Thursday Leadership Brief GIVING FEEDBACK: IT DOESN'T HAVE TO BE 'A PAIN IN THE' YOU-KNOW-WHAT

Let's face it, giving feedback to employees can feel like a chore. You dread the awkward conversation, the potential for hurt feelings, and the looming possibility of it all backfiring. But here's the thing: effective feedback is crucial for employee growth and development. So, how can we transform this dreaded task into a positive experience?

What is giving feedback in the workplace context?

Marshall Goldsmith's new AI, MarshallBot says " Giving feedback in the workplace is a critical process that involves communicating with employees to provide guidance, encouragement, and suggestions for improvement. It's about helping employees understand where they stand in terms of their performance and behaviour, and what they can do to enhance their work and contribute more effectively to the team and organization."

Why Feedback Gets a Bad Rap?

1) Fear of Conflict: Confrontation can be uncomfortable, and giving critical feedback can feel like deliberately picking a fight.

2) Lack of Training: It is amazing how many managers are thrust into leadership roles without the proper training to deliver constructive criticism. I was fortunate that in the early years of my career, the company I worked for, i.e. Hwange Colliery had a very intensive Interactive skills course that trained me at an early stage ‘the ropes of the trade.’

3) Focus on Negativity: Feedback often leans towards highlighting what's wrong, neglecting to acknowledge strengths and areas for improvement.

The Feedback Flip: From Pain to Positive

1. Shift Your Mindset: View feedback as a coaching opportunity, not a punishment. You're there to help your employee reach their full potential.

2. Preparation is Key: Don't wing it! Gather specific examples, both positive and negative, to frame your discussion.

3. Focus on the Behavior, Not the Personality: Attack the action, not the person. Focus on how the behaviour is impacting performance. For instance, do not say, “You do not care”, but say “ I notice that You have submitted your last 5 reports with several errors showing a lack of attention to detail.” And don’t say “ You have a bad attitude, but “ There have been 5 customer complaints these past two weeks about you neglecting them when they approach reception while chatting on the phone” etc.

4. Make it a Two-Way Street: Encourage open communication. Let the employee ask questions and share their perspective. Go even to the extent of asking for their opinion on how they can solve the challenge e.g. "XXC how do you suggest this challenge of customer complaints can be solved as it is unacceptable at all?"

End on a Positive Note: After discussing areas for improvement, highlight the employee's strengths and reiterate your support for their growth. Say something like, “ XXX you are our longest-serving staff member at reception, I am certain if you address this challenge, you will be a valuable mentor to the rest of the team

Marshall Goldsmith's new AI, MarshallBot, emphasizes the power of "I" statements for giving feedback, arguing "I" statements help frame your perspective without sounding accusatory, like saying 'I noticed the report came in late, impacting the project timeline.'"

Bonus Tip: The Feedback Sandwich Technique

The feedback sandwich is a technique used to deliver criticism in a way that is easier to swallow for the recipient. It follows a three-step approach which I will outline below:

While the term "feedback sandwich" itself appears to have been around since the 1940s, according to a research article, it wasn't until the 1980s that it was widely popularized. The credit for that goes to Mary Kay Ash, the founder of Mary Kay Cosmetics.

Her book, "Mary Kay on People Management" published in 1989, emphasized the importance of "sandwiching criticism between two heavy layers of praise" when managing employees. This approach aimed to deliver critical feedback in a way that preserved the employee's self-esteem and encouraged them to be more receptive to improvement. Now on the process:

1. Start with Positive Reinforcement (Top Bread Slice):

Begin the conversation by acknowledging the employee's strengths and recent accomplishments. More Informative: This sets a positive tone for the conversation and shows the employee that you appreciate their good work.

Examples: "I've been really impressed with your recent work on the X project," or "You consistently deliver high-quality reports, and I appreciate your attention to detail."

2. Constructive Criticism (The Filling):

This is the core of the sandwich, where you deliver your specific feedback.

Focus on behavior, not personality.

Use clear and concise language to explain how the employee's actions are impacting performance.

Offer specific examples to illustrate your points.

Avoid statements as : "You always miss deadlines" Use Instead: "The last two Y reports were each a day late. You know this seriously impacts our funding. Is there anything I can do to help you manage your workload and meet deadlines in the future?"

3. Positive Reinforcement & Support (Bottom Bread Slice):

Positive Reinforcement: Reiterate your belief in the employee's abilities and offer support for their development e.g ”XXX It would be great if you can apply the same level of diligence and on-time delivery as you did throughout project X that you excelled in. If you need any assistance, please let me know and I will be there for you.”

Remember: Feedback is an ongoing process, not a one-time event. Regular check-ins and open communication will foster a culture of growth and development within your team.

So, ditch the dread! By following these tips, you can transform feedback into a positive and productive experience for you and your employees. Please share your opinions and experiences below for us to learn from each other. Till next week, enjoy the feedback sessions.

About the author Brian Maphosa

Brian is a senior HR Practitioner and Executive Leadership Coach certified by the world's two leading coaching giants, Marshall Goldsmith and Global Coach Group. He is a GLA360º certified Assessor and can work with leaders from anywhere globally. Brian is the founder and Managing Consultant for Human Performance Solutions a boutique HR consulting firm. He is an international faculty for the Haggai Institute in Singapore and Hawaii where he regularly trains leaders from Africa, Latin America, Asia, the Middle East and India. Brian sits on the boards of Celebration Ministries International, AT Telecoms and AT Power and is an avid learner of executive coaching. To contact Brian CLICK HERE and book an appointment. #executives #leadershipdevelopment #growth#techstartup #feedback #marshallgoldsmith #globalcoachgroup