Siedah Janay Stringer
Olivia D Green
William C. Schifani
When you make a conscious choice to give and receive feedback on a regular basis you demonstrate that feedback is a powerful means of personal development. Done properly, feedback need not be agonizing, demoralizing, or daunting and the more practice you get the better you will become at it. It may never be your favorite means of communicating with employees, co-workers, or bosses but it does have the potential to make your workplace a much more productive and harmonious place to be.
No doubt the process of giving feedback is seen as unnerving and fear provoking. And the workplace can sometimes be the wrong emotional environment in which to discuss performance, introduce suggestions for improvement, and talk about goals for the future. This is a shame, because giving and receiving feedback is some of the most important communication you can engage in with members of your organization.
When done in the right way and with the right intentions, feedback communication is the avenue to achieve good performance. Employees have to know what they are doing well and not so well. For them to really hear your thoughts and suggestions on ways to improve, though, that feedback has to be delivered carefully and frequently.
Giving feedback effectively is a skill. And like all skills, it takes practice to build your confidence and improve. The following is a collection of "feedback giving" tips that organizations can try and use. Try to make is positive.
Before giving feedback managers or employees should remind themselves why they are doing it. The purpose for giving feedback is to improve the situation. Being confrontational will not accomplish anything.. That's not to say you must always be positive. There is a role for negativity and even anger if someone isn't paying attention to what you're saying. However, this should be used only if necessary. You'll most often get much more from people when your approach is positive and focused on improvement.
The closer to the event you address the issue, the better. Feedback isn't about surprising someone so the sooner you do it, the more the person will be expecting it. IT is much easier to give feedback about an issue that was just completed/not completed than is it to give feedback about a whole years performance. The exception to this is if the situation involved is highly emotional. Waiting until everyone has calmed down before you engage in feedback may help you avoid further confrontation on both sides. You can't risk letting yourself get worked up and risk saying something you will regret later.
Make it Regular
When something needs to be said, say it. People then know where they stand all the time and there are few surprises. Also, problems don't get out of hand. This is not a once-a-year or a once-every-three-months. While this may be the timing of formal feedback, informal, simple feedback should be given much more often depending on the situation. Be Specific
Tell the person exactly what they need to improve on. This ensures that you stick to facts and there is less room for vagueness. Remember to stick to what you know first hand: You'll quickly find yourself on shaky ground if you start giving feedback based on other people's views. Criticize in Private and Use “I” Statements
While public recognition is appreciated, public scrutiny is not. Establish a safe place to talk where you won't be interrupted or overheard.. Give the feedback from your perspective. This way you avoid labeling the person. Say, "I was angry and hurt when you criticized my report in front of my boss" rather than "You were insensitive yesterday." Limit Your Focus and Talk Positive
A feedback session should discuss no more than two issues. Any more than that and you risk the person feeling attacked and demoralized. You should also stick to behaviors the person can actually change or...
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