One of the most common questions to crop up in my meetings with HR and CEOs at a number of companies last week was:
How do we make managers better at giving feedback?
An important driver of the increased need for feedback is often that the organisation wants to develop towards set goals, for individuals, teams and the whole organisation.
When I meet managers and ask them the same question (How can you get better at giving feedback?), they usually shake their heads and say they don’t have the time. As much as they want to give feedback, everyday life gets in the way. No matter how many tools they have, there is no time to give feedback in a way that is concrete, personalised, timely and positive. Of course, some managers say you just have to get on with it, and even these managers often struggle to actually get it done.
However, every manager always has one or two people to whom they manage to give feedback – some good examples to learn from. In these cases, the employee often asks for feedback, and sometimes they are also clear about the kind of feedback and how often they want it.
But for the feedback to land right, for it to feel genuine, something else is also required, namely a strong relationship. As managers, we must put the conditions in place to build relationships with our employees. This is a long-term process, but it must be done. In vague relationships it is more difficult to be precise in your feedback, and it is much easier for it to be taken the wrong way.
Three simple tips when giving feedback
- Ask questions, private or personal.
- Get to know each other. You will find it easier to give and take feedback in a strong relationship.
- Be willing to offer both positive reinforcement and constructive criticism.
As we all know, an organisation won’t develop unless its individuals do. Sometimes it can be difficult to give and take feedback, but have the courage to climb the feedback ladder. It will give you a great view – not to mention a wealth of insight.
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