Benefits:

• Reduce misunderstanding during a frequently emotional conversation
• Address specific performance issues, both positive and shortfalls
• Employees can learn and self-correct on their job
• Manager-employee relationship enhanced through authentic communication
• Opportunity to recognize and reinforce good performance
  

Be timely.

Studies show that delivering both positive and corrective feedback as soon as possible after the triggering event has the greatest influence on the employee’s behavior. But we humans tend to put it off, especially if it is a tough message. So, don’t wait weeks–or until the year-end performance review–to deliver your feedback. Have that conversation now, while the situation is still fresh in the memories of both parties.

Solicit Permission.

Psychologically, feedback is easier for someone to take in if you first tell him/her that you have some feedback and wonder if they would like to hear it. Now, it is somewhat phony for managers to ask if it’s OK. Their feedback is going to be delivered. But you can ask if now is a good time for the employee or, alternatively, whether you should schedule a meeting in the near future.

Focus only on specifics: quantifiable results and/or observed behavior.

If you have, say, a “lazy” employee or one with a “negative attitude,” ask yourself: “How do I know? What concrete evidence am I seeing that indicates laziness or negativity?” Then, give the employee feedback about that. If you are not able to translate traits such as “lazy” into concrete results or behavior, don’t give any feedback.

Be clear, beforehand, about what you want to say.

Especially for a tough, corrective message, get it clear in your mind. What are the one, two or perhaps three key points that you, above all, want to communicate to this employee?. Jot these down and have them in front of you during the meeting. This will keep your message clear and you focused, in case the conversation becomes emotionally charged.

Practice the difficult messages.

Again, especially for the tough messages, do a few dry runs. It is OK to practice your delivery. Do it with a peer manager playing the employee. You can even do it in front of a mirror, or into a tape recorder. How do you sound: arrogant? nervous? uncertain? Or do you come across as confident, clear, authentic and respectful of the employee?

“Own” your message.

When you present feedback as your own opinion, observation or expectation, vs. some ultimate truth or judgment or message from upper management, it does two things. First, your message comes across as information, rather than as scolding or blaming. Secondly, it gives you credibility as someone who expresses authentically what you stand for.

Ask for confirmation that feedback was understood.

Most feedback is important enough for you to make sure that the message gets through. So, at minimum, ask the employee if he (or she) understands what you have said and what you are looking for from him. For even greater certainty, you can ask him to say back to you what he understands your message was.