One way is to look at our natural impulse to judge, to form conclusions, and our less natural impulse to understand, to treat our judgments as hypothesis – something to explore in a collaborative manner. Now you can make the person aware of what has to be changed but how do you get them to care? Some are aware, but don’t care, and some care but are not aware (of what has to be changed) – in both of these instances, change will not occur. Simply put, if a person is aware of what has to be changed, and cares about improving, change will occur. That said, it is important that the recipient be open minded and willing to change behavior as it is impossible for the deliverer to demand that and expect sustainable change to occur. The session does not have to be restricted by hierarchy, protocol, or structure, in fact, it is best when both parties are open minded and acceptable to the collaboration which is necessary to reach a positive outcome. Rather than an on-going tool to support and promote dynamic constructive communication between a leader and his/her subordinates. Feedback Session Best Practices are often a misunderstood, and are unfortunately quite often leveraged as an “event” with a scheduled timeline.
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