1. Motivated, conscientious team members and employees thrive on well-delivered constructive and positive feedback.
2. Too many managers or supervisors fear delivering constructive feedback. The fear is irrational. It tends to be focused on concerns over reactions or fear of not being liked. Good employees will like you a lot less if you never provide performance feedback.
3. The fear of delivering constructive feedback will disappear the more you practice delivering feedback. You should be “practicing” every day.
4. The fear of delivering constructive feedback will disappear if you follow a few simple rules: focus on observed behaviors (never attitudes), tie the issue to your business, be specific about the required change in behavior, develop solutions and improvement ideas with the person you are providing feedback to, and ensure that there is a follow-up plan.
5. Deliver feedback as close to the occurrence as possible.
6. Try mapping out your opening statement on a sheet of paper before delivering it. The success of the feedback discussion hinges on how you open this.
7. In my opinion, the sandwich technique (positive praise, constructive criticism, positive praise) confuses the feedback discussion. It’s a crutch for those that are uncomfortable delivering effective, professional constructive feedback.
8. Be careful about not having the discussion turned around on you. It’s easy to lose control of the feedback conversation.
9. Positive feedback must identify the positive behaviors that you want reinforced. “Nice presentation,” is a compliment, but not positive feedback. What was nice about it?
10. Feedback is the manager’s ultimate performance tool. Use it wisely and use it often.
Mastering the art and science of feedback is the closest thing you will find to a silver bullet when it comes to leading others.