Providing (and receiving feedback) is critical for organizational success and personal and professional growth, and it also builds trusting relationships.
Having said that, many of us struggle with the most effective way to address actions and behaviors that could be improved upon, or that we consider downright disruptive.
Does this resonate at all? Based on a Harris Poll, roughly 40% of leaders shared they are uncomfortable providing feedback especially when they feel their employee may respond negatively.
In a Harvard Business Review article, Steve Vamos shares that one of the biggest mistakes we may make is waiting too long to share the feedback, or even worse, avoiding it totally.
Besides being timely, he also suggests taking the time to plan our delivery. Answering the 6 questions below will help with delivering the feedback:
Once we plan our delivery, our feedback must be clear. What are the specifics around the point/issue/action being addressed (provide details), what was the impact, and what could be done differently to obtain desired results?
Ask the employee for their thoughts and obtain their perspective about how you can help them meet your expectations. Have follow-up meetings, and you may also want to update development plans and goals, so progress is more readily tracked.
When it comes to feedback, plan your message and don’t delay!
Sincerely,
Having said that, many of us struggle with the most effective way to address actions and behaviors that could be improved upon, or that we consider downright disruptive.
Does this resonate at all? Based on a Harris Poll, roughly 40% of leaders shared they are uncomfortable providing feedback especially when they feel their employee may respond negatively.
In a Harvard Business Review article, Steve Vamos shares that one of the biggest mistakes we may make is waiting too long to share the feedback, or even worse, avoiding it totally.
Besides being timely, he also suggests taking the time to plan our delivery. Answering the 6 questions below will help with delivering the feedback:
1. What am I expecting this employee to achieve in their role this quarter?
2. Are my expectations reasonable, and have they been communicated?
3. Am I able to explain how their work contributes to the larger team
goals?
goals?
4. If I believe they are falling short, what evidence do I have to support
that?
that?
5. Can I give them examples of what’s not working?
6. What guidance will help them get back on track?
Once we plan our delivery, our feedback must be clear. What are the specifics around the point/issue/action being addressed (provide details), what was the impact, and what could be done differently to obtain desired results?
Ask the employee for their thoughts and obtain their perspective about how you can help them meet your expectations. Have follow-up meetings, and you may also want to update development plans and goals, so progress is more readily tracked.
When it comes to feedback, plan your message and don’t delay!
Sincerely,
Mike and Jan