How do you give competency-based feedback in a constructive and supportive way?

Once a "gap" has been identified, I like to work with the employee and their manager to prioritize the essential competencies in the role and the business and then develop a plan. A competency-based development plan may include workshops, readings, case studies, developmental assignments, and coaching or mentoring. It's essential to assess progress regularly. I recommend supervisors do monthly check-ins and a deeper dive into progress quarterly.

When giving competency-based feedback, focus on specific behaviors and outcomes, offering praise for strengths and actionable suggestions for improvement. Use the "sandwich" approach: start with positive feedback, then address areas for growth, and end on an encouraging note. For example, "Your communication skills are excellent, and your attention to detail stands out. To enhance your leadership, consider practicing active listening in team meetings. Overall, you're making great strides and have the potential to excel further." This approach fosters a supportive environment while encouraging continuous improvement.

Prior to collecting the data, it is important to explain to all involved that the information will be used for development and not for punitive reasons. This will help the participants embrace the process of delivering feedback and the employees will know that the results are for their growth and not to garner evidence for their termination.

How the gaps and areas of improvement are communicated to the employee could be the difference between behavior change and improvement or the employee becoming disengaged and checked-out. If possible, give the employee time to review the information in advance and come to a meeting prepared with questions. Start by asking the employee what surprised them, what was confirmation and their overall thoughts. Co-create an action plan for closing the gap with them.

As the person delivering the feedback also prepare yourself. Check any biases you may have. If you are feeling uncomfortable about the meeting, review and process your emotions and discomfort so that it doesn't show up in the space during the meeting. Remember to breathe and prepare yourself to respond to any defensiveness with curiosity, not as a personal attack against you.

Before offering feedback I like to completely understand the person’s perspective and the intention behind their actions. So I start by asking open ended questions. “Tell me about…” or “help me understand…” When addressing the issue, I give people the benefit of the doubt. No one wants to do a poor job. If people knew a better way to do something, I believe they would. So I offer a suggested alternative and ask them for their take. Asking their opinion on the matter changes the dynamic of the conversation. It becomes a supportive dialogue rather than a disciplinary monologue. In doing this, not only is the employee more likely to actually change their behavior, but it strengthens the relationship between the employee and leader.

Be specific and provide concrete examples to illustrate your feedback. Focus on the behavior, not the person. Avoid personal attacks or judgmental language. For example, "I noticed you interrupted your teammate during the meeting. Please allow others to finish their thoughts before responding." Offer suggestions for improvement and growth opportunities. For example, "To enhance your active listening skills, try taking notes during meetings and asking clarifying questions to ensure you understand the speaker's message." Deliver feedback in a timely manner, as close to the event as possible. This makes it more relevant and actionable. Encourage a two-way dialogue and be open to the recipient's perspective.

Asking questions and remaining curious is also helpful for the person receiving the feedback. Ask for clarity and recommendations on goals and actions that will help you improve on the performance gaps. It is important not to try to swallow the elephant all at once. Set small deliberate and intentional goals and check back in with your peers and leaders around what steps you are taking to improve and seek support when needed.