Effective Feedback
One area consistently gives both managers and employees difficulty – the need to give and accept effective feedback.
The problem is that giving effective feedback is one of the most crucial elements you can to do help employees improve performance. It establishes a connection between what employees are doing and how actions are perceived by others. Although most would rather have an abscessed tooth than receive feedback, there is a need to gently convey that no feedback can be much worse.
Giving feedback is not about dishing out criticism. Unfortunately, this often proves to be the case when managers find themselves under pressure. It is at these times that emotions get in the way of effective management. Under stress, all carrots harden into sticks which the manager uses to whip their employees into shape.
Let's turn the story around. As a manager, you want to be liked by your employees. You have always resented those who misjudge you and who find fault without knowing the full story. You vowed that when you became a manager that you would not follow this course of action because you know this type of behavior does nothing to improve your performance but rather makes you mistrust people and devalue their capabilities.
The young carry-out boy was asked, "How long have you been working here?" He replied, "Ever since they threatened to fire me. Anonymous
So how do you give effective feedback that makes employees want to do their best possible job?
Unfortunately, there are a few problems in the way. The first one being that you likely are – or want to be – a high achiever. Because you want to get results now, you feel like you have to move right into problem solving by directing staff to fix a problem in a specific way. The problem is that this quick fix solution shouts, loudly, “Inexperienced manager!”
In contrast, effective managers begin the feedback process by listening to their people. They realize they can’t effectively communicate their goals and needs until they first listen to learn. As a result, the effective manager encourages input into the situation in order to determine what may be interfering with getting the job done in the most effective way. What you want to do is learn what options the employee has considered. Once you’ve gained a broader perspective of the situation, then you can make appropriate suggestions or recommendations.
Effective communication is required for effective feedback. It’s also an essential quality of a good leader, along with trust, competence, and showing respect.
Credible Communication
Effective leaders communicate
clearly and inspire others to want to take action. Good leaders are
good listeners. They pause often, and acknowledge the presence of others.
Most importantly, they stop talking and listen attentively. They build
trust through what is said and done. Their competence is judged on how
they make decisions and lead
people. And, lastly they are people
savvy. They are genuinely interested in others and get the job done
through collaboration. Good leaders are not Lone Rangers. They do not
expect others to be "just like them." But rather, they recognize
and leverage the talents of others for the benefit of the entire organization.
They encourage team play.
Remember, even though you, as a manager, may dislike giving feedback, your employees expect it and need it. Most complaints are never about the necessity to improve, but how a manager inappropriately handled the situation.
Feedback should NOT be limited to the times you do Performance Evaluations. It’s an ongoing process between manager and team.
Techniques for Effective Feedback
Rule of 3 x 3
Bert Decker is his book, You've Got To Be Believed to be Heard, talks
about his 3 x 3 Rule when giving feedback. His method forces the manager
to give balanced feedback by focusing on three strengths and three areas
of development when analyzing performance and behavior. Capping it to
three keeps the information succinct and easily remembered. Decker says,
"Receiving three bits of feedback at a time allows people to make
course corrections, like a guided missile, as they keep moving onward
and upward." The goal is not to flatten someone's ego but rather
to give them encouragement and to challenge them to improve.
Don’t say: “There was far too much information presented in the slide presentation and I’d like to see you limit it to 12 slides.”
Say: “Your presentation was extremely thorough and the graphics well done. However, to keep the attention of your audience, I would like to see you condense this information to 12 slides so people can easily remember what has been presented. I know I can always count on you.”
Focus on Performance, Not Personality
The most effective way to discuss areas requiring improvement is to focus
on observable actions, not attitudes. By limiting your criticism to what
you see with your own two eyes, you’ll be more likely to refrain from
judgments that can trigger a defensive reaction.
Don’t say: "You seem to be making a number of personal calls lately, and this has become very disruptive."
Say: "I have heard you making a number of personal telephone calls lately. Is there something going on that you need our support?"
Don’t use Extreme Words
Always, never, and worst. These are dangerous words that you want to avoid
like Dengue Fever. If you let slip any of these words, you are overstating
your case and not focusing on actual performance.
Don’t say: “I am at a loss as to why you are always undermining my credibility.”
Say: “I want to talk to you about the meeting yesterday. I noticed on three different occasions you challenged my authority in front of my staff. To me, it felt like you were undermining my credibility. You know I respect your input. In order for us to be on the same page in front of our team, it would be helpful if you came to me privately about these sensitive issues.”
It’s Not at All About You
New managers who are not accustomed to providing feedback will often sound
accusatory when they are trying to assert their authority. You’re on shaky
ground if you find yourself using the word "you" followed by
a negative comment.
Don’t say: "You didn't meet the deadline we agreed to." With this language, tensions will be inflamed and the result will be a resentful employee.
Say: "We agreed to a Friday deadline. Can you tell me what problems you encountered?" This moves the employee into analyzing the situation rather than becoming defensive.
Don’t Sound like a Why-ny Child
In giving feedback the use of the words such as Who, What, and Where are
perfectly acceptable. However, avoid using the word Why. Why sounds accusatory
and puts the listener on the defensive. We need to be careful about the
words we use – as they either build trust or destroy it. And, as you know,
trust is one of the most important motivators in the workplace.
Don’t say: “Why is this only coming to my attention now? Why have you not kept us informed?”
Say: "It is important that you keep us informed of your progress so we can give you the support you need to resolve these types of issues."
Use Questions to Give You Leverage
It is often helpful to let employees discover for themselves what could
be improved. This tactic works especially well with high-ego performers
who automatically resist any input they think is negative.
Many new managers make the mistake of talking so much that employees feel like they are being scolded as a preschooler.
It’s more beneficial to ask questions to flush out the situation. Prod the employee, in a non-threatening way, into evaluating his or her own performance in an area where you have concern. Stay totally involved in the process by allowing the employee to make recommendations for their own improvement. Learning how to listen attentively and effectively question are valuable tools that are be taught within the coaching process and all clients are encouraged to practice over time. These skills define good leadership. They help you get a broader perspective on a given situation and avoid any number of common mistakes.
Don’t say: “Leave it with me. I’ll review it and get back to you on what needs to happen next.”
Say: “Tell me what has raised this issue now? What options need to be considered?”
Be Supportive
There is a fine line between advice and support. Advice involves telling
someone how to solve a problem. Support on the other hand, makes the other
person feel valued.
Support is well intentioned and shows a willingness to share observations and seek information to help the employee to succeed. It does not assert superiority or position. Like a friendly but curious detective, you want to investigate behavior rather than take a position that assigns right/wrong labels to a person.
Don’t say: “This issue always seems to come up at this time of year. Last year Cindy took charge and I suggest you go talk to her and come back to me with what needs to happen.”
Say: “This seems to be a recurring issue. Rather than me make some suggestions, I suggest you go back to your team and give them the opportunity to look at some options we can implement quickly. Will Friday morning be enough time?”
Leaders are Always in Training
Of course, providing effective feedback is only one part of being an effective
leader. Just like a professional athletes in year-round training, you
need to continuously hone and improve your leadership skills to stay ahead
of the pack.
Executive Coaching provides continuous leadership skill training – with proven long-term benefits. These benefits come in many forms – better leadership skills, better performance reviews, higher pay checks. Coaching has even pulled people off the dreaded pink-slip list and revived dead careers. That’s something to think about given the recent economic problems and the hint of increased layoffs.
Executive coaching will help you integrate proven leadership skills and apply them on your job.
Of, if you’re a woman, join the community of like-minded women who want to achieve more in their careers – and their lives. Our teleseminars for executive women fit well into the busy woman’s life – and will leave you money left over to spend on your family and home.