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t do you associate with the words giving feedback? You wouldnt be on your own if the first thoughts you had were things like: criticism; feeling uncomfortable; awkwardness and tricky conversations.
Is there also a link in your mind between giving feedback and underperformance in the workplace?
Last months article gave you a structure for giving both positive and negative feedback to an individual or team.
However, you can follow any model you like for giving feedback (and there are a few out there!) but if you and everyone in your staff think that feedback is all about criticism and negative stuff, then no model or training on how to give it is going to help you build a motivated team.
What do you really want? You want a team where:
-Your staff actively solicit and expect feedback about their performance.
-Your staff take ownership of, and responsibility for their performance and what they do to improve it.
-The culture is one which demonstrates on a daily basis the importance and value of feedback.
As with all things knowing what we want, and knowing how to get there are often two different things! This article shares with you what I believe are the 4 biggest mistakes you can make as a manager, if you want to achieve those three goals above and offers some suggestions for how, with just some minor tweaks to the way you do things, you could not only achieve those goals, but transform the performance of your team in the process.
The 4 biggest mistakes you can make when youre trying to build a great feedback culture
Mistake number 1: Reserve your feedback for when someone is underperforming.
For many managers, giving feedback is associated with having to tell someone they are not performing as you would like. For many cultures, giving positive feedback (praise) is almost something to be rationed.
Have you ever heard a manager say: I shouldnt have to praise somebody for just doing their job.
Thats what theyre paid for?
However, is this manager at risk of ignoring good, solid, reliable work; of assuming the only motivator for people is money and they take the view praise or recognition is reserved only for those who do more than their job. But I like this quote from one of the worlds top writers and thinkers about bringing the best out in people; Aubrey Daniels, who says:
If people are not told they are appreciated [link widoczny dla zalogowanych], they will assume the opposite.
How many wives have left their husbands after 25 years of marriage with the words, you never appreciated me. You took me for granted?
How many workers do you think have left their roles for the same reasons?
People NEED feedback and they need feedback which is positive as well as negative. Recognise that your good, solid workers, day in, day out, leave you free to get on with other things, because you can trust them to perform consistently. They form a backbone which brings strength to your team, and to your overall results. Lose them; disenchant them, and you risk fragmenting the team and damaging working relationships.
Mistake number 2: Give more negative feedback than positive.
Whats the ratio of praise to criticism in your team?
Not only do we need to build cultures which give both positive and negative feedback [link widoczny dla zalogowanych], we need to ensure we give more of the good stuff, than the negative.
Why?
Well have you ever been at the receiving end of an overly critical teacher [link widoczny dla zalogowanych], lecturer, parent, partner, friend or boss? How did that make you feel?
My guess is you began to dislike the critic; you tuned out to the criticism, because you heard it so often; you felt upset, frustrated, or annoyed; you began to avoid the critic; you wouldnt hear a valid criticism any longer, and at its worst, you may have found yourself losing self confidence and self-esteem.
Study after study shows the ratio o
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