We hear it consistently: Culture begins at the top.
That places the onus on executives to cultivate a workplace that embodies respect and nurtures a healthy feedback environment. Both are key for companies to flourish, says Norm Smookler, an 11-year YPO Certified Forum Facilitator (2012-2023), and mediator for executive groups for more than 25 years.
“It creates a fun place to work,” he says. “People want to be there. And when there is psychological safety, there is more engagement, creativity and employee retention. It impacts the bottom line, even at the most obvious level of how much it costs to bring on a new hire.”
Of course, this has become more nuanced as an increasing number of executives and people managers find themselves leading virtual and hybrid teams. These employees span not only time zones, but generations, cultures and experience levels as well. When all these variables are constantly in flux, how can leaders adapt?
In his self-guided workbook Creating a Feedback-Rich and Respectful Workplace, Smookler provides a crash course in shifting your mindset as a leader and shifting your workplace culture to one of open and constructive communication.
The workbook is available for free download and takes only 45 minutes to work through. Want a teaser? Smookler shared his thoughts on work in a digital age and some top-level takeaways:
Establish rules
Virtual meeting fatigue and a lack of knowledge around how to effectively facilitate meetings in virtual, hybrid and non-traditional work settings can hold companies back. So for leaders bridging the gap of the screen, establishing rules and company-wide norms around communication and organization — that both work in person and virtually — is key.
“It is more difficult to generate trust and safety virtually, so the facilitation and enforcement of norms becomes that much more important,” he says.
Smookler also suggests designating a few employees who can take on the responsibility of being experts in virtual facilitating. A bit of extra training for a few can make a world of difference for the team.
Listen – for longer
What is the easiest way for leaders to show respect to their team, regardless if they are in the same room or a continent away?
“Become an exceptional listener,” says Smookler. “Listen for longer to surface the unmet needs.”
He pointed to a JAMA study that found physicians who listened to a patient’s response for only 17 seconds before making a diagnosis led to a high incidence of malpractice cases. By simply listening for six seconds longer, malpractice cases decreased by half.
“Good is the enemy of great, especially when it comes to the way we listen,” he says.
Personalize your delivery
We have more generations in the workplace than ever before, and as technologies evolve, the talent pool that leaders can pull from to create their teams is also wider than ever.
But whether you are leading teammates of varying ages and cultures in multiple locations, or a homogenized family-owned business with employees who meet in a small office every day, tailor the delivery of feedback to the individual receiving it. Everyone has their own level of sensitivity, he says.
“This includes paying attention to the body language and “dosage” of how much is said,” says Smookler. “There are people in all generations who have difficulty hearing feedback and easily get defensive.”
He adds that leaders need to begin with kindness, “because, ‘may I give you some feedback?’ are not easy words to hear.” They should also make sure it’s a good time for the employee to receive feedback, and to focus on behavior without labeling. “I like to say, ‘What did the video camera see and hear?’”
He also encourages leaders to praise in public and criticize in private.
Reflect on your blind spots
Executives will make faux pas when communicating with their employees. Smookler encourages leaders to be curious about blind spots in their own behavior. He suggests they ask for as much detailed information as possible, paraphrase what they’ve heard, and ask for specific suggestions moving forward.
When leaders inevitably get something wrong, Smookler says to rely on “smart vulnerability.” He explains, “Be as open as possible, and include an apology, without saying more than you need to say.”
