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PRACTICE
Feedback
5 major mistakes with feedback

Many bosses and supervisors understand feedback to be only a combination of praise and criticism, based on the motto "That was good" and "That was bad". However, only constructive feedback is encouraging.
  1. No feedback when things are not going well
    Take your team members seriously and be honestly pleased with them about successes. But also try to acknowledge your employees when things are not going so well. In particular in situations like this you are especially needed.
  2. Generalizations during feedback
    Generalizations are the biggest mistake in feedback. Say exactly what's bothering you (and also what pleases you), such as:
    "Unfortunately, your suggestions are very inexact, which means that our customers are unable to work with them."
    But if you criticize employees saying "You know nothing about this subject", or "This project did not go well", the employee immediately goes on the defensive and stops listening to you.
  3. Assumptions in feedback
    Supervisors like to express assumptions as factual arguments, which can sound like an insinuation. The response: Your employees defend themselves. Make it obvious that it is an assumption and do not express it as the truth or as an objective statement.
    Say, "I assume that you sometimes feel overtaxed because this is the first time that you have managed such a large project."
  4. Threats during feedback
    Make what you are trying to achieve clear to your employees and indicate both positive and negative consequences: "I intend to deploy you for the next large order if you conclude this one successfully."
    However, don't be tempted to make threats. Your employees will then work anxiously or simply clam up.
  5. Late feedback
    Carry out a feedback discussion immediately after the respective meeting or after the respective project. However, wait a day if emotions are highly charged. In principle, you should always give the positive feedback first and then the negative. This makes it easier for the other person to accept points openly that they may find unpleasant. Employees who know you well and who have been with you for a long time know how the meeting will progress – "first positive, then negative". So, vary the procedure.
Tip: Give feedback as often as possible so that it becomes a natural management tool. This means that no employees have to fear feedback and that everyone is able to grow with it.

More information
Fachverlag für Recht und Führung
www.vorgesetzter.de



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 News - 20.04.2014
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