Ever since she got out of training, Lisa never really knew if she was doing a good job. The few times she’d received feedback from her supervisor, it was negative. In one instance, it was constructive to know she’d made a mistake while creating the call, but the way the criticism was offered was pretty rough. The general feeling among employees at the center was, “You better not screw up, or you’ll get in trouble.” Fear permeated the organization. Gossip and the rumor mill was strong.
Exceptional leaders foster meaningful exchanges
Lisa’s experience is not unique. Little feedback, poor communication, and a lack of empathy seem to be the norm. And not just at the comm center. Such challenges persist in many organizations across a wide variety of industries. Leaders at exceptional workplaces, however, choose to use a better way. By exploring this better way of communicating feedback and adjusting our approach accordingly, we can insure that dedicated team members excel in a job they find challenging, yet deeply meaningful.