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The Pak Banker - - Front Page -

OU need to give praise as well as crit­i­cism!" I said to a se­nior Man­ager in Abu Dhabi the other day, and the sur­prised look on his face said it all. He was only used to giv­ing feed­back to his team when a mis­take had been made and not when ev­ery­thing had gone well. So whether you work for an SME, a multi­na­tional com­pany or in the government sec­tor, we all rely on feed­back, so I won­der how good you are in giv­ing such com­ment, or for that mat­ter, in re­ceiv­ing it?

We are quick to point out to some­one when they make a mis­take but all too of­ten we for­get to ac­knowl­edge when a job is done well. This is a mis­take, be­cause giv­ing pos­i­tive feed­back can be a pow­er­ful tool to mo­ti­vate and in­spire any in­di­vid­ual to con­tinue to of­fer im­proved per­for­mance.

Chil­dren, as we well know, smile hap­pily when we say 'I'm really proud of you for do­ing so well', so I won­der why we for­get to give sim­i­lar en­cour­age­ment to those in our teams?

Many busi­ness lead­ers may not fully re­alise the im­por­tance of pro­vid­ing feed­back to their em­ploy­ees to en­hance or­gan­i­sa­tional growth and devel­op­ment. When cor­rectly given, feed­back can help to im­prove job per­for­mance while pro­mot­ing pro­fes­sional and per­sonal growth in those who re­ceive recog­ni­tion. How­ever, it doesn't al­ways come nat­u­rally to ev­ery­one and this skill may not have been in­cluded in any man­age­ment train­ing pro­gramme. How­ever, pos­i­tive feed­back can of­fer many ben­e­fits, when given at the right time and with the right con­struc­tive mes­sage, it can achieve ex­cel­lent re­sults, and help re­tain top tal­ent within the or­gan­i­sa­tion.

We can think of feed­back as giv­ing guid­ance that will en­able a team mem­ber to learn as well as im­prove the qual­ity of their work whilst at the same time, im­prov­ing the in­ter­per­sonal re­la­tion­ship be­tween man­ager and their team mem­ber.

There are two types of feed­back: pos­i­tive and con­struc­tive. Pos­i­tive feed­back is to re­in­force the de­sired be­hav­iour whereas con­struc­tive feed­back will ad­dress spe­cific ar­eas of sug­gested im­prove­ment. In or­der to get the right bal­ance, both forms of feed­back are nec­es­sary to achieve the de­sired re­sult.

But what about those re­ceiv­ing feed­back? Nat­u­rally, it is much eas­ier to hear pos­i­tive feed­back rather than the con­struc­tive el­e­ment.

When you are told 'well done', it will make you feel good about your­self and raise your self-es­teem. How­ever, when con­struc­tive feed­back is given, some may take this as a per­sonal af­front.

The an­swer, of course, is how the feed­back is given. There is 'right' and 'wrong' way to de­liv­er­ing feed­back so that

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