Providing motivational feedback to employees is one of a manager’s most crucial functions. But here’s the secret: it’s not what is said but how it’s said that matters most. Positive feedback is easy; giving negative feedback can be difficult. Here are some tips on how to get it right:
When to do it
It’s quite simple with positive feedback – do it immediately. With negative feedback, you might need time to cool off and get your thoughts in order – but don’t wait too long, as you’re seeking to correct a problem. Choose the timing that would provide the best chance of the feedback coming across as constructive.
Setting up the session
Don’t spring a negative feedback session on an employee. Set up a time, telling him or her what it’s about. This will give the employee a chance to prepare emotionally and think about the issue, and will lessen the likelihood of a defensive reaction.
Where to do it
The adage ‘praise in public and punish in private’ applies here. Giving negative feedback to someone in a team meeting, for example, is the height of bad management. It causes embarrassment, stress and can severely demotivate not only the employee concerned, but other staff.
Show concern, not anger
A tone of concern stresses the importance of the feedback, and provides the appropriate level of sincerity. Anger or sarcasm turn what should be helpful feedback into destructive criticism. Remember, the purpose of negative feedback is to create awareness that leads to a correction or improvement in performance. If you don’t give negative feedback in a supportive manner, you defeat its purpose.
Be kind, but don’t sugar-coat
Negative feedback can be extremely stressful for the recipient. Good managers appreciate this. They are firm, but sympathetic. This said, don’t try to soften the blow by delivering negative feedback sandwiched between positive feedback. It won’t make the recipient feel any better. A comment such as “John, you’ve worked very hard on the project, but…” leads to confusion, and provides a distraction from the problem that needs to be fixed. Deliver the message plainly and unambiguously in a tone that is kind, but in words that are direct.
Focus on the problem, not the person
Don’t use the word ‘you’. Talk about the problem resulting from the behaviour of the person rather than the person concerned. Refer to what the individual is actually doing and avoid subjectivity.
Don’t go on too long
Get to the point and avoid beating around the bush. Don’t generalise, and avoid words such as ‘never’ and ‘always’.
Be specific
Give concrete examples. For instance, don’t simply say, “the labour productivity in your section is too low”. Rather say, “labour productivity in your section has dropped from X units/ha last year to Y units/ha this year.” Then move on to discuss the reasons why this happened and how it can be avoided in future.
Explain the consequences
The reason you are giving negative feedback is that the employee is doing something that is harming the business. Outline these negative consequences explicitly and ensure they are understood. If the employee’s attitude is obliging and co-operative, stay well away from any words that could be seen as an implied threat. If the employee is defensive and uncooperative, point out courteously but firmly that a continuation of the unsatisfactory performance could have negative consequences for him or her.
Don’t dwell on the past
Try to keep the feedback forward-looking, seeking to meet future expectations and not rehashing the past. Be positive about the person’s ability to fix the problem. This will help to reduce defensiveness and increase receptivity.
