Giving Feedback: Boosting Your People's Confidence and Ability
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The purpose of giving feedback is to improve the situation or the person's performance. You won't accomplish that by being harsh, critical or offensive.
You'll likely get much more from people when your approach is positive and focused on improvement. That's not to say feedback always has to be good, but it should be fair and balanced.
The closer to the event you address the issue, the better.
And it's much easier to provide feedback about a single, one-hour job that hasn't been done properly than it is to do so about a whole year of failed, one-hour jobs.
But if the situation involved is highly emotional, wait until everyone has calmed down before you engage in feedback
Informal, simple feedback should be given much more often than this – perhaps every week or even every day, depending on the situation.
It's not a once-a-year or a once-every-three-month event. Though this may be the timing of formal feedback.
SIMILAR ARTICLES & IDEAS:
Feedback provides an opportunity to gain insights about a person's personal and professional actions.
Without feedback, we will move in the same direction without realizing our shortcomings. ...
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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.
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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1:1 meetings matter. It is important to nurture that essential employee-manager relationship. But it still not easy to get right.
Under pressures, managers are still juggl...
The goal of an effective 1:1 is not an update from your direct report or for you to lay down some instructions. It's a conversation. It's a chance to hear about your direct reports' ideas for your product, their career goals, and possibly their opinion of their performance.
Keep a list of three potential topics ready for discussion. When they say they have nothing to discuss, you can jumpstart the conversation with one of your items.
Your most precious resource is your own time and energy. When you spend it on your team, it helps build healthy relationships.
Your job as a manager isn't to give advice or 'save the day.'' It's to empower your reports to find the answer themselves. If you want to understand what's going on, ask. Let her lead the conversation while you listen and probe.
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Imagine an art director giving feedback to an animator on some sketches for Pixar’s next blockbuster movie and instead of saying something like “but the characters expression is all wrong,” they’ll frame it using more encouraging and creative words like and or what if: “what if we could make their expression more (enthusiastic, brazen, etc).”
"Sandwiching" your critique between two positive things about the person's softens the blow, and avoids it coming off like an attack. The mix of positive and negative makes people more likel...
Keep your criticism to your observations, and the impact they have. Don't try to fix the problem, just identify it.
Offer to help fix the problem, and to support the solution that the other person comes up with. Unless you know how to do the work your coworker is doing, don't try to solve it for them—they'll ignore your feedback and you.
The point of your criticism is to help someone improve, or to correct a problem, and your feedbacks should carry that message. If you’re doing anything but that, reevaluate whether you actually have legitimate criticism to give, or you just need to talk to someone.
Offer positive and specific suggestions to alleviate the issue at hand, or identify the problem clearly without talking about the person, just the issue.
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Sharing and receiving feedback is necessary for improvement. If you have ideas on how someone can improve, don’t hold your ideas back, share your criticism constructively.
Of course, be sensitive to others’ feelings and offer feedback when you feel the other person is ready to take it. Else, you may come across as imposing your views on others, especially if you repeatedly tell them what to do without them requesting it.
Also known as PIP (Positive-Improvement-Positive), it consists of “sandwiching” a critic between two positive comments in the following manner:
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to make yourself seem superior/powerful
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And we remember criticism strongly but inaccurately. But although criticism is more lik...
If you use criticism to bash or undermine, it will be harmful. If you dismiss criticism without reflection it will be useless. But if you assess criticism objectively and without emotion, you can discover what's useful to you, and shrug the rest off.
Focus on the impact of specific behavior and give expected corrections, but refrain from focusing on personality or intent. This causes less hurt feelings.
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