General Session Lunch — From Fear to Fierce: Actionable Feedback to Use Today
- Discuss navigation of feedback conversations from an outcome perspective. Identifying resistance and offering support to move through the point of resistance and into change.
- Understanding how personal, relationship and identity triggers influence the feedback conversation and often stall the change entirely.
- Understanding feedback vs. opinion, and understanding how to appropriately respond, drive action, and communicate changes.
The ability to provide actionable feedback, and more importantly, the ability to receive feedback in a way that drives behavior change is a critical hallmark of organizational cultures reflecting innovation and creativity as part of their growth mindset. This competency is relevant to organizational strategy discussions, financial planning and evaluation, operational decisions, and the human resources talent equation. Organizations that value consistent and ongoing feedback show lower turnover, higher employee engagement, increased productivity, healthier safety cultures, and more. This competency ties directly to leadership competencies such as strategic agility, financial acumen, managerial courage, and more. As more companies consider feedback a dynamic, daily, business driver, and less the one-stop annual performance evaluation, it’s important that HR professionals understand the full cycle loop, points of resistance, and how to take people through feedback resistance and into individual and organizational change to impact the success of the organization.
Daily, organizations face feedback challenges when strategic goals are missed, processes or policies prove ineffective, behavioral challenges interrupt opportunities for success, or stakeholder disappointments are realized. Feedback is a financial foundation of organizational culture and success.
Linda Clark, MHRM, SHRM-SCP, SPHR, CDTFL
Linda Clark is the principal in an organizational development coaching and consulting firm specializing in the power of effective team creation and growth, the power of feedback in innovative cultures, and strategic people operations. Her business focuses on peak performance, authenticity, and personal presence as a combination for success for individuals and organizations by highlighting the mindful selection of the best skills for the current situation and applying them with confidence. With nearly twenty years of experience in strategic human resources and organizational development in automotive retail, energy, manufacturing, non-profit segments and more, her reputation includes an operational focus combined with respect and empathy at all levels. She has recently added Certified Dare to Lead Facilitator™️ to her qualifications.