![]() ![]() In theory, it seems like an ideal way to proceed but in the real world it sounds insincere and risks diluting your message. Don’t bookend negative feedback with compliments. Follow this up with a suggestion to keep track of time spent per deliverable.ĭon’t sugar coat or try to feed a “ feedback sandwich”. tell them that their deliverables are regularly delayed and that is a problem because it delays everyone downstream in the process. Give specific examples and specific suggestions for improvement. There’s no point in telling someone they’re not punctual”. ![]() Keep the focus on the situation – what happened and what you observed – and not the personal attributes or characteristics of the person. Be direct, be specificĪ big reason why we avoid giving feedback is we’re worried that the person will take it personally. Your perspective is not the universal truth. Afterall, your feedback is based only on your observation and perspective. And who knows you may uncover facts or information you were missing. Letting someone explain themselves gives them an opportunity to save face. So, have them review their own performance and ask questions (like, "Why did you take up this particular approach for this situation? etc) that drive self-evaluation. You’ll be surprised to learn that people often know where they are having problems and they may even have good ideas about how to improve. When you give feedback, it should be like a conversation. You want both the person and the company to succeed. It’s also important to communicate that you’re operating from a place of care and helpfulness, that you’re not out to get ‘em, that you deeply care about their growth and success. Your attitude, your tone and the care with which you deliver the feedback may matter as much as, if not more than, the specific facts. The words you use will matter a great deal. Have a plan, practice what you’re going to say and how you’re going to say it. Plan what you’re going to sayįeedback improves performance when it is presented well. HOW TO GIVE NEGATIVE FEEDBACK THAT PEOPLE WILL ACTUALLY WANT TO LISTEN TO 1. Here's how to give constructive feedback without the unwanted and unpleasant repercussions. In fact, employees who don’t receive any feedback at all can feel neglected, unimportant and unnoticed. Operating without feedback is like driving a car with no front/rear view or cooking without ever tasting your food. Honest, thoughtful feedback is an important and valuable tool for building not only a good team, but a good business. Yet, feedback is the backbone of management. Even the best of us have suffered the self-doubt, defensiveness and insecurity that often follows feedback. It’s not easy to hear about our shortcomings. Really, can criticism ever be constructive? Let’s admit it, no one likes to be told they are doing a less-than-perfect job. You don’t want to demotivate an employee or make them think you are out to get them. Giving negative feedback, implies that you’re wading into an extremely sensitive territory. When feedback is tied to someone’s livelihood, emotions are bound to run high. In fact, so many managers avoid giving feedback altogether because it is such a stressful and emotionally fraught experience. One of the toughest things you have to do as a manager is to give employee feedback, especially the negative kind. BEST WAYS TO MAKE GIVING NEGATIVE FEEDBACK A POSITIVE EXPERIENCE
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