One example of effective Redirection Feedback comes from US history. I often read this to my military graduate leadership students so they can relate to real world application.
Executive Mansion
Washington, January 26, 1863
Major General Hooker:
General.
I have placed you at the head of the Army of the Potomac. Of course I have done this upon what appear to me to be sufficient reasons. And yet I think it best for you to know that there are some things in regard to which, I am not quite satisfied with you. I believe you to be a brave and a skillful soldier, which, of course, I like. I also believe you do not mix politics with your profession, in which you are right. You have confidence in yourself, which is a valuable, if not an indispensable quality. You are ambitious, which, within reasonable bounds, does good rather than harm. But I think that during Gen. Burnside’s command of the Army, you have taken counsel of your ambition, and thwarted him as much as you could, in which you did a great wrong to the country, and to a most meritorious and honorable brother officer. I have heard, in such way as to believe it, of your recently saying that both the Army and the Government needed a Dictator. Of course it was not for this, but in spite of it, that I have given you the command. Only those generals who gain successes, can set up dictators. What I now ask of you is military success, and I will risk the dictatorship. The government will support you to the utmost of it’s ability, which is neither more nor less than it has done and will do for all commanders. I much fear that the spirit which you have aided to infuse into the Army, of criticising their Commander, and withholding confidence from him, will now turn upon you. I shall assist you as far as I can, to put it down. Neither you, nor Napoleon, if he were alive again, could get any good out of an army, while such a spirit prevails in it. And now, beware of rashness. Beware of rashness, but with energy, and sleepless vigilance, go forward, and give us victories.
Yours very truly
A. Lincoln
REFLECT:
What is the best redirection feedback you have ever received?
How was it delivered?
Providing effective and motivating Redirection Feedback requires planning and practice. It means changing the mindset from the micro level – criticizing an individual – to the macro level – focusing on goal achievement.
Here is a scenario with a model for Redirection Feedback.
A supervisor / leader notices an employee is ignoring customers who try to ask questions.
As the leader responsible for providing Redirection Feedback:
* Start by identifying the organizational objective / goal.
The goal is to make customers feel valued by providing prompt, courteous and accurate information.
* Then identify the performance discrepancy: the difference between what is being done and what should be done.
Employee A ignores customers who try to ask questions.
Employee A should be courteous and prompt in responding to customer questions.
* Ask yourself if the employee is capable of the performance? Have you ever observed Employee A responding to customers and/or answering questions?
Yes, Employee A has done it in the past.
or
No, Employee A is new and we don’t know about his / her training and skill.
* Schedule an appointment with Employee A at the end of the day or shift so it is the last thing before A leaves.
* Begin the conversation with an overview of the objective /goal.
We are committed to making customers feel valued by providing prompt, courteous, accurate information.
* Then describe the performance you observed.
To do that, we need to acknowledge them and be available for their questions.
The last few times I have seen you in the area, it appears you are not acknowledging customers or answering their questions. Is there an issue with this?
* Wait for a response.
If Employee A agrees, ask what the cause of the behavior is and follow up with a Redirection Plan. It may just have needed your meeting about it. Or training might be necessary. Or getting a buddy / mentor for a short time. Or reassigning Employee A to a less interactive area. Or?
If Employee A disagrees, announce you will continue to check to determine if your perceptions are accurate.
* When you get the information, if Employee A is not performing to standards, meet with Human Resources (HR) to plan future actions.
* Call another meeting with Employee A to discuss the consequences of continued non-performance per HR guidelines.
IMPORTANT!
To assure it is a Feedback LOOP, end each meeting with the following request.
“Would you please summarize our meeting?”
DO NOT omit this piece. And immediately make notes on the meeting, called MTF (Memo to File) or whatever your HR guidelines suggest.
APPLY:
Identify a few performance issues that need your attention.
Plan to address it by filling in the blanks:
I will approach Employee B about______________________
on _______________(day) at ______________(time)
I will prepare for that by _________________________________
I will say:
The objective is _________________________________________________
My perception of your performance is______________________________
I think Employee B will respond in the following way:
__________________________________________________________________
I will wait for a response, then move forward with a discussion.
I will follow up with HR as needed.
I will end with support statements like:
_________________________________________________________________
Be Specific – Give Sticky Feedback
https://www.youtube.com/watch?v=l-X62-9vphc
