Strategy Survival Guide

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There are clear differences between good and bad feedback: Good feedback Bad feedback Content • Discusses content, process, values • Highlights positives • Highlights deficiencies with specific and tested guidelines for improvements • Is incomplete • Ignores positives (a classic violation of psychology) • Is a witch-hunt or a blame-placing session (With no training or improvement offered; no opportunity for growth) Direction • Is a two-way street (hence 360 degrees • Is one-sided • Domination by one party • No opportunity for alternative views Process • Is conducted in an environment befitting the goal: mutual understanding and improvement • Is not a surprise • If there is a big problem, it must be discussed beforehand • Is hostile • Is personal • Is defensive • Contains content which is completely unexpected Certain behaviours can help ensure feedback is valuable: Giving Feedback Receiving Feedback 1. Provide information intended to benefit the receiver 2. Use “I” statements - own your observations and perceptions 3. Be concise and specific 4. Describe the behaviour - avoid using labels 5. Describe the impact of the behaviour (so what?) 6. Suggest improvements 7. Ask for feedback as well as giving it 1. Make it safe for others to be honest with you by: • Welcoming the information, even if critical • Listening - not defending or justifying • Asking questions, defining the information that will be useful to you 2. Offer a summary of what you hear 3. Acknowledge agreement where appropriate; make note of questions 4. Take some time to think about what you hear - then decide how to respond 5. Offer a different view if it is constructive It is useful to formalise the feedback process so that it can more easily feed into annual performance reviews. Capturing feedback at the time of the project will mean that it won’t be forgotten or lost when the formal review process commences. A feedback form should ask questions such as: • Who is the provider of the feedback? • Who is the subject of the feedback? • In what context has the provider been working with the subject? • What are key strengths that have been observed? • What are key areas for development? • Any other relevant comments? Strengths • Effective team management is crucial to the overall success of the project. Weaknesses • Can be time-consuming and is often neglected for this reason, particularly mid-project when the detailed analysis is being undertaken, often to tight deadlines. Strategy Survival Guide – Strategy Skills Page 62
Giving & receiving feedback In Practice: SU Local Government Project Informal feedback The team leader frequently gave informal feedback to individual team members. The feedback was oneto-one, perhaps over a cup of coffee, and provided a chance to chat about recent performance. Particular importance was attached to praising good performance whenever this had been demonstrated, but the sessions also provided the opportunity of talking through areas where improvement could be made. Team members could request informal feedback, or the team leader could initiate the brief meeting. Informal feedback was often prompted by a team member finishing a particular piece of work or stage of analysis. Informal feedback usually lasted between 5 and 20 minutes, though the final length reflected the particular circumstances of the discussion. Formal appraisal The team followed the required process for formal appraisal. This involved mid-year and end-of-year appraisals based on the objectives set at the beginning of the project. The appraisals involved the team leader talking the team member through their strengths and development needs as measured against their objectives. Team members had the opportunity of discussing the feedback and asking questions. The appraisal took into account feedback from other members of the unit with knowledge of the team member’s work – to get a greater understanding of their all-round performance. Strategy Survival Guide – Strategy Skills Page 63
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Strategy Strategy Survival Survival
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Strategy Survival Guide Version 2.1
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Building an Evidence Base 113 Data
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A Framework for Strategic Direction
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These four components need to be co
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Page 50 and 51: Recruiting a team In Practice: SU G
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Page 56 and 57: WHY ...are you telling me this? SO
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Structuring the thinking - Creativi
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in The Magenta Book) are rigorous m
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• Avoid asking the same question
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Expectations can be shaped by a num
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Collecting data - Surveys In Practi
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Collecting data - Interviews & focu
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Step One: Define the problem explic
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• Are the units correct? Step Sev
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Analysing data - Modelling In Pract
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The Five Forces Framework can be us
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References Structure, Conduct, Perf
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Symbols • What language and jargo
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• Put a contact name, telephone n
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Learning from others - Internationa
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4. Functional Benchmarking or Gener
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Strengths • Quantitative forecast
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3. Bring drivers together into a vi
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Scenario development In Practice 1:
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Scenarios used in the Strategy Unit
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groups at random. In other words, t
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events. There are a number of diffe
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Multi-criteria analysis In Practice
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Cost-benefit & cost-effectiveness a
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For further material, see the Ratio
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Compelling vision for action - the
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Designing an implementation plan In
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Creating Public Value http://www.nu
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National Statistics http://www.stat
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Driver trees 97 Econometric modelli
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management 17, 20, 27, 34, 45 outpu
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Strategy Unit, Admiralty Arch, The
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Strategy Survival Guide

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