The Art of Giving Feedback in the Workplace

There’s a reason why giving feedback is considered a delicate art. Constructive feedback can aid an employee’s learning, growth and development, while destructive feedback can decimate their self-esteem and cause them to disengage from the organisation.

Even the most seasoned and effective managers struggle and fall short in this area. Giving out praise is easy; it’s providing feedback that’s challenging as people generally respond more strongly to negative events than positive ones, notes Harvard Business Review.

Here are some tips on how to encourage a culture of feedback within your organisation.

Timing is critical

When you identify behaviour or an event that requires feedback, address it immediately so the connection is still fresh. This not only applies to positive feedback but negative ones too. If you observe performance that deserves praise, don’t be hesitant to give it to them. Acknowledge the actions that they took that you think were great and let them know the value it adds to the business. Giving negative feedback is a more difficult task of course, but the same rule applies. Summarise the points you want to address and be clear in communicating the gap between their behaviour and the company’s expectations.

Choose your words carefully

The constructive feedback you give may be received as a wake-up call and motivation for the employee to do better, or it may be a discouraging factor that leads them to further disengage from the business. This heavily depends on the way you frame your feedback and the choice of words that you use to communicate it. Be frank and straightforward with your feedback so that the message is not diluted by fluff but be wise with the words you use. Don’t attack them with negative words that will disparage them. Use phrases to describe the gap between their actions and your expectations so that they understand what they did wrong and how they can prevent it or improve in the future. Even rephrasing the start of your sentences from “You shouldn’t….” to “Maybe you could try…” or “I don’t think…” to “Have you considered…” can make a big difference to the way they receive and respond to the feedback.

Facts not feelings

Giving vague feedback is the worst because it doesn’t give room for improvement and may leave the employee feeling discouraged and defensive. When commenting on an employee’s negative behaviour or performance, make sure you can back up your feedback with solid facts and examples. Be as specific as possible and focus on the behaviour, not the person. When personal feelings get involved in this feedback process, issues may arise as it may be a biased opinion that only you hold. Address the incident that you have observed and align it to the vision and expectations of the business and the team.

The sandwich method

Lastly, remember the sandwich method. This feedback technique involves offering a piece of negative feedback between two positive ones, thereby softening the blow of the negative event. It also helps the employee know where they’re performing well and areas of their performance that need a little improvement.

Managing an individual or a team is a rewarding task, but it doesn’t come with ease. It is crucial for you to step out of your comfort zone and practice learning to utilise the power of constructive criticism to boost the professional development of your employees.