Getting comfortable giving and receiving feedback is one of the most valuable endeavors you can undertake for success – not only in business, but in everyday life. Despite the value of feedback, we fail to spend time learning and practicing this incredible tool. Despite the value of effective feedback, it remains the most underutilized tool in the business world! This is because feedback is also the most misunderstood and ineffectively applied tool in the business world.

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Founder’s Syndrome is a term to describe the difficulty organizations or companies face when the founder(s) strives to maintain control or a disproportionate amount of power and influence. Founder’s Syndrome can prevent an organization from growing and transforming when external factors and internal needs require it. The same characteristics that gave the founder the energy and focus to get the organization off the ground can also hold the organization back when Founder’s Syndrome is at its peak.

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My personal definition of joy and abundance is the ability to feel the full range of my emotions and then, when I am ready, to bring myself back to center. This is not something I just knew how to do. I realized that the inability to feel my emotions and then come back to center had wasted a lot of time. And in some situations, it caused me to create drama and chaos in my life where it was unnecessary.

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One-on-one check-in meetings are one of the most valuable ways a boss and employee can spend time together. However, often that time is wasted because there is no prep and planning. Without preparation, both parties are directionless. The meeting wanderers around but isn’t very productive.

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Whenever clients use the word “micromanaging”, they almost spit the word out as if it was venom in their mouth. Micromanaging itself is not a bad thing. In fact, it has very appropriate applications. Micromanaging turns problematic when it is used to comfort the supervisor rather than develop the employee. 

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Being a human who is consistent and predictable in your leadership and communication brings comfort for those around you. When you are the one who brings comfort, you also bring great value to any team or group. Healthy predictability shows that people can count on you to be steady, honest, fair, curious, and empathetic. When you are predictable, in a healthy way, people can count on you to set and hold clear boundaries, and hold yourself and others accountable.

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​A common story that I hear is when a valued employee resigns because they’ve accepted an offer with another organization – but they didn’t leave because they were unhappy. In fact they love their work. But they don’t see any opportunities for professional growth and development.  When the employee hands in their resignation, the current manager often says, “But we see you as someone with leadership potential! We had plans for you for the future.” The employee is surprised. They had no idea that they were being thought of in this way.

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​We all have experienced relationships that are damaged by miscommunication. Some of these relationships are ones that you might be happy to just let go. But sometimes there is a relationship that you miss and wish you could repair. Repairing and rebuilding damaged relationships is a choice. The process of rebuilding a damaged relationship can be a bit uncomfortable but it is often worth the effort. 

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Today I am talking about what to do when you’ve given someone feedback and they’ve successfully made a change, but then they regress back to the old, undesirable behaviors after a few months. There are two parts to my approach. The first is what to do when the regression happens. The second, and perhaps more important part, is how to prevent regression from happening in the first place.

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Today I am discussing the idea of holding people accountable for “professionalism” at work. I purposefully put the word “professionalism” in quotes because it is a loaded topic. This is part two in a series highlighting the top three topics that came out of that meeting and some solutions and helpful strategies. Part one which was last week focused on how to give feedback in ways that are heard and people can take action. 

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