Tips for Leaders
"Feedback...It Can Be a Gift"
Providing feedback is one of those things most of us dread. It can be difficult or at least uncomfortable. But leaders will find it not only necessary, but when given properly it actually can be a gift for both the individual and the organization.
People don’t grow unless they know what they are doing well and what they should do differently. Often neither of is self-evident.
We hold back for many reasons. A habit has been developed of giving feedback for correction without the balance of using it for reinforcement. Fear it might not be received well. Not enough is really known about the situation to provide appropriate discussion.
By remembering a few tips, and with practice, I think you’ll find providing effective feedback is not only worth the effort but will help improve relationships. Here are a few things to remember:
- Given with good intentions, the purpose of feedback is to help and not hurt. It can be motivational, to encourage continuation of behaviors, or corrective, providing advice for moving in a different direction. As with any gift, the recipient should be allowed to consider the consequences and to make a decision on how to accept the information. Being treated as an adult at choice is a large part of the gift.
- Managers must be as quick to provide recognition for good performance as to correct. This helps to build a base of trust so that even corrective feedback will be understood as constructive rather than critical.
- Feedback should be given when it is most useful. This means as close to the event as possible.
- Performance discussions should be on-going and not just once or twice a year. Individuals are different. Some will need or desire more frequent feedback than others.
- Plan ahead to determine what is most important to convey. Consider the teaching point. Avoid the temptation to overload.
- Consider what behaviors need to be addressed but are most difficult to discuss. Practice ahead of time saying what really needs to be on the table, but will be painful to get through.
- Provide closure. Allow for reactions and really listen.
- Celebrate the positives. Confirm the areas for change. The expectations and consequences should be clear and the even when change is required, the value that the employee brings is also understood.