In my time flying jets for the USAF, one of the things that I learned is that feedback can be a matter of life and death. For most of us, it’s not literally life and death, but it can seem that way. When we live our working lives in a “feedback desert,” as a client once said to me about her organization, then well-delivered feedback can seem as life-giving as water when it does finally come.
Feedback is a Gift
Think about it this way: if you were barreling around a curve on a country road, and a bridge was out just around the corner, wouldn’t you be grateful for someone shouting at you to slow down? My favorite image illustrating this is the commercial aired during super bowl XLV showing a beaver who dropped a tree in front of a speeding car which was headed for a washed out bridge. (Click here to watch it on YouTube.)
While this perspective is most useful when receiving tough messages, it can also be useful in spurring us on to do the hard work of giving meaningful feedback to those around us. Remember the times that someone had the courage to tell you the truth when the message was tough. Have you ever heard “I wish you’d have told me sooner…?”
Feedback is Powerful
Giving effective feedback is possibly the most important job you have as a leader of people. It can be one of the most powerful motivators and performance improvement tools. Done well, it forges a personal connection, gives dignity, and taps the wellspring of hope in each of us. It helps keep us aligned with the direction of the organization, and gives us the clarity we need to improve.
If It’s so Great, Why Don’t People Do It More Often?
Many managers view thoughtful feedback as a once-per-year event, linked to performance reviews (if you do them). This may be the result of being trained by habits borne of processes endemic to most organizations.
It’s also true that doing it well isn’t easy. I think that leaders mostly don’t do it because they aren’t confident in their ability to do it well. Psychologists call this “self-efficacy.” You are more likely to do things that you have confidence in your ability to perform. The trick, then, is to build your confidence in your ability to do it well.
How do I do it Well?
My 7 year old nephew was playing video games with Grandma, and soundly clobbering her in every aspect of the game. Sensing his frustration, Grandma said “I’m sorry honey, I just stink at this.” My nephew sighed heavily and replied “I can’t say anything.” His mother had taught him what many of us learned at that age. “If you can’t say anything nice, don’t say anything at all.” A minister once gave me a more sophisticated version of the same coaching. Before offering corrective feedback, ask yourself: “Is it true, is it necessary, and is it kind?” If it passes these three criteria, then go ahead. Here are a few tips that build upon that foundation.
Six Aspects of an Effective Feedback Message:
1 — The deliverer has the intent to help and not to harm. That’s where the kindness comes in. When thinking about the message, try to put yourself in their shoes. Think about what benefit it will be to them, and explicitly communicate your desire to help them improve.
2 — Dialogue. Any meaningful developmental conversation I have been a part of has been a dialogue. Meaningful dialogue about the context, actions, and impact surrounding the feedback helps you to get to a mutual understanding of the facts and the significance of the issue to the organization and the individual.
3 — The feedback is true. This can be a challenging one. While you may want to believe everything you think is true – it is important to recognize that we are all subject to our own biases. See #5 below.
4 — It makes a difference. Think about whether the feedback you want to offer will help them to improve in some important way. You may not know exactly what the specific improvement will be, but you should be able to see the possibility of improvement.
5 — It distinguishes between the objective and the subjective, and responsibly communicates both. I’ve heard it said many times that you should keep the feedback purely objective – I disagree. Objectivity is important, but so is subjectivity. What’s more important than both of them is to recognize and distinguish the difference. The objective part of the message is “what happened” – the observable, verifiable facts. The subjective part of the message is the impact of their actions, which lets them know why the feedback is important.
6 — It gives everyone a path forward. Even when delivered well, corrective feedback can be difficult, and positive feedback can feel good but have little impact. A meaningful discussion about the path forward can help both parties understand the path forward. This includes next steps, agreements, offers of support, requests, and commitments.
If you’ve not been doing this well, give yourself some grace – very few leaders do. Don’t, however, give yourself an out. this is one of the most important skills you can master as a leader of people. The reason more people don’t do feedback well is not because it is complicated, it is because it’s not easy to do well. Even so, doing these five things can be a good start toward building your skills as a developer of great performance in others.
