When a goal is achieved in your team or organisation, what happens next?
It’s natural to want to recognise and celebrate achievements. Acknowledging a job well done is a vital part of the process of development.
But there’s a risk: complacency.
If we focus too much on what’s done, we often forget about what’s still to do. We look back, rather than forward to the next job, and the next goal.
If I were to ask you how you are, what would you say?
I suspect there is a strong possibility your answer would include the word ‘busy’. Most of us feel busy and we see being busy as a positive thing. If you’re busy, that must mean you’re productive, useful and high-achieving. If you’re not busy, what are you doing with your time?
In the words of Mary Chapin Carpenter, "I dwell in possibility on New Year's Day”. At the beginning of the year, we feel everything is open to us. The year stretches ahead of us, full of hope and opportunity.
There will always be goals we want to achieve. Indeed, they’re usually a vital part of measuring achievement and performance. But for those goals to mean anything, they need to be tied to a vision of success.
If no-one knows what you’re doing, they might think you’re doing nothing at all. That’s where the feedback loop comes in.
The feedback loop builds relationships and strengthens teams. Individuals feel valued and leaders throughout the organisation know who is especially good at doing what. Rather than being a fleeting moment, feedback gains momentum and has a long-lasting impact.