An Interview With Fotis Georgiadis
Communication is a two way street. Allow room for the recipient to process the feedback, make comments and ask questions. It’s important the feedback loop remains open until all items for discussion are addressed with an acceptable degree of closure.
As a part of our series about “How To Give Honest Feedback without Being Hurtful”, I had the pleasure of interviewing Sasha Laghonh.
Sasha is a Founder and Entrepreneur of an educational and entertainment platform that integrates self & professional development into nurturing meaningful outcomes. As a speaker, broadcaster and author, she partners alongside different clients to capitalize upon their talent and resources. She is the host in residence for KreativeCircle.com and Global Ambassador for Style My Soul, a Lifestyle & Interests Community. To learn more, please visit www.sashatalks.com.
Thank you so much for joining us! Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I hail from a business background having contributed to the private and public sectors among a wide variety of industries. This granted me an opportunity to better understand how to manage different types of businesses from an agile and waterfall perspective. Over time these lessons needed to be shared through a versatile outlet with business minds and individuals wanting to evolve with their performance management skills in life. Sasha Talks was founded on the premise to focus on the human condition of the mind and heart which require learning how to live an impactful life.
What do you think makes your company stand out? Can you share a story?
Sasha Talks focuses on integrating the deeper layers of human insights by exploring different dimensions of the mind and human behavior which contribute to performance enhancement. At one point it was perceived to be an informational source rather than the community it has become over the past decade. What stands out are the people that I’ve collaborated with who host remarkable grit to earn their merit as well exhibit strength to overcome challenging conditions from failures to tragedies in their lives; YET they still choose to operate from a place of love instead of fear. When I think of the community, I think of a beating heart which translates to life thriving among us.
Whether a person is down on their luck or they feel the odds are against them, I believe the world of Sasha Talks can clearly convey that our setbacks in life sometimes serve as a set-up for the stories we’re meant to actualize through our belief & efforts. Move forward and onward — it is easier said than done but it’s worth the effort. I have never honored any other opportunity that has taught and challenged me at the same time teaching me the human capacity to love life in its rawest form. We’re conditioned by society to appreciate things and people when they become the ‘finished product’ but in reality we’re all works in progress. This in essence is an on-going lesson for how I can take better care of myself.
In hindsight, most of my engagements through collaborations stress the theme of detachment. When we focus on the present by detaching our emotions and expectations for the future, we’re able to perform better by clarifying our focus on what we can control within our human means today.
Can you share the most interesting story that happened to you since you started your career?
I would say meeting people that I’ve looked up to as professional contributors and role models. I believe focusing on my work and letting it speak for itself has helped. Sooner or later the right people seek me out.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
I partnered with an academic institution to recruit senior talents for a program. Instead of telling me they had pre-selected the candidates to meet with me, they had forwarded the profiles for consideration without context. I thought they were prospective clients instead of candidates seeking to work alongside me. The crossing of wires resulted in botched communication leading the candidates to believe they applied for the wrong opportunity. I’ve learned when working with a team of people, especially external parties, to always reiterate the content of the message because people have a bad habit of initiating side dialogues which have no relevance to the core matter at hand.
What advice would you give to other CEOs and business leaders to help their employees to thrive and avoid burnout?
Make an effort up front to learn how your employees work well optimally together. Subjecting everyone to adhere to a fixed cadence will compromise the quality of communication, information flow and productivity over time. Understanding people have priorities outside of work can allow creative ways of working which welcomes input from contributors within the company. The top down command and control environments are slowly becoming extinct because employees have become proactive in seeking a professional environment that aligns with their needs.
How do you define “Leadership”? Can you explain what you mean or give an example?
Knowing yourself before guiding others to actualize their best potential when honoring a mission. The best leaders that I have witnessed are those that know themselves well from their strengths to their weaknesses. There is a human thread of vulnerability that welcomes people to trust their guidance; at the same time inviting people to share constructive feedback. A leader doesn’t necessarily work out of a 20th floor loft overseeing a city view, a leader resides within each one of us. A leader exists from within the crossing guard at a kid’s school to someone helping an elderly member shop at a grocery store.
In my work, I often talk about how to release and relieve stress. As a busy leader, what do you do to prepare your mind and body before a stressful or high stakes meeting, talk, or decision? Can you share a story or some examples?
I typically adhere to a self imposed rule of blocking out at least half an hour, or one hour of time prior to an important engagement. If the stakes are high, I will block out more time so I will not allow distractions to enter my mind and physical space.This may even extend to not entertaining calls, or any form of correspondence. I can use the time to enjoy a good cup of tea, listen to music to ease any angst of the day, review a preread, or sit still without having the urge to ‘do something’ for the sake of it. I’ve come a long way in my development that I can sit still without feeling guilty. If it’s a major decision, 9 out of 10 times I will sleep on it. I’m a walking alarm clock on some days due to the number of engagements I need to honor. If there are time constraints, I recommend people to focus on their sleep and hydration leading up to their big engagement.
Ok, let’s jump to the core of our interview. Can you briefly tell our readers about your experience with managing a team and giving feedback?
I’ve managed teams of varying scale and scope when it comes to business, sports and social engagements. Context matters when providing feedback given the objective of feedback and the recipients receiving it. It’s important to craft the feedback in a manner that yields a respectable utility value. Communicate it in a dignified manner by stressing the objective of the feedback by ensuring the successes are mentioned as well the opportunities for further learning are addressed. If the constructive guidance provides value then the recipient will likely apply it in their next engagement, including other areas of their life. It’s rare that our life experiences are so isolated that they can’t translate to lessons for other people.
Some feedback is crucial to deliver in person, on a video call or even a phone call. Other feedback is viable to address in writing if necessary. I prefer the live method because acknowledging the recipients in real-time is important to me because I want to know their thoughts and reactions which provide an opportunity to explore a conversation while allowing me to answer their questions even though they can follow up later in time. Such conversations hold the most value in the present. For example, when the feedback is delayed, it creates a vacuum for any behavior modification to take place sooner. Also voicing appreciation should not be delayed. Feedback can be celebratory, informational, acknowledgment of effort, a quick check-in; etc. Feedback is basically communication. It’s important to me that I treat people with the respect that I would appreciate in return when it comes to feedback. We can only grow together as a whole, otherwise we’re all scattered pieces waiting for something to miraculously glue our efforts together. I know how it is to be on the receiving end of feedback that I’m sensitive to acknowledging the presence of other members.
This might seem intuitive but it will be constructive to spell it out. Can you share with us a few reasons why giving honest and direct feedback is essential to being an effective leader?
Honest and direct feedback is essential for an individual to develop themselves to reach their best potential. Sugar coating concerns doesn’t allow anyone to achieve their best potential, instead the leader is throwing a hurdle in this person’s path or even drilling a pothole for the individual to trip over themselves later in time. Direct feedback delivered with integrity saves time, energy and resources for people to move forward in terms of ROI.
There are leaders who struggle with providing authentic feedback because they, by nature, lack the ability to be honest with themselves; therefore they project their personal dilemmas onto others in their role. Sometimes the leaders are honest with themselves but they lack the skill to exercise effective communication skills because they make it about themselves in some fashion. When the feedback is strictly addressed in a specific context, it’s not impossible to be honest and direct.
The word honest has questionable stigma attached to it. If people respect themselves, they are likely to respect others through exercising honesty. It’s not always the delivery of the honesty that can be overwhelming for one but handling the recipient’s reaction in response to the honesty. This is why it’s important to be mindful of the tone, diction, timing and setting of how the feedback is delivered. It may not be the feedback that upsets a person but the lack of situational awareness of how the message is delivered. If a leader knows how to read a situation well, then they should be able to provide feedback that can only benefit them and the overall group. If the leader is trusted to do well, providing respectful yet truthful feedback is an opportunity to contribute to an individual’s personal and professional growth.
One of the trickiest parts of managing a team is giving honest feedback, in a way that doesn’t come across as too harsh. Can you please share with us five suggestions about how to best give constructive criticism to a remote employee? Kindly share a story or example for each.
- Respect. All feedback should have an objective so the sender and recipient of the feedback understand why the conversation is taking place. Craft the message and/or plan the conversation in an organized manner. Have your key points ready to discuss including action items and questions you may have for the recipient. This is professional feedback not a session to dispense personal opinions or to shoot the breeze. Respect all aspects (the recipient & the message) of the meeting at all times.
- Timing. Pick a time that works for both parties without being rushed during the conversation. If these are regular feedback meetings that occur on a cadence, then a 15 minute or half an hour block works. Otherwise quarterly, semi-annual or annual meetings deserve a greater time block. If this meeting is on the calendar, then create a running agenda where the recipient can add their topics to discuss prior to the meeting.
- Mind your words. What and how you communicate needs to deliver value by assuring the employee they are acknowledged, valued and how their contribution impacts their professional environment. Stay on point, make each word count without relying on filler words. Honest and direct feedback works best. Employees respect employers who respect their time and character. No one wants to be lied to with false promises. Serious matters need to be addressed in a sensitive yet firm matter. The recipient shouldn’t have to think whether you’re making a statement or asking them a question. Be clear to avoid misunderstandings.
- Empathy. You’re human and so is the recipient of the feedback. Be in the moment. Communicate in a dignified manner while allowing yourself to acknowledge the reactions and responses in return. Do not make it about you, nor should you become defensive if questioned about the feedback. Take accountability of your feedback rather than blaming the content of the feedback on another member to avoid any rebuttals.
- Communication is a two way street. Allow room for the recipient to process the feedback, make comments and ask questions. It’s important the feedback loop remains open until all items for discussion are addressed with an acceptable degree of closure.
Can you address how to give constructive feedback over email? If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. How do you prevent the email from sounding too critical or harsh?
Email can be impersonal at times since it lacks the tone and inflection that is needed for such situations. Emojis do not count nor are they appropriate for such conversations. Constructive feedback can still be given in a formal yet amicable manner by focusing on the content and formatting of the feedback. Again, context matters. If this is a regular member of the team or an acquaintance offering feedback, it makes sense to consider the professional relationship in how you manage to frame the message. It’s not always the feedback that is harsh but rather the recipients are not seasoned enough in character and personality to co-exist with such realities of life.
Feedback can range from telling one employee to work on their personality and demeanor in how they interact with their colleagues to another member being coached on how to better execute a leadership meeting. For example, it’s important to approach the feedback with care in writing and in live circumstances by knowing whether it’s a task/performance based matter, or a character development that requires attention. Certain types of feedback, per company protocol, require vetted members (i.e. HR, senior manager or a vetted witness) to be on the email message for record keeping and performance tracking purposes. When it comes to everyday collaborations and feedback, it is best to keep it solely among those that are engaging one another for a professional task. The feedback’s goal is to accomplish progress in some form, not extend invitations for reprimands. Feedback should also be shared when there is progress exhibited, achievement in real-time and moments when extraordinary effort is invested by members.
Feedback should be executed with balance in mind. Be generous with justifiable praise. Be mindful in how you extend constructive feedback. When there is nothing to say on either counts, remain silent and patient. The passage of time always provides some material to assess and report on whether there is progress, no change or cause for potential concern.
In your experience, is there a best time to give feedback or critique? Should it be immediately after an incident? Should it be at a different time? Should it be at set intervals? Can you explain what you mean?
It depends what the critique is for at work. If it’s about a major board meeting that took place then it makes sense to schedule a debrief following the event within the same week to discuss the hits, misses and next times that can be taken into consideration. If it’s critique for on-going work, then it can possibly be integrated in a weekly, or set 1:1 meeting with the manager or member managing the progress. When the feedback is related to small day to day items, the critique should be given in real-time when it happens, or after it happens when there is an appropriate time, place and audience present. Some feedback is casual that can be shared in general before people so others can learn too; other feedback is critical yet sensitive which should be delivered in only the presence of the recipient.
The convenience of logistics should not trump integrity and respect when providing feedback.
How would you define what it is to “be a great boss”? Can you share a story?
A great boss is someone that is confident in themselves while being aware of their strengths and weaknesses. All of whom I regard as great bosses were grounded people who were people of integrity, fair, strong communicators and foremost they didn’t care whether people liked them. They were still human but they didn’t hide it. They encouraged people to actualize their best selves.
It reminds me of a quote by Seth Godin, “ If you’re remarkable, it’s likely some people won’t like you. The best the timid can hope for is to be unnoticed. Criticism comes to those who stand out.”
You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
Since it’s the holiday season, it’s an opportunity for all of us to assess our belongings and decide whether there are items which qualify for donations to help those in need. Whether it’s an item that was bought a while ago and not used, or an item rarely used, there are charities in need of donations since demand is high and supply is low. Sharing new items is always welcomed. If sharing physical items isn’t an option, there are charities that welcome written letters that are shared with the elderly, military personnel and children situated in different circumstances. If people know creative ways of alleviating another person’s loneliness this holiday season, extend that hello and let them know.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
No one is going to pick you. Pick yourself. — Seth Godin
It’s important that we become our own advocates instead of relying on our external environment to validate us. No amount of external validation will fill one’s cup until they start filling it with their worth. You don’t get to join the game of life when it gets better, you’re part of the formula to make it better. Pick yourself. Ask yourself — is life happening to you, or are you happening to life?
How can our readers further follow your work online?
People are welcome to visit Sashatalks.com.
Thank you for these great insights! We really appreciate the time you spent with this.
Thank you all for your hard work to educate audiences around the globe!
Sasha Laghonh Of Sasha Talks: Giving Feedback; How To Be Honest Without Being Hurtful was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.
