Transcript
WEBVTT
00:00:07.128 --> 00:00:16.986
According to data from Harvard Business Review, 44% of leaders find providing feedback as stressful or difficult.
00:00:18.900 --> 00:00:21.367
Welcome to the Practice of Nonprofit Leadership.
00:00:21.367 --> 00:00:22.449
I'm Tim Barnes.
00:00:22.951 --> 00:00:23.591
And I'm Nathan
00:00:27.943 --> 00:00:37.128
Well, Nathan, I'm excited to be back with you again today and for us to have a conversation around a topic that I think we hear a lot about, and that's the idea of leaders giving feedback.
00:00:38.270 --> 00:00:42.445
Yeah, tim, I'm interested in this topic.
00:00:42.445 --> 00:00:58.433
The data shows that a high percentage of leaders are uncomfortable providing feedback, and I wonder if it's because they're not comfortable in how to do it or if it's like me, where I struggle sometimes with receiving feedback.
00:00:58.433 --> 00:01:10.828
I mean, it's important and we need it, and that's actually what we're going to talk about today, but man, it just seems like something that I don't think I've ever been around anyone who really does a great job with that.
00:01:11.760 --> 00:01:14.510
Well, why do you think then it's so important?
00:01:14.510 --> 00:01:16.126
Why is it such a big issue?
00:01:17.200 --> 00:01:55.965
Well, I think good feedback from leadership provides immense value to staff and volunteers and to leadership as well it's all three by fostering a productive and positive work environment, and I think it clarifies expectations, and when people understand exactly what is expected of them and exactly what the job is or what the mission is or what it is that they're supposed to do, it just makes it so much easier to do a good job, and so I think that's one of the primary things of why feedback is so important.
00:01:56.427 --> 00:01:57.108
Well, yeah, nathan.
00:01:57.108 --> 00:02:16.025
I also think that effective feedback enhances the communication between leaders and their staff, their team volunteers, and it does bring about increased job satisfaction and engagement of those who are involved in our organization, and you know it helps.
00:02:16.025 --> 00:02:31.712
I think it also helps our team stay aligned with our goals and with the and being effective in the kinds of things that we're trying to do, and I think it allows them to be more committed and more effective as we move forward.
00:02:32.675 --> 00:02:33.897
Yeah, for sure, For sure.
00:02:33.897 --> 00:02:41.093
So today, to help with our discussion, we are going to use a real-life example.
00:02:41.093 --> 00:02:50.810
This was actually an example from a few years ago that I was uh thankfully I was not on staff on this one, I was actually a uh participant.
00:02:50.810 --> 00:02:56.147
I was a donor who came to an event and this happened, Uh, and so it was.
00:02:56.147 --> 00:02:56.489
It was.
00:02:56.489 --> 00:03:04.693
It was really interesting to watch, uh, watch this go about, but, um, anyway, so this, so this actually did happen.
00:03:04.693 --> 00:03:22.322
But we're going to use a fictional organization and this organization had this little kerfuffle at an event, and so we are going to describe that issue of what happened and then we're going to work through how to do feedback.
00:03:22.322 --> 00:03:24.788
So, Tim, why don't you introduce?
00:03:24.788 --> 00:03:30.350
We have two staff people, and so why don't you introduce them and what their roles are in the organization?
00:03:31.901 --> 00:03:35.966
Yeah, these are made up names so we're not going to mention any.
00:03:35.966 --> 00:03:40.566
We've changed their names to hide the guilty.
00:03:40.566 --> 00:03:41.328
I think I'm not sure.
00:03:41.348 --> 00:03:41.789
That's right.
00:03:41.870 --> 00:03:53.080
Exactly, no, seriously, we're going to talk about Sarah and John, who are two really dedicated employees at a local animal shelter, which is a nonprofit.
00:03:53.080 --> 00:03:59.753
Sarah is responsible for coordinating adoption events, which is really, really cool.
00:03:59.753 --> 00:04:09.183
It's a chance to adopt animals, while John, he manages the shelter's social media presence and also the fundraising campaigns.
00:04:09.183 --> 00:04:12.711
So we're going to walk alongside Sarah and John today.
00:04:13.360 --> 00:04:14.181
All right, awesome.
00:04:14.181 --> 00:04:26.872
So the method that we're going to use for feedback today is called the STAR method, or the STAR method of providing feedback, and STAR acronym um, s, t, a, r.
00:04:26.872 --> 00:04:35.833
S stands for situation, t stands for task, uh, a stands for action and R is result, uh.
00:04:35.833 --> 00:04:39.747
So those are the, those are the four, or the acronym and the four points.
00:04:39.747 --> 00:04:41.490
So let's get started.
00:04:41.490 --> 00:04:50.714
We're going to go out with first is the situation, and so here's what happened at our, at our imaginary event.
00:04:51.221 --> 00:04:58.293
So there was a miscommunication on the start time of the event, tim.
00:04:58.293 --> 00:05:21.910
What happened was some of the donors and volunteers and people that were going to participate in the event actually showed up at nine o'clock, because that's when the event had been advertised to start at nine o'clock.
00:05:21.910 --> 00:05:30.266
But internally the nine o'clock time was actually the arrival time for staff to start setting up the event and the event internally was not scheduled to start until 10 o'clock.
00:05:30.266 --> 00:05:37.110
So people started showing up and, tim, I know I'm sure in some of the events that you've been part of, you experienced this too.
00:05:37.110 --> 00:05:50.949
If the event starts at nine, you could pretty much figure you got people showing up at quarter, till 20, till you know, maybe even eight, 30, sometimes Uh and the uh let's see how do I say this, tim.
00:05:50.949 --> 00:05:56.004
The the more senior your audience, the earlier they will.
00:05:56.004 --> 00:05:59.690
They will show up and um is that?
00:05:59.790 --> 00:06:00.172
is that an?
00:06:00.172 --> 00:06:01.353
Is that an age comment?
00:06:02.622 --> 00:06:03.024
Nathan.
00:06:03.024 --> 00:06:04.867
Well, it's a something comment.
00:06:04.867 --> 00:06:11.031
It's not uncommon, in some of the events I've done to have people there an hour earlier.
00:06:11.031 --> 00:06:15.403
In this situation I shouldn't laugh.
00:06:15.403 --> 00:06:24.387
It was terrible the people coming to participate, to be part of the event, and staff got there and they were meeting each other in the parking lot.
00:06:24.387 --> 00:06:33.740
Anyway, it was chaos, tim.
00:06:33.740 --> 00:06:41.968
It was because people that were coming, that were that were supposed to be the participants, they were trying to be helpful.
00:06:41.968 --> 00:06:49.805
They saw that, oh my gosh, you know there's a, there's an issue and, and you know I's an issue and I want to help People, they want to jump in and help.
00:06:49.805 --> 00:06:57.711
And so it was like, oh, let me move this table, let me move these chairs, and the staff person was saying no, no, no, I don't want the table there, the table's got to go over there.
00:06:57.711 --> 00:07:01.213
And people are like here, I'll take this, and it's like, no, I don't.
00:07:01.555 --> 00:07:10.189
Anyway, it was it was just it was, it was a, it was a mess, and so that's the, that's the situation that happened.
00:07:10.189 --> 00:07:14.399
So, let's, let's go into a staff meeting.
00:07:14.399 --> 00:07:23.887
So we're going to fast forward a week or so, a few days, and this is a meeting between the executive director and these two staff people.
00:07:23.887 --> 00:07:46.389
All right, and so the first point here, on providing feedback with a star method, is describing the situation, and the key here is that, as a leader, you have to be clear about what happened, and I think sometimes leaders have a tendency to shy away from being direct.
00:07:46.389 --> 00:07:48.423
A lot of people struggle with that.
00:07:48.423 --> 00:07:53.081
That's not a skill set that a lot of people, especially nonprofit leaders, have.
00:07:53.081 --> 00:08:00.461
But in order to fix it, so it doesn't happen again, you have to address the situation and what happened.
00:08:01.644 --> 00:08:05.733
And so, you know, in that situation, you know, I would say something.
00:08:05.733 --> 00:08:40.148
You know, hey, guys, you know we had this event last, uh, last week or earlier this week, and, um, we're, we're here to talk about it and just to just to bear, just to clarify what we're talking about here, guys, is, you know, internally we had a miscommunication between the two of you on when the event was supposed to start, and because of that, we had several potential adoption people, adopters who came in early, and there was a lot of confusion and it was frustrating.
00:08:40.148 --> 00:09:02.048
I know it was frustrating for you, it was for me and it was frustrating for everyone.
00:09:02.068 --> 00:09:04.671
So that's what we're talking to take care of this.
00:09:04.671 --> 00:09:16.397
Then sometimes you can be angry, especially right afterwards, and as a leader, you need to like, and maybe not everybody's the same way, I think.
00:09:16.397 --> 00:09:19.139
I think we have leaders who are like too passive.
00:09:19.139 --> 00:09:28.765
It's like, okay, you know, kind of had an issue, or we have what the heck was going on, you know, and, and so anger shouldn't be a part of it.
00:09:28.765 --> 00:09:42.918
It should be hey, here's the situation and we're going to we're going to talk about that and walk through it rather than trying to find blame for it walk through it rather than trying to find blame for it.
00:09:42.937 --> 00:10:00.006
You know it's really easy for um, you know either either of our staff people you know either Sarah or John to come in to this meeting in a defensive posture and having your having your your guard up and just waiting for someone to say something to to let loose with my defense of what I did.
00:10:00.006 --> 00:10:11.424
And that also goes back, I think also to culture, tim, to where we can make a mistake, and we talked about this on an episode or two ago.
00:10:11.424 --> 00:10:15.537
We can make a mistake and it's not the end of the world, it's.
00:10:15.537 --> 00:10:16.701
Do we want it to happen again?
00:10:16.701 --> 00:10:18.058
No, we don't, but it happened.
00:10:18.058 --> 00:10:20.225
But it's not the end of the world, you know it's.
00:10:20.225 --> 00:10:21.770
Do we want it to happen again?
00:10:21.770 --> 00:10:22.192
No, we don't.
00:10:22.192 --> 00:10:25.416
But you know it happened.
00:10:25.416 --> 00:10:35.402
But it's not the end of the world and we're here to fix it, so that it doesn't happen again, not to not to lay out blame and that starts with you as the leader to have that posture of let's fix it, let's not blame each other.
00:10:35.962 --> 00:10:36.524
So can I?
00:10:36.524 --> 00:10:53.725
Can I just say too, nathan I think, kind of as a side note, no matter even if this activity had gone perfectly providing feedback after something, after an event, it's always good to sit back and say, hey, let's do some.
00:10:53.725 --> 00:10:56.599
After action reporting, let's think about how did it go.
00:10:56.599 --> 00:10:57.400
Let's be honest.
00:10:57.400 --> 00:11:03.549
So feedback doesn't need to have to happen just when things have gone bad or if there's been an issue.
00:11:03.549 --> 00:11:07.841
It should be a regular part of our culture to say, hey, let's let's feedback.
00:11:07.841 --> 00:11:08.543
How did it go?
00:11:08.543 --> 00:11:09.326
What do we see?
00:11:09.326 --> 00:11:10.417
How do we feel about it?
00:11:11.499 --> 00:11:13.102
Yeah, that's an excellent point, Tim.
00:11:13.102 --> 00:11:17.801
You should be, you should be doing these after we're talking specifically events.
00:11:17.801 --> 00:11:20.707
You should be talking about these every, after, every single one.
00:11:20.707 --> 00:11:31.480
And, um, I don't know about you, I don't know if you've ever been involved in an event that went absolutely perfect and absolutely according to plan, but I haven't.
00:11:31.480 --> 00:11:48.004
And, uh, you know, a lot of times things happen and and if we're on staff or we're volunteering, and you know, we see those things and we, we see that you know we didn't have the extension cord plugged in, or we didn't have this, or we ran out of this or this was that.
00:11:48.004 --> 00:12:06.192
And then you, you ask people that attended oh no, I didn't, I didn't even know that happened, and so, um, but there's always something that's that's that's going to happen and, um, feedback after even successful things is pretty important.
00:12:06.192 --> 00:12:06.735
Okay, here we go to.
00:12:06.735 --> 00:12:14.830
Number two is task, and in the task, we're going to explain the specific task or objective that needs to be accomplished.
00:12:14.830 --> 00:12:19.229
So we need to define for staff or your volunteers, whatever they are, is what specifically needs to be accomplished.
00:12:19.229 --> 00:12:23.639
So we need to define for staff or your volunteers, whatever they are, is what specifically needs to be fixed.
00:12:23.639 --> 00:12:25.524
So, in this situation.
00:12:26.645 --> 00:12:29.677
I would start off with something like you know you guys did.
00:12:29.677 --> 00:12:33.405
That was a wonderful event After we got going.
00:12:33.405 --> 00:12:36.155
It was a great event I had.
00:12:36.155 --> 00:12:37.760
It was well attended.
00:12:37.760 --> 00:12:49.163
John, you did an excellent job of getting social media out there and getting a big turnout and you know your work on social media is a big reason we had so many people there and Sarah it was.
00:12:49.163 --> 00:13:00.129
It was a great event and I had several compliments from people, uh who came who how much fun they had and it was a great day once we got started.
00:13:00.129 --> 00:13:01.660
Great job to both of you.
00:13:01.660 --> 00:13:09.221
And so that's starting off with a little positive thing, because there were positive things that happened and it was a great event.
00:13:09.221 --> 00:13:13.581
So we're going to set the tone for that and then I would come back in with.
00:13:14.577 --> 00:13:24.006
But we did have one major hiccup that we need to talk through and somehow internally we had a miscommunication between the two of you on start time.
00:13:24.006 --> 00:13:32.342
So let's just for a quick few minutes here let's talk through some of the things that that um created for us.
00:13:32.342 --> 00:13:34.823
Some of the impact how did that impact the event?
00:13:34.823 --> 00:13:36.477
Um, so what?
00:13:36.477 --> 00:13:38.243
What are your guys' feedback on how?
00:13:38.243 --> 00:13:39.486
How that impacted, how our, uh, startup of the event.
00:13:39.486 --> 00:13:43.576
So what are your guys' feedback on how that impacted how our startup of the event went?
00:13:43.576 --> 00:13:49.528
And then let them have a conversation of what they saw and what they experienced.
00:13:49.955 --> 00:13:53.344
And what I typically do is I try to have some stuff in my back pocket.
00:13:53.344 --> 00:14:11.019
If they just sit there and look at you and they don't say anything, um, sometimes you just need to prime the conversation a little bit, and so some of the things that I would have would be like you know, we had confusion with our donors and we never want our donors to be confused, because if they're confused, they don't give.
00:14:11.019 --> 00:14:13.283
So you know we had some confusion.
00:14:13.283 --> 00:14:17.898
Uh, we had a long wait time between arrival and start of the event.
00:14:17.898 --> 00:14:35.226
Um, the actual event that this is based on, it was like an hour and 20 minutes from when most people got there to when it actually started, and that's just too long of a dead time.
00:14:35.226 --> 00:14:43.182
And then the third one I'd have is it made us look as an organization that we didn't know what we were doing.
00:14:43.182 --> 00:14:51.692
So those would be some things I would have to talk about, and I think it made us look like we didn't know what we were doing.
00:14:51.711 --> 00:14:53.316
I think there's two pieces to that.
00:14:53.316 --> 00:14:59.125
First of all, if you're a startup, you're a mom pa type organization.
00:14:59.125 --> 00:15:03.996
You're a very small organization, very grassroots.
00:15:03.996 --> 00:15:06.964
There may be a little confusion at the beginning of the events.
00:15:06.964 --> 00:15:09.115
You get grace for that.
00:15:09.115 --> 00:15:10.399
People understand that.
00:15:10.399 --> 00:15:17.284
You're not the hospital, you're not the university of name, your state.
00:15:17.284 --> 00:15:20.339
You get grace for being a little chaotic at a startup.
00:15:20.339 --> 00:15:33.522
If you're a larger organization and one of your values is excellent and you try to do everything in like the best possible way, then that's a bigger issue for you, because this is definitely not living up to that standard.
00:15:33.522 --> 00:15:36.217
So those are all some things that you could talk about.
00:15:36.217 --> 00:15:39.595
I don't know, tim, what would be some of the things you'd add in there.
00:15:39.975 --> 00:16:05.427
Well, the only thing I would say is that we oftentimes in our American culture, oftentimes we have what we call the sandwich approach, where if we have to deal with an issue, we start with really good and then we kind of fill in what the issue is kind of bad and then we finish good you what's, what the issue is kind of bad, and then we finish good, you know, which sounds very like noble in in what we do sounds nice, the.
00:16:05.509 --> 00:16:11.765
The challenge is that sometimes we tend to gloss over hey, there really is an issue.
00:16:11.765 --> 00:16:18.184
And if we have too much good on both ends it's like, well, there really wasn't an issue, it was fine.
00:16:18.184 --> 00:16:31.317
And I think, again trying to live in that tension of saying we know you worked hard, we had some good things happen, but this really is an issue that we need to talk about, so we can't gloss over it, so let's dive into it.
00:16:31.899 --> 00:16:39.576
Tim, as you were talking there, it occurred to me that you know there've been, uh, some of the organizations that I've led in the past.
00:16:39.576 --> 00:16:49.423
When I started, um, you know I was, I was the first executive director, uh, ever in the organization and you know I started and it was just me.
00:16:49.423 --> 00:16:51.567
I mean, there was no volunteer.
00:16:51.567 --> 00:17:05.246
Well, we had volunteers, but no volunteer on an organizational type volunteer, and so if this had happened, there would have been nobody in the conversation but me at.
00:17:05.246 --> 00:17:10.623
You know, I guess I'd have to look in the mirror and say, okay, nathan, you know what, uh, what did you see?
00:17:10.824 --> 00:17:13.169
Impacted the, and so I, I.
00:17:13.169 --> 00:17:29.942
It's probably a little harder to do this if it's that's you, and if you're a founder, or if you're the first executive director and everything was up to you and you blew it in some area, I think it's valuable to still go through this same process.
00:17:29.942 --> 00:17:36.820
This is valid if you have a team of three people sitting in front of you, or two, or if it's just you.
00:17:36.820 --> 00:17:41.361
I think the same process is valuable, and it could be if it was just you.
00:17:42.001 --> 00:17:56.790
It may be worth grabbing someone who was actually at the event, maybe a donor or someone, a friend that you trust, and say can I just sit down and talk through this with you and give your perspective, what did you experience?
00:17:56.790 --> 00:18:03.346
And I think having another perspective is really good, because we oftentimes can be harder on ourselves.
00:18:03.468 --> 00:18:06.278
We tend to be really hard on ourselves and someone might say you know?
00:18:06.318 --> 00:18:08.328
what I didn't even know that was going on.
00:18:08.328 --> 00:18:10.157
You're the only one that knew that it was going on.
00:18:10.157 --> 00:18:11.344
What do you mean?
00:18:11.364 --> 00:18:12.568
You didn't know it was going on.
00:18:12.568 --> 00:18:13.353
It was horrible.
00:18:13.353 --> 00:18:15.598
Everybody in the whole place knew it was going on.
00:18:15.598 --> 00:18:17.964
Uh, yeah, that's what we think.
00:18:17.964 --> 00:18:24.953
All right, so number three now we're going to go to action, and in our situation we have two people.
00:18:24.953 --> 00:18:27.365
We have Sarah and John that were staff people.
00:18:27.365 --> 00:18:32.061
Maybe they're staff people, maybe they're volunteers, doesn't make any difference, but these are the two people that were involved.
00:18:32.061 --> 00:18:37.922
And so at this point, this brings in the it's action.
00:18:37.922 --> 00:18:38.482
So it's's okay.
00:18:38.482 --> 00:18:44.048
What are we going to do to start to work through actually fixing this so it doesn't happen again?
00:18:44.530 --> 00:18:51.548
One of the things I want to convey is if you have two people that were part of this, that was their role don't micromanage them.
00:18:51.548 --> 00:19:04.663
Now's the time where you say okay, guys, I want you to go work together, I want you to meet face-to-face in the next week and come up with a list of solutions for this and then come back to me with them.
00:19:04.663 --> 00:19:06.525
That is the conversation.
00:19:06.525 --> 00:19:11.347
It is not for you to do it, it's not for you to figure it out.
00:19:11.347 --> 00:19:12.909
It is to delegate that.
00:19:12.909 --> 00:19:17.352
Let them go and figure out, because they're the ones that know it the best.
00:19:17.352 --> 00:19:21.786
They know it better than you do and that's their job, so don't do their job for them.
00:19:21.786 --> 00:19:23.191
You go do your job.
00:19:23.191 --> 00:19:27.582
You go call the donor while they're trying to figure out how to fix the next event.
00:19:28.083 --> 00:19:40.769
And so we did have some solutions, and so about a week later, sarah and John came back to you and the three of you sat down and here were the four things that they came up with.
00:19:40.769 --> 00:19:58.300
So one is that they created a shared pre-event communication plan for the entire team involved in the event and this way they're all working off of one calendar together, all working off of one calendar together.
00:19:58.300 --> 00:19:59.905
And that's kind of what happened.
00:19:59.905 --> 00:20:07.805
It was they were working two different calendars and they did not see the discrepancy, and so one calendar solved that.
00:20:08.375 --> 00:20:16.674
Next was they set up a protocol for Sarah to sign off on all the information about the event prior to it going out on social media.
00:20:16.674 --> 00:20:24.882
So the arbitrator of accuracy was actually Sarah's job.
00:20:24.882 --> 00:20:28.367
It was in her bucket of things, not John.
00:20:28.367 --> 00:20:38.820
John was the communicator, sarah was the creator, so it was Sarah's event, so to speak, so she needed to be the final sign off of all the information.
00:20:38.820 --> 00:20:40.325
So that helped with that.
00:20:40.325 --> 00:20:49.731
Then they recalculated their setup time a little bit to be a little earlier because they were surprised at how early people came.
00:20:49.731 --> 00:20:58.046
So they for their next event they're going to set up a little earlier, and then they set up a communications calendar for each event.
00:20:58.046 --> 00:21:12.425
So those were the four things that they came up with, and when they in our fictional situation, I would say Tim, I think that would probably solve that issue from then on.
00:21:12.425 --> 00:21:14.892
You agree with that or do you have something else?
00:21:16.082 --> 00:21:26.807
I think that's great, that's some really great actions to take, and I think it can only happen if we're not trying to assess blame per se.
00:21:26.807 --> 00:21:53.845
If it was like I want you to go away and figure out who screwed up, rather than okay, let's figure out what was the issue and how can we address the issue, you know, and getting the teamwork and saying, hey, we all want the same thing, we want to have a successful event, so what can we do to work together to make sure that we deal with whatever the issue was?
00:21:54.165 --> 00:22:00.846
You can't foresee every little thing and you can't have a plan for every little thing, right?
00:22:00.846 --> 00:22:15.131
I mean, you're not perfect and things are going to happen, but this is a plan, this is a format that you can have in place that will work just about anything and that you can have ready to go in your hip pocket when you need to take it out.
00:22:15.131 --> 00:22:17.647
So, all right, let's get to the last one.
00:22:17.647 --> 00:22:19.326
Number four is result.
00:22:19.326 --> 00:22:24.009
That's the R and in this and the reason that this is here.
00:22:24.009 --> 00:22:36.512
The result is this is the desired outcome or consequences of the actions that you took in step three, and the reason that the outcomes are important is that's what we're really.
00:22:36.512 --> 00:22:39.484
The important part is not the action steps.
00:22:39.484 --> 00:22:41.410
The important part is the outcomes.
00:22:41.410 --> 00:22:43.986
Here are some of the outcomes that we're looking for.
00:22:44.287 --> 00:22:45.814
One is improved communication.
00:22:45.814 --> 00:22:54.065
So the new pre-event communication plan will ensure that all the team members are on the same page regarding any event details.
00:22:54.065 --> 00:22:56.866
Well, this is going to make staff feel better.
00:22:56.866 --> 00:22:58.887
They're going to feel like they know what's going on.
00:22:58.887 --> 00:23:00.848
They're going to know what they need to do.
00:23:00.848 --> 00:23:08.775
They're going to be more confident that they know exactly what the timeline is and what's expected.
00:23:08.775 --> 00:23:13.538
So improved communication, in-house enhanced coordination.
00:23:13.538 --> 00:23:20.614
When you've got Sarah and John, they know that they're on the same page with each other.
00:23:20.614 --> 00:23:26.032
So you've got your event leaders that are doing well and connected with each other.
00:23:26.032 --> 00:23:32.826
The earlier setup time you you know that you're going to be better prepared when the event starts.
00:23:32.826 --> 00:23:36.105
You're going to have just a little bit more time to get things ready.
00:23:36.105 --> 00:23:39.015
And then we've got streamlined planning.
00:23:39.015 --> 00:23:50.752
So the communications counter would provide a clear timeline for all events all the way out into the future, so that you can plan better and things will flow better.
00:23:51.359 --> 00:24:09.292
So those are some of the outcomes that you would expect, and I think, with John and Sarah, you would want to talk about those and any other outcomes that you can come up with to then see okay, the next event, we're expecting improved communication, enhanced coordination.
00:24:09.292 --> 00:24:10.501
Did that happen?
00:24:10.501 --> 00:24:14.471
Did we actually get that through the action steps that we took?
00:24:14.471 --> 00:24:17.365
And then, yes, it did.
00:24:17.365 --> 00:24:18.086
Okay, great.
00:24:18.086 --> 00:24:19.991
Well, how do we make that better for the next time?
00:24:19.991 --> 00:24:24.070
Or no, we had this problem pop up, okay, well then how do we address that?
00:24:24.070 --> 00:24:25.442
And so it gives you.
00:24:25.442 --> 00:24:27.267
I don't think, tim, this is a one and done.
00:24:27.267 --> 00:24:31.636
I don't think you do it once and it's like oh, we solved it Now we don't have to think about it again.
00:24:31.636 --> 00:24:34.465
It's a continuing process of getting.
00:24:34.465 --> 00:24:47.491
If, if you're going to use events as one of your fundraising strategies, then you need to be constantly improving uh, those events, um, and this is a really good way to be able to do that.
00:24:48.153 --> 00:24:50.276
We've used the STAR method.
00:24:50.276 --> 00:24:55.632
Our example is with a team of people or a group of people around an event.
00:24:55.632 --> 00:24:59.567
But these same things can be used even one-on-one.
00:24:59.567 --> 00:25:26.153
As you're communicating with employees, as you look at performance, as you look at responsibilities they're taking, you can go through exactly the same thing with the idea of here's the situation we're dealing with when it comes to performance, you know, looking at what needs to be accomplished, what's the task, what action needs to be taken to make the performance better and what results are we looking for with a better performance.
00:25:26.153 --> 00:25:40.255
So all these things can be implemented in a one-on-one situation as well, using the same principles, the same attitudes, looking for the best in our people.
00:25:41.460 --> 00:25:45.490
Yeah, absolutely, and our example today was just an event that took place.
00:25:45.490 --> 00:25:46.752
It's like you just said.
00:25:46.752 --> 00:25:50.867
It could be used for anything on any type of feedback.
00:25:50.867 --> 00:26:02.943
So some of the additional benefits of using the STAR method it provides a structured framework for feedback and I think that goes back to our original statement of what was it?
00:26:03.023 --> 00:26:07.673
40% or 44% of leaders don't feel comfortable providing feedback.
00:26:07.673 --> 00:26:12.365
Well, I think a lot of that is because they don't have structure around it.
00:26:12.365 --> 00:26:13.788
They don't know how to do it.
00:26:13.788 --> 00:26:15.993
But some people are okay.
00:26:15.993 --> 00:26:21.732
They're comfortable in strange situations or new situations where they don't know what to do.
00:26:21.732 --> 00:26:23.663
They're comfortable in that situation.
