Another Way You’re Doing Feedback Wrong

Domain: Execution - Estimated reading time: 2 minutes

The title of this post is also an example of some of the mistakes managers often make when delivering feedback. It's critical without any helpful detail.

Studies on negative feedback show it can reduce motivation, competence, and self-efficacy.

That can seem discouraging at first as negative feedback is essential in the workplace. The good news is that a large part of its ineffectiveness is due to the way we go about it. In other words, being more intentional about how we give feedback can lead to better results. Here are a few ways to do it better…

Be detailed

Feedback is more effective when it's actionable. I recommend following the observation, impact, action model that I previously shared.

Describe the behavior you observed, share the negative impact it has and ask for their input on how to change it.

Here is what it might sound like…

I'm concerned with the fact that you didn't communicate this mistake when you learned of it (observation). Not being aware of these issues makes it more difficult for us to collaboratively address them in a timely fashion (impact). How could you do that differently in the future (change)?

Find imbalance

You don't want an equal balance of positive and negative feedback. Studies show you actually want a balance of 5:1. That means five instances of positive feedback for every negative feedback.

People receive positive feedback better when they feel a natural sense of power, autonomy and control in their roles. You can support that by striking the right imbalance.

Be selective

Negative feedback is more effective when the task in question is more interesting and engaging. Mundane tasks are generally not fun to begin with and if you add negative feedback on top of it, it makes the whole experience worse.

Thankfully, mundane tasks are usually low stakes. Save the negative feedback for more critical efforts where it truly matters or for repeat issues. This will also help maintain your five to one ratio.

Another easy way to do this is avoiding the mistake of providing feedback on the method vs the outcome. Many managers get too caught-up with the idea that their team needs to do things in a very specific way. That's usually not the case. Focus on outcomes and let your team figure out how to get there.

Psychological Safety

Giving people the room to learn and make mistakes goes a long way towards creating the sense of psychological safety that makes high-performance sustainable.

Operating in this learning environment also makes your negative feedback or sincere and constructive. Your team is more likely to perceive your intentions as helpful when you are not penalizing them with feedback for every single mistake.

Thank you for reading. My hope is always that you've found something helpful and easy to implement. If you have feedback, suggestions or questions, please reply to this email.

If you are interested in exploring one-on-one coaching to transform your leadership, email me at [email protected] and we’ll coordinate a free, one-hour discovery session.

This week’s action items:

1. Make sure constructive feedback is specific. I recommend the observation > impact > action model.

2. Maintain a balance of five pieces of positive feedback to each negative feedback.

3. Pick your battles on negative feedback. Don't nitpick the inconsequential.

4. Create a culture of psychological safety.