How to Build a Culture of Real-Time Feedback

I thought annual reviews worked. I was wrong. Let's face it, the traditional annual review model is inherently flawed. It's a retrospective look at a year's worth of work, cramming recognition, feedback, and development into a single conversation. This approach can lead to a number of issues, such as recency bias, where the most recent events overshadow the rest of the year, and a lack of timely feedback, which keeps people from being able to improve immediately and ultimately, to grow. Even more, this once-a-year meeting can create unnecessary stress for both employees and managers, turning what should be a constructive dialogue into a dreaded event. In my journey with HRuprise, I've seen firsthand how continuous feedback models have transformed workplaces. These models foster a culture of ongoing communication and support, where feedback is given and received in real-time, allowing for immediate adjustments and growth. This approach not only reduces the anxiety associated with annual reviews but also builds stronger, more transparent relationships between team members and managers. Another revelation was the power of aligning individual goals with company objectives continuously throughout the year. This alignment ensures that everyone is moving in the same direction, with clear expectations and understanding of their contributions to the company's success. It turns out, the annual review's once-a-year goal setting is too infrequent to effectively respond to the fast-paced changes most businesses face today. I also underestimated the importance of personal development in the review process. Traditional reviews often focus heavily on past performance and what an employee can do for the company in the coming year. However, they frequently neglect the employee's own career aspirations and development needs. By shifting the focus to include these elements, we not only help individuals grow but also increase their engagement and loyalty to the company. Implementing a more fluid, ongoing feedback system doesn't come without its challenges. It requires a shift in company culture, training for managers, and the implementation of new tools and processes to support continuous feedback. But the benefits far outweigh the initial investment and effort. Companies that embrace this model often see improvements in employee satisfaction, productivity, and retention. So, where do I stand now? It's clear that the annual review model, as it traditionally exists, is outdated and ineffective for the modern workplace. The future of HR lies in creating environments where feedback is continuous, goals are aligned and flexible, and personal development is prioritized. This approach not only benefits employees but also contributes to the overall success and adaptability of the business. In retrospect, I'm grateful for the shift in my perspective. It's been a humbling reminder that the field of HR is always evolving, and so must we.

As many Northeast charters begin summer PD, I've been sharing Summer PD tips I wish I knew earlier (though these really apply to any professional development, they'll have an even bigger impact during Summer PD.) One of my biggest learnings? If you want a culture of feedback, the first step is to have short and sweet surveys (daily for summer PD, weekly thereafter). Most leaders do this. To ensure the survey truly builds a culture of feedback and continuous improvement, I've learned three things: ✅ Ask focused questions. Simply, we get the data that we ask for. Ask both about the content and the general format of PD. For content, a few questions can be: What is one practice you are excited to try?; What is one thing you remain unclear on? What is one thing you know you will need further support on? For format, a simple Keep-Start-Stop can be super helpful. ✅ Review the data with your leadership team- This will allow you to process the feedback, add any additional color based on observations, and design a game plan. This can include differentiating groups, shifting a summer PD schedule or changing up future case studies and role plays to better address where the team is at. During the year, it will help you focus your observations. ✅ Respond to the feedback-It's not enough to make changes to the day based on the feedback. If you are giving people surveys, you must discuss the trends you saw and address these so that folks know they are being heard. Articulate how you are shifting things or if you can't, address where concerns or confusions will be addressed. When folks hear how their feedback is being heard they are more likely to be honest in the future. For concerns or feedback that only 1 or 2 folks have? Follow up individually. The time invested early on will pay dividends later. I know these tips don't only apply to school leaders, though Summer PD is definitely top of my mind. What are your tips and 1% solutions in building a culture of feedback and continuous improvement?

I spend a lot of time in my Northwestern University - Kellogg School of Management leadership classes and in my leadership seminars to executives explaining the importance of providing feedback. While most people will nod in agreement, I believe many do not realize what providing feedback really means. I recently asked an executive if he provided his team with feedback, and he stated, “Absolutely! I sit down with each person once a year and complete the feedback form from Human Resources.” Completing a form from Human Resources once a year has nothing to do with providing feedback. I define feedback as “open, honest, continuous, and transparent.” If someone works for me, there is nothing we will discuss on that once-a-year form that we haven’t discussed multiple times. I believe that it is critically important that each person has a clear understanding of what they do well and what are the areas in which they should focus to be more successful in the future. I believe each manager has the responsibility to develop each person to their “full potential.” And if the job requires more than what the person is capable of achieving, the manager should either find a position in the company for the individual that is a better fit, or help them find a job in another company that is a better fit. If you are wondering how good you are at providing feedback, here is an easy test: If you are good at providing feedback, you will never surprise the recipient of the feedback. You will take the time to set clear expectations and clearly communicate them. If the person is surprised by the feedback, I question whether you set clear expectations. So why do I state that providing feedback is a “moral responsibility?” Very simply, doesn’t every person have the right to understand how they are performing and developing in the organization? If the person has several areas that need development, how can they develop if no one tells them what those areas are? We have all seen situations where somebody doesn’t receive feedback for several years and then is told that they will not be promoted because of certain performance shortfalls. But how can the person develop if they don’t know what the development areas are? Therefore, the more “open, honest, continuous, and transparent” the feedback is, the higher the probability of the person making progress and reaching their “full potential.” You can read the rest of my blog post at the link below. #feedback #feedforward #valuesbasedleadership https://wp.me/p4ONH1-2Uz

Most managers are bad at a critical part of their job... b/c most probably don't think it's their job. 𝐂𝐚𝐫𝐞𝐞𝐫 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭! It's something I frequently think about. And I hope anyone who has ever worked for me feels this. Here are some of the things I do to help develop my team. 𝐖𝐞𝐥𝐜𝐨𝐦𝐞 𝐒𝐮𝐫𝐯𝐞𝐲 When someone joins the team, I send a Welcome Survey that covers work styles, professional development & personal interests. Questions include:  – What impact do you want to have at Crosschq? – What are you most excited to learn in your new role? – What are your career goals in the next 5 to 10 years? – List 3-5 professional skills that you'd like to develop in the next year. – What would make this job especially meaningful and enjoyable? DM me for my full survey. 𝐐𝐮𝐚𝐫𝐭𝐞𝐫𝐥𝐲 𝐂𝐡𝐞𝐜𝐤-𝐈𝐧𝐬 Different than a weekly 1:1, in this meeting, we take a step back to assess how things are going. I'll often pull up the welcome survey to guide the conversation, but it's a chance to ensure:  – They are getting what they need out of the job – The company is getting what it needs from them I'm asking questions like:  – Do you know what is expected of you? – Do you have what you need to be successful?  – Do you feel like your work is having an impact?  – Are you enjoying your work and the people you work with?  – Do you feel like you have the opportunity to do your best work? Then, we spend a chunk of time on career pathing so they know what’s needed to move to the next level. 𝐑𝐞𝐯𝐢𝐞𝐰𝐬 𝐚𝐧𝐝 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤 Any good manager knows they must give frequent feedback, but there's still value in more formal performance reviews. Feedback is something I try to weave into the culture by training my team on how to give & receive feedback. Personally, it's something I'm still working on. 𝐂𝐮𝐥𝐭𝐢𝐯𝐚𝐭𝐞 𝐚 𝐠𝐫𝐨𝐰𝐭𝐡 𝐦𝐢𝐧𝐝𝐬𝐞𝐭 One of the most important things a leader must do is intentionally create their team culture. I believe this is separate (but strongly aligned with) the company culture. The best way to do that: values & operating principles. One of the core principles I always set is continuous learning and a growth mindset. Other things I think about for good career development: 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 Open comm ensures everyone feels comfortable discussing their aspirations, concerns & feedback. 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 Involve other stakeholders/depts to ensure that development plans are holistic and integrated into the broader org strategy. 𝐏𝐞𝐫𝐬𝐨𝐧𝐚𝐥𝐢𝐳𝐞𝐝 Eveyrone is unique. Personalize the plan to suit their specific needs & aspirations. 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 Be open about the business's needs and how they align with individual growth paths, so expectations are clear on both sides. 𝐄𝐦𝐩𝐨𝐰𝐞𝐫𝐦𝐞𝐧𝐭 Allow everyone the autonomy to make decisions regarding their career path, providing guidance and support as needed. What would you add? 

Employee satisfaction is at an all time low. Toxic culture. Micromanagement. Rigid working hours. No wonder it’s so bad. 3 examples of how our company (Level Agency) creates an awesome culture (which has ranked us as the 27th best place to work in the US): 1. Work-Life Balance We've proudly normalized the 40-hour workweek - roughly 15 hours less than the typical agency expects. That includes tracking time to ensure no one's consistently overworking. If they are, there's a discussion: • Why are they putting in overtime? • Are we understaffed? • Are tools lacking? This addresses hidden issues that employees might be hesitant to bring up on their own. Keeps a level playing field. 2. Reacting and Adapting to Feedback A case in point – our parental leave policy. An anonymous question in a Q&A session led us to reevaluate and enhance our policy. This wasn't a top-down decision; it was a response to real, voiced needs. Now upgraded to a 3-month leave, our staff has more children than ever. Our employees are creating families, and I'm beyond proud of that. 3. Diverse Feedback Channels Not everyone is comfortable giving feedback face-to-face. That's why we provide various avenues – from direct conversations to anonymous submissions. Throughout the quarter, employees submit anonymous questions for our town hall meetings. The nature of questions has evolved over time – from numerous to fewer but more intentional. Still, we make sure every voice is heard - each member can provide feedback in a way that's uniquely comfortable to them. Level Agency is constantly sculpting operations based on our team’s feedback. We do it to create a culture where everyone has a say, every opinion matters, and where change is expected and embraced. It's the leading reason we've become the 27th best place to work in the country. How are you improving your company's culture? Drop a thought in the comments below. P.S. If you want to learn about AI, Agency growth, leadership and more, follow me so you never miss a post!