How To Give Feedback To Your Directs

When it comes to your directs, as a manager, it’s your responsibility to provide feedback as often as possible to help them grow and thrive. The purpose of feedback is to point out the areas they are excelling at and call out the areas they are struggling with.  The goal is not to crush them but to build them and set them up for success.

Providing Positive Feedback

When you catch them doing the right thing, point it out immediately, and applaud them. Don’t wait. Call out what they are doing well and be specific about it. Tell them how it’s benefiting the company, the team, and our time. Say it privately and publicly (in front of the team).

Providing Negative Feedback

What you shouldn’t do

• Don’t wait for a quarterly or mid-year review. When the matter is fresh in everyone’s mind, address them. Recollections may vary over time, so don’t wait.
• Don’t provide negative feedback publicly (in front of others).
• Don’t pile up a bunch of negatives and address them together.
• Don’t catch them off guard.

What you should do before the meeting

Prepare them for the feedback conversation. Let them know in advance and schedule some time to discuss the issue. Tell them this is to discuss what went well and what we can improve. This gives them enough time to prepare so they can come up with their responses.

Criticism, like rain, should be gentle enough to nourish a man’s growth without destroying his roots.

Frank A. Clark

What you should do during the meeting

• Focus on the positive [Appreciate] – Start with their strengths. Tell them where they are excelling. Although you would have said it many times, it’s always good to remind them of their strengths and that you are aware of it and you appreciate it.
• Focus on the problem/behavior [Coach] – Be direct, clear, and concise. State the problem clearly and explain how it impacts you, your team, the team culture, the quality of work,  the revenue stream, the team morale, and your organization. For example, “I know you can provide error-free, clean work; what happened in this case? What could you do to improve?”  Have examples to share so they can see the issue.  
• Focus on one thing [One thing]– Point out the one thing they can change that would greatly help them improve. Don’t say too many things. That makes it hard for them to remember and take corrective action.
• Focus on listening to their side of the story [Empathy]– As humans, they could become defensive. Or they could express challenges they face with a teammate or lack of tools to perform their function effectively. Listen with empathy and without judgment.
• Focus on moving forward [The future state] – Point them to a bright future instead of pointing them to their flawed past. Tell them they can be more effective if they do “(blank)” going forward. Assure them that this feedback doesn’t affect the cordial relationship we had.

Mistakes should be examined, learned from, and discarded; not dwelled upon and stored.

Tim Fargo

What you should do after the meeting

After giving feedback, ask yourself: What went well? How did you deliver the message? What would you do differently the next time you approach this person or anyone else to provide feedback? Did anything catch you by surprise?  Providing good feedback takes time, energy, preparation, and thoughtful delivery. Reflecting on your feedback helps you prepare better to be more effective in giving feedback.