Think before you speak

It is a task which can be poorly done, but there is a simple formula for providing successful feedback 

By Margo Lockhart

It is a basic human need to know that we belong, that we are an important part of the team, to affirm who we are and what we contribute. Therefore, it’s little wonder courses on giving high quality feedback are constantly in demand.

I’ve heard it said that “feedback” is an inappropriate term, because it is retrospective. Rather, “feedforward” might be a better term, sounding more proactive and forward-looking.  This is also a good term to keep in mind when we give “feedback”, as focusing on what you’d like the future to hold is one of the important components of high quality feedback.

Giving High Quality Feedback
We can separate giving feedback into two areas: giving positive feedback when you wish to praise someone for good work, and giving constructive feedback (the term ‘negative feedback is now politically incorrect). In either case, there are some basic principles to keep in mind:

• Deliver feedback in a timely manner - not too long after the action has taken place.
• Encourage as much employee involvement as possible during the session- make it two-way.
• Ensure there is an understanding between you and the employee - don’t leave without being certain you are on the same wavelength.
• Deliver negative feedback objectively and impassively, avoiding emotionally-charged statements.
• Describe the behaviour you want changed and offer examples.
• Communicate the impact of their behaviour on you, the team, and the organisation.

Giving Positive Feedback
Giving positive feedback always sounds easy, but it is something most managers don’t do enough of, and don’t do well.

“You did a good job today, Joe”, is not very convincing, as Joe will have little idea of exactly what he did which pleased you, or of the specific impact of his action. Most importantly, Joe may well see such a comment as insincere.

There are many formulas for giving feedback, but essentially most contain the following three elements:
Action: exactly what the person did which is worthy of comment

Result: the effect that action had on the team or organization

Thank you: a sincere expression of your gratitude.

An example to poor old Joe might be:
“You organised today’s event with real skill Joe, I could see that people went away with clear knowledge of the solar energy choices they have. Thank you for all the extra time you put in to make sure it all went smoothly.”

The key to giving positive feedback is to make sure you give it whenever it is deserved. This means really taking time out to watch and comment on your staff members’ performance.

Giving Constructive Feedback
Every time you are disappointed, frustrated, angry or annoyed with the performance of an employee and you don’t give them feedback, you are rewarding poor performance.

So why do so many of us avoid giving constructive feedback?

Commonly cited reasons include:

• Lack of time
• Discomfit with the role of disciplinarian
• Fear that addressing one problem might bring out more
• Hope that the problem will go away if left alone
• Lack of confidence in your own performance
• Fear of the situation getting out of hand.

Most of us have used one or more of these excuses to avoid the difficult task of addressing poor performance, but again, a simple formula can help. We can use the same basis as for giving positive feedback:

Action: exactly what the person did which had a negative impact
Result: the effect that action had you, the team or the organisation
Alternative: what you would like to see next time, or what you would have preferred.

An example, again to Joe, might be:
“When you invited the speakers up to talk today, Joe, you didn’t explain who each of them was and  their credentials. This created some confusion in the audience as to why they were there. Perhaps a short introduction to each one could include their name, background, and experience in the area.”

The problem with formulas, of course, is that they encourage one-way communication.  It is vital to remember to turn feedback into a conversation, by inviting input, and asking for ideas about how things could have been improved.

So, perhaps the above example could be improved by adding a question:
“When you invited the speakers up to talk today, Joe, you didn’t explain who each of them was and their credentials. This created some confusion in the audience as to why they were there. Can you think of what would be useful for you to say about each one as a short introduction?”

Naturally, there are times when feedback is not appropriate.

These include:

• When you’re angry or stressed
• When the timing is bad, or when they cannot take action
• When you do not have specific facts to back up your statement
• As a power play or put-down
• When goals and expectations have not been established.

Finally…..

Always remember to take your time - high quality feedback takes considerable thought and preparation before it is delivered.

Margo Lockhart is a freelance facilitator who specialises in Leadership and Management Programs. She is a board member for a national environmental organisation and runs strategic planning meetings for many small to medium sized organisations. This article was first published in National Accountant magazine.