Would you benefit from improving your feedback skill-set?
Feedback is a process to communicate an evaluation of work performance, it is also an essential component to enhance workplace performance. Feedback can be delivered formally or informally and may be corrective or positive.
In order for feedback to achieve its desired effect a few basic issues need to be addressed:
Ensure the feedback is clearly communicated
Ensure the recipient of the feedback is receptive to the feedback
Ensure a two-way communication approached is engaged
Ensuring the feedback is clearly communicated
To aid ease of understanding simple actions can be taken. Firstly, focus on a limited agenda. Do not overload a feedback session with a long list of matters that need to be tackled. Identify the single most important area of work performance that needs to be addressed. Write down in a single sentence what you seek to achieve as a result of the feedback session. To create a focus, send the single sentence purpose of the feedback session to the team member in advance of the meeting.
Ensuring the recipient of the feedback is receptive to the feedback
Creating a receptive recipient of feedback can be enhanced by engaging priming. Priming is a psychological process that influences a person’s thoughts, either positively or negatively. Priming can start with how you communicate with your body language, your tone, your words. Put the recipient of feedback at ease by engaging a positive demeanour. Start with a positive i.e. identify an aspect of work performance that the team member is executing well. Frame the feedback session as a learning opportunity as opposed to negative event.
Ensuring a two-way communication approach is engaged
It is important to allow the recipient of feedback the opportunity to input into the process. This aspect of feedback can sometimes be treated as mere “lip service”, whereby input is sought but simply ignored or dismissed. Any input from the recipient should be given due consideration as it shows they are engaging in the process, even if that engagement is defending their position. If their input is unreasonable or lacks credibly, it is necessary to communicate why this is the case. This can be the most difficult aspect of feedback as it can hijack the process whereby positions become entrenched and each party defends their viewpoint. To avoid unnecessary conflict, it can be helpful to use phrases that are not inflammatory. Phrases such as, “unfortunately resources don’t permit such an option,” or “you may not be aware that you…”.
To ensure that the feedback has been accepted and understood, it is worthwhile to seek confirmation of same. To verify what you believe has been agreed, is the same as the recipients understanding merely entails asking how the recipient will implement changes to incorporate the feedback. Don’t fall into the trap of asking, do they agree and will they implement change, it is necessary for the recipient to mentally process to answer the question.
An alternative approach
Some managers may form the view that the above process could be construed as pandering to team members. They may consider that a more direct and forceful approach is best. They may prefer to get down to business quickly, strongly assert what needs to be done, avoid any input from the recipient of feedback, end the session as quickly as possible and move on to the next task. If you are of the aforementioned mindset consider this; if you approach feedback in such a manner, do you think when the recipient returns to their workstation they will be motivated, feel valued and seek to redouble their efforts to implement your instructions? Perhaps they will ruminate, procrastinate and feel upset with the way they were treated. If the latter is the case, was this what you sought to achieve as a result of your feedback session?
