Leader’s Toolkit: Top 10 Communication Mistakes when Delivering Performance Feedback (part 2)
This is part two. Before you continue, read part 1.
- Wanted to provide feedback but never get around to doing it.
- Deliver critical feedback in public or in passing because you ran out of time to schedule a meeting.
- Deliver feedback focused only on what you want and do not consider if the employee is ready to hear and act upon your words of wisdom.
Let a disagreement grow into conflict.- Do all the talking and forget to exercise your listening skills.
You feel that your high performers know they do a good job, but you’ve not had time to tell them officially! The feedback to get your employees’ performance from great to excellent never gets through… these missed opportunities can be costly! You may lose a great employee, a great client, or a revenue stream! It’s time to make time; the benefits will be worth it.
A conversation of this nature deserves the respect of four walls, even if it only takes 10 or 15 minutes. Making a focused commitment communicates respect and develops trust.
Always consider your audience! If they are not ready to hear it, it will do more harm than good. Your goal is to get them ready to hear your perspective. Often asking questions and listening first is your best strategy.
Disagreements are critical to business growth. Managing this conflict in a respectful manner gains respect, trust, and loyalty! Do what you need to do, even if it means saying you were wrong.
Plan to listen first. The best strategy starts with asking the employee to self-assess their behaviour based on a pre-determined list of expected actions (a job description or task list). Listen with the intent to listen and understand their valuable perspective. Then share to build on what you have learned.
Which one of these communication traps should you stop doing? Which of these suggestions to deliver effective performance feedback will you start doing? What are you already doing that has positive impact? If you don’t know, find out! Make improvements, monitor results and watch the positive changes around you! Remember this great quote from John Powell, “Communication works for those who work at it.”
[...] Check out Part two [...]
Great post! It's timely as well – lots of organizations are in the midst of preparing and delivering the dreaded annual performance review.
I personally have done at least 7 of the “offenses” on your list over the last 20 years or so…. Some with small results, others with huge lasting effects that I really wish I could make go away. Alas, they don't go away, so the only thing to do is learn. After all, trying the same thing over and over again while expecting different results is the very definition of insanity (I believe someone waaayyyyy more famous than me said that, just can't think of who)
One thing I would add is that an on the ball leader will not surprise anyone at evaluation time – if you've been keeping up with your folks, all of the praise should be a re-cap of what they've already heard. More importantly, any critical comments should also be things they've heard; if not, you haven't provided any mentorship or time for faults to be corrected. In fact you will have just facilitated the problem…
Landon,
Making, witnessing, or experiencing these “offenses” helps us become aware of what needs to change. The ability to “feedback” frequently, purposefully, and respectfully saves time, reduces turnover/anxiety, and increases everyone's morale, including our own! Within our organizations, it's time we start creating cultures where frequent feedback and communication are valued and practiced. As you mentioned, if your people are surprised by something they hear at performance review time, you are facilitating the performance problem.
Thanks for your comment and I look forward to continuing the conversation.
Sonia