What are the most common types of feedback given to employees in Strategy?

Here are some valuable feedback methods I adapt to hone the strategic thinking aspect of the team: Analytical Excellence: Commending thorough and accurate data analysis. Persuasive Communication: Highlighting the ability to articulate complex strategies clearly. Collaborative Leadership: Acknowledging teamwork and positive cross-functional collaboration. Adaptability Mastery: Recognising agility in adjusting strategies to dynamic environments.

Common positive feedback includes praise for outstanding analytical skills, strategic acumen, and creative problem-solving. Simplicity is key, making strategies easier to follow without compromising on detail. Commend robust communication, effective stakeholder engagement, and collaborative teamwork. Recognise leadership in guiding teams and stakeholders, adaptability to change, and dedication to professional growth. Emphasise the tangible impact and specific successes in projects and stakeholder work.

If you are in a consultancy or supplier role, the best feedback you can get is from your Clients. I say this because positive feedback within your own company will always have and element of required conformity, a Client wants to see positive results gained from a strategy and the two sometimes may provide different feedback

Be aware about expectations from internal and external clients to offer a superior level of quality and create tailored solutions to cover them.

Constructive feedback should specifically focus on objective enhancements in analysis, strategic alignment, measurement, and stakeholder communication. Stress the relevance of each point to strategy success. Offer support and resources for development, encourage open dialogue to understand challenges, and balance this with positive acknowledgement. Timely and respectful feedback, followed by regular reviews, aids professional growth and upholds the high standards vital in strategy roles.

How about guiding the colleague to self-assess and create their own positive feedback through realisation? Colleagues who find their own solutions and provide honest feedback on themselves will normally align to company strategies because they understand them

Helping an employee to align their interests, strengths, and values with the organization's vision, mission and strategy is changing them to fit the company profile which can limit creativity and benefits to the company. Providing an acceptable framework for the colleague to explore new opportunities or challenges through their own choice puts the colleague in control. It increases choices not restricts them

Peer feedback often centers on collaboration, highlighting a team member's ability to effectively communicate and contribute to group goals. Strategic feedback may address an employee's alignment with overall company objectives, emphasizing how their efforts contribute to broader organizational success. Creatively, feedback can encourage innovation by acknowledging unique ideas and suggesting ways to further develop and implement inventive approaches within the team.

To foster a truly open and supportive environment, prioritizing the value of embracing the complexities and discomforts associated with feedback and cognitive dissonance is paramount. Leaders can inadvertently erode feedback safety by engaging in certain behaviors, such as simulating uncertainty, seeking feedback they aren't genuinely seeking, and responding to setbacks with inauthentic empathy...

The most counterproductive feedback often revolves around excessive focus on short-term gains, neglecting innovation and adaptability. Hence, it's crucial to balance celebrating immediate success with a critical examination of whether they align with the overall strategic goals. Emphasizing only the positive can create complacency, hindering the pursuit of more impactful, forward-thinking strategies.

Strategy by its very nature is multi-disciplinary. So we need a 360 degree feedback especially from those implementing the strategy to evaluate the effectiveness of it. The reason why I did not put this in the above section (360 degree feedback), is because the focus is on the strategy rather than the person behind the strategy.