Effective feedback fuels successful teams

When was the last time you gave your team feedback? 

Effective positive and constructive feedback improves team productivity and job satisfaction, yet many leaders I speak with seem reluctant to provide it.

I get it. Providing employee feedback may seem uncomfortable, especially if you don’t do it regularly. 

But great managers need to deliver great feedback. And guess what? Your team craves it. 

When I talk to people about workplace dissatisfaction, one consistent theme pops up: they don’t get enough feedback. 

It doesn’t matter where you sit in your career, entry-level or senior management: Everyone wants to know how they are performing. 

So, here are some tips to help you start delivering meaningful feedback.

The language of feedback

When I begin working with leaders, I start with the language of feedback. 

Many will say to me, “I’m not good at criticizing,” or “I don’t like to give praise.”

Feedback is not meant to be criticism or praise. Instead, it’s constructive or positive feedback and focuses on behaviour, not character.

Positive feedback reinforces behaviours we want to see and helps build confidence and respect. Constructive feedback brings awareness to blind spots, suggests improvements, and aligns expectations.

You may be surprised, but your team doesn’t only want to hear the good stuff; they also want to listen to what better looks like too. 

Choose the right time

It’s essential to be clear about your motivation before giving feedback. 

If you intend to develop your team member and encourage them to behave in a certain way to improve performance, then you’re coming from the right place. 

But if you intend to vent anger or frustration, that’s not feedback. 

When you’re giving private feedback, be direct. But remember that honesty without compassion can be cruelty. Language and tone will have an impact, so choose your words carefully. 

Be specific 

Many leaders are unintentionally vague with their feedback. 

“You’re doing a great job.” The praise feels good, but the employee is left wondering what I am doing great? 

Be specific. I use the straightforward model called SBI -- situation, behaviour and impact. Use a specific example from a recent situation to highlight a member’s behaviour and its effect on the team, client or customer. The same goes for delivering constructive feedback. 

Make it part of your culture

Do it regularly. Do it often. That way, feedback it’s not an event. 

If you don’t regularly hear from your manager and she suddenly calls you into her office, you’re going to be anxious. But, if it’s part of the culture, it’s just what we do. 

Try to get in the feedback habit if you’re not already doing it. Weekly team one-on-ones are an excellent opportunity to discuss tasks and offer feedback. 

Feedback should be a two-way street. Leaders may need to push their team for feedback. If they seem reluctant, start with, “If there were one thing that I could do differently, that would make things better, what would it be?”

Providing feedback creates a culture of trust, continuous improvement, improved self-awareness and open communication. These are all things that the teams and organizations are looking for, and regularly giving and asking for feedback does all of those things.

Want to talk more about the gift of feedback? 

Drop me a line. 

Chris