By Michelle Simms

Ask the top toy company how they know what toy will grab the attention of children and they’ll tell you…we go directly to the source…the kids.

Ask the automobile industry how they design a car that will sell and they’ll tell you the same thing, we let our customers design what they want individually…choice is everything.

Ask a manager how he knows he is a good manager and…

Well if you’re asking Vineet Nayar, CEO of HCL Technologies located just outside New Delhi India, he’ll tell you to look on the company’s intranet where his grades along with the managers’ grades are published for all employees to see. In addition, HCL had developed is an online “smart service desk” where employees file complaints. 

However, this is not your typical IT complaint ticket process. Traditionally, a person would fill out a complaint ticket and it is sent to the IT department. Next, the complaint would be answered by the IT person and then the ticket is closed, making the assumption that the problem was handled. 

With Nayar’s employee system he has added a couple of twists; the complaint is read personally by Nayar, posted for other to see and then is closed only by the employee that submitted the complaint…assuring satisfaction.

Nayer’s management philosophy “employees first, customers second” has had a dramatic effect on turnover and employee satisfaction in his company. As a result, executives globally, from some of the largest companies, and professors from Ivy League business schools are taking note.

The idea is a simple one and one that is working in a variety of industries; if you want to know what “they” want …ask “them.”

Leadership is a relationship with people…and is found everywhere not just at the highest levels of organizations or society for that matter. Success in leadership, success in business, and success in life has always been and will continue to be a function of how well people work and play together.

Servant leaders are concerned with empowering the employee rather than dominating them. Trust is established through being honest and open, keeping action consistent with values, and showing trust in followers.

This type of leadership inspires others to become leaders. Leadership is also self-development. Just as the engineer has computers; a painter has canvas and brushes; a musician has instruments, the leader has self-development. 

In a survey conducted by the Center for Creative Leadership, 72 % of respondents indicated social skills as the most essential factor to business success.

How can your company get strong long-term performance from your people? Consider implementing a process that includes;

Commitment to the Growth of People – Commitment to personal and professional growth of human capital is the cornerstone of success. One of the most challenging tests is for the leader to acknowledge the importance of growth and development for each and every individual in the company. 

The leader can provide on-going learning by developing structures, programs, and activities where everyone can grow. Most importantly, a leader understands and accepts the need to create self-awareness, even when it disturbs more that it comforts.

Listening – Traditionally, leaders have been valued for their communication and decision making skills. Leaders must reinforce these skills by making a commitment to listen intently to others. They, identify the will of the group by listening receptively to what is being said and what is not said. 

Servant-leaders promote work environments where individuals can be accepted, authentic, honest, listened to, and productive. They understand that the organization’s potential is based on how well it helps people reach their capabilities.

Building Community – Leaders seek to identify a means for building community because they understand that people work best in communities. The leaders are actively involved in the life of the community modeling personal skills, setting examples, and developing everyone’s comfort level with a participatory approach to community efforts.

Creating Commitment – Leaders recognize that productivity emerges from commitment not control. People work best when they try to accomplish valued missions. It is passions for important purposes that bring out our best. Leaders are those who champion meaningful visions and encourage people to commit their best to achieve them. 

Persuasive is the preferred mode of influence. Decisions are reached through collaboration and open communication. Effectiveness is developed through enabling others to act. People should be directly involved in the discussions about the needs and direction of the community.

The collective intelligence always is far more superior than any one person’s idea. This model of leadership encourages individuals to step up on their own initiative because they see it as a worthy objective. 

There is a deep belief in the unlimited potential of each person and that it is the role of the leader to invite, develop, and encourage this valuable resource. Use daily challenges as opportunities to develop the judgment and decision making capacity of everyone.

Author bio
Copyright Michelle P Simms, personal development coach. Her ideal client is not defined by a specific profession, but by the passion she has to grow personally and professionally. At http://www.SimmsInternational.com Michelle works with women from all around the globe.

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By Michelle Simms

We all receive some sort of feedback in our lives, on or off the job, everyday. How we receive it, however is an extremely important adaptive skill; our success at this skill seems to be linked to our past experiences. 

If such an experience was painful or humiliating for us in the past, we are likely to resent receiving feedback.

In contrast, if we felt a certain amount of acceptance along with criticism in the past, we will tend to be less anxious and defensive about the process. It’s through feedback that we can "see ourselves as others see us."

Feedback is the lifeblood of performance in the workplace. According to research, providing feedback is an effective way to motivate employees to learn in training and increase the effectiveness of goal setting. With some tasks feedback occurs naturally.

For example, in baseball, a batter receives feedback on his swing by seeing how hard and far the ball travels. For other tasks, however, judging the correctness of a behavior without feedback is difficult. 

For example, you complete a project for you boss and he grunts at you or worse yet, never comments on the quality of the project, leaving you to wonder if you are meeting the company’s expectations.

Feedback is so important that it can have a profound positive effect on job satisfaction and reduce turnover.

A final consideration for feedback concerns what type to give. Research and common sense agree that positive feedback should be given when tasks are performed correctly. Praise provides an incentive to continue correct behavior.

To be most effective, negative feedback should be delivered by focusing on the behavior and should be accompanied by specific suggestions for how the individual can improve performance.

Because of the importance of feedback in the workplace, the process is likely to have some psychological and emotional effects on the person receiving the feedback. A balance must be maintained between giving too little and too much feedback.

An individual will not learn if too little feedback is given. However, too much or overly detailed feedback causes frustration, slowing down the learning process.

Feedback is constructive when it is given with the goal of encouraging and reinforcing positive behavior. For feedback to be effective, it must be given when individuals do things properly, not just when they make mistakes. Here are some tips for effective feedback.

- Identify the behavior and focus on it rather than the person’s personality. For example, if someone is often late for work, you might say, "In the past two weeks you have been late 6 times" rather than "We are tired of your lack of responsibility and commitment to your job."

- Explain how the behavior is impacting others. For example, "When you arrive 10 minutes late, customers get angry because there is no one to help them. When other employees cover for you, it causes them to get behind on their work, resulting in them missing part of their lunch break or being forced to work overtime."

- Ask the individual for suggestions on how the behavior can be changed.

- After arriving at a solution, together you should set a specific goal. For example, they could agree that the employee be on time everyday for the next week.

- After an agreed upon time, the two of you should meet to see if the goal has been met and to set new goals.

The basic question is what to do with the feedback we receive. Some people deflect it, deny it, explain it away, or in some other way try to protect themselves from the potential impact of the feedback they receive.

One’s personal goal ought to be focused on developing the capacity to stay open to feedback especially, during those moments when you are feeling defensive about the feedback. The defensiveness is a clue that you are about to learn something very important about yourself.

A person who is highly practiced in this skill will frequently solicit feedback from supervisors and work colleagues as a way to learn from mistakes and to make changes.

Author bio
Copyright Michelle P Simms, personal development coach. Her ideal client is not defined by a specific profession, but by the passion she has to grow personally and professionally. At http://www.SimmsInternational.com Michelle works with women from all around the globe.

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You are welcome to reprint the article but please respect the copyrights of the author by publishing the article without any changes to the title and content. Articles must be published "as is",  include the authors bio, and agree to make all links available with no syntax changes .

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