“How am I doing?”
That’s the most important question in the business world,
yet the most unasked, and unanswered. Why? There are many
barriers to workplace communication that often inhibit the
free flow of giving and receiving both positive negative feedback
(the latter also called constructive criticism).
Yet performance feedback is critical to
employee morale, productivity and effective communication.
When employees are unsure as to whether they are performing
up to expected standards, they experience anxieties and feelings
of insecurity—and these are highly detrimental to work
performance. In fact, lack of recognition is a top-cited problem
in surveys on employee morale. An open communication culture
helps foster employee work practices that are both efficient
and effective.
Today feedback should come from co-workers
as well as supervisors, and it should be given often, not
just at performance-review time. As the acronym FAST suggests,
feedback should be:
- Frequent—given regularly, not just once or twice
a year
- Accurate—provided after all the information
is gathered
- Specific—naming why a behavior or work performance
was good or could be improved
- Timely—delivered immediately whenever a particular
work performance is noticed
Giving fair, balanced feedback is also
important. If a supervisor only gives negative feedback to
an employee without ever providing recognition for a job well
done, then the employee may feel that all he ever hears are
the complaints, never any praise. He may say to himself, “Why
should I bother trying to do my best, when no one ever notices
or cares.”
Overcoming Feedback Barriers
Often, there are barriers preventing individuals
from giving feedback. For example, some supervisors claim
that they are too busy to give regular feedback or that “no
news is good news.” Others don’t have confidence
in their feedback communication skills or may harbor a fear
of being disliked by the employee for criticizing a job done
poorly.
Most will agree that to give positive feedback
is much easier that telling someone that his work performance
needs improvement or that his work behavior is inappropriate.
However, a good supervisor has to give both positive and negative
feedback.
To overcome the barriers for giving constructive
criticism and to help avoid or minimize employee resentment,
remember these tips:
- Keep negative feedback private and confidential.
- Use face-to-face communication whenever possible.
- Don’t lose your temper and don’t ridicule.
- Keep to the performance that needs improving.
- Listen to the employee’s side of the story.
- Don’t treat a first-time offense as a felony.
- Let the employee know that we all make mistakes, and
we can learn from them.
- Don’t threaten or use intimidating language.
- Identify the value of correcting the behavior, from
a productivity standpoint.
- State clearly the expected performance, and be sure
the employee understands it and agrees to it.
Receiving Feedback
To develop personally and professionally,
we all need input from others. Feedback frequently saves us
from future embarrassment and helps us to discover our weaknesses
while improving our work performance. It can also reinforce
our strengths and capabilities, giving us increased self-confidence.
Employees should actively seek feedback,
if they don’t regularly receive it. Everyone has a right
to know how they are doing in the workplace. They should listen
to both co-workers and supervisors alike. And employees should
be open to change, if this is requested.
When the environment and tone of a criticism
given by another is warm and supportive, it is much easier
for an employee to respond openly to it. But, unfortunately,
this is not always the situation. Although we cannot control
what someone else says, we can control our response.
Here are six steps for handling
criticism from A Complaint Is a Gift by Janelle Barlow
and Claus Moller:
- Thank the person for the feedback and recognize that he
has taken a risk to bring something to your attention.
- If you made a mistake, admit it.
- Apologize if appropriate.
- Promise to do something about it, and then do it.
- Take steps to improve.
- Enlist the other person’s help to monitor your progress.
For continued business success, one key
motivating factor stand outs: appropriate employee feedback.
Everyone needs to sharpen their communication skills and try
it.
Joan Matochik is president/owner of JM Communications, which specializes in professional development training in the areas of customer service and oral and written communications. A professional speaker, writer and trainer, she has been in business for more than 20 years.
Email: jmatochi@comcast.net
Company Profile: JM Communications
Company URL:
Back to Columns page
|