Just Like American Idol

I’m about to “go on.”  The assessors/judges are in the back of the room looking both ready and kind of bored. 

I try to ignore their presence as I remind myself that I’m ready.   My stomach’s clenched.  I try to relax by breathing deeply.  To further calm my nerves I continue to talk to myself,   “This is no big deal.  I’m ready.  I do this all the time.   I’ve practiced.  I know what I’m doing.” 

My assessors give me the nod and tell me to start.    I step to the front of the room and address the participants,

 “Thank you for being here today.  I’m excited about what we’re going to accomplish…”

My 30-minute sample facilitation for certification as a professional facilitator goes by in a blink. I’m relieved.  It’s done.  Now it’s time for feedback from the judges.  

Wow, it’s like my own version of American Idol, but for facilitators and consultants.

After the process is complete – I’m happy to be awarded the “title” of Certified Professional Facilitator (CPF).   But it’s not the CPF title that thrills me…mostly I feel proud of my willingness to voluntarily put me through this process.   I feel proud of reaching a new level of expertise.  I feel more confident about my abilities and I know I’m becoming more polished and professional every day. 

I gained valuable insight from this certification process.   In fact I gain similar insight from every consulting engagement because my clients are always assessing what’s on target and what could be improved.   My progress and growth as a consultant, and as a human being, has definitely been accelerated by all of the feedback I receive day in and day out.

It seems somewhat similar to the progress you see from American Idol contestants.   (I have to admit – I watch every week.) Recently country singer Kellie Pickler was a guest on the show.  She waltzed onto the stage like a seasoned professional – she emanated confidence, talent and ability – she looked the part, played the part and came across as a talented pro.

Just two years ago she was in Albemarle, Alabama serving hamburgers and hotdogs on roller skates at the local fast food joint.   Her father was in jail, she lived with her grandfather and I’m not sure she’d ever been out of the state.  

 How does someone go from fast food waitress to opening act for Rascal Flats and confidently performing on American Idol in front of 31+ million viewers, emanating style and confidence, in two short years?

Watching this kind of transformation, of everyday people, is fascinating to me.   While I know the big machine of Hollywood is at play here – I believe the key reason these young performers can excel and become more of who they’re capable of becoming so quickly, is due to the focused practice and effort required of them, coupled with ongoing and regular feedback from mentors.

Feedback is crucial to expansion, growth and performance improvement.  However, most of us are not comfortable giving or receiving feedback.  I notice that people are either too nice (like American Idol judge Paula Abdul).  They offer only encouragement, which over time can come across as fluffy, vague and not very helpful.    Or they take the opposite approach, they’re so direct and focused on what is wrong (like American Idol judge Simon Cowell) the recipients of the feedback feel stung, insecure and begin trying really hard to please the person giving feedback, instead of focusing on improving their performance.   Both extremes are hard on most people and not as helpful as it could be.

If feedback helps people improve, and it does, we must get better at giving it and receiving it.  Using surveys to get and give feedback can help your organization get better at the process of feedback.  As the level of feedback and interaction improves, individuals, teams and entire organizations make course corrections more quickly.
Surveys that can be used within an organization to develop an organizations ability to give and receive feedback include: organizational/climate, team effectiveness, team development, post training support,  360 feedback readiness, 360 feedback, pre- and post- course skill expertise and customer satisfaction.

When using surveys there are seven key steps an organization can take do to ensure a successful survey experience:

1. Communication

    

   •  Explain to all people who are getting and giving feedback why it is being done. Share: Why it’s important to the organization, the department, the team and the individual or entity receiving the feedback.   (If you can’t effectively share the “why” in all of these areas you’re not ready to conduct a survey).
   • Explain to all people who are getting and giving feedback specifically how the information will be used and who will be seeing the results. 
2. Process. Use a service or system that assures anonymity to all raters.  In 360 degree feedback make sure you have 3-5 raters for each category  of raters (ex: direct reports, peers, customers)
3. Training. Provide instruction to all raters on how to give helpful feedback.  (See our High Performance Feedback: Must-Have Behaviors list, below)
4. Sharing Results Effectively. Make sure feedback consultants, the people reviewing survey results with individuals or teams, know who to give effective feedback.   They should model the behaviors found in our must-have behaviors list.
5. Sharing Results. Communicate the final survey results to all raters – provide a summary or share all the details.  Your choice.  But you better share something with them…they took the time to give feedback; they deserve to know the results.
6. Do Something With the Data. Get raters involved in helping you close the gaps revealed in the survey.   If it’s an organizational survey or a more personal 360 feedback report – get the raters involved by letting them know what areas are being focused on for improvement.  Ask them to share their observations when they see progress or when things are not improving.
7. Process. Make feedback a part of your culture – survey often, formally and informally. Measure and communicate improvement.
   Once a survey is completed someone must convey the results to the subject of the survey, either a group of executives, a team or a person.   Here’s how to give high performance feedback.

High Performance Feedback:  Must-Have Behaviors

“The leader of the past was a person who knew how to tell.  The leader of the future will be the person who knows how to ask.”  Peter Drucker.

My assessors for facilitation certification did not demonstrate many of these must-have behaviors for giving feedback.    Perhaps they felt as though they needed to ‘extra tough’ on all of us.  Perhaps they’re just like many of us, struggling with their role as assessor, judge, coach and mentor.  

They took the Simon Cowell approach with us.  Their non-use of these must-have behaviors made the process much more stressful and challenging.  I did well and I’m glad for the process…however, I now know more clearly than ever before how important it is to give feedback effectively.

Here’s the list of behaviors great feedback ‘consultants, judges, assessors, coaches, mentors and leaders offer:             (*Note:  PBC = Person being coached)

1. Demonstrate that you care
   1. Do not hold feedback sessions when you are tired, irritable, cranky and/or stressed-out.
   2. Tune into the person in front of you – eliminate distractions such as: cell phone, computer, people coming in and out.
   3. Listen Aggressively
      1. Definition:  To hear with determination and energetic pursuit, demonstrating a desire to understand. 
      2. Behaviors:   lean forward, good eye contact, don’t interrupt, ask questions.
2. Cultivate and share a positive belief in yourself and the PBC*
   1. Use 3:1 sharing ratio (3 positive insights, to every 1 course correction) – as defined by Gallup Organization.
   2. ALWAYS, ALWAYS, ALWAYS ask the PBC* his/her opinion or thoughts first…
      1. Example. “Suzie what do you think you did well?  What would you improve?”
      2. Good questions:  WWCD – What happened? Why? Consequences? What would you Do differently?
3. Address behaviors, not personality
   1. To stay objective – only share what you see and what you hear.
   2. Eliminate emotional statements, such as  “You always”,  “You never”
4. Close with confirmation of next steps
   1. Ask PBC* to review next steps with you.
   2. Schedule a time for follow up.

John Quincy Adams said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” 

Demonstrate that you care, share a positive belief in people, address behaviors and confirm next steps, simple, powerful steps all great leaders own and embody. Benefit from the power of feedback – share, receive it, grow and expand.

With feedback, growth and expansion occurs.   Surveys help ensure feedback and communication.

You never know maybe you and your organization will be featured as the most progressive and/or model for all others, in your industry.  

Your own version of American Idol.

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