80. Make feedback valuable66
Subordinates need substantive feedback to either continue on track
or re-route and improve work performance. Time is limited so think ahead about
what you will say and how you will say it.
The guidelines below will help managers transform personal,
unorganised thoughts into constructive, tangible feedback.
Acknowledge the need for feedback:
- Giving and receiving feedback, should
be part of the whole organisation's culture, wherein, everyone agrees that it
will help establish and maintain good group dynamics. This consensus is
important so that there is no surprise when someone receives feedback.
positive and negative feedback
give feedback only when there are problems.
take good work for granted.
workers when they have done a job well.
People are more likely to pay attention to complaints if they
are also in the habit of receiving compliments understand the context.
The most important characteristic of feedback is that it always
has context: where the performance occurred, why it occurred, and what led up to
the event. Before giving feedback, review the actions and decisions that led up
to that point.
Know when to give feedback
- Is the moment right for feedback?
Consider more than your own need to give feedback.
Know how to give feedback
- Be descriptive, but concise.
- Don't coin behaviour into labels
like, "unprofessional." They are judgmental as are words like, "good," "bad,"
- Speak only for
- Talk first about
yourself, not about the other party; for example, "I feel annoyed that you are
late for meetings," rather than, "You are frequently late for
- Phrase the issue
as a statement, not a question; for example, "It bothers me when you are late
for meetings," rather than, "When are you going to be on time for
- Restrict your
feedback to things you know for certain.
- Help workers hear and accept positive feedback. Remember,
some people are awkward about acknowledging compliments about themselves.
Reinforce positive feedback.
Know how to receive positive
Relax. Breathe to relieve tenseness.
- Listen carefully and don't interrupt.
- Ask for specific examples of the
described behaviour if you are unclear.
- Acknowledge valid points.
- Feel free to take time to sort out feedback before you