More than ever, we are thinking about how to plan for the unknown. The five emerging forces, as identified by Stephen Covey (2022) bring to the fore the ongoing global changes impacting us personally and professionally. These forces are:
1. The nature of our changing world. As a global community, we are guided by massive technological innovation and expansion and are now reframing our being, doing, and relating.
2. The nature of our work has changed resulting in an emphasis on cognitive needs to meet workplace requirements rather than the ‘hands-on’ physiological fulfilment of the past.
3. The nature of the workplace has changed. Consideration is given to the type of work we do and where we do it. Hybrid, flexible, interconnected workplace models lead the way to the ‘new’ working ideology.
4. The nature of the workforce has changed. More than ever our workforce is more inclusive and diverse; multiple generations are working together and of course, the value of the paycheck is measured against quality leadership and workplace culture, opportunities for growth and value contribution.
5. The nature of choice has changed. With the increase in technology, more options are available to employers and employees.
With the impact of this fast-changing global growth, the question that begs to be asked is how do we keep up? We all know that our qualifications and training are quickly superseded by new information. So, keeping up means engaging in a lifelong learning philosophy. It also means we must get clear about the feedback we need to assist us in effectively growing and meeting the nature of the varied, global emerging forces.
Quality feedback is never about judgement. When done well, it is a powerful process that invites reflection on specific aspects of the role. Quality feedback is a focused and honest learning conversation that helps us to improve our knowledge, skills and understanding.
We need to help those who give us feedback to let them know how we like to receive it. Not everyone appreciates a standard ‘sandwich’ feedback model. Work with your line manager to get the feedback you need. Explain what works for you. Consider the following:
1. Timing – frequency of feedback meetings
2. Consistency – agree on a structure for feedback delivery
3. Priority areas – select no more than three areas
4. Communication mode – What is your preference?
5. Use of evidence – What data supports the feedback?
Regardless of the changing nature of the factors that impact our personal and professional lives, we can control how we receive feedback to help us mitigate the fast-paced challenges of our world. So, when will you have the conversation about how you would like to receive feedback?