Keep these four steps in mind:
- Ensure that there is no embarrassment. That’s why you want to create an opening and ask for a private place to deliver the feedback.
- Focus on the data.
- Explain how you are affected using "I" language.
- Ask for joint problem solving.
We hope this article helps you build your teams through feedback.
- Esther Derby has written about this extensively on her blog at www.estherderby.com/tag/feedback.
- Rothman, Johanna and Esther Derby, Behind Closed Doors: Secrets of Great Management (Dallas and Raleigh: Pragmatic Bookshelf, 2005).
- Seashore, Charles, Edith Seashore, and Gerald M. Weinberg, What Did You Say? The Art of Giving and Receiving Feedback (Bingham House Books, 1997).
On why performance reviews are so stupid:
- Buckingham, Marcus and Curt Coffman, First, Break All the Rules: What the World's Greatest Managers Do Differently (New York: Simon & Schuster, 1999).
- Hope, Jeremy and Robin Fraser, Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap (Harvard Business Press, 2003).
- Kohn, Alfie, Punished by Rewards (New York: Houghton-Mifflin, 1993).
- Pfeffer, Jeffrey, The Human Equation: Building Profits by Putting People First (Boston: Harvard Business School Press, 1998).
- Pfeffer, Jeffrey, What Were They Thinking? Unconventional Wisdom About Management (Boston: Harvard Business School Press, 2007).
- Pfeffer, Jeffrey and Robert I. Sutton, Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-based Management (Boston: Harvard Business School Press, 2006).
- Rothman, Johanna, "Agile Managers: The Essence of Leadership," www.jrothman.com/2010/03/agile-managers-the-essence-of-leadership.