Leaders LettersA Leadership Resource Edition 14. August 2010

A Better Way to Give Feedback on Employee Performance

Orange County Better Business Journal, Brett Good

In a perfect world, you would never have to correct orcriticize your employees. Your staff would performtheir jobs flawlessly, without errors or oversights.

Project teams would function with the ease andefficiency of a well-engineered machine. There wouldbe no miscommunication, omissions, misplaced files ormissed deadlines. Productivity would soar.

Unfortunately, managers can only dream about thisUtopian workplace environment. The reality is thatmistakes and shortcomings are an inevitable part of ourlives. As the old saying goes, nobody's perfect. Fromtime to time, you'll have to give an employee less than-positive feedback about his or her work. There's a wrongway and a right way to criticize. The wrong way willdemoralize the individual and create an environment offear in the workplace. The right way preserves theperson's dignity while turning the mistake into a learningopportunity. Here's how to do it right every time.

Keep it professional

If you want the employee to be open to the criticismyou're about to offer, don't put them on the defensive byblaming, shaming and finger pointing. And remember tocriticize in private, never in front of other people.

Be direct Say what you mean in a polite but straightforward way.

This doesn't mean sugar-coating the criticism by usingeuphemisms or vague language, be clear.

Focus on facts

Address the problem, not your feelings about it. Forexample, if an employee chronically misses projectdeadlines, instead of saying, "I'm sick of you turning inyour work late," communicate how the behaviornegatively impacts workflow and impedes efficiency forthe group.

Control your emotions

Check your temper and wait until you're calm enough todeliver dispassionate feedback.

Be specific

Even if the staff member repeats a mistake he or she hasmade once before, focus on the most current instanceand offer guidelines to correct the problem.

Stay on track

Write down ahead of time the key points you want tomake in a discussion so you don't go off on a tangent orforget something important.

Get the employee's side of the story After you've made your comments, give the other persona chance to explain what led to the error. You may beunaware of extenuating circumstances.

Recognize a job done right Providing criticism is important, but don't become anegative manager who comments only when someonemakes a mistake. Praise is also an effective tool forreinforcing positive employee behaviors. Unlike criticalfeedback, praise should be given frequently and publiclyand is a powerful motivational tool that inspiresemployees to do their best.

It can be challenging to strike the right balance betweencorrection and encouragement when you criticize anemployee. But if you know the right way to criticize,you'll not only be able to correct the mistake but alsogive the employee the guidance needed to make changesthat will benefit your entire organization.

How to Handle Difficult Conversations

www.associatedcontent.com, Jack Junier

Remember the old adage, "If you can't say anythingnice, don't say anything at all?" Wouldn't it benice if we could abide by that rule in the

workplace? The simple fact is that, as managers, wecan’t. An essential part of management is telling peoplewhat they don't want to hear. The trick is doing it in aproductive way that resolves your issue withoutdemoralizing your staff. Read on for simple tips tohaving difficult conversations.

Talk Privately

Addressing any issue with an employee in public is abad idea. You'll lose credibility as a leader and instantlyput your employee on the defensive.

Lead with the Good

Surely your employee has enjoyed some success thatyou can praise him for. Start with this praise, so youremployee understands that you recognize his value.

Depersonalize the Issue

No good will come of a conversation that can beperceived as an attack. This may sound like overusedadvice, but clumsy handling of sensitive situations canhappen even in the most enlightened workplace.

Be Prepared

Don't expect your employee to be automaticallymotivated to fix the problem. Have an action plan ready,including the ideal resolution to the issue and the steps

you'll take to help your employee get there.

Be Clear

When you point out the problem behavior, explain theconsequences that may not be recognized by youremployee. Make him fully aware of your point of view,

and be sure he understands why his behavior is harmful.

Listen

Your employee may have concerns about how youexpect him to handle things. Listen to his point of view,and paraphrase back to him to be sure you understand.Validate his opinions, and be open-minded enough tochange your action plan if a compromise is warranted. Ifyour employee is off base, now is the time to coach himso he understands why he needs to be on board withyour point of view.

End with the Good

Reiterate the action plan, as well as your earliercompliments. It's very important to reinforce youremployee's perception that you care enough tounderstand him fully. Close the conversation with asincere statement of your belief in your employee'sability to meet expectations.

Most employees, even those resistant to change, want toexcel at their work. Keep these tips in mind whendiscussing difficult issues, and your conversation will bemuch smoother and more productive for it.

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