Was tun Sie, wenn Ihr Feedback Ihre Kollegen nicht motiviert und inspiriert?

If your feedback isn't motivating and inspiring your colleagues, it usually means that someone shared this insight with you (if you had such observation yourself, you'd probably have more emotional intelligence not to make demotivating feedback in the first place;). First: thank the person that had courage to let you know. It's not easy to do, so appreciate their intentions and courage first. Then reflect.

Feedback is the breakfast of champions. What is the intent of giving feedback? If the receiver receives that the feedback is a gap between expected performance and actual performance and will help them develop, they will receive negative feedback positively. These three things will make feedback more meaningful. Is the feedback a fact? (not an opinion), Is it real time? (not of past), Is it benefecial? (help the person improve). The receiver will be grateful for your feedback.

People are complex and diverse. Some of them enjoy receiving feedback and many of them feel threatened by it. Some of them enjoy giving it, others hate it. And then, there is a myriad of variations in between. What kind of a feedback person are you? Do you believe that everyone should just love what you are saying? Do you believe that everyone should just accept feedback and will be motivated by it. What is your intention in giving feedback? How much of it is meant to truly help vs you trying to make a point...so many elements come into play...

In today's diverse workplace, understanding how each individual prefers to give and receive feedback is key to fostering a collaborative environment. By initiating an open dialogue about feedback preferences, we show that we value each other's perspectives and are committed to effective communication. Whether it's through face-to-face discussions, written comments, or a mix of both, let's respect and honor these differences. Embracing a tailored approach to feedback not only reduces misunderstandings but also empowers every team member to contribute to their fullest potential. Let's make feedback a catalyst for growth and development, building a stronger and more supportive professional community together.

Not everyone responds to feedback in the same way or receives the feedback as you might have intended. This is where requesting your own feedback can help. For this to work though, you need to have a solid and trusting relationship, without that it can be difficult to get good feedback. If you have that then ask them what motivates them. Is it the encouraging method? is it more of the straight-to-the-point method? When you give the other person the chance to express how they are best motivated it allows them to see you come from a place to help them not to harm them, this can also make them more receptive to your feedback. Now that you have an idea on how they are motivated (we are each different) you can tailor your approach.

Yes, make this a two-way street. Learn about the other person. After all, feedback is there to help, right? Some people use it to punish, or use the stick or carrot, or to create fear, in which case, it is no wonder that it does not result in motivation. Feedback, for the most part, should be a useful and actionable, growth and learning-based exchange of energy.

Self-assessment is a powerful tool in fostering personal growth and managing stress. It promotes self-efficacy and resilience, key factors in stress management. It also aligns with the trend towards a more holistic, individual-centric approach to employee development and well-being. It's important to note that for self-assessment to be effective, it should be coupled with constructive feedback and a supportive environment.

Taking the approach of offering support and creating a safety net for colleagues is a powerful stress management tool. It builds a culture of trust and learning, where mistakes are seen as opportunities for growth rather than failures and something to be shamed for. This not only reduces stress but also boosts creativity and innovation, as employees feel more comfortable taking risks. Providing resources and training can empower employees to handle stress more effectively, leading to a healthier and more productive work environment.

Feedback must be properly analyzed before providing it to the respective person. It doesn’t have to be criticism or anything motivating. The only important thing to look forward is to instill the confidence to that person, back their decisions irrespective of the outcome and tell them to enjoy what they’re doing! In a pressure environment, we tend to forget about what they’re going through and if one can be a guiding light in the dark times, you’ll be a star! :)

One thing I found helpful is to ask yourself the kind of feedback you would like to hear...or maybe analysing the past feedbacks that you received... You can ask yourself, what was present.... What was absent.... It might be q good exercise

Feedback is a two way process though it doesn't look like. Before giving feedback, one should be absolutely clear on 2 things: 1. Purpose 2. Goal These decide the manner or mode of giving feedback. Besides, people are different & so are their sources of motivation. Striking the right cord needs a fair understanding of how the person deals with it. It does not mean dilution. Sometimes feedback has an edge and the receiver may feel wounded. But, if it is necessary to achieve the ultimate goal, be courageous to take that burn and have faith and believe in yourself that as the receiver recovers, the desired impact will automatically take place.

Science shows us that most negative feedback is ignored. Positive feedback tend to be better 'absorbed'. What is the goal of feedback? To help the other person and to grow their strength or to put them down and make them be someone they are not?