Surface Ripples

Improving Performance - Effective Feedback (2)

I recently posted an article on feedback and stated that it had to be:

• Specific and justified;
• Timely;
• Acceptable (to the recipient);
• Balanced.

My previous post covered the first two criteria; this will concentrate on the last two. A final post will look at planning and follow up.

“Acceptable” is an area which doesn’t receive much attention as many believe that it is enough that the feedback is “justified” (see above) and “timely” (see below). However, if your object is to improve performance, you need to give feedback on poor performance in a manner acceptable to the recipient. This involves the choice of words and “personalisation” of the issue. Instead of saying “you” did this, try using “that behaviour isn’t/wasn’t appropriate/acceptable”, or “How do you think that went?” The recipient is more likely to listen, accept and change poor behaviour if it is de-personalised or they are given the chance to comment first. Of course, there are those who won’t see the point, whatever the circumstances. However, you may be able to increase the acceptability of negative comments by making sure that your feedback is balanced.

“Balanced” feedback looks at the positive as well as the negative. Too often, when asked for “comments”, many tend to focus mostly on the negative, albeit with the best of intentions. Whilst this may drive improvement, it also drives resentment and may lead people not to approach you at all. Find positive examples to feed back as well. It is unlikely that anyone is entirely “bad” or entirely “good”. Many feedback processes demand that one finds something to comment on. Get the recipient to say where they feel they could change – they’re often more self-critical that anyone if they trust you.

A friend of mine worked for a manager whose “negative” focus often coincided with whether he liked the person or not (so I was told). The result was that any negative feedback to those whom he disliked (or was perceived to dislike) was automatically discounted by recipients, witnesses (if any) and senior management. Result: little improvement in performance unless there were other “negative repercussions”. The manager became more stressed and eventually retired.

I have spent more than half my life working in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy and work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.

Labels: Career, Customer Care, Teamwork

posted by William Martin @ 17:46