Feedback is essential for any team to learn, grow, and improve. But how do you give feedback that is timely, constructive, and respectful? In this article, you will learn some tips and best practices for delivering effective feedback to your team in the context of performance management.
Timely feedback, which is feedback given as soon as possible after an event, action, or behavior that needs to be addressed, has a number of advantages. It helps team members to correct mistakes, recognize strengths, and gain from experiences. It also demonstrates your concern for their performance, development, and welfare. Timely feedback can also prevent issues from becoming worse or being overlooked. Moreover, it can help build trust, rapport, and communication between you and your team members.
I completely agree with the above statement that, being a team member when I received constructive feedback from my boss I was so positive to take, correct my mistake, experience and it was more of coaching rather than taking as a feedback.
Timeliness in delivering feedback is just as important as the feedback itself. Timeliness demonstrates your concern for both the employee and the end customer’s experience , as well as the urgency for accuracy and efficiency. If leaders are late with feedback, it gives the impression that they don’t care enough about the employee or the end customer to provide feedback or coaching. It sets a poor example.
You need to balance timely feedback and not see it as a need for a knee jerk reaction. You still need to think through the feedback and your delivery. Don’t see timely as urgent.
Before you give feedback, it's essential to prepare yourself and the situation. To do this, you should first clarify the purpose and goal of the feedback and gather relevant facts and evidence that focus on observable behaviors and outcomes. Additionally, it's important to choose an appropriate time and place for the conversation, such as a private, quiet, and comfortable setting. Lastly, be sure to check your mindset and attitude. Approach the situation with respect, empathy, and support. Avoid judgment, blame, or criticism and be open to listening and learning.
It’s also helpful to ground yourself before the meeting. Make sure you’re not rushing from a previous meeting straight into this. Take some time to focus, and doing some breathing exercises helps too, as this will activate your parasympathetic nervous system, which is your relaxation response. This all helps you approach the session with an open mind.
What has been stated so far is important. I would add that your non-verbal approach to the feedback is also important. Maintaining appropriate eye contact will let your employee know you are engaged and not distracted or disconnected from the important of the feedback. Please don't cross your arms or fidget. Depending on the nature of the feedback you should determine what part of the workday would be most appropriate.
Building on the earlier input, it is also important to consider the recipient’s mindset; can they be receptive to the feedback, if it has been a long and busy day? It’s important the the recipient not to feel like the leader is just checking a box to say they “delivered feedback”.
When giving feedback, it is important to ensure that it is clear, concise, and constructive. You should start by acknowledging what your team member did well and expressing appreciation. Then, you should state the issue, describing the specific event, action, or behavior that needs to be improved or changed and explain the impact or consequence of the issue. Ask for input from your team member and listen actively and empathetically. Next, suggest solutions and offer guidance or advice on how to address the issue. Finally, collaborate with your team member to agree on actions and set realistic and measurable goals, actions, or steps to implement the solutions. Define expectations, timelines, and follow-up plans.
I actually disagree with the idea of starting the conversation with what did go well. This can be confusing. Granted, it softens the impact, but it risks missing the mark. Personally, I respond better to: 1) I'm providing you with some constructive feedback because I care enough about you/your work to have this uncomfortable conversation; 2) I believe, if you want, you can turn this around; 3) I observed [ insert ] and this was the impact. Now that I know I scored less than a "C-" on the assignment and he/she providing feedback has my best interest in mind, I can't focus on making things better.
I would actually change this a little. Rather than state the issue and "behavior that needs to be changed" simply provide the behavior you observed. Or if this is second hand information, provide what evidence you obtained so far. Next is my bigger change, don't provide suggestions Before collaborating. Ask for the recipient's thoughts First. Then collaborate on "making it better next time". All feedback sessions begin and end with making it better in the future.
I disagree with starting by you telling them. I want them to talk to me, to tell me because if I don’t give them the chance to talk I may miss out on contexts. I could talk to them about the issue and then they mention a personal problem that may mean I’d have handled this differently. Always, always find the context. Ask. What happened? What was going on for you at this time? What do you think? I find it’s much easier for a team member to feedback rather than the manager doing the feedback. A question I always like is…‘looking back now would you do anything differently?’
Delivering feedback is just as important as what you say. To ensure your feedback is effective and well-received, use a positive and respectful tone, clear and specific language, non-verbal cues, and the “feedback sandwich” technique. When speaking, be polite, friendly, and supportive. Avoid sarcasm, negativity, or aggression. Be direct, honest, and concise with your words. Utilize “I” statements to express your observations and feelings and “you” statements to acknowledge your team member's achievements and efforts. Also be mindful of your body language; maintain eye contact, smile, nod, and keep an open and relaxed posture. Finally, wrap any negative or constructive feedback between two positive or affirming feedbacks to balance the message and reduce defensiveness.
I don't agree with hiding constructive feedback within positive feedback ("the feedback sandwich"). Your feedback can be misinterpreted as, "I did 2 things right so I am good." In my experience, making clear, direct, factual statements about the problem and what needs to improve are best. Instead of sugar coating, end with a statement like, "I believe you can make this change".
I agree with the point about not disguising constructive/negative feedback within positive/affirming feedback. Aside from diluting the intended message, I feel it can come across too formulaic and predictable (“the old feedback sandwich method!”), or even disingenuous if the positive elements are not balancing or relevant. In my experience I have had more success with this when the team member knows their best interest is in mind, that I am wanting to know what went wrong, and that we both want to fix it. Whatever support is needed later may vary, but they are more likely to be open with you in future if they feel they’re in a safe environment to do so.
I don’t do the ‘feedback sandwich’. It’s like here’s the nice bit but you know the bad bits coming. It’s disingenuous and staff feel manipulated. Just be honest and have an open, constructive conversation focused on the issue.
Although I concur with Amy to some degree, it is crucial to recognize that initiating the discussion with "the problem" has the potential to trigger defensiveness in the team member. This can impede the reception of feedback and create a barrier to effective communication.
Feedback is not a one-time event, but an ongoing process. To ensure progress, challenges are being overcome, and goals are being achieved, you must follow up on feedback. Monitor and track performance, provide recognition and reinforcement, offer ongoing support and coaching, and review and revise goals and actions. When observing and measuring behaviors and outcomes, use data, metrics, or indicators to evaluate the results. Praise and reward your team member for improvements, achievements, or efforts. Celebrate their successes with the team or the organization. Check in regularly with your team member to ask how they are doing. Offer assistance, guidance, or feedback if needed. Encourage and motivate them to keep learning and growing. Periodically assess the effectiveness and relevance of solutions, revising or adjusting goals and actions if necessary.
Coach & collaborate. Agree the goal Agree the deadline Agree the supports Agree the ongoing review cycle Evaluate Agree means Manager & employee discussing and agreeing. You’ll achieve so much more if you engage with your team. Rinse & Repeat
If you are in a position to do this, work up front to create a culture of feedback. I have eliminated performance ratings (distracting labels) and replaced them with quarterly (formal) and ad hoc feedback sessions at several companies. Two things you do well, two things you should stop/start/improve and if applicable what you can do to best prepare for a desired promotion or new role. This shifts the conversation from how do I get the best performance rating to what do I do to maximize my success. Until performance ratings are resolved, they will be viewed as key to getting bonuses, higher raises, promotions, etc vs the required behaviors and actions. Ratings also make it harder for leaders to give corrective feedback without resentment.