Continuing the Toastmaster's Competent Leadership (CL) Manual, the next project is Project 3: Giving Feedback. This project outlines the importance of, and ways in which we can give constructive performance feedback to the teams we are managing:
The CL goes on to explain that while a crucial skill, most leaders hesitate to give feedback, because their evaluation of others may be viewed as criticism, i.e. a negative experience. Their hesitation may manifest itself via a number of different paths:
Team members need to know what they are doing well, what they are not doing well, and how they can improve. Giving performance feedback is a necessary leadership function. When done properly, feedback can relieve stress, improve interpersonal relationships, and promote trust and respect for leaders and team members (Toastmasters International, CL)
The CL goes on to explain that while a crucial skill, most leaders hesitate to give feedback, because their evaluation of others may be viewed as criticism, i.e. a negative experience. Their hesitation may manifest itself via a number of different paths:
- not communicating our expectations of others
- assuming others understood our meaning implicitly
- blaming ourselves for other's misunderstanding
- hoping that the situation resolves itself; or the other figures it out themselves
- guilt and fear feelings arising out of the experience
However, feedback can be a positive experience, if done properly.
How to Give Feedback?
To be most effective, feedback should be given immediately after the behavior occurs, in a respectful, calm, encouraging manner. The prescribed steps include:
- Describe the specific behavior which needs correction, without trying to analyze reasons why it occurred. Be tactful how you say it, citing comments only from your own experience ("I saw.."). Avoid also making the team member defensive (by being too offensive, ex. "If you would just do your job...").
- Explain the behavior's effect (especially on others, or the team).
- Listen, acknowledging but remaining focused on the problematic behavior
- Ask for a change in behavior. (Ex. "The shipments must leave here on schedule."). Be specific with the suggestions for improvement.
- Reaffirm the person's ability to make the change (By..., you can....").
- End on a positive note. (reaffirming past positive history)
- Follow up and offer praise if improvement occurs
Recognizing Good Performance
Feedback also involves recognizing those who perform well. If you hope to promote continual improvement among team members, recognize them for their accomplishments. Remember to:
- Be specific
- Express your appreciation
- Encourage more of the same
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