How easy is it to give positive feedback, when someone has performed a great job? Easy isn't it?



How easy is it to give constructive feedback, when someone has performed badly? Hard? In fact, 77% of managers don't; they shirk it.

Giving constructive feedback well is an art. Here are some guidelines to help you develop that art ...

1. Keep the goal of feedback in mind.

Always remember that in giving constructive feedback, the aim is to help the other person do a better job. Improved performance on their part is the goal: constructive feedback should serve the needs of the receiver not the giver.

2. Give positive feedback.

Describe something they are doing well. Positive behaviour is reinforced when affirmed by others.

3. Don't avoid corrective feedback.

To learn from our mistakes we must first be made aware of them. Corrective feedback given in a sensitive manner is a powerful tool for development.

4. Focus on specific behaviour rather than traits.

Point out behaviour that they do well or could change, rather than focussing on traits. Avoid using negative labels such as 'lazy,' 'a slow learner,' 'incompetent,' 'manipulative,' and so forth. This is just name-calling and creates a negative climate in the workplace. The following statement deals with specific behaviours rather than traits: "Your tone was harsh and you did not give him a chance to reply to what you were saying."

5. Be specific.

Give specific situations or incidents when the behaviour occurred.

6. Provide hints for better performance.

Once people have received feedback, they often know how to change their behaviour. Sometimes, however, if they agree with the feedback but do not know how to change their behaviour, suggestions or hints on how to improve performance are useful. These, too, should be specific and clear.

7. Be concise.

Feedback that is both specific and brief is most helpful. Long-winded feedback tends to be a waste of time. Someone may need feedback on a number of points. In this case, do not overload them with feedback. Instead, give feedback on one or two points and provide further feedback at a later date.

8. Make it a conversation.

When giving feedback it is important to be sensitive towards the person receiving it. Check that the person is ready to receive the feedback and be sensitive in choosing the right location and environment. Feedback is more effective if it takes place through a dialogue between the giver and receiver. This gives the receiver an opportunity to clarify what the feedback giver means and perhaps ask for suggestions. A dialogue helps the receiver better "own" the feedback. Having shared your feedback, check that the person has understood what you have said and why you have said it, dealing with any negative feelings if they have arisen. Agree any actions that are required as a consequence of the feedback, but remember, it is the receiver's choice as to whether they accept your feedback or not.

As a Manager, you cannot shirk the responsibility of providing constructive feedback. Don't be included in the 77%. Other staff will see that you are shirking one of your responsibilities and you will lose respect.