Feedback

As managers, we know it is our job to correct behaviors that our subordinates engage in that is ineffective. The sad truth is, we generally don’t do it until it has gotten pretty bad. We wait and wait to give feedback before we feel compelled to step in. Then when we finally give feedback, we wonder why it is so painful and our direct report is less receptive. Imagine if your bank informed you about your account balance this way. After several months of no statements they told you that you were $10,000 overdrawn. You would not be happy with your bank. You might be annoyed when your bank tells you your account is overdrawn by $2, but you are at least you can prevent future problems. The same principle holds true with your direct reports and their performance.

Give Frequent Feedback; Give More Feedback

First, you are not giving enough feedback. When a report is late, give feedback. When it is on time, give feedback. Whenever your direct report gives a good presentation, give feedback. Give significantly more feedback than you are now. There is no magic amount of feedback to give each direct. However, feedback is managerial communication and more communication is better. There is, at a practical level, no such thing as too much communication. You should eventually be giving so much feedback that you stop realize that you are doing it some of the times you do it. It should be like putting on sunglasses on a sunny day. You are aware enough to do it only at the appropriate times, but not so attentive that it feels each time awkward.

Give Smaller Feedback

Part of giving frequent feedback is to give it in smaller doses. Don’t wait until the project is six months behind before you give feedback. Each interim deadline is an opportunity, as are regular status reports. Do it each time your direct report gives you an update or you catch them engaged in a behavior that you want to reinforce. Give performance feedback as close to the the behavior as possible. Also, do not make a big deal about it. Giving frequent, small feedback lessens the perceived threat to your direct report when you do it. Imagine if your boss only told you how you were doing when things were really bad. You would not be looking forward to receiving any feedback from her. Do your direct reports the favor of giving them feedback while things are small.

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Give Much More Frequent Positive Feedback

Finally, most people talk about feedback as if it was only about negative performance. If that is the case, you are doing it wrong. You should give far more feedback about positive behaviors than negative ones. You may have heard, “Catch them doing something right.” Well, do more than just catch your direct reports doing something right, give them feedback. “When you get the answer to my routine questions before I ask them, it helps me make a decision faster and get the project moving more quickly. Keep up the good work.” Who wouldn’t want to hear that from their boss? If your boss told you thing like that on a regular basis, would you work harder and be more productive? Absolutely! Then, why don’t you start doing this with your direct reports now?

When the same person who gives this type of positive feedback regularly gives some corrective feedback, the direct report is far more likely to listen. Positive feedback is good for its own sake. However, it also will give more power to the negative, or corrective, feedback you give. Do it both because it is right and because it is effective.

Conclusion

Giving a lot of performance feedback is one of the effective leadership behaviors you can engage in. I covered positive feedback last to end on a positive note, but start with giving more positive feedback. You will get better at giving feedback and you will naturally give the corrective feedback. Feedback helps develop your team and makes your direct reports more effective and even happier at work. What are some of the small, positive things your direct reports do that you can give feedback on?

Additional Resources