Both performance management and feedback activities are not free from good planning and preparation before the actual interview. And like many other analyses done together, they deserve a series of questions that stimulate adequate reflection that allows us to best direct the interview, whether it is physical or virtual. Not doing this preparation is a huge risk of derailing the discussion, so is time well spent if done appropriately.
Let’s look at them in detail.
What is the context and when the discussion will take place?
When will the feedback conversation take place, and what will it cover? It’s essential to consider at least two perspectives: first, regarding the frequency (are we discussing a specific incident or a longer timeframe?), and second, finding the best timing for both us and the individual involved. For instance, sharing strong negative feedback before an evening out can help minimise “chatter” and give the person some time to process the information. Because if information is not processed is like having none.
Why we are having the feedback?
Are we on the same page about the purpose of the feedback? It’s important that we both understand whether we’re having an evaluation or a mentoring conversation. Being clear about this will help us avoid any confusion, as mixing the two can lead to misunderstandings.
What is the best way to make it happen?
What can help create a comfortable atmosphere for a feedback conversation? Whether the feedback is positive or negative, it’s important to set the right scene for the discussion. This might involve choosing a cozy location or offering a simple gesture, like a cup of coffee or a bottle of water, to help ease any tension and encourage open communication.
Which type of feedback?
What kind of feedback do employees find valuable? Each person has a type of feedback they’re more receptive to; for some, it might focus on behavior, while others prefer insights into their professional skills, or even a blend of both. Identifying this preference is essential for making the feedback most effective.
Then turn to yourself: as a leader, what feedback do I wish to share? It’s important to clarify my message so that I can deliver it in a clear and structured way. And, of course, backing it up with specific examples makes all the difference.
