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View All Press Releases| Mulady Solutions | 06 Jul 2010 |
Newsletter - 10 common mistakes we make when we give feedback
Effective feedback should enable the person receiving it to walk away understanding exactly what he or she did and what impact it had on the business. When the result is this specific and this direct, there is a better chance that the person getting the feedback will be motivated to begin, continue, or stop the behaviours that are affecting their performance. Below are some common mistakes we make when giving feedback.
1. The feedback judges individuals, not action
If you say “You need to be a better team player” you send a strong judgmental message which puts people on the defensive.
2. The feedback is too vague
Generalised phrases like “you did a great job with that customer” does not let the person know what exactly they did well.
3. The feedback speaks for others
To say “people are telling me that you are….” isn’t effective. The recipient cannot ask questions to clarify – and can become defensive.
4. Negative feedback gets sandwiched between positive messages
If we say something positive, then negative, then positive, the recipient will only focus on the negative message in the middle.
5. The feedback is exaggerated with generalities
Language like “always” or “never” means people normally get defensive as they think about times they did not do what you claim.
6. The feedback psychoanalyses the motives behind behaviour
Saying you know why someone is behaving a certain way is ineffective because you are probably wrong and it can cause resentment.
7. The feedback goes on too long
Know when to stop or people receiving the feedback will not digest the information they have just received.
8. The feedback contains an implied threat
Telling someone her job is in jeopardy does not reinforce good behaviour or bad behaviour - it only creates animosity.
9. The feedback uses inappropriate humour
Saying “good afternoon” to a colleague who is late for a morning meeting doesn’t provide a reason to change that behaviour.
10. The feedback is a question, not a statement
A question like “Do you think you can pay closer attention?” is too indirect. The recipient may respond defensively or with indifference. “Do you give good, consistent feedback to the people you work with?”
If you want to improve your feedback skills to ensure you are achieving maximum performance from your greatest asset, your people, or to discuss your training and development needs, please contact Annie Mulady on 01628 475988 or annie@muladysolutions.co.uk
