Seeking Professional Feedback in a Virtual World

If you are like me, nearly all of the feedback you have received over the years relative to your performance on teams has been face-to-face.

For some of you, a lunch conversation with a colleague may turn to: "How do you view Sam's leadership of our team? I'm concerned that we don't have really clear targets and timetables; at this pace, we will never fulfill the project deliverables. I'm not sure what to say or do."

Variations of that conversation take place routinely, and in a high-functioning team, the next step in the conversation might be for these two team members to strategize as to how they can best talk with Sam. How can they give him feedback in a constructive manner, in a setting that is conducive to an open, confidential conversation? A casual lunch with Sam might be in order.

Fast-forward to our more virtual working world. Lunch with Sam may not be feasible. You and Sam may not live in the same geographic city or state, or you may be working from home. "Live," face-to-face conversations may not take place in our World of Zoom.

We offer two straightforward reminders.

First, how is the team doing?

Don't dispense with the regular team effectiveness tools that you employ when meeting face-to-face; in fact, ramp them up. Standard debrief questions at the end of every 3-4 meetings might include a simple "plus/delta." Plus = what is working well? Delta = what can be improved? In the chat room or via virtual whiteboard, the team can list those ways of working that are enhancing the team's performance, and those that are inhibiting performance.

Feedback is not directed at individual team members at that moment, but rather how the team as a whole is doing. For example, "we seem to set detailed agendas, but then get wildly off-track after a few minutes; how can we stay focused?" Or, "the team really seems to work well when we break out into smaller working teams; it is a welcome break from the long Zoom meetings we often end up having with the larger group."

Commit to strengthening at least one of your "Pluses" and addressing how to improve at least one of your "Deltas."

Second, how am I doing individually on this team? What can I do better?

This can be as simple as: "What am I doing that is helping our team perform well together (a strength)?" Or, "What could I do to improve my contributions, to impact the team's performance more positively (an area I need to improve in)?"

Note: a key to a productive exchange of ideas is learning how to use, offer, and receive feedback constructively. For some great ideas, consider referring to Stone and Heen's work, Thanks for the Feedback: The Science and Art of Receiving Feedback Well:

"Those who handle feedback more fruitfully have an identity story with a different assumption at its core. These folks see themselves as ever-evolving, ever-growing. They have what is called a growth identity."

Also, consider taking more formal, robust steps in gathering feedback for yourself.

Employ a more structured Multi-Rater Assessment that provides feedback from peers and your supervisor, along with yourself. There are a number of tools on the market, but you might especially check out The Catalyst Effect. Their assessment tool provides a valuable snapshot of strengths and development needs relative to specific team behaviors. The opportunity to identify development goals and action steps with a certified online coach is an added feature of this tool.

For more personality focused instruments, you might consider Hogan, DiSC, EQ, or MBTI.

The key point is to remember to ask for and provide constructive input to your team and team members over the next several months. The opportunity to connect with others as well as to continue your personal development can continue virtually. It is key to your engagement with and connection to your team(s) and your organization.

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Go virtual, not dark.