Check out this month's performance pointer from Penumbra Group, your best resource for training and development solutions.
Managers often hesitate to give developmental
feedback for fear of damaging the work relationship.
Yet, at least one survey has shown that accurate
and supportive informal feedback can increase an
employee’s performance potential by over 30 per
cent. The key to delivering feedback “without tears”
Before offering feedback, prepare by answering a few
questions, such as:
What do you want the feedback to accomplish? Is it
related to work and if so does it benefit the
organization? Is it something the receiver can fix,
and if so, do they have the resources to fix it? Do
you have all the facts? If not, do some research to
clarify the situation. Does the feedback benefit the
receiver? Will it help them produce better work?
What’s in it for you? Don’t deliver developmental
feedback just because “they need to hear it,” or to
gain status, or avoid/displace responsibility. Is the
feedback welcome? Do you have the receiver's trust
or just authority? Can you help? Do you have the
expertise, information, authority, resources, etc. to
help the receiver be successful now and in the
Answer these questions BEFORE offering feedback,
and if there isn’t a big payoff for the receiver and for
the business, it probably won’t benefit you either.
When you do deliver developmental feedback, be
prepared to ask more questions than you answer and
to help in any way you can.