Feedback

As leaders, we often need to provide feedback – to our direct reports, colleagues, stakeholders and, at times to manage up. In my experience, I have observed when feedback is provided, it is usually provided in the way it has been received. Based on this, most often, feedback has a negative connotation attached to it. A lot of leaders tend to view feedback as challenging and tend to shy away from providing regular, constructive feedback – apart from the required performance related feedback which may happen only twice a year, or in some organisations – at a quarterly frequency.

The mindset and intention we approach providing feedback is important. As a leader, approaching feedback with a positive intention and mindset, as a discussion to help another person improve or become aware of improvements based on their strengths enables a more positive outcome. What is the point of providing the feedback if the intention is not positive? Research has shown that when a leader focusses on a person’s strengths, and the discussion revolves around how the other person could use their strengths to achieve an outcome or deliver a piece of work, ie. focus on the work or outcome – not the person, is more conducive to a positive experience. Also, focusing on strengths is more conducive to learning and the person receiving feedback can see what next steps are needed, take action and work towards the mutually agreed outcome. When the focus is on weaknesses, this often leads to disengagement, demotivation and/or defensiveness.

Feedback is also best received and discussed when it is timely, that is, recent, relevant, specific and based on facts. It allows the recipient to have better recall of what is being discussed and when it occurred. Preparation for more formal discussions is important to ensure information is at hand that is required for the conversation. At other times, ad hoc conversations may be required if something was said, or a behaviour was observed that needs to be addressed straight away. By doing this, the feedback can be provided in a timely manner, and any adverse behaviour addressed to ensure it is remediated sooner, rather than later. This helps to minimise the need for performance management due to poor behaviour caused by not addressing the issue upfront. When things need to be addressed as a performance management issue, it is not pleasant for the recipient or for the leader. Preventing this from occurring is beneficial for everyone involved as well as the organisation as a whole.

When feedback is relevant, unbiased and focused on a positive mutual outcome, it is better received by the recipient and also makes the conversation solution focused. As humans, emotions play a part on how feedback is provided and received. Keeping to the facts, providing tangible and objective information allows the focus to be on the work or outcome, rather than the individual. This helps to minimise emotions affecting the feedback. Objective, constructive feedback is motivated by the desire to encourage improvement. Asking how a person feels things are progressing or what challenges they are facing, actively listening and focusing on factual information allows the expression of unbiased thoughts and reason, rather than the expression of emotions and personal preference.

As leaders, it is also important to be aware of our own biases. These could impact how we perceive a person, their behaviour or actions and how we frame the feedback. Being aware of unconscious bias will help us to consider different perspectives, unlearn our unconscious bias and keep an open mind. As leaders, it is important to role model learning behaviours. Research states that learning is less a function of adding something that is missing “than it is of recognizing, reinforcing, and refining what already is.” (Harvard Business Review 2019) The two reasons that support this are:

• Neurologically, we grow more in our areas of greater ability (ie. our strengths) as they are our development areas.
• Focusing attention to our strengths from others is conducive to learning. While on the contrary, focusing on our weaknesses extinguishes it.

Constructive feedback enables improvement, learning and creating a desire to improve. This enables creating action plans to implement positive change. Overall, constructive feedback when provided with the intention to help another person improve, working towards a mutually agreed outcome, enables people to remain aligned to goals and strategic outcomes. It helps provide an environment where discussion is aimed at improvements in processes, products and/or services. It also enables open discussion and creating conversations which improve and maintain relationships. Feedback, when viewed as a discussion manifests a more positive outlook for all parties. They may still be challenging conversations, however, viewing them as conversations makes them just that – conversations. How can you make your challenging feedback conversations more positive?