A friend from my days as a psychologist in the Army once told me about her role as a counsellor for Army recruits. Twenty-five years ago recruit training methods were, well, different to what they are today. Many recruits found the style of their instructors to be intimidating and scary, leading some of them to have second thoughts about their worthiness to be a soldier. Upon seeking some guidance, recruits would reflect that they weren’t cut out for the role.
Imagine the recruit’s instructor has said to the recruits, “Right you lazy lot, get your useless behinds to the mess hall, make sure you eat ‘cos you’re going to need something to puke up this morning in training, then be back here in 15 minutes, or you’ll be scrubbing the showers with your toothbrushes!”. The recruit, understandably, explains to my friend that they don’t feel their instructor has much faith in them. (This ineffective training style has thankfully disappeared from recruit training establishments!)
My friend would ask them to tell her what it was that the instructor had actually asked them to do.
- “Go eat breakfast, then be back in 15 minutes”, would come the reply.
- “And what happens if you focus on the other stuff they’ve said?”
- “I feel horrible, can hardly eat, and just want to go home”.
- “Does that help you to achieve your training goals?”
- “What difference would it make if you were only to focus on the message, but not the delivery?”
The recruit’s face would visibly shift with the new thought, “I’d know what they wanted me to do, but I wouldn’t take all the other stuff to heart”.
Thankfully the majority of us do not experience this degree of ferociousness in the feedback we get at work. Regardless, the principle is the same – focus on the message, not the delivery. The delivery does not change the message, only the impact of the message, so if that impact is not helpful try to focus just on the message. Reframe the message in a way that is positive rather than negative. Instead of “My boss hates it when I ramble in my emails”, think, “My boss prefers brief emails”.
Those of us who are managers can focus on identifying what an individual needs to learn in order to avoid repeating a mistake. In providing performance management, the error will be a part of the discussion, but not the focus of the discussion – effective work behaviour is the focus. Some workplaces do not see mistakes as the learning opportunities they present, but in an environment where the employee’s manager is able to coach them through the lessons learned, the result is an employee who is better prepared to apply the new knowledge to their advantage.
When the culture is that of blame the focus is on the mistake, or the lesson – when the organisation has a coaching culture the focus is on the next step, or the learning.