Performance management and feedback do not differ from many other complex activities: they are doomed to fail without good planning and preparation before the actual moment when they happen, being it an interview or an informal meeting.
From time to time during preparation is good to go through a series of questions that can help stimulating an adequate reflection that allows us to better address the interview, no matter if is physical or virtual.
Timing helps
When will the feedback conversation take place? It is important to contextualize it from at least two points of view: the first is the one relating to the pace of feedback you are going to give (are we analyzing an episode, a period, a year?); the second is, as far as possible, to choose the best time for yourself and for the resource. As happens normally in all offices between colleagues, there could be some “talking” after a feedback the worst the feedback, the highest the probability it will trigger chatting: in this case making it happen just before the evening can help to avoid “chatter” and give the person time to metabolize what happened.
Purpose is your main driver
Are we both clear about the purpose of the feedback? Here, too, it must be an open reflection that has a possible explanation as a direct consequence: if we are doing a performance interview or a mentoring interview, it must be clear to both of us in which case we are falling. Never mix the cases up or the conversation will quickly derail.
Create the venue
What will create a good environment for the feedback conversation? Whether it is a positive or negative feedback, it is essential to find the best setup to facilitate the discussion: it can be the place or simply a detail such as a coffee or a bottle of water that allow the person to remove the component of “prevention” with respect to the content.
Make feedback for the person
What feedback is valuable for the employee? Each of us has a kind of feedback that is more willing to accept: for some it may be the behavioral one, for others the professional one or a mix of the two. It is very important to identify it so as to use it at its best.
Be factual and specific
As a leader, what feedback do you want to provide? Clarifying what you want to transfer is crucial to being precise and structured in providing it. And above all, support it with specific examples
What other questions would you like to be sure to think about before the feedback conversation?
