By Salina Williams, Senior Consultant
One of the most challenging forms of communication for managers is the feedback conversation. When it is done thoughtfully it can be one of the most fruitful forms of communication between a manager and employee, leading to employee development, improved engagement, and increased productivity.
If done poorly the outcome can be reduced engagement and productivity translating to reduced profits.
To understand the impact of poor communication, Grammarly partnered with the Harris Poll in 2022 and surveyed 251 business leaders and 1,001 knowledge workers in the US about the landscape of business communication. It found that the approximate costs of poor communication for a company with 50 employees or less were $625,000, companies with 500 employees $6.25 million, and for companies with over 10,000 employees, $125 million.
To improve organizational communications, one very important skill managers need to learn is how to provide feedback that is positive and expansive rather than deflating and demotivating.
Here is a summary of six tips for providing feedback from 12 expert coaches from the Forbes expert panel.
1. Plan Your Conversation
Having an outline of the key points and the structure of the conversation can take some of the anxiety out of conducting the feedback conversation. Start by sharing your vision for the employee at the company, their value to the team, and their impact on the organization.
Check for agreement and understanding. Then provide clear, specific, and concise feedback that focuses on the behavior versus the person. For example, you don’t want to state, “Your research was too vague” but rather something specific such as, “You overlooked including the external stakeholder insights which led to findings that were less clear.”
Assist the employee to know the impact of their error on the organizational goals.
2. Park Assumptions, Become Curious
Park your assumptions of what led to the mistake. Making assumptions without facts is often where the mind naturally goes – filling in the facts that are not facts, but suppositions. This is dangerous and often leads to a no-win outcome between a manager and an employee. Mistaken assumptions lead to mistaken actions. Instead, become curious and remain objective.
Ask questions from the spirit of good intentions. Questions to consider will be related to discovering the employees’ mistaken assumptions, lack of knowledge or circumstances that led to the oversight, error or mistake.
Prepare your questions beforehand. Be open, listen attentively. Mirror back your understanding, and then partner with the employee to problem solve to fill in the gap in understanding, knowledge, or skill, and ta-da! You have just supported a development action for the employee. it’s a win-win conversation.
This type of communication will strengthen the relationship and enhance engagement and productivity.
3. Choose the Right Medium.
Select the appropriate communication method for this situation. A face-to-face conversation is ideal for complex, sensitive matters. If in-person communication isn’t naturally a part of the working landscape with the employee opt for a phone call.
For the receiver of feedback, this will feel less like an interrogation. On a virtual call, there is the potential that the employee will be searching for facial expressions that can be distracting or misconstrued.
Sending feedback in an email can lead to mistakes recurring as there is no opportunity to engage in solution-focused communications or learn about the possible mistaken assumptions the employee held or the circumstances that led to the mistake.
4. Integrate Feedback
Give feedback regularly, both positive and constructive. Make it a part of doing business and a leader can create a culture where feedback becomes a part of the everyday work environment. Direct reports will also then feel confident asking for feedback.
5. Be Intentional
Provide feedback promptly, ideally within 24 hours. Take time to organize your thoughts and reflect on your leadership presence.
How do you want to show up for this conversation? Before the conversation, check in with yourself to become aware of your emotional state, and develop a mindset of problem-solving with a forward focus.
6. Business Principles Versus Character and Personalities
Focus on business principles, not personalities. Trust in relationships takes years to build and moments to damage. Bringing frustration, anger, or resentment to a feedback conversation with a focus on personalities isn’t helpful and won’t create the best outcome.
Check those negative emotions at the door. Calm can be a leader’s superpower.
Employees will appreciate feedback when it is done well and leaders can build on these conversations to create a culture that is steeped in a growth mindset.