Feedback has been hailed as the most powerful tool in Corporate America; so why is no
one is using it and what can be done about it ? After years of researching interpersonal
skills and then training Corporate America's managers on the fine art of giving feedback,
I think I have finally figured it out—but I would appreciate your feedback !
Recently, I had the opportunity to test the necessity of feedback. During a simulation
exercise, I was given a picture of a maze and detailed directions. These directions
were given to me both in writing and verbally, providing information on how to move
the pencil by inches, when to move upward, and other specifics. The directions were
provided to ensure I made it "out" of the maze successfully. I was encouraged to refer
to the directions throughout the exercise. I was then blindfolded and told to begin.
I failed miserably.
Why? Because getting directions – no matter how clearly created and beautifully
executed – cannot replace step-by-step feedback. Just imagine if someone had been behind
me watching my moves, urging me along when I was headed in the right direction, and
giving me corrective information when I got off-track. I would have undoubtedly made
it out of the maze. I think this is a relevant analogy for the function of feedback
in today's workplace.
Those employees that do make it out of the corporate "maze" are either lucky, have
had some inside information, or have been through it enough times that they know the
pattern. The result is a mixed outcome of successes and failures leaving a manager
scratching her head. Some of her employees are succeeding, some are not, and she can't
determine what to keep doing and what to stop. It is feedback that will make the difference
between the successful employee and the unsuccessful, so why is no one doing it?
Unfortunately, the reason is partly due to the fact that most employees associate
the term feedback with criticism. This leads to tremendous stress for both parties
and general ill feelings for several days following the session. It doesn't have to
be that way. Following are the steps I recommend for changing the negative perception
of feedback. These steps will work in any organization—be it work, family, church
or school:
Watch Your Language.
If you are experiencing a strong negative reaction to the word "feedback",
don't use it. Instead of calling someone to your office to give them
"feedback", tell them you have some information about their latest project. Other
terms might be results, tips, numbers, or impact.
Avoid "May I See You In My Office?" Syndrome. Give feedback regularly, not
just when something has gone wrong. Make feedback a regular part of any performance
development agenda. When employees are asked to come by your office for a special
reason, you have already fostered anxiety and distrust of a necessary process. By
building these conversations into routine events, employees know what to expect and
will be more willing to see your point and work on changes.
Enough Already !
Limit each session to one (at the most two) topics of performance to
discuss. Don't bring a laundry list of wrong-doings. Even the most confident individual
will feel bullied (no matter how good you may get at giving feedback).
"After You" Is More Than Just Good Manners. Allow the person receiving the
feedback to have the opportunity to start the feedback. This is done by suggesting a
self-assessment in the area(s) to be discussed. By starting out the session with the
employee giving their own assessment of their performance or behavior in the targeted
area, you avoid a crime-and-punishment type relationship. Take the employee's own
self-evaluation and then see where your own notes are in sync. Build on these points
and then move into any points not discussed.
So What? If you cannot tie the behavior or issue to performance goals, you are
probably being critical. For each piece of feedback you are about to give, make sure
it can be tied to one of the employee's performance goals (or objectives, desires,
agreements, or other pre-determined criteria). For example, if you are concerned about
a messy work area, but the employee can always find what they need (and the public
doesn't see the workspace), then where is the problem? Think through your real goal
in giving feedback to ensure the best possible environment for receiving it.
I'll Have the But Sandwich, Please. Balance the constructive with the positive. Avoid
the "but sandwich". Don't start out your session with a few nice things to say and then
launch into the real reason for the feedback, then close down the session with a few
more nice words. This is called the "but sandwich". It sounds something like this: "You
are doing a great job here, but…" . Any attempt at conveying positive feedback
(and seeing a repeat of those behaviors) is lost using this method. It is necessary
to show the employee where they can continue to make contributions, and where they can
improve. Humans have both positive traits and areas for improvement. Acknowledge both.
Just the Facts, Ma'am. Do your research upfront. Include numbers, examples,
and specifics. This isn't just a good idea to fend off defensive responses. It's
vital to giving your employee full understanding of the situation, the impact, and
your recommendation for improvement. Likewise, if you want your positive feedback to
really have some punch, and ensure a repeat performance, do the exact same thing.
Know Your Lines. Write out what you would potentially like to say before meeting
with the employee. Better yet – practice with a trusted peer or loved one. Your use of
words (and your body language) set the tone for a successful session. For instance,
avoid the words "never" and "always". No one is never or always any one way. You set
up defensiveness with the employee and start a "memory war" of examples that contradict
your statement.
Avoid the "Horns or Halo" Effect. This concept is generally found in interviewing. It
refers to the tendency we all have to hire those that remind us of ourselves. The
same phenomenon can be found when managing others. We tend to overlook mistakes
made by those we identify with, and become hypercritical of those to whom we cannot
relate. Before giving this person feedback (or withholding it), ask yourself if you
are trying to make that person into a junior version of yourself, or is the behavior
truly affecting productivity.
