Constructive feedback
Done well, constructive feedback helps people grow and develop at work. However, feedback that is not considered can lower self-esteem, disengage people and make them feel like their contribution or efforts are not valued.
Part of the Communication and feedback module.
Why feedback is important
Constructive feedback and guidance is vital to people’s professional development:
- It clarifies expectations.
- It reinforces positive behaviour and corrects negative behaviour.
- It helps people learn from their mistakes.
- It builds confidence.
It also supports team productivity, by building rapport and fostering a culture where people nurture and support each other.
Everyone needs constructive feedback throughout their career—from the person just starting in a job to the person running the organisation.
How to provide constructive feedback
Giving positive feedback is easy. Constructive feedback can be tricky. It can be human nature to put off negative feedback or to try and soften the blow. However, if a problem is not addressed, it can grow into a much bigger problem.
Like all things, practice makes perfect when it comes to providing feedback. Try these tips:
Act immediately
Feedback is best given shortly after you have observed the behaviour or event, whether it is reinforcing positive behaviour or addressing negative behaviour. Productive feedback means giving it frequently and not just at the annual performance review. Feedback might be a quick ‘check in’ to see how things are tracking or started by asking a direct question about a project.
Pick the right time and place to provide the feedback
Picking the right time and place is essential. How serious is the matter? Do you need to schedule a formal meeting to discuss the issue, or can you have an informal chat in the tearoom? Wherever you decide to talk, make sure it is private so you can have an open and honest conversation without worrying about others overhearing you.
Be specific and use examples
Vague feedback is not helpful, so prepare some specific examples of the behaviour or incident you observed. Explain how it affects you and the team. Providing clear suggestions about how the worker could do things differently will help foster a positive relationship.
Use positive language
Positive language stimulates our brain and leaves us open to taking on new ways of learning. Try to give at least as much positive feedback as you do negative. Providing only negative feedback can make people defensive. But do not avoid negative feedback. Make it clear that you are providing this feedback to help the other person—not to hurt or embarrass them.
Avoid negative phrases that discourage and exclude (e.g. ‘You shouldn’t …,’ and ‘I don’t think…’). Try phrases such as ‘Maybe you could try…’, or ‘Have you considered doing…?’
Listen
Give the person a chance to respond. This shows that you are prepared to listen to their concerns and their interpretation of events. It is also an opportunity for the person to express their ideas to you and become part of the solution.
Be present
Show up fully for the discussion, turn your phone on silent and do not rush off as soon as the conversation is over. Be brave enough to allow moments of silence to come into the conversation. Follow up later with any subsequent thoughts or any queries or areas of clarification you have.
Avoid blaming or judging
Highlight the person’s strengths and what is going well first. Avoid judging or blaming as it puts people in a defensive position and does not lead to a productive conversation.
Be aware of bias
Every manager has bias, whether they are aware of it or not. It is important that performance is separated from the person. Feedback should be focused on the job and the performance, not the individual. By discussing the situation, rather than your personal opinion about it, you are showing that you are most concerned about fixing the problem at hand and not criticising the worker.
Solve the problem together
It is tempting when providing feedback for leaders to provide all the answers. Consider holding back the solution long enough to hear the person’s insights, perspectives and point of view as they may just have the right approach in mind.
And remember, it doesn’t have to just be feedback. You can also feedforward—i.e. give people constructive guidance on how to improve before a scenario has occurred. Feedforward can help because:
- it provides insights about how to be successful and what people can do to get there
- it can be more productive to help people be ‘right’ than prove they were ‘wrong’
- it can come from anyone who knows how to complete a task successfully
- people tend not to take feedforward as personally as feedback
- it is often a more positive experience.
Be honest. Be specific. Be helpful. But also be empathetic.