How to Give Meaningful Feedback
Have you ever put off giving feedback on employee performance because it is just too uncomfortable? Ideally, feedback is a gift, but sometimes it feels like a burden. Leaders have told us several reasons they aren’t giving feedback as often or as thoroughly as they would like:
Fear of being disliked
Awkwardness
Not knowing how to do it well
Positive feedback feels so fake
Worry an employee will get angry
When we put off giving feedback, we’re doing a disservice to our employees. Feedback avoidance feeds a culture of sustained performance challenges, unproductive conflict, and ineffective leadership. It’s time to lean in and position ongoing feedback as a critical investment in success.
Why is regular feedback so important?
It sets expectations
Regular feedback lets employees know what your expectations are and how well they are meeting those expectations. It helps them to stay focused, make any necessary adjustments, and feel confident that they are performing well.
It supports employee success
Feedback lets managers check in regularly to see if employees have what they need. Do they have key skills or do they need training? Are they getting support from other functions? Are they at risk for burnout?
It fuels engagement
Ongoing feedback helps connect the work to the mission and the employee to the organization. When employees know that their work matters and they are valued, they are less likely to be open to other opportunities.
Make sure the feedback is clear
It is a good idea to regularly give timely feedback on specific behaviors or situations, but how you frame the discussion will shape the way the feedback is received. Whether you are addressing an issue that needs to be fixed, or praising an employee for good work, keep in mind:
Be specific
Bring context to the discussion. When, where, and under what circumstances is the behavior occurring? Our tendencies to be vague and speak in general terms hurt our ability to meaningfully focus the discussion.
Describe only what you see or know to be true
Objectively describe what happened without making assumptions about what’s in the employee’s head. We minimize the importance of our message when we add such things as, “I know you’ve been super busy lately, so you probably don’t have time to check your work”. Not only do these assumptions offer an excuse on behalf of the employee, they can derail the conversation and even generate defensiveness.
Describe the impact
Most important, and often left unsaid, is the impact of the actions or behavior. This draws a line from what happened to why it’s important. Consider the difference between “Good job Marc,” and “Marc, thanks for helping Gus analyze that data. You saved us a lot of time and helped get the project out the door much sooner.” When employees know the impact of their behavior, they can make good decisions about how they approach that work.
Don’t forget to ask for feedback on your own performance!
Don’t wait to find out what your employees wanted from you in their exit interview! Asking for feedback and receiving it graciously fosters a culture of ongoing feedback and builds trust. Ask your employees what they want you to start, stop, and continue doing as their manager. Then? Send a summary of the feedback you received and how you will work to improve. Acknowledging there are ways you can improve shows a willingness to be vulnerable. When leaders display vulnerability their employees are more likely to trust them!
Giving meaningful feedback may not come naturally to you, but it is a skill that can be developed. The more you practice, the more natural and easy it will be. Preparing yourself can ease any anxiety and receiving feedback on your own performance makes it a two way street. Instead of awkward meetings where employees leave discouraged, you can start having productive conversations that build trust.
Want to learn more about giving clear and meaningful feedback? Sign up for a live, virtual workshop where we will go through real-life examples, best practices and much more to help you build this important leadership skill.