How Can You Provide Feedback More Successfully?

It's time to have smarter intergenerational conversations. This month, I'm focusing on how we can more successfully give feedback across generations in organizations.

It's a question I was asked multiple times this summer when many managers were wrapping up year-end performance reviews.

Below you'll find my recent article from Fast Company outlining my tips. I also weighed in on the topic with the Wall Street Journal, the London Times, and BBC Radio.

This topic definitely hit a nerve!

To help us close the gaps in giving and receiving feedback, I'm sharing two of my Gentelligence power questions to use in your performance improvement conversations with employees across generations. Send me a message and let me know how you put them to work! I'd love to hear from you!

Check out my Fast Company article: 4 Ways to Give Gen Z Employees the Feedback They Need

Younger employees want to know that managers genuinely care about their well-being and career growth, says this expert on generational differences at work.

I don't actually think the word "feedback" is too scary for Gen Z, and this perpetuates the myth that Gen Z are some sort of fragile snowflakes. I was interviewed for this piece in the Wall Street Journal.?The reality is that Gen Z doesn't have much experience with getting constructive criticism, and if we want it to land in a way that's heard and acted upon, we need some new strategies.

Read the WSJ article by clicking here.

I'm not sure Gen Z cares whether we call it feedback or feedforward, they want to know that the input is coming from a place of caring about their development and wanting them to reach their potential.

Read the London Times article here.

Want to have better intergenerational feedback conversations?

Here are two Gentelligence questions to use.

These work whether you are an older manager wanting to establish trust and connection with a younger employee to ensure your constructive criticism is heard, or for an organization wanting to engage their older employees in the latter stages of their career (or anyone in between).?