As a manager, giving your employees feedback is perhaps your most important task. But are your employees happy about the way you give feedback about them? Does your feedback motivate your employees to give their best or does it make them resentful? Does it boost your employees’ morale? Does it keep them on-track regarding your team’s objectives or do they continue being distracted?
These are some questions that help assess the effectiveness of your feedback. In an ideal corporate setting, your feedback is supposed to help your employees realize the reasons for inconsistencies in their performance and suggest a corrective course of action. Thus, it should facilitate employees’ career growth. However, in most situations, the opposite happens. Why? There are varied reasons. Most of the time, knowingly or unknowingly, managers make certain mistakes while passing on feedback to their employees. These mistakes negate the very purpose of giving feedback and jeopardize the relationship between managers and their subordinates.
Let us discuss a few of them here:
Attempting to sugarcoat negative feedback
Unwilling to hurt their employees, managers often try to lessen the impact of negative feedback by not stating things as-they-are. This only confuses employees because employers don’t come out with what they should and employees end up not understanding their employer.
Thinking that they are right because they are more experienced
Managers often take pride in their experience and ability to make correct judgments. The same reflects in the way they give feedback. They expect their direct reports to completely subscribe to their point of view and don’t factor for the employees’ own unique experience and perspectives.
Focusing on individuals rather than their actions
Managers tend to become judgmental about their employees. They let subjectivity influence their assessment of an employee.
Managers give feedback without specifying the instances that led them to reach such a conclusion. Thus, feedback becomes so vague that subordinates may feel that their boss is unreasonable and attempting to judge everyone along the same lines.
Offering solutions along with negative feedback
Managers come to a quick conclusion that their subordinates cannot solve problems on their own. So, they attempt to offer solutions for performance problems which, they think, their employees face. They do not allow employees the opportunity to come up with their own solutions.
Giving feedback only at the annual appraisal
Managers wait to give feedback only at the annual appraisal. This is not the right performance improvement technique. This will keep your employees wondering what you think about their performance round-the-year. They may feel betrayed and suspicious about your intentions if the feedback is negative. Besides, you will have to draw several instances throughout the year to back your perspective, so it makes better sense to give feedback at regular intervals.
Using provocative language
While trying to prove their point, managers tend to use provocative words. Provocative language makes employees emotional. They may take an acrimonious course of action against their managers.
These are some mistakes you need to avoid to make your feedback effective and serve your organization’s needs.