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I eat it all the time. OK, what about the verbs followed by the infinitive? These include decide, want, promise, plan and forget.

She decided to go with Elliot instead.

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And Weitzman-Garcia says the benefits to the organization far outweigh the costs to HR. DigitalOcean, a New York—based start-up focused on software as a service SaaS infrastructure, engages a full-time professional coach on-site to help all managers give better feedback to employees and, more broadly, to develop internal coaching capabilities. The idea is that once one experiences good coaching, one becomes a better coach. Not everyone is expected to become a great coach—those in the company who prefer coding to coaching can advance along a technical career track—but coaching skills are considered central to a managerial career.

Traditional HR focused on individuals—their goals, their performance, their needs. But now that so many companies are organizing their work project by project, their management and talent systems are becoming more team focused.

Groups are creating, executing, and revising their goals and tasks with scrums—at the team level, in the moment, to adapt quickly to new information as it comes in. It comes from rugby, where players pack tightly together to restart play. They are also taking it upon themselves to track their own progress, identify obstacles, assess their leadership, and generate insights about how to improve performance.

In that context, organizations must learn to contend with: Multidirectional feedback. Peer feedback is essential to course corrections and employee development in an agile environment, because team members know better than anyone else what each person is contributing.

That keeps input constructive and prevents the undermining of colleagues that sometimes occurs in hypercompetitive workplaces.

But some executives believe that peer feedback should have an impact on performance evaluations. Employees may choose whether to include managers and others in their comments to peers.

The risk of cutthroat behavior is mitigated by the fact that peer comments to the supervisor also go to the team. Anyone trying to undercut colleagues will be exposed. They started with periodic confidential employee surveys and focus groups to discover which issues people wanted to discuss with their managers.

HR then distilled that data for supervisors to inform their conversations with direct reports. Mitre also learned that the most critical factor in getting subordinates to be candid was having managers explicitly say that they wanted and appreciated comments.

As with any employee survey, soliciting upward feedback and not acting on it has a diminishing effect on participation; it erodes the hard-earned trust between employees and their managers.

A revised system for upward feedback will roll out this year. Because feedback flows in all directions on teams, many companies use technology to manage the sheer volume of it.

Apps allow supervisors, coworkers, and clients to give one another immediate feedback from wherever they are. In some apps, employees and supervisors can score progress on goals; at least one helps managers analyze conversations on project management platforms like Slack to provide feedback on collaboration. Such tools enable managers to see fluctuations in individual performance over time, even within teams.

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We know that companies recognize and reward improvement as well as actual performance, however, so hiding problems may not always pay off for employees.

Frontline decision rights. The fundamental shift toward teams has also affected decision rights: Organizations are pushing them down to the front lines, equipping and empowering employees to operate more independently.


So the bank embedded agile coaches in business teams. These are the agile version of after-action reviews; their purpose is to keep improving processes. Because the retrospectives quickly identified concrete successes, failures, and root causes, senior leaders at BMO immediately recognized their value, which helped them get on board with agile generally and loosen their grip on decision making.

Complex team dynamics.

It uses an enterprise-wide platform called Team Space, which tracks data on team projects, needs, and achievements to both measure and improve what teams are doing within units and across the company.

Pay is changing as well. Research and practice have shown that compensation works best as a motivator when it comes as soon as possible after the desired behavior.

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Instant rewards reinforce instant feedback in a powerful way. Annual merit-based raises are less effective, because too much time goes by. Patagonia has actually eliminated annual raises for its knowledge workers. Instead the company adjusts wages for each job much more frequently, according to research on where market rates are going.

Increases can also be allocated when employees take on more-difficult projects or go above and beyond in other ways. Upward feedback from employees to team leaders is valued in agile organizations. Compensation is also being used to reinforce agile values such as learning and knowledge sharing.

In the start-up world, for instance, the online clothing-rental company Rent the Runway dropped separate bonuses, rolling the money into base pay.

CEO Jennifer Hyman reports that the bonus program was getting in the way of honest peer feedback. DigitalOcean redesigned its rewards to promote equitable treatment of employees and a culture of collaboration.

Salary adjustments now happen twice a year to respond to changes in the outside labor market and in jobs and performance.Risks and guarantees.

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Services and contact Need help? You carry them out yourself online or on your smartphone or tablet. How do I view PDF online? It uses an enterprise-wide platform called Team Space, which tracks data on team projects, needs, and achievements to both measure and improve what teams are doing within units and across the company.

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