GIVE FEEDBACK
WHY IT MATTERS
Leaders are supposed to make people better and ensure their work hits its intended target. They can’t meet either of these purposes if they are afraid to tell people the truth, speak up, say how things really are, and give sincere feedback. They know that leaders can’t lead people unless they are willing to be honest and upfront with them. Leaders that effectively give both positive and negative feedback allow the people who work with them to grow their personal abilities and succeed in delivering their assigned results. Leaders that hesitate to tell people the truth about their behavior or performance allow them to blindly continue down paths that lead to nowhere and fall into traps that they could have been directed how to miss.
WHAT IT LOOKS LIKE
Leaders that excel at giving feedback know that telling people the truth is the greatest gift they can give to help them succeed and grow. They believe that feedback is the key to continuous improvement and have a strong desire to see everyone succeed personally and collectively. Their motivation for giving feedback is simple; they want to help other people become the best they can be. Because their motivation is the interest of the individual, people listen to what they have to say.
Leaders that give feedback know there is no cookie-cutter approach to giving feedback. They spend their time getting to know people instead of trying to master someone else’s tactics for delivering hard messages. They know how important it is to give a clear message with tact and care, but they know that even more important is winning the trust of the individual they need to give feedback to. They know each individual receives feedback differently, so they customize their feedback approach to each situation.
Leaders that excel at giving feedback know when it is best to not give feedback and just let situations pass by unnoticed. They know that not everything that could be said is worth saying. They choose their moments wisely. They know that individuals can only work to improve so many things at one time, so they are judicious in only giving feedback about the things that really matter most.
Leaders that excel at giving feedback give it in the moment it is needed instead of waiting unnecessarily for another opportunity. They know the importance of stating their message at the time its impact will be greatest. They never give feedback in public situations that might embarrass an individual. They know feedback is about improving people, so they take personal occasions to share feedback one on one.
Leaders that give feedback effectively balance giving both positive and negative feedback. They know they need to give people critical feedback in areas where they need to improve, but they also know people need to be recognized for what they do well. They want people to feel appreciated, noticed, and recognized.
Leaders that give feedback effectively don’t deliver feedback through vague statements. They accompany their feedback with specific examples and clear alternatives for what was done well and what could have been done differently. They make their feedback actionable. They tell people what they should stop and start doing to improve.
BELIEFS
BEST PRACTICES
Leaders are supposed to make people better and ensure their work hits its intended target. They can’t meet either of these purposes if they are afraid to tell people the truth, speak up, say how things really are, and give sincere feedback. They know that leaders can’t lead people unless they are willing to be honest and upfront with them. Leaders that effectively give both positive and negative feedback allow the people who work with them to grow their personal abilities and succeed in delivering their assigned results. Leaders that hesitate to tell people the truth about their behavior or performance allow them to blindly continue down paths that lead to nowhere and fall into traps that they could have been directed how to miss.
WHAT IT LOOKS LIKE
Leaders that excel at giving feedback know that telling people the truth is the greatest gift they can give to help them succeed and grow. They believe that feedback is the key to continuous improvement and have a strong desire to see everyone succeed personally and collectively. Their motivation for giving feedback is simple; they want to help other people become the best they can be. Because their motivation is the interest of the individual, people listen to what they have to say.
Leaders that give feedback know there is no cookie-cutter approach to giving feedback. They spend their time getting to know people instead of trying to master someone else’s tactics for delivering hard messages. They know how important it is to give a clear message with tact and care, but they know that even more important is winning the trust of the individual they need to give feedback to. They know each individual receives feedback differently, so they customize their feedback approach to each situation.
Leaders that excel at giving feedback know when it is best to not give feedback and just let situations pass by unnoticed. They know that not everything that could be said is worth saying. They choose their moments wisely. They know that individuals can only work to improve so many things at one time, so they are judicious in only giving feedback about the things that really matter most.
Leaders that excel at giving feedback give it in the moment it is needed instead of waiting unnecessarily for another opportunity. They know the importance of stating their message at the time its impact will be greatest. They never give feedback in public situations that might embarrass an individual. They know feedback is about improving people, so they take personal occasions to share feedback one on one.
Leaders that give feedback effectively balance giving both positive and negative feedback. They know they need to give people critical feedback in areas where they need to improve, but they also know people need to be recognized for what they do well. They want people to feel appreciated, noticed, and recognized.
Leaders that give feedback effectively don’t deliver feedback through vague statements. They accompany their feedback with specific examples and clear alternatives for what was done well and what could have been done differently. They make their feedback actionable. They tell people what they should stop and start doing to improve.
BELIEFS
- People want to get better and be the best they can, but they can’t unless they know how.
- If you withhold feedback from someone you aren’t saving or protecting them, you are failing them.
- A leader’s only motivation for giving feedback should be the desire to make someone better and help them succeed.
- Each person is different, requiring leaders to give feedback differently. Some people need it carefully, others more boldly.
- If a leader gives too little feedback a person won’t improve. If they give too much they will bury the person. You need balance.
- When most people hear the word feedback they think of the negative. Leaders have to make feedback a positive.
- If you don’t have the credibility and trust of people, they won’t listen to or value the feedback you need to give them.
- The timing of feedback is just as important as its content. Given too soon or too late, you risk missing the mark.
BEST PRACTICES
- Give both positive and negative feedback.
- Use examples to make feedback real.
- Give actionable steps for how to improve.
- Do not avoid tough conversations.
- Give feedback without embellishment.
- Balance negative and constructive feedback.
- Do not allow feedback to become an attack.
- Be sensitive to people’s reaction to feedback.
- Gives consistent feedback, not sporadic.
- Give feedback to anyone, at any time.
- Be direct without being heavy handed.
- Ask to hear the receiver’s point of view.
- Give feedback quickly instead of waiting.
- Make sure you feedback is actionable.
- Don’t be intimidated to say what has to be said.
- Teach others to give feedback to their peers.
- Establish a culture that makes feedback safe.
- Do not let hard things go unspoken.
- Know when to not give feedback.
- Make sure people know exactly where they stand.
- Do not hold back even if it is difficult to say.
- Don’t just point out the problems.
- Do I give feedback based on my hope for the betterment of the individual, or do I have some lesser motivation?
- Do I see feedback as a gift, or do I see feedback as a necessary evil that I wish would go away?
- Do I customize my feedback to each individual, or do I give everyone feedback in the same way?
- Do I know when it is best to not say anything at all, or do I give feedback about everything someone does?
- Do I give feedback when it will be meaningful, or do I wait too long to tell people what they need to hear?
- Do I give positive and negative feedback, or do I only tell people what they need to do better?
- Do I give people feedback in private settings, or do I give feedback in public situations that could embarrass them?
- Do I accompany my feedback with clear examples, or do I give people feedback that isn’t actionable?
- Don’t make people avoid you because it seems you can’t pass up an opportunity to point out what they do wrong.
- Don’t forget that sometimes your feedback may be wrong, and just be your incorrect impression or opinion.
- Don’t think everyone has to do things your way, instead of recognizing there are many ways to do something right.
- If I’m not giving people feedback, I’m not doing my job.
- If I see a way someone could do their job better, I tell them.
- I never wait to give someone important information about their work performance.
- Positive feedback is just as important as corrective feedback.
- I can pass along difficult information without hurting people.
- People need to hear how they are performing at work.