Delivering feedback to employees for performance issues and causes and can be a challenge. Even the best leaders struggle to give feedback effectively, but providing guidance that helps the recipient achieve a positive outcome is necessary. Here are some tips to help the next time you need to plan a sit-down with someone.
Before the Meeting
If possible, choose a neutral location or meet in the other person’s space to reduce anxiety and defensiveness in the conversation. For example, try to sit at a round table or position to promote a setting for problem-solving and working together. Prepare your thoughts and strategies for effective communication, and be sure to have specific and accurate performance data for reference.
Starting the Meeting
Establish a rapport before dealing with complex topics by asking questions about upcoming projects and carefully listen so you can ask follow-up questions; this will reinforce your openness about problems. First, outline what will occur in the meeting and how long it will take, then be sure to note their positive contributions upfront and express your appreciation of those contributions. Finally, ask if they have any goals for the meeting.
Tips for Feedback Delivery
· Avoid a negative tone or downplaying your feedback with comments like, “Let’s just get this over with.”
· Encourage participation by asking questions such as, “What aspects of your job are going well? What aspects do you think could be going better?”
· Make comparisons to the company’s performance standards, not with other people.
· Seek the underlying reasons for poor performance by asking, “Why do you think this is happening?”
· Do not rush, speak clearly, express yourself concisely.
· Utilize paraphrasing to increase understanding, for example, “So it sounds like….”
· Keep feedback specific, behavioral, and job-related.
· Use I phrases, like “I have observed….”
· Listen without interrupting. No exceptions.
· Avoid negative non-verbal shows, such as eye-rolling or crossing your arms.
· Maintain eye contact, even on difficult or touchy subjects.
· If they get angry, let them vent and then paraphrase with empathy. For example, try saying, “That must be frustrating.”
· Tactfully explain how low performance hurts them and the team.
· Explain how improved performance will help them achieve their desired outcomes and goals.
End the Meeting by Creating a Plan Together
Wrap the meeting up by setting a clear plan and discussing how to improve. Use input from the recipient to set specific, appropriate, and time-bound goals for seeking improvement. Take time to talk about how progress is measured to avoid miscommunication. Tie potential performance improvement to positive outcomes. Then summarize the discussion and ensure understanding and set a follow-up meeting on the calendar.
If you cannot offer actionable advice to help the person toward a positive outcome, then save feedback until you can. Figuring out the next steps is the primary goal of providing constructive feedback to others, so plan thoroughly and follow through on your commitment to check for progress. Employee feedback is a necessary part of growth and development for everyone. These tips can help managers and leaders to deliver it more effectively for better communication and collaboration within teams.
At Bauman Consulting Group, we supply both individual and group coaching to help people achieve their personal and professional goals. Find out more at www.baumanconsultinggroup.com.
Ashley Bauman, M.S., M.B.A., B.C.C., is the founder and president of Bauman Consulting Group. She is a board-certified coach, experienced public and social sector consultant, and renowned trainer and workshop leader.