Giving employees feedback doesn’t have to be the time-consuming, energy-sucking, emotionally-uncomfortable experience that managers’ fear. In fact, studies show that more feedback in smaller doses works better for everyone than the traditional check-in meetings that so many bosses default to.
Now, there are two keys—along with practice—that are necessary to keep in mind whenever you give constructive criticism. The best feedback is short and to the point, and it includes something the employee can use to do their work better, now.
Wondering how to be brief and helpful? Just remember this three-word formula: Job-Extra-Annoying.
Start the session with your view of how the employee is doing at completing the tasks associated with their job description. Touch on the things they are expected to do, day-after-day. (Note: This is the only part of the feedback process that is mandatory, the next two categories are optional, depending on what’s most relevant.)
This stands for extra effort. Make note of any special things they’ve done above and beyond their daily job responsibilities (assuming that applies).
If need be, finish with making note of any annoying or problematic behaviors associated with their work that you’ve noticed. Of course, you’re not going to use the word “annoying.”
Here’s an example to show you this formula in action.
Megan was a team leader for a sales and service product team. Her job required her do the same tasks as everyone else, while also managing their schedules and overseeing their quality and efficiency and reviewing the group’s daily completion of tasks. At their weekly check-in Megan’s boss began with the “job feedback,” saying:
“Megan, I can tell your team is doing great by how well they work together and by reviewing their daily reports. An important part of your job is to review and sign the daily reports. I admire how well your group is doing, but these reports aren’t optional, we need you to review and sign them, even when things are going well.”
Through another manager in the company, Megan’s boss learned that she’d been staying late to help a fellow team leader who was having a hard time putting together a good schedule. She used this as her “extra feedback:”
“I found out you’ve been helping Bill sort-out his team’s schedule. That’s great! This sort of work is above and beyond your job description, and it helps make all of us all better. Thank you!”
In the “annoying” category, Megan’s boss had noticed her using her phone in meetings, even though there was a well-known but unwritten rule that it was prohibited.
“I’ve noticed you using your phone more than once in meetings. When you do, is it because something urgent has happened or are you multitasking because the part of the meeting that involves you is over? You know we’re not supposed to so I’m curious what’s going on.”
THERE'S A LOT TO LEARN WHEN YOU'RE A NEW MANAGER
But, you don't have to wing it.
Using the “Job-Extra-Annoying” formula, Megan’s boss gave her feedback in just eight sentences. Now they can spend the rest of the time talking about how to help Megan make improvements in the areas mentioned. (To reiterate, the “job” part of the discussion may be the only item that needs to be discussed, the rest may not apply for every feedback session.)
If you’re not sure how to even begin to distill your thoughts into a successful—and brief—feedback session, here’s a simple five-step process that’ll make it easier.
The most effective managers regularly identify areas for improvement so their employees can grow. Don’t let time constraints hold you back! As hard as it may seem, it’s entirely possible to have really good feedback discussions with employees in five to 10 minutes.
Try it out—and I’m sure you’ll see a difference!
TopicsFeedback , Syndication , Management Style , Management , Lead the Way by Jim Morris , Communication
Photo of people talking courtesy of Hero Images/Getty Images.
The constant in Jim's career has been teaching and preparing people at all levels to be better leaders. He started his career working with kids in the wilderness, and today works as a speaker, facilitator, author and educator working on he calls "people centered leadership" for organizations around the world. He is a principal for Moementum, Inc., a global boutique training consultancy and serves as adjunct faculty for a variety of leadership programs including the American Leadership Forum, Duke University and Virginia Tech. Read more of his writing on the Moementum Blog or follow him on Twitter @jmorris_jim.More from this Author