Page 16 - index

RECEIVING HONEST FEEDBACK FROM OUR TEAMS,

OUR COLLEAGUES, AND OUR SUPERVISOR CAN

PROVIDE THE IMPETUS AND THE OPENING TO

FURTHER CONVERSATION ABOUT HOW WE ARE

CREATING OUR RELATIONSHIPS WITH OTHERS.

the belief that one is competent and capable of achieving one’s Engage in generative listening
goals. Fear of receiving harsh criticism discourages leaders from
encouraging employee voice, and these authors suggest this may Listening generatively means listening together for patterns and
be particularly true for leaders who are new to their role. Fast et insights. By linking and connecting diverse perspectives, deeper
al. contend leaders are afraid that inviting employee suggestions questions and more profound understanding can emerge (Brown
will confrm their personal inadequacy. Te result, they suggest, & Isaacs, 2005). Masterful communicators are aware of these
is that leaders end up managing in the dark. many diferent layers in a conversation. Tey are mindful of
what they say and attuned to how what they say can impact their
How do we move forward? relationships with others (Pearce, 2007). To be truly efective
If organizations must balance unity with dissent as a way to in listening to the ideas, suggestions, and opinions of others,
achieve organizational vitality, where does one fnd guidance Hersted & Gergen (2013) suggest that leaders need to be “doubly
on how to productively do this? Te next section provides fve engaged”. Tis means listening for the concrete content, the
practical steps we can take to help us move forward toward a themes, ideas, and proposals that our co-workers ofer, while
healthier organization. attending to the relational process: how we relate to each other,
rate trust and respect, and understand and acknowledge our
Re-imagine our role as facilitators of dialogue
shared values.
Examples of classic command-and-control images of leaders with
“power over” others can still be found in business, government, Build trust and respect
and higher education. Raelin (2012) suggests that leaders spend Since suggesting improvements that challenge the status quo
too much time persuading and infuencing others to accept the can be risky, employees need to feel sufcient trust in their
leader’s point of view and mobilizing employees to take action. leaders before expressing their concerns and opinions about
He proposes that leaders need to re-imagine their role and learn how to improve things (Gao, Janssen, & Shi, 2011). Leaders
how to become facilitators of dialogue. To foster mutual learning, who genuinely and actively invite, encourage, and welcome
deep understanding, insight, and collaborative action, he suggests suggestions for improvements and who listen and respond
leaders must shif their focus to “power with” others. Engaging positively to their employees’ concerns send a message that
people in dialogue allows an exploration of the beliefs and mental employees can make valuable contributions. By building trust,
models that may enable and constrain action. Raelin suggests that leaders can foster the voicing of concerns and suggestions (Gao
through dialogue we can fnd innovative solutions. et al., 2011). Creating a space where another person’s voice may
be heard demonstrates respect (Hinman, 2008).
Move beyond self-protection by seeking feedback from
diverse sources Create a climate of psychological safety
Feedback from others develops the ability to step outside of A climate of silence will prevail if employees believe that it is
one’s assumptions and move beyond self-deception and self- futile or dangerous to speak up (Morrison & Milliken, 2000).
protection. Working with an executive coach and seeking Te antidote to this is to create a climate of safety which is
feedback through the use of 360-degree assessments are two characterized by mutual trust and respect. Amy Edmondson
ways that leaders can seek honest feedback from others and (2012) emphasizes the crucial role that leaders in the middle play
bring to light limiting beliefs and self-protective behavior. in creating a psychologically safe environment, one in which
Tese strategies alone, and especially in tandem, are powerful employees feel more comfortable to speak up, assume personal
tools that can help us to grow on the job. Tey require that we responsibility, and learn and work collaboratively. Her research
embrace our vulnerability and our fallibility, as well as recognize demonstrates that employees are more likely to speak up if they
our strengths. Receiving honest feedback from our teams, our understand that there is an expectation in the group to do so.
colleagues, and our supervisor can provide the impetus and the Te role of the immediate supervisor is crucial in setting the tone
opening to further conversation about how we are creating our for interactions in a work group or team, and signalling whether
relationships with others. or not it is safe to speak up (Edmondson, 2012).

16 LEADERSHIP Vol. 20.3 Winter 2015

Client: The Chair Academy Job: CHAIRAcademy_Journal_20.3 winter 2015 Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • goldfshcreates@q.com