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5 Ways to Give (And Receive) Negative Feedback | Planio
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Negative Feedback
To do it right:
- Check how it will impact the individual
- Make it guidance or advice
- Be direct
- Let it be an area of improvement information
- Build a culture of trust.
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Why are people scared of Feedback
Normally people react with caution and fear towards negative feedback, but it is much better than no feedback at all.
Informing the colleague/subordinate/client/customer or individual about something that is not working, is always beneficial, and builds transparency and trust.
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Check how it impacts the person
The fundamental goal of giving feedback is to help the person you’re giving it to. They should realize that you are not trying to make them feel bad, and this is an exercise to help make them better.
How it impacts each individual is going to be different so a tailor-made approach is required.
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Reframe it as Advice or Guidance
If the word Feedback sounds loaded and negative by default, we can reframe it by calling it a less critical name like guidance or advice.
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Focus on the areas of improvement
Be informative and keep the focus on the areas of improvement.
This is done by being specific, work-oriented only, and providing feedback on time, when it is relevant.
Explain how it relates to company objectives, making sure it is documented, with the action plan in place.
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Build a culture of Trust
Negative feedback is effective when it is coming from a trustworthy person.
If the person receiving the feedback is not validated first, he or she may feel threatened and stressed after a feedback session.
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Receiving Negative Feedback
- Do not react right away or in a defensive way.
- Do not take it personally.
- Do not justify the feedback, or ignore it.
- Don't wait to be offered feedback at the last stage.
- Take your time to gather your thoughts and do not be overly negative to yourself.
- Do ask for clarification, if required.
- Do set and align your expectations.
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Key Ideas
Getting Negative Feedback
... is not the best thing to happen at work. It normally leads to a racing mind, emotional discomfort and increased blood pressure.
We may try to defend ourselves, or brush aside the feedba...
It’s Not Personal
Unless it is completely uncalled for, negative feedback generally has the intention of informing us about our areas of improvement. If feedback isn’t provided, you may not grow and improve. If no one tells you that you are doing something wrong, you will keep doing it wrongly forever.
Providing timely feedback may be a sign that the manager cares and wants you to improve.
Don’t Shoot The Messenger
One should not be defensive when provided with negative feedback, and understand that it is for our own good.
One needs to act on the feedback by approaching it from a neutral and objective standpoint, not taking it as a personal attack. Instead of reacting, just pause and listen. Reflect on the feedback, giving yourself some time and space to respond with a level head.
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Negativity bias and feedback
And we remember criticism strongly but inaccurately. But although criticism is more lik...
Criteria for effective feedback
- The feedback provider is credible in the eyes of the feedback recipient;
- The feedback provider is trusted by the feedback recipient;
- The feedback is conveyed with good intentions;
- The timing and circumstances of giving the feedback are appropriate;
- The feedback is given in an interactive manner;
- The feedback message is clear;
- The feedback is helpful to recipient.
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3. Be Specific With Your Feedback
The more specific your feedback, the more actionable it is for the one receiving it. Example: Asking for an article on communication is vague while asking for one on public speaking is speci...
4. Comment On Actionable Things
To help people improve talk about things they can do something about, rather than those out of their control. Critiquing the former makes your criticism constructive; critiquing the latter makes the person feel bad as they can’t do anything about it, even if they want to.
Understand the person’s situation and his/her objectives, then provide your critique based on that. And if you need to talk about something out of their control, balance it out by talking about things they can control.
5. Give Improvement Recommendations
Give recommendations on what the person can do to improve so they have a clear idea of what you have in mind and get a strong call-to-action.
With your recommendations, (a) be specific with your suggestions and (b) briefly explain the rationale behind the recommendation. Also, try to limit examples to one per point to make your case more impactful.