This document provides some guidelines and models for giving effective feedback. To support a culture of engagement, it is imperative that open, two-way feedback forms part of the daily activities of line managers.
In my first corporate role, my company reinforced that having regular one-one-ones to share performance feedback was the most important culture-binding element of the organisation. It makes sense then to deliberately focus on upskilling ourselves in the art of giving effective feedback, because the results of this have the potential to shift organizations.
I have been the recipient of a wide range of feedback over my career – from a one-liner in my performance review: ‘You are a star’ (Thanks, but what am I supposed to do with that?) to the less appealing: “How to lose credibility with your customers 101” (ouch!).
Giving performance feedback to employees can often go one of two ways:
- The employee embraces the feedback and channels it into driving their performance
- The employee shuts down, mistrusts the process and manager, and intensifies the poor behavior that was addressed in the first place
So, how can we ensure that we make feedback our friend, and use it as a mechanism to create a culture of open, two-way communication and high performance in our teams?
1. Start with heart
If the purpose of the feedback is to help the employee grow, then there is a better chance that the feedback will be received well and integrated into the employee’s development. The intention behind the feedback, and the authenticity with which it is delivered, is key.
2. Ask for permission
Asking for permission from an employee to share feedback with them is critical for building trust in the manager, and it will create an openness to receiving the information. By asking for permission, you create a shared understanding and agreement that a behavior needs to be addressed, improved and tracked.
It is never a good idea to catch an employee off guard. If the employee is not ready to receive the feedback, set up some time on another day to share to with them. It is important that the feedback is given – an employee can’t avoid it forever…
The fact is: it is difficult to receive constructive feedback – no matter how open we are to it. When we are unprepared for it and feel threatened or embarrassed by feedback, our ‘Imposter Syndrome’ immediately rears its ugly head – i.e. what Rita Collins, author of Love your Imposter, defines as “the constant fear of being found out that you aren’t ‘good enough’ or called out for being a ‘fraud’”.
That frightening response that psychologist and author, Daniel Goleman, identifies as the ‘Amygdala Hijack’ (or, fight-or-flight response) suddenly takes over. Healthine explains: “The amygdala is a collection of cells near the base of the brain […] where emotions are given meaning, remembered, and attached to associations and responses to them (emotional memories)”. When you feel threatened and afraid, the amygdala automatically activates the fight-or-flight response by sending out signals to release stress hormones that prepare your body to fight or run away. The flight-or-fight response is triggered by emotions like fear, anxiety, aggression, and anger. If the perceived threat to the individual is strong, the frontal lobes, which help you process situations rationally, are hijacked by the amygdala and you can’t think clearly, make rational decisions, or control your responses.
It goes without saying that trying to give feedback to employees in this frame of mind will not end well.
3. Have regular performance check-ins
However, by checking in regularly with your employee, you create opportunities for regular two-way feedback, where the employee becomes comfortable with the process and structure of how feedback is shared, and is more likely to not only be open to it, but action the agreed steps.
4. Performance Reviews
Ensure that when sharing feedback on your employee’s performance for the performance period, you consider the employee’s performance over that period only, not focusing on performance or behavioural feedback from the previous year. Preparing for the conversation is imperative, as it is a more formal discussion than a performance check-in. You should make use of a template that both you and your employee can use; this will ensure that you are aligned in terms of what should be discussed. This is especially relevant when conducting a performance review remotely.
5. Prepare for the conversation
Lack of feedback preparation could lead to your employee leaving the conversation confused. Without structure, your employee could receive mixed messages, leading to next steps not being addressed, and them avoiding feedback conversations with you altogether.
Using the Center for Creative Leadership’s Situation, Behavior, Impact Feedback Model will help to create clarity and closure on the feedback conversation. Note that the Situation, Behavior, Impact model can be used for giving both positive and constructive feedback.
Note that you could also add in ‘Intent’ and ‘Change’ to the below model, to ensure that the employee has an opportunity to explain the context behind their behavior and identify opportunities to improve it. According to the Center for Creative Leadership, when you “inquire about intention, motivation, or what is behind an action, you are essentially in a coaching conversation — one that can make a positive difference well before a performance review or disciplinary conversation. Inquiring about intent is also where good coaching starts.”
6. Save the sandwich for lunch at the canteen
I am not a fan of the ‘Feedback Sandwich’, which I was often encouraged to use as an educator. Essentially, when using this approach, you start with a positive piece of feedback, highlight the issue in the middle of the conversation, and then end off with a positive piece of feedback – I assume to lessen the blow of the constructive feedback. The challenge with this approach is that the importance of the message is diluted, and the employee leaves the session not really sure of what they should action to improve their behaviour. They may think that the positive behaviour they’re displaying is enough to cancel out the poor behaviour.
7. Timing is everything
You need to give feedback to your employee as close to the incident as possible. If there is a behaviour that needs to be addressed, you don’t need to wait for your check-in or performance discussion to share the feedback. The more time that has elapsed between the incident and the feedback, the less useful and impactful the feedback will be.
8. Play the ball, not the man
It is important that managers focus on the specific behaviours that need to be addressed (the ball), and avoid giving feedback on subjective elements like personality, race, gender, culture, etc. (the man). The role of the manager is to align behaviours with the values and outputs of the team and organization, not to pass judgment on the person. Focusing the feedback on specific behaviors that can be improved provides an employee with a sense of control over their behavior and increases the likelihood of the behaviour being addressed.
Below is an example of how a manager can position their feedback – this is far more effective than: “John, you’re disrespectful because you’re always late, and it’s made the team angry. Please don’t be late again.”
9. Be generous with your praise
Do not forget to acknowledge positive behavior and work – try not to assume that your employees know they’re doing a good job or are appreciated. Make a deliberate effort to let them know when they’ve displayed the desired behaviours and produced good work.
10. A question for reflection: Am I avoiding giving feedback to my employees?
John Hopkins University’s Toolkit for Managing Remote Teams identifies some reasons why some managers shy away from giving their employees feedback. They have also highlighted why it is important to focus on these areas:
I avoid giving feedback because:
- I don’t have time
Employees want and need feedback to grow and develop. Having short, regular 1:1 meetings with each team member allows you to get to know them, find out what’s important to them, discuss progress and barriers, and build trusting relationships. It’s better to take the time to provide feedback and support; this helps to prevent small performance issues from becoming larger and more complicated. If not addressed, individual issues can become team issues and negatively impact morale.
- I don’t want to demotivate my employee
By giving balanced feedback on the areas that are going well and areas of concern, you will help your employee to improve and become even more productive. The feedback and support you give employees can positively impact their performance by clarifying expectations, acknowledging them for their strengths, and empowering them to close skill gaps.
- I never received feedback and was able to figure it out
Your success as a manager is directly tied to the success of your employees. While many employees can and do figure things out, it isn’t the most effective approach. Employees have a better chance of achieving desired results and developing new skills quickly, when they’re guided and supported by their managers. Creating a partnership and having frequent feedback sessions with your employees helps to ensure they’re focusing on the right things, accomplishing goals, and progressing with their development.
- I have too many employees reporting to me
Having a lot of direct reports can be challenging, but part of your role as a manager is to develop and provide feedback to your direct reports. Feedback can be given both formally or informally but having regularly scheduled 1:1s and a standard format for your feedback sessions can help you better manage your time. Typical topics covered in 1:1 meetings include: progress on goals/development, things that are going well, areas of concern, and career management.
- I wasn’t clear with the employee about setting goals and performance expectations
While it’s best to set clear goals and expectations at the beginning of the performance cycle, updates can be made at any point. Clarifying expectations with those who are now working remotely, can help employees to focus on the things that will have the greatest impact and ensures there won’t be any surprises around job outcomes.
- The employee is already a top performer
Everyone needs feedback, even top performers. Feedback helps all employees stay focused, motivated, challenged, and engaged. While your top performing employees may have mastered what’s required for their current positions and are achieving results, your feedback could assist them to develop skills to prepare for the next level. Before giving feedback, ask your top performing employees how they are achieving results. Your top performers may be so focused on the drive for results that appropriate concern for colleagues, teammates, or direct reports are neglected. Assess if the strengths that are enabling success might be overused. As with all employees, your feedback should focus on current performance, progress on goals/development, things that are going well, areas of concern, and future career goals and aspirations.