Feedback is a critical skill set for any team leader, and many experienced and newly appointed managers feel uncomfortable giving it. Because this is the truth: giving feedback is not easy, especially if you don’t just want to “incense” those in front of us.
Among others, it is important to keep in mind four essential tips to provide detailed and relevant feedback:
- Make it normal: Feedback should be specific and to the point. Many managers wait until the time of the formal evaluation to provide feedback. Instead regular meetings “One-to-one”, are a good practice of constant application because they help managers and resources to frame the feedback in time and within a path of evolution.
- Walk with your resources a two-way street. Feedback to ourselves from our team members is also critical and it can be helpful to ask for feedback on your performance when you give it. This helps you know more about the kind of support your team members need, allowing you to re-calibrate as you go. Above all, it will create a climate of mutual listening that will certainly benefit the relationship.
- Constructive is better. Make the feedback positive and constructive. Different organizations develop different cultures when it comes to feedback, so it’s important to know that there isn’t necessarily a one-size-fits-all rule. In some places, the feedback is always positive, which takes the rating away from constructive feedback. When everything is “great” we fail to see what is not working well. It is important to strive to emphasize what is positive and have the clarity to identify points for improvement that each of us has. Conversely in other places, feedback can’t only be given when things go wrong – positive feedback and letting people know they’re doing a good job is important for motivation and engagement. Let’s try to “Catch people doing it right!”.
- Focus on behavior and impact. When providing feedback, be sure to focus on the behaviors observed in the situation and connect them with the impact the behavior had. It is important to support team members in recognizing that feedback is not an attack on their personality, but is about the performance behavior they use and the impact (positive or negative it has). Describe the behavior as if you were seeing it again: what were the things observed? What happened next? What was the impact? Working together with your own resources to highlight patterns and identify impact can be helpful. As team members become more aware of their actions and behaviors, they can also self-control and self-regulate.
