A client recently asked me, “How do we create a culture of feedback?” That question took me back to the following story.
I was the HR Director at a large conference hotel. We had a team of employees known as banquet housemen whose job was to clean, set-up and tear down the hotel’s many function rooms. It’s a very physical job which involves moving tables and chairs in and out of storage areas, setting rooms to precise specifications, and cleaning those rooms so that when you arrive for your meeting the room looks terrific down to the last detail. Banquet housemen, therefore, are deployed all over the hotel, and they work odd hours (so that you can dance until 1:00 AM at your awards banquet, and some other group can start their meeting in that very same room at 8:00 AM).
The banquet housemen team was suffering from low morale and high turnover. We tried several interventions/strategies to improve the situation, but nothing worked. It came to pass that the supervisor left, and we hired a guy named Frank to replace him. And Frank taught us something.
After about a week of assessing the situation, Frank created at short form performance evaluation. With a stack of these forms on a clip board, he’d randomly pop in to a room where a couple of housemen were working, he’d watch them work, and then he’d complete an evaluation on each person and hand it to them. He did this every single day.
The first 30 days, turnover was even worse. But within 60 days moral was very high and turnover went to almost nothing. The evaluations clarified his expectations and provided feedback so people knew the degree to which each person was meeting them. So creating a culture of feedback has the potential to bring about serious improvements.
These housemen needed the evaluations because there was no measurement system in place. A measurement system is the absolute best way to provide objective and helpful feedback. But for some jobs it’s difficult implement a practical measurement system. In those cases, frequent, candid feedback from a coach is very helpful.
These days, because almost everybody has a smart phone, it’s easier to get feedback from end users. In my story about the banquet housemen, today we could ask meeting attendees to answer one or two questions on their phones about the room set up. Or we could just ask the meeting planner. Or both. The point is we have options we didn’t have back when Frank was operating. These ratings would constitute measurements by which we could evaluate performance.
In my experience, when individuals or teams are given this kind of information, they make adjustments on their own. But there are plenty of times when the team doesn’t know what to do differently to improve their scores. That’s where the coach comes in. The right coach will … um … coach people as to what they should do. The measurement system will tell everyone whether it worked.
If you communicate clear expectations, implement a system to measure success, and provide frequent, candid feedback, you’ll establish a feedback system that works.
P.S. There’s one more very important thing. I once heard a client say, “Around here continuous improvement means constant criticism.” Feedback has to have some balance. Make sure you’re not just focusing on what’s wrong. Make sure you’re reviewing successes and high points, with the intent to figure out how to repeat those performances.
Thanks for reading. As always, I’m interested in your thoughts.