Management 101: The importance of giving feedback

One of the most challenging things about becoming a manager is building the confidence to give effective feedback to your team. Delivering positive or negative feedback can feel daunting, you might not want to come across as soft and gushing or worry that the receiver won’t like you or that giving feedback may be pointless and unhelpful.

But giving feedback is crucial to keeping your team on track, boosting quality and performance, to avoiding or repeating mistakes, it can provide an opportunity for people to grow and develop and when delivered well it can be inspiring and motivating.

There’s a huge difference in impact between giving feedback badly and well. Badly delivered feedback can sound judgemental, vague or intangible, focussed on the past and saved up until it becomes an irritation or resentment. Words like “Why didn’t you”, “You never do this”, “You should do that” or worst of all “If I were you…” (Nobody likes a know-all!) Will create a defensive response, people will tune out and switch off.

The sweet-spot is to deliver feedback (and I’m talking about both positive and negative feedback here) that is specific and descriptive giving examples - “When you do this, the result/impact was …” . Rather than making assumptions use phrases like “I noticed” or “I believe”.

Then explore the ‘what next’ and make it actionable. There’s a popular concept called “FEED-FORWARD” which suggests that it’s more effective to help people to learn to be right than to prove that they were wrong and that people will respond much more positively, listening better and coming up with their own ideas for improvement.

Next turn it in to a conversation, ask people what they felt or observed was the impact, use questions to raise their awareness and ask them how they think they could do better next time. This will show your commitment to helping the person improve, grow and develop.

Make feedback immediate, don’t save up those feedback conversations. If you have a process of performance appraisals or reviews, it can be tempting to hold back until the next one, but it should be part of your every day management of your staff. Feedback should be a continuous loop, agree actions and objectives, monitor and support, review and reward.

You’ve probably heard the phrase “Praise in public and criticise in private’. Public praise in front of peers and colleagues adds more weight to the praise, reinforces positive performance and encourages others to emulate. But if you have more critical feedback to give, it’s kinder to find a private place to talk and you are less likely to provoke a defensive response.

And what if you have a more serious issue to deal with and are dreading a difficult conversation? This is the time to not respond in haste or anger, take some to calm down, reflect and prepare for the conversation and be clear what you want to get out of it.

Ask the person for a meeting and give them some time to prepare too. During the conversation try to regulate your emotions, getting angry will not help, describe the issue and its impact, be factual and specific. Then open up the conversation giving the recipient time to tell it from

their perspective, listen and pause, before clarifying and summarising. Then move into problem solving together, asking questions to mutually agree next steps and finally suggest a follow up meeting.

If you can create an environment where feedback is regular and a two-way conversation, you will create a culture where people feel motivated, supported and inspired to keep learning and growing.