It is a bit surprising how many people in leadership positions are unaware how important feedback is to the people they lead. Some just don’t like giving feedback. Some think providing feedback could lead to a confrontation so they avoid it like the plague. Some, sadly, are simply too damn lazy to make the effort required to provide meaningful feedback.
But if you’re in a leadership position you must understand that your people need to know how they are doing. They need to know if they are meeting your expectations. They need to know if what they are doing is adding value to the organization. The need to know if they are making a difference.
If you don’t tell them they are likely to assume the worst. In all of those situations. That will demotivate them and cause them to disengage. I do not know of a single organization that can afford disengaged people. Not a one!
Giving meaningful feedback is crucial for the personal and professional growth of the people you lead. Whether you are comfortable with giving feedback or not you need to do it. Here are some steps that might help you give meaningful feedback in a way that doesn’t stress you, or your people, out.
Be Specific. Address particular actions, behaviors, or situations rather than generalizations. For example, instead of saying, “Your presentation was great,” say, “I appreciated how you used real-life examples to illustrate your points in the presentation.”
Be Timely. Offer feedback as soon as possible after the event or behavior you’re addressing. This ensures that the details are fresh in both your mind and the recipient’s, making the feedback more relevant and actionable. Do not “store up” a bunch of feedback and then bury someone with it all at once. There are few things a leader can do that are more demoralizing than that.
Be Balanced. Provide a mix of positive feedback and constructive criticism. Highlight what the person did well, and then suggest areas for improvement. This balance helps maintain motivation and morale while still encouraging growth.
Focus on Behavior, Not Personality. Feedback should address actions or behaviors, not the individual’s personality or character. For instance, instead of saying, “You’re lazy,” say, “I noticed that you missed the deadline for the project.”
Use “I” Statements. Express your observations and feelings using “I” statements to avoid sounding accusatory or judgmental. For example, say, “I noticed that you arrived late to the meeting,” instead of, “You’re always late.”
Offer Constructive Criticism. When providing criticism, be constructive and offer suggestions for improvement. Avoid simply pointing out flaws without providing guidance on how to address them. Do not say, “you need to do better.” Let them know exactly what “better” looks like and exactly how they can get there.
Be Sincere and Genuine. Authenticity is key to meaningful feedback. Ensure that your feedback comes from a place of genuine concern and desire to help the person grow, rather than from a place of criticism or judgment.
Encourage Dialogue. Feedback should be a two-way conversation. Encourage the recipient to ask questions, seek clarification, or share their perspective. This fosters mutual understanding and allows for a more productive exchange of feedback.
Set Clear Expectations. Clearly communicate your expectations moving forward, especially if the feedback is related to performance or behavior in a specific context. This helps the recipient understand what changes or improvements are needed.
Follow Up. Check in periodically to see how the person is progressing based on the feedback you provided. Offer ongoing support and guidance as needed, and acknowledge improvements or efforts made.
Giving meaningful feedback is not just about pointing out what went wrong. Any boss can do that. A leader is concerned about helping individuals learn and grow to reach their full potential. Make sure that’s your goal when giving feedback and you will do well.
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