Giving Feedback Effectively
A 2009 Gallup survey of more than 1,000 US-based employees sought to qualify the impact of feedback on employees. Its findings are insightful:
- When a manager gives little or no feedback, the manager fails to engage 98% of employees.
- Four out of ten employees who receive little or no feedback become actively disengaged.
- Managers who concentrate on strengths when giving feedback are 30 times more likely to engage their employees than those giving no feedback.
- One in ten managers concentrates on weaknesses when providing feedback.
The conclusion drawn by the study is that the tools, techniques, and strategies that a manager uses when delivering feedback have a huge impact on employee engagement.
In this article I’ll discuss why feedback is crucial, the basis of an effective feedback strategy, and one of the key tools that provide a framework for constructive feedback.
Why is feedback so crucial?
Many studies have shown that engaged employees work more productively. They provide impetus toward shared vision, values, and goals. When you energise employees to perform at their peak, the impact on performance at individual and team levels is clear – and this directly benefits your bottom line.
To be engaged in your future vision, an employee needs to feel wanted. They need to know that their contribution is valued, and that they are helping the organisation reach its goals.
When a manager provides no feedback, the employee feels ignored. When someone feels ignored, they feel unimportant. Even negative feedback is better than this, but constructive criticism is the most effective as it provides actionable suggestions for improvement while maintaining a positive tone.
Types of Feedback
Feedback can be categorised into different types, each serving a unique purpose. Understanding these types can help you tailor your feedback to the specific situation and recipient.
- Positive Feedback: Positive feedback is used to reinforce good behavior, acknowledge achievements, and boost morale. It’s essential to provide specific examples and context to make the feedback meaningful.
- For instance, instead of saying, “Great job,” you might say, “Your detailed analysis in the report was outstanding and really helped us make informed decisions.”
- Constructive Feedback: Constructive feedback is used to address areas for improvement, provide guidance, and help employees grow. It’s crucial to focus on behavior rather than personality and provide actionable suggestions.
- For example, “I noticed that the project deadlines were missed. Let’s discuss how we can better manage time and resources to meet future deadlines.”
- Negative Feedback: Negative feedback is used to address significant issues, correct mistakes, and prevent future problems. It’s essential to deliver negative feedback in a sensitive and supportive manner, focusing on the behavior rather than the person.
- For example, “Your recent interactions with the team have been quite abrupt, which has caused some tension. Let’s work on improving communication to foster a more collaborative environment.”
- Formative Feedback: Formative feedback is used to guide employees during the learning process, providing them with insights and suggestions to improve their performance.
- For instance, “During your presentation, you had some great points, but it would be even more effective if you could engage the audience with more eye contact and questions.”
- Summative Feedback: Summative feedback is used to evaluate employee performance at the end of a project or period, providing a summary of their strengths and weaknesses.
- For example, “Over the past quarter, you’ve shown excellent problem-solving skills and have consistently met your targets. However, there is room for improvement in your time management.”
By understanding and utilising these different types of feedback, you can provide more targeted and effective employee feedback, ultimately enhancing performance and engagement.
Word Feedback cut into a wooden cut circle placed over textured blue wooden background.
Setting the scene for constructive feedback
For feedback to be given, listened to, and then acted upon, there are some ground rules that must be observed. I call these the ‘tools for the road’.
When you drive the highway, you first need to know your destination. You need to know what you and others can control. For example:
- you are in charge of the car;
- a road traffic accident is out of your sphere of responsibility, though you may have cause to report and help; and
- delays or roadblocks have to be negotiated.
In the workplace this means setting clear expectations for your employees. For example, provide examples of work products that clearly reflect the quality and detail you expect from an individual. When setting clear expectations, it is crucial to communicate these to your direct reports to ensure they understand their responsibilities and the feedback process.
Let your people know explicitly what they control, and provide a continuum for feedback. Remember also that feedback is a two-way street. It is about listening, understanding, and acting.
Preparing to Give Feedback
Preparing to give feedback is crucial to ensure that the conversation is productive and effective. Here are some steps to help you prepare:
- Gather Information: Collect relevant data, observations, and examples to support your feedback. This ensures that your feedback is based on facts and specific instances, making it more credible and actionable.
- Define the Purpose: Clearly define the purpose of the feedback conversation, whether it’s to address an issue, provide guidance, or acknowledge achievements. Knowing the purpose helps you stay focused and ensures that the conversation is meaningful.
- Choose the Right Time and Place: Select a private and comfortable setting where the employee feels safe and open to receiving feedback. Avoid public settings where the employee might feel embarrassed or defensive.
- Prepare Your Thoughts: Organise your thoughts, and consider the employee’s perspective, strengths, and weaknesses. This helps you deliver feedback in a balanced and constructive manner.
- Anticipate Questions and Concerns: Prepare to address potential questions and concerns the employee may have. This shows that you are considerate and ready to support them through the feedback process.
By taking these steps, you can ensure that you give feedback in a way that is respectful, clear, and effective, ultimately fostering a positive and productive work environment.
Techniques for giving and receiving feedback
When providing feedback, it is important to be on point. Feedback must be specific to behaviour.
Providing specific feedback examples can help illustrate the points you are making and ensure that the feedback is clear and actionable.
For example, saying someone is doing a good job may raise a smile, but is a short-lived ‘throw-away’ appraisal. What is that person good at? What is it that they are doing which can be used as best practice, and inform the behaviour of others?
Consider which is the better and more effective feedback of the following:
“You’re working well on these reports. Well done.”
or…
“I see you’ve put in a process to reduce the time it takes to process these reports. That’s great work, and something we could use across the whole company.”
In brief, there are five elements of constructive feedback. It should be:
- Given in a timely fashion
- Clear
- Specific
- Non-judgmental
- Actionable
Making your feedback effective using a simple feedback framework
To make feedback effective (that is to say, something that will leave a positive, engaging impact on the employee) I recommend following the situation-behaviour-impact (SBI) model. This feedback model ensures that you hit the five elements of constructive feedback I highlighted above. For example:
Capture the situation
“In yesterday’s team meeting…”
Describe the behaviour
“…you interrupted constantly.”
Describe the impact
“This forced your colleagues to shut down. Consequently, we weren’t able to discuss their ideas and arrive at a team-based solution to our problem.”
From this specific feedback, you will be able to discuss behaviour, and jointly produce a plan of action that the employee can use to improve his or her performance.
Overcoming Barriers to Giving Feedback
Giving feedback can be challenging, and several barriers can prevent you from providing effective feedback. Here are some common barriers and strategies to overcome them:
- Fear of Conflict: Fear of conflict can prevent you from giving feedback. To overcome this, focus on the issue rather than the person, and use “I” statements to express your concerns. For example, “I noticed that the project deadlines were missed, and I’m concerned about how this affects our overall timeline.”
- Lack of Time: Lack of time can be a significant barrier to giving feedback. To overcome this, prioritise feedback, and allocate specific times for feedback conversations. Scheduling regular check-ins can help ensure that feedback is given consistently and timely.
- Uncertainty about How to Give Feedback: Uncertainty about how to give feedback can prevent you from providing effective feedback. To overcome this, seek training, and practice giving feedback in a safe and supportive environment. Role-playing scenarios with a colleague can be a helpful way to build confidence.
- Fear of Hurting the Employee’s Feelings: Fear of hurting the employee’s feelings can prevent you from giving feedback. To overcome this, focus on the behavior rather than the person, and provide feedback in a sensitive and supportive manner. For example, “I’ve noticed that your recent reports have had some errors. Let’s work together to identify the root cause and find a solution.”
- Cultural or Language Barriers: Cultural or language barriers can prevent you from giving effective feedback. To overcome this, be aware of cultural differences, and use simple language to ensure understanding. It may also be helpful to ask the employee to summarise what they heard to ensure clarity.
By recognising and addressing these barriers, you can provide more effective feedback, fostering a culture of continuous improvement and open communication.
How to receive feedback
As I said earlier, feedback is a two-way street. A good manager encourages his or her people to provide feedback on him or her. Doing so will aid your development as a leader, and further promote engagement. Encouraging your team to provide more feedback can help create a culture of continuous improvement and open communication.
When receiving feedback, you should follow these bullet point rules:
- Listen attentively
- Repeat only what you heard (to clarify)
- Ask for specifics (what you are doing well, what you are doing not so well)
- Show appreciation by saying “thank you”
- Ask if (and when) you can check back
If your people appear distant, disengaged, or disenfranchised, then you may need to brush up on your feedback technique. If you don’t provide effective discussion of performance, you are doing yourself, your employee, and your organisation a severe injustice.
Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.
