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  • Jose Luis del Campo Villares 9:00 am on October 17, 2013 Permalink | Reply
    Tags: management, , , , ,   

    Enterprise Social Networks as a Tool to Discover Hidden Talent in Organizations 

    Estimated reading time: 5 minutes

    The growth of knowledge is of vital importance for the future of organizations. In this stage, one of the great advantages organizations who work with Enterprise Social Networks have is the opportunity to share content.

    However, Enterprise Social Networks must be designed to facilitate this and not to employ it as a social communication medium between users. I am one who thinks that talent attracts talent. Someone with talent will feel excited to participate in a collaborative environment that is conducive.

    An environment in which perceives that intervention and contribution is valued and is taken into account, where it is seen that those who participate with others brings talent. And verification of who controls and directs this environment is a talented person who can also bring out the best in each contribution for the growth of the group and individual members of the organization.

    An Enterprise Social Network to discover hidden talent in an organization

    The use of Enterprise Social Networks opens the possibility to discover new hidden talent that is in our organization. But, to serve this purpose, an Enterprise Social Network must implement responses to the following ideas:

    1.  It is implemented with the aim of sharing knowledge, and it is explained adequately to members who are going to participate and make sure they understand that it is a medium of growth for individual talent and group talent.

    2. That are managed or controlled by someone with skills, mainly to discover talent that the members possess and that is it hidden and to be able to motivate them to bring to light their talent. Putting someone to control the maximum performance of the company may not be the most appropriate thing to do. Place in command someone who possesses innate skills to find, manage, and maximize hidden talent.

    3. Make it mutual as the contribution of talent. It is as simple as who manages it, and who participates, all of whom must be motivated for it. The person who manages must be overturned in finding hidden talent. And the person who wants to contribute must see the correspondence between their contribution and the ‘award’ received.  Otherwise, more than discovering talent, what it will do is hide talent even more as members flee to participate because they do not report anything and they see it as a bigger workload.

    Enterprise Social Networks are the perfect tool to discover talent in our employees. At  Zyncro, we work to extend this form of collaboration to businesses. If you are convinced and want to implant a enterprise social network in your business, We can help you with this whitepaper to convince your boss. And if you still need more reasons to bet for a collaboration environment in your organization, dowload this other whitepaper where we give you 10 reasons. When you are convinced, try Zyncro for free and squeeze its profits.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.

  • Ana Asuero 9:00 am on October 14, 2013 Permalink | Reply
    Tags: , , , , , , management,   

    6 Characteristics of a Collaborative Leader 

    Estimated Reading Time: 4 minutes

    In a time when the need to continually repeat existing collaboration among employees in companies, it is more necessary than ever to be clear about the fundamental pillars to correctively build this collaborative work environment. I spoke once before of what the good habits are of collaborative organizations. And today I would like to dwell on the role of those who lead these organizations.

    For the success of collaborative work models, the first thing that should exist is the conviction about the benefits of those who lead them. It is imperative that they have clear what the characteristics they should care for are in order for collaboration to take the  form of triumphant work.

    1. Define and pursue a common objective. A team is a group of people that works together with a common goal. Without this shared goal, there is no team. Without a goal, the group will not have motivation, nor a meaning.

    (More …)

  • Denisse Caballero 9:00 am on August 2, 2013 Permalink | Reply
    Tags: , , , , , , management, ,   

    5 recommendations to build engagement and loyalty in customers and teams 

    Estimated reading time: 3 minutes

    engagement y fidelizacionEngagement is becoming more relevant in the growth of a brand. Brands need not only to interact with customers, but also with contractors, suppliers, and employees in order to build loyalty, meaning collaboration and communication tools are essential.

    1. Generate interesting content. The main motor that drives consumers is interest and a way of motivating teams is ongoing learning. Keep your audience interested, be active and remember that attraction is key in deciding.
    2. Converse with your customers and employees; address their needs. Show empathy and respond to the needs of your audience, dialog. A satisfied customer can generate up to twenty-five new customers.
    3. Make them know they are part of the brand. Involve them and show your team the importance they hold within the company . Let them know you are committed to them, you share their achievements and give them as much information as possible regarding the brand’s objectives and goals.
    4. Reward and thank their commitment. Give them benefits, celebrate with them, allow them to have access to things that with another brand they couldn’t get; create loyalty programs.
    5. Don’t neglect your customers, and even less so your team. Assess their level of satisfaction and find possible faults to correct them. If you keep them up to date and follow up on their needs, you’ll have loyal consumers and employees. Remember a satisified customer will recount their positive experiences to an average of three other people, while a dissatisfied one tells nine.

    Denisse Caballero is Publisher Director at Soicos LATAM, managing campaigns for Telefónica MoviStar, Ford, Bayer and Adidas. With 10 years’ experience in Team Management and Planning, she constantly evolves finding new practices and actions for brands, customers, and teams.

    At Zyncro we know that loyalty is a key factor for your company. For this reason, we offer you all the collaboration and communication tools you need to communicate. Still haven’t tried Zyncro? What are you waiting?


  • Bill Cushard 9:00 am on August 1, 2013 Permalink | Reply
    Tags: , , management, ,   

    Overcoming Three Roadblocks to High Performance with Enterprise Social Networks 

    Estimated reading time: 6 minutes

    My research is leading me to some interesting perspectives on how enterprise social networks (ESN) can improve performance in organizations. Etienne Wenger’s work on Communities of Practice suggest several business problems that can be overcome through the effective use of ESNs. These problems are roadblocks to high performance, and developing communities of practice on ESNs can remove some of these roadblocks.

    Roadblock 1: Speed of Knowledge Economy

    Things (economy, competition, customer needs, innovation, etc.) are moving way too fast for the manner in which most organizations are structured. Moreover, the collective knowledge of any field is changing at an accelerating rate. Centralized communications, knowledge management, and training functions cannot keep up with the ever-changing need for information. Wenger (Cultivating Communities of Practice, 2002) says it best: “Without communities focused on critical areas, it is difficult to keep up with the rapid pace of change”. Active communities of practice can keep up, especially if much of the community’s participation is on a enterprise social network. Conversations on ESNs occur at the very speed at which the business (and its participants) are running. They are naturally in sync.

    (More …)

  • Bill Cushard 9:00 am on June 6, 2013 Permalink | Reply
    Tags: , , management, ,   

    Your Social Network is Your Performance Support 

    Estimated reading time: 4 minutes

    One major trend in enterprise learning and development is performance support. Performance support is about providing employees the information they need to do their jobs, when they need it.

    Performance support is effective in solving two problems. First, with everything people need to know to do their jobs, there is very little chance that everything can be taught in a training class. Second, even if it all could be taught, much of it would be forgotten because we forget much of what we learn soon after training. We simply cannot remember it all.

    Therefore, performance support provides a means of taking some of that information and placing it in the hands of employees, so they access it later when they need it.

    The problem with performance support is that it is generally a centralized function that requires someone to constantly update existing content and create new content. This is always a daunting task in organizations, and what traditionally happens is that the speed of content outpaces a company’s ability to update it. Certainly, the organization can hire three more content writers, but that is expensive. So as soon as the performance support content is created, it becomes outdated.

    Even though it is expensive, performance support is necessary. People need access to information in order to do their jobs. So, is there a better way to handle performance support that does not reply entirely on a centralized content creation function?

    Social Learning as Performance Support

    Think about how people learn. Though there are many ways people learn, one important way is when people interact with each other. When people participate in conversations, especially when these conversations are about specific topics towards a specific purpose, people learn. This is what a social theory of learning is all about. People negotiate meaning (learn something) through a back-and-forth process of participation and reification.

    Participation is about engaging in conversations. Reification is about taking the content of these conversations and making them real and/or producing concrete resources that can be shared and otherwise made available as physical objects. So people learn as a result of ongoing conversations that then, in some cases, produce physical resources that capture the content of those conversations.

    All of a sudden, there is less of a reliance on a centralized process of creating resources because the conversations, when they have a purpose, naturally result in resources, which can become performance support.

    The conversation becomes the content.

    Enterprise Social Networks Enable Social Learning

    Enterprise social networks are designed specifically so that conversations can occur among people who share an interest in a topic. The result is learning.

    The great thing about enterprise social networks is that people who do not participate in the conversation can benefit from them because the conversations are searchable. A member of the community can search a topic, read through the posts, and learn something that interests them and that may even help them do their job better. And isn’t that the whole point?

    Bill Cushard (@billcush), a new author to our Zyncro Blog. Bill is writerblogger and learning experience (LX) designer and facilitator. He has extensive, in-the-trenches experience in creating learning programs that incorporate semi face-to-face and social learning methods. You can follow him on Twitter or on Google+.


  • Juan Ignacio Barenys 9:00 am on May 28, 2013 Permalink | Reply
    Tags: , management, , , , , ,   

    The executive and correctly managing time 

    Estimated reading time: 5 minutes

    For any professional, correctly managing time is essential as from it comes, in almost all security, efficiency in all the tasks performed. For an executive even more so, as in executive positions, the pressure of the surroundings is high and tends to cause distortion in personal organization which, when frequent, causes a reduction in performance, a fatalist resignation, and undesired stress.

    As opposed to what is commonly thought, time management is not a natural skill that some people have and others don’t. We aren’t born with the ability to organize ourselves; it is learnt and thanks to it, significant improvements in performance are achieved in all tasks carried out. Nonetheless, we admit that some people possess a sense of order, a natural inclination that usually is shown at an early age.

    On the other hand, we must remember that time is a resource with three characteristics that make it unique:
    • It is available to anyone. Most resources have a “property”: money to invest, books to study, instruments of any type, etc. Time doesn’t; we all can have time.
    • Everyone has the same quantity of time. An hour, a day, a month… are exactly the same for everyone.
    • It is inevitably used. Whether we like it or not, in any task time will come into play, unlike other resources where their use is usually optional.

    As a result, managing time is no different to that of any other resources we have available.To do it correctly, you just need to combine good task management with the right management of the independence with which we can perform the task. And those are the skills in which in many cases can be improved with learning and training.

    Nothing better than to have a line-up of practical, short and concise advice, that when handled properly and subject to a strict discipline should result in the disappearance of the eternal “time problem”, captured in endless work hours, to-ing and fro-ing from work to home, “it’s Friday again”, etc. For executives, the need is two-fold. You are responsible for your own time and for others’.

    Tips for correctly managing time

    1. Stop interruptions, that come suddenly, without notice, or by rebound. Be a little selfish.
    2. Know your priorities. Know how to ask for them and do not take on tasks unless you have done it beforehand. Working blindly without priorities can generate subsequent errors and dissatisfaction.
    3. Be FIFO (first in first out). Don’t accumulate old tasks. Finish them off in order. Only change this natural order with the appearance of emergencies and, in some cases, with the change in the established priorities.
    4. Don’t be overconfident. Know your own limits and don’t exceed them. Doing it, generates barren exhaustion and detachment if it is directed at others.
    5. Handle five things at most at one time or homogenous time period.
    6. Don’t be a perfectionist. The best is usually the enemy of the reasonably good. From the point where the marginal benefit is zero, time becomes gold. Not before that.
    7. Know how to waste time every now and again. Releasing tension, resting, relaxing are activities that also have a place in our time resource.
    8. Be an owl. Watch, process, decide and act. If possible, without hesitation.

    Juan Ignacio Barenys de Lacha is Director at Odati and Eskpe Consulting. Member of AEDIPE, creator of the Odati Method for training executives and managers, ex-CEO of Olivetti Information Systems Spain and of Sligos Systems and chairman of the World Forum Congress in Washington in 1990.

    At Zyncro, we care about correctly managing time and we believe that an Enterprise Social Network can help you and your team to improve productivity. If you still haven’t tried Zyncro, try it free now and be convinced. If you don’t believe us, you can download the whitepaper in which we give you practical case studies of companies that have 😉

  • Raúl González García 9:00 am on May 9, 2013 Permalink | Reply
    Tags: , , management, ,   

    Leadership of the Future 

    Estimated reading time: 3 minutes

    Leadership of the Future

    Five ideas to envisage leadership of the future from new leadership trends:

    1. From an individual-centered focus, we have gone towards the team, and from the team, to the network. The leadership of the future will be shared: in organizations of the future, everyone will be leaders.

    2. Leadership cannot be boiled down to a set of prefabricated formulas that are used for all organizations, it requires continuous training and the ability to adapt and improvise. Leadership will be more like dancing as a group instead of mathematics.

    3. Leading will be synonym of empowering, the best leaders will be ones who transform their followers into leaders.

    4. The traditional workplace will be transformed into a collaboration 2.0 environment and the leadership of the future will be somewhat similar to the influence that some users have in internet forums. The main leadership 2.0 competences will be the ability to generate participation and trust, micro-blogging, tolerate ambiguity, share openly, and to help achieve a ‘netarchical’ organization.

    5. If work is permeated with Social Networking values and attitudes, people will lose the fear of making mistakes, exploring, participating, sharing, making decisions, taking risks, being creative or contributing new ideas. People won’t have the usual fears found in traditional companies and won’t need to be directed, they will be used to generating collective intelligence and leadership through digital participation infrastructures.

    To sum up, leadership of the future will be necessarily collective: people won’t know how to interact otherwise.

    “The best way to predict the future is to create it” – Peter Drucker

    Raúl González (@coachingcritico) is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.


  • Bill Cushard 9:00 am on May 2, 2013 Permalink | Reply
    Tags: , , , management, ,   

    On-boarding New Employees on Enterprise Social Networks 

    Estimated reading time: 9 minutes

    On-boarding new employees is a major undertaking for many organizations. In fact, for most training departments, on-boarding is most of what it does. A lot of money is invested in on-boarding new employees, but there are staggering statistics that show that all of this time, energy, and effort is largely wasted.

    For example, according to the Wynhurst Group, 22% of staff turnover happens in the first 45 days of employment and the cost of losing an employee is at least three times the salary. This means that organizations are spending thousands of dollars per new employee to on-board them only to see many leave, costing the organization even more money to replace.

    These statistics alone should cause business leaders to question whether their current on-boarding efforts are effective enough to reduce these numbers. The good news is that new employees who went through a structured on-boarding program were 58% more likely to be with the organization after three years.

    So there is hope.

    Learning Job Skills is a Limited Goal of On-boarding

    The purpose of most on-boarding programs is to help new employees learn the skills they need to perform their jobs. Of course, this is important, but not enough attention is placed on other important goals of on-boarding, including socializing new employees into the culture of the organization. This limited goal of on-boarding is short-sighted because research has shown that effective on-boarding and new employee socialization can lead to positive outcomes in terms of job satisfaction, better performance, higher commitment to the organization, and reduction in intent to quit.

    Therefore, if organizations can just change how they on-board new employees by thinking about socializing new employees into the organization rather than just training them, organizations can improve performance through new employees who are more satisfied at work, perform better in their jobs, are more committed to the company, and have a lower intent to quit.

    So how do organizations socialize new hires instead of just training them? This is where enterprise social networks (ESNs) come into play.

    Where ESNs Come In

    In most cases, a new employee completes a new hire training class and then is shuffled to a desk surrounded by people in their department. Most of what a new person now learns about the company comes from their immediate surroundings, which is only a microcosm of what the company is all about.

    What if a new person ends up sitting in between the two most negative people in the company? What influence do you think they will have on the new person? Enterprise social networks open up the entire company to new employees, and empowers new people to interact with anyone in the organization no matter what department they are in or where in the world they are located.

    In the remainder of this post, I share four ideas for how to use enterprise social networks to more effectively on-board and socialize new employees into your organization.

    Four Ideas for Implementing Effective Socialization on ESNs

    1. New Employee Group: Create a group on the enterprise social network and assign all new hire employees to this group. Encourage new employees (perhaps defined as people hired within the past 0 to 12 months) to interact with each other, share stories of their on-boarding experience, and otherwise support each other.

    2. Assign New Employee Community Manager: Many companies have community managers to facilitate interactions between companies and their customers. The idea is to improve customer engagement. Why not assign a community manager to improve engagement specifically among newly hired employees?

    3. Encourage New Employees to Reach Out (with Direction): One of the most important benefits of enterprise social networks is that they allow employees to easily communicate with people beyond their immediate network. The new hire community manager should encourage new employees to reach out to people all over the organization, which could mean reading posts of others, finding people with expertise, asking questions of people they find interesting or commenting on the posts of others.

    This reach out should be structured in order to get new hires started. One example is a scavenger hunt. All new employees could be given instructions to seek people out using the enterprise social network. Some assignments could be to 1) find three people who share a hobby or interest with you by searching employee profiles; and 2) find three people in departments or with skills and expertise you want to acquire and send them a message asking them a question about how they got started. There are many ways this can be done.

    By providing structure to early activities, it reduces the anxiety of what to look for and also gives new people the confidence to continue to reach out and build their network on the enterprise social network as they progress with the company.

    4. Provide Links to Resources Related to Their Job: As a learning and development professional, I can tell you that the worst thing you can do is cram everything people need to know about their new job into the new hire training. It is too much. New hires get overwhelmed and forget much of what was taught anyway. Enterprise social networks allow you to strip out much of the content from the new hire training, and provide it to your new people over time, and in the moment of need. Use enterprise social networks to post resources when needed and also allow users to share these resources with each other.

    A Natural Opportunity to Improve Performance

    Enterprise social networks provide a natural opportunity for vastly improving how newly hired employees are socialized into organizations. By leveraging the power of enterprise social networks, your new people can be more satisfied at work, will perform better, and will stay longer. How could you not want that? If you are not using an Enterprise Social Network yet, it’s time for you to try Zyncro for free.

    The ideas above are just the beginning of what can be accomplished on enterprise social networks. How are you using enterprise social networks to on-board and socialize new employees into your organization? Share your stories in the comments below.

    Bill Cushard (@billcush), a new author to our Zyncro Blog. Bill is writerblogger and learning experience (LX) designer and facilitator. He has extensive, in-the-trenches experience in creating learning programs that incorporate semi face-to-face and social learning methods. You can follow him on Twitter or on Google+.


  • Chris Preston 9:00 am on April 15, 2013 Permalink | Reply
    Tags: , , , , management, , ,   

    Losing Meaning Amongst Complexity 

    Estimated reading time: 8 minutes

    I’ve recently been reading Dan Ariely’s latest book – The Upside of Irrationality. For those of you who don’t know him, he’s a frequent writer and speaker on the subject of human behavior, with a particular emphasis on why we do things that make no practical sense. In this book, he shares research into how we find meaning in what we do, and the consequences of not having it in our working lives. It’s fascinating stuff, and I could read his work all day.

    He makes a key point about the need for us to see the outcomes of our work successfully launched into the world, and that it’s the role of leaders to make sure people can join the dots between what they are doing, with the ultimate outcome of the organisation. In the book, he uses SAP as an example of where complexity is clouding this process – I don’t believe he’s saying SAP is a bad system; it’s just one of many, many tools that we now use for our daily lives… probably one too many.

    How bad is the problem he’s describing? Well, for example, in 2008 I was working with a police force that had just audited its systems – they had upwards of 350 different ones. That was four years ago – I dread to think how many they have now. Officers at the time were frustrated and disheartened with the situation, feeling that it took them away from the core of the job: to police.

    This situation is echoed in the pharmaceutical industry, one of the most heavily regulated groups you will ever find. With multi-billion dollar fines levied for illegal activity, the companies involved have layer upon layer of systems to prevent any, tiny, slippage of the ‘code’. This compliance is aimed to benefit the patient, but it has the hugely negative effect of creating a group of dispirited people who genuinely want to make people’s lives better, but feel the myriad of steps in the process simply don’t allow it. I’ve been part of trying to make the many systems more understandable, which is a Sisyphean task I would not wish on anyone.

    Thinking this over, one phrase came to mind, written by the equally fascinating author John Maeda, who, when talking about simplicity, uses this powerful equation “How simple can you make it / How complex does it have to be?” I love this statement, and I turned to it recently when working on an online profiling tool, which I was happily heaping with features that I thought would be wonderful. The final product would have needed days of patient explanation before anyone understood it, and a manual the size of a phone book. Applying John’s rule, I chopped out most of the things I’d added, and it worked just fine.

    But with my system, I had total control. With the police and pharmaceutical industry control is far from perfect, and the ‘clear lake’ slowly silts up as many contributors independently bring in their own needs. Organizations over a certain size lose clarity around complexity – no one has the reach or remit to ask the question ‘are we too complex?’ when it comes to systems and process. Many companies simplify their products, operations and footprint, but few ever truly simplify how they do business. As one police officer put it to me, “we are good at adding, but not taking away process.” Systems seem to disappear only when technology takes a step forward.

    There’s no doubt that the proliferation of systems is damaging our ability to find meaning in what we do, research, common sense and performance figures all bear witness to this fact. I’m not suggesting that we stack them up and burn them – we’re past that point. What I do feel is needed is local ownership of this challenge. It’s the job of the manager to ensure that people working in complex environments can see how their contribution adds to the organization’s ability to deliver services, goods or outcomes. No one wants a meaningless task, but the danger today is that the processes we’ve built up around the daily job make it difficult to see past the task of administration.

    Leaders and managers need to become practiced at holding conversations about the organization’s aims, what’s coming off the assembly line, and who they are helping. They need to recognize that people are blinkered by the systems they have to use, and need encouragement, support and time to step out of this and look at the wider picture.

    None of this is difficult, it’s about time and effort on the part of the people that really need their teams to perform well.

    And, if you have the capability, maybe also extinguish the odd system here and there – start a quiet revolution around simplifying working life. One of John’s governing laws is “Simplicity is about subtracting the obvious, and adding the meaningful.” So, if it’s a law, you’ve got to do it.

    Chris Preston (@Trimprop) is a Psychology graduate and specializes in internal communication and team development. He currently is Director at The Culture Builders.


    • David Zinger 10:58 pm on April 15, 2013 Permalink | Reply

      Well said Chris. I like the way you put Johm Maeda and Dan Ariely together. I have been thinking about this a lot in relationship to employee engagement and this was a very nice personal booster.

    • Chris Preston 10:13 am on April 16, 2013 Permalink | Reply

      Thanks David – they are two lovely authors, and I really wish that business could do more with John Maeda’s work – I think the challenge is it’s not as easy to link his thinking with business process as it is with product design. Glad it helped boost you!

  • Raúl González García 9:00 am on April 5, 2013 Permalink | Reply
    Tags: , , , management,   

    How to give feedback to motivate 

    Estimated reading time: 6 minutes

    Coaching feedbackFeedback is the information you give your employees on their performance in order to get better results. One of its main characteristics is that it must be useful as information, i.e. it needs to generate learning in the person receiving it. If a manager gives information to a subordinate on their performance that does not help them in practice so they can improve their work, it is not really feedback.

    What’s more, if the feedback is communicated in a way that makes the employee feel guilty, frustrated, irritated, or in short, demotivated, rather than being feedback, it is quite the opposite. Feedback when used well can improve your employees’ motivation and performance greatly, however, when used poorly, it can be one of the main factors of demotivation and even worsen their performance.

    Best intentions are not enough in giving feedback effectively. Below you will find four steps that will help you to prepare the information you give to your employees to improve their performance and how to communicate it to generate greater motivation and changes in their results:

    • Be clear. Vague, generalist feedback isn’t any use. Clarity involves relating specific actions with specific results. The more precise it is, the more effective the feedback will be. Precision also refers to the fact of talking about actions that can be controlled by the employee, either for them to replicate them if they give good results, or to change them to get better results.
    • Don’t improvise. In order to be clear, you need to identify what objectives you want to achieve beforehand when you give feedback. Think and prepare what specific changes you want to see as results, this way you will transmit exactly that and nothing else. Choose the right time and place. Avoid stressful situations, because you won’t be in the best mood to be constructive, and furthermore, people retain a very small percentage of the information in these situations. Avoid subjective judgements as far as possible. Refer to specific conduct and results, try to be as objective as possible, by using objective and neutral data, for example.
    • Give more positive feedback. Feedback is not just information regarding aspects that need to be improved, it is also information on what they are doing well. Some managers don’t pay much attention to what they employees do unless there is a problem. From an employee’s point of view, this makes the manager seem to be only watching for mistakes. Positive feedback(valuing and reinforcing conduct or attitudes that achieve goals) is as important as negative feedback (pointing out a conduct or attitude that hinders the achievement of goals), because reinforcing effective conduct improves the work environment and enhances motivation in those that receive it.
    • Be constructive and focus on the solutions, not the problems. The goal of feedback is not to point out negative aspects, rather to introduce changes so that they improve. Focus on those changes, ask your employees to propose solutions, put forward different alternatives and explain how and why they can contribute to improving the results. Allow them to become actively involved and decide, as far as possible, the changes they want to make and the way they will carry them out.

    If you bear in mind the previous points when giving feedback to your employees, you will be taking advantage of feedback not only as a tool for improving performance, but also as an opportunity to improve your relationship with them and motivate them.

    Raúl González is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.


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