Do you know that many people feel defensive and frustrated when receiving negative feedback from their leaders, so later they often don’t even apply what they learnt? Don’t be that leader. Use the power of both positive and negative feedback as a free but delicate tool to grow your people and your business results. As a leader, it is most often you the one who set the tone of feedback conversation, so don’t make it an awkward experience.
Author Minda Zetlin wrote an article for Inc.com about the delicacy of giving feedback. She shares advice from Joanne Wells, manager of the Learning Center of Excellence at talent management software company Halogen Software:
- Be authentic. Don’t say anything in a performance conversation with an employee that isn’t genuinely honest.
- Remember, your purpose is to help. Feedback should be ongoing and focused on improving performance and helping employees grow, rather than showing employees what they did wrong.
- Have a dialogue, not a monologue. It’s important to listen to what the employee has to say.
- Stick to the facts. Feedback conversations should be devoid of personal feelings and bias.
- Talk about what to do next. Once you’ve described the behaviour that needs to change and its impact, have a discussion about what changes you expect to see going forward.
- Balance bad w ith the good . Your employees are less likely to be receptive to constructive feedback if they know every time you talk to them they will be hit with a list of all the things they are doing wrong.
- Don’t wait. Ensure that you are delivering feedback when it is timely and relevant.
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