Much of our communication during a given workday involves the providing of feedback or opinions to others — be it on a phone call, in a performance review or during a meeting with a client. Feedback is critical to development. As the great Winston Churchill once remarked, “Criticism may not be agreeable, but it is necessary. It fulfills the same function as pain in the human body; it calls attention to the development of an unhealthy state of things.” Constructive feedback allows a person the opportunity to grow, while positive feedback reinforces good habits and results.
Unfortunately, most leaders are not very good at providing feedback. Nine out of 10 managers avoid giving feedback to their employees for fear of the employee’s reaction, and, in turn, only 29% of employees say they "always" know whether their performance is where it should be. Sixty-five percent of employees said they wanted more feedback from their managers because they were not getting what they needed. Women are 41% less likely than men to receive feedback as it relates to their personal brand.
When it comes to younger workers, the hunger for feedback is even more intense. One study found that 80% of younger workers said they want regular feedback from their managers and 75% want mentors who will provide them with advice and guidance that can serve them in their lives and careers. Younger workers generally prefer a flatter organizational structure where titles and hierarchy are less important. One study found that 76% of millennials think their bosses could actually learn something from them if they took the time to listen. For bosses trying to motivate a younger team and create a positive and supportive work environment, providing detailed feedback is essential.
There are three types of feedback that can be helpful for leaders to utilize:
1. Directive feedback is used to provide guidance in the form of a statement, request or requirement, detailing what you want them to do and when to do it.
2. Exploratory feedback is a conversation or questioning meant to cause the recipient to think about and develop opinions on what to do or how to do it.
3. Evaluative feedback is what most people think of when they hear the word feedback, such as discussing the information in an annual performance review.
Feedback is useful for both the person receiving it as well as the person sharing it, and both contribute to the development of the relationship and growth of the organization. Providing a genuine compliment or giving credit to a peer or team member for a job well done doesn’t cost you anything. Yet it will make the person receiving it feel better and it will make you feel better for providing it.
Here are some guidelines when delivering feedback:
State feedback clearly and absolutely. Being concise yet firm when providing feedback is important to the team member so they understand why you are providing the information and that it is not up for debate. New research out of Brigham Young University found that when it comes to receiving criticism or bad news, most people actually prefer directness, candor and very little, if any, small talk or buffer.
Time it right. For feedback to be effective, it should be delivered in a manner that allows the other person adequate time to take in the information and make the necessary adjustments and improvements. Provide feedback in a timely fashion so the person has time to consider it and implementation is possible.
Show empathy and concern. Because criticism of our work involves pride and ego, it can be difficult to hear. Think about how you might react to hearing the feedback you will provide. Keep the focus on performance and don't make it personal. Summarize and paraphrase their responses to confirm you are both aligned.
Anticipate comments and questions. Once feedback is delivered, it is common for the person receiving it to have questions. Be open to them and take the time to clarify any information that is unclear. Avoid making assumptions ahead of time and try not to interrupt the other person before they have finished sharing their thoughts.
Offer a plan forward. Because feedback is meant to improve performance, it is important to be a resource for the team member as they begin implementing a plan for improvement. Frequently set dates and times to check in and assess progress. Be accountable as a boss and make sure you are being an active part of the growth and development process.
Whenever providing feedback, it is important that you and the other person have an understanding that you are both working toward a common goal. This sharing of feelings is called mutuality and will help to create trust and contribute to a healthy climate for discussion and development. Be specific with your feedback and, most importantly, be sincere. If both parties care about the interests of the other person and not just their own, it will be easier to hear the criticism and, inevitably, implement the change needed for improvement.
Leadership is not about a title or designation. It’s about impact, influence and inspiration. Leaders always set the tone for an organization. So create an environment at your company where feedback is not only encouraged and expected, but also consistently modeled by all levels of leadership.
