how to give constructive feedback

SARAH GREEN CARMICHAEL: Yeah, it seems like it would just be hard to get through this sort of toxic potential, potential for turning the conversation toxic. But are there times when you really should have a critical conversation in a group setting? Here are five steps for giving constructive feedback: 1. It helps to have some underlying kind of principles and philosophies. And the feedback he got is, we need feedback. All these fundamental human needs are potentially kind of at risk. Here are some of the top ways to give constructive feedback in a productive, respectful way. You must have JavaScript enabled to use this form. Give the individual an opportunity to respond But everybody appreciates it secretly. But it’s really what can we learn? How to Give Constructive Feedback in the Workplace. So I thought we could just start with what many people find the thorniest aspect of feedback, which is critical feedback. And so, I think that one of the things we do is we imagine, well, gosh, if they knew this, they wouldn’t do it. You always get better at things that you’ve practice. I know most people also would like more praise, probably, I’m assuming. If you are working with someone regularly and know you will at some point need to give feedback to them, whether as part of your job duties (as a manager or supervisor) or simply due to the nature of your work together (as team members or colleagues), it's important to establish an open, trusting relationship with them. And we want an evaluation of our performance. And people that said no, it’s praise, they tend to be more praised oriented. Nobody says they need it, they want it, they feel weak when they do. And it’s not really meaningful. And so, particularly when you’re giving somebody as you’re calling it critical or redirecting corrective feedback, that’s especially important that you do it then. We said, what’s been most helpful for you in your career? Because in a case like that, maybe they say they want the critical feedback, but in reality what they want is to be reassured that they’re not doing the wrong thing, they don’t have the spinach stuck in their teeth or whatever it is. If it’s titanic, they know it’s going to be, oh, this is going to be a serious conversation. But what they don’t realize is what Joe just got through talking about, which is people really do want to have more information about how they are performing, so long as it is delivered in a constructive and helpful way. Focus on the issue at hand, whether it's a pattern or performance on a specific project, without making broader claims about who they are (for example, telling someone that you noticed some errors in a recent report, so they should take the time to proofread their work going forward versus telling them that they lack attention to detail or are a careless writer). And I wonder when people do get defensive about critical feedback, what is it? Again, you want to be truthful - don't mislead someone into thinking their performance is better than it actually is - but giving someone a few positives to help motivate them can go a long way. The problem is you walk in and you’re really upset, and you say, blah, blah, blah, blah, blah. And so he did what we encourage people to do when they get a new job, is he did a 360. And for many people, the most negative feedback is just the attaboy praise, a kind of hollow compliment, which many people perceive as disingenuous and not really being serious. SARAH GREEN CARMICHAEL: And it sound like what really is needed are sort of regular conversations there. And therefore, it seems kind of disingenuous, and kind of you’re just blowing smoke at me. And he thought, well, you know, you’re all really competent people. They already knew it. But is there a way to do it at least better than we usually do? 1. What if you were the person then receiving the feedback, and you’re not being defensive. A, you may find out that there is some substance to it. You ought to bring up the issue. Jack Zenger and Joseph Folkman have administered thousands of 360-degree assessments through their consulting firm, Zenger/Folkman. And I think that was a valuable lesson for him in terms of people continually want that feedback. Submitting this form constitutes your express written consent to agree to receive e-mails, texts, and phone messages from Champlain College at the phone number(s) and email address provided in this form. We want to know what’s going on. People talk about– I was sitting at my kitchen table this morning, and I had this profound thought. What’s going on when someone gets really offensive with critical feedback? –of the stuff that I’m editing. Again, bringing in both positives and negatives can be key … It also helps very much to have a plan, have a track to follow. What can someone in that situation do? Versus I need to have a very serious conversation with you about some things happening in your role. JACK ZENGER: Most welcome. And it’s like people are sort of trying to make up for it. They kind of symbolically take off their stripes. 53% said it was praise and recognition. How can we use this as a learning experience? It just literally, you’re like this isn’t fair. SARAH GREEN CARMICHAEL: What about totally different scenario now. Content is what you say in the constructive feedback. Before offering constructive feedback to candidates, it is important to ensure that you are not framing what you say in a negative light. And there may not be a way to make it necessarily more pleasant. And therefore, if I either praise you or if I quote criticize you, it’s kind of one in the same thing. You need to pay attention to your team members, their work, and their challenges. They were all incredibly competent. If it feels like a personal attack, the individual will be more likely to shut down and lose trust in you than to listen to what you have to say. Today I’m talking with Jack Zenger and Joseph Folkman. They don’t know about this problem. And often people will say, well, you have to praise in public and criticize in private. However, we have to remember that miscommunications happen more often than we’d like. So what’s tricky when you talk about feedback as being either negative or positive is that in a funny kind of way, for a lot of people, the most beneficial feedback, and therefore, in some ways the most positive, is corrective suggestions. They start feeling like the praise isn’t deserved. A manager looking to give constructive feedback needs to know that it should be: Specific. Clearly identify the action or event and how it makes you or other members feel. And after he was given the CEO spot, he thought about his direct reports. Whenever possible, it is almost always better to deliver constructive criticism in face-to-face meetings rather than via email, instant messenger, or phone.

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