If you lead a team, then the idea of giving feedback may fill you with fear. It can be uncomfortable to redirect an employee who otherwise thinks that he or she is doing a good job.
This is an important and necessary process because without feedback, professional growth may be stunted. This applies to you as a leader, as well as your team member.
When done correctly, giving feedback can be a productive and rewarding process. Here are some things to remember the next time you try to help someone improve their performance:
Giving Feedback: Is the criticism fair?
Are you focused on the outcome of work or the person who did the work? There is a difference between saying, “You did not achieve your performance goal,” and, “You’re a lazy bum who can’t get the job done.”
One can start a discussion, the other is more appropriate when ending a relationship with an employee. How you choose your words is very important.
Giving Feedback: How would you react?
It can be dangerous to assume that everyone will react the same way you will. It’s better to keep in mind that people may interpret situations differently. Your goal is to let the other person examine what went wrong and figure out how to prevent future problems.
It’s very likely that her or she already knows the outcome fell below expectations. Your goal should be to refocus him or her on success.
Think of it like sharpening a dull knife. You don’t throw out the knife because it made some poor cuts. You take better care of the knife so it does its job better.
Giving Feedback: Don’t go “Bad Cop”
If you interrogate employees like a tough TV police detective, they may become so flustered that they won’t be able to think. Then you discussion will escalate into an argument. That doesn’t serve your big picture needs, unless you plan on firing them. If you don’t, then you want to empower the employee.
Try to start a discussion through the use of questions. Ask them how they could reach their sales goal by saying something like, “What do you think would be a good way to make sure that you reach your next sales goal?”
Along those lines you may want to also ask, “How can I support you better so that you’ll achieve your goal?” You want this to be an exchange of ideas that ultimately gets the results that both parties want. Think of your words as tools. Think of being a coach and not a critic.
Giving Feedback: Define the Next Step
After you’ve had a good discussion, make sure that you’ve outlined a next step that builds upon the discussion you’ve just had. This helps ensure that your employee won’t fall back on old behaviors that didn’t work and instead will be focused on making a positive change.
This important step will open the door to growth. Think of it like a coach demonstrating a proper technique to an athlete.
If the lesson wasn’t totally grasped, the coach wouldn’t just say, “You’re doing it wrong,” for the second time. Additional information would be given to the athlete to help improve the performance.
Like a coach, you want to create a supportive environment where feedback is not just applied but appreciated.
Maybe it’s time to bring Ken Okel to your next meeting…
Read any good books lately?
