Leaders give feedback effectively
At this time of year, managers are undoubtedly thinking about completing employee performance reviews and having the associated feedback conversations. In my experience, too many managers simply “check the box” on this process and fail to put in the requisite time and effort necessary to be truly great at giving feedback. This is a major oversight.
Research has long demonstrated that feedback plays a strong role in motivating employee behavior. Employees want and need to know how they are doing, in order to stay engaged in their roles. Moreover, feedback conversations are highly relational. For example, when I’ve asked employees to recall an impactful memory of a manager, they often cite the constructive feedback and coaching they received that propelled them to career success. In contrast, when I’ve asked them to recall a negative experience with a manager, they’ve cited a manager who didn’t bother to give much feedback (positive or negative) or who was cavalier with its delivery.
Although feedback should be given on a regular basis, the annual review is typically a requirement that should be taken seriously. True, it can be time-consuming and emotionally draining. (Delivering negative feedback is never easy.) However, for great leaders, the review process is a priority. They view this as an opportunity to build key relationships with their people.
So, if you want to lead — vs. manage — through the perfor- ASU W.P. Carey School of Business mance-review process, try this when delivering feedback:
» Gauge their reaction to the actual review first. Too often, managers run the feedback conversation, rather than letting their employees drive it. You will deliver feedback in a more empathetic and informed manner if you let employees talk first. Ask how what stood out for them or what they plan to apply first. This allows you to see what they are homing in on and gives you the opportunity to refocus them on what you care most about.
» Make feedback actionable. Be careful that feedback isn’t laden with ambiguous terms, such as “be more strategic” or “enhance communication skills.” After all, what does “enhancing communication” really mean? You might know, but your employees likely do not. Make sure you spell out whether “enhancing communication” means writing more focused e-mails, giving better presentations or listening better. Be specific and be actionable, and you are more likely to get what you want.
» Don’t dilute tough messages. When delivering really tough feedback, you have to be direct. If the employee’s job is in jeopardy, then you need to say that. If you butter him or her up with a lot of positives, only to gloss over the negatives, the employee won’t comprehend the severity of the situation. Be clear that things don’t look good, and if they don’t improve in certain areas (Remember, be specific), it will be hard for you to be an advocate. The point is that, as the person’s manager, you are supposed to be his or her biggest advocate, but if he or she ties your hands with poor performance, then you just can’t be that anymore.
» Recognize your bias to be overly critical in areas where you are strongest. In the end, although we want diversity around us in the larger sense of the word, when it comes to day-to-day habits, we want our people to be just like us and may hold them to unrealistic standards. For example, if you are the best there is in terms of responsiveness to people and being detail-oriented, then you are more likely to hammer your people who lack in these areas. If you aren’t careful, your people will never be good enough. So, recognize that if you are a 10-out-of-10 on certain behaviors, then perhaps them being a 9-out-of-10 is as close as you are going to get.