Effective feedback is essential if those undergoing learning and development are to reach their full potential. Yet, what should be a relatively straightforward process can feel like a walk through a minefield. Many an individual have experienced feedback phobia. Without the right arsenal it prompts defensiveness and can seem like you are staring down the barrel of a shotgun.
So how do you say something constructive without offending, especially if improvement is needed? How do you praise without sounding too cliched?
It is generally accepted that an effective manager creates a work climate where individuals feel able to give their best, to learn and develop to their full potential. An important way managers can create this environment is by reinforcing helpful behaviour in individuals and challenging less effective behaviour. Yet all too often managers fail to provide effective feedback to individuals in their team; or, if they do so, they fail to balance the amount of supportive and challenging feedback that they give.
Feedback can reinforce existing strengths, keep goal-directed behaviour on course, clarify the effects of behaviour, and increase recipients' abilities to detect and remedy errors on their own.
Use the tips below to give feedback effectively:
- Prioritise your ideas - Limit your feedback to the most important issues. Consider the feedback's potential value to the receiver and how you would respond - could you act on the feedback? As well, too much feedback provided at a single time can be overwhelming to the recipient.
- Concentrate on the behaviour, not the person - One strategy is to open by stating the behaviour in question, then describing how you feel about it, and ending with what you want. This model enables you to avoid sounding accusatory by using "I" and focusing on behaviours, instead of assumed interpretations.
- Balance the content - Use the "sandwich approach." Begin by providing comments on specific strengths. This provides reinforcement and identifies the things the recipient should keep doing. Then identify specific areas of improvement and ways to make changes. Conclude with a positive comment. This model helps to bolster confidence and keep the weak areas in perspective. Example: "Your presentation was great. You made good eye contact, and were well prepared. You were a little hard to hear at the back of the room, but with some practice you can overcome this. Keep up the good work!" Instead of: "You didn't speak loudly enough. However, the presentation went well."
- Be specific - Avoid general comments that may be of limited use to the receiver. Try to include examples to illustrate your statement. As well, offering alternatives rather than just giving advice allows the receiver to decide what to do with your feedback.
- Be realistic - Feedback should focus on what can be changed. It is useless and frustrating for recipients to get comments on something over which they have no control. Also, remember to avoid using the words "always" and "never." People's behaviour is rarely that consistent.
- Own the feedback - When offering evaluative comments, use the pronoun "I" rather than "they" or "one," which would imply that your opinion is universally agreed on. Remember that feedback is merely your opinion.
- Be timely - Seek an appropriate time to communicate your feedback. Being prompt is key since feedback loses its impact if delayed too long. Delayed feedback can also cause feelings of guilt and resentment in the recipient if the opportunity for improvement has passed. As well, if your feedback is primarily negative, take time to prepare what you will say or write.
- Offer continued support - Feedback should be a continuous process, not a single event. After offering feedback, make a conscious effort to follow up. Let recipients know you are available if they have questions, and, if appropriate, ask for another opportunity to provide more feedback in the future.
Final thought:
Feedback can help a manager maintain and improve their team members' performance and, when well delivered, can play an important part in creating a high-performance culture. Fundamental to being able to give effective feedback is the belief that feedback is a helpful, healthy and positive communication between two people. The purpose of feedback is to maintain and improve performance - it therefore should have both a positive intention and impact. And remember, a happy person means better business, whether it's a manager, an employee or a customer.
Simon Boulton is Director of accounting and finance recruitment practice Aequalis Consulting. He has more than 12 years of finance recruitment experience in London and Sydney, where he has launched multiple divisions for international companies. At Aequalis Consulting, he provides tailored strategies for companies in various industries to attract and retain the most talented professionals in the market. Visit www.aequalisconsulting.com.au.
