Feedback is an incredibly powerful tool, and if done correctly, has the ability to drive organisational strategy, increase employee engagement, build trust and embed a culture where giving and receiving feedback is linked to improvement, not criticism.
Managers cannot rely on annual performance reviews to deliver a year’s worth of feedback and expect change. Feedback needs to be frequent, fair and factual.
Giving and receiving feedback is an art that needs to be practised. When delivered with care and intention, feedback leads to engagement, continuous performance and development.
Many managers are not equipped to provide feedback as the engagements are often stressful and uncomfortable for them and evoke emotions of anger, defensiveness, or sadness from the recipient. If managers provide regular feedback sessions aimed at growth and improvement, the sessions can shift from fear to a focus on learning and development. If you are a Team Leader or Manager, here are some useful tips to get you started!!
1. Start and continue
Don’t wait for another week to go by before you implement your feedback system. It doesn’t need to be complicated; it needs to be regular. By setting up regular feedback sessions with your team, you will create a space for learning, honest conversation and engagement.
2. Real-time
If you see an opportunity to give feedback, take it. Feedback given in real-time is more relevant and can be acted upon to embed learning. As a rule, the sooner the feedback is given, the bigger impact it will have on the employee. Just remember, give constructive criticism in private and recognition in public.
3. Be specific
A great model to support this idea is the Situation-Behavior-Impact model designed by The Centre for Creative Leadership.
This model provides a lovely structure for managers to use. It is simple and direct and has been proven to help reduce anxiety when delivering feedback as well as reduce the defensiveness of the recipient.
S – describe the situation.
B – describe the observable behaviour seen (focus on the behaviour, not the person’s character).
I – describe the thought or feeling in reaction to the behaviour.
For improvement and learning:
Situation: “I noticed during the presentation to our executive team this morning…
Behaviour: “…you said ‘umm’ quite often…”
Impact: “…which distracts from the message you want to land.”
For recognition:
Situation: ‘When you presented to the client yesterday…’
Behaviour: ‘…you pitched with such confidence and passion…’
Impact: ‘…that the client has placed a second order. Well done.’
4. Focus on learning
Be upfront and transparent about corrective feedback. This approach will create an authentic relationship where learning and growth can occur. A manager can support skill and leadership development by understanding the gaps and finding ways to support the employee’s journey.
5. Two-way feedback
An essential part of giving feedback is the ability to receive feedback. Routinely asking for feedback helps a manager’s overall performance and helps to identify individual and team needs. Creating this type of environment supports communication and collaboration which drives engagement and delivery.
6. Action and roadmap
End each feedback session with action steps. These steps might include asking for research, completing a course, seeking out a mentor, investing in coaching or setting time aside for a focused session on a particular skill or growth area. There needs to be agreement on goals and timelines to keep momentum and learning going. An employee should know exactly what steps to take to reach their goals. The manager will be able to check on progress and discuss obstacles in the next session.
Managers seeking to increase employee performance with effective feedback should try these six simple steps to support their leadership development journey. Focused feedback will encourage employees to continue performing or support improvement in performance.