The Franklin Covey organization and it’s staff professionals are great at laying out the facts on leadership techniques, issues, and solutions. Scott Miller (part of Franklin Covey) simply discusses, in a recent Association for Training and Development Magazine, the role of first-level leaders in Employee Engagement.
I found his points to be ‘right on’; here are some key thoughts:
“Franklin Covey defines first-level leaders as people leading a team of individual contributors who themselves have no direct reports. This first-level leader position has become a linchpin and leverage point in most organizations due to the unprecedented collapsing of management layers. In fact, the vast majority of frontline employees report to this position.”
“The first-level leader has significant impact on retention, engagement, culture-building, and the execution of corporate strategy.”
Scott goes on the point out a new Franklin Covey study; “which found a dramatic gulf between great and average first-level leaders—and the gap is growing. Simply put, great first-level leaders act differently and as a result are much more likely to achieve positive outcomes and collaboration.”
Here are other key findings are from the survey study:
Receiving and Seeking Feedback
Fifty-five percent of average leaders withhold critical feedback because it’s uncomfortable, compared to 40 percent of great first-level leaders. And 22 percent of average first-level leaders are very comfortable receiving critical feedback, compared to 45 percent of great first-level leaders.
I agree, to receive feedback, you have to convince others you are open to it, genuinely want it, and are willing to act on it.
Leaders who sincerely want feedback create safe conditions for their peers, boss, and direct reports to share insights about their strengths, weaknesses, and blind spots.
There are four points to be mindful of:
1. Make it your brand to consistently and proactively ask people to share feedback with you.
2. Ask questions. Takes notes. Request specific examples so you can clarify when you’re behaving in a particular way, positively or negatively.
3. Do not dispute or dismiss the feedback. Don’t defend yourself. Listen, thank the giver, and think about the feedback.
4. Act on the feedback. If you want to make it safe for others to tell you the truth, they have to see that there is no retribution or downside.