Giving feedback is a difficult but important task for a manager and works as a double-edged sword. Once given correctly, feedback is the best way to promote the performance and development of your employees. However, if you do not do this, feedback can be counterproductive and quickly lead to a deteriorated relationship, demotivation and loss of respect. To prevent this, below are the do's and don'ts of giving feedback, so that you can work on the development of your employees in a structured way.
Do's of giving feedback
Schedule an appointment
The first step in providing feedback is scheduling an appointment. Making quick comments in the hallways is unprofessional, let alone giving feedback in front of all team members. Schedule an appointment, prepare it in time and think about what you would like to see more or less of in the employee.
Start of the conversation
Don't get ahead of yourself during the conversation and don't start giving feedback. First break the ice by giving a compliment, for example, so that the employee feels at ease.
Keep emotions in check
It is not advisable to give someone feedback while you are still angry or frustrated about an unauthorized action. Keep your emotions in check, take the time to cool down and then schedule an appointment to provide constructive feedback.
Give space
Once you have given feedback, whether positive or negative, it is essential to simply stop talking for a moment. Allow space for the employee to process the feedback, because remarks about someone's performance can come as a bolt from the blue.
Follow up
Giving feedback is an ongoing process. Create (new) goals during the conversation, attach agreements to them, and document them, so that you can immediately follow up on the agreements made during a potential performance review .
Don't give feedback
Make it personal
There is a big difference between giving negative feedback and a personal attack. When giving feedback, try to disconnect the person from the process. For example, if the employee constantly makes the same mistake when making reports, do not say that the employee is incapable or lazy. Instead, communicate that you believe the mistake can be avoided in the future, if the employee is willing to work on it.
Too much feedback
Even though there are several aspects that you would like to see different in the employee's performance, make sure you do not overload the employee with feedback. Focus on a few areas where the employee can improve and make these improvement points immediately measurable.
To wait
Provide feedback when the situation calls for it and do not postpone it. A common mistake is to collect feedback and only express it during the annual meeting.
Do not provide feedback
The worst don't is not giving any feedback. By not providing feedback, you do not give the employee the opportunity to improve his or her shortcomings, which is also not beneficial to the ultimate business results.
The customer as the starting point
Successful sales begin with a deep understanding of your customer. Not just what they want to buy, but why they want to buy it. What problem are they solving? What ambition drives them? By asking these questions, you shift from product-oriented to solution-oriented selling. And that is exactly what customers are waiting for: an advisor who thinks along with them, not someone who prints.
Therefore, invest time in your preparation. Research your client's industry, read their annual report, and check their website and social media. The better prepared you are, the more relevant your questions and the stronger your position in the conversation. Clients notice the difference between a salesperson who has done their homework and someone making a cold call with a standard pitch.
Discover how our Next Generation Management training can help you put these insights into practice. For over 35 years, Kenneth Smit has been helping professionals grow.
