Feedback is the sine qua non of work life for growth, communication, and performance. But it only proves good if delivered right. The only way to unlock its full value is through clarity, intentionality, and thoughtfulness.
1. Define Desired Outcome
Be very clear about what it is you are trying to accomplish ahead of time. Are you giving direction, instruction, or providing an additional viewpoint? The moment your purpose for giving feedback becomes murky, it quickly becomes muddled, which could cause potential confusion or frustration.
- Direction: Clearly define that this is something that will need to happen. Explain the extent of autonomy available in how exactly to do that.
- Instruction: If it's the process or the step, let them know the step or the process, and try to give a sense of background for why the processes are so crucial to them, if connected with laws or compliance issues.
- Perspective: A perspective is your own point of view or experience in a given situation. It doesn't have to be an action plan, but it does offer insights on how things may be made better and will not demand action on the perspective.
Having an understanding of purpose can prevent most confusion and permits the appropriate methodology for each given situation.
2. Feedback Overload Avoidance
Constant criticism without the context causes burnout, stress, and even resistance. When employees perceive that they are being criticized rather than improving, the feedback demotivates them and harms their morale. Too many comments are not the way; deliver constructive, meaningful feedback at the right time and be positive.
3. Relational vs. Transactional Feedback
Most people wish they felt relational intimacy when receiving feedback instead of a transaction. Feedback needs to be this sort of conversation so that understanding is brought back instead of just a downward flow of information, which strictly proves to be unidirectional. Insights toward this end shall throw necessary light better toward expectations with scopes for improvements.
Feedback, if perceived rather as an open-ended never-ending conversation instead of the point of judgment and criticism, will let you have a more collaborative, supporting environment where growth and development are encouraged.
4. Adjusting the Method of Delivery
Each individual has their own preference on how to accept feedback. A few might want a written comment first, followed by reflection and discussion. While others might be more interested in having a face-to-face conversation with some concern rising up. There is a strong need to understand and adapt to preferred methods of the employees.
Ask your team how they prefer getting perspectives so the process ensures it is both effective and well received.
5. From 'Feedback' to 'Perspectives'
Instead of the old-fashioned word "feedback," think of the word "views." That's how you begin to build trust and cooperation. While what could come across as criticizing through the voice of feedback could open up opportunities for learning, by way of view, it shifts to improving oneself. The doors can open toward positive, supportive communication that may better the person concerned as well as the organization.
Feedback is an extremely powerful tool in terms of growth and performance if delivered with thought. Determine your intention to convey the feedback, respect how it should be delivered, and shift from a transactional to a relational approach that can build a work culture wherein the provision of feedback will motivate and act as a provider of improvement, instead of instilling apprehension.
