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GIVING CONSTRUCTIVE FEEDBACK
Feedback is an essential element for everyone in an organization's workforce
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Feedback is a useful tool for indicating when things are going in the right direction or for
redirecting problem performance
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Some situations which require giving constructive feedback include:
• Ongoing performance discussions
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Providing specific performance pointers

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Following up on coaching discussions

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Giving corrective guidance
Letting someone know the consequences of their behavior

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Some clues that constructive feedback is needed are when:
• Someone asks for your opinion about how they are doing
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Unresolved problems persist

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Errors occur again and again

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An employee's performance doesn't meet expectations

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A peer's work habits disturb you

SIX WAYS TO MAKE FEEDBACK CONSTRUCTIVE
Part of being an effective manager or supervisor is knowing what feedback to give
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constructive feedback is a tool that
is used to build things up, not break things down
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1
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2
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Describing behavior is a way of reporting what has occurred, while judging behavior is an
evaluation of what has occurred in terms of "right or wrong", or "good or bad"
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For example: "You demonstrate a high degree of confidence when you answer customer
questions about registration procedures, "rather than, "Your communication skills are good
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Focus on observation rather than inference
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Focus on what
the person did and your reaction
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Focus on behavior rather than the person
Refer to what an individual does rather than on what you imagine she or he is
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For example: "You talked considerably during the staff meeting, which prevented me from getting
to some of the main points," rather than "You talk too much
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Provide a balance of positive and negative feedback
If you consistently give only positive or negative feedback, people will distrust the feedback and it
will become useless
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Be aware of feedback overload
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If
you overload an individual with feedback, she or he may become confused about what needs to
be improved or changed
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The number of keying errors you are currently making is higher than
expected
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You, as the manager or supervisor, use the ongoing exchange of information as a way of getting to know your people and providing them with
valuable guidance in their work
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The organization gains in improved productivity of its
workforce
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State your purpose briefly by indicating what you'd like to cover and why it's important
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If the other person has requested feedback, a focusing statement will make sure that you
direct your feedback toward what the person needs
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"I feel I need to let you know
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"I have some thoughts about
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Have a certain event or action in mind and be able to say when and where it happened, who was
involved, and what the results were
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Avoid talking vaguely about what the person "always" or "usually" does
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Sanchez, I noticed that
you kept raising your voice
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Explain the consequences of the other person's behavior and how you feel about it
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When you describe your reactions or the
consequences of the observed behaviors, the other person can better appreciate the impact their
actions are having on others and on the organization or team as a whole
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" "Shouting at our students is not acceptable behavior in this
department
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Remain silent and meet the other persons eye, indicating that you are waiting for answer
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For example:

"What do you think?"
"What is your view of this situation?"
"What are your reaction to this?"
"Tell me, what are your thoughts?"

Step 5: Offer specific suggestions
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Offering suggestions shows that you have thought past your evaluations and moved to how to
improve the situation
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If your feedback was offered supportively or neutrally, in the "for your information" mode, or
depending on the situation's circumstances, suggestions may not be appropriate
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Don't drum up a
suggestion for improvement just for the sake of it
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"
"Jill, rather than telling Ed that you're not interested in all the details, you might try
asking him specific questions about the information you are most interested in
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Summarize the Action items, not the negative points of
the other person's behavior
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For corrective feedback, stress the main things you've discussed that the
person could do differently
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For example: "As I said, the way the group has figured out how to cover phone calls has really
lessened the number of phone messages to be returned
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Please keep taking the initiate on problems like that
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This summary is an opportunity to show your support for the other
person—a way to conclude even an negative feedback situation on a positive note
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I'll do what I can to
make sure your priorities are factored into the schedule, and I'll expect you to
come straight to me if the schedule is a problem
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