Providing Meaningful Performance Feedback

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When Raj resigned from the position of Area Sales Manager in a large consumer durable company his HR head met him to understand the reasons for his departure and amongst the other reasons, the most important thing that came up during the discussions was that he never got feedback about his performance from his seniors. This is not one strange reason that we today hear for exits, in fact, more and more executives today yearn for getting feedback in order to improve their performance and shape their careers.

Many leaders may not realize the importance of providing feedback to their employees to enhance organizational growth and development. When correctly given, feedback helps improve job performance while promoting professional and personal growth in employees. Often this is not something that many of us think about during our hectic daily business lives. Providing feedback offers many benefits, and when given at the right time with the right constructive and positive message, it can yield great results!  

“Providing feedback can improve employee morale and reduce confusion regarding expectations and current performance. Think of feedback as a guidance that will enable your employees to learn as well as improve the quality of his or her work. You will also see a difference in how feedback enhances your interpersonal relationship with your employees.”

While a well-developed formal performance feedback system is critical, it’s inadequate to truly affect employee performance. Feedback needs to be given much more frequently and consistently. Employees need to know they are making progress towards their goals throughout the year. Feedback keeps employees engaged and motivated. Remember, when a leader doesn’t give feedback, he or she is still sending employees a message–and probably the wrong one!

So how can leaders become more adept at giving feedback? Following the below tips will help:

Tips For Giving Positive Feedback To Encourage Desired Behavior

  • Describe the performance objectively, specifically, and sincerely. 
  • Deliver feedback as soon as possible after a positive performance. 
  • Don’t wait until the performance is perfect.  “Shape” employee performance by reinforcing incremental improvements.
  • Avoid giving mixed messages. Don’t say, “You worked hard on this project, BUT—.

Tips For Giving Negative Feedback To Eliminate Unwanted Behavior 

  • Discuss the performance privately. 
  • Check to make sure that you’ve clearly stated your expectations to the performer…
  • Don’t provide negative feedback when you’re angry. 
  • Talk to the performer as soon as possible after the performance occurs. 
  • Be specific and objective when discussing undesired performance.
  • Describe the desired performance specifically and objectively. Ask the individual if there are any obstacles to meet the desired performance.  Ask if he or she needs assistance to get to this level. “John, you need to meet your deadlines consistently and with accuracy and attention to detail so that we meet our commitments to our customers. Is there anything I can do to help you achieve that objective?”
  • Own your message by using “I” statements. Rather than saying, “You need to improve,” focus on saying “I want you to improve on and y.”

Provide Context

Why is feedback important to the employee? Because you can link the feedback back to the values and strategy of the organization. It will help the employee connect the dots between the work they do and the success of the team.

Let them know why feedback is important to help them learn, grow, and develop so that they have the career that they want to have.

Make It Real

Providing feedback by following a script sounds like you are providing feedback by following a script. It isn’t real to the employee, and he or she can see right through it.

Think carefully about what you want to say, how it connects, and why it is important. If you go into a feedback session because someone said you have to, you are not giving the employee the benefit of your careful thinking.

Involve The Employee

When the employee has a stake in the ground and clear expectations to meet, he or she can take an active role in the feedback.

If the employee trusts that their best interests are in your heart, they will be much more likely to accept feedback, and generally will be the one to suggest how they might best improve or develop.

Be Objective

As you work together to define the expectations, be very clear on what the end result will look like. Have the employee define and describe, with the understanding that they will then be able to measure their own performance.

Don’t Try To Change The Employee

In speaking of resistance to change, Peter Senge said “people don’t resist change, they resist being changed.” As a leader, you cannot make an employee change. The best that you can do is set clear expectations and provide honest feedback. The choice to accept or reject that feedback belongs to the employee.

What you can do is help the employee explore the consequences; for example, what will be the outcome if the change is not made? If the outcome is that the employee can no longer perform their current role, that’s a heavy consequence and needs to be very clear.

Make It A Two-Way Dialogue

Chances are, there are ways that you can help the employee, so ask them how best you can help. Offer the opportunity for shared feedback by asking a couple of questions in a way that lets him know that you really would like to hear their feedback.

Ask “what can I do?” rather than “is there anything I can do?” to start with the assumption that there is something that might help. It may take time for the employee to be comfortable with the two-way feedback, but keep asking and perhaps offer some ideas.

Ultimately It Is You Who Is Accountable For Your Team

Here’s where it all comes together. You can provide context and consequences, and, you can leave the choice of action to the employee. But the bottom line is, you are the leader and you are the one held ultimately accountable for the overall performance.

Keeping that role in perspective can help you provide sincere, honest feedback. This is your job, and the ultimate decisions about the work of the team fall to you.

You aren’t their friend, you’re their leader and your responsibility is to provide open and candid feedback. It is their choice to accept it or not.

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