Stress Less, Communicate More: The Importance of Feedback for Employee Well-Being

"When was the last time you felt you had a social life?"

This was the question I asked an employee during her Office Hours session.

"Before I got this role."?

I looked at her dumbfounded and with some sadness, knowing that she had been in her current role for several years.

The more we talked during that hour, it became clear that one of the biggest stressors that was causing her not to have work-life alignment was the need for more feedback.

This employee had been working for years without any guidance as to what to do, how to do it, or if she was doing it well.

This lack of clarity had her working 10+ hour days, hoping she'd be able to get everything done so as not to leave anything rolling over into the next day. Why? Because she was unclear as to what was a priority and what wasn't. What needed to be delegated, and what was her responsibility.?

How she worked reminded me of the Chocolate Factory scene in the I Love Lucy episode, "Job Switching." Poor Lucy and Ethel just couldn't keep up with the conveyor belt full of chocolate! And many of us feel the same way, that there are just too many tasks/projects/etc. that it's hard to keep up! And you lay awake at night wondering how you will get it all done. Or you may be anxious about whether you did get everything done that day.?

You've probably heard the saying, "no news is good news," but this isn't necessarily true, especially in the workplace. Employees need to know how they are doing. If not, the lack of feedback can cause significant stress for employees for several reasons:

1. Uncertainty:?Employees who don't receive feedback may feel uncertain about how they are performing in their roles. This uncertainty can lead to anxiety and stress as employees wonder whether they are meeting expectations.

Leaders:?Regular feedback helps to set clear expectations for employees. When expectations are clear, employees are more likely to feel confident in their roles and perform better.

2. Missed opportunities for improvement:?Employees need feedback to identify areas for improvement and make adjustments to their performance. When feedback is absent, it can lead to employees worrying about falling short in their roles.

Leaders:?Regular feedback can help employees identify areas where they are excelling and areas where they need improvement. This information can be used to set goals and create actionable plans for performance improvement.

3. Lack of recognition:?Without feedback, employees may feel undervalued and unappreciated, leading to dissatisfaction.

Leaders:?Feedback can be used to recognize employees for their achievements and contributions. This recognition can help boost employee morale and motivation.

4. Relationship with managers:?A lack of feedback can impact the relationship between employees and managers. Employees may feel that their managers are not invested in their success or do not care about their performance, leading to stress and distrust in the workplace.

Leaders:?Regular feedback can help build positive relationships between you and your employees. When managers show that they are invested in employee success, employees are more likely to feel supported and valued.

5. Career development:?Feedback is an essential component of career development, as it provides employees with guidance on how to progress in their careers. Without feedback, employees may feel that they aren't developing professionally, which can increase a lack of motivation.

Leaders:?Feedback is a crucial component of career development. Employees need to understand their strengths and weaknesses to advance in their careers.

The process of providing feedback doesn't have to be overly complicated. Some simple and informal ways that leaders can provide feedback:

1. One-on-One Conversations:?"I wanted to talk to you about your recent project. I was impressed with how you handled [specific task], but I noticed that [specific area] could be improved. What are your thoughts on that?"

2. In-the-Moment Feedback:?"Great job on [specific task], you really went above and beyond."

3. Written Feedback:?"I wanted to let you know that your work on [specific project/task] was really impressive. I especially appreciated [specific thing they did well]. Keep up the good work!"

4. Group Feedback:?"I wanted to take a few minutes to recognize the great work the team has been doing lately. Specifically, I was impressed with [specific accomplishment]. Moving forward, I think we can work on [specific area of improvement]."

Providing feedback should be a regular part of your leadership approach and embedded in your company culture. It should be given in a timely, specific, and constructive manner to help team members grow and improve. When leaders offer regular feedback, they demonstrate their commitment to employee success and well-being, which can lead to improved employee morale, motivation, and productivity.

The more you can communicate effectively and provide helpful feedback, the greater the chances you have to decrease the threat threshold and stress of your employees because they are clear and confident in their roles.

Check out this?post?for more tips on how to best process feedback.

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Our?Office Hours?are additional support?services for our client's employees beyond the keynote or training. These scheduled coaching and advising sessions help employees and leaders navigate workplace challenges, professional development, and achieving goals.

If you are curious about bringing our Office Hours to your organization, email us at [email protected].

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Farah Harris is a psychotherapist and expert on workplace belonging and well-being dedicated to disrupting unhealthy work environments. She is the founder and CEO of?WorkingWell Daily?, a company that approaches workplace belonging and well-being from a psycho-social and emotional intelligence lens. As a speaker, consultant, and now author, she has helped individuals and Fortune 500 companies develop healthier workplaces where leaders and teams have grown in their empathy, self-awareness, and sociocultural awareness

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