Developing Others Through Feedback

GIVING EFFECTIVE FEEDBACK

One the most important ways we communicate with each other is through the use of feedback. Often a word need not be spoken to relay our feedback; the raise of an eyebrow or the crook of the head may be all it takes to communicate we're not pleased with another's behavior. While the other person may certainly receive the intended message with this type of feedback, it only indicates feelings about the behavior instead of the specifics of the behavior so that it can be corrected or changed.

All leaders are charged with getting work done through others. An awesome responsibility to be sure! Instruction, direction, and demonstration are all methods of teaching someone what is expected and how to complete a task. Effective feedback—both positive and for-improvement—is what leaders utilize to help the employee see what they're doing well and what they're doing that's not effective so the employee knows what to continue doing, what to stop doing, and what needs to begin to be done differently.

There are two types of feedback; both should be part of your discussion with employees. The first is positive feedback. Utilize positive feedback when the employee grasps concepts and directions easily; when improvement and progress has been made in performance or behavior; and when an assignment or task is completed on time and without error.

The second type of feedback is for-improvement feedback. Utilize for-improvement feedback when a task or assignment was not completed accurately or timely; when behavior is not within expectations; and when good performance could be improved to great performance.

Effective feedback is:

1. Never a surprise. Feedback should be based on performance standards and expectations that have been spelled out and discussed in advance. Every employee should know what the standards are for everything from attendance to sales or referrals, and everything specific to their job duties.

2. Objective. Feedback should relate to specific strengths and limitations expressed in behavioral terms. When performance standards or expectations are not met, the facts speak for themselves. Speak to the facts, to what you observed, and to the outcome of each.

3. Clear. Feedback is expressed in specific, usable terms. Telling someone to 'do a better job next time' is unclear and confusing. Keep your feelings out of the feedback; the facts about the performance or behavior should be the focus.

4. A two-way conversation. Whoever is receiving the feedback should have the opportunity during the discussion to discuss their perceptions, describe any obstacles that inhibit good performance, and offer a plan of action for what they will do to improve.

5. Ongoing and Timely. Waiting until appraisal time to give feedback—especially for-improvement feedback—is counter-productive to developing employees. Employees need the feedback when it can help them the most. Plus, the longer you wait to give for-improvement feedback ensures a bad habit has time to establish itself. Make giving feedback a part of your daily "to do" list.

6. Given in the appropriate environment. Praise in public; correct in private. When giving for-improvement feedback make sure distractions and interruptions are minimized.

By utilizing positive and for-improvement feedback regularly employees have a clear picture of what to do to be successful. Engage in giving feedback daily to your employees, helping them develop into great employees.