The ability to give good, constructive feedback is one of the most important skills a manager can have. Whether it’s positive feedback or negative feedback, managers have to be able to tell employees how they are doing, what they have done well and what could be done better.
The importance of regular, constructive feedback emerged as a strong theme in our ‘Develop Yourself Survey Annual Report 2018’. Numerous participants said they would like to see more and better feedback in their workplace. It’s a big issue for employees and according to several pieces of research, it’s also a big issue for many managers.
Unfortunately, giving feedback is something that a lot of managers shy away from, particularly if it involves difficult conversations or tricky members of staff. For many, it is one of the hardest aspects of being a manager, according to research by the US leadership development consultancy Zenger Folkman. In a survey of over 7,600 people, Zenger Folkman found that almost half (44%) of managers find giving negative feedback stressful or difficult, with 21% saying that they actually avoid giving negative feedback.
It’s not only negative feedback that managers struggle with – nearly 40% of leaders in the survey admitted that they don’t give positive feedback either. This is despite the fact that numerous surveys demonstrate the importance of positive recognition in the workplace. Research by IBM’s Smarter Workforce Unit, called ‘How do I recognize thee, let me count the ways’, found that the engagement levels of employees who receive recognition in the workplace is almost three times higher (76%) than the engagement levels of those who don’t receive recognition (28%).
Giving feedback is an integral part of being a manager and an integral part of performance management. And it’s important that it’s regular and consistent, not just something that happens once a year at appraisals time. This is particularly so if there is a performance management issue with one or more employees – why wait months to tell someone that their performance is under par when you could tackle the problem immediately and before it escalates?
In giving regular, consistent feedback, you are letting employees know how they are doing and when there are performance issues, you can help them address them as work progresses.
Rather than thinking of feedback as a purely formal process, view it as an ongoing, two-way conversation (unless there is a need for a formal performance management approach). Grab a cup of coffee with a member of staff and initiate a conversation about how a new project is going or how a newly completed project went. Get their feedback as well as giving yours.
There are many ways to develop your skills in giving feedback – there are a whole range of courses, resources, books and tools on this subject. There is not space to cover it all in this post, but here are a few pointers to help you on your way: