[this is a summer re-post series re-post]
Fast, Friendly, Frequent, Focused
Giving feedback sucks. For whatever reason many managers aren’t good at it. I won’t list all the reasons I’ve heard , but I’m sure you can think back to some of your own, perhaps from bitter experience.
It doesn’t have to be that way.
It doesn’t have to be torturous, drown-out, or dramatic. My clients who give fast, friendly, frequent, and focused feedback to their staff have found it doesn’t take very long to see huge changes in performance, both individually and at the team level.
10 seconds is all you need to give feedback. Longer that that you’re not getting to the point. Think about what you want to say, then say it. End of story. Don’t make a big deal about it. Giving feedback should be as natural as breathing for a leader. Treat it that way.
Giving somebody feedback is an act of love. You’re trying to help them get better. Helping people do better is part of your job. It’s not the end of the world. If the person you’re giving feedback to treats it that way, it’s their choice, and that’s a different conversation.
Keep it friendly, keep it relaxed, keep it informal. Remember also that while positive feedback isn’t as powerful a kick in the pants as constructive feedback, it’s more likely to result in the behaviour you want. You just have to give it more often. Catch them doing something right.
My wife was driving back from giving a presentation in small-town Saskatchewan once. It was late, it had been a long day, and she was tired. She fell asleep in one town and woke up in another 50 kilometers later when the smell of farmers burning their fields got her attention. Good thing the highways in Saskatchewan are so straight.
Usually when we’re driving we are continuously making small corrections using the steering wheel, instead of waiting just before we hit the ditch to yank on the wheel to get us back on course. Feedback is the same thing.
Start by giving feedback once a day. You’ll quickly see what difference it makes, and you’ll want to do it more often.
By focused I mean specific and actionable. Tell them what you want them to do, what behaviour you want them to change (or keep doing), or what physical, tangible action they need to take in order to improve for next time. Feedback is useless if the target of your feedback doesn’t know what to do with it.
Bernie works as a leadership and business coach, consultant, and facilitator. He believes there are simple things outstanding leaders do well, and that not to do anything about bad leadership once you know about it is abuse. Check out what he does with RESULTS.com