YOUR BUSINESS: Ashok Nalamalapu

Honest feedback will improve the quality of lives and work

By ASHOK NALAMALAPUIn this ever-changing world, it is crucial for us to continuously learn and improve ourselves. The way we are perceived by others often can be different than what we had intended. So, it's important to obtain feedback from the people who we work with to determine how we are meeting their needs.,

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	photo Ashok Nalamalapu
	ABOUT THE AUTHOR Ashok Nalamalapu is president of iCST, a computer consulting and services company in South Portland. He can be reached at ashok@i-cst.com; www.i-cst.com or by calling 772-6898. To top of story

In this ever-changing world, it is crucial for us to continuously learn and improve ourselves.

The way we are perceived by others often can be different than what we had intended. So, it's important to obtain feedback from the people who we work with to determine how we are meeting their needs.

Jim Parker, general manager of Anthem Blue Cross and Blue Shield of Maine, told me that he asks the people who report to him, "How am I doing? Am I helping you to get your work done? How could I be more effective?"

When we initially receive feedback, we may be surprised or even hurt. If this happens to you, don't worry; you will get over it. If you want comfort, listen to your friends. If you want to grow, listen to your critics.

Analyze the information provided by your team. Identify the three important areas to improve in the short term. Come up with a specific plan. Write how you would measure progress. Set a target date.

Choose a person to observe you and get honest feedback regularly. Implement your plan and do a survey again after three months on the areas that you chose to work on.

Giving feedback to team members is even more important.

"Feedback becomes the shepherd dog that keeps those sheep from straying off," Parker says. "It helps everyone keep going in the same direction. Sometimes it allows us to say: For the work we need to get done, you are not the right person."

Parker adds, "In a small, well-functioning team, where we have a personal relationship, it is easy to say: You know what? We really are not doing that well." He suggests using "We" instead of "You."

"People who really want to do a good job want to know how they are doing, especially if they are motivated to get great results," Parker says. "One of my team members asks me continuously, 'How am I doing?' When I say - 'You are doing a fabulous job here, let us focus more on this,' he will say: 'Great, thanks.' The next day, he comes back with what I asked for!"

Some people like to receive positive feedback in public and some in private. Most people do not like negative feedback in public settings. Understand recipients and give them feedback in a way that they can receive it, appreciate it and not resent it.

Give feedback as close to the performance being discussed as possible, Parker says. Don't let it sit for long. Feedback works much more effectively when you set expectations at the front end.

Many people hesitate to give positive feedback, fearing that a team member may not work as hard or may expect a salary raise. However, we all crave positive feedback. Knowing that we are doing a good job gives us a sense of job satisfaction. So, look for opportunities to praise and celebrate.

Dale Carnegie said, "Praise the slightest improvement and praise every improvement. Be hearty at your approbation and lavish in your praise."

Feedback doesn't have to be formal, Parker says. "When I am walking around the building, I will stop and talk with different people. The words we choose can be powerful to motivate and energize the people around us."

In the formal feedback process, invite your team member for a meeting. State the purpose of the meeting. Give both strengths and areas to improve.

Keep the team member involved in coming up with solutions. Ask questions. Listen more and talk less. Do not beat around the bush. Get to the point and talk about the problem area. Together set goals that are specific, measurable, attainable, relevant and time-specific.

Show confidence in that person. Follow up and evaluate the process that you both agreed upon. Parker says, "Keep the feedback on action or behavior, not the individual."

Recognize that you might have contributed to the result by asking, "Was there something about the direction I gave you that made completion of the work difficult for you?" Parker suggests. "For people who don't give feedback, all you have to do is ask. Feedback is not easy. You get better at it, as you do it."

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