16 Oct meeting feedback comments
By helping the worker understand what is expected, what it will take to meet expectations, and provide an appropriate timeline, the employee has an actionable plan for future improvement.
So meetings are a good place to give praise and for managers to solicit criticism, but they’re not a great place for giving criticism to team members. However, this approach isn’t necessarily the best way to give feedback. Behavior - what was the specific good or bad behavior? We say to jump past the golden rule: “do unto others as you would have them do unto you” straight to the platinum rule: “do unto others as they would have done unto themselves.” This requires you to know your people really well! They may not always be the action steps you would have picked for yourself. Behavioral feedback is feedback that is focused on an employee's specific behavior that needs adjustment. As a general rule, if you can’t offer actionable advice to help the person move toward a positive outcome, then your feedback isn’t feedback. In fact, many top workers are actually hoping for constructive negative feedback as it will help them grow in their profession. In an ideal world, ALL feedback could be delivered in public because it would then enable everyone within earshot to learn from the feedback, but we don’t live in an ideal world. Employee appraisal comments are often made by leaders and managers, not to them. It’s a gripe. Work - what was the specific good or bad work product (the analysis, the presentation, the pitch, the speech, the code)? … Well, it depends. If you perform the movement well you are told so immediately so that you have the best chance of internalizing the success you just had and repeating it. The person’s defensive reaction will be lower, and you’ll be more likely to have a teachable moment. Team members ascribe “blame” for team dysfunction to the manager, but are extremely reluctant to criticize the boss (for obvious reasons). As soon as they finish the movement, they turn, stand at attention, and look at their coach, and coach will say something like “you held your hollow too long.” The gymnast nods acknowledging the feedback - no defensiveness, no pushback - and jogs back to the beginning of the vault run and tries to incorporate the feedback for the next repetition. Now imagine that the coach waits until Starks’s annual review to tell him “you held your hollow too long.” Obviously useless, and we even can agree that it’s ridiculous. It is also vital to avoid language that suggests employees are in competition with one another. Use facts, examples and statistics to substantiate both your positive and negative comments. However, senior employees also need feedback in order to become the best leaders and managers they can be. When someone receives criticism, on behaviors or work products, that person is far more likely to manifest a defensive, threat response than they are to say “Oh, thanks so much for the feedback, what a gift!” This tends to be the case no matter how carefully crafted the feedback is.
A bit negative .
You’ve probably been reading a lot about feedback in the workplace over the last few years and the trend towards real-time feedback. By approaching the issue directly, the manager and employee can have a thorough discussion of what has happened, what needs to happen and what steps are required to make the change. This stands for: Situation - what was the situation in which the behavior - good or bad - manifested? Praise can - and most often should be delivered in public. This is not because you’re working with a dysfunctional person, it’s because you are working with a human being.
These kids fail relentlessly - 100s of times - before they succeed.
Employees can’t improve if they don’t know what they are doing wrong. So whether you’re interested in maximising your reviews or 1-on-1 meetings, or simply curious about improving your company culture with instant feedback – you’ve come to the right place. Waiting to give feedback makes absolutely no sense. Contact us to see how our expertise can help move your business forward.
Meetings are still a great venue for noticing feedback-worthy behaviors and work, so try grabbing someone right after a meeting when you see something they could improve (there’s a great story about this in Episode 12 of our podcast, Radical Candor).
The language a manager uses to discuss problems in an employee’s performance is just as important as the content of the conversation. The idea is that delivering feedback right away, when you see something great or something that needs to improve, will help the person make adjustments more quickly and achieve more success than if you saved that feedback up for a scheduled performance review. 6.
But try what works for them. There’s a shared understanding. A manager should find out why the calls being made are not as effective as they could be. Here are a few unique situations where public criticism is ok. My son, Starks, is a competitive gymnast. We would argue that giving feedback immediately after the meeting is still pretty real-time. Instant feedback works alongside 1-on-1 meetings and fortifies goal alignment – and, when done right, creates an environment of trust at work. How then, can you give real-time criticism? Don’t give this kind of feedback in meetings. If you want your employee feedback meeting to be the most positive appointment during your day, here are some tips to manage the task. Imagine instead that the coach waits until Friday night, ”remember that one repetition around 6:34 PM on Monday on the vault, well you held your hollow too long.” Also useless (and considerably less ridiculous).
It’s offset with a lot of praise. You want to specifically identify the behavior in need of improvement not on a person or their intentions. Giving Feedback in Meetings? Instead, it is better to be straightforward about any negative comments and avoid burying them with positives. Think about Starks the gymnast and imagine if the gymnast didn’t do something correctly on, say, a Monday. A manager is responsible for everything that their team does or fails to do. The following comments are useful for aspiring leaders, too. We would argue that giving feedback immediately after the meeting is still pretty real-time. Just remember, give praise in public, but give criticism in private. If you want your employee feedback meeting to be the most positive appointment during your day, here are some tips to manage the task. The Center for Creative Leadership offers us a handy little tool for structuring feedback: SBI. Then, set a meeting in a week to check back and see their progress. In the end, this will create a disconnect where the worker doesn’t know the full nature of the issue or how to remedy it, and the manager thinks it has been meaningfully covered. All rights reserved.
Impact - what was the impact of the behavior? So in order to achieve the purpose of criticism, to have someone learn how to do better, it’s best to give criticism in private. If things are not going perfectly on the team, which is much more common than ‘everything is perfect,’ that sort of thing is often seen by team members as the manager’s shortcoming. Take the time to prepare for a feedback session as you would any other important meeting.
The first concern is, “What if a person is not comfortable with public praise?” The first thing I would try is to talk to the person to see if they can become comfortable enough with public praise to enable this important objective. Additionally, if a worker feels they cannot perform to the same level as another co-worker, they may be inclined to stop trying altogether.
Instead of telling an employee how something should be done, consider providing information about what has been done and how it relates to current results.
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