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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.)
close this folderGiving feedback
View the document77. Try coaching63
View the document78. Maintain control through management tools64
View the document79. Provide feedback to staff65
View the document80. Make feedback valuable66
View the document81. Don't confuse feedback with evaluation67
View the document82. How to ask for feedback68

79. Provide feedback to staff65

Despite its inevitability and importance, feedback or information about workplace performance is enjoyed and performed effectively by few. However, the benefits of knowing how to deliver feedback are immense. Clear and direct feedback reduces uncertainty, solves problems, builds trust, strengthens relationships, and improves work quality.

The following guidelines will help managers acquire feedback skills:

  • Be specific. Give descriptive examples of the behaviour or performance at hand.

  • Be descriptive. Instead of evaluative. Referring to observable behaviour deals with fact rather than opinion.

  • Be aware. Of non-verbal communication. Unintended displays of feedback, like raising eyebrows, constitutes opinion.

  • Use appropriate timing. Feedback is usually most effective right after the work performance occurs or immediately after it is asked for. Ensure privacy and allow time for discussion.

  • Aim for impact. Positive and negative input about job performance should be made at least weekly to increase its impact and lessen potential trauma.