfortunately are not infrequent, and which are among the most dramatic errors in leadership, we are happy to demonstrate with the deliberately contemptuous term "Therapie light".
He wants to brand that the field of personality work has nothing to do with leadership and that it is brutal and irresponsible to try to mess around here. Apart from the ethical dimension, you immediately and almost inevitably put people in resistance if you try to understand them in the sense of the supposedly necessary personality optimization.
The clear steps of resonance feedback provide easy help. Anyone who adheres to this will work precisely on what can and should be dealt with in the sense of leadership.
Feedback in Leadership Context
There are a number of different focal points in the work of a manager. Communication is of course significantly involved in most of them and feedback plays a role in a great many. Depending on the area of work, managers are more or less concerned with ensuring that their subordinates advance. Feedback processes are often seen as central.
In general, feedback is used to inform the employee about how their performance is viewed, and finally, feedback is useful, which reconciles the cooperation on both sides. “Stay away from those who are trying to lower your ambition. Small minds always do that, but the really big ones make you feel like you can grow up yourself! ” Mark Twain (author, * 1835 † 1910)
Overview: Main application fields of feedback in leadership context
- Feedback on work and performance
- Feedback in the context of the employee's incentive
- Feedback that replicates the collaboration
In addition to these three large groups, there are, of course, feedback during the training period (acquisition or refinement of skills or skills) and feedback in the context of team development, meeting feedback and feedback in the context of conflict management and, and, and. In the more detailed description, we restrict ourselves here to a large extent to the three fields mentioned above.
Human image: The employee as a plasticine?
In all three areas (performance, advance, co-operation), it is about making available to the employee perceptions that he himself can not have and which can generate resonance.
Especially in the management context, there is a widespread idea that people have to change, in the direction of the boss Company it is asked for. This is often called development and linguistically reminds a little of unwinding the unfinished human being.
“We are still coaching ourselves”
We would like to point out once again that this is a strange and possibly questionable human image. You hire an employee, because you have decided that it is the right person. It is the right person, with the right personality and the right equipment at skills and abilities.
As soon as he starts working, you start working to develop in the direction desired by the company (whoever that is). You coach him here and there… (Treat yourself to the irritating experience of listening to conversations between executives and employees, for example on the sidelines of management training. Quite disturbing! An exemplary highlight: “We are still coaching ourselves.”)
Respect for the individual
In all euphoria about feedback (and in companies about personnel development and learning processes), the respect for the individual must always be based on the realistic and fair handling of change requirements and changeability.
Resonance feedback provides hints for a careful process that allows for reverberation. To what extent the feedback taker draws consequences from this, is alone his decision.
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