Conscious Leadership Feedback Conversations for Remote Teams
How to conduct review conversations that lead to greater engagement and success
One of the key aspects of conscious leadership is shifting into a more coach-centric position with those you lead. This means instead of considering yourself a “manager” or “supervisor,” you approach every employee relationship as would a coach: absolute commitment to their success, an attitude of humble confidence, drawing out their best, and engaging in Socratic-style conversations to foster learning and growth.
Coaches also provide a valuable resource to those they coach: authentic feedback designed to reveal blind spots or limiting beliefs. Not every conversation with an employee will include this kind of feedback, but more often than not, employees seek this kind of leadership feedback.
Some studies show that especially among younger employees, there is a deep desire for more timely (weekly or monthly) feedback so they can continue to grow, learn, and flourish. After all, that’s what work is really about: sharing our talent with the world while continuing to learn, grow, and flourish. As a conscious leader, consider how you can begin offering this type of feedback for your teams.
For a remote team, it’s even more important to have regular, intentional conversations that provide valuable feedback to team members. If possible, set a weekly video or phone call with each employee to talk about what they’re working on and how you can support them. Set aside some time for some professional development topics to discuss and coach them through.
Many organizations conduct more formal professional development or review conversations. As part of my coaching, I offer an Energy Leadership Index 360 assessment, where entire teams can provide valuable feedback for a team member. A mix of regular, consistent feedback with something like a more formal review periodically could be the right mix for you and your team.
If you want to conduct a more formal conversation about professional growth and feedback, here are some things you can do to help conduct a productive conversation via video call:
Set the expectations for the call, just as you would in the office.
Let the staffer know what will be discussed and your intentions for the call. If you can, send a brief agenda or outline of what you’ll discuss. You can even invite them to come with their own questions to discuss. This is also where you set the emotional tone for the call: this is not a courtroom where the employee is being prosecuted. It is a two-way conversation meant to solicit feedback from both parties. Consider sending some questions about your own performance or feedback you’d like on how the team is functioning and what that staffer really wants to accomplish with their career.
Definitely do the call over video.
That way you can see their reactions to what you share. Video is second best to in-person. Phone calls are fine for many things, but having a professional development or review conversation is better via video so you can engage their energy better. Make sure the employee understands why the conversation will be conducted via video: so there is enhanced connection.
Keep an eye out for subtle energy shifts.
This could include where their eyes move, shifting in their chair, change of voice tone, etc. If you sense a shift in their energy or they become uncomfortable, or less engaged, you can ask them for feedback on what they’re hearing or thinking. As long as you maintain an energy of curiosity and support, it will invite more engagement and openness.
Consider the whole person, not just the worker.
All of us have many pulls on our energy and attention throughout the day and over periods of time. An employee could be struggling with a personal issue of which you are completely unaware. That issue may not surface during the conversation, but you can have an inspiring conversation by providing space for the employee to share their hopes and dreams as it relates to their career. What do they really want to accomplish? Is it bigger than your organization? How can you help them achieve that goal while they are with your team?
For conscious leaders, what goes around comes around. Your employee may be more ambitious than your organization can accommodate right now, but it’s guaranteed that if you invest in them and they go on to new ventures, they will not forget the fantastic conscious, coach-centric leadership they received at your organization and it will circle back to benefit your organization in ways you may not even begin to fathom right now.
I will soon be launching a training series for employers and employees to hone their remote work skills. Stay posted for these exciting and timely new courses!
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