Was tun Sie, wenn Ihr Feedback zum Programmmanagement Stärken und Schwächen aufzeigt?

From my experience feedback reflection is vital, constructive feedback deliver both the positive and area of improvements. Strengths such as strategic ability, engaging stakeholders effectively, cross-functional coordination or any technical or problem solving ability need to be efficiently used in future. They need to be capitalize in day to day work and opportunities as using these we can clearly standout

Embracing positives from feedback involves understanding and replicating your strengths across your program management practices. Analyze successful areas to ensure they result from effective strategies, not just chance. Recognize your team's contributions to these successes and explore applying similar approaches elsewhere, boosting morale and establishing a success blueprint.

In the program management level, realignment with the company's strategy is necessary. Weaknesses can reprioritize focus and effort to certain areas, where successes can show the business value gained and re-enforce the program. Stakeholder engagement and visibility of the feedback -from and to- the project teams and stakeholders, is what will help the program manager re-assess and re-iterate to the next steps towards success.

Handling negative feedback can be challenging. Instead of taking weaknesses personally, view feedback as a gift that someone cares enough to provide. Here's a game plan to handle feedback the right way: Leverage strengths in daily tasks and decisions. Acknowledge weaknesses and seek training or mentorship. Set measurable goals based on feedback and create an action plan. Continuously gather feedback for progress tracking. Learn from setbacks and implement strategies for improvement. Stay updated with industry trends for skill enhancement. Collaborate with colleagues and mentors for insights and improvement.

Feedback loop is important in the program management especially regards to the quality improvement. Strengths are not occur all on a sudden rather it is a cumulative efforts of the team for effective programming. However, the feedback on the improvement areas are crucial and must be considered. It helps to rethink and analyze the critical aspects of quality improvement. Sometimes we overlooked the very details and nitty gritty of the program management which leads to poor quality of the program management. So, feedback on the improvement areas are the blessings of the organization.

I seek out others in the team who can fill my weaknesses with their strengths. That way you grow their role and recognise diversity

I have seen people, programs and institutions steadily grow like never before only when they have a honest reflection on their weaknesses, take strategic actions and resist from the practice of being offensive and lamenting. So yes, it's good to leverage on the strengths but being intentional on addressing gaps is critical.

I and my Team have had the pleasure of supporting one of Andy Butterfield's Programmes. It has been refreshing to see firsthand how open Andy and his Team have been to jointly examining the challenges which we faced and to collaborate in achieving the best outcome for our organisation. Seeing all members of our joint Team gain experience and become better versions of themselves as a result has been a great outcome for all involved throughout the Supply Chain.

Weakness give us opportunity to work on our shortcomings. Feedback need to be taken care as constructive and area of improvement require a proper planning to address. From my experience early in my career i had problem is assertive communication, i got the feedback from supervisor to work on it, after building a plan and track progress aggressively i was able to overcome this shortcoming. This just need to be taken as a opportunity where we can spend some extra effort and improve for future success

I think it’s critical ti evaluate the negative feedback towards the goals and values your program generate and consider of course from whom it’s coming. Don’t try to jump and immediately fix everything and try to understand if it needs to be fixed in a first place and collect more opinions from various angles on that.

An important aspect in project management is openness and accountability to project stakeholders. It is paramount that when feedback is received on a project, the same should be communicated to stakeholders. Effective feedback communication to stakeholders involves informing them of project successes and weaknesses. It is critical to intimate how the positives were derived, the consequences of the weaknesses and remedial actions put in place to avert risks. Allow the stakeholder to review your weaknesses redress strategies and explain to them why your proposed approach is feasible and effective. Also inform them of associated costs for addressing the weaknesses and allow them to determine value for money and approve your strategy.

In large or complex projects, it can be helpful to pull together a stakeholder map of different personas to track different perspectives, expectations, and specific actions, messages, etc.

Weaknesses are not failures, which today’s society wants us to think. But they are opportunities to improve. We can’t be strong in all areas. We want to be, and we strive to be, but it really is not possible. Our personality facilitates our being strong in specific areas. But some areas are outside our personality strengths. So we need to live into our strengths. But it is solid gold to become aware of our weaknesses. Two options are to grow in those areas, or find others strong in those areas to join our team, to complement us. If we are serving a client, it’s the complimenting skills that will lead to ultimate success. “Teamwork makes the dream work” is so true in this case. So be thankful for the feedback and step into growth.

Engaging stakeholders is crucial when addressing feedback on your program management. Share strengths to bolster confidence and discuss weaknesses to show commitment to excellence. Seek their suggestions for improvement, tapping into their valuable insights and resources to enhance program effectiveness.

Is engaging stakeholders in weakness identification always helps? 1- Not sure, as many times weakness is generally known to many, involving more stakeholders may lead to defensive actions rather problem solving. 2- Right or appropriate stakeholder engagement is the key. Not like invite all. 3- These saves time as well, as you would have less opinions 4- While if there is complex challenge and all stakeholder's engagement is likely to help. then engagement all may make sense.

I'm someone who believes in improvement in career and life journeys. In program management, we regularly conduct SWOT analyses and regular meetings to address our weaknesses and strengths. Actually, we refer to weaknesses as 'lessons learned.' 😁✌️ In our SWOT analysis, we formulate improvement plans based on our strengths and opportunities. Additionally, we develop mitigation plans based on our weaknesses and threats.

Let's say your feedback shows you're a superstar at communication. Maybe your stakeholders and team members always feel in the loop, everything's clear. That's awesome! Don't let that strength go to waste. Think about how you can use your communication abilities to make other areas better. Always be thinking about maximizing VLAUE. For example, managing risks isn't your strongest suit. Since you are great at communication, you can think of establishing a really clear system for your team to flag potential risks to you promptly.

Continuous learning is essential in program management. View feedback as an opportunity for development, identifying skill gaps and areas for further training. Foster a growth mindset within your team, treating feedback as a means to enhance competency and achieve superior program outcomes.

All leaders should understand that any project will have both strengths and weaknesses (and embrace both positive and negative feedback as part of the process. Program managers are in many ways leaders for the program. All feedback (positive and negative) is a gift. It shows you were you might want to refocus your energy, and reminds you of areas to continue to nurture.

And there are excellent examples in industry of simple yet powerful ways to encourage or introduce these continuous learning opportunities. Think: plan-do-study-act (PDSA), common in quality improvement in healthcare, and of Kaisen events and Andon cords in manufacturing.

When feedback points out strengths and weaknesses in program management, utilizing specific tools like Jira and Airtable becomes essential. Jira excels in project planning and risk management, while Airtable shines in resource allocation and enhancing communication. Together, they can refine processes, boost collaboration, and ensure better program oversight. Opting for tools that fit your program’s requirements and making sure your team is skilled in using them is vital for leveraging your strengths and addressing any weaknesses effectively.

Leveraging program management tools can enhance your strengths and mitigate weaknesses. These tools support planning, resource allocation, risk management, and communication. Streamline processes and improve collaboration and control by selecting tools that fit your program's needs, and ensure your team is proficient in their use.

They say good feedback is worth its weight in gold. This is because it is difficult for us to assess ourselves objectively & there is always a bias. Hence, without external feedback, we may not know what our strengths & weaknesses are. That's why big achievers constantly go out and seek feedback. However, this doesn't mean all feedback is equal. We need to validate them so that we can filter out wrong, uninformed, even malicious feedback. After that, we need to work on the real feedback that we want to address, and arrive at an action plan. This is not a one-time process. Key comments may need regular revisits to ensure we are on the right track. We can even go back to the person who provided that feedback for a quick reassessment.

All feedback is good feedback. Feedback does not have to be good to be relevant to refine or iterate your process. Learn from what you did well, what you did not do well, what things remained unclear & any suggestions, ideas or insights came from the feedback. Use these to refine your program design, implementation or engagement as you address feedback collaboratively with your team. When you start by learning from your feedback, being a reflective practitioner, you allow the program to become a learning program for the refinement & redesigning of the process.

Refining your program management processes based on feedback is vital. Standardize effective procedures and reevaluate those needing improvement to remove bottlenecks and enhance communication and risk management. Process refinement is a continuous effort essential for program success.

I completely agree with refinement is an ongoing endeavor. What works today may not work in six month. It’s important to revisit processes to ensure they are still valid and adding value to their objective.

Everything can be improved, and good program management should include regularly assessing all parts of the program for efficacy and opportunity. Ideally such measurement is baked into how the business is already functioning, but if not, consider introducing feedback mechanisms for both quantitative and qualitative input. This is crucial in understanding what is working well in existing processes (and where you might want to try to replicate that success elsewhere), as well as what isn’t working that may need to be prioritized for iteration.

I feel grateful whenever I encounter feedback, especially when it reveals 'weaknesses' for they are key for personal and professional development. I think feedback provides insights into how others perceive you, increasing your self-awareness and helping you understand your impact on others. I use it to motivate and encourage me to perform well and as an opportunity to develop a stronger, more trusting relationship with others. Finally, I use it to understand myself better so I can set realistic and achievable goals for me. For instance, how could this message provide enough value for you to leave a 'Like'?

Consider the importance of fostering a culture of transparency and open communication within your team. Sharing stories of how feedback led to significant program improvements can inspire others to view feedback positively. Reflect on instances where a change, prompted by feedback, not only improved the program but also enhanced team dynamics and morale. Highlight how embracing change and feedback can lead to innovation and uncovering new opportunities, emphasizing that feedback is not just about identifying issues but also about recognizing potential for growth and excellence.

Sometimes you will find that the weaknesses you have identified is not something you can address in a short period time. Recognizing that changing a system or prcess takes time and patience, focus energy into your strengths and become an expert in what you are good at. Find partners that are good at what your program lacks, learn from them. If possible delegate and share tasks/ projects if admissible. We should create a culture of growth within teams and not perfection.

The hardest decision for a leader is to decide when they should "get off the horse" and let others do it. Too often we leaders think we are not replaceable. As a 74 year old leader of a consulting firm I live these words every day. I believe I am a good leader, a creative leader, a good consultant, a thought-leader, etc. however I also realize that others have to take it over and have been grooming others throughout my career to do that. I always try to hire my replacement or people who are better than me. Many are and they are in process of being my partner leaders in our exciting firm. This type of leadership identification eliminates most concern about lousy results.

Another area to consider from my experience for the program management feedback is the team performance montioting as whenever you get a positive or negative feedback , this will be most of the time a straight forward message on how well the team is performing.