Providing feedback to staff is always challenging, but constructive feedback can get the message across while building a cohesive and capable team. Two of the most critical factors influencing employee retention/satisfaction are: “great boss” and “feeling part of a team.”
Do you remember when your parents told you to eat your veggies because they were good for you?
Now that you are an adult, you know they were right.
Well, just as they were right from the beginning, I’m asking you to trust me when I tell you this: constructive feedback is the only way to develop—personally and professionally.
As a leader, you have a responsibility to your employees or team to help them develop, which means you must give —constructive feedback.
What is Constructive Feedback?
First, I’ll tell you what it’s not.
- Constructive feedback is not a criticism (which has a negative connotation because it is so often generalized and personal).
- Constructive feedback is NOT a personal attack. KEEP IT PROFESSIONAL AT ALL TIMES. The goal is to have a targeted response to an individual’s action or behavior that is intended to help them learn and is delivered from a place of respect.
- Constructive feedback is not “closed” but invites the individual receiving it to shed light, share their perspective, or provide their response.
- Constructive feedback does not blame but presents a collaborative approach to problem-solving.
Why does Constructive Feedback Work?
- Constructive feedback enables us to give honest, “tough messages” to those we work with. However, instead of insulting, shutting down others, or alienating those who receive the feedback, thus lowering their morale and resulting in productivity, it motivates them to ask for help and acknowledge a skill or competency deficiency while feeling supported and respected.
- Providing constructive feedback enables you to build the competency and cohesiveness of your team while effectively managing performance issues. It also allows you to remain respected, well-liked and respected as —a great leader.
WHAT ARE THE STEPS TO PROVIDING FEEDBACK?
1. Choose the Correct Timing for Feedback
Praise is most effective when given immediately after the CORRECT behavior has occurred. Immediate feedback will help to reinforce correct behavior and make it more likely to happen again.
2. Ask for Self-Assessment
Begin by asking the person for a self-assessment; this allows them to be a part of the feedback process. It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached.
It is more effective to allow the person to voice opinions before providing your assessment of performance. Through self-assessment, the person can gradually assume more responsibility for their abilities and performance.
3. Focus on Specifics
When you focus on a specific correct or incorrect behavior, you remove the feedback from the sphere of personality differences, and the other person will be more willing and able to change. Here is an example:
When providing corrective feedback:
Do: “When you were talking to customer xyz, I noticed you forgot to use a name.”
Don’t: “You are not building rapport with the customer.”
When providing praise:
Do: “When you spoke to customer xyz, I noticed you used good open and closed questioning techniques.”
Don’t: “You communicated well.”
4. Limit Feedback to a Few Crucial Points
Good coaches and communicators identify one or two critical areas and help the person address them individually. It is too hard to examine and try to simultaneously change many aspects of behavior.
Restrict your feedback to one or two essential points, so you do not overwhelm the other person with too many things to consider.
5. Provide Praise and Corrective Feedback
Positive reinforcement is one of the most substantial factors in bringing about change.
Unfortunately, a lot of people always focus on the negative.
And always end the conversation on a positive.
6. Give Praise for Expected Performance
People deserve to be praised for doing their job to the expected level. Too many people take the predicted level for granted. Remember that praising anyone who meets established standards is as important as honoring the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished.
Summarise the meeting output and action plan to ensure you have heard correctly and understood from their perspective.
Restate the critical aspects of the feedback discussion.
Conclude discussion and focus on planning for the future.
This blog is the first of our leadership series provided by AR Consulting and Coaching. Next month, connect with AR Consulting and Coaching to learn more about productive leadership behaviors.