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 | Watch Your Language. If you are experiencing a strong negative
reaction to the word "feedback", don't use it. Instead of calling
someone to your office to give them "feedback", tell them
you have some information about their latest project. Other terms
might be results, tips, numbers, or impact.
Avoid "May I See You In My Office?" Syndrome. Give
feedback regularly, not just when something has gone wrong. Make feedback a
regular part of any performance development agenda. When employees are asked
to come by your office for a special reason, you have already fostered
anxiety and distrust of a necessary process. By building these conversations
into routine events, employees know what to expect and will be more willing
to see your point and work on changes.
| Enough Already ! Limit each session to one (at the most two) topics
of performance to discuss. Don't bring a laundry list of wrong-doings. Even
the most confident individual will feel bullied (no matter how good you may
get at giving feedback).
| "After You" Is More Than Just Good Manners. Allow the
person receiving the feedback to have the opportunity to start the feedback.
This is done by suggesting a self-assessment in the area(s) to be discussed.
By starting out the session with the employee giving their own assessment of
their performance or behavior in the targeted area, you avoid a
crime-and-punishment type relationship. Take the employee's own
self-evaluation and then see where your own notes are in sync. Build on
these points and then move into any points not discussed.
| So What? If you cannot tie the behavior or issue to performance
goals, you are probably being critical. For each piece of feedback you are
about to give, make sure it can be tied to one of the employee's performance
goals (or objectives, desires, agreements, or other pre-determined
criteria). For example, if you are concerned about a messy work area, but
the employee can always find what they need (and the public doesn't see the
workspace), then where is the problem? Think through your real goal
in giving feedback to ensure the best possible environment for receiving it.
| I'll Have the But Sandwich, Please. Balance the constructive with
the positive. Avoid the "but sandwich". Don't start out your
session with a few nice things to say and then launch into the real reason
for the feedback, then close down the session with a few more nice words.
This is called the "but sandwich". It sounds something like this:
"You are doing a great job here, but…" . Any attempt at
conveying positive feedback (and seeing a repeat of those behaviors) is lost
using this method. It is necessary to show the employee where they can
continue to make contributions, and where they can improve. Humans have both
positive traits and areas for improvement. Acknowledge both.
| Just the Facts, Ma'am. Do your research upfront. Include numbers,
examples, and specifics. This isn't just a good idea to fend off defensive
responses. It's vital to giving your employee full understanding of the
situation, the impact, and your recommendation for improvement. Likewise, if
you want your positive feedback to really have some punch, and ensure
a repeat performance, do the exact same thing.
| Know Your Lines. Write out what you would potentially like to say
before meeting with the employee. Better yet - practice with a trusted peer
or loved one. Your use of words (and your body language) set the tone for a
successful session. For instance, avoid the words "never" and
"always". No one is never or always any one way. You set up
defensiveness with the employee and start a "memory war" of
examples that contradict your statement.
| Avoid the "Horns or Halo" Effect. This concept is
generally found in interviewing. It refers to the tendency we all have to
hire those that remind us of ourselves. The same phenomenon can be found
when managing others. We tend to overlook mistakes made by those we identify
with, and become hypercritical of those to whom we cannot relate. Before
giving this person feedback (or withholding it), ask yourself if you are
trying to make that person into a junior version of yourself, or is the
behavior truly affecting productivity. | |
TEAMS: For more detailed training in giving (and receiving) effective feedback, go here