How is it so simple to see what those on the other side of the fence should be doing but not always as easy in our own operations? If only they calved later. Or seeded a different crop. Ran more machinery. Ran less machinery. Ran a different breed of cattle.
Some reasons for this can be explained with the Johari window, based on what is known to self and what is known to others. The concept was put together in 1955 by Joseph Luft and Harry Ingram, hence the name Johari. Luft then further refined it.
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According to communicationtheory.org, the Johari window is a way to improve understanding, build trust and enhance communication between group members. It is also a feedback/disclosure model for self-awareness.
From an operational level, we can see blind spots in our management strategies when an outsider can provide suggestions on different approaches we are unable to see. An important factor, though, is being open to those outside perceptions.
The hidden area is that which is only known to self and not shared with others. Relationships and trust can be built when we share more with others.
The unknown area is unknown to both self and others. It may include hidden talents. Open communication is one way to shrink the hidden area.
Asking for feedback or giving it can be a way to expand the known to self and others area. A helpful point, shared at a recent ag mental health session, was that we should usually ask before giving feedback. There will also be job situations where feedback is necessary and should be thoughtful and positively framed. Striving to balance positive and negative/constructive feedback is one helpful practice.
In a Forbes article, Suzanne Ricard-Greenway suggests that feedback can elicit a social threat response, which can put us in a bad frame of mind to receive comments. Other points to keep in mind are:
- Lean into positivity. This can be done by asking what went right. What did you do well? What could you do more of?
- Feedback is about perspective and often can be subjective.
- Set team members up for success by making feedback regular and consistent.
- Tackle necessary negative comments. Ricard-Greenway offers four tips to navigate difficult conversations: share what the intention, action/behaviour/communication, impact and outcomes were.
- Focus on enhancing, rather than improving, performance.
In a succession family session, a member of the younger generation gave surprising feedback to his parents. They had always tried to invite the kids back if they wanted to farm, without pressuring them. The young man, however, expressed that he felt pressure to take over the farm. It was a breakthrough moment for both sides to realize something had been perceived in a very different way from what was intended.
Expressing appreciation or admiration can be a valuable way to give feedback and strengthen teams. It can be done several ways. An exercise I have done is for everyone to write their names at the top of a blank sheet of paper. We then pass the paper around the group, and everyone writes appreciative statements on it. Or, in the fishbowl exercise, the individual sits in the centre of a circle and receives positive comments. It is sometimes easier to start with the written comments, particularly if your group is not used to that type of feedback.
A 360 review is used in corporate circles, where several people provide anonymous feedback, not just the boss. Through a performance evaluation several years ago, known as “managing individual development,” I completed a detailed and thorough questionnaire. The same questionnaire was completed by my boss (who happened to be my dad). One point I recall was in the area of “big messages,” where the two answers to the same question were very different. It relates back to the Johari window where someone else sees aspects of you quite differently than you do. Remember: it’s not only the information that’s important, but how we deliver it.
In holistic management decision-making, a feedback loop is created to help us make sure we are on the right track. Of course, outcomes will not always be as planned and ensuring we have indicators to help us identify when to change course is a good idea.
Ricard-Greenway says, “Once mastered, giving and receiving feedback can unlock and empower the potential of your entire team. Creating an environment where feedback is given constructively, received openly and asked for proactively will enable everyone to take full advantage of the opportunity for knowledge-sharing that feedback ultimately represents.”
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