Management Fundamentals - Providing Feedback
Management Fundamentals - Providing Feedback
What is feedback?
Feedback is simply information given and received by people regarding their "Behavior Not Character". It is a continuous and interactive process that produces best results when it is given as close to the time a behavior occurred. Most managers make the mistake of postponing feedback for any particular behavior or wait to the end of the year to provide needed feedback. Unfortunately, by this time the behavior to be praised has lost momentum or may have been forgotten. Providing feedback long after a behavior has occurred may backfire. Feedback provided too late sends the message that the deed was not important enough to take a moment to be praised at the time it occurred. In addition, lack of feedback sends the message that a person is meeting expectations when in reality that may not be the case. Thus the phrase, "no news is good news".
Feedback can be positive or "Constructive". Contrary to first impressions, constructive feedback is about letting people know what they are doing that is not quite right. However, constructive feedback is not about criticizing or reprimanding. Constructive feedback is about redirecting people's behavior toward a different more effective behavior. Constructive feedback clarifies expectations, provides information, and when done correctly, is not criticism. Managers should apply constructive feedback to discourage inappropriate, unproductive, and undesirable staff behaviors.
Why give positive feedback (also known as praise)?
Everyone likes to feel appreciated for their work. Unfortunately, a lot of managers criticize their staff many times more than they praise them. It is never too late to provide positive feedback to the staff and make them feel appreciated for the work they do. After all, managers succeed only if their staff succeeds. It is important for managers to provide continuous feedback to their staff. Below you will find effective tips on how to provide positive feedback:
Tips to follow when providing positive feedback:
Start by describing the behavior (not the person) by using specific examples. Be as clear as possible.
Describe the impact of the behavior. What positive consequences does it have? What benefits does it bring? Why are you praising the person for it?
Show appreciation for the person's effort. A simple "thanks" will go a long way and is better than no thanks at all.
Be sincerely appreciative and not manipulative. Be on the lookout and catch the staff doing something right and make them aware of it. The purpose is not to make them work harder but to let them know that their contributions matter.
Use positive feedback to show sincere appreciation and to reinforce appropriate, productive, desirable behavior. Use phrases like "Thanks for the extra effort", "You helped us reach a milestone", "I appreciate all your work..."
Why give constructive feedback (also known as reprimand or redirect)?
Sometimes people's behavior does not align with work expectations. If the behavior is not aligned with clearly set goals, then it needs to be redirected immediately. When inappropriate behavior is not redirected quickly, it becomes a habit and it will be difficult to change at a later time. Also, when needed constructive feedback is not provided, an employee may be under the impression that his behavior is accepted and he is meeting expectations. This is the reason why the popular phrase "I've always done it this ways and nobody ever complained" exists. By providing constructive feedback, managers can ensure that the staff is working effectively towards goal achievement. Below you will find tips on how to provide constructive criticism appropriately.
First, describe in detail the behavior to be redirected. Focus on describing the behavior and not the person. Vague generalizations and unsubstantiated opinion are useless when improving performance. Avoid judgments and evaluations. Concentrate on correcting only one behavior at a time.
Describe the impact of the behavior and why it is being brought up to the staff's attention.
Ensure that the person understands the feedback. Ask for the person's input to verify that he understands what is being said.
Avoid emotions that get on the way of communication (anger, assertion).
Try to speak without using the word "You" or try to minimize the use of it as much as possible. Using the word "You" when providing constructive feedback can immediately place the listener into a defensive mode.
Suggest an alternative desired behavior and be sure to clarify the new behavior expectations. If necessary, ask for the staff's feedback on what would be an alternative desired behavior.
If needed, go back and forth between the last two steps. Continue checking for understanding and solicit the staff's ideas as the new desired behavior is described.
Document the final agreement on the behavior to be corrected and the steps to be taken to correct it. Having this type of documentation will be critical when making a decision later on if long term performance requires evaluation. Ensure that the staff receives a copy of this document and signs it to agree of on what was discussed.
Remember to use constructive feedback to guide the individual toward effective behavior and to discourage inappropriate, unproductive, undesirable behaviors.
What is "Not" Constructive feedback?
Constructive feedback can be confused with two other interpersonal communications: anger and assertion.
Anger: If an employee has done something contrary to the manager's expectations the manager may feel some degree of anger or annoyance. However, managers need to ensure that their anger does not interfere with the feedback to be provided. It is normal to let the employee know about how his/her actions have created anxiety but it is not beneficial for anyone to provide feedback while not in control of emotions. When providing feedback, managers must put their emotions aside and focus on providing feedback that will be beneficial for the employee and the organization.
Assertion: An assertion is a statement or declaration, often without support or reason. Managers need to provide constructive feedback that is strictly focused on correcting the other person's behavior. When giving feedback be careful not to perceived as aggresive instead of assertive. Any feedback not directly related to making behavioral changes should be kept out of the constructive feedback session in order to minimize sending the wrong message.
Combine Positive and Constructive Feedback
Nobody likes to hear that they have done something wrong. However, providing constructive feedback at times is part of managing the staff. To lessen the impact that someone may feel about constructive feedback, managers can use a technique called the "Open Sandwich Technique". That is, the constructive feedback is provided followed by positive feedback. This feedback technique communicates to the staff that they are an important part of the team regardless of the mistakes made. Any behaviors that need correction should be seen as a lesson learned to do better next time around. A mistake made is nothing more than a lesson on how not to do it the next time. Take action, correct the behavior, and be on the lookout to catch the staff doing something that deserves positive feedback.
Listen to the staff and practice active listening
Part of the productive feedback process (positive and constructive) requires that managers listen actively to their staff and request their input. Managers should practice active listening when providing or receiving feedback. Productive feedback is a two-way street. Follow the tips below when engaging in conversation with the staff:
Ask questions for clarification and understanding. Ensure the staff understands the feedback. Then give them time to provide input.
Make regular eye contact with the staff. Show undivided attention. This shows to the staff that what is being discussed is very important.
Avoid interruptions. Focus entirely on the feedback session.
Show concern by acknowledging feelings.
Restate or paraphrase the speaker's words. This sends the message that she is being listened to and that her message is understood.
First seek understanding before trying to be understood.
Be relaxed and emotionally calm.
Pay close attention without letting the mind wander to other thoughts.
Do not change the subject without warning.
Do not interrupt the speaker.
Refrain from making judgments. Keep an open mind and do not reach conclusions before hearing entirely what is being said.
Do not give advise unless it is requested.
Six Elements of Active Listening
Give the speaker undivided attention.
Use silence and do not complete the other person's sentences.
Collect the facts of the issue at hand.
Go deeper. Listen to what is really being said.
Use reflective questioning. Paraphrase and restate comments to get confirmation.
Ask clarifying and open ended questions.
By following the information provided in this article, managers will become better communicators when providing or receiving feedback. In turn, the staff will have a clear sense of direction, will continue to improve their work quality, will continue to feel important to the organization, and will become increasingly loyal.
Written by Michael Grace
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