Most people assume it's harder to get constructive feedback than to give it — but the fact is, a lot of managers have a hard time giving it too.
According to a 2015 survey from Interact, 37% of business leaders are uncomfortable giving direct feedback or criticism to their employees about job performance, because they want to avoid confrontation.
Giving feedback isn't always easy, but it's one of the most important jobs a manager has. Timely and honest feedback — delivered respectfully — helps build confidence in individuals and trust in larger teams.
In this post, you'll get solid tips on how (and when) to give feedback to your employees — without dreading the process.
Don't Wait on Giving Feedback
There are many situations in life where we get immediate feedback on what we're doing — even if we don't think about it that way. If we drift into the wrong lane in traffic, the feedback of horns honking at us is usually instantaneous. A server in a restaurant can tell from her tips at the end of the night whether or not she's done a good job.
The beauty of timely feedback is that it lets us adjust — do more of one thing, less of something else, or even do something else entirely. It's most effective when it's specific, timely, and focused on future actions rather than personal judgments. It's not a judgment of our character; it's just input that we can use to improve on what we're doing and how we're doing it. It allows us to course-correct.
It's a good thing.
It's the same with feedback for your employees.
Whether the feedback is positive or negative, you must provide it as close to the event as possible, while the experience is still fresh. That way, your employee can connect the feedback to his or her actions more effectively, instead of relying on memory.
The other advantage to giving timely feedback is that it allows you to nip issues in the bud, before they bloom into bigger problems. Waiting for an arbitrary “performance review” to deliver constructive feedback not only lessens the impact, but it can also create resentment. An employee who feels ambushed by criticism is far less likely to internalize it in a constructive way.
Giving feedback closer to the event lessens any drama or feelings of anxiety that might otherwise develop on both sides. You're not only giving your employee a chance to learn and adjust, but setting an example of honesty and transparency. That builds trust.
Be Specific With Your Effective Feedback
Have you ever had a manager tell you that you've done a “great job” or to “keep up the good work”? A pat on the back is nice every once in a while, but vague positive feedback doesn't help you understand what's really making things work. It's … benign.
Vague negative feedback is much worse. It opens a loop that needs to be closed and often leaves someone feeling confused and unsettled. Eventually, it leads to anxiety (or worse, resentment), which is bound to impact morale and productivity.
One reason feedback is so important is that you can use it to shape behavior. But your employees can't take meaningful action if you don't give them specific information on what you'd like them to keep doing, or do differently.
For example, a statement like “I'd like you to communicate more frequently about what you're doing” is not as effective as “I understand you're driving the social media strategy for our Giving Tuesday campaign. I'd appreciate a short email summary of your campaign activities once a week, so I can be on top of where we're at and avoid delays caused by missed updates.” Constructive feedback should include clear examples of behaviors and their impact.
The Situation-Behavior-Impact model can help you structure feedback so that you speak specifically and reduce subjectivity.
Formulating your feedback around specific situations and specific behavior can be beneficial for you too. Managers often feel uncomfortable having to address issues of low performance, but when you break it down in terms of the consequences of actions you'd like to see, it starts to feel less like a personal judgement and more like a problem that can be solved.
We're not talking about micro-management here. But feedback that includes details about behaviors and outcomes — and why they're important — leaves less room for misinterpretation and is fairer to your employee. If you're going to evaluate them based on job performance, they need a clear understanding of your expectations.
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Specific feedback helps keep people focused and on track, but don't neglect the importance of context and follow-up, too.
There's nothing worse than stopping by an employee's desk on the way to somewhere else, tossing out some feedback, then leaving. (Here at Advancement Form, we call that a “manager drive-by.”) You might think you're being clear, but you are very possibly leaving your employee confused. It's difficult to accept the feedback – especially constructive feedback – without context or follow-up.
Give Constructive Feedback in Private
No one likes to be called out in public. Ever.
Constructive feedback should always be delivered in private. It's more respectful, helps avoid embarrassment, maintains trust, and gives your employee a chance to take in what you're saying, rather than getting defensive and worrying about what their colleagues think about them.
A private conversation also encourages two-way dialogue. It gives you room to listen, helps the recipient feel supported, and can increase accountability.
You might not have all the facts, and addressing your concerns in a private setting allows your employee to give you some context. They may also need a moment to hear the feedback and form a response. Giving your employee a safe place to talk about circumstances you might not know about builds trust.
Praise is a different matter, however.
If the employee is comfortable being the center of attention for a moment (keep in mind, some aren't), then complimenting them on their work in front of team members is fine. In fact, public recognition can have a more profound effect than a private pat-on-the-back.
Not only are you drawing attention to a team member in a positive way, but you're also signaling the behavior you'd like to see.
Make Feedback Part of Employee Development
You shouldn't save feedback for rare highs or major mistakes. Continuous conversations are far more effective than one-time events for developing your employees and supporting their career growth.
New employees typically need more feedback than people who've been on your team a long time. It's especially important during the onboarding period to check in and give feedback in short turnaround cycles. You're establishing a relationship with the employee, and for more junior positions, you're helping them build confidence in their new role by acknowledging strengths alongside areas for improvement.
For seasoned team members, you should still make a habit of providing feedback on an ongoing basis. For example, in a bi-weekly one-on-one check-in. Feedback is more effective when employees ask for it. It doesn't have to be long and involved, but regular check-ins create a process for actionable suggestions tied to specific skills and reaffirm alignment between business goals and how they're doing their job. It also sends the message that you care about the work they're doing.
When your advancement organization is undergoing significant change, ongoing feedback is critical to keeping the initiative on track. It's human nature to drift back to what's familiar, so make feedback a priority to keep things moving in the right direction.
You're also setting the expectation that they work in a culture of open feedback; behavior they'll hopefully adopt themselves. Done well, this kind of regular practice can improve employee performance.
Respect Organizational Lines of Authority
One caveat around giving feedback to anyone on your team:
Be sensitive to the organizational hierarchy and your position in it.
For example, if you're two levels above an employee in the reporting structure, it's best not to approach them directly to discuss a matter of performance.
Think about it from the employee's perspective. While it might be nice to be noticed by someone higher up in the reporting chain, getting feedback from someone other than their direct manager might put them in an awkward position. Feedback about direct reports should usually go through that manager first. You might end up sending mixed messages, or worse, undermining their manager's authority.
Encouragement is fine, but if your feedback is specific or less-than-positive, you should convey it to their manager or team leader and let them deliver it.
When It Comes to Feedback, Honesty Is Always the Best Policy
Though giving effective feedback isn't always easy, effective feedback starts with impact feedback and focuses on specific, observable behavior and its impact rather than personality, which makes it more helpful.
When problematic behavior goes unaddressed, it poisons your team's morale and eventually erodes trust. That usually leads to attrition and turnover — and a downward spiral that takes much longer to correct, with real consequences for morale and trust.
Creating a culture of feedback reinforces the behaviors you want to see and builds trust between you and your employees. It's a powerful tool for employee development and growth. Offering feedback is a skill leaders should practice regularly, and it is most helpful when it invites a two-way exchange. And in healthy organizations, feedback is a two-way street, which means it's a powerful tool for your development and growth as a manager or leader, too.
So many advancement offices are already accomplishing a lot with sometimes limited human resources. Creating a culture of open and honest feedback is key to ensuring your organization continues to thrive and supports long-term success by helping you deliver feedback effectively!