101: Giving feedback
“Can I give you some feedback?"
Those six words can spark anxiety in the hearts of those on your work team, but they shouldn't, if they're delivered correctly and presented in the proper perspective.
Giving feedback is not a signal for the recipient to go on the defensive, but something you manage to improve and grow your company — and it's something you should do regularly. Here are three key points on giving feedback:
Be specific
Scott Halford, in an article at Entrepreneur.com, gives an example of what not to do ("You need to be more talkative in meetings.") and how you can get better at getting your message across by communicating more specifically and in a positive direction: "You're smart. I want to hear at least one opinion from you in every meeting we're in together going forward."
Give feedback early and often
Instead of making feedback something that happens in an employee's yearly or twice-yearly review — when tensions may be high — offer continuous feedback throughout the year. "Praise good performance right away. When negative feedback is required, talk with the employee within 24 hours," says Cynthai M. Pheol in an article for HBR.org, instead of letting weeks pass without a conversation. Make feedback a practice of every day, every week.
Don't say that!
Avoid negative language, such as phrases that begin with you saying "I don't think …" or "You shouldn't ..." when speaking to your team member. That kind of language can make an employee bristle or become defensive. ITBusinessEdge.com recommends instead going for phrases like, "Have you considered …" or "Maybe you could try …" to keep the lines of communication open and keep your colleague open to what you're saying.
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